Rosenergoatom Eliminates Foreign ERP Dependence in Nuclear Sector

What Has Changed

An ERP platform, Enterprise Resource Planning, is complex software that integrates core enterprise functions. It manages and allocates financing, including investment programs and maintenance budgets, and generates management reporting essential for the development and operation of nuclear power plants.

Until recently, Rosenergoatom relied on the foreign ERP platform SAP ERP. That phase has now ended. The company has transitioned to a Russian-developed software solution included in the official register of domestic software products.

The system is already operational at all Russian nuclear power plants and at Rosenergoatom’s central headquarters. Mission-critical management systems are no longer tied to external suppliers. During the transition, the previous level of automation functionality and usability was maintained.

Why a Proprietary ERP Platform Matters for Nuclear Operations

For critical infrastructure operators, reliance on foreign enterprise software represents a tangible operational risk. Restrictions on updates, changes in vendor policy or additional sanctions can directly affect systems responsible for financial planning, reporting and resource allocation. Import substitution mitigates this exposure and brings control of core digital infrastructure under Russian jurisdiction.

Replacing SAP is one of the most complex challenges for large Russian companies. We adopted a phased strategy to substitute functionality. Previously, budgeting systems were migrated to Foresight solutions. Now, following the successful replacement of program management processes for targeted initiatives, we can confidently proceed to the next stages of SAP substitution to ensure technological independence in critical sectors of the economy

Artem Golovaty

IT Director, Rosenergoatom Concern

For Rosatom, digital sovereignty has long been embedded in corporate strategy. In recent years, the corporation has migrated human resources systems, electronic document management and selected accounting and management modules to domestic software. Deploying its own resource management platform represents a logical continuation of that policy.

The experience offers a practical model for other major state-owned entities in energy, transport and infrastructure sectors where operational resilience is critical.

How the Transition Was Managed

Exiting a foreign ERP platform required several years of preparation. Technical components were implemented gradually, including modules in personnel management, document workflows and financial subsystems. In parallel, a regulatory framework was developed, with Russian software products undergoing certification and being added to the official register.

Equally important was launching the new platform without disrupting production logic or ongoing operational, financial and management processes.

The new system is now live across all nuclear power stations and at the corporate headquarters, indicating that the critical transition phase was completed without major organizational disruptions.

What Comes Next

Rosenergoatom’s project sets a trajectory for ERP import substitution over the coming years. Domestic ERP systems are expected to become standard for large state-owned and infrastructure companies, particularly in strategically sensitive sectors.

Rosatom plans to expand the existing platform by integrating additional Russian digital systems across production processes, maintenance and repair operations, logistics and asset management.