From Invention to Innovation: Atomic Intrapreneurship at Rosatom

Rosatom partnership with SKOLKOVO Moscow School of Management

Application for EFMD Excellence in Practice Award 2016 Executive Summary

Introduction to partnering institutions

The Challenge

The Commitment Executive Summary

The Learning and Development Initiative

The Impact

Statement of wordcount: 3799 Executive summary

team of Rosatom was twofold: first (a) to create The key results of the initiative: a comprehensive system of innovation management and then (b) to develop effective “change A The creation of the innovation agents”, able to successfully initiate and imple- management system: ment high-potential innovative projects. The overarching objective of the joint strategic initiative between Rosatom and SKOLKOVO Blueprint of internal processes to facili- Moscow School of Management was to embed tate innovation all the way from project innovation into the business DNA of the corpora- idea to implementation tion. This would be achieved via a new culture that linked intrapreneurship with the firm’s R&D capa- Innovators’ community of practice involving more than 500 members bilities. The executive education program jointly created by Rosatom and SKOLKOVO thus focused Science platform facilitating external on the development and implementation of inno- cooperation with universities and vative projects targeting organizational change research centers and the commercialization of internal technological know-how. New revenue sources from The joint initiative targeted existing hard and implemented projects soft barriers to change. The hard challenges faced Rosatom, one of the world’s leading and larg- by Rosatom concerned the development of an est firms in the nuclear energy industry, started its internal organizational structure that favored inno- The transformation of Rosatom strategic transformation in 2011. The tremendous vation, while the soft challenges related to empow- B innovation culture meant: scientific accomplishments of Rosatom scientists ering its brilliant scientists and engineers via entre- have built a formidable intellectual foundation. preneurial and managerial skills. To fully capitalize on its immense potential and During three years (2012-2015) a total of Awareness and facilitation of achieve global technological leadership the com- 146 high potential leaders from every division of corporate intrapreneurship pany initiated a program of innovative develop- the corporation underwent the program. Three ment aimed at facilitating the commercialization cohorts were designed to create teams of future Developing a critical mass of change of inventions across the multiple sectors in which leaders that would define and implement the inno- agents to cascade the new innovation it operates. The challenge faced by the leadership vation vision. culture across all company levels

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 3 Executive Summary

Introduction to partnering institutions The Challenge Introduction The Commitment to partnering institutions The Learning and Development Initiative

The Impact Introduction to partnering institutions

Rosatom: The Knowledge Corporation

Rosatom State Nuclear Energy Corporation (Rosatom) is the largest atomic power generat- ing company in Russia and one of the leaders in the global market for nuclear power equipment and technology. It is the only corporation in the world offering the entire scope of nuclear power generation services: from production of natural uranium to decommissioning of nuclear power stations. As a state-owned corporation, Rosatom operations involve management of Russia nuclear assets, both civil and military, including building and maintaining power generation stations, research institutes, and the country’s nuclear fleet.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 5 Introduction to partnering institutions

Since its inception in 1942, the Soviet nuclear industry has accomplished many break- Rosatom in brief through scientific feats forming the foundation of Russian nuclear technology. In 2007 the Rosatom Corporation was formed to consolidate the nuclear assets of the country. Today it still remains the country’s leading force in nuclear scientific research. Rosatom is also the world leader in the construction of nuclear power 15 billion USD 262,000 17% of electricity reactors. It has 29 projects at different stages of revenues in 2014 employees in Russian market development in more than 12 countries. Further- more, Rosatom’s technology is applied globally in a variety of areas with overseas projects in 40 countries. Its order portfolio exceeds USD 100 Global presence billion for the next 10 years.

International projects 17% of the world 13% of the world in 40 countries nuclear fuel market natural uranium market

36% of the world uranium enrichment services market

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 6 Introduction to partnering institutions

SKOLKOVO: Moscow School of Management

Established in 2006 as an initiative by the Russian business community, SKOLKOVO Moscow School of Management is one of the leading business schools in Russia and the CIS. SKOLKOVO offers a wide range of executive education programs for businesses at all stages of development, from start-ups to large corporations. Customized corporate programs based on internally developed methodology provide high quality educational solutions, effectively combining research insights with practice-based learning.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 7 Executive Summary

Introduction to partnering institutions

The Challenge

The Commitment The Challenge

The Learning and Development Initiative

The Impact The Challenge

breakthrough discoveries built up the knowl- To do so a method of corporate entrepreneurship

edge and technology base, which allowed the would have to be implemented; one that corporation to develop a wide range of com- “ mercial applications in its core areas and was new in the Russian market even beyond. Historically the strategic focus for business education. of Rosatom was large scale research projects “ with time horizons of 20 to 30 years. A nota- ble example of such is the closed fuel cycle At Rosatom, the strategy was to achieve nuclear power technology, which would mini- organic growth through strengthening its posi- mize the waste generated by power plants and tion within the core sector, while simultaneously nuclear engines for spacecraft. The successful extending the applications of its technologies to implementation of such breakthrough projects non-energy markets, including medical equip- would result in disruptive innovation, redefining ment, supercomputers and grid technologies. existing markets and business models. This By capitalizing on its internal intellectual capital long-term orientation allowed the company to through corporate intrapreneurship, Rosatom build its technological excellence. However, in would increase its strategic flexibility, timely order to maintain its leadership in the context adapting to the changes in its competitive The intrapreneurial challenge, faced by of the increasing pace of global competition environment. Rosatom, was of an unprecedented scale. A state and rapidly evolving energy sector technolo- For Nikolay Verhovsky, Project work Direc- corporation of strategic priority, Rosatom struc- gies, Rosatom needed to strengthen its posi- tor, SKOLKOVO, it was all about ture comprised more than 360 business units, tion in new emerging segments. including 29 research institutes and science At SKOLKOVO Marina Karban, Head of team thinking and a new direc- centers. In order to bring innovation to the core of Executive Education Dept., SKOLKOVO, sum- “ tion in the company’s develop- Rosatom’s business culture, the leadership team marized the challenge as ment, that is disruptive innova- had to transform both the structure of the innova-

tion. How to make the first step, tion process and people. That is, brilliant scien-

increasing Rosatom’s global “ tists and engineers who also needed to become which was not an evolutionary entrepreneurs and managers. “ competitiveness, via innova- “ one, was the essence of the Science has been at the core of Rosatom tion by changing the employees challenge. since the moment of its inception. A series of perspective.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 9 The Challenge

Hard Challenges

The hardest barrier for Rosatom in its inno- in building innovation support system at Rosatom. vation-oriented strategy was the complexity of its The key objectives of DIM, aimed at estab- structure. Rosatom’s 262,000 employees, mainly lishing a hard structure to support innovation, engineers and scientists spread across more included: than 360 autonomous strategic business units, had been focusing on fundamental long-term Creating internal processes to facilitate research projects. This autonomous structure did innovation not provide sufficient support to smaller scale, entrepreneurial projects. In order to consolidate Creating an internal system of intellectual intellectual capital and provide opportunities to property and knowledge management commercialize existing technologies and know- how, an effective system of innovation manage- Creating a network of external actors provid- ment at the corporate level became of paramount ing a foundation of open innovation system at importance. Rosatom To create a structure that could support innovation within Rosatom, the Department for Inno- This structure was to enable innovation vation Management (DIM) was established in across multiple divisions and levels of organiza- 2011. A team of DIM executives led by Vyacheslav tion, connecting researchers and executives to Pershukov, Deputy Director General – Chief Inno- effectively implement high-potential innovative vation Officer, Rosatom, played the central role projects.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 10 The Challenge

Soft Challenges Sergei KIRIYENKO CEO of Rosatom

The key soft challenge addressed by DIM was to build an intrapreneurial culture at Rosatom. Technological supremacy is the This challenge meant enabling leaders who could “ only thing that works in the nu- facilitate innovation across its multiple levels and clear industry: if you do not have divisions. The legacy of the Soviet system had any innovative potential, you im- left a profound research competence within the mediately lose whatever lead-

corporation; however the lack of professional

ership you might have. That is executives who could successfully commercialize inventions was apparent. Due to its focus on why it is very important for the “ large scale projects, Rosatom mainly relied on State Corporation to have highly- a top-down leadership approach to R&D. Yet in skilled professional innovators. order to capitalize on innovation via smaller scale, high market potential projects, a new approach Rosatom’s own innovation strategy was initi- was needed. ated to build internal capabilities that would ena- The central goal of DIM was to transform the ble the transformation across multiple divisions internal culture, creating awareness and incen- and levels of the organization. In order to attain tives for the development of entrepreneurially this goal, a critical mass of change agents that driven innovative projects, making the personal would drive the transformation had to be devel- contribution to innovation of each of its employ- oped. The change agents, a group of Rosatom ees more transparent. This was to be accom- high-potential engineers and scientists would plished through an internal environment that acquire a profound understanding of the market fostered collaboration, entrepreneurial thinking, and possess a new set of managerial skills to ini- effective management and innovation. tiate and implement intrapreneurial projects.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 11 Executive Summary

Introduction to partnering institutions

The Challenge

The Commitment The Commitment

The Learning and Development Initiative

The Impact The Commitment

The Champions SKOLKOVO Moscow School of Management the organization. The SKOLKOVO project team included 7 representatives from the corporation of the Initiative was selected by Rosatom as a long-term partner for creating an innovative executive development and 13 from the business school, who went on to program. This choice was motivated by SKOLKO- jointly design the program. Rosatom’s top execu- Vyacheslav Pershukov VO’s experience in building customized corporate tives, Deputy Director General – Chief Innovation Deputy Director General – educational products. Officer, Rosatom, Vyacheslav Pershukov and his deputy Natalia Illyna not only gave their personal Chief Innovation Officer,

commitment to the program, they contributed to

Rosatom I believe SKOLKOVO is unique in its development, participating in the program ses- “ the market of executive educa- “ sions. Most importantly, they followed up working tion because of its tailor-made on the facilitation of internal change at Rosatom, Natalia Ilyina approach. to assure that the projects developed through the Deputy Chief program would eventually realize their full poten- Sergei KIRIYENKO Innovation Officer, tial within the corporation. CEO of Rosatom Rosatom To gain an in-depth understanding of the challenges Rosatom was facing, a total of 16 The cooperation between Rosatom and interviews with the key stakeholders, including SKOLKOVO started in 2012 and resulted in the representatives of DIM, the management board Marina Karban successful implementation of the integrative and leadership teams of key divisions, were con- Head of Executive program “Management of Technological Inno- ducted. This team of interviewees further con- Education Dept., vations” which ran in three cohorts of approxi- tributed to the creation of environment within SKOLKOVO mately 50 participants each throughout 2013, Rosatom that would embrace changes initiated 2014 and 2015. by the program through assuming the role of inter- In order to adjust to the changing environ- nal curators, providing participants with advice ment and Rosatom’s strategic objectives, a spe- and counsel as well as the administrative support Nikolay Verhovsky cific education program was developed for each in the implementation of their team projects. Project work Director, cohort. The success of each program depended The educational program objectives were on (1) the quality and the relevance of the pro- (i) the development of people and (ii) the develop- SKOLKOVO gram, and (2) whether the changes facilitated dur- ment of an internal system of innovation manage- ing the program would later find support within ment. The employee development task focused on

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 13 The Commitment

three key competences: engineering/scientific, entrepreneurial and executive. The main challenge was to create Rosatom strategy for imple- Natalia Ilyina mentation of smaller scale market-driven innova- Deputy Chief Innovation Officer, tive projects. Another key objective was to build Rosatom an internal support system that could facilitate bottom-up innovation through (a) project-based management systems, (b) a newly developed We needed a generation of skilled engineers that would be able to success- “ external research network, and (c) the creation fully commercialize their innovations on the market. This, was what we have of an internal community of practice within the “ directed our focus on in creation of the program. corporation.

Program objectives

People Structure

A team of chage agents Innovation management system

Individual Organisational Corporate Organisational competencies competencies product strategy change

Engineering Project External Internal Entrepreneurial Executive and scientific implementation research community process network of practice

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 14 The Commitment

Based on the program objectives, the key cohort targeted the most relevant issues facing strategic focus of the corporation at specific strategic themes of the program were formu- the company. points in time. The summary of the three-year lated. The same process was applied to the The long-term orientation of the program program, which hosted the total of 146 partici- development of the program for the second allowed for its continuous improvement, a pants, is presented below: and third cohorts. This way each program customized engagement adjusted to specific

Program overview

Rosatom-SKOLKOVO “Management of Innovation” program 2012-2015

Cohort 1: 2012-2013 Cohort 2: 2013-2014 Cohort 3: 2014-2015

Organizational transformation Mastering innovation skills Sustaining innovation towards innovative development

Building internal processes to facilitate Commercialization and development of Sustaining innovation culture within development and commercialization of innovative products for external clients Rosatom innovative projects

Processes for transforming invention to Development of innovative products for Increasing business effectiveness through innovation – from idea conceptualization new markets (differentiation to sectors innovation to implementation (acceleration, access to beyond energy) capital)

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 15 Executive Summary

Introduction to partnering institutions

The Challenge The Learning The Commitment and Development Initiative The Learning and Development Initiative

The Impact The Learning and Development Initiative

experience of management of R&D projects were representatives of both Rosatom and SKOL- Selecting eligible to participate in this program. The objec- KOVO program coordinators had face-to-face tive of the selection process was to achieve maxi- interviews with candidates and made observa- mum diversity in terms of function, business unit tions of group activities to proceed with the final program participants and regional subdivision. This would facilitate the selection. development of innovative projects across multi- For the three years and the three cohorts ple subdivisions of the corporation. of the program, over 650 employees submitted In order to maximize its impact, the executive The selection process was organized in applications for participation. At the first stage education program targeted high-potential lead- two stages. First, participants were pre-selected of selection process 170 program candidates ers across different business divisions. Scientists based on their internal application. The second were pre-selected, and after the second stage and engineers under the age of 45 with previous step was a two day selection module where the 146 embarked on the program.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 17 The Learning and Development Initiative

The SKOLKOVO Yulia MOTKINA Adviser at Department for Innovation Management, Method: Rosatom Learning through Learning from real projects is the key factor of professional training for inno-

“ vators. You can spend a lifetime studying theories and reading textbooks, but Development all only works when people set to solve real tasks of a real project. It is then “ when they learn how to avoid actual pitfalls, and develop a specific approach to each project rather than a general one.

The key cornerstone of the SKOLKOVO Each team chose a theme for their project organizational level. The team of project curators ‘Learning trough Development’ method is team congruent with Rosatom’s strategic objectives. was also present at the school when teams were work targeting real company projects. To maxi- To ensure effective communication and to facili- presenting their projects. By the end of the pro- mize the practical value of the program, the tate collaboration between team members, a ject phase, each team had the unique opportunity employed method emphasized active learning; professional moderator was assigned to each to pitch their projects directly to the CEO and to participants applied the newly acquired skills group, providing counsel and advice through- the management board of Rosatom. and knowledge to actual projects. The method out all stages of the project work. The efficiency combined a stimulating educational environment of the teamwork was then further facilitated by An important element of the method, applied with a start-up accelerator infrastructure. Project a team of internal project curators. Their goal in the design of the program was the ‘role po- sitioning communication device.’ teams received expertise, facilitation, mentor- was to accelerate project implementation inside ship, resources and, finally, the investment capital the organization, overcoming any administra- necessary for a successful launch of their high- tive or communication barriers. The overarch- The learning process was organized around potential innovative projects. ing objective was to legitimize change at the three main sets of competencies, all which were

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 18 The Learning and Development Initiative deemed necessary for a successful project imple- Building teams: Role diversity mentation. These competencies were conceptual- ized in terms of the three roles mentioned earlier:

Executive 1 (the organization processes)

Entrepreneur 2 (the business case)

Engineer/scientist 3 (the engineering challenge)

Participants were introduced to their role in the team project through ‘Role clubs’, a space where they jointly discussed their potential contribution to the team project, and how they would communicate and collaborate with other team members whose assigned roles were different from their own. The teams included representatives of each of the three roles, and team members were encouraged to contribute to the teamwork based on their assigned role. At the joint presen- tations, the program participants exchanged their experience with other teams. By recognizing the change process elements, and through the prism of these three roles, participants gained an in- depth understanding of the essential drivers of innovation while creating lasting common knowledge for change.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 19 The Learning and Development Initiative

focus on their innovation projects. A signifi- and foreign professors and industry experts Program structure cant amount of project work was carried out in- participated in this custom-made program. In between the modules. During their off campus addition there were international study trips. time, participants continued to work on their pro- During the three years five countries in Asia and Each program comprised a total of seven jects, capitalizing on the support from the team Europe and 12 companies were visited1. The modules each lasting five full consecutive days. of curators at Rosatom. international and best practice knowledge and The main activities of the program took place at An important part of the content develop- expertise was then complemented by the work- SKOLKOVO’s Moscow campus with one study ment was to balance the Russian context with shops given by expert practitioners who had module abroad. The format allowed participants best global practices. To gain a profound under- an in-depth understanding of the local market to depart from their daily work routine, and fully standing of global trends, a total of 75 SKOLKOVO environment.

1 South Korea: KAIST, Renault & Samsung Motor, Jeju Smart Grid Zone, DSME Netherlands: TU DELFT, High Tech Campus Belgium: IMEC, SCK-CEN, Philips Healthcare, GIANT France: CEA Leti Germany: RWTH Aaachen University

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 20 The Learning and Development Initiative

Program overview

Selection Module 1 Module 2 Module 3 Module 4 Module 5 Module 6 Module 7 module 2 days. Selecting Strategic Market R&D Resource Implementation Stakeholder participants for the program. Domain Domain Domain Domain Domain Domain Mapping Project Educational Innovation Commercializa- stakeholders management Presentation Entrepreneurship International Focus strategy tion models and effective Project skills Study Visits communications Economy

Team Problem Solution Implementation Project Project formulation Analysis development plan Pilot studies presentation Work* ------Lectures, Seminars and Workshops

Faculty from SKOLKOVO and Industry experts from domestic Experts and leadership team other business schools and foreign corporations of Rosatom

Applied Skills: Business simulations, Teaching cases, Team building activities

Intra-modular Off-campus Work: team meetings offline and via Skype, expert advice, negotiating with stakeholders, prototype testing

* 30% from total on-campus program activities

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 21 Executive Summary

Introduction to partnering institutions

The Challenge

The Commitment The Impact

The Learning and Development Initiative

The Impact The Impact

For three years the Program of Innovative and universities. Moreover participating execu- program cohort was carried out. The interviews Development, the joint initiative between Rosatom tives managed to execute successful innovation revealed significant changes in perception and and SKOLKOVO, served as an acceleration engine projects at the firm’s core activities and in adja- attitude after their experience in the program. driving the implementation of Rosatom’s innova- cent non-energy markets. But most importantly, tion strategy. throughout the three years of the program its 146 successful graduates have assumed the role of the change agents, facilitating innovative devel- Igor TITOV Marina KARBAN opment across Rosatom. Senior Manager, Head of Executive participant of the third Education Dept., Turning Rosatom engineers and cohort of the program SKOLKOVO scientists into change agents that drive transformation Prior to the program I saw corpo- At the beginning there was the Successful implementation of the program “ rate innovation practice from my “ natural fear to fail. After all this enabled the creation of a pool of skilled leaders that small area of operation. Here at is a huge corporation, a big today drive innovation at Rosatom. SKOLKOVO I saw the whole pic-

The team based approach to innovation

name, a signal to the Russian ture for the first time, from the idea allowed Rosatom to overcome the inertia and short- market. And yet at the end our “ comings of an individual-centered management creation until final approval by top first time experiment exceeded approach. This was especially relevant to the Rus- management. It became clear to all expectations. sian context as strong top-down hierarchy and high me why I should engage in in- power distance often prevent organizations from novation - to sustain Rosatom’s The program first established the internal achieving their full innovation potential. A shared technological leadership. Before structures and processes to support intrapre- language and a common system of ideas emerged our corporation was a colossus neurship. It subsequently nurtured the culture within Rosatom, facilitating the implementation of

standing on two legs - energy and of intrapreneurship increasing awareness and smaller scale entrepreneurial projects that fully support for bottom up innovation. The third pro- capitalized on the firm’s intellectual potential. defense. The third leg which we “ gram cohort designed an innovation hub based Upon the completion of the program, a series are developing today is technolog- on collaborative projects with research centers of interviews with participants from each ical innovation for new markets.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 23 The Impact

Graduates on feedback of the program

90% 82% 80% 65% 100%

Of graduates rely on the Share the program Claim that the project Responded that the Said they would recom- experience they gained experience with their tasks of the program program had a positive mend this program to their during the program colleagues yield positive results impact on their career colleagues/employees in their work

Creating the internal structure to established at Rosatom. The Hub represents a named “Rosatom Innovations” was successfully network of “change agents” (program graduates launched (www.innov-rosatom.ru). support innovation across as well as employees interested in working with During the program an external network multiple subdivisions innovation projects) and already includes more was also developed through active cooperation than 500 members. The Innovation Hub is formed with research centers and universities across the As a result of the program a corporate database to facilitate communication and development of country. As a result of this project, the Portal for of intellectual capital has been created, allowing innovations at Rosatom. Higher Education Institutions (www.innovniokr. employees from every subdivision to update recent The network participants share the common mephi.ru) has been developed, its focus being developments within the corporation and to register vision of innovation at Rosatom and become joint projects of common research agendas their projects. This now allows for effective knowl- aware of each other’s skills and capabilities to between Rosatom and selected universities. The edge management and knowledge sharing across implement innovative projects. In order to facili- next step of this platform network development multiple levels and divisions of the organization. tate further communication and collaboration is the initiation and engagement in international In 2014, and as a result of an initiative of within this community of practice, and with sup- joint research projects with foreign academic program graduates, an Innovation Hub was port of the DIM, a digital innovation platform institutions.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 24 The Impact

Project results

In summary, a total of 23 project proposals had been presented at the completion of the program’s three years (an overview of the team projects is presented in Appendix II). The first year projects focused on developing the internal system of innovation, as well as on the building of internal processes, along external networks and internal communities of practice. In year two, intrapreneurial projects were designed for the commercialization of existing know how and the launch of high-tech start-ups. Projects from the third cohort addressed the implementation of innovation at the corporation itself. Two projects from the third cohort have been funded, including the “Big Helm” flagship project (see Appendix III). The IRR of the projects was calculated in range of 78-113%. In short, the relationship between Rosatom and SKOLKOVO brought more than learning, it had an impact on the bottom line and hence the engagement is expected to continue in the future.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom 25 Appendix I: Global Nuclear Power Industry Outlook

Nuclear Reactor Construction Market Growth Outlook4: Global Nuclear Global market: 2015: 3.71% Power Industry Outlook 2019: 1.84%

BRIC countries: Key leading countries in Global nuclear market1: 2015: 12.58% 2019: 8.86% US: 29.34% France: 18.91% Key facts about nuclear power industry1: Russia: 7.38% Abundance of power resources (uranium) Nuclear power station construction projects High cost efficiency and reliability of supply around the Globe: Difficulty in disposal of radioactive fuel waste High installation costs Total number of nuclear reactors at various stages of construc- tion2: 62 reactors Key Market Trends1: ... of which reactors constructed by Rosatom3: 29 reactors (47% of total) Increase in global energy demand Growing safety concerns Fast technology advancement

Sources: 1.Techavio Global Nuclear Reactor Construction Market report 2.World Nuclear Industry Status Report 2015 3.Information provided by Rosatom 4.Techavio Nuclear power in BRIC countries 2015-2019 report

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom Appendix II: Team Projects Overview

Development Innovative projects Technological Organizational development projects phase to improve internal efficiency intrapreneurial start-ups

Innovation Hub (community of practice) and digital platform Completed Intellectual property management system: corporate projects database of intellectual capital Online portal for management joint research projects with universities

Big Helm Project: nuclear power station construction Investment process optimization stage ОPОRа Project: Assessment of nuclear power stations equipment STRIX: UV-Cameras for Electrical Equipment and Power Transmission Lines Prototype Stable Kilowatt: remote control of Smart Grid systems Radiopharmaceuticals for cancer treatment Smart Bucket: Portable device for medical waste disposal

Development of a internal processes for investment Foam-based solution for decontamination of radio- Compact nuclear power stations adapted analysis and risk assessment of R&D projects actively polluted areas to arctic climate conditions

Automated nuclear waste processing system by the Nuclear waste management technologies: reduc- Development of open-innovation platform type of input tion of nuclear waste by incineration of minor acti- nides in the blanket-accelerator systems

Integrated solution using a compact super com- Development of action-plan to facilitate application of Modular system using carbon molecular adsorbents Pre-study puter to process large quantities of data for build- existing technologies to new markets for purification, separation and concentration of gases ing complex infrastructure projects

Reengineering of fuel-releasing assemblies for atomic reactors Creating measuring channels based heat-resistant Expanding the functionality of VVER production and radiation-resistant optical fiber sensors of radioisotope products for nuclear medicine Development of a system of noncontact screen- ing for the airport security

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom Appendix III: Big Helm Project

Operational benefit Big Helm Replacement of a reinforced concrete containment dome with a combined structure allows Project reducing the construction time for the containment dome of the nuclear power plant by 90 days while assuring all safety requirements. Challenge

By 2030, about 40 nuclear power plant units are scheduled for construction and commission- ing, both in Russia and abroad. Time is an important resource in the construction of a nuclear power station. The average time needed for the completion of 1 power unit is 5 to 7 years. The construction of the dome constitutes one of the critical operations taking up to 60 months to construct. The decrease in the construction time for a dome allows for the saving of considerable resources.

Technology

The project provides for the replacement of the concrete enclosed containment dome with a steel dome, leaving the design of cylinder part of the dome unchanged. Thus, a reinforced concrete containment dome will be replaced with a complex structure with a steel dome and reinforced concrete cylinder part.

SKOLKOVO Moscow School of Management From Invention to Innovation: Atomic Intrapreneurship at Rosatom