抄録
The decline of Japan’s nuclear industry did not start after the Fukushima accident, but
rather in the 2000s, when new construction ceased. Manufacturers have been trying to expand
the market to abroad to secure jobs commensurate with the scale of their organizations, but as
of 2023, there have been no notable results. The Government of Japan has repeatedly stated the
importance of support in its policy documents, starting with the “National Nuclear Action Plan”
in 2006, and most recently in the “Future Nuclear Energy Policy Direction and Action
Guidelines” in 2023. However, these support measures have not been successful so far because
they lack the so-called “3C strategy” of “customers, competitors, and (our) companies” and the
most important “customers’ perspective” in their implementation strategies. This is in contrast
to Russia and South Korea, which have steadily built up a track record in overseas markets,
especially in emerging economies, based on their extensive construction, operation, and
maintenance experience within their own countries.
In September 2023, a “Nuclear Supply Chain Platform” was launched on the website of the
Japan Atomic Industry Forum as part of a support program for Japanese nuclear suppliers
seeking to expand internationally. However, it is unlikely to lead to real orders unless it contains
practical strategies such as analysis of the customer needs and of the competitors’ strengths or
weaknesses.
Given the reality that no new nuclear power plants have been constructed in Japan for more
than 10 years since 2011, what is required of the Japanese nuclear industry is not to just rely on
governmental support. What is essentially needed is a back-to-basics approach that leverages
the company’s strengths while keeping a close eye on the trends of its customers and
competitors to achieve a track record of winning orders for critical components and services.
