The training was facilitated by Prof Jan Blomgren, Founder and Chief Executive Officer, Institute for Nuclear Business Excellence, (INBEx), a senior expert on nuclear education at Vattenfall, and previously he has been professor in applied nuclear physics at Uppsala University and Director of the Swedish Centre for Nuclear Technology.


Eighteen participants, mainly postgraduate students drawn from different institutions participated in this training. The training ran from 9.00 am to 7.00 pm with two, thirty minutes tea break.

Prof Jan Blomgren, the NOL director has a background as professor in applied nuclear physics at Uppsala University, senior expert nuclear education at Vattenfall and director of the Swedish Centre for Nuclear Technology.

Background and purpose of training

A country for with no prior nuclear industry has decided to develop nuclear power. The country has got members in its management team with little or no nuclear background. This management team of the power plant is mandated to strive and attain nuclear business acumen. The training was on a simulation of real life challenges of managing a nuclear plant. The participants were were grouped into 4 teams manage the nuclear power plant. Each team was to define a business strategy, take strategic decisions such as to upgrade or keep the power plant in the present condition, plan regular work like outages, human capacity development, performance of improvement projects and other various unexpected events.


Four management teams of a fictitious nuclear power plants (Fermi 1 and Fermi 2 NPP) were formed, the previous challenges facing the fictitious power plant were evaluated. This challenges included eroded and uncertain aging nuclear plant, reduced funding due to loss, reduced management and  political support, lack of interest of young person to pursue nuclear related careers who had instead shifted to business related careers, and alternative technologies to power production like an new large hydro power plant that had been constructed in the vicinity. The new management tasked to operate the NPPs with high profitability, excellent safety, well-orchestrated staff competence development while earning a good reputation in society which had already been eroded by the previous management of a fictitious nuclear power plant.

Each of the team came up with a new name for the nuclear plant which in itself could earn a good reputation in the society. They also came up with three strategic plans for the operation of the NPP. Based on the strategic plan and given mandatory parameters and optional projects, salaries and prices, each of the team was to decide whether to sustain, modernize or upgrade the existing power plants. This was to be done in a two year cycle up to the sixth year (3 phases).

For effective management of the NNP, the teams were to hire own staff and external consults, perform regular maintenance of the plants, offer attractive salary for staff motivation, set electricity prices, cope up with Inflation and annual outage. In the course of managing the nuclear plants, the unexpected events were bound to occur, which based on the Lottery card picked could make the management loss or survive on the consequence of the event based on the Mandatory projects opted for. The consequence of the event could either improve or decrease the performance indicators (Safety, Society, Staff and Business)

Learning Experience

The participants appreciated the need to have basic knowledge on how a nuclear power plant operates. The different mandatory and optional parameters given when well utilized are key in consistent decision making that could help operate a profitable NPP with excellent safety measures that earned a good reputation in the society, highly motivated and competent staff.