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Can hydrogen be the transportation fuel in an otherwise nuclear economy?
Let’s face it: The global economy should be powered primarily by nuclear power. And it probably will by the end of this century, with a still-significant assist from renewables and hydro. Once nuclear systems are dominant, the costs come down to where gas is now; and when carbon emissions are reduced to a small portion of their present state, it will become obvious that most other sources are only good in niche settings. I mean, why use small modular reactors to load-follow when they can just produce that power instead of buffering it?
Vincent Ialenti
Nuclear Technology | Volume 207 | Number 9 | September 2021 | Pages 1377-1393
Technical Paper | doi.org/10.1080/00295450.2020.1868890
Articles are hosted by Taylor and Francis Online.
Drawing on 32 months of interview-based ethnographic fieldwork, this paper examines Finland’s “mankala” nuclear energy companies through the lens of anthropological theories of corporate form. Mankalas are limited liability companies run like zero-profit cooperatives that bring together consortia of Finnish corporations and municipal energy providers to purchase, finance, and share the output of jointly owned energy-generation facilities. They have long been associated with “uniquely Finnish” modes of trust, cooperation, societal cohesion, and transparency. In recent years, however, political-economic uncertainties have destabilized Finland’s mankala circuit, impacting how, whether, and when mankalas Teollisuuden Voima Oyj and Fennovoima have pursued new reactor projects. This has impacted reactor technology suppliers abroad, including France’s Areva, Germany’s E.On, and Russia’s Rosatom. With that in view, this paper explores whether anthropological analysis of Finland’s mankala corporate form can inspire new strategies for institutional innovation and reactor project financing for nuclear energy organizations. To chart out avenues for collaboration between anthropologists and nuclear energy practitioners, it concludes by proposing three pathways through which anthropological sensibilities could inform institutional decision making. I term these pathways holism, tracking and translation.