Digital Construction Management System Trialled at Kursk II Nuclear Power Plant
Units 3 and 4 of the Kursk II nuclear power plant are emerging as a benchmark for digital construction management within Russia’s nuclear sector.
A unified information system has been deployed at the site, bringing together designers, contractors, suppliers and the customer in real time. This helps identify potential issues before they arise and allows teams to adjust work schedules quickly, which is particularly important given the tight timelines for constructing new generating units.
From Paper Records to Digital Systems
A key milestone has been the development of a preparatory phase standard that supports a seamless transition to the main construction stage. This approach is built on digital tools that have now been combined into a single ecosystem.
The project manager portal, the ISUP KS (capital construction project management system), and the core equipment procurement control system are all integrated with each other and with the customer’s systems, those of Rosenergoatom.
Previously, integration relied on imported platforms. Today, Russian software is used instead. This shift enables faster and more standardized exchange of information on task status, completed work and the preparation of as-built documentation.
Tracking Nearly 1,000 Equipment Items
Digital tracking of equipment deliveries is a central element of the approach. All deliveries planned for 2026, around one thousand units of equipment, have already been linked to the construction schedule on a monthly basis. The first batch, including embedded components for the core catcher and pipe penetrations, is scheduled for April. Each item of equipment is assigned a digital twin that tracks its movement from the manufacturing plant to the installation site.
This level of transparency allows immediate response to even minor schedule deviations. If a delivery is delayed by several days, the system automatically adjusts the sequence of work to minimize downtime. In nuclear construction, where commissioning timelines are critical, this becomes a decisive advantage.
Digital Model as the Design Foundation
A full digital model is already being developed for Unit 4 and will serve as the basis for all stages of the plant’s lifecycle. Unlike Unit 3, where digital modelling is applied selectively, Unit 4 incorporates an information model from the outset, covering architectural solutions, engineering systems, equipment and communications.
The digital model increases design workload by 15–20 percent but significantly reduces construction and engineering clashes during installation. As a result, total construction costs are expected to decrease by 5–7 percent due to fewer reworks and less downtime.
Toward Serial Construction of Nuclear Plants
Digitalisation addresses one of the sector’s key challenges, moving from one-off construction projects to a more standardized, repeatable model for building nuclear power plants. The gap between the start of construction of Units 3 and 4 is almost two and a half years.
A unified digital environment tracks construction progress and builds a knowledge base for future projects. Each resolved issue and each optimized process is recorded in the system and becomes available to teams working at other Rosatom sites.
Human Factor in a Digital Environment
Despite increasing automation, people remain the core resource. At Unit 3, there is a shortage of personnel, as the main construction workforce is engaged in the final stages of earlier units.
Digital tools help offset this shortage. Automated document workflows, mobile-based quality control and online approvals reduce time spent on administrative tasks. Digitalisation does not eliminate human labour but optimizes it, freeing up time for engineers and specialists to focus on complex technical challenges.
