Managing The Financial Risk Associated With The Financing Of New Nuclear Power Plant Projects

This publication emphasizes how various risks -- including those typically considered to be 'engineering risks' -- will give rise to such financial risks.

Annotation Mitigation of the financial risks attendant on a nuclear power plant new-build project is a key to ensuring project viability. This publication emphasizes how various risks - including those typically considered to be 'engineering risks' - will give rise to such financial risks.

This study examines the financial risks involved in investing in a new nuclear power plant, how these can be mitigated, and how projects can be structured so that residual risks are taken by those best able to manage them.

Addresses the issues associated with the financing of new nuclear power plants. This report explores the roles, responsibilities and options of both government and industry with regard to nuclear power plant financing, as well as issues of risk mitigation and management.

Many countries have recognized that greater use of nuclear power could play a valuable role in reducing carbon dioxide emissions. However, given the high capital cost and complexity of nuclear power plants, financing their construction often remains a challenge. This is especially true where such financing is left to the private sector in the context of competitive electricity markets. This study examines the financial risks involved in investing in a new nuclear power plant, how these can be mitigated, and how projects can be structured so that residual risks are taken by those best able to manage them. Given that expansion of nuclear power programs will require strong and sustained government support, the study highlights the role of governments in facilitating and encouraging investment in new nuclear generating capacity.--Publisher's description.

Realising the contribution of nuclear energy to achieving net zero carbon emission in 2050 will require raising significant amounts of capital at competitive rates. On the basis of work under the aegis of the Nuclear Energy Agency (NEA) - International Framework for Nuclear Energy Cooperation (IFNEC) Initiative on Nuclear Financing, this report explores a new framework for analysing the cost of capital for nuclear new build projects. Its key insight is that capital costs can be substantially lowered if the different risks pertaining to such projects such as construction risk, price risk or political risk are properly understood, optimally managed and fairly allocated. In a carbon-constrained world, the true capital costs of nuclear energy and other low-carbon generators will also be lower than customarily assumed due to their ability to offset systemic financial risk. The findings of this report apply equally to private and public investments. Governments nevertheless have important roles to play in ensuring credible net zero commitments, implementing frameworks for optimal risk management and by becoming involved as project participants, in cases where they judge that private actors do not realise the full value of a nuclear power project. This report is the first in the collection New perspectives on financing nuclear new build, highlighting complementary aspects of financing nuclear new build. Other volumes in the series address the financing frameworks and risk allocation strategies proposed or adopted for recent or ongoing nuclear new build projects, environmental, social and governance (ESG) criteria and the electricity market design, project management and incentive structures necessary for nuclear new build projects to succeed.

Integrated risk management (IRM) is particularly important during the preparation and construction phases of a nuclear power plant (NPP) and anticipates the risks that could arise during the operation and decommissioning phases. This publication is designed to enhance stakeholders' understanding of the fundamental processes, procedures, and methods for IRM. Practical guidelines are provided and best practices shared. The importance of having appropriate risk management policies, especially when considering the various contractual and organizational arrangements in different construction entities, operating organizations and Member States is emphasized. Tables are provided throughout the publication to indicate the causes of risks and their impacts on the applicable NPP or project. Economic evaluation techniques are also introduced. Member States contemplating expanding their existing nuclear power plant fleets can be expected to benefit from this publication, but it will likely be most valuable for Member States newly embarking upon a nuclear power programme.

Many countries have recognised that greater use of nuclear power could play a valuable role in reducing carbon dioxide emissions. However, given the high capital cost and complexity of nuclear power plants, financing their construction often remains a challenge. This is especially true where such financing is left to the private sector in the context of competitive electricity markets. . This study examines the financial risks involved in investing in a new nuclear power plant, how these can be mitigated, and how projects can be structured so that residual risks are taken by those best able to.

Appropriate risk management tools can help remove some of the barriers to financing Renewable Energy Technology (RET) projects, particularly in developing countries where risk and risk perceptions are highest. That is why UNEP is working on a comprehensive overview of currently available and potential financial risk management instruments for Renewable Energy Technology (RET) projects. This study will pave the way for an upcoming GEF project that will promote the use of financial risk management instruments that favor the development of RETs.

Member States intending to introduce a nuclear power programme will need to pass through several phases during the implementation. Experience shows that careful planning of the objectives, roles, responsibilities, interfaces and tasks to be carried out in different phases of a nuclear project is important for success. This publication presents a harmonized approach that may be used to structure the owner/operator management system and establish and manage nuclear projects and their development activities irrespective of the adopted approach. It has been developed from shared management practices and consolidated experiences provided by nuclear project management specialists through a series of workshops and working groups organized by the IAEA. The resultant publication presents a useful framework for the management of nuclear projects from initiation to closeout and captures international best practices.