The existence and viability of nuclear power have been at the center of debate for several decades due to the inherent safety risks. Disasters such as Three Mile Island (1979), Chernobyl (1986), and Fukushima Daichii (2011) have resulted in severe consequences but have also led to higher safety standards and precautionary measures within the nuclear industry. This process of learning from past accidents and incidents, commonly known as experience feedback, has played a significant role in improving nuclear power safety. This Master thesis aims to investigate how Forsmarks Kraftgrupp (FKA) utilizes experience feedback and how they could draw insights from other industries to achieve best practices. The research questions involve conducting a current analysis of FKA's experience feedback process, exploring how representatives from transportation-, defense-, and pharmaceutical industries handle experience feedback, and providing recommendations to FKA based on benchmarking with these external industries. Using the Functional Resonance Analysis Method (FRAM) model, the study identified best practices in experience feedback through a comparison with the other organizations involved. The results indicate that to foster a strong reporting culture, clear guidelines and support from top management are crucial. A digital tool for incident and case management is essential to support and streamline experience feedback. This tool should be user-friendly, accessible through mobile applications and web forms, and capable of generating statistics and reports to monitor performance. Promoting a culture of learning is beneficial through diverse methods such as workshops, seminars, web-based training, and informal approaches like knowledge portals. A reform leader and regular managerial meetings can anchor the implementation of lessons learned. External forums facilitate knowledge exchange and learning from other organizations. Proactivity and forward-thinking are fostered through collaborations with stakeholders to broaden perspectives. Mandatory improvement opportunities promote long-term sustainability, while training courses and study circles offer innovative future solutions. By comparing FKA's experience feedback process with organizations from various industries, this research provides recommendations for further development. A crucial conclusion is that FKA should prioritize all four dimensions addressed by the FRAM model: Respond, Monitor, Learn, and Anticipate. Implementing these recommendations will enhance nuclear power safety and contribute to a culture of continuous improvement within the organization.