Nuclear: The CPN Reaffirms Its Key Role in Reindustrialization
Reindustrialization remains an absolute priority for France. In October 2021, the Head of State launched the France 2030 plan to catch up with the country's industrial lag. However, the latest Industry Barometer, published on March 13, 2025, shows a slowdown: 89 factory openings and expansions in 2024, compared to 176 in 2022 and 189 in 2023. This slowdown varies by region: Auvergne-Rhône-Alpes and Nouvelle-Aquitaine recorded 32 and 24 openings respectively, while Nord-Pas-de-Calais and Grand Est have a negative balance.1
Why is nuclear so strategic in France?
At the heart of the reindustrialization strategy, the nuclear sector occupies a central place. As the primary source of electricity production and consumption in France, it relies on a fleet of 57 reactors of varying power levels. This industry alone represents 6.7% of French industrial employment, with 220,000 employees and 3,200 companies, ranging from very small businesses to large SMEs, specialized in essential trades such as maintenance, boilermaking, and decontamination. One of the objectives of France 2030 is to promote the emergence of small modular reactors (SMRs) by 2035 and to support breakthrough innovations in the sector.
Today, nuclear remains the least CO2-emitting energy per kWh produced, making it an essential ally in the energy transition. A study by the Molinari Economic Institute, published in February 2025, highlights this impact: "For nearly half a century, the replacement of fossil fuels with nuclear energy has avoided the emission of the equivalent of about 28 years of France's total CO2 emissions in 2023, for the greatest benefit of the climate."
In a long-term perspective, the gradual abandonment of fossil fuels in favor of decarbonized electricity will inevitably pass through nuclear power. But to meet this growing demand, the sector must strengthen itself and recruit massively. Sébastien Martin, president of Grand Chalon, reminds us: "Relaunching nuclear is not just about building EPRs. It's also about structuring industrial and human ecosystems around these projects, mobilizing the know-how and skills present in our territories." The State, EDF, contractors, and territories must therefore coordinate their efforts to accelerate this revival.
It is in this context that decree n°2008-378 established the Nuclear Policy Council (CPN), chaired by the President of the Republic.
The Nuclear Policy Council (CPN)
To steer this revival and ensure a coherent strategy at the national level, nuclear governance relies on a key body: the CPN.
It brings together strategic actors, including:
- The Prime Minister
- The Minister in charge of Energy
- The Minister of Foreign Affairs
- The Minister of Economy
- The Minister of Industry
- The Minister of Foreign Trade
- The Minister of Research
- The Minister of Defense
- The Minister of Budget
- The Chief of Staff of the Armed Forces
- The Secretary General for Defense and National Security
- The General Administrator of the Atomic Energy Commission
Other government members, senior civil or military officials, as well as representatives of the main sector institutions (ASN, CEA, EDF, Orano, Framatome, Andra) may be invited depending on the topics discussed.
Its mission: to define and ensure the implementation of the main orientations of French nuclear policy.
During the meeting of March 17, 2025, the President of the Republic convened the CPN to review the progress of the ERP2 program, which provides for the construction of six generation 3 reactors in Penly, Gravelines, and Bugey, with commissioning by 2038.2
The CPN thus validated several major decisions:
- The continuation of the ERP2 program, including the "downstream of the future" project led by Orano at the La Hague site, concerning the storage of spent fuel in a new pool.
- The integration of this revival into the Multi-Year Energy Programming (PPE3), which sets the main orientations of the energy transition alongside the National Low Carbon Strategy (SNBC).3
- The establishment of a subsidized state loan to cover part of the construction costs.
- The invitation to EDF to present, by the end of 2025, a binding and costed proposal on the costs and timelines of the program.
- The reminder that EDF's final investment decision will be made in 2026.
This rigorous structuring allows France to secure its energy independence and preserve its industrial mastery in the nuclear field.
A sector to modernize for greater efficiency
The nuclear sector relies on demanding standards and absolute safety requirements. However, certain internal processes must evolve to meet current challenges.
One of the major challenges is to accelerate production while modernizing practices. Too many companies still operate with obsolete processes, using paper-based solutions that are difficult to trace. This inertia hampers competitiveness against giants like the United States and China.
The example of the 12-year delay of the Flamanville EPR illustrates these flaws well. In 2008, the Nuclear Safety Authority (ASN) stopped work due to non-conformities and required EDF to strengthen its internal controls, regardless of the rank of contractors. Rigorous traceability of information is therefore essential, from data collection in the field to facility maintenance.
The extended enterprise model in the nuclear sector (see article Digital at the center of the extended enterprise) requires optimal coordination. Solutions like olome Connected Industry© enable efficient subcontractor management and secure information transmission through agile management of authorizations and qualifications. They also guarantee digital continuity and precise tracking of equipment life cycles.
Another strategic challenge: managing the skills of nuclear sector employees. Faced with the urgency of recruitment, it is essential to ensure worker qualification and certification. Tools like olome People - HR facilitate team building based on operational constraints, thus optimizing human resources management and identifying training needs.
Continuous improvement is essential to strengthen the sector's competitiveness. By modernizing processes and breaking certain inefficient habits, France gives itself the means to increase its efficiency and perpetuate its leadership in nuclear.
Conclusion
The nuclear sector is more than ever a strategic issue for French industry, combining energy sovereignty, competitiveness, and ecological transition. Its revival relies on controlled scaling up, requiring effective coordination between the State, industrialists, and territories. The acceleration of the nuclear program cannot happen without solid sector structuring, process modernization, and optimized skills management.
While the urgency is first to ensure the success of this revival, it is also essential to anticipate the next steps. The scaling up of nuclear raises questions about optimizing this electricity production in the long term. It will not only be about ensuring effective deployment but also preparing future uses to maximize the benefits of this energy on the national territory.