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on 5/23/25 at 3:50 PM
The construction of nuclear power plants has always been challenging. This seems to have become more significant in recent decades (circa 2000 and later) as nuclear power plant projects in many NEA countries have experienced significant delays in construction caused, in part, by fabrication and construction errors, control of contracted work activities, engineering errors created by translation and unit conversion issues, a globalised supply chain, and access to qualified and skilled craft experienced in nuclear power construction and fabrication processes and procedures. In response, industry is turning to innovations such as factory or modular construction and the use of new construction methods in order to improve performance. As these innovations are introduced into construction, regulatory bodies will be challenged to oversee construction activities.
Many of the organisations that plan to build new nuclear power plants are organisations that already operate existing nuclear power plants. An operational organisation typically has a highly stable workforce that is skilled and knowledgeable in the operation, maintenance, and testing of the facility. Such an operational organisation faces unique challenges as it embarks on construction projects that rely on external construction organisations that are typically contracted to build the plant. Similar challenges will be faced by organisations that are planning to build their first nuclear power plant. Construction organisations often rely on transient workforces that come and go to the site as needed based on the phase of construction. The differences between an operational (or new owner) organisation and a construction organisation can create management and co-ordination issues that affect the execution of construction activities.
