Türkiye’s Nuclear Strategy: A Guide for Global Firms on Market Entry and Long-Term Engagement
Türkiye is positioning nuclear power as a central pillar of its energy transition, targeting 20 GW of nuclear capacity by 2050 to meet rising electricity demand and achieve its Net Zero Emissions goal by 2053. This strategy, already anchored by the Akkuyu Nuclear Power Plant and expanding through new projects in Sinop and Thrace, reflects a shift toward a multi-vendor, domestically led model that prioritizes diversification, industrial development, and technological sovereignty. For global firms, investors, and nuclear technology providers, this evolving framework presents multiple structured entry points—from large-scale reactor projects and SMRs to supply chain integration, financing, and long-term operational services—offering one of the most significant nuclear investment opportunities in the world.
Market Entry Strategy #1: Securing Lead Contracts in Large-Scale Reactor Projects
The Akkuyu project, executed under a Build-Own-Operate (BOO) framework fully controlled by Rosatom, established nuclear capability in Türkiye but also demonstrated the constraints of a single foreign-owned model.
In response, the government created Türkiye Nükleer Enerji AŞ (TÜNAŞ) in 2022 as a state-owned company mandated to act as the founding and operating entity for future projects. This marks a fundamental policy shift: international firms can now enter the market as direct partners of the Turkish state rather than remaining subcontractors to a foreign operator.
Two major opportunities define this space:
Sinop Nuclear Power Plant: A proposed 4.8 GW facility on the Black Sea coast. Ongoing negotiations with Russia and South Korea highlight Türkiye’s commitment to securing a viable partner. This remains an open prospect for technologically advanced and financially competitive proposals.
Thrace Nuclear Power Plant: A 5.6 GW project expected to involve China’s State Power Investment Corporation (SPIC) with CAP1400 reactor technology.
This multi-vendor model ensures cost competition, project quality, and timely delivery. Firms with established reputations in large-scale reactor construction, financing, and long-term operations are well-positioned to secure leadership roles in these high-capacity projects.
Market Entry Strategy #2: Pioneering the SMR Market as a Technology and Co-Development Partner
Türkiye has committed to integrating 5 GW of SMR capacity by 2050, recognizing the role of advanced nuclear in achieving industrial and economic transformation. SMRs are not viewed solely as power generators but as multi-application tools aligned with national priorities.
Key applications include:
Data centers: A single SMR of up to 300 MW(e) can supply reliable, low-carbon electricity to hyperscale facilities in Istanbul and Ankara.
Industrial decarbonization: Manufacturing, steel, and cement sectors can replace fossil fuels for both electricity and high-temperature process heat.
Clean hydrogen production: SMRs provide an enabling platform for Türkiye’s hydrogen economy.
Türkiye’s nuclear strategy also emphasizes technological sovereignty. The government has launched a domestic SMR design program and established a “Nuclear Technopark” to foster indigenous capabilities. For international SMR developers, this creates a clear opportunity for research partnerships, intellectual property collaboration, and human capital development.
Ongoing discussions with Rolls-Royce and Westinghouse, along with the readiness of the U.S. EXIM Bank to finance SMR projects in Türkiye, underscore the seriousness of this market. Foreign firms that position themselves as co-development partners rather than sole vendors will secure lasting advantages.
Market Entry Strategy #3: Integration into the Domestic Nuclear Supply Chain
Türkiye is committed to building a robust domestic supply chain through local content requirements. These stipulate that a significant proportion of goods and services must be sourced locally.
The Akkuyu NPP already achieved a 56% local content rate, demonstrating the maturity of Turkish industry in producing nuclear-grade components and services. For foreign firms, this is both an opportunity and a requirement: entry into Türkiye’s nuclear sector is contingent upon localization strategies.
Priority areas include:
Specialized components such as reactor vessels, steam generators, and control systems.
Services including quality assurance, project management, and technical training.
Foreign firms can meet localization thresholds through joint ventures, technology transfer, and strategic alliances with capable Turkish partners. This not only satisfies policy requirements but also secures government incentives and ensures long-term integration into Türkiye’s nuclear industrial base.
Market Entry Strategy #4: Providing High-Value Project Financing and Advisory Services
Financing is central to Türkiye’s nuclear expansion. The Akkuyu BOO model, entirely financed by Rosatom, has faced delays due to sanctions and frozen assets. To circumvent this, Türkiye redirected funds via BOTAŞ, its state-owned gas company, to sustain project momentum.
Future projects at Sinop, Thrace, and in the SMR sector might rely on diverse financial models, including Public-private partnerships (PPPs), Green bonds, Export credit financing, Sovereign-backed vehicles etc. The World Bank’s reversal of its nuclear lending restrictions has further expanded financing options.
For international financiers and advisory firms, this creates opportunities in:
Project finance: structuring multi-billion-dollar deals and securing export credit.
Legal and advisory services: ensuring compliance, structuring liability frameworks, and adapting to evolving regulations.
Risk management and insurance: mitigating risks across construction, operation, and liability.
Additionally, the planned sale of a 49% stake in Akkuyu to investors from China, India, and the Middle East provides a rare opportunity to acquire equity in an operational nuclear project, bypassing construction risks.
Market Entry Strategy #5: Long-Term Operations, Maintenance, and Decommissioning
The strategic value of Türkiye’s nuclear sector extends beyond construction. Each plant has a lifespan exceeding 60 years, creating continuous demand for operations, maintenance, workforce training, and decommissioning services.
The sequential commissioning of Akkuyu’s four reactors in the late 2020s alone will require significant operational support and training. Firms with demonstrated expertise in safety assurance, O&M, and human capital development are positioned to provide long-term services.
Further opportunities exist across the nuclear fuel cycle:
Türkiye has limited uranium resources and no enrichment capacity, relying on imports.
Foreign partners can therefore supply services in mining, conversion, enrichment, and fuel fabrication.
As Türkiye’s nuclear fleet expands, long-term solutions for waste management and decommissioning will also become essential.
Global firms that commit early to providing full-lifecycle services will establish stable, recurring revenue streams and secure long-term strategic positions.
Moving Ahead: Establishing a Long-Term Strategic Foothold
Türkiye’s nuclear program is a multi-decade national transformation. The transition away from foreign-dominated BOO models toward domestically led, multi-vendor partnerships offers unprecedented openings for international engagement.
To succeed, global firms must:
Engage directly with TÜNAŞ as strategic partners.
Offer multi-application technologies, particularly SMRs, aligned with Türkiye’s industrial and decarbonization priorities.
Commit to localization, embedding themselves within the domestic supply chain.
Provide innovative financial and legal expertise, enabling diverse investment structures.
Secure long-term contracts in O&M, fuel cycle, and decommissioning services.
Türkiye is positioning itself as a central player in the global nuclear renaissance. For global nuclear firms and investors, this is not a transactional opportunity but a strategic invitation to become integral partners in Türkiye’s long-term pursuit of energy security, industrial transformation, and sustainable growth.
