From Operation to Decommissioning
Shutdown and Dismantling of Reactor Systems
Project Situation at the Beginning
The decommissioning of a nuclear power plant is among the most complex and highly regulated challenges in the energy sector. After the plant was shut down, a full dismantling and disposal strategy had to be developed, meeting the highest safety and regulatory standards.
The existing teams were experienced in routine plant operations—but decommissioning required a different mindset and skillset. The top management realized that the project was moving too slowly. The same team that had operated the plant was now expected to dismantle it—without the tools or structures needed to manage a multi-year, multi-project program.
There was no established program management structure, no suitable planning method, and limited visibility into interdependencies. That’s when we were brought in—to build structure, create momentum, and guide the program.
Our Contribution
Even in a shutdown state, dismantling must follow a strict technical and regulatory sequence. Each system required official approval before any planning or action could begin—and there were hundreds of systems involved.
Under our leadership:
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All known tasks were identified and translated into a transparent, logical plan
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Requirements from all departments were gathered and integrated
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Regulatory approvals for over 100 systems were secured within 12 months—a record
We designed the program organization to harness the technical expertise of the staff while removing structural inefficiencies.
We also implemented new management structures for coordination, monitoring, and reporting within a $1.6 billion program. Meetings became focused, results-oriented sessions with clear formats and short feedback loops.
Project Situation After Completion
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Legacy operational structures were reduced to minimum needs; new management processes were implemented and accepted.
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Communication and decision-making were streamlined through pragmatic reporting.
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A management steering committee was established and guided with an outcome-oriented meeting culture.
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The adapted project management methodology led to significant efficiency gains and cost savings in the multi-million dollar range.
Client Voice
“I want to highlight Bernd Zech’s ability to structure complex programs in a very short time—starting from zero. His solutions led to substantial budget savings. The structure he developed became a strategic asset in our decommissioning program. With his experience and leadership skills, he was an invaluable sparring partner.”