The State Atomic Energy Corporation ROSATOM

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Capital projects and engineering


 РОСАТОМ » Strategy implementation » Efficient supply of nuclear electricity to Russia’s economy » Capital projects and engineering



ROSATOM’s activities in the field capital projects and engineering associated with NPPs are aimed at achieving the strategic goals of the Corporation, which are to ensure energy independence and a secure power supply for the population and economy of Russia, as well as competitiveness of projects in series construction of nuclear power units.

A competitive advantage of Russian engineering is the expansion of the best practices to all participants in the nuclear facility design and construction market, which is reflected in the establishing of a standard contract for the full cycle of pre-project and project works and a standard EPCM contract (Engineering Procurement Construction Management).

2.5.5.1. Results of 2013

As of 31 December 2013, nine power units on five sites in the Russian Federation were at the stage of design and construction. In 2013, nine power units were under construction, and construction completion activities were carried out at Unit 4 of Beloyarsk NPP.

In the upcoming five years, ROSATOM plans to build and commission nine nuclear power units, including three power units which are to be completed and commissioned in 2014.

Financing of NPP construction

JSC Rosenergoatom Concern (hereinafter referred to as the Concern) carries out the nuclear construction activities within ROSATOM. The investments are financed by the Concern’s own funds and funds from the federal budget (property contribution of JSC Atomenergoprom), as well as loans drawn as necessary. The actual amount of financial resources used as capital investments was RUB 205.1 billion, or 100.8 % of the target value, including the amount of the property contribution of JSC Atomenergoprom: RUB 58.1 billion, or 100 % of the planned value. Also, the pre-financing for 2014 was arranged in a timely manner.

Improvement of capital project efficiency

  • for the first time, a consolidated plan of ROSATOM capital investments was drawn up for 2014 - RUB 239 billion, VAT exclusive;
  • the Uniform Sectoral Policy of Capital Investment Management in the Corporation’s Entities was approved;
  • the sectoral programme for encouraging cost reductions and shortening the implementation time of investment civil engineering projects was launched;
  • the Sectoral Costing Standard Base of ROSATOM of about 127,000 headings was approved.

Implementation of state-of-the-art information technologies in NPP construction

In 2013, to advance competences in the segment of nuclear and thermal power facilities construction, the implementation of a project to adapt the project management system Multi-D was launched.

The Multi-D technology is based on a 3D model of the facility and allows for detailed modelling of construction and installation processes, optimising the NPP construction process at the commissioning stage, analysing various scenarios for the use of resources and introducing changes in the 3D model as necessary to optimise it. The Multi-D model consists of a spatial intellectual model of the facility, which includes drawings and 3D visualisation; the work execution schedule based on output targets; information about physical volumes. The Multi-D detalisation limit corresponds to Level 4 activity progress schedules. Based on this schedule, the C&I planning technology is applied to elevations, premises and the assembly zone on a stage-by-stage basis.

Consolidated construction schedule

In 2013, work was started to produce a consolidated construction schedule. A local standard was developed which defines the procedure for drawing up and maintaining consolidated activity progress schedules of complex engineering facilities. The consolidated schedule’s objective is to ease access to information about any stage (design, supply, construction) for the project manager.

The consolidated activity progress schedule merges schedules of design, completing units of the plant and construction. A detailed schedule working out the project cost estimates, procurements and supplies is not explicitly shown in the consolidated schedule. Information on an implementation stage of these schedule headings comes to the activity progress schedule from the design management information system and the management system for procurement and purchases of equipment and materials.

2.5.5.2. Plans for 2014 and on the mid-term horizon

  • to deploy an information system which will help to computerise the long-term investment programme of JSC Rosenergoatom Concern and its branches, and an information system to manage the fulfilment of the federal target investment programme;
  • to establish a sectoral corporate engineering centre;
  • to launch a project aimed at building up a knowledge base in the field of capital investment management;
  • to establish a corporate system for the training of specialists in nuclear industry capital projects;
  • to liberalise the entry of external contractors into the nuclear construction market.




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