2.3. Intellectual Capital 

Here one can read about Knowledge management system, intellectual property portfolio and Rosatom production system.

Sergei Egorov,
Director for Science and Innovation

What is the main result of innovative activities in the reporting year?

In 2016 the business unit of science and innovations was established and the model of the unit organizational structure and the list of perspective developments were determined: Improvement of VVER technology, generation 4 reactors, promising products (research reactors, demineralization units, RW processing, Milti-D in other industries).

In order to establish an effective tool for management of innovation projects portfolio – Financial center -2 “Engineering and Construction”, within the last year the map of group of processes was implemented to manage the innovation works, including procedures “Management of projects review”, “Management of financing of Financial center-2 investment projects portfolio”, “Management of innovation projects”, “Management of the rights to use intellectual activities results:, which makes it possible to define the borderlines of the processes, to establish the scope and the order of performance of the process, the participants and their roles, the distribution of responsibilities within a process, parameters, risks and results of a process.

With the purpose of a systematic organization of the works, Regulation on Expert Council of Internal Customer Financial center-2 “Engineering and Construction” has been approved. Expert Council is a permanent consultative organ which reviews innovation projects aimed at reducing the time period and costs of NPP construction.

We constantly strengthen qualification level of personnel. Within the company educational program “Management of technological innovations: Scientific centers” on the basis of the Moscow management school SKOLKOVO, the personnel of the Division participate in training modules for analysis of models of organization and management of scientificresearch activities, getting acquainted with prototypes of investment models and design solutions, study of best practices, comparing the studied materials and the obtained results with the projects of working groups.

Within development of the Division knowledge management system in 2016, a project on generation of the scientific portal “Knowledge management system” was implemented at the internal website of ASE group of companies, that was awarded in “Scientific and research content management” at the industry scientific and technological conference “ROSATOM knowledge management system. Techniques and tools 2016”.

What are the main tasks of “Science and Innovations”?

Within the medium-term planning, to expand the global presence of ROSATOM on the global market, it is planned to develop a new product offer АСММ on the basis of stateof- the art technologies applied in RF and scientific and technological achievements, considering the innovative solutions and development trends of ROSATOM.

For solving this problem, various aspects of integration into closed power systems will be considered, as well as implementation into Start Grid, interaction with the existing technologies of accumulation of electrical power, integration with renewable sources of electrical power, etc.

The end result of the work will be product offer of ROSATOM which will unite competitiveness of the global market of electrical power, the possibility of its duplication and compliance with global requirements to NPP safety.

In order to develop the technological strategywe initiated, a project for evaluation of the effect of “disruptive” technologies on the Division activity within the framework of medium-term and long-term strategy. “Disruptive” technologies are such technologies which create new markets for relatively short periods of time. And the main point is that they change the correlation of values in the market in such a way that the products created with use of the earlier existed technologies, become uncompetitive, and the companies selling those products, suffer financial losses or significantly loose the positions in the market. During the implementation of the project it will be necessary to develop an updated list of “disruptive” technologies, to perform a retrospective analysis of the projects of introduction of new technologies in JSC ASE EC, to forecast the influence of technologies on JSC ASE EC activities and to develop recommendations and programs of JSC ASE EC activities with “disruptive” production technologies.

To reduce the cost of NPP construction, special measures will be developed for using modern materials for pipelines. Measures will be taken to introduce pipelines assortment with optimized economic parameters.

Within the framework of activities dedicated to development of VVER TOI, a task was set to increase the service life of the NPP and the main equipment, also in the technologies of pipelines construction. The task in the sphere of pipelines is to increase the service life up to 60 years and reduce the metal consumption by more than 15 %. JSC AEP has developed a new catalog on the basis of PNAE G 002 calculation method and has analyzed results of R&D dedicated to the selection of modern materials for pipelines. The catalog has been developed jointly with JSC NPO VNIIPTMASh. The result of the above work is obvious: Increase of the life time of pipelines by up to 60 years, reduction of metal consumption by 20 %. This assortment has been successfully applied at Novovoronezh, Kursk NPP and partially at Akkuyu NPP. Besides, the catalog developed by JSC AEP has been downloaded to CAD of JSC ASE EC. For Akkuyu NPP this technology is applicable in its original format. The manufacturing plants of the Russian Federation are prepared to apply the above technologies.

Support will be rendered in the development of another new export product – desalination complex integrated with a high power NPP.

In addition, we see the significant potential of information models complex engineering objects creation including augmented reality and stage of operation.

2.3.1. Intellectual Capital Management

Knowledge Management System

Within the framework of knowledge management system of the Division, scientific portal “Knowledge Management System” was established in the internal resource of the company.

During the reporting year the personnel management service commenced the project for the establishment of Designing Academy in JSC Atomenergoproekt. The purposes of the project are as follows:

  • maintenance in ATOMPROEKT JSC of unique expertise in the sphere of design and survey works that has been accumulated for many years, by establishing a knowledge management culture;
  • enhancing the skills of designers in those spheres where it is insufficient for fast performance of works with proper quality, considering business requirements;
  • development of the designers skills which will be required in future projects, considering the development of the industry and activities on international markets.

After pilot lunch of the project in Atomenergoproekt JSC, the project methodology will be submitted to the personnel management service of JSC ASE EC for duplication of this project in design institutes of the Division.

Designing 2.0 Project has been commences in JSC ASE EC. The project is aimed at identification and submission of most important knowledge and professional skills.

The specialized "Life cycle management systems for complex engineering facilities” department of the FSBEI HPE "Nizhny Novgorod State Technical University” by R.E. Alekseev has been performing specific-purpose training of students for future work in the Company. In 2016 thirty students have been trained.

2.3.2. Results of Innovation Performance

In 2016, in order to develop a single scientific and technical policy, informational, analytical and expert support of the Division’s activities by identifying and promoting promising areas of scientific, research, design and technological activities, the process of establishing the Unified Scientific and Technical Research Council has commenced.

According to plans of R&D project “Preparation for certification of source codes for justification of safety and process solutions”, the development of the product will have been completed in 2017.

According to plans of R&D project “Elaboration of demonstration sample of thermal vacuum drying unit for spent ion exchange resins”, the works were completed in 2016 after which ASE projects will be identified where the results of the works will be applied or the developed equipment.

Intellectual capital of the Division includes intangible assets such as knowledge, technologies, including information ones, and intellectual property. Intellectual capital has a value of principle for innovation performance and for achievement of strategic goals of the Division. Management of intellectual capital includes contributions to the in development of new technologies and improvement of the existing ones, preservation and multiplication of accumulated professional knowledge, innovative developments, R&D and patenting of developments.

15 Innovation Projects Launched in 2016

Intellectual Property Portfolio

In the reporting year 17 new patentable process solutions for NPPs with VVER reactor plant have been identified, planning to patent in 2017.

In 2016 forty six applications for patenting and registration of intellectual activity were submitted, 7 production secrets were registered. Forty seven protection documents for intellectual property objects were received on the basis of previously submitted applications.

In 2016, within the framework of international patenting of NPP technologies of VVER reactor plants, the following was implemented:

  • Projects “International patenting of inventions of JSC Atomenergoproekt abroad and “International patenting of inventions of JSC ATOMPROEKT abroad, as a result of which 102 national and regional applications were issued, and 17 of them were submitted in 33 countries of the world;
  • Preparation works and submission of three international applications in accordance with PCT, with further submission to 36 countries.

Applications Patented in 2016

The intellectual property portfolio of the Division includes:

291VALID PROTECTION
DOCUMENTS
33PATENTS FOR INVENTIONS
40USEFUL MODELS
3INDUSTRIAL SAMPLES
204REGISTERED COMPUTER SOFTWARE PROGRAMS AND DATA BASES
11TRADE MARKS

Application of Flexible “Agile” Methodologies

In 2016 project for development of optimized projects solutions was implemented on the basis of pilot project using flexible technologies “Agile”.

The following principles of Agile:

The five working groups for priority directions included specialists from St.Petersburg, Moscow and Nizhny Novgorod design institues, as well as from JSC Rusatom Energo International.

Dynamic of Intellectual Properties Portfolio of the Division

Production System of ROSATOM

Production System of Rosatom (PSR) is an industry product aimed at enhancing the labor productivity up to the level of foreign competitors, at reducing the costs, raising the salaries and developing new rules of career growth.

The aims of PSR introduction in business (designing, procurement, supply, engineering) of the Company are as follows:

From 2016 the process of work with ideas of JSC ASE EC personnel has become automated – industry information system, “The factory of ideas”, was introduced for employee’s proposals on improvement. In 2016 about 2000 PPUs and proposals for cost reduction, with the total economic effect of 9 bln rubles.

The introduction of PSR at construction sites is aimed at increasing the controllability of construction process on the basis of uniform standards, reduction of costs, elimination of losses, enhancement of labor safety and efficiency. At construction sites of Belorussian NPP, Kursk NPP, Novovoronezh NPP-2, Rostov NPP and all the subcontractors involved in their construction. The work is being performed in accordance with eight PSR standards developed by JSC ASE EC.

In 2015 the management of ROSATOM gave an instruction to establish an exemplary PSR-site on the basis of Novovoronezh NPP-2 site. The main criteria were as follows:

In May 2016 ROSATOM granted to the site the title of an exemplary site and took the decision about circulation of the experience of the exemplary PSR-site to all the construction facilities of the industry.

Within the framework of PSR development, Heads of Division have implemented over 200 personal PSR projects aimed primarily at reducing the time of processes performance and increasing efficiency of facilities construction.

Increasing attention is paid to PSR in international projects. In 2016 Division for development of PSR in international projects was established. Its main goal is development of program “Implementation of PSR during construction of power units within the framework of foreign projects”.

PSR specialists perform training for employees of both the Company and subcontractors. In 2016 more than 1500 people have undergone training (about 50 % of them being employees of subcontractors) which is 1.5 more than in 2015.

Scrollable table
Activity and Management System Improvement Projects Launched in 2016
ProjectsImplementation effect
Non-conformance management ~ 40 mln RUB
Speeding-up of decision-making on financing of non-manufacturing costs ~ 666 mln RUB (in 2016)
Optimization of agreement of employment in JSC NIAEP The process of employment is reduced from 21 to 7 days
Optimization of servicing upon employees’ requests The process of requests submission for servicing is reduced by 50 % from 10 to 5 minutes
Optimization of authority system Reduction of the average duration of signing the agreed contracts and supporting billing documents
Implementation of ELMA information business process management system The period of processes are reduced, the quality is enhanced, losses are reduced, no more processes going back to the previous stage. Labour saving ~ 24 mln RUB

Results of PSR Introduction

Novovoronezh NPP-2

In Novovoronesh NPP-2 an electronic support chain was implemented that resolves problems from a workplace to the Company President. It makes it possible to identify and quickly eliminate problems arising on the site.

Power unit No. 2 has a PSR information center that increases the efficiency of construction management due to consolidation and optimal use of information for taking management decision on the site and not in offices.

About 30 RPS projects were implemented that are aimed at reducing the time of processes performance in the most problematic work areas. The most significant PSR achievements were:

  • Installation of the main coolant pipeline of power unit No. 2 lasted for 72 days (the previous achievement at Rostov-4 was 96 days).
  • The period of installation of quick-detachable thermal insulation was reduced at the Novovoronezh -2 NPP from 111 to 8 days.

Kursk NPP-2

About 8 PSR projects were implemented with the aim to reduce the time of processes performance in the most problematic work areas. The most significant projects were:

  • The time of the construction base arrangement was reduced at Kursk NPP from 240 to 120 days.

Rostov NPP

About 26 PSR projects were implemented with the aim to reduce the time of processes performance in the most problematic work areas.

The most significant projects were:

  • The period of elimination of non-conformances detected during the commissioning works at the Rostov-2 NPP Unit 4 was reduced from 153 to 90 days.
  • The scope of Rostov-2 NPP as-built documentation accepted by the Customer at first attempt increased from 56 % to 90 %.

Belorussia NPP

Thirteen PSR projects were launched and implemented. The most significant projects were:

  • The process of commissioning works performed at polar crane in building 10 UJA of power Unit No. 1 was improved, their time period was reduced from 50 to 33 days.
  • The process of structural elements acceptance was improved at the Belarus NPP, the period of the as-built documentation (each structural element) review and agreement was reduced from 13 to 1.5 days, the period of structural elements acceptance was reduced from 4 to 1 day.
Construction of Unit 2 of the Novovoronezh NPP-2 (Russia)
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