Fundamental concepts in management science and engineering, course description, grading basis, course repeatable for degree credit, course component, enrollment optional, does this course satisfy the university language requirement.
- MGTSC-PHD - Management Science and Engineering (PhD)
- Management Science and Engineering
- School of Engineering
Be able to plan, design, and implement complex economic and technical management systems.
What You'll Study
The mission of the undergraduate program in Management Science and Engineering is to provide students with the fundamentals of engineering systems analysis so that they are able to plan, design, and implement complex economic and technical management systems. The program builds on the foundational courses for engineering including calculus, engineering fundamentals, and physics or chemistry as well as management science. Students complete core courses in accounting, computer science, economics, ethics, organizational theory, mathematical modeling, optimization, probability, and statistics. To personalize their exploration, students select additional courses from different areas of the department, with greater emphasis in one of them.
- Learn more about Management Science and Engineering in the Stanford Bulletin
- See IntroSems Related to this Major
Elisabeth Paté-Cornell: MS&E has always been about its students
A specialist in risk analytics, professor Elisabeth Paté-Cornell recognized the challenges and rewards of leading a new entity, created in 2000 by the merger of three existing departments.
With first-hand experience in all three—Industrial Engineering, Operations Research, and Engineering-Economic Systems—she was in an ideal position to chair the fledgling Management Science & Engineering department.
Professor Paté-Cornell is a member of the National Academy of Engineering and of the NASA Advisory Council, and a former member of the President’s (Foreign) Intelligence Advisory Board. She led MS&E from its founding until 2011.
Today, she continues her research in risk and decision analytics in complex engineering systems such as space exploration and cybersecurity, advises graduate students, and teaches elective courses MS&E 250A and 250B in Engineering Risk Analysis.
What prompted the creation of MS&E? Why encourage the cross-disciplinary study of the areas within MS&E?
It was obvious. There were three departments—Industrial Engineering, Operations Research, and Engineering-Economic Systems—that were too small on their own. They had not enough faculty and not enough students, and they needed more money.
In Industrial Engineering, you had engineers and social scientists who looked at organizations and how they worked. In Operations Research, you were applying math to engineering or other kinds of problems. In Engineering-Economic Systems, you had a mix of systems, economics, and decision analysis.
Collectively, these areas covered the different fields, technologies and skills needed to manage an organization or a system. If you are the manager, you need to understand how it works, the people who make it work, and why they do what they do.
The fields within MS&E address engineering management problems from different perspectives, both technical and organizational. For example, in the Artemis mission to go to the moon, there are at least four major subsystems: a rocket, the Orion spacecraft, the station orbiting the moon, and the station on the moon.
How do you design each of those, make them work together, and get the people in different companies making these things to operate, so that there is consistency in subsystems’ reliability, and their interfaces work? How can you help NASA organize the missions including the people actually going to the moon, and plan what they will do from a human and organizational point of view? That’s the kind of project including the many areas involved in such a large problem.
What made you a good choice to lead the merged department, and what was your vision for it?
I came to Stanford with degrees in math, physics and computer science to get my Master’s degree in Operations Research, then my PhD in Engineering-Economic systems. Afterwards I was a professor at MIT for a few years. Then I came back to Stanford as a professor of Industrial Engineering, and later became chair of that department.
Former Stanford president John Hennessy—at the time the Dean of Engineering—had the idea to put those three departments together and asked me if I would do it. These areas complemented each other. It made a lot of sense; I could appreciate their dependencies because I had been in all three areas. I knew the faculty, and I knew the types of students they were attracting and the kind of research they were doing.
I started working on merging the departments in September 1999 and the new MS&E department began in January 2000. It was an extension and an improvement of the classic model of Industrial Engineering and Operations Research departments. My vision was to bring these areas together and to identify projects that would call for our different skills.
What were some of the challenges in leading MS&E?
One big challenge was working with the different cultures and personalities of the faculty. Some were my former professors, and now one of their former students was becoming the department head. I had to make it clear that I knew and respected our different roles. I also knew that in that situation, one cannot ask people to change what they are doing. So, my challenge was to create programs around their interests and a cohesive structure around these programs to make people happy by doing what they wanted to do. As a result, the department ended up with about eight areas of specialty.
The Graduate School of Business (GSB), however, generally did not like the idea of a new Stanford department called Management Science & Engineering. They worried that we might be stepping on their toes. But my argument was that we did not attract the same kind of people and did not compete for the same faculty.
So, I went to see the Dean of the GSB, and I asked him who was really bothered by this new department. I made appointments and went to talk to those people individually to answer their questions. My main argument was that we were an engineering department and not a business school. I think that it helped!
Did people outside Stanford understand the mission of this new department?
There were not many departments similar to ours, and we were different because we attracted people from a larger variety of fields. I think that people in government and industry understood us. Companies understood that we were the mix of people that you need to solve some of their problems. To design a product, you may or may not need social scientists, but you need good engineers. And if you want to sell it, you need to understand who will be using your product, so there is an element of social science and business to it.
While you were an administrator, did you maintain your teaching and research?
Yes, and I kept advising doctoral students. At some point, I had seven or eight PhD students at a time. That’s what I enjoyed the most. Apart from administration, I needed to keep doing research, speaking at conferences, and writing papers. That’s something I think I do pretty well, and I never stopped.
What in the department brings you joy?
Graduation in particular. For me, it has always been about the students, especially, in my case, the doctoral students. You look at all the students who come to pick up their diplomas. They are happy, and so am I. The PhD students pick up their doctorate, one can see what they have done, and we hood them. And that still gives me great satisfaction.
In general, I very much enjoy my students and my colleagues. I think—I hope—that they trust me and respect me.
Where do you see the department in 10 years?
Provided that we keep the mix of areas that we have, we’ll attract more and more students with a special combination of skills. That’s great, and I am delighted about that. In fact, if you ask me what my success was in creating the department, I will say that it was attracting a lot of students to whom we are teaching things that I believe are important, and that certainly includes engineering.
How would you advise other new department heads?
Get in touch with your faculty and see them frequently. Get connected one-on-one, walk the corridors, see what they’re doing and be aware of their research and their concerns. Also, know and communicate what you think is important and needs to get implemented.
You do not want to impose your own views. You need to understand what your colleagues are doing, support them, and get their support. Occasionally some chairs may have a revolutionary idea. In my case, it was simply to achieve a complex merger. I think that what worked was making people from different areas, who were not necessarily familiar with one another, work together. And that’s what I am proudest of!
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MS Structural Engineering
The Master of Science Program in Structural Engineering combines a group of required courses, selected from within each area of the program, with a broad range of electives, permitting each student to design a program focusing on aspects of particular interest.
Our goal is to make your time at Stanford as productive as possible. You are encouraged to use electives to build a program that fits your special strengths and interests. As you choose electives, feel free to consult the course instructors and check the detailed course descriptions in the Stanford Bulletin. Click here to download a checklist to help you verify that you meet these requirements.
The Master of Science degree is a 45-unit program devoted primarily to coursework. Students interested in participating in research projects may enroll for up to 6 units in CEE299.
Students have flexibility in selecting courses focusing on the area within the program which is of greatest interest to them. Diversity is encouraged.
In addition to the Civil and Environmental Engineering Department’s offerings, related coursework is also available from other departments such as Aerospace & Astronautics, Computer Science, Earth & Planetary Sciences, Earth Systems Science, Electrical Engineering, Geophysics, Mechanical Engineering, and Management Science and Engineering.
The Structural Engineering and Mechanics Program is open to applicants with backgrounds in all areas of engineering and science. Certain basic subjects from the traditional areas of civil engineering are considered essential for a student who will receive the master’s degree in civil and environmental engineering, and are prerequisites for required courses in the program. These requirements are usually fulfilled by an ABET-accredited bachelor’s degree in Civil Engineering, but if you lack any of the courses on the following list, you should anticipate including them in your graduate studies. Taking these courses may extend the amount of time required to complete the graduate degree. These courses must be taken for a letter grade, but prerequisites to these courses may be taken pass/no credit.
- Mechanics of Materials (CEE101A)
- Geotechnical Engineering (CEE101C)
- Structural Analysis (CEE180)
- Structural Design (CEE182)
- Programming Methodology (CS106A or CS106X)
This is a complete list of requirements for completing the MS degree in Structural Engineering.
- Forty-five total units of coursework relevant to the profession of structural engineering must be completed.
- Five Structural Engineering Core Courses must be completed.
- Thirty units of coursework must be taken within the graduate-level Structural Engineering and Mechanics Program. Acceptable courses for these 30 units consist of any of the Structural Engineering Core Courses, as well as courses from the Breadth Electives Courses (courses offered for 3-4 units may count as 4 units towards this requirement, regardless of enrollment units, but p lease note that if enrolled for 3 units, only 3 units will count towards the minimum 45 unit requirement for degree conferral ).
- At least 36 units must be completed within the School of Engineering.
- All courses taken to fulfill the thirty units within the graduate-level Structural Engineering and Mechanics program (item 3), and at least 36 units of courses, must be taken for a letter grade. In addition, no more than 6 units may be taken CR/NC, subject to approval by your advisor.
- The following exception to items 5 applies: there is no restriction on the number of units taken for CR/NC in Summer 2020, Autumn 2020, Winter 2021, Spring 2021, and Summer 2021 that may be counted to satisfy the degree requirements.
- No more than 10 units of undergraduate coursework may be counted toward the degree. As per University policy, all units for a graduate degree must be in courses at or above the 100-level.
- No more than 6 units of the undergraduate prerequisites listed above may be counted toward the degree.
- No more than a total of 6 units of combined Independent Study and CPT units may be counted toward the degree.
- CEE 298, the Structural Engineering and Mechanics Seminar, must be completed
- No more than 3 units of seminar courses may be counted toward the degree.
- Your study list must be coordinated with and approved by your academic advisor.
Explore the Structural Engineering Program
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Anne Joseph O'Connell
- Adelbert H. Sweet Professor of Law
- Senior Fellow, Stanford Institute for Economic and Policy Research (SIEPR)
- 650 736.8721
- Room N233, Neukom Building
Download Curriculum Vitae
- Stanford Institute for Economic Policy Research (SIEPR)
Anne Joseph O’Connell is a lawyer and social scientist (with graduate training in economics and political science) whose research and teaching focus on administrative law and the federal bureaucracy. Outside of the law school, she is a presidentially appointed member of the Council of the Administrative Conference of the United States, an independent federal agency dedicated to improving regulatory procedures, and a contributor to the Center on Regulation and Markets at the Brookings Institution. She is an elected fellow of the American Academy of Arts and Sciences and the National Academy of Public Administration and an elected member of the American Law Institute. She frequently consults with congressional staff, nonprofit organizations, and others, and has testified in front of Congress.
O’Connell has written on many topics, including agency rulemaking, the selection of agency leaders, and bureaucratic organization (and reorganization). Her publications have appeared in leading law and political science journals. She has co-edited a book (with Daniel A. Farber), Research Handbook on Public Choice and Public Law . She joined the Gellhorn and Byse’s Administrative Law: Cases and Comments casebook as a co-editor with the twelfth edition. In addition to empirical reports for the Brookings Institution, she has issued several studies with the Center for American Progress. O’Connell is currently working on a book, Stand-Ins , on temporary leadership in government, business, religion, and sports.
O’Connell’s research has received a number of awards. She is a three-time recipient of the American Bar Association’s Scholarship Award in Administrative Law for the best article or book published in the preceding year—for her 2020 article “Actings” (co-winner), her 2014 article “Bureaucracy at the Boundary,” and her 2009 article “Vacant Offices: Delays in Staffing Top Agency Positions.” She is also a two-time winner of the Richard D. Cudahy Writing Competition on Regulatory and Administrative Law from the American Constitution Society—for her article “Actings” (co-winner in 2020) and for her co-authored article (with Farber) “The Lost World of Administrative Law” (2014). Her article “Political Cycles of Rulemaking” was the top paper selected by the Association of American Law Schools’ 2007-2008 Scholarly Papers Competition for early career faculty members. In addition, her research has been cited by Congress, the Supreme Court, the D.C. Circuit, and five other courts of appeals, and featured in the Washington Post and other national media.
At Stanford Law School, O’Connell teaches administrative law, advanced administrative law, and constitutional law. The class of 2020 chose her to receive the Hurlbut Award, which is given to one professor “who strives to make teaching an art.” She currently co-chairs the school’s efforts to improve teaching and classroom climate in light of disturbing classroom incidents and co-chairs the steering committee for Stanford University’s Faculty Women’s Forum, which works to enable all women faculty to thrive. Prior to joining Stanford University in 2018, O’Connell was the George Johnson Professor of Law at the University of California, Berkeley. While there, she received the Distinguished Teaching Award (the campus’s most prestigious honor for teaching) in 2016 and Berkeley Law’s Rutter Award for Teaching Distinction in 2012. From April 2013 to July 2015, she served as associate dean for faculty development and research under three different deans. In 2013-2014, O’Connell was co-president of the Society for Empirical Legal Studies (co-organizing the 2014 Conference on Empirical Legal Studies).
Before joining the Berkeley Law faculty in 2004, O’Connell clerked for Justice Ruth Bader Ginsburg of the U.S. Supreme Court during the October 2003 term. From 2001 to 2003, she was a trial attorney for the Federal Programs Branch of the U.S. Department of Justice’s Civil Division, receiving commendations for her work. She clerked for Judge Stephen F. Williams of the U.S. Court of Appeals for the D.C. Circuit from 2000 to 2001. A Truman Scholar, O’Connell worked for a number of federal agencies in earlier years, including the Department of Defense (Offices of the General Counsel and Inspector General), Federal Trade Commission (Bureau of Competition), Department of Justice (Office of Legal Counsel), and U.S. Army (RDE). She is a member of the New York bar and served as a volunteer for the Biden-Harris Campaign’s policy team.
- B.A. (Mathematics), Williams College
- M. Phil. (History and Philosophy of Science), Cambridge University
- J.D., Yale Law School
- Ph.D. (Political Economy and Government), Harvard University
- Administrative Law
- Advanced Administrative Law
- Constitutional Law
- Directed Professional Writing
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- Externship, Special Circumstances
- Leadership Vacuums in Government and Business: Law and Strategy of Temporary Leaders
- Public Law Workshop
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Michael W. McConnell, who served as a George W. Bush appointee to the United States Court of Appeals for the 10th Circuit and is now director of the Stanford Constitutional Law Center, shared some of Goitein’s qualms, writing by email: The Emergencies Act is dangerously sweeping and should be reconsidered.…
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Gellhorn and Byse’s Administrative Law: Cases and Comments
- Peter L. Strauss ,
- Todd D. Rakoff ,
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Agencies as Adversaries
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- Anne Joseph O'Connell
Staffing Federal Agencies: Lessons from 1981-2016
Experiential learning and presidential management of the u.s. federal bureaucracy: logic and evidence from agency leadership appointments.
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Unorthodox Lawmaking, Unorthodox Rulemaking
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- Anne Joseph O'Connell ,
Shortening Agency and Judicial Vacancies through Filibuster Reform? An Examination of Confirmation Rates and Delays from 1981 to 2014
Graduate Degree Programs
Main navigation, curricula in the school of engineering.
Our nine departments and the Institute for Computational and Mathematical Engineering (ICME) offer dozens of graduate programs that align academic course work with research. Related aspects of particular areas of graduate study are commonly covered directly from the department . For further details about the following programs, see the department sections in the Stanford Bulletin .
Stanford undergraduates may also apply to master’s programs as coterminal students; details can be found in the Undergraduate Programs in the School of Engineering section of the Stanford bulletin.
Fellowships and Assistantships
Departments of the School of Engineering award graduate fellowships, research assistantships and teaching assistantships each year. Visit your department to learn more.
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Best Global Universities for Engineering in Russia
These are the top universities in Russia for engineering, based on their reputation and research in the field. Read the methodology »
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Here are the best global universities for engineering in Russia
Itmo university, tomsk state university, tomsk polytechnic university, lomonosov moscow state university, novosibirsk state university, saint petersburg state university, peter the great st. petersburg polytechnic university, moscow institute of physics & technology, national research nuclear university mephi (moscow engineering physics institute).
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- # 307 in Best Universities for Engineering (tie)
- # 696 in Best Global Universities (tie)
- # 364 in Best Universities for Engineering (tie)
- # 587 in Best Global Universities (tie)
- # 396 in Best Universities for Engineering (tie)
- # 879 in Best Global Universities (tie)
- # 632 in Best Universities for Engineering (tie)
- # 355 in Best Global Universities
- # 809 in Best Universities for Engineering (tie)
- # 579 in Best Global Universities (tie)
- # 847 in Best Universities for Engineering (tie)
- # 652 in Best Global Universities
- # 896 in Best Universities for Engineering (tie)
- # 679 in Best Global Universities (tie)
- # 902 in Best Universities for Engineering (tie)
- # 475 in Best Global Universities (tie)
- # 915 in Best Universities for Engineering (tie)
- # 483 in Best Global Universities (tie)
100 Best universities for Mechanical Engineering in Russia
Updated: July 18, 2023
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Below is a list of best universities in Russia ranked based on their research performance in Mechanical Engineering. A graph of 5.73M citations received by 912K academic papers made by 153 universities in Russia was used to calculate publications' ratings, which then were adjusted for release dates and added to final scores.
We don't distinguish between undergraduate and graduate programs nor do we adjust for current majors offered. You can find information about granted degrees on a university page but always double-check with the university website.
1. Moscow State University
For Mechanical Engineering
2. St. Petersburg State University
3. Ufa State Aviation Technical University
4. Bauman Moscow State Technical University
5. Tomsk Polytechnic University
6. Peter the Great St.Petersburg Polytechnic University
7. Ural Federal University
8. South Ural State University
9. National Research University Higher School of Economics
10. Novosibirsk State University
11. Kazan Federal University
12. Moscow Aviation Institute
13. National Research Nuclear University MEPI
14. N.R.U. Moscow Power Engineering Institute
15. Samara National Research University
16. Moscow State Technological University "Stankin"
17. National University of Science and Technology "MISIS"
18. ITMO University
19. Moscow Institute of Physics and Technology
20. Tomsk State University
21. Novosibirsk State Technical University
22. Southern Federal University
23. Saratov State University
24. RUDN University
25. Ufa State Petroleum Technological University
26. Samara State Technical University
27. Kazan National Research Technical University named after A.N. Tupolev - KAI
28. Siberian Federal University
29. Omsk State Technical University
30. Perm State Technical University
31. Saint Petersburg State Electrotechnical University
32. Moscow Polytech
33. Magnitogorsk State Technical University
34. Saratov State Technical University
35. Tula State University
36. Far Eastern Federal University
37. Saint-Petersburg Mining University
38. Moscow State University of Railway Engineering
39. Lobachevsky State University of Nizhni Novgorod
40. Belgorod State Technological University
41. Belgorod State University
42. Nizhny Novgorod State Technical University
43. Novgorod State University
44. kazan state technological university.
45. Moscow Medical Academy
46. Russian State University of Oil and Gas
47. tambov state technical university.
48. Finance Academy under the Government of the Russian Federation
49. Voronezh State University
50. Siberian State Industrial University
51. Saint Petersburg State Institute of Technology
52. St. Petersburg State University of Architecture and Civil Engineering
53. Siberian State Aerospace University
54. Kalashnikov Izhevsk State Technical University
55. South-Russian State University of Economics and Service
56. Ogarev Mordovia State University
57. Murmansk State Technical University
58. Tomsk State University of Control Systems and Radioelectronics
59. mendeleev university of chemical technology of russia.
60. South-Western State University
61. Perm State University
62. Kuzbass State Technical University
63. Plekhanov Russian University of Economics
64. Russian Presidential Academy of National Economy and Public Administration
65. Penza State University
66. Chelyabinsk State University
67. Moscow State Pedagogical University
68. National Research University of Electronic Technology
69. Leningrad State University
70. Yaroslavl State University
71. Russian National Research Medical University
72. Irkutsk State University
73. Kuban State University of Technology
74. Ulyanovsk State Technical University
75. Bashkir State University
76. Polzunov Altai State Technical University
77. St. Petersburg State University of Aerospace Instrumentation
78. University of Tyumen
79. Irkutsk National Research Technical University
80. Immanuel Kant Baltic Federal University
81. Ulyanovsk State University
82. Orenburg State University
83. Baltic State Technical University "Voenmeh"
84. Kuban State University
85. Udmurt State University
86. Tomsk State Pedagogical University
87. Kemerovo State University
88. Tomsk State University of Architecture and Building
89. Omsk State University
90. Kuban State Agricultural University
91. North-Eastern Federal University
92. State University of Management
93. Tver State University
94. Chuvash State University
95. orel state university.
96. Volgograd State University
97. Ivanovo State Power University
98. Omsk State Transport University
99. Ivanovo State University
100. Altai State University
The best cities to study Mechanical Engineering in Russia based on the number of universities and their ranks are Moscow , Saint Petersburg , Ufa , and Tomsk .
Engineering subfields in Russia
Rosatom Starts Production of Rare-Earth Magnets for Wind Power Generation
TVEL Fuel Company of Rosatom has started gradual localization of rare-earth magnets manufacturing for wind power plants generators. The first sets of magnets have been manufactured and shipped to the customer.
In total, the contract between Elemash Magnit LLC (an enterprise of TVEL Fuel Company of Rosatom in Elektrostal, Moscow region) and Red Wind B.V. (a joint venture of NovaWind JSC and the Dutch company Lagerwey) foresees manufacturing and supply over 200 sets of magnets. One set is designed to produce one power generator.
“The project includes gradual localization of magnets manufacturing in Russia, decreasing dependence on imports. We consider production of magnets as a promising sector for TVEL’s metallurgical business development. In this regard, our company does have the relevant research and technological expertise for creation of Russia’s first large-scale full cycle production of permanent rare-earth magnets,” commented Natalia Nikipelova, President of TVEL JSC.
“NovaWind, as the nuclear industry integrator for wind power projects, not only made-up an efficient supply chain, but also contributed to the development of inter-divisional cooperation and new expertise of Rosatom enterprises. TVEL has mastered a unique technology for the production of magnets for wind turbine generators. These technologies will be undoubtedly in demand in other areas as well,” noted Alexander Korchagin, Director General of NovaWind JSC.
TVEL Fuel Company of Rosatom incorporates enterprises for the fabrication of nuclear fuel, conversion and enrichment of uranium, production of gas centrifuges, as well as research and design organizations. It is the only supplier of nuclear fuel for Russian nuclear power plants. TVEL Fuel Company of Rosatom provides nuclear fuel for 73 power reactors in 13 countries worldwide, research reactors in eight countries, as well as transport reactors of the Russian nuclear fleet. Every sixth power reactor in the world operates on fuel manufactured by TVEL. www.tvel.ru
NovaWind JSC is a division of Rosatom; its primary objective is to consolidate the State Corporation's efforts in advanced segments and technological platforms of the electric power sector. The company was founded in 2017. NovaWind consolidates all of the Rosatom’s wind energy assets – from design and construction to power engineering and operation of wind farms.
Overall, by 2023, enterprises operating under the management of NovaWind JSC, will install 1 GW of wind farms. http://novawind.ru
Elemash Magnit LLC is a subsidiary of Kovrov Mechanical Plant (an enterprise of the TVEL Fuel Company of Rosatom) and its main supplier of magnets for production of gas centrifuges. The company also produces magnets for other industries, in particular, for the automotive
industry. The production facilities of Elemash Magnit LLC are located in the city of Elektrostal, Moscow Region, at the site of Elemash Machine-Building Plant (a nuclear fuel fabrication facility of TVEL Fuel Company).
Rosatom is a global actor on the world’s nuclear technology market. Its leading edge stems from a number of competitive strengths, one of which is assets and competences at hand in all nuclear segments. Rosatom incorporates companies from all stages of the technological chain, such as uranium mining and enrichment, nuclear fuel fabrication, equipment manufacture and engineering, operation of nuclear power plants, and management of spent nuclear fuel and nuclear waste. Nowadays, Rosatom brings together about 350 enterprises and organizations with the workforce above 250 K. https://rosatom.ru/en/