Sergey Kogogin, eight more members of the board of directors of the company, representing Russian shareholders, changed their place of registration
Several members of the board of directors of KAMAZ, representing Russian shareholders, and the board of the company have changed their place of registration. Top managers of Rostec moved out of their Moscow addresses. The general director of the enterprise Sergey Kogogin and his two deputies changed their Chelny residences. Why such changes were needed - the company does not disclose.
Did the Kogogin couple “move” to Moscow?
Since December 31 last year, the official place of residence has changed heads of PAO"KAMAZ" by Sergey Kogogin, the company says in a statement about the disclosure of information about the company's affiliates. As a resident of Naberezhnye Chelny, Sergey Kogogin has been registered since his appointment to the post of General Director of KAMAZ in 2002, and at the same time he was awarded the title of Honorary Citizen of the City of Naberezhnye Chelny. He continued to be a resident of Chelny for 15 years.
The new place of residence of Sergei Kogogin is not indicated in the message (data are disclosed only with personal consent). However, his wife Alfiya Kogogina, who became a deputy of the State Duma of the Russian Federation, is now registered as a resident of Moscow. It is possible that the new registration of the general director of the automobile plant is issued at a Moscow address.
Alfiya Kogogina, who became a deputy of the State Duma of the Russian Federation, is now registered as a resident of Moscow. Photo by Sergey Afanasiev
Most likely, the change of residence of Sergey Kogogin is a necessary formality and is connected with the mysterious corporate procedures of KAMAZ PJSC. At the same time with Sergey Kogogin, two more members of the KAMAZ board were registered at new addresses: these are the deputy general director of KAMAZ, Irek Gumerov, and the deputy chairman of the board, Akhat Urmanov (Kogogin's right and left "hands").
Moreover, almost the entire composition of the board of directors of KAMAZ since December 31 last year has re-registered its place of registration. Among them are the Chairman of the Board of Directors and CEO of Rostec State Corporation Sergey Chemezov and top managers of Rostec Igor Zavyalov, Sergey Skvortsov, as well as Ruben Vardanyan and an independent director of KAMAZMikhail Broitman - only nine out of 11 members of the Board of Directors of KAMAZ. According to a posting on the disclosure website, they used to be registered in Moscow, but now they had to change their Moscow registration to a new address. Which one is not specified.
Only representatives of the German automobile concern Daimler did not change their place of residence: these are Schmid Wolfram and Gerald Jank.
It was not possible to get comments from the press service of KAMAZ. All working telephones of the enterprise do not answer, because until January 23 KAMAZ is on corporate leave. The press service of Rostec did not respond to a request by the time of publication. Deputy General Director of PJSC KAMAZ, corporate director Zhanna Khaliullina refused to verbally explain the reason for such changes, and the written request was not answered either.
At the same time as Sergei Kogogin, Irek Gumerov also registered at a new address. Photo autocentre.ua
Features of VIP-registration
“For example, when Gazprom re-registered in St. Petersburg, which was associated with additional tax payments to the city's treasury, all the top managers of the gas monopoly still remained registered in Moscow, because they live there. But here the change in the place of residence is in no way connected with the personal circumstances of the management of the automobile plant, - says Yury Vorobyov, head of the tax practice department at Pepeliaev and Partners (provides legal advice to PJSC KAMAZ). - Local city budget from re-registration highly paid top managers KAMAZ should not suffer, because Personal income tax is primarily credited to the regional budget, and only a small part goes to the local treasury,” he adds. Today, the fortune of Sergei Kogogin, according to Forbes, is estimated at 86.37 million rubles ($2.42 million). “Here, some other goals are being pursued, not so obvious,” he said.
Many Russian billionaires willingly change Moscow for their hometown. For example, since last year, the chairman of the board of directors of the Russian Copper Company (RMC), Igor Altushkin, has been living in Yekaterinburg, and not in Moscow, and the Middle Urals has replenished with another large taxpayer. Igor Altushkin's fortune is estimated at $1.6 billion.
Louise Ignatieva
IF YOU ARE POOR, IT IS YOURSELF
According to the report, according to the results of work in January-September 2012, KAMAZ OJSC allocated 122.6 million rubles for payments to members of the Board of Directors and the Management Board. For 9 months of 2011 payments amounted to 46.62 million rubles. Thus, in comparison with the previous year, payments increased by 2.6 times.
11 members of the board of directors received payments of more than 18 million rubles, which is an average of 180 thousand rubles per month. Pretty modest numbers. Another thing, board members. So, for 9 months of 2012, 7 members of the board, headed by the general director of the Kama auto giant Sergei Kogogin received 104.6 million rubles, which is 1.66 million rubles a month for each (as the head of the press service of the Cabinet of Andrey Kuzmin, Prime Minister Ildar Khalikov, who is a member of the board of directors, did not receive remuneration, since he works in the Board of Directors as a representative of the state).
Meanwhile, the average salary for KAMAZ, to put it mildly, is more modest. From the same report for January-September it follows that it is equal to an average of 23 thousand rubles per month. The so-called decile coefficient (the income gap between board members and KAMAZ workers) is 72 times! Here you can quote the words of the authoritative head of the Institute of Economics of the Russian Academy of Sciences Ruslan Grinberg, he said in 2007: “As soon as the decile coefficient reaches 10, the conditions for social unrest appear in the country. This rule does not apply except in America, where the coefficient is kept at the level of 10 - 12. But there it is considered normal, since the philosophy of the Americans is different from ours. There it is considered: if you are poor, then you yourself are to blame.
KAMAZ -NOT "CHRYSLER"
The KAMAZ department did not comment on the information. Oleg Afanasiev - In response to a request from the BUSINESS Online newspaper to clarify the motives that guide the company when assigning remuneration, the director of the public relations department of KAMAZ OJSC, in response to a request from the BUSINESS Online newspaper, noted that this is the decision of the board of directors, and he does not comment on it.
Of course, top management can claim that just in these 9 months of this year, the plant received 3.3 billion rubles net profit under RAS compared to a loss a year earlier, and since top management payouts are pegged to net income, an increase in remuneration is needed. But if we take the same comparable period last year, then with a loss of 2.7 billion rubles for 9 months, board members received on average at least 556 thousand rubles a month. The entire plant then received the same 23,000 rubles on average. So it is clear that the salary of all the staff does not depend much on the results of the enterprise, and the members of the board have their own minimum minimorum.
You can, of course, recall the textbook example of the general manager of an automotive American company Chrysler Lee Iaccochi when, in 1979, the company he headed had to resort to state guarantees from the US government to save him from bankruptcy. The congressmen were persuaded, and Chrysler received $1.5 billion in state guarantees that had to be repaid before 1990 (in fact). One of Iacocca's spectacular moves was that he set himself a salary of $1 a year. By this, he wanted to convince everyone that in order to save the corporation, certain sacrifices would have to be made ... Such dedication led Chrysler to pay off government-guaranteed loans already in 1983, 7 years earlier.
As for KAMAZ, apart from the state order for car kits, it has state subsidies for interest rates on loans. In the first half of 2012 alone, they amounted to 192 million rubles. And there is state guarantees on loans for 4.9 billion rubles. Among the creditors of KAMAZ are banks with state participation, and orders for repair work from companies controlled by the government of the Russian Federation and the Republic of Tatarstan, according to the first half of 2012, amount to 11.2 billion rubles.
P.S. Already after the publication of the publication, the editors of BUSINESS Online received, on condition of anonymity, a commentary on the remuneration of members of the governing bodies of KAMAZ from a source close to the top management of the company. According to the source, in the pre-crisis period, bonuses were awarded to the board of directors and members of the board. But in connection with the onset of the crisis, the board of directors and members of the board decided not to pay these bonuses and abandoned them for the period of the crisis. This year and following the results of the last year, KAMAZ shows good financial results. Therefore, it was decided to unfreeze those payments that were due even before the crisis. This is where the huge rewards come from. There were no payments beyond this and are not expected, the source of BUSINESS Online claims. According to him, bonuses for the current year will be paid at the pre-crisis level, which ones are still unknown.
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Reference List of members of the Board of Directors of KAMAZ OJSC elected at the annual general meeting shareholders on June 29, 2012. Broitman Mikhail Yakovlevich - General Director of CJSC "SIB Financial Consultant". List of collegiate members executive body KAMAZ OJSC - Management Board of KAMAZ OJSC Gumerov Irek Florovich - Deputy General Director of KAMAZ OJSC - Development Director. |
What remuneration should members of the Board of Directors and the Management Board of KAMAZ receive? (12.11.12 -)
5% That's right, KAMAZ is increasing production, management also needs to increase payments
81% The remuneration must be adequate and not exceed the salary of the staff tenfold
5% If top management is not paid very well, then effective personnel will leave and steal
9% The management needs not to set large payments, but to make an option program
Your vote has been countedOrganizational structure of OJSC "KAMAZ"
OJSC "KAMAZ" uses a linear-functional type organizational structure.
Advantages of this type of organizational structure:
- · Stimulates business and professional specialization;
- Reduces duplication of effort and consumption material resources in functional areas;
- Improves coordination in functional areas
Flaws:
- · The chain of commands from the leader to the direct executor becomes too long;
- Slow reaction to external changes;
- · Problems with the distribution of responsibility for troubleshooting.
Directly at the automobile plant, the principle of the "Through Brigade" is used in production.
This principle has a number of advantages:
- One manager is responsible for the result of work;
- Problems are identified and eliminated;
- · Wage personnel is tied to the results of the work flow as a whole.
External and internal environment JSC "KAMAZ"
Analysis of macro-environment factors:
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Group of factors |
The nature of the impact on the organization "+", "-" |
Organization actions |
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Economic |
"-" Decrease in sales of trucks. "-" Overstocking of warehouses. |
Suspension of production for a few days. |
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1. Falling demand. |
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2. State protective measures aimed at maintaining domestic manufacturers automotive equipment. |
"+" Increase in production volume, increase in the share of Kamaz trucks in total sales. |
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"-" Strengthening of competitors. |
Consolidation of leading positions in Russian market. |
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Political |
1. Russia's accession to the WTO (Reduction of rates customs duties for imported equipment). |
"-" Growth of competition. |
The introduction of a new tax on imported foreign cars by the state, respectively, an increase in prices and an increase in the quality of assembly by OJSC KAMAZ. |
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"-" Decreased share domestic technology on the Russian market, Threat to stop the development of the truck industry. |
Entering a recycling program for old trucks. |
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"-" Falling demand. |
Reducing the working week to 4 days. |
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Technological |
1. Emergence of new technologies. |
"+" Expansion of development prospects. |
Use of new technologies to improve product quality and meet European standards. |
- 1. Falling demand;
- 2. State protective measures aimed at supporting domestic manufacturers of vehicles;
- 3. Accession of Russia to the WTO;
- 4. Emergence of new technologies.
Due to the unstable situation in the heavy truck market and in order to prevent overstocking of warehouses finished products, KAMAZ suspends the production of trucks. Thus, November 26 and 27, 2014 were announced at KAMAZ as idle days with payment in the amount of two thirds of the average wage.
These measures will save over 57 million rubles, ensure the fulfillment of social obligations to the workforce and will contribute to the preservation financial stability companies in a declining market.
At the same time, idle days will be used to modernize production and install new equipment as part of the Reengineering program. Work will also be carried out to develop new model range.
After joining the WTO Russian manufacturer trucks have to compete with new imports, and especially with used trucks. This causes an increase in competition, a decrease in the activity of demand and, as a result, a slowdown in the dynamics of sales in the domestic market, on which KAMAZ OJSC makes the main bet. For these reasons, the company has to reduce its working week up to 4 days to avoid overstocking of warehouses.
In order to protect its auto industry from the inevitable reduction in duties on imported cars, Russia is passing a law on imposing a new fee on imported foreign cars, this will allow domestic automakers to raise prices for their products.
The introduction of the recycling fee should be a positive step for KAMAZ, as KAMAZ is exempt from the recycling fee, unlike imported competitors. Thus, accession to the WTO will reduce the customs value of imported cars, and the recycling fee will cover this reduction. But the situation only applies to some flatbed trucks, dump trucks and chassis.
In order to increase the share of KAMAZ trucks in the Russian market, it was decided to include them in the state program for the recycling of old vehicles. As part of this program, KAMAZ offers to hand over an old truck and receive a new or overhauled one in exchange for just paying the difference in cost.
OJSC "KAMAZ" continues active implementation of new technologies in production processes, which can significantly improve the quality of manufactured units, assemblies and components.
For example, OJSC "KAMAZ" is constantly working to improve quality with the help of new technologies. With the introduction of new fluxes that reduce pore formation in castings, it was possible to reduce the level of internal and external rejects on the cylinder head casting.
Analysis of microenvironment factors:
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Group of factors |
The nature of the impact on the organization "+", "-" |
Organization actions |
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Buyers |
Customer dissatisfaction with the moral obsolescence of the lineup. |
"-" Decrease in demand. |
Expansion of the model range of the company. |
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Dissatisfaction with rising product prices. |
Establishment of OAO Leasing Company KAMAZ. |
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Suppliers |
Unreliable providers. |
"-" Interruptions in supply. "-" Supply of defective materials. |
Implementation of a supplier evaluation system. |
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Productive and reliable suppliers. |
"+" Product and process improvement through introduction of new technologies and use of innovative ideas. |
Making the most of this opportunity. |
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Supplier incompetence. |
"-" Interruptions in supply. "-" Poor product quality. |
Supplier personnel training. |
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Competitors |
Increasing competition in the Russian market trucks. |
"+" JSC "KAMAZ" is the leader in the country and occupies a significant market share. |
Holding positions of the enterprise; due to lower prices and more favorable terms of service. |
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Reducing the price advantage of foreign automakers due to the growth of customs duties. |
"+" Increase in demand and sales. |
Increasing the price of trucks and increasing build quality. |
As the main factors influencing the activities of the company, we can distinguish:
- 1. moral obsolescence of the model range;
- 2. growth in the cost of production;
- 3. qualification of suppliers;
- 4. increased competition.
For a long time, the KAMAZ automobile plant produced only those models of trucks that have passed the test of time and have proven themselves to be reliable. But the moment came when the demand for products began to fall, this was due to the fact that against the backdrop of high-tech and not expensive foreign cars, the KAMAZ lineup looked outdated. The situation could be saved only by the increase and variety of truck models produced, which the KAMAZ automobile plant began to implement.
Today OJSC "KAMAZ" produces a wide range of trucks: trucks (over 40 models, over 1500 configurations, vehicles with right-hand drive), trailers, buses, tractors, engines, power units and various tools. In recent years, the range of manufactured products has expanded due to new models and families of vehicles - from city delivery trucks to vehicles with increased payload for operation as part of road trains with a gross weight of up to 120 tons.
Also improved specifications And consumer properties cars - both through the use of automotive components from leading manufacturers, and the introduction of our own original developments. All this made it possible not only to return former customers, but also to attract a large number of new ones.
The use of new technologies in production, the improvement of model designs, and an increase in comfort are impossible without an increase in the cost of production. The increase in prices for KAMAZ products provoked some dissatisfaction among buyers and, accordingly, a decrease in demand. In order to satisfy the need of buyers for trucks produced by KAMAZ OJSC, one of the most effective tools business - leasing.
OJSC " Leasing company KAMAZ is a 100% subsidiary of OJSC KAMAZ, specializing in leasing sales of KAMAZ vehicles and special equipment based on KAMAZ chassis.
KAMAZ Leasing Company OJSC is constantly introducing new client financing schemes designed for a wide variety of clients - from private entrepreneurs to large corporations, offering the safest, most convenient and profitable ways to solve their transportation problems.
In order to cooperate only with verified and responsible suppliers, KAMAZ OJSC conducts a quarterly evaluation of suppliers. After the evaluation, a list of suppliers whose products do not meet the requirements of KAMAZ OJSC is compiled. Then a procedure is carried out to take action against suppliers classified as "unreliable". If, after the measures taken, the supplier again does not live up to expectations, the search and consideration of the cooperation of alternative suppliers is carried out.
The quality of products largely depends on the competence and level of training of personnel. In order to develop the Suppliers of KAMAZ OJSC, the Corporate University of KAMAZ OJSC, together with the Regional Institute of Advanced Technologies and Business, conducts training of suppliers' personnel.
The main competitors of KamAZ trucks in the Russian heavy-duty transport market are, firstly, manufacturers of neighboring countries MAZ, Ural, KrAZ, secondly, unscrupulous Chinese suppliers, and thirdly, world-leading firms, for example, Volvo, Scania, IVECO, DaimlerChrysler, fourthly, used cars produced by world leaders.
On the Russian market, KAMAZ trucks remain out of reach due to the combination of price and quality. Their advantage is ease of repair and operation.
And yet, KamAZ vehicles are often compared with suppliers operating in China, who offer their cars even cheaper. However, Chinese special equipment is known for its very short service life, not to mention the fact that the quality of its performance leaves only hope for the best. It should also be noted that, unlike its competitors, KAMAZ operates in almost any weather conditions, while maintaining any difficulties of external road conditions. At the same time salons after-sales service of this vehicle are in all major cities our country and abroad, as well, and it will not be difficult to find components for it.
A similar aspect is also significant, that OJSC "KAMAZ" sells a serious range of various transport equipment in the market sector. Customers have the opportunity to choose, according to their needs, both a milk carrier and a military and all-terrain vehicle, while depending on the whim of the client, he can choose a truck with a carrying capacity of 10 to 25.5 tons.
Analysis of the internal environment of the enterprise:
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Aspect of environment |
Strengths |
Weak sides |
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Marketing |
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Management |
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1. Poor development of the long-term planning system. |
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Staff |
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Organizational culture |
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Kogogin Sergey Anatolievich
In 1977 he graduated from the Kazan Aviation College, worked as a milling machine operator at the Kazan Engine Building Plant. After graduating from the Faculty of Physics of Kazan State University in 1982, where he received a degree in radiophysics, S.A. Kogogin until 1985 worked as an adjusting engineer at the ERA enterprise. In 1985–1994 worked at the Zelenodolsk Machine-Building Plant, where he successively held the positions of senior engineer, head of the bureau, deputy. chief mechanic, chairman of the trade union committee. In 1990 he became the director of this plant. In 1994–1999 worked as the head of the administration of the Zelenodolsk region, and in 1999–2002. - served as Deputy Prime Minister, Minister of Economy and Industry of the Republic of Tatarstan. On June 30, 1999, S. A. Kogogin was elected a member of the Board of Directors of PJSC KAMAZ, and in April 2002 he was appointed General Director of PJSC KAMAZ.
In 2004–2009 S.A. Kogogin was a deputy of the State Council of the Republic of Tatarstan. From January 2006 to the present he is the head of non-commercial partnership"Association of Automobile Manufacturers of Russia" (OAR) as chairman of its board. He has repeatedly been the winner of the Republican public competition "Head of the Year". He was awarded the gold medal "Rose of the World", the Order of St. Daniel II degree, the medal "In memory of the 1000th anniversary of Kazan", the badge "Honorary Machine Builder of the Ministry of Industry and Energy of the Russian Federation", Honorary diploma Military Commissar of the Republic of Tatarstan, has the title of "Honored Machine Builder of the Republic of Tatarstan". In August 2007, Sergei Kogogin was awarded the Order of Friendship by the Decree of the President of the Russian Federation.
Urmanov Akhat Faritovich
A.F. Urmanov graduated from Kazan State University in 1995 and Kazan Financial and Economic Institute in 1999. He is a candidate of economic sciences.
A.F. Urmanov has been working in the group of organizations of KAMAZ PJSC since 2002. He held the positions of Advisor to the General Director of OJSC KAMAZ, Director of the Department of Finance of the Block, Deputy General Director for Sales and Service, General Director of OJSC KAMAZ-CAPITAL, Deputy General Director of OJSC KAMAZ for Sales and Service.
Currently holds the position of Vice President PJSC Board"KAMAZ".
Gerasimov Yuri Ivanovich
Yu.I. Gerasimov graduated from the Kama Polytechnic Institute in 1989.
Yu.I. Gerasimov has been working in the group of organizations of KAMAZ PJSC since 1981. Held the positions of head of production at OJSC KAMAZ-Diesel, deputy general director - chief engineer at OJSC Kama Press and Frame Plant, technical director- Chief Engineer of OJSC Kama Press and Frame Plant, Deputy General Director for Development of OJSC KAMAZ-Diesel, Consultant to the General Director of OJSC KAMAZ, General Director of OJSC KAMAZ-Diesel, Director of the Engine Plant.
Currently, he holds the position of First Deputy General Director of PJSC KAMAZ - Executive Director.
Gumerov Irek Florovich
I.F. Gumerov graduated from the Plant-VTUZ at JSC "ZIL" in 1982, postgraduate studies at the Plant-VTUZ at the Moscow Automobile Plant. Likhachev in 1986, Moscow Higher Technical School. Bauman in 1987, was trained at LVA in 2000. He is a candidate of technical sciences.
I.F. Gumerov has been working in the group of organizations of KAMAZ PJSC since 1986. He held the positions of Chairman of the Anti-Crisis Committee of OJSC KAMAZ, Vice-President of OJSC KAMAZ for components.
Currently holds the position of Deputy General Director of KAMAZ PJSC - Development Director.
Shamsutdinov Rustam Danisovich
R.D. Shamsutdinov graduated from the Kazan Aviation Institute. A.N. Tupolev in 1992.
R.D. Shamsutdinov has been working in the group of organizations of KAMAZ PJSC since 2004. He held the positions of head of the TEP service, deputy general director of KAMAZ Intermodal Transportation LLC, general director of STFC KAMAZ LLC, director for sales of spare parts of the unit, deputy general director of KAMAZ OJSC for sales and service.
Currently, he holds the position of Deputy General Director of PJSC KAMAZ for Procurement.
Maksimov Andrey Alexandrovich
A.A. Maksimov graduated from the Kazan Financial and Economic Institute in 1988.
A.A. Maksimov has been working in the group of organizations of KAMAZ PJSC since 1988. Held the positions of the head of the accounting methodology and mechanization department of the accounting department of the Foundry, the deputy chief accountant of the accounting, reporting and control department of KAMAZ OJSC, the deputy head of the department - director of the center for economics and labor, the head of the department - deputy director of the department for economics and finance of OJSC " KAMAZ”, Director of the Department of Economics of KAMAZ OJSC, Chief Accountant of KAMAZ OJSC.
Currently, he holds the position of Deputy General Director of PJSC KAMAZ - Financial Director.
Afanasiev Sergey Alexandrovich
S.A. Afanasiev graduated from the Kazan State Technical University in 1997.
S.A. Afanasiev has been working in the group of organizations of KAMAZ PJSC since 2003. Held the positions of Deputy Director of the Department - Head of the Department of Debt and working capital Department of Finance of OJSC KAMAZ, Director of the Department of Finance of the Block Deputy General Director for Sales and Service of OJSC KAMAZ, First Deputy General Director - Export Director of CJSC VTK KAMAZ, General Director of CJSC VTK KAMAZ, Sales Director and marketing of LLC "MBTV".
Currently, he holds the position of Deputy General Director of KAMAZ PJSC for sales and service.
Khaliullina Zhanna Evgenievna
J.E. Khaliullina graduated from the Pomor International Pedagogical University. M.V. Lomonosov in 1996 and the All-Russian Correspondence Financial and Economic Institute in 2000.J.E. Khaliullina has been working in the group of organizations of KAMAZ PJSC since 2010. She held the position of Director of the Property Management Department of PJSC KAMAZ.
Currently holds the position of Deputy General Director of PJSC "KAMAZ" - corporate director and position Corporate Secretary PJSC "KAMAZ". J.E. Khaliullina is a member of the City Council of Naberezhnye Chelny.
Irek Florovich! Russia's accession to the WTO was the "prism of the year" through which the prospects of our entire economy began to be viewed. Is this event significant in terms of development for KAMAZ?
The WTO determines the rules of operation in the market more. From the point of view of development, we see only an intensification of competition: it is clear that this is a challenge, and we have been preparing for it. As for international contacts, KAMAZ had already been sufficiently integrated into the global automotive industry both in terms of working with engineering companies and industrial leaders, as evidenced, in particular, by the work of our joint ventures, cooperation with global brands in other components.
The coming year 2013 in Russia is the official year of Euro-4. How do you rate the work done on technological preparation production?
I believe that in this project KAMAZ has once again shown itself to be a strong and cohesive team. Initially, the main models that were planned to be produced were determined - the preparation for production on them was completed. At the automobile plant, 246 Euro-4 class KAMAZ vehicles and chassis were assembled. Based on these results, design decisions were made, design documentation was corrected. Two thousand tasks were issued for the design of equipment alone. All factories worked very efficiently - although, of course, more than others fell to the share of the automobile. Well prepared. But there is a question of the second stage: the use of the Euro-4 car is expanding. For our consumer, this means a change in the optional composition. There are orders for TFK, the model range is expanding, such models are being mastered, this is a continuous process.
What exactly does the transition to Euro-4 mean for KAMAZ: will cars only of this class be produced now?
Yes, for the needs of the domestic market, KAMAZ produces Euro-4 vehicles. But we have export orders for the manufacture of trucks and other environmental classes, according to an agreed program, cars are produced for the Ministry of Defense of the Russian Federation.
How do the new eco-standards correlate with the consumer's order - after all, the times when KAMAZ could enter the market, so to speak, with initiative products, have passed?
Marketers evaluate the consumer properties of our Euro-4 as good enough. But the client is quite sensitive to the fact that the price of these cars is somewhat more expensive. Yes, this is also a challenge for the company: in order to be profitable, it is necessary to implement a number of programs to reduce costs, for effective sales. In a difficult period of entering the market, profitability decreases somewhat, but then, I think, it will all be replenished.
With the advent of KAMAZ-5490, which is now being tested, did we finally manage to solve our “long-term construction” - the problem of a main tractor?
Yes, although KAMAZ is known for its wide range of models, this niche has been empty for a long time. The gap has now been filled in the class of trucks. The new modern mainline tractor can be called the fruit of cooperation and integration with the global automotive industry: it meets the requirements of the market and has improved consumer properties. On the one hand, it uses a traditionally accepted range of modern components, on the other hand, we effectively cooperated with our shareholder, Daimler, when creating this car and when mastering production.
- "Beyond the distance - the distance," wrote Tvardovsky. Translated into the "Kamazov language" this means: for "Euro-4" - "Euro-5". And further ... The course for own developments is not corrected?
The Euro-5 diesel engine is an understandable engineering problem that has already been solved in laboratory conditions. Developments will continue - they are determined by our strategy: engines of small displacement (with a working volume of 6-7 liters) and lower power (up to 300 hp) are produced by Cummins KAMA JV. The motor is more powerful and with more volume we make on our platform. Our Euro-5 generation engine is developing constructively, this block will use a monohead, fuel equipment with higher injection energy, modern turbochargers and a number of other components.
For many years, the stumbling block was the fuel for cars with a higher environmental class. Does the modernized Program for the Development of the Russian Automotive Industry provide for something in this regard?
There are dynamics, and in principle, there are already enough capacities in Russia. Another question is that with existing standards there is still the possibility of using fuel of a lower level. We advocate that there should be no production of low-grade fuel at all - only in this case we will be able to fully implement our programs. Today, one can say about the situation that the glass is more likely to be half full than half empty. On the main routes, where there is Lukoil, TNK, there is already normal fuel, but there are problems in the regions. But even a single use of low-quality fuel can lead to the death of the engine, neutralization systems. Unfortunately, today technical regulation and administration in this area cannot be called very strict: control at filling stations is still a weak link. This is a legislative issue.
- Why not as loudly as we probably could, we declare our gas engine?
Quite a lot of KAMAZ paid attention to this program, we are ready to produce - and we are producing - such equipment. But for widespread use, at least two components are needed: the infrastructure of gas filling stations and targeted support from the state. Although in terms of current costs - in operation and at the price of methane - a gas-powered KAMAZ is profitable for the consumer, at the start such a vehicle is somewhat more expensive: it is an investment product. We will prepare our proposals on this topic.
Irek Florovich, please decipher the figure "5 billion rubles", which KAMAZ allocates for development this year. Where will the investments go: in development, in technology, in the opening of new joint ventures, or in the purchase and adaptation of ready-made and proposed units?
The main funding goes to KAMAZ, focusing on research and development and the development of the new model range that I have already mentioned. It is planned to invest about three billion rubles out of the amount you mentioned in the design and creation of production facilities for the production of a new model range. The remaining funds correspond with a number of other projects.
- What production facilities of KAMAZ are expected to undergo technical re-equipment?
Modernization applies to all plants, since foundry workers, blacksmiths, an engine plant, and RIZ are involved in the development of a new model range. But the most striking and noticeable changes will be on the press-frame - cabin welding, cabin frame painting, and on the automobile - mastering the assembly of cabins, assembling cars. It is clear that the development of many details is attached to these key areas.
- Will a robotic welding complex appear at the PRZ?
At the first stage - no, we start with the usual manual line and with small volumes. We will be engaged in the creation of production this year. In the future, with adequate volumes, we are counting on a robotic complex. Designing a new production facility is also in the plans for this year.
One line of the main conveyor of the automobile plant is released for the assembly of a new model range. Will these be KAMAZ vehicles?
Yes, sure. At the end of this year, experienced batches will appear, from the beginning of next - mass production. The first, as I said, will be a mainline tractor, but by 2016 we will have the entire line of the new model range, from medium-duty trucks to heavy-duty vehicles.
Under the project "Euro-4" (5) at "KAMAZ" appeared modern equipment. How did these innovations fit into our technological process? How effectively are they involved?
Of course, there is a period of commissioning and development, expansion of functionality, which takes several months. But our factories are working vigorously enough to ensure that expensive equipment does not stand idle.
Until recently, the problem of qualified personnel in the development block was considered almost the main one. What is the situation today?
A lot of work was done with the personnel service of KAMAZ: especially for us, universities trained target students, thanks to this Lately the R&D and shopping center teams have significantly rejuvenated, and now, when many new technologies are being introduced in design, this “reinforcement” is turning into our real strength. The potential is good. At the same time, the problem of scarce design specialties has not been fully resolved: on new cars, a very important area is electronics, control programs for cars, and new functionalities. As for technologists, the situation is more acute: we need experts in special technologies - in heat treatment, machining, metal forming. Our vibrant innovation programs require highly skilled professionals. We are strengthening ties with key universities: targeted work is being carried out with KFU, we are establishing direct contacts with Moscow Higher Technical School - trainees are arriving this year. Also opened Innovation Center in Skolkovo, there is a branch and a very strong group in St. Petersburg. This is a good tool to attract specialists to us.
- Irek Florovich, it is natural for a person to believe in a “bright future”. How would you inspire KAMAZ workers?
I think it is very important for KAMAZ and KAMAZ that we know what needs to be done. And we do it. Modern models for our consumers are created and mastered. We believe in the success of KAMAZ and look to the future quite confidently.
Olga Erashova
