In 1989, Konstantin Yunov graduated from the Kuban State University with a degree in Applied Mathematics”, in 2005 - the same university with a degree in State Municipal Administration.
Career
Yunov began his career in 1988 as a teacher of computer science at secondary school N12 in Krasnodar.
From 1989 to 1991 he worked as a software engineer at the All-Union Research and Production Association "Ris" at the All-Union Agricultural Academy of Agricultural Sciences.
Since 1991 - in various positions in the STC "Sonar".
On February 6, 1997, Yunov moved to the position of Deputy Director for technical matters, chief engineer of Kubansvyazservis (a branch of Kubanelectrosvyaz, and then of the Southern Telecommunications Company, as of 2016, part of Rostelecom).
Work at Technoprom
In June 2014, Yunov was appointed president of the Tekhnoprom company. He was tasked with bringing the company to new markets in such areas as IT consulting, development, implementation and maintenance of IT systems, application integration, localization of IT solutions production in Russia.
Under Unov's leadership, Technoprom became the first IBM OEM partner for the program in Russia.
*Transition to the "National Informatization Center"
In March 2016, as it became known to TAdviser, Konstantin Yunov moved to the National Informatization Center (NCI), where he took the position of Deputy CEO for business development.
Yunov is responsible both for growth of the company as a whole, and for success of the separate directions, reported TAdviser in NCI. His responsibilities include project management, the formation of models of interaction with customers and partners, as well as the creation and implementation of strategies for promoting products and services.
“I think that one of the advantages of MegaFon as an employer is that we are a service company. We provide the client with the final service. And when you solve a specific application task in an IT team and understand that the client's happiness depends on it, this is very motivating. You know, IT people have a philosophy One more happy user (translated from English, another happy client). That's what we're aiming for." Vladimir Savkin, Chief Information Officer of PJSC MegaFon
Vladimir, could you imagine 20-30 years ago that in the future it will be possible to call from anywhere in the world? What's there to call! Watch a video, write and receive a letter, order a pizza...
30 years ago I was a 10-year-old boy and, of course, I could not even think of anything like that. At that time we were fond of space topics, military space technologies, but not computers. That is, we heard, of course, that IBM is developing personal computers, but this did not cause delight in us - we are to this topic, rather, as to science fiction treated.
And when did you take a serious look at the subject of IT? When did you feel it was yours?
Around 1993, the subject of computer science appeared in high school. We started learning programming languages. I remember starting with Pascal. It was then that there was a feeling that this was some kind of breakthrough in terms of automation. complex processes. Later, at university, this feeling grew stronger. I began to understand that what had previously been in demand only by science or some government programs would soon serve ordinary people.
Did you feel then the competition for new knowledge? After all, it was a fairly young industry. Was she in demand?
I think yes. Instead of school, I graduated from a boarding school at Moscow State University, I passed a very tough selection. But now many of my classmates - successful people heading a fairly large business. So I welcome such competition.
Do you also feel competition in your team at MegaFon?
Here the situation is quite different. We as a team work together for one goal - to make the client happy. Each person must understand what he can, what he is capable of for this. Of course, there are victories and failures. Who doesn't make mistakes? You just need to draw the right conclusions and take them into account for the future. And look at it as the point of your growth. A person who does not develop will not be able to move forward and lead a team.
We take pleasure in celebrating and encouraging those who strive for growth. So, in February of this year, the winners of the fourth annual IT infrastructure competition were awarded at the company's head office. By tradition, MegaFon employees themselves chose landmark projects, the strongest teams and real gurus. This recognition from colleagues is an additional incentive to further heights.
And if there is such a situation that a person in the team, seemingly promising, wants to develop, but for competition he may lack knowledge or skills. What do you do in this case?
Everything here is very individual. We have our own programs at MegaFon professional development, has its own MegaAcademy - our corporate university. Moreover, we give the opportunity not only to study at some internal courses within the company, but also to attend external educational programs. The main thing is that a person is set to develop. There are many possibilities.
So what should a narrow-profile IT professional do who feels like he's reached his ceiling and is starting to burn out at his workplace?
Don't despair. There are many examples in MegaFon when an IT person successfully found himself in another department of the company. One of the brightest examples is Andrey Zhikin. Andrey joined the MegaFon team as an IT department analyst 5 years ago. Started with small tasks, then proved himself in major project on the implementation of a system for B2B sales. Now Andrey manages a large distributed team in the Unified Billing priority project and is already responsible for its implementation as the head of the commercial direction.
“I would advise all the guys who aspire to work at MegaFon to first just understand what exactly you yourself want. At first it will be a short-term goal for a year or two. In our company, both experts and individuals are important. If suddenly in some division of the company something does not work out for an employee, he always has the opportunity to try himself in something else. The main thing is desire, motivation and initiative. Believe in yourself, don't be afraid to take risks and try." Andrey Zhikin, head of the commercial direction of the Unified Billing project Is the situation in the regions somehow different from the capital?
We have a large country, and over 30,000 MegaFon employees work throughout Russia. And, accordingly, people from regional branches have a huge potential. We are now focused on creating competence centers covering the whole of Russia and providing high-quality service and support for all business processes of the company. For example, our UTSC (Unified Network Control Center) is a special federal structure that monitors accidents, quickly responds to emergency situations, is responsible for operation, performs planned work on the network and conducts round-the-clock regular monitoring. Because the quality of the network for us today is priority number 1. And those specialists who work together in the center have a chance to see everything de facto and try themselves everywhere. There you can really understand and figure out how the entire network works. For a person who, for example, came to us immediately after graduation, this is a unique experience and a unique opportunity to move from a basic position to another, higher level in six months.
And if we talk specifically about the IT component of the company, what kind of specialists are currently most in demand in MegaFon?
We need people who understand and are able to analyze large amounts of data well, know the relevant data analysis technologies, and are able to integrate new sources, primarily in order to improve the quality of service. And now we are actively developing this feature. Moreover, we are creating new divisions almost from scratch and are engaged in the selection of specialists. And the people who come there will stand at the origins, create something new together with us, get a unique experience.
So you are open to new things? And any member of the team can offer their ideas?
Quite right! At the same time, we strive to implement the ideas of our employees as quickly as possible, therefore we always support work in cross-functional teams. I immediately remembered our last year's Hackathon in Vladivostok. There, the guys self-organized, gathered in several groups and worked for two days on how they could change their approach to work, make it more efficient. The groups included ordinary engineers, specialists, and managers, who together generated fresh ideas and approaches. And they really worked for these days a few interesting offers. Some of these ideas, as far as I know, have already been implemented and are working successfully. This is one of the clearest examples of how an employee in a company can become a generator of the new.
About Hackathon The name "hackathon" is formed from a combination of two words: "hacker" and "marathon". During this event, teams from various divisions MegaFon are working on the implementation complex projects in the field of IT.
The Green Hackathon 2016 teams were tasked with creating tools within 24 hours that could increase work efficiency. And this goal has been achieved! The teams developed portal solutions, which, after being finalized as part of working groups, allowed freeing up expertise and speeding up response time to emergency situations.
In addition, the Green Hackathon created a unique tool for motivating employees, which has no analogues in the company yet: the gamification portal. Creating such a resource is not at all easy. This requires not only knowledge in the field of IT, but also an understanding of the principles of game design, experience in training and programming, and the ability to manage business processes. This task was successfully solved by identifying the winning team of the Hackathon.
That is, do your employees have the feeling that they can move the company forward, and with it the industry and the country?
Certainly. I think that any product that we launch moves the country forward in one way or another. Any things related to data transfer, de facto, are already a big move forward.
Do you already know what the future holds for us? What other surprises is the telecom preparing for us?
I can point out a few trends. The first trend is the mobile Internet. For some time, operators will invest in infrastructure in terms of speed development mobile internet. This is where the main investments will go. The second trend is the development of partner products. That is, it will not be clean. mobile communications, to which we are now accustomed: phone, operator, service package and that's it. No. In the future there will be some composite service packages. Some ecosystems that will not only transfer data, but also include services that help you perform ordinary routine operations more efficiently and mobile. The third trend is things related to the Internet of Things (Internet of Things, IoT). Already, there are systems like smart homes or devices that allow you to remotely control things. In the future, they will be connected not only with the needs of ordinary people, but also with the needs of businesses that manage large processes.
In your opinion, IT people are universal and can be integrated with partner projects?
Director of Information Technologies of PJSC "VimpelCom" (brand "Beeline") Vladimir Savkin moved to a similar position in PJSC "MegaFon". In MegaFon, he replaced Igor Kosyrev, who left the company, as CIO.
A source in the telecom market told ComNews about Vladimir Savkin's transfer from VimpelCom to MegaFon. The head of the press service of MegaFon, Yulia Dorokhina, yesterday confirmed the fact of the appointment and told ComNews that Vladimir Savkin was appointed to the position of Chief Information Officer of MegaFon PJSC from August 1, 2016. "One of the main tasks of Vladimir Savkin will be the creation of a strong IT team - customer-oriented, result-oriented, with extensive competencies and able to solve the most complex tasks," Yulia Dorokhina specified.
Vladimir Savkin replaced Igor Kosyrev, who left the company, as Chief Information Officer of MegaFon. Yulia Dorokhina did not disclose the reasons for Igor Kosyrev's departure from MegaFon.
Prior to joining MegaFon, Vladimir Savkin was the Chief Information Officer of VimpelCom. "Alexander Kazakov, head of the company's digital transformation projects, has been appointed interim CIO of VimpelCom," Anna Aibasheva, press secretary of VimpelCom, said in an interview with ComNews.
Recall that this year MegaFon has already had a number of personnel changes. The company's CEO has been replaced by Sergey Soldatenkov, who previously served as chairman of the company's board of directors (see ComNews, July 4, 2016). Since the beginning of his reign, there have been changes in the top management of MegaFon. In particular, Irina Likhova returned to MegaFon and took a new position in the company - director of corporate development and Human Resources (see ComNews May 27, 2016). Also, the former First Deputy General Director of USM Advisors, which is part of the USM holding, Alisher Usmanov, and a member of the board of directors of Metalloinvest, Natalya Chumachenko, became the managing director for strategic and organizational development PJSC MegaFon. This new position in the company (see ComNews June 23, 2016).
ComNews dossier
Vladimir Savkin graduated from the Faculty of Physics of the Lomonosov Moscow State University. M.V. Lomonosov, has a PhD in Physics and Mathematics. He began his career at one of the universities in the Netherlands, where he was engaged in scientific research. Then he worked in various system integrators. In 2009, he was appointed head of the business analysis department of VimpelCom's HR modules. In 2012, he became the head of the ERP (Enterprise Resources Planning) department. Since October 2013, he has served as Chief Information Officer. In 2014, he was appointed CIO of VimpelCom. At the beginning of August, 2016 it is appointed the director of information technologies of MegaFon.
Telecom is one of the few high-tech industries where the leading players are also major ICT developers. Why operators develop their own developments and refuse the services of contractors, says Vladimir Savkin, CIO of MegaFon.
CNews: What does the direction do information technologies in MegaFon? What projects are you currently working on?
Vladimir Savkin: There are now several so-called domains in the area of responsibility of the MegaFon information technology direction: business systems (billing, billing, payments, etc.), analytics and reporting, corporate systems, IT infrastructure, which also includes technical support , part of office systems and IVR development direction. Each domain has its own projects, for example, now the focus is on the consolidation of billing systems, development partner services, based on MegaFon's infrastructure, there are a number of projects aimed at the development of analytics tools, reengineering of corporate systems and their consolidation, with the optimization of the company's internal business processes.
CNews: Does MegaFon develop its own IT solutions? How justified and effective is this solution when you can already find software on the market and adapt it to your needs?
Vladimir Savkin: Available solutions and contractors do not always meet business expectations. Our own team is constantly in the same information field with the business, suggesting the best solutions. Therefore, we develop part of the solutions on our own. For example, in 2014 we completely abandoned outsourcing in the development of IVR.
IVR appeared in our company as a small tree-like menu implemented at the KC station. With the growing demands on it from business and customers, we understood that we needed to go further, the existing solution could not solve the tasks assigned to it, for example, such as segmentation of subscribers, increased automation, integration with related platforms.
Vladimir Savkin: Our own team is constantly in the same information field with the business, suggesting the best solutions. Therefore, we develop part of the solutions on our own.
Thanks to our own development, we were able to segment subscribers, increase automation and integrate adjacent platforms. Some IVR applications, such as our Elena solution, use speech synthesis and recognition technologies. Now IVR "Elena" in Moscow processes about 200,000 calls per day. There are plans to replicate the solution to other branches.
Another example is electronic document management using an electronic digital signature. We implemented it in companies to exchange documents with service providers and goods and materials four years ago. In 2016, MegaFon launched the Picta common service center, a structure into which some of the standard business processes for accounting and reporting have been transferred, financial control and treasuries, and others. By analogy with existing system we made an additional solution tailored to the needs of the new structure. With its help, we digitized the company's internal documents and switched to an absolutely paperless workflow. Our system based on Opentext xECM allowed us to reduce the processing time of documents, store information centrally and increase the transparency of business processes. We plan to expand the list of documents (now there are more than 300) and apply electronic signature wherever the law allows it.
CNews: But you still close some of the questions with external DBMS. So, for example, information recently appeared that you are using Tarantool. What is the Mail.Ru solution for?
Vladimir Savkin: We launched a system that uses the Tarantool database management system to provide high performance streaming information processing when collecting statistical data from base stations. The performance of Tarantool allows you to increase the speed of processing the incoming information flow, and also makes it possible to build decision-making systems in real time. How will we use these opportunities? Now the system allows us to optimally plan future capital expenditures, and in the future it will be possible to develop this solution in tasks related, for example, to network quality analysis, monitoring, etc.
CNews: Last year, MegaFon announced that it was implementing SAP S4 HANA. Are there any results already?
Vladimir Savkin: The first stage of a large program for business process reengineering and digital transformation was a project in which we carried out complex automation key business processes of the MegaFon Retail subsidiary. With the help of the project, we successfully solved two business problems: we unified the general retail processes in accordance with the processes of the parent company, and automated retail processes, most attention focusing on assortment management and inventory management.
In 2016, we started implementing S/4 HANA as part of MegaFon's large digital business transformation program. The project is large-scale, it will change the work of 9,000 employees of MegaFon and its subsidiaries. During the project, we significantly simplify the current business processes of finance, infrastructure, procurement, logistics and increase their efficiency. Special attention we devote to the end-to-end process of investment management, which will allow us to make investment decisions faster and better, put objects into operation, and optimize document flow. The scope of the project also includes automation of technological maintenance and repair of equipment, which will reduce the need for stocks of emergency repairs, redistribute costs from the emergency fund to scheduled maintenance, and therefore reduce the cost of operating the network as a whole at the same or even more high level SLA. Now the stage of testing the solution is underway, in 2018 we are launching the system into productive operation.
CNews: What innovative products have been recently launched by MegaFon?
Vladimir Savkin: In the spring of this year, MegaFon launched the Turn On! tariff line, formed using big data analytics. To create it, we conducted a study of digital subscribers, identified their needs and volumes of consumed services. IT, together with our colleagues responsible for the development of the network, did a great job of separating and detecting traffic; we also reviewed partnership agreements with various providers such as Vkontakte, Viber, etc. Based on the results, six tariff plans, which include exactly the scope of services that customers need.
This is an example of an agile product with a different logic for creating, collecting and testing pricing plans. Working on the line gave us the opportunity to optimize and revise the approach to the implementation of business products and make a quality product for the client in the optimal time frame.
Having settled in the regions, MegaFon set out to conquer the capital and a number of other large cities. The evolution of the company is largely reflected in the development of its IT service.
The history of the development of MegaFon, one of the leading Russian telecom operators, differs significantly from the history of the formation of the business of its closest competitors - MTS and VimpelCom, which first settled in the center, then began to develop the regions. MegaFon developed in the opposite way: having settled in the regions, it went to conquer the capital and a number of other large cities. The evolution of the company is largely reflected in the development of its IT service.
Within the framework of the company, a number of already established regional telecom operators were merged. So, in the North-West region the number of employees has reached a thousand, in the North Caucasus region - almost six hundred, etc. "The head office in Moscow was one of the last to be created," adds Igor Lanin, IT director of OJSC MegaFon.
United Infrastructure
One of the first major tasks of the company united a year and a half ago was the creation of a system financial management OAO MegaFon. Not so long ago, a project was launched to implement the SAP R / 3 system throughout the company.
It is planned to integrate the billing systems used by MegaFon and unify the services provided to subscribers. This task is greatly facilitated by the fact that in all subsidiaries and branches as a billing system, the development of the company "Peter-Service" is used (as it happened historically). It is necessary to solve the issues of combining these systems so that subscribers can receive information service at any point of the licensed territory of MegaFon OJSC.
It should be noted that MegaFon has developed a decentralized billing system: several of its nodes are located in major regional centers. Lanin considers this approach to be more preferable than the organization of rigidly centralized billing. Centralization is justified in terms of reducing the cost of purchasing and subsequent operation of the system, but does not ensure the continuity of support for the company's business as a whole: the failure of one of the nodes leads to complete paralysis of key business operations throughout the company. MegaFon considers such a scheme unacceptable, since "equipment sometimes fails."
Creation of a unified corporate information environment based on the system electronic document management- Another direction of work in the field of IT. As conceived by the company's management, this environment should ensure the exchange of documents between subsidiaries and branches of MegaFon. “Regional subsidiaries are actively involved in shaping the mobile operator's policy, for example, in preparing a single contract for servicing subscribers. For their effective interaction, it is necessary to support internal correspondence - in fact, clerical workflow. E-mail alone is no longer enough to effectively exchange documents,” comments Lanin. Currently, a pilot project is being implemented, in which Hummingbird solutions are used as a technological basis. In the future, it is planned to integrate them with the billing system and with SAP R / 3 (through this system, the entire financial document flow will be implemented).
Contract management is part of the functions of the billing system. Documents related to customer service (applications, complaints, claims) will be partly transferred to the level of the billing system, partly - to the level of the general document management system implemented through Hummingbird products.
In the near future, it is also planned to introduce a customer relationship management system based on the Clarify CRM product developed by Amdox.
IT specialists of the company take part in the preparation of new services when they are brought to the market. These processes often entail changes in the IT infrastructure, which primarily affect the components of billing and personalization of subscriber data. Changes usually occur at the level of links between applications and depend on the specific features of the new service.
IT management
MegaFon's IT service is relatively small: about a dozen employees work in the company's central office, on average, from 30 to 40 specialists work in the subsidiaries (no more than fifty at one site). " cellular is a successful industry and we are able to pay our IT people well to keep them in regional offices company,” Lanin shares his secrets.
He considers it reasonable to combine centralized functional and decentralized administration IT: “There are a lot of tasks, and not all of them can be solved from the center. We strive for a combination of a centralized and decentralized model, in which the IT service of the head office forms standards and common approaches to solving problems and selects the main directions of development.” For example, issues related to the choice of financial management system, billing and CRM systems are resolved centrally. The solution of tactical tasks related, for example, to customer service, was transferred to the regions.
The issues of choosing specific technologies used to support the main business functions of the company and prioritizing IT projects of the scale of the holding Lanin prefers to resolve by conferring with representatives of regional companies: “We have monthly meetings of IT directors of regional companies, which discuss the main issues of IT development company infrastructure.
Since there are not so many IT specialists concentrated in the head office, the company practices the following approach: they appoint regional CIOs as coordinators of certain areas of development. For example, the North-Western branch of the company deals with roaming support. All specific technical proposals in this area are developed there, while the center reserves the regulatory and guiding functions. Similarly, Mobicom-Kavkaz is studying the experience of using mobile banking systems throughout MegaFon and preparing technical recommendations for implementing this function.
Sometimes representatives of all regional companies are involved in the selection of a solution. So it was, for example, when the question arose about choosing a CRM system. After several months of studying the systems available on the market, a specially formed for this purpose working group settled on the Amdox product.
“I could suggest an authoritarian principle for solving the problem of choosing key IT systems, but it would hardly ensure the choice of products and technologies that are most suitable companies generally. If the decision does not suit the performers, they will find a lot of reasons not to implement it. If the performers participated in the process of preparing and making a decision, then they will find opportunities to implement it, - explains Lanin. “The parent company of the holding, which makes important decisions in the field of IT in an authoritarian manner, risks being in the position of the Soviet State Planning Committee, which often forgot to include certain goods in planning.”
Internal standardization
Currently, work is underway to develop MegaFon's internal IT standards relating to the main nodes of the IT infrastructure. So, HP OpenView was chosen as the control system.
"IT standardization helps to reduce costs and more rationally allocate the IT budget: there are opportunities for discounts on the purchase of systems, operating costs are reduced," says Lanin. “In particular, the problem of the interchangeability of IT employees and the rapid training of specialists with the necessary skills and knowledge is being solved.”
In total, the company uses about a dozen applications. "Very important task IT strategic leadership - not to produce? a zoo? in IT infrastructure. Otherwise, a lot of risks and integration tasks arise. If we do not create these tasks, then we will not have to solve them,” Lanin is convinced.
It is noteworthy that standardization also concerns building relationships with technology and IT service providers. MegaFon seeks to deal with trusted equipment manufacturers and system integrators.
Collaboration with suppliers throughout the company allows you to get solid discounts, however, according to Lanin, this is not the main thing: “The experience of these companies working with MegaFon, knowledge of our tasks and needs is much more valuable to us. Long-term cooperation allows minimizing risks and ensuring the implementation of IT projects with guaranteed high quality. Ultimately, all this allows the company to timely and quickly bring new services to the market and carry out successful regional development.”
Hewlett-Packard equipment was chosen as the corporate standard for the hardware platform of data processing centers; MegaFon also uses software Microsoft for Intel-platforms, the billing system of the company "Peter-Service" and the system of financial accounting from SAP. Opportunities for cooperation with Amdox and Hummingbird are being explored. The Open Technologies company carries out work on equipping MegaFon's computer centers: a hardware platform for the SAP R / 3 system is installed in the central office, hardware platforms for billing systems.
Business investment
“The question of the company's development is connected with the analysis of markets, and with the forecasts prepared by the commercial service, and with the development plans of other divisions. One of the functions of the IT service is to ensure prompt response to market changes, - Lanin is convinced. “The IT infrastructure must be able to flexibly adapt to the rapidly changing requirements of subscribers.”
So, following the needs of customers, MegaFon developed a replicated IT solution for accepting payments. It can be quickly deployed to outlets dealers, banks and other sites frequently visited by subscribers.
“The company that survives in the market is the one that identifies threats earlier than others, sees new business opportunities and quickly adapts to new conditions,” notes Lanin. - Very important role In ensuring adaptability plays a clear interaction of the technical, commercial and IT departments of the company, the final result of their efforts depends on this.
MegaFon's IT service pays a lot of attention to great attention economic and business aspects of using technology. The work is carried out in two main directions: reducing the total cost of services provided to subscribers (IT costs are an integral part of their cost), as well as creating and IT support of new services.
According to Lanin, to assess how the introduction of new technologies will affect the cost of services technological solutions, which support non-core business operations, is relatively uncomplicated. To do this, you need to correctly draw up a feasibility study, including an analysis of benefits and costs. For example, the usefulness of introducing an electronic document management system can be proved by evaluating the savings from reducing the cost of paper, office equipment, Consumables To her, service staff and so on.
When we are talking about providing new services and supporting the core business, preparing a feasibility study can be much more difficult, but nevertheless, it is also quite possible. For example, if the issue of introducing a customer self-service system (using a voice menu, Web and WAP interfaces) is being discussed, then a weighty argument in its favor is a reduction in personnel costs, telephone and telecommunications infrastructure in the call center at the same time as an increase in throughput this center and improving the quality of service. Similarly, one can evaluate economic efficiency SIM-menu support, allowing you to provide new commercial services subscribers.
Estimating the cost, analyzing the commercial viability of new services and bringing them to market commercial management companies.
“I didn't see much objection from shareholders when I approved the IT budget for this year. The most important thing is to convincingly and intelligibly tell why it is necessary to allocate funds for a particular project, ”the IT manager of MegaFon shares his experience.
Igor Lanin
Age: 45 years
Education: Leningradsky Technical University, specialty - "electronic computing machines". Currently studying at the evening department of the Higher School of Economics of the Academy of National Economy of the Russian Federation
Service record of recent years
2002 - present
JSC "MegaFon", CIO
2001 - 2002
CJSC "Sonic Duo", CIO
2000 - 2001
Svyazinvest OJSC, Advisor to the General Director for IT
1991 - 1999
CJSC "Delta Telecom", IT director, deputy. CEO
JSC "MegaFon" is the first all-Russian operator of mobile communication of the GSM 900/1800 standard. The company was founded in May 2002 as a result of renaming and changing the legal form of CJSC North-West GSM and merging with CJSC Sonic Duo (Moscow), CJSC Mobicom-Kavkaz, CJSC Mobicom-Center, CJSC Mobicom-Novosibirsk, CJSC Mobicom-Khabarovsk, CJSC Mobicom-Kirov, OJSC MSS-Povolzhye, CJSC Volzhsky GSM and CJSC Ural GS M. The licensed territory of OJSC MegaFon covers 100% of the territory of Russia - all 89 constituent entities of the Russian Federation, where 145 million people live. The number of subscribers exceeds 5.8 million people.
In 2002, the company's income amounted to 409 million dollars, profit - 141 million dollars. The company employs about 5 thousand employees.
The main shareholders of the company are Telecominvest OJSC (31.3%), CT-Mobile LLC (25.1%), Sonera (Finland, 26.0%), Telia (Sweden, 8.1%).
Business must go on
Traditionally, MegaFon's IT department pays close attention to proactive IT management. “Proactive management involves supporting and reviewing existing processes and taking action to address the risks associated with identified issues. If an IT problem goes to the subscriber level, this indicates a deplorable state of affairs in the IT department and poor management of it,” Lanin believes.
MegaFon's IT service specialists regularly calculate the "strength limits" of various IT components and nodes of the IT system, relating both to the technological limitations of the IT infrastructure and to the time of moral and physical wear and tear and amortization of IT. The key direction of these works is to ensure the stability of the information system in the event of a serious failure or disaster, as well as the development of the IT infrastructure.
Ernst & Young conducts audits including information systems paying close attention to ensuring the continuity of their work.
