From the front line of change, moving further forward together.

In Part I, we presented the results of an estimate indicating that electricity demand in 2050 could reach 1.5 times the current level. In Part II, we focused on next-generation nuclear power as a key technology for providing the supply capacity needed to meet that demand, and examined the challenges involved in promoting it as well as possible solutions. In this final installment, we frame the coming era—when the wave of carbon neutrality (CN) investment has run its course and CN is no longer the top priority—as the "world after the end of CN momentum." We then identify the social demands the industry will face in that era and consider what kinds of strategies can spare the industry future rework.

In Part I, we presented the results of an estimate indicating that electricity demand in 2050 could reach 1.5 times the current level, and examined the power generation mix that could meet such demand. The analysis confirmed the reality that even if renewable energy and thermal power generation were utilized to their fullest extent, around 40% of total electricity demand would still remain unmet, meaning that nuclear power would inevitably have to play a substantial role. In this second installment, we summarize trends in new technologies that address the greatest challenge facing nuclear power—safety—and examine the issues surrounding the promotion of nuclear power, as well as possible measures to resolve them.

Driven by a sharp increase in electricity demand, the electric power industry has once again entered a growth trajectory. At the same time, carbon neutrality (CN) initiatives are advancing at a rapid pace. Given the limited time remaining until 2050, there is no longer room to postpone discussions on “realistic CN measures.” On the other hand, when CN momentum eventually settles down, will the electric power industry be able to respond smoothly and without backtracking to the new social demands it will face? This article looks ahead to the world after the end of CN momentum and re-examines the initiatives currently underway. It then considers what kinds of strategies will prove effective for the industry over the long term.

The peacetime logic of low-cost, efficient procurement transforms directly into vulnerability in times of crisis. The Strait of Hormuz crisis has laid this fact bare, and its essence lies in a structural reality: constraints on fuel itself cause "price" and "supply" to falter simultaneously. For companies, energy is no longer a mere cost item but a strategic foundation that defines business continuity and competitiveness. This article dissects the structure through which energy risks arise and considers the shift in corporate decision-making now required.