Poland’s nuclear project: high stakes, tight schedule, prolonged talks

The contract for the construction of a nuclear power plant in Pomerania, originally slated for signing in the first half of 2026, may be delayed. “Reaching a sound agreement takes time, and in this case haste is a poor adviser,” says Mirosław Kowalik, President of Westinghouse Poland. In an interview with XYZ, he explains what makes the negotiations most challenging, how cooperation with Polish companies is progressing, and whether launching the first unit in 2036 remains feasible.

Preparations are under way in the municipality of Choczewo in Pomerania (northern Poland) for the construction of Poland’s first nuclear power plant. A consortium involving the American companies Westinghouse (reactor supplier) and Bechtel (EPC contractor) is currently carrying out advanced design work. At the same time, it is negotiating the construction contract with the investor, Polish Nuclear Power Plants (PEJ).

The talks, however, are proving difficult, with both sides bargaining hard. Earlier, PEJ’s president, Marek Woszczyk, said the company wanted to “make haste, but sensibly” in the negotiations. The Americans have now adopted a similar tone. Although they had previously indicated that the contract would be signed by mid-2026, that deadline is no longer certain.

“This is a very ambitious timeline for concluding the negotiations, one that all parties are striving to meet. Let us remember that this will be the largest and most complex infrastructure project in Poland’s post-war history. The construction schedule for the plant must be aligned with the timelines for the accompanying infrastructure, such as roads, rail links, and a quay for handling heavy equipment. There are many moving parts that must work in concert. These include administrative decisions related to construction permits, as well as the license issued by Poland’s nuclear regulator. It is also crucial to define the commercial terms of the agreement, the scope and technical requirements, and the rights and obligations of each project partner. That is why I agree with the president of PEJ that reaching a sound agreement takes time, and in this case haste is a poor adviser,” says Mirosław Kowalik, president of Westinghouse Poland.

At a recent sitting of the Sejm, the Minister of Energy, Miłosz Motyka, indicated that the Polish side aims to negotiate and sign the contract for the construction of the nuclear power plant by the end of the third quarter of this year. The entire project is expected to cost nearly PLN 200bn (approximately EUR 46bn).

Division of roles and responsibilities

The biggest challenge is defining how responsibility is shared between the parties for unforeseen circumstances – especially those that could affect the project’s completion timeline and costs.

“We are already in discussions with potential suppliers of key components for the plant. We are monitoring the market, gathering up-to-date information on delivery cycles for core components and on costs. This allows us to keep the project schedule under control, assess potential timing risks, and update the inputs to the main construction contract. There is still a great deal of work ahead of us. Contract negotiations are highly time-consuming and require the involvement of experts from many fields to precisely define the commercial and technical annexes, as well as the division of duties, tasks, and responsibilities,” says Mirosław Kowalik.

He adds that it is impossible to foresee every circumstance that may arise over the more than decade-long implementation of the project.

“The geopolitical environment is highly dynamic. Not long ago, we experienced the coronavirus pandemic, which disrupted delivery timelines for many projects worldwide due to supply-chain disruptions. The recent conflict in the Middle East, as well as tensions and instability in other regions, may cause unforeseen delays in deliveries from our subcontractors. This is why it is important to reshape and expand the pool of potential suppliers in order to build greater resilience against unexpected events. That is also why it is worth developing contractual provisions that will allow us to find solutions in any situation – especially those that affect the project schedule and its costs,” explains the head of Westinghouse Poland.

A tight schedule for Poland’s nuclear project

Signing the nuclear contract this year is essential to keep the overall project on track, even though the timeline is already highly demanding. Only once the construction agreement enters into force will the investor be able to reach financial close. For the American consortium, it will also unlock orders for key equipment, some of which have lead times of several years.

Still this year, Polish Nuclear Power Plants (PEJ) plan to submit an application to the National Atomic Energy Agency for a construction permit. The start of core construction works is scheduled for 2028. The first nuclear unit is expected to come online in 2036, followed by the second in 2037 and the third in 2038.

“The schedule is ambitious. However, the Westinghouse–Bechtel consortium has the right experience in the sector and a strong track record in nuclear power plant construction. We are working continuously to ensure that the first unit can be launched in 2036 and begin supplying electricity to the grid. We are cooperating on an ongoing basis with PEJ, our consortium partner Bechtel, and all other project stakeholders, including key subcontractors. We remain in constant dialogue with suppliers to optimize their production schedules and shorten them where possible. All of this is aimed at ensuring that Poland’s nuclear power plant can start operations as soon as possible,” says Mirosław Kowalik.

Westinghouse argues that a key element of its resilience to turbulence in global markets is the diversification of its global supply chain. The company places particular emphasis on expanding manufacturing capacity in Europe. The group operates plants in Italy, a training center in Spain, and a shared services center in Poland. It also runs two nuclear fuel manufacturing facilities in Europe.

Polish companies at the starting line

Polish companies are counting on contracts related to the construction of the nuclear power plant. Several are currently in the process of adapting their production to meet the highest quality standards. This is necessary for components that affect reactor safety (the NQA-1 standard).

Procurement for works related to the immediate vicinity of the reactor (the so-called nuclear island) will be handled by Westinghouse, while the remaining construction works will be contracted by Bechtel. In addition, there is a broader package of accompanying investments overseen by Polish Nuclear Power Plants (PEJ).

PEJ has recently published a schedule of planned tenders through to the end of 2026. This gives companies time to prepare in advance to participate in the procurement processes.

“Publishing information on planned tenders is a response to the needs raised by potential contractors. The list will be updated on a regular basis so that all interested parties have continuous access to the necessary information. We also plan to organize additional meetings and webinars to discuss individual tenders in detail and answer questions from the market,” says Łukasz Wiater, Director of Procurement at PEJ.

The investor is also encouraging the American partners to award contracts to Polish companies.

“As we implement the nuclear project, while maintaining strict time discipline, we rely – wherever possible – on experienced Polish firms. We encourage the Westinghouse–Bechtel consortium to do the same. Poland has companies capable of delivering high-quality services without putting pressure on the project’s schedule or budget,” says Marek Woszczyk, President of PEJ.

In March, Bechtel awarded a contract to the Polish company Doraco to prepare facilities and site infrastructure for two further stages of geological surveys at the nuclear power plant construction site.

“The energy transition is not only about new capacity, but also about new capabilities and responsibility for national security. Our cooperation with Bechtel on the nuclear program represents a tangible contribution to critical infrastructure and to the development of Poland’s supply chain,” said Angelika Cieślowska, President of Doraco, at the contract signing.

Americans impressed

The reactor supplier says it is working with several Polish companies on potential contracts for the supply of equipment for the nuclear island. A key factor, however, will be the completion of their certification process. Domestic firms will also have to compete for contracts with foreign rivals.

“Our colleagues at Westinghouse headquarters in the United States are impressed by how quickly Polish companies are progressing through successive stages of adapting their production processes to the NQA-1 quality standards. This will ultimately confirm that their internal manufacturing processes comply with the standards applicable in the nuclear energy sector. That said, companies must remain cost-competitive in order to win contracts against foreign competitors. We would like Polish firms to supply as much as possible of the first components for the initial AP1000 reactor in Pomerania. For subsequent units, their involvement should increase even further,” says Mirosław Kowalik, President of Westinghouse Poland.

He adds that a nuclear power plant is not only about the reactor itself. It also includes the conventional part, namely the steam turbine and generator, as well as auxiliary systems such as the cooling water system and the facilities for transmitting power from the plant. Around 50% of the supplies for the nuclear island do not require compliance with the NQA-1 standard, which increases opportunities for local suppliers to secure contracts.

Work on building the workforce for Poland’s nuclear sector has already begun.

“We are keen for this first project in Pomerania to inspire young people to pursue careers in the nuclear industry. The European Commission is also addressing this issue. It notes that in the near future, alongside established large nuclear units, Europe’s economic landscape may be complemented by small modular reactors (SMRs). With the development of nuclear energy, Poland will need not only project managers, but also a wide range of specialists: civil engineers, chemists, as well as mechanics, welders, installers, and electricians,” emphasizes Mirosław Kowalik.

Key Takeaways

1. Polish Nuclear Power Plants (PEJ), the project’s investor, are seeking to accommodate potential suppliers. The company has published a schedule of tenders through the end of 2026 and plans to update it on a regular basis. This is intended to help Polish companies compete for nuclear contracts. “As we implement the nuclear project, while maintaining strict time discipline, we rely – wherever possible – on experienced Polish companies. We also encourage the Westinghouse–Bechtel consortium to do the same,” says Marek Woszczyk, President of PEJ.
2. The contract for the construction of Poland’s first nuclear power plant, to be developed by Polish Nuclear Power Plants (PEJ) in consortium with the American companies Westinghouse and Bechtel, was expected to be signed by mid-2026. However, the negotiations have proved difficult, with both sides bargaining firmly. It now appears that this deadline will likely be delayed. “This is a very ambitious timeline for concluding the negotiations, one that all parties are striving to meet. Let us remember that this will be the largest and most complex infrastructure investment in Poland’s post-war history. Reaching a sound agreement takes time, and in this case haste is a poor adviser,” says Mirosław Kowalik, President of Westinghouse Poland. Poland’s Minister of Energy, Miłosz Motyka, recently indicated that he expects the agreement to be signed by the end of the third quarter of this year.
3. The head of Westinghouse Poland stresses that the most challenging aspect of the negotiations is defining the allocation of responsibilities between the parties and how to respond to unforeseen events. “The recent conflict in the Middle East, as well as tensions and instability in other regions, may cause unexpected delays in deliveries from our subcontractors. That is why it is important to develop provisions that will allow us to find solutions in any situation – especially those that affect the project timeline and its costs,” explains Mirosław Kowalik.