What for years seemed like a science fiction dream is beginning to become reality: fusion energy is on its way. In a world that needs urgent solutions to climate change, dependence on fossil fuels, and ever-growing electricity demand, fusion is emerging as a unique alternative: clean, safe, abundant, and capable of transforming the global energy future.

And most importantly, the time is now. Scientific advances have proven that fusion works, and investment from large companies, governments, and international funds is accelerating the transition from the laboratory to industry. Never before have we been so close to turning this promise into a real source of energy.

This report from the Future Trends Forum shows where we are today, what progress has been made, and what remains to be done before fusion reaches the power grid. It also offers a clear view of the challenges that remain to be solved and how Europe can seize this historic opportunity to lead the next great industrial and technological revolution.

We are at an unprecedented energy crossroads. The climate emergency, the transition to energy-intensive digital technologies (such as artificial intelligence and data centers), and the industrialization of the global south are driving up electricity demand. And yet, dependence on fossil fuels has barely changed between 2009 and 2019. Renewables are growing, but with limitations: their intermittency, the need for storage, and current grids do not allow for a 100% renewable system without massive investment.

In this context, fusion energy is positioned as a strategic pillar for a sustainable energy system. Its energy density is unmatched: 50 g of lithium and 12 g of deuterium—contained in a few hundred liters of water and soil—are equivalent to 300 tons of oil, the consumption of an entire lifetime in Europe.

Furthermore:

Zero emissions during operation: no CO₂, no high-level waste, no risk of nuclear proliferation.
Reliable and predictable energy: operates 24/7, regardless of weather conditions.
Multiple applications: electricity, green hydrogen, heat for industrial processes, medicine, or materials.
Global scalability: with raw materials accessible from seawater and the Earth’s crust.

As Carlos Alejaldre, world leader and chairman of the board of Fusion for Energy, states:

“Fusion can completely replace fossil fuels.”

After decades of research, fusion is no longer “always 30 years away.” Today, science has proven its viability; the challenge is industrial and organizational.

The milestones are compelling:

Ignition in the US (NIF): for the first time, a fusion reaction generated more energy than was used to activate it. The 2025 record achieved a gain of 4.13.
JET (EU-UK): record of 59 MJ sustained in a tokamak, bringing commercial viability closer.
ITER: the largest fusion experiment in history, under construction in France with the participation of 35 countries.
IFMIF-DONES (Spain): key infrastructure for testing irradiated materials, with a direct European investment of more than €200 million.
Private investment: more than $8 billion invested to date, with the private sector taking over from public research.

Recent strategic reports such as that of the Clean Air Task Force agree: convergence will be essential to meet the Paris targets and ensure European energy competitiveness. In this context, Europe and Spain have a historic opportunity to lead the creation of a new energy and technology industry, building capabilities in design, materials, regulation, and human capital.

As Sehila González, global director of fusion energy at the Clean Air Task Force, points out:

“Fusion is no longer a dream, it’s a race we’re winning.”

The technology is mature, the ecosystem is beginning to take shape, and now is the time to scale up and deploy. If we act with determination, vision, and global collaboration, fusion can become the great energy revolution of the 21st century.

Fusion energy is currently a multidisciplinary engineering challenge that is making its way toward industrial maturity. The following section outlines the current state of the technologies, their cross-cutting implications, and the key role of experimental projects.

For decades, fusion research focused on plasma physics. Today, the challenge lies in integrating complex systems and operating them in a stable, safe, and competitive manner. According to Gianfranco Federici, Program Director at EUROfusion, the five key barriers to a functional plant are:

Extreme heat management
Plasma reaches temperatures above 100 million degrees, with heat fluxes >10 MW/m². Components such as the divertor must withstand these loads during years of operation.
Neutron-resistant materials
There are still no materials fully qualified to resist neutron damage. Advances in advanced alloys and experimental validations such as those at IFMIF-DONES will be key.

Tritium production and management
Tritium is a key element for a fusion plant to function, but it is also one of the greatest technological challenges. Today, it is a scarce resource worldwide and its handling is delicate. For a plant to be truly self-sufficient, it must be able to produce its own tritium inside the reactor, through special systems that are still in the experimental phase.

Functional integration of systems
Validating subsystems separately is not enough. The entire ecosystem (plasma, cooling, maintenance, tritium, materials) must work in coordination.

Industrial scaling
From ITER to a commercial plant, there is a leap in construction, reliability, and costs. It requires robust supply chains, standards, talent, and clear regulatory frameworks.

Fusion energy can be achieved through several routes, which are divided into two main approaches:

Magnetic fusion, where a powerful magnetic field is used to keep the plasma —an ultra-hot gas where fusion occurs— stable and away from the reactor walls.
Inertial fusion, which uses very intense pulses of energy (such as lasers or particle beams) to compress a small amount of fuel and trigger the reaction.

Both technologies share the same goal: reaching extremely high temperatures and maintaining them long enough to generate more energy than is consumed. Each presents advantages, challenges, and different levels of maturity.

Today, several designs are under development aiming to make fusion machines more compact, modular, and cost-effective. Some employ new materials such as advanced superconductors, which allow the devices to be reduced in size. However, this also adds complexity: the smaller and more efficient the machine, the more demanding its design and internal protection become. This forces a complete rethinking of how the system is cooled, how the fuel is managed, and how components are protected from extreme heat and radiation.

At this stage of development, having a diversity of approaches is a positive thing. Technological competition is not a weakness; it is a sign of vitality and a way to accelerate innovation. The challenge now is to move from prototypes to viable solutions that can operate safely, continuously, and on a large scale.

One of the greatest challenges of fusion is making all the parts of a fusion machine work together in a coordinated way. From fuel to materials, including safety and maintenance, each element must be perfectly integrated. They all need to function simultaneously and under extreme conditions.

Many of these key components are still in the experimental stage. Some, such as the systems responsible for generating fuel inside the reactor or the materials that must withstand intense temperatures and radiation, are still far from being ready for industrial use. Others, like the plasma heating systems, are more advanced but still require testing in real environments.

This is why experts advocate a modular approach: testing each part of the system separately under realistic conditions before integrating them all into a single plant. This path, though slower, is essential to reduce risks, avoid costly mistakes, and accelerate the arrival of fusion at commercial scale. The key lies in moving forward rigorously, step by step, without losing sight of the bigger picture.

Fusion research, in addition to driving a new way of generating energy, is giving rise to technologies that can transform many other key sectors.

For example, next-generation superconductors make it possible to build much more powerful and compact magnets. These advances are already being applied in medical MRI equipment and in the development of more efficient magnetic levitation trains.

Advanced cryogenics, which allow operation at temperatures close to absolute zero, are used in large scientific facilities and have potential applications in space transportation and particle physics.

In parallel, new power electronics systems have been developed, capable of managing large electrical loads with high precision. This is crucial for improving power grids or boosting green hydrogen production.

Special materials are also being designed, such as liquid metals or radiation-resistant steels, with direct applications in sectors like aerospace, medicine, or nuclear energy.

And the complexity of reactors has led to advanced robotics and remote maintenance systems, which can be adapted to other demanding environments, from nuclear plants to automated factories.

Tech startups are already adapting these solutions for use beyond the field of fusion. As sector experts have pointed out, these innovations can become industrial drivers in their own right, provided that Europe commits to developing its own manufacturing capacity and does not depend on external supply chains. Fusion, therefore, may not only change the energy system but also drive a new generation of strategic technologies.

Projects such as ITER, JET, JT-60SA, IFMIF-DONES, NIF, or SMART are essential to:

• Validate critical technologies.

• Create regulatory standards.

• Train industrial and scientific talent.

• Build global supply chains.

Special mention should be made of IFMIF-DONES (Spain), which will enable the qualification of structural materials under real fusion conditions and facilitate the licensing of future plants.

The plurality of technological pathways is a strength, but it requires coordination. As Itxaso Ariza (Tokamak Energy) points out, the key is to diverge technically and converge strategically: identifying two or three solid routes and aligning them with investment and standards to avoid fragmentation.

The race for fusion is being played at the frontier between what is possible and what is achievable. And it begins today, with industrial, regulatory, and talent-related decisions.

One of today’s greatest challenges lies in industrialization. For fusion to reach the market, a network of companies capable of designing, manufacturing, assembling, and maintaining highly sophisticated components is needed. This supply chain is still under construction.

Many of the parts required for a fusion reactor have never been built before, not even in sectors such as aerospace or conventional energy. This makes it necessary to create new processes, train specialized personnel, and coordinate many different actors. All of this requires time, investment, and above all, collaboration between the public and private sectors.

In addition, it is essential that companies see clear opportunities. Beyond demonstrating that fusion works, it must also be shown that it can become a sustainable business. To achieve this, it is crucial to create environments of trust, where companies can share risks, learn together, and adapt quickly to technological changes.

One way to accelerate the development of fusion is to leverage technologies already available in other sectors. In fields such as aeronautics, space, or automotive, advanced systems of automation, artificial intelligence, or digital simulation are already being used and can be directly applied to the construction and maintenance of fusion reactors.

For example, digital twins make it possible to virtually simulate how a fusion plant will operate before it is built. This helps avoid mistakes, reduce costs, and shorten timelines. Likewise, artificial intelligence already allows prediction of how plasma will behave inside the reactor, optimizing its design from the start.

Another key field is advanced robotics, which is essential for operating in environments where direct human intervention is not possible. These technologies, already used in space or the nuclear industry, will make it possible to maintain and repair reactors remotely, safely, and efficiently.

In short: not everything needs to be invented from scratch. Many solutions already exist and can be integrated into fusion if the right conditions of collaboration and investment are created.

When fusion is ready to generate energy, demand will be enormous. In addition to its ability to produce electricity without emissions, it can also generate heat for industrial processes that are hard to electrify, or be used to produce clean hydrogen at scale.

But for this to happen, the market must be prepared. This means having clear regulations, stable investment mechanisms, and potential customers willing to adopt these solutions. It also requires establishing effective communication channels between those developing the technology and those who could use it.

Moreover, it is important to speak realistically: fusion will not replace all power plants overnight. But it can have targeted applications from the start, with smaller and specialized devices that create value in specific niches. From there, it can progressively scale up.

Although timelines vary depending on the type of technology and development model, most experts believe that fusion will begin to be integrated into the power grid between 2035 and 2045.

Large public projects are advancing cautiously, but there are startups and private consortia that already have prototypes underway, with plans to connect to the grid in the coming years. If everything goes as expected, the 2030s could mark the beginning of the fusion era, with the first pilot plants producing real energy.

That said, the arrival of fusion will not be a single landmark event; it will be a gradual process. There will be multiple prototypes, different technologies competing, and many intermediate stages. What matters is that the ecosystem—from governments to companies, universities, and investors—organizes itself now so that, when the technology is ready, the world is prepared to adopt it.

Fusion energy is an industrial, technological, and market race that requires a coordinated effort from many actors: governments, companies, research centers, startups, and investors. None of them can walk this path alone.

Making fusion work at scale does not depend solely on physics or engineering. It also requires mobilizing capital, attracting talent, and creating an industry capable of building and operating reactors. This can only be achieved if the public and private sectors work hand in hand.

Public institutions provide stability, accumulated knowledge, and key infrastructure. Private companies, on the other hand, contribute agility, innovation, and the capacity to take calculated risks. For this collaboration to succeed, clear rules, mutual trust, and a shared vision of the goal are essential.

Experts agree on several key points:

• Choose the right timing: Collaboration works best when the technology has already demonstrated its potential and is in the validation phase.

• Share infrastructure: Using existing laboratories, test benches, or technical centers reduces costs and accelerates timelines.

• Agree from the start on how knowledge is managed: Intellectual property should not become an obstacle.

• Create open testing platforms: Especially so startups can validate their developments.

• Think about the market from the beginning: Research alone is not enough; the path toward production and commercialization must be prepared.

This collaboration model has already proven successful in other sectors, such as aerospace. The cooperation between NASA and private companies like SpaceX has enabled satellites, rockets, and capsules to be launched faster and more cost-effectively than ever before. The key? Working together from the design stage, adapting regulations to the new technology, and sharing risks.

The same happened with Airbus, when Europe committed to building its own aerospace industry. The success was both technical and organizational: different countries, with different regulations, managed to coordinate in order to build world-leading aircraft.

The lesson is clear: for fusion to succeed, we need solid collaborative structures, common objectives, and governance frameworks that distribute risk effectively.

More and more investors are becoming interested in fusion. They no longer see it as a distant fantasy, but as a realistic solution to energy and climate challenges. Fusion startups have raised more than $8 billion in private investment.

But what makes a fusion project attractive to capital?

• A clear vision: It’s not about promising everything, but about explaining what problem is being solved, with what technology, and for which market.

• A strong team: The ideal combination includes scientists, engineers, and experts in management, business, and regulation.

• A realistic roadmap: With clear stages, defined timelines, and measurable results. No one expects immediate profitability, but concrete progress is required in the first five years.

• Strategic partnerships: The most credible projects are those already collaborating with research centers, industrial suppliers, or potential customers.

• Parallel applications: Many technologies developed for fusion can also be applied in other sectors (such as industrial heat, hydrogen, or medicine), reducing risk and opening new revenue streams.

Another key aspect is aligning timelines. Science requires decades. Venture capital, however, usually operates on 5- to 10-year cycles. To connect both worlds, “milestone-based” funding models are being used: instead of providing all the money upfront, funds are released as technical goals are achieved. This builds investor confidence and forces teams to stay on track.

This model has already worked in the space sector and is now being applied to fusion, particularly in the United States. The Department of Energy has funded several startups under this scheme, also attracting additional private investment.

Europe is also beginning to move in this direction, with programs such as Horizon Europe or GO4FUSION. But there is still a long way to go if it wants to compete with the speed of Asia or North America.

The path toward commercial fusion energy will not be easy or fast. But it is already underway. To accelerate its development, we need three things:

• Structured collaboration: among science, industry, regulators, and investors.

• Smart financing: combining public funds, private investment, and mechanisms such as milestone-based payments.

• An ambitious and credible narrative: one that inspires society, attracts talent, and builds confidence in the markets.

If done right, fusion can become not only a new source of energy, but also the industrial and technological engine of the 21st century.

A clear and well-adapted regulatory framework provides confidence to everyone: to citizens, who want safety guarantees; to companies, which need to know what rules to follow; and to investors, who will only mobilize if stability and certainty exist. In other words, without proper regulation, there will be no fusion industry.

The challenge lies in designing rules that are proportional to the actual risk, flexible enough for different technological approaches, and based on safety outcomes rather than excessively rigid requirements. It is not about copying what already exists, but about building a new system that supports the evolution of fusion from the laboratory to the first commercial plants.

Another key aspect is the global dimension. Fusion is an international industry: its components, talent, and investments move within worldwide networks. This is why advancing toward common regulatory principles among countries can greatly accelerate deployment, much like what happens in sectors such as civil aviation.

This means agreeing on basic standards that avoid duplication, reduce costs, and build confidence among all actors without giving up national sovereignty.

The consensus is clear: fusion regulation must evolve as the technology itself evolves. At first, simple frameworks for laboratories and prototypes will suffice; later, they must expand to cover pilot plants and, finally, large-scale commercial plants. The key is for this regulatory growth to be gradual, collaborative, and accompanied from the outset by industry, governments, and civil society.

In short, regulation will be one of the great accelerators of fusion. If done right, it will guarantee safety and boost investor confidence, attract talent, and enable this new industry to scale up and deploy at the speed and scale the planet needs.

Fusion is built with magnets, lasers, advanced materials — but above all, with people. And here lies one of the greatest challenges: training and attracting the talent that will make this new energy industry possible.

Today, specialized training lags far behind the investment flowing into the sector. Most academic programs are still focused on scientific research, while what is now needed are profiles capable of designing, building, and operating fusion plants. In other words, engineers and technicians with practical skills, able to work with complex systems in cooling, materials, robotics, artificial intelligence, or power electronics.

The scale of the challenge is enormous: moving from a few thousand specialists to hundreds of thousands of professionals in just a few decades. And we are not only talking about physicists, but also about plant operators, systems engineers, regulatory specialists, and sustainability experts.

The transition toward commercial fusion cannot rely solely on traditional university programs. A new educational infrastructure will be needed, combining academic training, hands-on experience in testing centers, and international collaboration.

This means rethinking how professionals are taught and trained:

• With flexible programs that allow retraining of profiles from related sectors, such as aerospace, nuclear, or semiconductors.

• With continuous training, enabling knowledge to be updated at the same pace as technology evolves.

• With pathways tailored to different roles: from maintenance technicians to regulatory project managers or designers of new plants.

Just as startups or infrastructure are financed, it is essential to invest in human capital. Without a clear strategy to train and retain talent, there will be no fusion industry. This means supporting dedicated educational programs, creating accredited training centers, and designing attraction plans for young professionals.

Artificial intelligence also opens up new opportunities: it will allow future specialists to analyze data faster, optimize designs, and automate complex tasks.

Fusion cannot wait for a new generation to be trained from scratch. The immediate path is to reskill talent from already mature sectors, where transferable skills exist: cryogenic systems, advanced materials, process control, or high-precision component manufacturing.

In the long term, success will depend on an agile and global educational ecosystem, capable of continuously updating skills and creating attractive career paths for thousands of people. Because one thing is clear: without talent, there will be no fusion.