The State Atomic Energy Corporation ROSATOM

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Machine Engineering Division

 РОСАТОМ » Strategy implementation » Efficient supply of nuclear electricity to Russia’s economy » Machine Engineering Division Strategic goals of the division

JSC Atomenergomash (JSC AEM) is the leading organisation of the Division. JSC AEM is a supplier of the key equipment for ROSATOM used for construction of nuclear generation facilities, thus supporting its plans of achieving the leading position in the global nuclear technology market.

In 2013, JSC AEM updated its strategy for the period up to 2030, which provides for transforming the Division into a high-technology diversified holding which is competitive in the global market and robust in the long term.

The strategic vision of the Machine Engineering Division involves being:

  • a guaranteeing package supplier of the essential equipment for NPPs;
  • a key player with sound positions in the non-nuclear power machine engineering markets;
  • an efficient producer and vendor of competitive solutions.

The Division is charged with strategic tasks whose solution will facilitate the growth of ROSATOM’s competitiveness, such as:

  • expansion of its footprint in allied sectors;
  • international cooperation and collaboration with world leaders;
  • globalisation of operations;
  • expansion of the list of services offered before, during and after sales of products;
  • improvement of operating efficiency at the expense of cost reduction programmes, technological development and R&D aimed at deployment of advanced and high-efficiency design and production processes;
  • implementation of the product quality improvement and personnel advancement programmes.

Table. Long-term target indicators of JSC Atomenergomash’s strategy

IndicatorValue by 2030 ( %)
Share of the Russian power machine engineering industry 50
Share of proceeds from non-nuclear sectors 50
Share of proceeds from overseas operations 25

The Division’s business model is provided in the annual report of JSC Atomenergomash for 2013. Results of 2013

The main production results are:

  • equipment supplies to Leningrad NPP Phase II (Units 1 and 2), Belarus NPP (Unit 1), Rostov NPP (Unit 3), Novovoronezh NPP Phase II (Units 1 and 2);
  • JV Alstom-Atomenergomash’s decision to site capabilities for manufacture of the turbine hall equipment to the French technology Arabelle at Volgodonsk Branch of AEM-Technology, Atommash. This has made the Machine Engineering Division one of a few package suppliers in the world capable of making equipment for both nuclear and turbine islands;
  • in the framework of the project to develop the VVERTOI reactor Energomashspetsstal, produced for the first time a unique 415-tonne ingot for fabrication of an elongated barrel or a VVER-TOI reactor pressure vessel;
  • completion of modernisation at Energomashspetsstal; this has allowed the creation of a company capable of fabricating the entire list of key blanks for NPPs;
  • completion of modernisation at JSC Petrozavodskmash, which resulted in setting up new production capabilities for steam generator shells (full cycle) and casings of reactor coolant pumps for NPPs. The company has mastered the manufacture of a new product, i.e. the transportation package TUK-146, intended for the transportation and storage of the spent nuclear fuel of VVER-1000/1200 reactors;
  • JSC SPA TsNIITMASH has launched a centre of modern automated welding technologies;
  • 25 results of intellectual activity (RIA) protected as knowhow (including licensing agreements) has been introduced in the commerce stream.

In 2013, the Division fulfilled 97.4 % of its production plans. For details, see the annual report of JSC Atomenergomash for 2013.

At JSC AEM, labour productivity was 98.3 % of the planned value for the reporting period (KPI for 2013).

Safe use of atomic energy and safe handling of nuclear material

JSC OKB GIDROPRESS made a decision to decommission its low-pressure 7-assembly test bench due to a lack of experimental work. The integrated engineering and radiation survey of the bench is under way, along with work to develop a bench decommissioning programme. Also, measures were taken to transfer the company’s radwaste to FSUE Radon’s facility for shipment, reprocessing, conditioning and interim storage (and subsequent transfer to the National Operator).

In 2013, JSC OKBM Afrikantov, in the framework of preparation of the test bench modernisation project, started developing a system to organise monitoring of the engineering systems of the critical assemblies complex. An expert review statement, “Regarding Availability of Unclaimed Nuclear Material,” was submitted to ROSATOM’s Central Commission for Consolidation and Conversion of Nuclear Material. The statement review resulted in the decision to hand over the cited material to FSUE SRI SIA “LUCH”. In addition, FSUE RosRAO received from JSC OKBM Afrikantov two sealed radionuclide sources and accepted them for long-term storage.

Improvement of operating efficiency

The Division’s main development areas, which support the improvement of ROSATOM operating efficiency and global competitiveness, are the implementations of the Integrated Efficiency Improvement Programme and the ROSATOM Production System.

Results of ROSATOM Production System

Key results of RPS in 2013:

  • the manufacture time of shrouds for pitch electromagnetic drives (of the control and protection system rods) at JSC OKB GIDROPRESS was shortened by 22 %;
  • the realignment time of the equipment at OJSC Arako was shortened by 71 %;
  • non-conformities in the welding of nozzles at JSC PZM were reduced by 75 %;
  • the time required to produce technical and commercial proposals at JSC EC ZIOMAR was shortened by 57 %.

In 2013, nine RPS projects were implemented to reduce workin-progress volumes. Their implementation resulted in a reduction of work-in-progress volumes 10 up to 40 % in some production areas.

The economic effect of RPS projects’ implementation in 2013 was RUB 26.3 million.

Fig. Number of RPS projects at the Division’s companies

Improvement of energy efficiency

The Division has carried out the project “Energy Saving and Improvement of Energy Efficiency”.

Table. Energy savings at the Division’s enterprises, hJ

IndicatorPlan, 2013Actual, 201320122011Plan, 2014
Energy savings 712,752 772,099 787,302 584,581 819,665

As per the project, the 2013 goal was to reduce energy consumption by 20 % compared to 2009. The companies achieved an energy consumption reduction of 22.9 %, mainly through low-cost organisational measures, as well as measures undertaken under the retrofitting and major overhaul programmes. In 2014, it is planned to save energy resources amounting to 23 % of what was consumed in 2009. Plans for 2014 and on the mid-term horizon:

  • to conduct a technical audit of the Machine Engineering Division’s companies in 2014;
  • to continue implementing the Energy Efficiency Improvement Programme for 2010–2015;
  • to conduct, not later than 2015, an energy re-audit to produce the Energy Efficiency Improvement Programme for 2016–2020;
  • to implement RPS in the Division’s companies;
  • to increase by 2020 proceeds nearly two times in the traditional markets and three times in new markets; by 2030, EBITDA profitability is projected to grow exponentially and efficiency is to grow three times;
  • by 2020, the planned share of the proceeds for R&D is 4.48 %.

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