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The Environmental Protection Agency is feeling a calendar crunch.

Since President Joe Biden took office more than two years ago, the Environmental Protection Agency has been something of a sleeping giant.
Once central to President Barack Obama’s climate policy, the EPA seemed to take a backseat under Biden. As the Department of Treasury wrote rules for a dizzying number of new tax credits, and the Department of Energy became a de facto industrial-planning organization, the EPA seemed to wallow.
Then a few weeks ago, the agency came alive.
Last week, it proposed requiring that most new cars sold in the United States — and one quarter of all heavy-duty trucks — be powered solely by electricity. A week before, it tightened limits on the amount of brain-damaging mercury that coal-burning power plants can release. In March, it instructed nearly two dozen states to clean up pollution from their factories and power plants, and it slashed the amount of toxic air pollution that buses, vans, and heavy-duty trucks can legally produce.
This sudden burst of activity is in some ways just the appetizer. Within the next few weeks, the EPA is expected to propose restricting climate-warming pollution from new and existing power plants. This set of draft rules will aim to rapidly eliminate greenhouse-gas pollution from the power sector, one of the most carbon-intensive parts of the economy, in order to meet Biden’s goal of producing 100% zero-carbon electricity by 2035.
It will also face an immediate challenge in the Supreme Court, which has blocked a similar effort in the past even as it has preserved the EPA’s broad power to issue rules about the power sector.
This sudden flurry of productivity may seem to have come out of nowhere.
So why is the EPA publishing so many of these rules now?
The same reason that any of us suddenly become productive: It’s under deadline pressure. For the EPA, and for every other executive agency, the effective beginning of the end of Biden’s first term is as little as a few weeks away. Here’s why.
Under a law called the Congressional Review Act, Congress can overturn new federal rules by a simple majority vote and with the president’s signature. Most of the time, that power doesn’t matter, because presidents rarely want to repeal rules that their own administration has issued. (Last month, Biden vetoed a CRA resolution for this reason.)
But it becomes important when a new White House and Congress take over from a president of the opposite party. In 2017, a newly elected President Donald Trump and a Republican Congress repealed 16 Obama-era rules. In 2021, the new Democratic trifecta overturned three of Trump’s rules.
Biden would like to avoid the same fate befalling his own administration’s climate rules, so he’s moving fast. The key is that Congress can only activate the CRA for new rules — which, under the law, means rules that were finalized during the past 60 “legislative days,” or days when the House or Senate was in session. Because Congress isn’t in session every day, that’s a much longer period of time than it may seem — it can stretch four or five months into the past. When Biden took office in early January 2021, for instance, Congress could use the CRA on any rules that the Trump administration finalized after August 21, 2020.
“It is difficult to know with any specificity what the ‘lookback window’ will look like in 2024,” because it depends on what “the actual session of Congress looks like,” Dan Goldbeck, the director of regulatory policy at the American Action Forum, a center-right think tank, told me. In recent years, the deadline has tended to fall sometime in the late summer, but there’s no guarantee this pattern will hold next year, he said.
Let’s figure it does, though, and that the administration must finalize rules before about August 1, 2024, in order to protect them from the CRA.
We can backfill the calendar from there. As of today, the EPA has only started to circulate drafts of its most important rules, such as the clean-cars mandate. It has yet to publish these drafts in the Federal Register, the government’s official journal of rules and regulations. When they are published, the agency will open a 60-day comment period when the public can respond to any facet of the rules; it will probably extend this to 90 days as a show of good faith.
So if the EPA publishes its draft rule in the Federal Register soon — on May 1, say — then the public comment period will end three months later, on August 1. Then the agency must go over its draft again, double check its math, and respond to every public comment that it has received. This process of finalizing the rule can take about a year. Assuming it does, then suddenly it’s August 1, 2024 — and we’re at the (approximate) deadline.
In other words, the EPA must publish as many rules as possible now in order to protect them from quick repeal if, say, Ron DeSantis is inaugurated in 2025. This is part of why the EPA is moving with such haste now — and why the Biden administration’s climate policy has entered a new and more aggressive phase.
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‘Our entire company was built for this purpose.’
After decades of stagnation, the nuclear industry has drummed up all kinds of ideas meant to revive the prospects for building reactors in the United States. Make the reactors smaller. Micro, even! Cool them with helium or molten salt instead of water. Invite the Koreans or Canadians to come teach us how to construct atomic power stations again.
Yet the startup bold enough to name itself The Nuclear Company launched in 2024 on a simpler thesis: Just go with the large-scale reactors we have built before, and construct them in bulk to bring down costs.
Essentially, do what the Chinese did.
While the U.S. struggled for 15 years to complete its first two Westinghouse AP1000s, the 1.1-gigawatt units designed at the dawn of this century to be America’s flagship nuclear technology, China built four in the same time period. Beijing then reverse-engineered the technology to make its own version with an entirely domestic supply chain. China now has 10 operating Hualong One reactors and at least 37 more on the way. The U.S. ultimately completed its first two AP1000s at Southern Company’s Alvin W. Vogtle Electric Generating Plant in eastern Georgia right around the same time.
The Nuclear Company was formed by hiring former managers who oversaw the Georgia project. Despite the Trump administration’s pledge to finance construction of at least 10 more large nuclear reactors, the only projects that have broken ground are new, first-of-a-kind small modular reactors that skeptics fear will face the same billion-dollar cost overruns that the AP1000s faced at Plant Vogtle — but without the same output of electricity to balance out the expenses.
On Wednesday morning, The Nuclear Company announced its most significant attempt at a Chinese-scale buildout yet. The firm unveiled plans to build 6.6 gigawatts of new, large-scale reactors at a greenfield site in Kentucky, along the Ohio River. Dubbed Prosperity One, the project would be located in Lewis County, on property once assembled for a coal-fired station that was later abandoned. The site sits half a mile from a 765-kilovolt transmission line that connects to PJM Interconnection, the nation’s second-largest and arguably most stressed grid system.
“Our entire company was built for this purpose,” Joe Klecha, The Nuclear Company’s chief nuclear officer and a former manager on the Plant Vogtle buildout, told me. “We recognize that this is different and unique in our country. We believe it’s very much needed.”
The project will begin with two reactors at a time; the Kentucky site has room for up to six. The Nuclear Company is already negotiating potential offtake agreements with electricity buyers to help finance construction, and it expects deals by next year. The company told me it has not yet decided whether it will run the Prosperity One as an independent power provider or sell the facility to a utility or another plant operator. “We are preserving all options and will make that decision as we pull the other partners onboard formally,” Klecha said.
Since its inception, The Nuclear Company has focused on the AP1000 as the most promising design in the U.S. That’s particularly true after the Nuclear Regulatory Commission certified the Vogtle Unit 4 design last week as the permanent, settled schematic for future AP1000s.
But Klecha left open the possibility of another technology. “The AP1000 is our basis for the site at this point, but we’ll continue to evaluate other options as we get through the site characterization,” he said. He expects that process to wrap up in “the first half of next year.”
The company’s options are limited, though. Last month, as I reported, South Korea agreed to help the U.S. build up to six new AP1000s at an as-yet-unspecified site in addition to constructing at least two APR1400s — that is, essentially the Korean version of the American technology. In theory, The Nuclear Company could build APR1400s, too. But it’s highly unlikely, since Westinghouse accused the state-owned Korea Electric Power Corporation of ripping off its technology for the APR1400 in 2022. That led to a yearslong lawsuit and settlement that gave the American company the right to demand royalties and keep Seoul out of markets where Westinghouse aims to compete.
The only other viable option is the ABWR. The world’s first so-called advanced reactor, the ABWR was built with General Electric’s boiling water reactor technology, which is used across about a third of the U.S. fleet. It serves as the second-most popular design after Westinghouse’s pressurized water reactor model. Japan successfully built four ABWRs over a decade from 1996 to 2006, and Taiwan nearly completed two before killing the project in a bid to phase out nuclear power altogether. The NRC certified the ABWR for construction in the U.S., but a project in southern Texas that aimed to build the first in the U.S. was scrapped about a decade ago.
“The ABWR has an impressive pedigree of construction success as well as experience being built to U.S. standards that is hard to find outside of the Vogtle project,” Brett Rampal, a veteran nuclear consultant who advises Deloitte and Veriten, told me. Still, he said, the AP1000 is the leading contender for the Kentucky site.
Rampal said Prosperity One represents a welcome break from how large-scale reactors have been planned in recent years. While most of the industry remains focused on small modular reactors, research I covered last month indicates the technologies could face worse cost problems than large-scale units, and the emerging consensus on building AP1000s focuses on expanding existing nuclear plants.
Indeed, The Nuclear Company’s first major deal was to help Brookfield Asset Management, which owns 51% of Westinghouse, complete a thwarted AP1000 project at the V.C. Summer plant in South Carolina. But other potential sites considered for new AP1000s included expansions of Florida Power & Light’s Turkey Point nuclear plant in Florida, the Tennessee Valley Authority’s Bellefonte nuclear station in Alabama, or even adding another two units to Plant Vogtle.
“A lot of the thoughts around AP1000s and large reactors have always been around existing or already-licensed sites,” Rampal said. “It’s very interesting to see TNC’s first project buck the trend of what folks have been talking about around the large reactor story in this country."
At least one thing is certain about The Nuclear Company’s approach: It will settle on one design. The company is animated by the need to avoid one of the U.S. nuclear industry’s biggest financial mistakes, known simply and derisively as “Whoops.” In 1983, the Washington Public Power Supply System — WPPSS — triggered what was then the largest municipal bond default in U.S. history after its buildout of several different reactor designs at once fell apart in a major boondoggle.
Building different reactors at Prosperity One “really goes against our mission, our vision, and our thesis as a company,” Klecha confirmed.
The key is repeating the same design over and over again so the project managers sort out the fastest, most efficient ways to build and workers hone skills in actually constructing the design. “Six AP1000 units on one site creates the scale and repetition needed to drive down costs and sends a strong signal to the supply chain,” Lin Yuan, the senior advisor at the Nuclear Scaling Initiative, a non-profit collaboration working to create the enabling commercial and policy conditions for safe and secure nuclear energy scaling, told me in an email. “Manufacturers and craft labor need to see a sustained order pipeline to invest in capacity, factory expansion, and training.”
Vogtle Unit 4 came online in 2024 roughly 30% cheaper and faster than Vogtle Unit 3, completed a year earlier. Klecha said that’s the minimum cost reduction The Nuclear Company expects for the first two reactors built at Prosperity One.
“The 30%, I would say, is the floor on the savings from the first unit to the second unit,” he said. “How do we capture those lessons? Obviously, our team’s experience. We have a pretty rigorous ‘lessons learned’ document.”
Soon, he hopes, there will be even more lessons learned — in concrete, rather than on paper.