Slovenia has changed management at GEN energija and GEN-I, two of the country’s key energy companies, as decisions on the proposed Krško 2 nuclear project move closer. The appointments come as the group continues work linked to the planned second reactor at Krško.
New chief executive at GEN energija
GEN energija’s supervisory board appointed former minister Andrej Vizjak as chief executive for a four-year term. Jure Soklič was named to lead GEN-I. Vizjak said GEN would continue work on the proposed JEK2/Krško 2 nuclear plant and the Mokrice hydropower project.
The supervisory board appointments place continuity in focus for the group’s main generation strategy. GEN energija is described as sitting at the centre of Slovenia’s long-term electricity investment programme. A second reactor at Krško is characterised as one of the largest energy infrastructure investments in Southeast Europe.
Krško 2 remains in development and decision stage
The proposed Krško 2 project is still at the development and decision-making stage, with major questions remaining open. Those issues include technology, capacity, cost, ownership and financing. Changes in senior management are therefore drawing attention as decisions approach that could lock in billions of euros of capital expenditure.
The project would also require GEN to manage the existing Krško nuclear plant while expanding renewable and flexible generation. Slovenia’s electricity system combines nuclear, hydro, thermal generation and increasingly solar power. Recent weak hydrology has been cited as demonstrating the value of maintaining diversified firm supply.
Hydrology weakness increases reliance on imports and gas
Slovenian generation fell sharply during parts of 2026 as hydro output weakened. That shift increased dependence on imports and gas-fired generation, strengthening the case for additional reliable domestic capacity. JEK2 is intended to address that longer-term requirement, but its scale is described as creating substantial financial risk.
The source also notes that large European nuclear projects have faced construction delays and cost overruns. It says this has increased scrutiny of contracting structures and how risk is allocated between utilities, governments, suppliers and consumers. Any Slovenian project would also need assessment against alternative combinations of renewables, storage, interconnection and flexible generation.
GEN-I role and governance issues
The leadership changes at GEN energija and GEN-I are presented as more than a personnel matter. GEN-I is described as one of the region’s major electricity traders and suppliers, while GEN energija controls strategic generation assets. The relationship gives the wider group exposure across production, wholesale trading and retail markets.
Vizjak also identified a circular ownership relationship within the group as an issue requiring attention, adding a governance dimension to the management transition. For investors and counterparties, continuity on Krško 2 reduces immediate uncertainty about strategic direction. It does not remove larger questions surrounding project economics.
Next steps for technology, financing and consumer pricing
The next phase is described as moving from broad support for additional nuclear generation toward decisions on technology, capital structure and risk allocation. It also points to decisions affecting the price consumers would ultimately pay for electricity generated under the programme.
