Trust is an essential ingredient to the success of a nuclear power programme. The key organisations in a country considering or embarking on a nuclear power programme need to build trust with stakeholders, including the public and among themselves, to support the sustainable introduction of nuclear power. Trust increases the likelihood of successful collaborations among stakeholders and the acceptance of nuclear power by the public.
As part of the safe, secure, and sustainable implementation of a nuclear power programme, countries establish an independent nuclear regulatory body. The regulator should both be independent and perceived as independent in the execution of its mandate, which is derived from national legislation. This independence is essential in enhancing stakeholder confidence in the regulator’s competence to regulate a nuclear power programme. However, the pursuit of independence should not result in the regulator’s isolation from stakeholders. Isolation could be construed as a lack of transparency which could negatively affect trust and the effectiveness of stakeholder communication. Regulators should therefore have regular and consistent interactions with stakeholders at every stage of the development and implementation of a nuclear power programme. The regulator can also empower civil society organisations by providing information to support their engagements, for example with parliamentarians, community leaders, and the public.
It was emphasised that a clear decision to implement a nuclear power programme is required at the highest level to unlock resources to enable effective stakeholder engagement by the regulator. The IAEA Milestones Approach encourages the establishment of a Nuclear Energy Programme Implementing Organisation (NEPIO) or similar mechanism to coordinate the implementation of a nuclear power programme. One of the NEPIO’s roles is to ensure the establishment and implementation of stakeholder engagement strategies by the designated owner-operator and nuclear regulatory body.
On the key tenets of stakeholder engagement, participants identified that the bearer of the message is as important as the message itself. In most communities, there are individuals who have earned the trust of their community either because of the position they hold or their previous relationship with members of the communities. For example, traditional leaders and religious leaders. Convincing these stakeholders of the benefits of a nuclear power plant, and that risks will be managed and minimised, is essential to the success of a nuclear power programme. The more such individuals are seen to be consulted during the development of the nuclear power programme, the more likely other stakeholders and the public will have faith in the programme.
While the siting of a nuclear power plant is of interest to a variety of stakeholders, it is of particular significance for the host community. Communities are concerned about the impact the nuclear power plant would have, not only on the physical environment, but also on the socio-economic environment, including potential impacts on their traditions, cultures, and customs. While recognising the potential positive and negative impacts of projects proposed for their region, communities are often concerned about how their cultural values and traditions are considered. Sacred locations such as traditional burial or prayer sites hold deep significance and require special consideration in the impact assessment for any proposed project, including nuclear power programmes. For nuclear power, a further consideration is the management, transportation, and safe disposal of radioactive waste. To build trust and foster stakeholder support, these issues must be taken into account in the consideration of a nuclear power programme and the siting of nuclear power plants.
The level of respect and consideration provided to host communities directly influences the level of trust the nuclear power programme earns in the community. Engaging civil society organisations, which often have closer ties to the community, can help facilitate meaningful dialogue and solutions. The key organisations responsible for implementing a nuclear power programme: the government, NEPIO, owner-operator, nuclear regulatory body, and civil society are encouraged to strike a healthy balance between data and storytelling to ensure the nuclear narrative is clear and understandable to communities.
Many participants noted that they encountered strong anti-nuclear lobbies, and concerns were raised about their potential impact on the implementation of a nuclear power programme. These groups are often effective in generating public pressure against nuclear initiatives. To address this challenge, it was recommended that the key organisations responsible for the nuclear power programme, actively engage with anti-nuclear civil society organisations, as well as pro-nuclear, to provide opportunities for dialogue to help clarify concerns and foster informed discussions. Visits to operational nuclear facilities were suggested to showcase how such facilities are managed safely and responsibly.