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Q: Energy Northwest is involved in several initiatives advancing nuclear energy in the Pacific Northwest. Can you share an overview of the projects or developments you’re currently working on and why they are important for the region’s energy future?

Today, our primary focus is advancing two important projects;

First is the Extended Power Uprate for Columbia Generating Station, which was approved as a project by the Bonneville Power Administration last year.  The EPU scope will be performed over the next several refueling outages, culminating in a 162MWe increase to the station’s output in 2031. 

Second is the Cascade Advanced Energy Facility, which represents the next major step in bringing small modular reactors to the Pacific Northwest. This project grew out of Energy Northwest’s SMR feasibility work, and now, through our partnership with Amazon, X‑energy, and Cascade Nuclear Partners, we’re moving into structured project development with an integrated project team. Our plan is to start with a four-reactor module project of 320MWe but permitting and licensing for 12 reactor modules, so we can continue on to 960MWe total of new generation. 

For our region, this work is fundamentally about creating and preserving reliable, cost‑effective power as demand increases. The Northwest is growing, and our energy needs are changing. Advanced nuclear gives us a firm, carbon‑free foundation that complements renewables and supports grid stability. Our mission has always been to provide dependable power to our ratepayers, and these initiatives position us to continue doing that well into the future.

We also see this as an opportunity to anchor a new clean‑energy industry in the Northwest—one that builds local expertise, creates long-term jobs, and strengthens energy independence.

Q: From an engineering and project delivery perspective, what lessons are emerging from the projects Energy Northwest is pursuing today that could help accelerate the next generation of nuclear builds in the U.S.?

One of the biggest lessons is the value of disciplined, front‑end definition. Coming from an operating background and having been part of the AP1000 projects in China and the US, I’ve seen firsthand how much future execution risk can be removed by doing the early engineering right. For the EPU and the Cascade project, we’re investing heavily in requirements definition, interface management, and design-maturity gating before moving into major commitments.

Another lesson is the power of integrated teams. Instead of the traditional owner‑contractor handoffs, we’re embedding engineering, construction, operations, and licensing expertise together from day one. That approach builds shared ownership of cost, schedule, and quality.

Finally, we’re applying insights from past new‑build programs, both successes and challenges. Whether it’s standardization, modularity, construction sequencing, or workforce readiness, we’re leveraging what the industry has learned over the last two decades to avoid re‑learning the same lessons.

Q: ​​​​​​​How do you see small modular reactors and advanced nuclear technologies reshaping the way nuclear projects are financed, built, and deployed?

SMRs change the conversation in several ways. First, the smaller unit size makes nuclear more accessible for utilities and customers who may not have the balance sheet for a gigawatt‑scale project. It also enables phased deployment, adding capacity in increments rather than betting everything on one large unit.  Also, some of the more advanced designs offer attractive technical use cases that don’t work as well for light water reactors. 

From a construction standpoint, factory fabrication and modular delivery shift much of the work into controlled environments. That drives predictability, improves quality, and reduces risk, three things essential to regaining industry momentum. And on the financing side, SMRs open the door to a broader range of commercial partnerships. In our case, working with Amazon demonstrates how large energy users are willing to engage directly in securing long‑term, carbon‑free, around‑the‑clock power.

Our model is not just a first of a kind public-private partnership, but it includes their direct investment in the technology provider as well as the project, so the dynamics of the relationship are truly integrated, and our interests are very well-aligned. That model can accelerate deployment while helping keep costs competitive for ratepayers.

Large-scale nuclear deployment requires collaboration across utilities, EPC contractors, technology providers, and government stakeholders. How important is this collaboration in moving nuclear projects forward, and where do you see the biggest opportunities for alignment across the industry?

Collaboration isn’t just important, it’s the determining factor in whether the next wave of nuclear gets built on time and on budget. For advanced reactors, no single organization has all the expertise needed. You need utilities that understand operations, EPC partners who can build efficiently, technology providers who can mature designs quickly, and federal and state agencies that ensure clear, stable regulatory pathways. We also need communities that are supportive and ready for the impacts of the project.

One major opportunity is aligning around standardization. If we want nuclear to scale, we can’t treat every project as a one-off. Shared design maturity, consistent licensing strategies, and repeatable construction processes are keys to success, and the more standardized the design, the better.

Another opportunity is workforce. As an industry, we need to build a talent pipeline that supports a fleet future, not just individual reactors. That means coordinated training, shared qualifications, and mobility across projects.

When we work as one ecosystem instead of a collection of stakeholders, we can move much faster and reduce costs for the communities we serve.

At the Nuclear Engineering & Construction (EPC) Conference, industry leaders will gather to discuss nuclear engineering, construction, and project delivery. Why are forums like this important for advancing nuclear projects and ensuring the industry can deliver the next wave of reactors successfully?

Forums like this give the industry a chance to get aligned; operationally, technically, and strategically. We all face similar challenges: supply chain readiness, schedule discipline, constructability, workforce capacity, and cost competitiveness. The EPC Conference brings together the people who are solving those problems every day.

It also accelerates learning. Nuclear builds don’t happen every year in every state, so shared experience is critical. When one project finds a better way to modularize a structure, sequence construction, or manage interfaces, the entire industry benefits.

And finally, these gatherings strengthen the relationships that advanced nuclear depends on. The future isn’t about isolated projects, it’s about building a mixture‑fleet future at scale. Conferences like EPC help ensure we’re working together, staying grounded in best practices, and keeping our focus on delivering reliable, cost-effective clean energy to the customers who count on us.