日本外务省披露，高市将在峰会上与五国确认在国际秩序方面的合作，就推动中亚地区"自主可持续发 展的经济合作"等交换意见。《朝日新闻》称，日方拟与五国建立人工智能领域的新合作框架，探讨连 接亚欧大陆、途经中亚的"中央走廊"建设，并通过开发援助等手段支援"里海航线"建设。"里海航线"是 一条连接欧洲、无需途经俄罗斯的物流网络。 彭博社称，中亚蕴含丰富的能源和矿产资源。受俄乌冲突影响，中亚五国加快推进经济安全与外交多元 化进程，此次峰会成为日本提升在这一区域影响力的契机。日媒称，一名日本政府官员表示，"关键矿 产的重要性在过去一年发生了显著变化"，并强调深化与资源丰富的中亚国家关系的重要性。 哈萨克斯坦腾格里通讯社称，哈萨克斯坦总统托卡耶夫18日对日本进行正式访问。日本称哈萨克斯坦为 战略伙伴，并明确释放信号：东京期待深化合作。日本首相高市早苗在首相官邸会见了托卡耶夫，两国 领导人在会谈后签署了一份联合声明，双方代表团成员还签署了其他文件。日媒称，双方就加强哈萨克 斯坦石油、天然气等能源及矿产资源领域合作达成共识。据报道，日立公司还将向哈方提供用于核能领 域人员培训的科研设备。哈方还将在能源和冶金领域获得日方37亿美 ...

Changes in the Group's Executive Committee Following the information and consultation procedures with employee representative bodies, and effective 1 January 2026, EDF's new nuclear activities will be organised around four divisions: • The division of new nuclear project management, responsible for the strategic management of new nuclear programmes, under the responsibility of Xavier Gruz, Group Executive Director. • The division of industrial projects and partnerships, in charge of new nuclear projects m ...

证券日报网讯 12月19日，中国铀业在互动平台回答投资者提问时表示，中国铀业已同中国核电签署了 长贸协议，约定向中国核电下属核电公司供应天然铀。 （文章来源：证券日报） ...

12月18日，中核集团召开第八届科技工作会，全面总结"十四五"科技创新工作取得的成绩成效，分析"十五五"时期面临的形势挑战，系统谋划和部署"十 五五"时期核科技创新重点工作。集团公司党组书记、董事长申彦锋出席会议并强调，"十四五"时期集团公司重大科技创新成果加速涌现，创新引领力、 创新质效力显著增强。"十五五"时期是核科技创新夯实基础、全面发力的关键时期，集团公司要深入学习贯彻习近平总书记重要指示批示精神和党中央决 策部署，充分发挥"三个作用"，当好"三个排头兵"，为实现科技强国总体目标和"国际核科技发展的引领者"企业愿景，为实现中国式现代化和中华民族伟 大复兴作出新的更大贡献。 集团公司外部董事召集人斯泽夫，党组成员、副总经理马文军，驻集团纪检监察组组长、集团党组成员张越，总会计师、党组成员王学军出席会议。党组 成员、副总经理辛锋作《夯实基础、全面发力，以科技创新引领"十五五"高质量发展，谱写核强国建设新篇章》科技工作报告，党组成员、副总经理陈军 利主持会议。 国务院国资委科创局、国家国防科工局系统工程二司、国家能源局核电司等上级部委领导出席会议，对抓好"十五五"时期的核科技创新工作提出指导性要 求。中国科 ...

Core Insights - The article discusses the implementation of the Integrated Product Development (IPD) project aimed at creating a world-class R&D management system for the company, supporting its vision of being a leader in international nuclear technology development [5][43]. Group 1: IPD Overview - Integrated Product Development (IPD) is a product planning and development management system driven by market and customer needs, originating from the PACE theory of the 1980s and validated through IBM's practices [2][39]. - IPD emphasizes a market and customer-oriented approach, viewing R&D as a strategic investment, and integrates the entire product lifecycle from customer needs to product launch [2][39]. Group 2: Project Implementation Strategy - The project adopts a "group coordination and layered implementation" strategy, focusing on six major transformation points, with a framework of "1 top-level design, 6 core processes, 2 key organizations, and 1 IT system" [5][43]. - The project will simultaneously pilot in three project clusters: nuclear power, nuclear medicine, and nuclear equipment [5][43]. Group 3: Six Major Transformation Points - Establish an end-to-end product management mechanism coordinated by the group [8][46]. - Create a cross-functional and cross-unit product development mechanism [8][46]. - Develop a dual-line planning mechanism for products and technologies [8][46]. - Implement a demand management mechanism that supports the regular operation of capturing and analyzing market and customer needs [8][46]. - Optimize the technology development process and establish a mechanism for transitioning technology to products [8][46]. - Form a heavyweight R&D team operation mechanism to enhance collaboration across fields [8][46]. Group 4: Core Processes - Demand management process to accurately capture and analyze market and customer needs [22][60]. - Product planning and initiation process to ensure investment decisions are based on strategic and market value [23][61]. - Main product development process to standardize development activities and ensure high-quality product delivery [24][62]. - Technology planning and initiation process to proactively layout key technologies supporting the product roadmap [25][63]. - Technology development process to manage pre-research and tackle challenges, reducing product development risks [26][64]. - Domain enabling process to provide quality and cost support for projects [27][65]. Group 5: Key Organizations - Decision-making layer (IPMT/ITMT) responsible for investment decisions and resource allocation [29][67]. - Execution layer (PDT/SPDT/TDT) responsible for specific project execution and delivery [30][68]. Group 6: Expected Outcomes - The integration of the IPD concept into nuclear industry technology innovation practices aims to create a first-class R&D management system unique to the company, enhancing organizational vitality and potential [34][73]. - The project is expected to facilitate the transformation of scientific and technological achievements into new productive forces, laying a solid foundation for creating a world-class enterprise [34][73].

（文章来源：证券日报） 证券日报网讯 12月19日，中国铀业在互动平台回答投资者提问时表示，赣州金瑞、晶核环保均为公司 控股股东中核铀业有限责任公司下属企业。 ...

Group 1 - Controlled nuclear fusion is considered a future ideal energy source due to its high energy output compared to nuclear fission, with 1 gram of deuterium-tritium fusion fuel releasing energy equivalent to 11.2 tons of standard coal, which is about four times that of 1 gram of uranium-235 fission [12][13] - The deuterium-tritium reaction is the mainstream application in nuclear fusion, offering advantages such as feasible fuel acquisition, high technical feasibility, and significant energy gain, making it the most viable path for achieving net energy gain and commercial power generation [18][19] - Magnetic confinement is recognized as the most promising method for achieving large-scale controlled nuclear fusion, with superconducting technology being key to future device miniaturization and cost reduction [1][25] Group 2 - The global demand for electricity is increasing, driven by data centers, which currently consume about 415 TWh and are expected to double to approximately 945 TWh by 2030, making controlled nuclear fusion an ideal energy solution [2][3] - The progress in controlled nuclear fusion has shifted from "can it ignite" to "can it operate long-term, stably, and economically," with significant advancements in devices like EAST and ITER laying the groundwork for commercial viability [2][3] - Major domestic projects in China, such as EAST and BEST, are expected to see capital expenditures exceeding 92 billion yuan over the next five years, benefiting local companies involved in the supply chain [4][6] Group 3 - The manufacturing value of midstream equipment in the tokamak devices is significant, with over 50% of the value chain attributed to midstream equipment, including key components like vacuum chambers and superconducting magnets [3][6] - Domestic companies are expected to benefit from the nuclear fusion sector, with investments in upstream materials and midstream equipment manufacturing, including companies like Western Superconducting, Antai Technology, and China Nuclear Power [6][4] - The capital expenditure in China's controlled nuclear fusion sector is projected to maintain around 92 billion yuan from 2026 to 2030, with annual investments exceeding 10 billion yuan [6][4]

Core Viewpoint - The A-share market is experiencing a strong performance in the controllable nuclear fusion sector, with several companies showing significant stock price increases [1] Group 1: Company Performance - Hongwei Technology saw a stock increase of over 17% [1] - Changfu Co., Ltd. increased by over 15% [1] - Haheng Huatuo rose by over 10% [1] - Prince New Materials, Sichuang Electronics, Baili Electric, and Guotai Group all hit the 10% daily limit [1] - Xue Ren Group, Hailu Heavy Industry, and Guoji Heavy Equipment increased by over 9% [1] - China Nuclear Construction rose by over 6% [1] - Other companies such as Atlantic, Rongfa Nuclear Power, Aikesai Bo, Guoguang Electric, Western Superconducting, and Antai Technology increased by over 5% [1]

Financial Data and Key Metrics Changes - The company ended fiscal 2025 with cash and cash equivalents of $203.3 million, an increase of approximately $175 million from the end of fiscal 2024, primarily driven by successful equity capital raises [25] - Fiscal 2025 loss from operations was $46.2 million, an increase from the previous year due to higher general and administrative expenses and R&D expenses [26] - The net cash used in operating activities increased to $19.6 million, while net cash used in investing activities rose to $17.5 million, reflecting increased R&D and facility acquisitions [27] Business Line Data and Key Metrics Changes - The company made significant progress in advancing the KRONOS MMR Energy System, including securing strategic collaborations and achieving important NRC milestones [10] - The acquisition of Global First Power, rebranded as True North Nuclear, marked progress in resuming licensing activities in Canada [11] Market Data and Key Metrics Changes - The demand for reliable baseload power is projected to increase significantly, with electricity usage expected to grow by 5%-6% annually over the next five years, driven largely by AI data centers [5][6] - There is a growing global commitment to triple nuclear capacity by 2050, indicating a long-term trend in nuclear energy growth [8] Company Strategy and Development Direction - The company aims to position itself at the center of a global nuclear renaissance, focusing on the development of micro-reactors to meet the increasing demand for clean energy [4] - The strategy includes vertical integration to de-risk the nuclear fuel supply chain, with a focus on enrichment and conversion capabilities [23][24] Management's Comments on Operating Environment and Future Outlook - Management highlighted the bipartisan policy support for nuclear energy in the U.S. and the favorable regulatory environment as key drivers for future growth [9] - The company expects to submit a construction permit application for the U of I project in Q1 2026, with a turnaround time from the NRC anticipated to be less than 12 months [32] Other Important Information - The company raised over $600 million since its May 2024 IPO, indicating strong institutional support and financial health [11] - The KRONOS MMR is designed to provide off-grid or behind-the-meter power, addressing the constraints faced by large energy users [15][20] Q&A Session Summary Question: Update on the U of I site and NRC permit application timeline - Management confirmed that the drilling was completed on schedule and the construction permit application is on track for Q1 next year, with an expected turnaround time from the NRC of less than 12 months [31][32] Question: Vertical integration strategy objectives for 2026 - The company aims to centralize reactor core manufacturing while recognizing the need for specialized components that may require external partnerships [35][36] Question: Progress on the Canadian project and licensing - The company is focused on site selection and expects to announce the site in the first half of next year, with plans to expedite the licensing process by leveraging previous work done at the site [45][46] Question: Scope of the AFWERX direct-to-phase two project - The AFWERX program aims to provide self-sufficient power solutions for military bases, with potential for mass production of reactor systems once the program advances [48][50] Question: State-level licensing opportunities - Management discussed the potential for states to take over licensing for certain facilities, which could expedite the process and reduce the NRC's workload [54][57] Question: Differences between the test reactor at UIUC and commercial reactors - The UIUC reactor will be a full-scale system, closely matching the commercial reactor design, with minor optimizations expected for commercial units [58][59]

Financial Data and Key Metrics Changes - The company ended fiscal 2025 with cash and cash equivalents of $203.3 million, an increase of approximately $175 million from the end of fiscal 2024, primarily driven by successful equity capital raises [25][26] - Fiscal 2025 loss from operations was $46.2 million, an increase from the previous year due to higher general and administrative expenses and R&D expenses [26][27] - Net cash used in operating activities increased by approximately $11 million to $19.6 million, while net cash used in investing activities rose by approximately $14 million to $17.5 million [27] Business Line Data and Key Metrics Changes - The company made significant progress in advancing the Kronos MMR energy system, including securing strategic collaborations and achieving important NRC milestones [10][11] - The acquisition of Global First Power, rebranded as True North Nuclear, strengthened the company's position in Canada [10] - The company executed a feasibility study agreement with BitRupon to evaluate up to one gigawatt of power with the Kronos MMR [11] Market Data and Key Metrics Changes - The demand for reliable baseload power is expected to surge, driven by AI data centers, with electricity usage projected to increase by 5%-6% annually over the next five years [5][6] - There is a growing global commitment to triple nuclear capacity by 2050, indicating a long-term trend in nuclear energy growth [8] Company Strategy and Development Direction - The company aims to position itself at the center of a global nuclear renaissance, focusing on micro-reactors to meet the increasing demand for clean, reliable energy [4][8] - The strategy includes vertical integration to de-risk the nuclear fuel supply chain, with a focus on enrichment and conversion capabilities [23][24] Management's Comments on Operating Environment and Future Outlook - Management highlighted the unprecedented bipartisan policy support for nuclear energy in the U.S. and the growing global support, which is expected to accelerate the development of advanced reactors [9][10] - The company remains optimistic about its progress and the strong interest from potential customers in various sectors, including data centers and military applications [12][23] Other Important Information - The company raised over $600 million since its May 2024 IPO, indicating strong capital support from institutional investors [11] - The company is on track to submit a construction permit application for the U of I project in Q1 of 2026, with expectations for a quicker turnaround from the NRC compared to similar applications [32][33] Q&A Session Summary Question: Can you walk us through the timeline for the U of I site permit application? - The company is on track to submit the construction permit application in Q1 next year, with expectations for a turnaround substantially below 15 months due to the well-known technology being used [31][32] Question: What are the main objectives for vertical integration in 2026? - The company aims to centralize reactor core manufacturing while recognizing that certain specialized components will need to be sourced externally [35][36] Question: Can you provide more details on the Canadian project and its licensing process? - The company expects to finalize the site announcement in the first half of next year and will inherit previous licensing progress, allowing it to bypass initial phases [45][46] Question: What is the scope of the AFWERX direct-to-phase two project? - The AFWERX program aims to provide self-sufficient power solutions for military bases, with potential for mass production of reactor systems for various bases in the future [48][50] Question: Can you elaborate on the potential for state-level licensing of nuclear activities? - The company is exploring opportunities for states to take back control of licensing certain facilities, which could expedite the process and reduce the NRC's workload [54][57]