On July 16, 2007, a 6.8 magnitude earthquake rattled the world’s largest nuclear power complex at Kashiwazaki-Kariwa in Niigata Prefecture. This was on a site that the government and Tokyo Electric Power Co. had insisted was seismically safe.

Two years earlier, the Tokyo High Court had ruled against local plaintiffs backed by scientists who insisted the authorities were wrong and that there was an active fault line adjacent to the site. In 2007, Mother Nature overruled the judge, raising questions about relying on old evaluations by institutions favoring nuclear energy in assessing site safety, particularly given subsequent advancements in seismic science.

The good news is that the reactors shut down automatically and the plant withstood tectonic shocks way beyond what anyone had anticipated when designing the structures. The bad news trickled slowly out of Tepco, but an NHK special shortly afterwards aired a startling revelation. The plant manager told NHK that it was very lucky that everything worked as planned and that there was no serious accident — especially considering that the door of the control center had been jammed and nobody could get in. This meant that if there had been a crisis, nobody would have been able to manage it because the emergency controls were inaccessible.

The door was stuck because the land subsided due to the earthquake. It is hard to anticipate every contingency, and that is precisely why accidents happen. If the safety systems had not functioned as planned, Kashiwazaki might have spun out of control, but luckily it was just a close call.

Also worrisome was the transformer fire that took an age to put out because the water pipes had ruptured due to the earthquake. And why was there a nine-hour delay in informing local authorities about the situation, including some radiation leaks? Apparently the plant workers were preoccupied with setting up whiteboards in the parking lot as an improvised control center and using their mobile phones to communicate with each other. Tepco also downplayed how much radioactive water had leaked, a spill that Asahi reporters spotted workers mopping up with paper towels.

At Kashiwazaki-Kariwa there are seven reactors with an 8,200 megawatt capacity, enough for 16 million households. This clustering of reactors means that if there was an accident, it could cascade into a major disaster.

The reactors went online between 1985 and 1997 and generated $2 billion in subsidies for the hosting towns, on top of tax revenues and many high-paying jobs. But local enthusiasm has dimmed considerably since then. Back in 2001 Tepco was caught falsifying repair and maintenance data at all of its 17 reactors, suggesting that management did not nurture a culture of safety. Then, in 2005, the International Atomic Energy Agency warned that fire prevention measures at the Niigata plant were inadequate.

Niigata voters have since elected nuclear skeptics for mayor and prefectural governor. In a nationwide poll conducted by the Asahi Shimbun last October, 57 percent of the public opposed restarting nuclear reactors while only 29 percent were in favor. Earlier in 2016, a poll conducted by the pro-nuclear Japan Atomic Energy Relations Organization found that 12 percent of respondents favored maintaining or increasing Japan’s nuclear energy output while nearly 63 percent wanted to end nuclear power in Japan, either by phasing it out (48 percent) or immediately pulling the plug (15 percent).

Public opposition to nuclear power is not only driven by safety concerns and the tragic fate of tens of thousands of nuclear refugees displaced from ancestral homes in Tohoku. The Fukushima disaster is also a financial black hole that will burden taxpayers and ratepayers for decades to come. And there are the high costs of decommissioning many aging reactors and the expense involved in building a site to permanently store radioactive waste.

Niigata Gov. Ryuichi Yoneyama has slowed plans to restart any reactors, calling for a comprehensive safety review, development of an evacuation plan and an assessment of the Fukushima disaster’s public health impact, all of which could take three years. Tepco’s latest rehabilitation plan includes restarting two of the reactors by March 2020, saying the profits would help it pay off the staggering ¥21.5 trillion ($190 billion) bill for Fukushima, an estimate that is likely to keep rising over the next few decades.

The mayor of Kashiwazaki has also weighed in, requesting that Tepco begin decommissioning one reactor before agreeing to restart the two reactors Tepco wants to bring back online. The Nuclear Regulation Authority is currently conducting safety inspections at two of the reactors. The mayor thinks that seven reactors is too much and is worried about the safety of the control center, wondering if it is sufficiently strong to withstand a powerful quake, possibly because Tepco admitted to misleading the NRA in February about just how strong the structure is. He is hopeful that decommissioning will generate jobs and revitalize the local community.

The mayor also expressed concern about the threat of nuclear missiles from North Korea, prompting NRA Chairman Shunichi Tanaka to joke that Tokyo would make a better target. Funny guy.

The Fukushima debacle has already cost in excess of $100 billion and the government estimates that total will skyrocket in coming years. If only Tepco had heeded internal warnings in 2009 about the possibility of a monster tsunami striking the Fukushima No. 1 plant and built a bigger tsunami wall. That would have cost $1 billion, a bargain in retrospect. Will the ongoing trial of three Tepco executives find them responsible for this and other instances of negligence? Probably not.

And now there are five nuclear reactors operating in Japan, and soon two more in Kyushu, due to court rulings favorable to the utilities. The fate of an additional 35 operable reactors is uncertain, but the staggering costs of decommissioning many of these — so far the NRA has approved five decommissioning proposals that will cost about $10 billion — raise questions about the viability of nuclear energy in Japan.

Toshiba, which is selling off its key assets to pay for its purchase of Westinghouse Electric, knows just how risky the nuclear business is, and hopefully Tepco now understands that cutting corners to save money was abysmal risk management.

Many Japanese must envy South Korea, where newly elected Prime Minister Moon Jae-in has vowed to phase out nuclear energy and cancel plans to build new plants and extend the operating life of its 25 aging reactors. In contrast, Prime Minister Shinzo Abe has reinstated nuclear power into the national energy strategy, targeting 20 to 22 percent of the overall mix, demonstrating the resilient influence of Japan’s “nuclear village.”

Jeff Kingston is the director of Asian Studies, Temple University Japan.