Why Stakeholder Engagement Defines the Future of Nuclear Power Programs for Newcomer Countries
As the world accelerates its transition toward low-carbon energy systems, nuclear power is re-emerging as a viable pathway to achieve climate commitments and ensure long-term energy security. Many newcomer countries across Asia, Africa, and Eastern Europe are now considering nuclear power as a strategic option. While discussions often focus on technological readiness, vendor partnerships, and financing, the most decisive factor for newcomers is not technological but social.
The International Atomic Energy Agency (IAEA) Milestones Approach provides a guiding framework for the development of nuclear power programmes, encompassing 19 infrastructure issues, including the critical area of stakeholder engagement. Among these issues, building public trust and ensuring early engagement are consistently highlighted as key success factors. Ultimately, stakeholder engagement determines whether nuclear power programmes succeed or fail. For countries on the threshold of launching their first nuclear project, establishing trust with citizens, policymakers, and local communities is not a supplementary task, but the foundation of nuclear programme development.
The Central Role of Stakeholder Engagement
Stakeholder engagement in nuclear power refers to a sustained and structured process of involving all parties affected by the programme, governments, regulators, operators, academia, media, civil society, and most importantly, local communities. Unlike other energy projects, nuclear power faces heightened scrutiny due to concerns over safety, waste management, costs, and siting, as well as fear and myths about radiation caused by previous nuclear accidents, like Chernobyl and Fukushima.
For newcomers, these challenges are magnified. Without existing nuclear infrastructure or public familiarity, skepticism and resistance can arise quickly. Delayed or inadequate engagement has often led to cancelled or stalled projects. Conversely, countries that prioritize transparent and early communication have been able to turn public hesitation into support.
Lessons from International Experiences
Stakeholder engagement in new nuclear power programmes requires a comprehensive life-cycle approach, begins even before a final decision is made, and extends through construction, operation, and ultimately decommissioning. Adopting such a continuous and inclusive process ensures that trust is built and sustained at every stage. In this regard, the successful experiences of established nuclear countries offer valuable lessons and practical guidance for newcomer states seeking to implement their programmes effectively.
United States: The Danger of Delay
Based on the U.S. experience, one of the greatest pitfalls is postponing engagement until after major political or technical milestones. Once mistrust sets in, it is difficult to reverse. Early, passionate, and innovative communication, even with modest budgets, can prevent this. For newcomers, the message is clear: do not wait for certainty before engaging; engage while decisions are being considered.
Kazakhstan: Building Legitimacy Through Public Consent
Kazakhstan offers a recent case of direct democratic legitimacy. With 40% of the world’s uranium reserves, the country held a national referendum in 2024. The result, 71% support for nuclear power, was not accidental. It followed nationwide hearings, media engagement, press tours, technology expos, and quarterly opinion surveys, including young generation empowerment through higher education scholarships in the technology sector. For newcomers, this demonstrates how transparency and dialogue can transform scepticism into a mandate for action.
Ghana: Localized Ownership and Cultural Resonance
Ghana’s approach provides lessons for countries with diverse cultural and linguistic communities. Nuclear Power Ghana adopted the principle of inform, consult, involve, collaborate, and empower. Local working committees, traditional leaders, and culturally resonant analogies (such as explaining uranium with everyday objects) allowed communities to take ownership of the nuclear vision. For newcomer countries, where indigenous communities hold strong influence, Ghana’s model illustrates the importance of cultural adaptation.
Poland: Mobilizing Public Support Through Innovation
Poland’s nuclear communication strategy shows the impact of innovation. Under the Polski Atom brand, Poland built continuity across political changes and created a strong national identity. Initiatives included game-based learning, school programmes, influencer partnerships, and extensive teacher training. By 2023, public support had reached 93%, with nearly 80% open to hosting plants locally. For newcomers, the lesson is that engagement must target both current voters and future generations.
Key Principles for Newcomer Countries
Across these case studies, six defining principles emerge:
Start Early and Stay Consistent: Engagement must begin before final government decisions, establishing trust from the outset.
Tailor Strategies to Local Context: Cultural, political, and historical factors shape how engagement should be conducted.
Build Communication Capacity: Trained spokespersons, dedicated teams, and media partnerships are as essential as technical staff.
Innovate in Methods: Tools such as interactive games, expos, and influencer collaborations broaden outreach, especially to younger audiences.
Empower Communities: Engagement must go beyond information-sharing to genuine collaboration, allowing communities to influence decisions.
Ensure Political and Institutional Alignment: Sustained cross-party support and coordination between government, regulator, and operator are prerequisites for stability.
Implications for Newcomer Countries
For newcomer countries in Southeast Asia, such as Indonesia, Malaysia, and Vietnam, these lessons are highly relevant. Take Indonesia as an example. As the largest country in Southeast Asia, Indonesia faces complex public communication challenges in meeting its stakeholder engagement targets. With its vast archipelagic geography and deeply rooted traditional customs, Indonesia is home to many indigenous communities inhabiting small islands. These communities, having lived in close harmony with nature, often lack access to proper education and have little to no exposure to modern technologies. Communicating the concept of nuclear energy to such communities is particularly challenging, especially when public awareness of nuclear technology remains limited.
In these contexts, stakeholder engagement strategies must go beyond conventional communication approaches. They should actively involve indigenous and local leaders as trusted intermediaries, ensuring that messages are delivered by voices respected within their communities. Culturally relevant narratives are essential to explain nuclear concepts in simple and relatable terms that resonate with local traditions and ways of life. Communication efforts should also be decentralized, reaching diverse regions rather than being concentrated only in capital cities. At the same time, regular opinion surveys are needed to track public attitudes and adjust strategies accordingly. Equally important is sustained investment in youth education through schools, universities, and interactive media, as younger generations will ultimately shape the long-term acceptance of nuclear energy. Educational awareness should also begin as early as kindergarten and continue progressively through all levels of education.
Moreover, communication must remain transparent and avoid politicization, ensuring that public trust is built on facts rather than political agendas. Conferences, exhibitions, and workshops also play a vital role in educating the public on nuclear science, safety, and its advantages, providing accessible platforms for dialogue and knowledge exchange. Most importantly, newcomer countries must recognize that stakeholder engagement is not a one-off campaign to “sell” nuclear power. It is a long-term social contract spanning decades, requiring transparency, adaptability, and inclusiveness.
Conclusion
For newcomer countries, the future of nuclear power will be determined less by reactor designs or financing models than by the degree of public trust they can build. Nuclear power is not only an engineering project; it is a societal commitment requiring legitimacy, accountability, and shared ownership. As the IAEA and case studies from Kazakhstan, Ghana, Poland, and others demonstrate, stakeholder engagement is the defining factor in moving from policy aspiration to successful programme implementation. For newcomer countries, the path forward is clear: there can be no nuclear future without trust, and no trust without sustained stakeholder engagement.
