Case | HBS Case Collection | September 2011 (Revised February 2014)

Duke Energy and the Nuclear Renaissance

by Richard H.K. Vietor and Forest L. Reinhardt


Duke Energy, an American investor-owned electric utility, confronts multibillion dollar decisions about its future fuel mix. In particular, its leaders are considering building new nuclear capacity. Whether this is sensible depends, among other things, on demand growth, capital costs, fossil fuel prices, possible regulatory or other delays in constructing the reactors, and possible future restrictions on carbon dioxide. CEO Jim Rogers believes that nuclear power makes sense from a social standpoint but also must consider the perspectives of his ratepayers and his shareholders.

Keywords: Cost vs Benefits; Expansion; Policy; Business Strategy; Energy Sources; Utilities Industry; Energy Industry; United States;


Vietor, Richard H.K., and Forest L. Reinhardt. "Duke Energy and the Nuclear Renaissance." Harvard Business School Case 712-002, September 2011. (Revised February 2014.)