Organizational models for the decommissioning of nuclear power plants: Lessons from the United Kingdom and the United States

With nuclear reactor fleets continuously aging, the decommissioning of closed reactors is gaining increasing attention. In nuclear decommissioning, technical, organizational, and regulatory challenges lead to long project durations and cost escalations. This paper attempts to examine the organizational efficiencies in nuclear decommissioning by applying the framework of the "system good" analysis and assessments based on new institutional economics. It compares the former parent-body-organization model practiced in the United Kingdom with current approaches observed in the United States, highlighting potential gains and policy recommendations for private sector involvement in nuclear decommissioning. Inefficiencies experienced in the United Kingdom include regulatory issues, private actors' opportunism, and information asymmetries. Comparatively, the models observed in the United States show fewer such issues, but regulators should address potential profit-driven shortcuts and funding adequacy.