International customers are accustomed to interacting with the highest levels of government—and often, the potential customer itself is a government. Because the majority of new nuclear reactor construction is happening overseas, we need engagement from our own senior-level leaders. To compete, we also need alignment among the many federal agencies involved in nuclear exports.
Whoever Said It Was Fair?
Our biggest competitors in the trillion-dollar global market for nuclear energy are state-owned enterprises in countries like Russia and China. True, these entities have an unfair advantage. They benefit from direct financial assistance from their governments and swift, well-staffed coordination from their state agencies. But that doesn’t mean we can’t compete effectively. We just need to be more strategic, innovative and timely in leveraging the resources we have.
What’s the Holdup?
Many federal agencies are involved where U.S. nuclear technology enters international commerce—and the agencies that need to work together are often not required to work together in a coordinated manner. As a result, businesses seeking to compete globally must navigate a labyrinth. Consistent and systematic alignment between agencies can clear the path to exports and help American businesses pursue opportunities in a timely and competitive manner.
Signs of Progress
Recent improvements in interagency coordination in key Central and Eastern European markets signal that U.S. senior-level leaders are increasingly taking the view that nuclear exports are a national priority. Our industry applauds this progress and also acknowledges that more needs to be done. Lasting, effective changes can restore the United States as a leader in the global nuclear energy landscape and increase our influence in nuclear safety, security and nonproliferation efforts.
How Long Did You Say?
Under the current U.S. export control system, authorization for even preliminary technical discussions with potential international buyers takes an average duration of nine months. When our competitors authorize similar discussions within three months, U.S. suppliers incur a competitive disadvantage and can lose commercial opportunities. We can take steps to streamline the export licensing process without any compromise to national security or nonproliferation efforts.
Further Complications
Other issues continue to hinder the ability of U.S. businesses to compete in the global nuclear energy marketplace. The U.S. has work to do in countering the Russian and Chinese advantages on nuclear export financing. We are also limiting our access to the international marketplace by failing to conclude framework agreements (also known as 123 agreements) in place with nations that are planning or considering the development of nuclear energy for the first time. Not only do these issues hurt business, they also diminish our nation’s ability to promote global nuclear safety standards or influence international policies on nuclear security and nonproliferation.