Formation of an economic strategy v general view can be defined as the process of developing goals for the development and functioning of an enterprise for a certain period of time, as well as ways to use funds to achieve the goal.

The choice of an economic strategy depends on many conditions: the forms of competition and the degree of its severity, the rate and nature of inflation, the economic policy of the government, comparative advantages in the world market and other so-called external factors, as well as internal factors associated with the capabilities of the enterprise itself, i.e. its production and.

The process of forming the economic strategy of the enterprise includes:

• formation of a general, basic strategy;
• formation of a competitive strategy;
• definition of functional strategies.

Types of enterprise strategies

Basic strategy - a strategy that is formed depending on changes in the external and internal environment; represents a general concept of the behavior of a firm at a given stage of its functioning.

Growth strategies are strategies that increase the size of the firm and require sufficient resources.

Stability strategies - focusing on existing areas and supporting them.

Survival strategies - an attempt to adapt to existing market conditions and abandonment of previous methods of management.

Reduction strategies - strategies used in cases where the existence of the firm is threatened.

Defensive strategies - strategies that reflect the firm's reaction to the actions of competitors and, indirectly, to the needs and behavior of the consumer.

Offensive strategies - strategies that require credit investment and, therefore, are more applicable in firms with a sufficiently high financial potential, qualified staff.

First type strategies - strategies aimed at obtaining long-term profits, increasing the stability of the financial position of the company, its competitiveness over a relatively long period of time.

Strategies of the second type- strategies aimed at optimizing current financial performance, maximizing short-term profits and.

Competitive strategy

Basic enterprise strategy

Basic strategy is formed depending on changes in the external and internal environment, representing a general concept of the company's behavior at this stage of its functioning.

There are the following basic types of basic strategies.

Growth strategies imply an increase in the size of the firm and require sufficient resources. These strategies include: strategies for concentrated growth; integrated growth strategies; strategies for diversified growth and strengthening of market positions.

The main features of such strategies are:

• diversification by absorbing less strong competitors (conglomeration);
• opening of new production facilities;
• inter-firm cooperation and cooperation in order to control sales markets and resources;
• foreign economic activity as an element of geographic expansion.

Stability strategies - it is focusing on and supporting existing activities. Stability strategies are formulated by firms in conditions when growth strategies are unacceptable due to external circumstances (a period of economic downturn or increased intra-industry competition, etc.). Another important factor in the need for stabilization is the emerging as a result of the expansion and growth of the problem of loss of manageability and control over the activities of the firm. The need to adjust goals and reorganize the organizational structure forces the management to apply the tactics of maintaining the achieved growth rates. The main features of such strategies are:

• go to new regime use of resources;
• savings by reducing costs associated with the need to conclude new contracts, costs associated with market research, hospitality and similar types of costs;
• strategic shifts towards strengthening management functions.

Survival strategies - it is an attempt to adapt to existing market conditions and abandon the old methods of management. Survival strategies are formulated by firms in conditions of a clear understanding of their insignificant capabilities, rather low competitiveness and the need to ensure at least a minimal implementation of their goals. These strategies include a “harvest” strategy, a cost reduction strategy, and so on. The main features of such strategies are:

• maintaining the technical level of production;
• timely detection of crisis trends at the earliest stages;
• redesign of production and other business processes;
• retention of skilled workers and prevention of mass layoffs.

Reduction strategies used in cases where the existence of the company is threatened. They are characterized by the fact that the level of the pursued goals is set lower than that achieved in the past. In this case, can be applied strategy liquidation and, if funds and opportunities permit, change view strategy business. The main features of such strategies are:

• refusal from the production of unprofitable products, surplus labor, poorly functioning distribution channels, etc.;
• sale of part of the assets of the enterprise, as a rule, unprofitable;
• insolvency (bankruptcy) procedure.

Each type of general, basic strategy contains several options. The firm can independently choose a variant of the general strategy or apply different types of them in certain combinations.

The basic strategies of the firm are concretized through the development of competitive strategies.

Enterprise competitive strategy

- long-term measures of an offensive or defensive nature, designed to strengthen the position of the firm, taking into account the factors of intense competition.

Formation of a specific enterprise strategy is aimed at achieving its competitive advantages.

In business practice, four levels of competitiveness of enterprises are distinguished. The first level of competitiveness can be attributed to small enterprises that have received a "niche" of the market. They see their task only in producing products of a certain type, strictly following the planned production plan, without worrying about any surprises for consumers and competitors. However, as soon as such an enterprise begins to grow, to increase the scale of its production, then either it outgrows the “niche” of the market for which it originally worked and enters into competition in another segment of the market, or the initial “niche” of the market develops into a growing market and becomes attractive to other manufacturers. In this case, it is necessary to take care of obtaining comparative advantages, in order to surpass the standards proposed by competitors in the areas of quality, accuracy of delivery, prices, production costs, service level, etc. That's why the best option economic strategy for enterprises of this level is considered to be a constant search for more and more new "niches" of the market. This approach, which is the simplest form of diversification of production and economic activities of enterprises, allows them to maintain their competitiveness and stay “afloat”.

Second-tier enterprises are called “following the leader”. They strive to borrow as much as possible all the techniques, technologies and raw materials, methods of organizing production, as the leading enterprises of the industry. However, many of them inevitably find themselves in a situation where such stereotypes of business imperatives, entirely based on the adoption of advanced experience, no longer work, do not add competitiveness to enterprises even with the slightest increase in intra-industry competition. Thus, they gradually evolve to the third level of competitiveness, at which the management system begins to actively influence production systems, contributes to their development and improvement. Success in the competitive struggle of enterprises of this level is no longer so much a function of production as a function of management (depends on the quality, efficiency of management and organization of production in the broadest sense). Enterprises that have managed to achieve the fourth degree of competitiveness are ahead of the competition for many years. In fact, these are world-class companies, known in all countries for their products of the highest quality.

Economist M. Porter identified three main strategies that are universal and applicable to any competitive force. This is a cost advantage, differentiation, focus.

Cost advantage creates great freedom of choice of actions both in pricing policy and in determining the level of profitability.

Differentiation means the creation by a firm of a product or service with unique properties.

Focusing - it is focusing on one of the market segments, on a specific group of buyers, products or on a limited geographic sector of the market.

From the standpoint of production efficiency, there are two types of economic strategies (Fig. 1).

Rice. 1. Types of economic strategies from the standpoint of production efficiency

First type strategies are aimed at obtaining long-term profits, increasing the stability of the financial position of the company, its competitiveness over a relatively long period of time. These include:

• minimization of production costs - profit growth occurs due to a decrease in labor costs, the use of more productive equipment, more economical types of raw materials, economies of scale of production;
• share expansion market - increasing production efficiency due to a higher share of newly created value (conditionally pure production) in the total volume of products sold, accelerating the turnover of the firm's capital. The strategy assumes the achievement of competitive advantages by improving the quality of products and the level of customer service, as well as reducing the costs associated with the sale of products;
• innovative programming R&D - focused on the creation and implementation of advanced technologies and the development of fundamentally new types of products of higher quality that have no analogues on the market.

In practice, strategies of the first type are often intertwined: a firm that has entered the market with innovative products, over time, in order to increase its market share, must begin to reduce production costs.

Strategies of the second type aimed at optimizing current financial performance, maximizing short-term profits. Among them are:

• strategy maximization (artificial overstatement) of production costs - an increase in production costs (for example, as a result of rising prices for raw materials and supplies) with weak intra-industry competition (for example, with high import duties) is included in the price and passed on to the consumer. The firm is not interested in reducing production costs;
• simulation programming R&D - renewal of the assortment due to "cosmetic" improvements of products already available on the market (packaging, color, design, etc.);
• portfolio manipulation strategy capital investment - the purchase and sale of existing enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange are carried out. This strategy is a non-productive diversion of capital. The main emphasis is placed on optimizing the current financial performance of the company, stable payment of high dividends, and not on increasing the value of the company's shares.

Alternativeity is the most important distinguishing feature of the formation of strategies. The process of analyzing alternatives is associated with the classification and ranking of problems, the comparison of actual data with forecast indicators, the selection of the most significant factors and conditions for solving the assigned tasks. The most famous methods of analysis of alternatives are: situational analysis; STEP analysis; SWOT analysis; GAP analysis.

The situational analysis methodology is based on a sequential consideration of the elements of the external and internal environment and an assessment of their impact on the capabilities of the firm.

STEP analysis is aimed at assessing significant changes and new trends in the external environment, as well as determining their significance for the company.

The essence of the SWOT analysis methodology is to identify and assess the strengths and weaknesses of the firm and correlate them with the opportunities and threats of the market. The analysis is carried out in five functional areas- marketing, finance, production, personnel, organizational culture and image.

GAP-analysis - analysis of the strategic "gap", which allows you to determine the discrepancy between the desired and the real in the activities of the company.

The choice of method depends on the stage of the life cycle of the company, the characteristics of the internal and external environment, the period for which the strategy is being developed, etc.

Strategies are concretized in the plans of the company for the production and sale of products, material and technical supply, labor and personnel, production costs, finance, investment, social development.

Russian firms are successfully mastering experience Western companies in the field of strategic planning. In 2008, two Russian companies at once - the UralSib corporation and financial group"Life" - entered the list of the best strategically oriented companies in the world and were admitted to the Balanced Scorecard Hall of Fame, which includes such "masters" of world business as Canon, Dupont, Nordea, Motorola, Siemens, HSBC, LG Philips.

By the nature of interaction with the external environment there are two groups of competitive strategies strategies: defensive and offensive.

A firm's competitive strategies can be divided into two groups: defensive and offensive.

Defensive strategies reflect the firm's reaction to the actions of competitors and, indirectly, to the needs and behavior of the consumer.

Offensive strategies usually require credit investments and, therefore, are more applicable in firms with a sufficiently high financial potential, qualified personnel. Offensive strategies generally include growth strategies.

Functional enterprise strategy

Functional strategies are a set of activities and programs for individual functional areas and divisions of the enterprise. They have a subordinate meaning and are, in essence, resource programs that ensure the practical implementation of a general, basic strategy. The main areas of the enterprise are manufacturing, marketing, research and development (R&D), finance, management. Hence the main components of the functional (economic) strategy.

The production strategy focuses on decisions about the required capacity, the placement of industrial equipment, the main elements of the production process. The R&D strategy summarizes the main ideas about a new product - from its initial development to its introduction on the market.

The financial strategy develops the rules of conduct for the enterprise in the money and securities market, selects the preferred forms and methods of lending and the use of financial resources.

The marketing strategy determines the trade and sales activity of the enterprise, the factors of promoting goods and services on the market.

The personnel management strategy allows solving the problems of increasing the attractiveness of labor, motivation, optimization labor processes and the number of staff.

It is important to consider the process of forming economic strategies from the standpoint of production efficiency.

In market conditions, in the presence of a competitive environment, the growth of production efficiency can be carried out mainly within the framework of such economic strategies that are aimed at obtaining long-term profits, at increasing the stability of the financial position of the enterprise and its competitiveness for a relatively long period of time.

An enterprise can ensure high profitability in the short term without resorting to increasing production efficiency, but ultimately at the cost of weakening its position in the competition in the future. And vice versa, for a relatively long period of time to ensure its competitiveness, to achieve higher cumulative profits (over several years, usually from 7 to 12), instead of seeking momentary profit, an enterprise can only by increasing production efficiency on an ongoing basis.

Measures to increase the efficiency of production, its further intensification ultimately require technical modernization of production, the introduction of the achievements of scientific and technological progress and an adequate restructuring of management systems and labor organization. And this, in turn, means a long period of capital turnover, cost recovery and, possibly, a higher profit, but over a relatively long period of time. Such strategies, within the framework of which the expanded reproduction of capital is carried out, we will call strategies of the first type. But the implementation of strategies of this type is not only associated with large initial investments, but also leads to changes in the very conditions for the reproduction of individual capital, to which the management of enterprises is forced to react accordingly.

Strategies of the second type are aimed at optimizing current financial indicators, at maximizing short-term profits by maneuvering the economic structure of an enterprise (its assets), artificially raising prices for products.

In market conditions, both types of economic strategies in enterprise management are intertwined and their division is rather arbitrary. Therefore, for the dynamics of production efficiency, it is important not to strictly adhere to the management of the enterprise to one or another type of economic strategies, but, firstly, their ratio in intrafirm management, and secondly, the correspondence of the chosen strategy to the tasks of strengthening the competitiveness of the enterprise in the market, and therefore to the technological way of life, economic specifics, the comparative advantages that a particular enterprise currently has.

Naturally, within the framework of each type of strategy, many of their different types can be distinguished, corresponding to the economic and production specifics of a given enterprise. Strategies of the first type include:

• a strategy for minimizing production costs;
• a strategy for increasing the share of the sales market controlled by the enterprise (“market share” strategy);
• R&D innovation programming strategy.

At minimizing production costs profit increases as a result of a decrease in the cost of advanced capital. The increase in production efficiency occurs as a result of a decrease in total labor costs, the use in production of more productive equipment, more economical types of raw materials and materials, an increase in production concentration, an increase in the serial production of products using equipment of greater unit capacity (i.e., obtaining the so-called economies of scale production).

A strategy aimed at expansion of the sales market share, contributes to an increase in production efficiency due to a higher share of newly created value (conditionally - net production) in the total volume of sold products, the growth rate of turnover of enterprises. Market share growth is directly related to the achievement of superiority over competitors. And this is largely due to the increase in consumer qualities, the technical level of products, the quality of customer service, which favorably distinguish the products of this enterprise, with the implementation of its other comparative advantages. The implementation of this strategy can also help to improve production efficiency by reducing unit costs of selling products (i.e., by reducing inventory, storage costs, etc.).

Within the framework of innovative programming R&D focused on the creation and industrial development of innovations, not only the creation and implementation of progressive technologies is carried out, but also the development of fundamentally new types of products, of higher quality and having no close analogues on the market. This strategy has a positive impact on the dynamics of production efficiency by both reducing costs (mastering new technologies) and increasing the result. In market conditions, in order to successfully fight competitors, enterprises at high rates of scientific and technological progress are forced not only to adapt to the existing product structure, but often to radically change it, forming markets for new goods and services.

Naturally, in real economic practice, these types of strategies of the first type are closely intertwined. So, as the production of new products increases, and their competitors master them, a pioneer enterprise in this market, in order to maintain or increase its market share, must take care of a more acceptable price level for consumers (in terms of choice), and therefore, minimizing production costs.

Among the strategies of the second type are:

• the strategy of maximizing (artificially inflating) production costs and shifting the growth of production costs onto the consumer (CPM, from the English cost pass-along management),
• simulation programming R&D;
• a strategy for manipulating the “capital investment portfolio”.

Strategy maximizing production costs is aimed at increasing profits through government or other subsidies in the absence of direct (intra-industry) price competition.

Within the framework of the SRM, an increase in production costs, for example, as a result of an increase in prices for raw materials and materials, and again with a weakening of intra-industry competition (for example, with the introduction of high tariffs on imports of finished goods), is directly taken into account in the price of products, i.e. passed on to the consumer. Under the conditions of high inflation rates and rapid depreciation of investments with a long payback period, enterprises try not to replace those types of resources whose prices have increased, or not to start introducing new resource-saving technologies if this requires large investments. There is only an adjustment of the selling prices with a constant level of production efficiency.

With simulation programming of R&D, the economic result is achieved by updating the range of products due to "cosmetic" improvements in products already available on the market (packaging, design, color, etc.). It is possible to obtain short-term profit within the framework of such a strategy, but it is unlikely that it can ensure the competitiveness of the enterprise in the long term. Moreover, there will be no noticeable changes in the level and rate of growth of production efficiency in this case, since the ratio of costs and benefits does not change. In essence, R&D simulation programming is one of the manifestations of the CPM strategy, but already in relation to a predominantly non-price form of competition.

The strategy of manipulating the "capital investment portfolio", in which the purchase and sale of existing enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange are carried out, negatively affects the dynamics of production efficiency due to unproductive diversion of capital: technical modernization of production capacities, an increase in investment in the development of production does not occur, and financial resources are used only for the redistribution of the existing production apparatus between the owners of the means of production. At the same time, the main emphasis is placed on improving the current financial position of the enterprise, on increasing its ability to meet the needs of those share holders who are interested primarily in receiving high dividends or playing on fluctuations in the share price, but not in the long-term increase in the value of the company's securities. ...

The predominance of each of the types of strategies is determined by the action of a number of factors in the economic activity of enterprises.

The most important factor determining the ratio of the two types of economic strategies is the degree and basic forms of market competition... The so-called perfect price competition of manufacturers within the same industry forces the management of the enterprise to look for ways to reduce production costs, to implement innovations that contribute to this. Thus, a high degree of intra-industry price competition is an important condition for increasing production efficiency and diversifying economic activity.

However, under certain circumstances that deform the conditions of intra-industry competition (high inflation rates or barriers to imports, peculiarities of tax policy, etc.), enterprises may prefer a different way of diversification: the sale or acquisition of existing enterprises and production facilities in other industries instead of creating new products.

Another important factor determining the dominance of one type or another of economic strategies is the ratio of the growth rates of the cost of labor and the active part of fixed capital, which directly replaces living labor. This ratio largely determines the extent to which the enterprise will carry out mechanization and automation of production, introduce new labor-saving equipment and technology. If wage increases at a faster rate than the cost of the active part of fixed capital, then management firms have more incentives to increase investment in new equipment and technology, as this leads to an overall decrease in the level of production costs.

The time factor is of great importance for the process of forming economic strategies in market conditions. In view of the relatively long period of fixed capital turnover, the existence of a significant lag in making a profit from investments in production equipment and the development of new products and technologies, the prevalence of strategies of the first type, in addition to low inflation, also presupposes a certain stability of the economic situation, a relatively low degree of risk of new investments.

An increase in the rate of inflation may force enterprises to abandon investments in the development and implementation of large-scale projects for restructuring the production apparatus, since the real amount of profit that can be obtained in a few years will be significantly reduced. Hence the desire of enterprises to invest in fast-paying projects, even to the detriment of increased production efficiency, or even to divert funds from productive use altogether. On the other hand, the depreciation of the securities of enterprises relative to their assets or the artificial overvaluation of shares on the stock exchange in comparison with the real value of assets makes operations in the fictitious capital market much more profitable (in terms of maximizing the current financial results of commercial activities) than the acquisition of existing enterprises. or creating new ones.

The ratio of the two types of business strategies in connection with this factor can be influenced to a certain extent by the structure of companies' assets. Thus, a high share of equity capital in the assets of an enterprise can objectively force managers to focus on strategies of the second type, to obtain short-term profits. The economic policy of the government and the effectiveness of state regulation of the market also have a significant influence here.

In modern conditions, state stimulation of the restructuring of industry, ensuring an intensive inter-sectoral overflow of labor and capital, and the preferential development of the newest industries (industrial policy with the allocation of priority sectors) is of great importance.

For a real increase in production efficiency, the mere interest of enterprise management in investing in the expanded reproduction of fixed capital, an orientation towards strategies of the first type, is not enough, just as it is not enough to simply acquire equipment in order to obtain the final product. For this, it is also necessary to organize the process of introducing and using production equipment, and the level and dynamics of production efficiency will depend on the quality of internal planning, on the systems and structures of management, forms of organization and labor incentives. The development and improvement of intrafirm planning, in turn, depends on what type of business strategies is dominant. With the dominance of strategies of the first type, development is carried out at a more intensive pace, requires the involvement of more and more resources (primarily human resources), and with the prevalence of strategies of the second type, development occurs at a slower pace.

Stages of developing a business strategy for an enterprise

Each enterprise, regardless of its scope and scale of production, must plan its activities. Planning - it is the process of setting goals, determining priorities, means and methods of achieving them. The planning process covers a number of areas. It begins with defining the mission of the enterprise and the goals of its functioning, taking into account the analysis of the external environment and resource provision, then forecasts of activities for the long term are developed, which serve as the basis for the choice of economic strategies. Economic strategies in the short term, in turn, are concretized in the plans of the enterprise in various areas of activity: sales, production, finance, etc.

Strategic planning focuses on the highest level management and aims to determine the development trends of various aspects of the enterprise, the calculation and selection of the most favorable conditions for its activities. A distinctive feature of strategic planning is its flexibility due to mobility plan horizons, those. periods of time for which a forward-looking policy is being developed. To determine the planned horizon, apply different criteria: product life cycle; cycle of radical changes in demand for manufactured products; the period of time required for the implementation of strategic goals, and so on. The planned horizon depends on the scale of the enterprise, its size.

As one of the strategic planning tools, the practice of forming targeted production and sales programs has been most developed. Resource orientation consists in the development of comprehensive plans, in accordance with which all types of resources are directed towards the achievement of ultimate goals, contribute to the long-term commercial success of the enterprise. In this case, situational planning is used, in which the management of the enterprise is provided with several options for the strategic development plan of the enterprise. These plans are characterized by different priorities in the allocation of resources and unequal balance of risk and guaranteed benefits.

Analysis of the external environment

When engaging in strategic planning, an enterprise must always take into account the influence of the external environment. Environmental analysis gives the enterprise time to anticipate opportunities, plan contingencies, develop early warning systems for potential threats, and develop strategies that can turn old threats into profitable opportunities... Threats and opportunities faced by an enterprise are usually categorized into seven areas: economics, politics, market, technology, competition, international position and social behavior (Fig. 2).

Rice. 2. Environmental factors

Analysis of environmental factors, a correct and complete understanding of the strengths and weaknesses of the enterprise allow us to make a sales forecast, which is the basis of all internal planning.

Strategic enterprise (organization)

"... 1. For the purposes of this Federal Law, strategic enterprises and organizations are understood as:

federal state unitary enterprises and open joint stock companies, the shares of which are in federal ownership and which carry out (works, services) of strategic importance for ensuring the defense capability and security of the state, protecting morals, health, rights and legitimate interests of citizens Russian Federation, as well as other organizations in cases provided for by federal law;

(as amended by Federal Law of 05.02.2007 N 13-FZ)

organizations of the military-industrial complex - production, research and production, research, design, testing and other organizations that carry out work to ensure the fulfillment of the state defense order ... "

A source:

Federal Law of October 26, 2002 N 127-FZ (as amended on July 28, 2012, as amended on October 16, 2012) "On Insolvency (Bankruptcy)"

Official terminology... Academic.ru. 2012.

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The organization's strategy is a generalized model of the actions necessary to achieve the set goals. Objectives in this case appear to be the key results that firms strive for. They play an important role in the formation of benchmarks, that is, on which all activities are based.

An organization's strategy always includes many standard goals: making a profit, increasing the volume of the business, its profitability, and so on. It all depends on the direction of the enterprise itself.

The correct choice of the organization's strategy allows you to resist numerous competitors, get maximum profit, and avoid many unnecessary legal problems and questions. The market is constantly changing, but practice has shown that it is best to choose long-term strategies, as they are more thoughtful and effective. Everything in the enterprise should be arranged so that you can switch from one type of activity to another.

When choosing, entrepreneurs often focus on:

Possibility of development in this environment;

On the possibility of survival;

The potential of the equipment used and the level of professionalism of the employees.

The development strategy, which takes into account all these benchmarks, will quickly take a place in the market and keep it in the future. The chosen strategy must be constantly changing and correcting.

It is worth emphasizing that there is no single scheme. organizations are different, each with its own structure and components. All the diversity, in fact, can be explained by the specific conditions in which the business is carried out.

An organization's strategy can be one of the following:

Offensive (breakout);

Defensive (survival);

Shifts (reductions).

They all have their own varieties. These varieties are determined by specific directions. A multipurpose organization strategy can combine elements of all groups at once.

The most striking is the breakout strategy. It makes it possible to quickly get what you want, bypass competitors, and strengthen your market position. Its options are different. In some cases, the organization must act quickly and decisively, in others - the actions, although offensive, are nevertheless cautious and rather covert.

Most offensive strategies are based on some kind of advantage. An example would be the receipt of any new technical invention. Almost always, an offensive requires a decent financial investment. Note also that the risk is always very high.

Survival strategy aims to maintain market position. Most often it is chosen when there is no financial or other means for a breakout strategy. The organization can conduct it in order to avoid conflicts with competitors. In fact, it is dangerous. Without proper control, coping strategies will ruin the firm.

A reduction strategy is needed when there is a need for regrouping. They use it, trying to join the changed market, to establish production after a long downtime, to get rid of what is no longer profitable.

There are also strategies for market development, product development, deep penetration strategy, diversification. They are often used by diversified companies. In them, one strategy is quickly replaced by another. There is an incredible combination of these strategies, changes, evolution.

The development strategy of an organization is something complex and thought out to the smallest detail. Experienced entrepreneurs do not grasp at what at first glance seemed attractive, but always try to get to the heart of things.

I.N. Demchuk is a candidate for economics. Sciences, managing director Novosibirsk branch NOMOS-BANK
N.V. Fadeikina - Doctor of Economics. Sci., Professor, Rector of SIFBD

With the collapse of the USSR, about 75% of the enterprises and organizations of the military-industrial complex of the defense industry went to Russia. By the end of the 1990s. The defense industry complex of Russia included more than 1.5 thousand enterprises and organizations with more than 3.5 million people working in them, that is, taking into account their family members, the problems of the defense industry complex affected the interests of almost 10% of the population of Russia.

There are defense industry enterprises on the territory of most of the constituent entities of the Russian Federation, and some regions of the Russian Federation and more than 70 city-plants, including closed administrative-territorial formations, are completely dependent on the work of the defense industry, since there are practically no other areas of employment in them.

In the USSR, the military-industrial complex developed as a priority in comparison with the civilian sector of the economy, which made it possible to equip defense plants, research institutes and design bureaus with the latest high-performance scientific and industrial equipment, to introduce and master Newest technologies military and civilian use. The prestige of labor and the level of its payment at defense enterprises and organizations made it possible to concentrate the most qualified and disciplined workers in the defense industry.

The role and importance of the defense industry are determined not only by its main target purpose - the creation of weapons and military equipment(WME) and equipping the Armed Forces and other troops with them. In recent years, the production of weapons and military equipment in the total output of the defense industry has been less than 20%. Nevertheless, the military-industrial complex today plays an important role in the development of a number of industries and sub-sectors - television, radio broadcasting and communications, optical instrumentation, electronic technology and other important areas that have a significant impact on the socio-economic development of the country as a whole and largely determine the overall industrial and technological level of Russia, its status among the industrially developed countries of the world.

Now the enterprises and organizations of the defense industry complex are in critical condition. The total volume of their marketable output continues to fall, and the volume of arms and military equipment production, including in the structure of exports, is also declining.

Mobilization capacities are lost, wear and tear of fixed assets increases (reaches total mass 70%), the outflow of qualified scientists, engineers, workers and employees from the defense industry continues, the defense industry is disintegrating; lost unique technologies that were once pride Russian science and technology.

The moral obsolescence of the technological structure with the growing general physical deterioration of production and technological equipment creates a real danger that if in the coming years there is no noticeable increase in the level of investments in reconstruction and technical re-equipment, the Russian defense industry will not be able to provide the required volume of production even at the technical level of the current generation of weapons and military equipment.

For a number of types of weapons and military equipment, the state defense order (SDO) has become so insignificant that it ensures the utilization of production capacities by only 10-15% and is below the minimum permissible level of profitability. At the same time, high-tech industries are being lost, cooperative ties in the creation of the most important types of weapons and military equipment: aircraft, ships, submarines, radar stations, command and control systems for troops and weapons, etc.

The need to reform the defense industry complex is due to:

- the ongoing military reform in the country, the reduction of the Armed Forces and the state defense order;
- the transition, under the conditions of severe financial constraints, to selective state support for promising types of weapons and military equipment and the production of certain types of civilian products, reducing the number of priorities;
- re-profiling and modernization of the freed-up capacities for the development and serial production of high-tech and competitive civilian products (primarily science-intensive);
- restructuring of the defense industry by creating viable in market conditions production and research teams with the formation on their basis of widely diversified, stable intersectoral structures - vertically and horizontally integrated complexes;
- restructuring the defense industry complex by concentrating the development and production of weapons and military equipment at a limited number of enterprises;
- further corporatization of enterprises, the maintenance of which in state ownership is inexpedient;
- a significant excess of production capacities of defense enterprises and mobilization capacities, which make up a significant part of their fixed assets;
- the need to preserve and effective use globally competitive scientific potential as a basis for creating modern species materials and production, as well as the possibility of increasing the export supplies of weapons and military equipment, which will ensure the economic growth of individual enterprises and the entire defense industry.

The interests of the country require bringing production capacities and defense industry enterprises into line with the needs of the expected demand for weapons and military equipment for the RF Ministry of Defense, all law enforcement agencies and the implementation of international contracts, as well as the release of a civilian science-intensive product for the domestic and foreign markets.

However, the state of the defense industry remains difficult, requiring more advanced anti-crisis management tools, new forms and methods of financial recovery.

It should be noted that the Federal Target Program (FTP) "Reforming and Development of the Defense Industrial Complex (2002 - 2006)" adopted by the Government of Russia in 2001 is primarily aimed at building vertically integrated structures (VIS) of industrial groups that allow concentrating resources for solving specific problems. At the same time, the strategic goal was proclaimed "the formation of a new image of the military-industrial complex." However, the main guidelines of the state armament program have not been forgotten: the need to maintain mobilization capacities at the required level, create conditions for the sustainable development of the defense industry, as well as the development and production of competitive and high-tech military and civilian products. As a result of the implementation of this program, the deadline for which is running out, the construction of only five IPOs has been fully completed (instead of the planned forty).

In 2006, within the framework of the above-mentioned FTP, the creation of seven or eight large VISs of the space industry is envisaged. The construction of a unified aircraft building holding in the country has been announced. According to the development director of Tupolev OJSC, “there has never been anything like this in the world aircraft industry, the European superholding Airbus and the American giant Boeing took three decades to create, but in our country everything was pushed into two years.” The question of creating international integrated structures is being raised (for example, the problem of integrating the aviation complexes of Russia and Ukraine is being discussed).

Practice shows that public authorities often make hasty and unjustified decisions to create new VIS (holdings). However, the legal and methodological framework governing the establishment and operation of holdings has not yet been created; there are only some recommendations written in various ministries (departments, agencies).

Other factors also impede the creation of VIS:

- the state of affairs in the field of state registration of real estate objects and the results of intellectual activity of enterprises;
- insufficient financial resources for registering these objects in the manner prescribed by law, for conducting a high-quality audit, appraisal procedures (in order not only to find out the real financial and property condition of the enterprise, but also to take appropriate measures to improve it, or at least to form an objective current and forecast financial information so as not to mislead the owner and partners);
- high degree of equipment wear;
- low level of management;
- the presence on the balance of defense enterprises of objects of the social and cultural sphere;
- low level of utilization of production facilities;
- conflict of interest between the future parent and subsidiary companies, the latter's awareness of the scale of internal transformations that will lead to the restructuring of management systems and business processes;
- identifying signs of bankruptcy, including due to unpaid (or not paid on time) state defense order and overdue accounts payable to the budget, extra-budgetary state funds, other creditors, etc.

Until 2000, the assignments of the state defense order were not fully funded. As a result, the accounts payable of the state customer to the contractor was formed. Measures taken by the government to repay the state debt in 1995-2000. (treasury tax exemptions, state treasury obligations, promissory notes, cash offsets) made it possible to practically pay off the debts of this period. Although the calculations did not take into account inflation, the problems associated with the restructuring of accounts payable to the federal and other budgets, state extra-budgetary funds, the consequences of which are a hundred ????? (some defense industry entities still fulfill their obligations to restructure the said debt) not only the principal debt, but also penalties, fines, as well as interest on tax and investment tax credits.

Since 2000, the obligations of the budget to pay for work under the state defense order have been fulfilled in the amounts established by the corresponding laws on the budget. However, in the previous few years, in order to maintain production volumes at a minimum technological level, the state allowed customers to enter into contracts with the condition of payment for them next year. This led to the formation of accounts payable, which (according to the Ministry of Finance of the Russian Federation) amounted to about 1% of the total. Since 2005, this practice has been discontinued, and the arrears on these supplies were paid off in the first quarter. All other debts to the defense industry enterprises for the performance of work under the state defense order lie on the conscience of the customer.

The Government of the Russian Federation, attaching particular importance to the problem of financial and economic stability of strategic enterprises and organizations performing state defense orders, adopted a resolution on the procedure for restructuring the debts of organizations in taxes, fees, accrued singing and fines to the federal budget, as well as insurance premiums to state extra-budgetary funds. In addition, in order to implement Art. 191 of the Federal Law "On Insolvency (Bankruptcy)" and in pursuance of the Decree of the Government of the Russian Federation dated October 18, 2005 No. 646-40 "On the procedure for restructuring the debt of organizations of the military-industrial complex - executors of the state defense order included in the List of strategic enterprises and organizations, on taxes, fees, accrued fines and fines to the federal budget, as well as on insurance premiums to state extra-budgetary funds " organizations and approved the Procedure for preparing opinions on the advisability of such restructuring, agreed with the Federal Tax Service of the Russian Federation.

Thus, the methods and forms of financial recovery of defense industry enterprises and other public sector entities are expanding, including through the use of one of the main anti-crisis management tools - restructuring (in this case, obligations).

The methods of restructuring assets, capital, liabilities could be more effective in improving the mechanisms of public procurement and the formation and implementation of the SDO.

The implementation of the SDO is regulated by a variety of regulatory and legislative acts: the Civil and Budget Codes; federal laws "On the state defense order" (dated December 27, 1995, No. 213-FZ, taking into account the changes and additions made in 1997), "On the supply of products for federal state needs" (dated December 13, 1994, No. 60-FZ as amended on 22.08.04), "On technical regulation" (dated 27.12.02, No. 184-FZ); By the Decree of the President of the Russian Federation "Issues of the Federal Service for the Defense Order" (dated January 21, 2005, No. 56c), which defines the powers of the said federal service (Rosoboronzakaz) in terms of control (supervision) over the placement and implementation of the state defense order, the activities of state customers and executors of the state defense order, the implementation of the SDO pricing policy, the implementation of measures for the preservation and development of strategic organizations of the defense industry, etc .; Resolutions of the Government of the Russian Federation "On the implementation of the Federal Law" On the supply of products for federal needs "" (dated 26.06.95, No. 594 as amended on 28.07.05), "On the rules for the management of organizations carrying out state orders at the expense of the federal budget , separate accounting of the results of financial and economic activities "(dated 01.19.98, No. 47 as amended on 02.20.02)," On the approval of model government contracts for the implementation of research and development work under the state defense order " (from 23.01.04, No. 41 as amended on 22.08.05).

It is no secret that these regulations are not fully linked to each other, and most importantly, they do not correlate with the basic law on the state defense order.

This is also recognized by the Ministry of Economic Development of Russia. According to V.N. Putilin, Director of the Department of Economics and Defense and Security Programs, the current legal support for the state defense order, adopted back in 1995 - 1997, "requires immediate and unconditional improvement and refinement in accordance with the changed economic conditions."

The regulatory support of public procurement needs to be improved. The main areas of improvement are the expansion of the practice of competitive placement of orders at all levels of cooperation between weapons and military equipment developers, conducting a single auction of weapons and military equipment. general use... According to the results of inspections carried out by Rosoboronzakaz, it is noted that the provision on the coordination (joint establishment) of prices by state customers when placing orders for the same product with a single contractor is not implemented. As a result, there are facts of purchasing products of the same name from one source by different customers at significantly different prices.

In addition, due to the constant increase in prices for gasoline, fuel oil, diesel fuel, the Armed Forces each year do not have enough funds for running costs. For example, in 2005, the customer additionally allocated more than 8 billion rubles from the federal budget, which made it possible to purchase oil products in the volumes approved by the State Defense Order, and to ensure the supply of the Armed Forces, other troops and bodies at the level necessary to fulfill the tasks assigned to them.

The underfunding of the SDO and military programs is due to the incorrectness of forecasting prices for military products in terms of serial purchases and repairs of weapons and military equipment. This is also recognized by the MEDT. The Ministry, together with the Federal Tariff Service (FTS), worked out this issue and proposed to expand the list of weapons and military equipment samples, the price of which is subject to registration (for reference: at present, the FTS of Russia registers prices for about 15% of the entire range of weapons and military equipment, in monetary terms this is 45%).

It is expected that in 2006 a new law on public procurement will enter into force, which will create an adequate regulatory framework for solving most of the above problems in the field of public procurement and implementation of the state defense order. In particular, the new regulatory framework for the state defense order should contain conditions for increasing the responsibility of the contractor-supplier and the state customer for the level of prices for products during the formation, placement and execution of the state defense order.

Pricing and pricing policy for SDO is one of the most painful issues related not only to legislation on the budget, public procurement and SDO, but also to credit, depreciation and other areas of financial policy. “When delivering on state order, the price is cut so much that there can be no talk of any renewal of fixed assets or the introduction of new technologies. Enterprises, under the beginning of the execution of the state order, have to take loans from commercial banks with interest, which then drown the price of products ", - says the First Deputy Minister of Industry, Energy and Natural Resources Rostov region V. Barteniev. In his opinion, "it is necessary to create a guarantee mechanism to attract loans for defense industry enterprises for the fulfillment of the state order."

Summarizing the facts presented in the media, we can conclude that even for the equipment manufactured and delivered in accordance with the implementation of the state defense order in the army back in 2003, the money in full by the beginning of 2005 was not received. Product prices were not indexed. And if they were indexed using deflators established by the level of depreciation of the consumer basket (12%), then this indexation did not satisfy anyone. Indeed, even the rise in the cost of military equipment, officially approved by the RF Ministry of Economic Development and Trade, exceeds 25% (for example, the rise in the cost of rocketry in 2003 was 29%).

The situation is aggravated by the fact that the Ministry of Defense paid for the state defense order not at the beginning of the year, as it would be logical, but in the middle. To fulfill the defense order, the defense industry enterprises were forced to take out bank loans, which led to additional costs (at the price fixed in the state contract).

Many questions arise about the decision-making system in which the SDO project is “forged”. One thing is gratifying that the RF Ministry of Defense is finally switching over to the implementation of the SDO single customer scheme (previously 52 divisions had the right to make purchases). The defense industry is also pleased with the fact that in 2006 the state defense order will increase by at least 25% and will amount to more than 236.7 billion rubles. (almost 60 billion rubles more than the amount of the state defense order for 2005). The money will mainly be directed to the purchase of the most important weapon systems, new military equipment that will determine the appearance of the Russian weapons system for the period up to 2015.

According to the estimates of the Russian Ministry of Economic Development and Trade, the planned funds are sufficient to carry out the main measures determined by the directive documents on military construction. However, there is no talk of the beginning of large-scale deliveries of weapons and military equipment for the RF Ministry of Defense. In accordance with the current armament program and the draft of the developed State armament program for 2007 - 2015. " such deliveries are planned from 2010.

For reference (data from the RF Ministry of Defense): Russia now ranks 8th in the world in terms of military expenditures; in 2004, the RF spent 19 billion dollars on weapons. In 2005, 573 billion rubles were allocated from the federal budget for military needs, which is 70 billion rubles. more than in 2004. Expenditures on national defense in 2006 are planned at 668 billion rubles, which is 184 billion rubles. more than in 2005, the state defense order in 2005 amounted to 187 billion rubles. (for comparison: in 2004 - 148, in 2003 - 113, 2002 - 80 billion rubles). The world leader in the SDO rating is the United States, in 2004 they spent $ 455 billion on armaments. The second place belongs to Great Britain (47 billion dollars). The list of countries that have significantly increased their military spending includes France, Germany, China, Japan and India.

In recent years, the structure of the state defense order has changed. In 2005, R&D assignments accounted for 33.9% of the total volume of SDO assignments within the framework of the state armament program, for purchases - 44.0% and for repairs - 22.1%. In 2006, the assignments were redistributed as follows: for R&D - 30.7%, for purchases - 48.8%, for repairs - 20.5%.

An increase in the volume, restructuring of the state defense order and a change in the pricing policy during its formation and implementation will undoubtedly improve the condition of many defense industry enterprises, but not all. The defense industry will have to get rid of some of the enterprises in order to ensure the maximum possible workload for the rest. Some enterprises will be re-profiled or "set free to float." The strongest defense industry enterprises, which have research and production potential and produce competitive military products, will operate within the VIS (holdings). And this is inevitable.

Many defense industry specialists are inclined to think that the formation of WIS (holdings) is an end in itself, that they are created by order from above, and not by the final product, as it should be. And they act according to the principle: if you do not build your own corporation (WIS), you will, at best, become a material for building someone else's (by analogy with the famous phrase of Napoleon: “If you don’t want to feed your army, you will feed someone else's”).

Indeed, there are too many defense industry enterprises in Russia today, and when creating integrated structures, some enterprises will strive to seize from others the “piece of the pie” - the state defense order. It turns out that integration is a struggle for the market. The winners can be those who are still “afloat” and not in a pre-bankrupt state. Unfortunately, the latter are the majority.

The crisis in the military industry is hard to deny: despite the increase in the financing of the state defense order in recent years, the volume of production of military equipment and weapons has decreased by five times. The financing of the industry today is only 15%, and the wear and tear of equipment has exceeded 70%.

In order to optimize the number of defense enterprises, state bodies form a list of strategic enterprises. The table shows the ownership structure of these enterprises belonging to the public sector of the economy (GSE).

The structure of the subsector GSE "Strategic enterprises" *

Organizational and legal form of the enterprise	Group (signs)	Number of enterprises	Note
	Adjusted as of 27.03.06.		3 enterprises were added (p / p No.: 60.1, 131.1, 401.1), 15 - excluded
	General, including the subjects of the GSE
	State share in the authorized capital of JSC (%):		The largest group. The number of JSCs, the state share in the authorized capital of which is from 25 to 30%, is 228 enterprises
	1st group – 25 – 50 %
	2nd group- more than 50, but less than 100%
	3rd group – 100 %		The group includes 8 concerns, organized in the form of holding companies

* According to the List of Strategic Enterprises and Strategic Joint Stock Companies (from the Decree of the President of the Russian Federation of 04.08.04, No. 1009 as amended by the Decree of 27.03.06, No. 262).

Thus, a little more than 1040 enterprises are among the strategic ones, moreover, most of them are joint-stock companies with a mixed structure of authorized capital.

What is a "strategic enterprise"?

The current legislation does not exactly answer this question.

Certain signs (criteria) of strategic enterprises are indicated in the Federal Law of December 21, 01, No. 178-FZ "On the Privatization of State and Municipal Property", which establishes that for the implementation of a unified state policy in the field of privatization, the Government of the Russian Federation submits proposals to the President of Russia for approval on the formation of a list of strategic enterprises and joint stock companies. The list should include federal state unitary enterprises and open joint stock companies, whose shares are in federal ownership and which carry out the production of products (works, services) of strategic importance for ensuring the defense capability and security of the state, protecting morals, health, rights and legitimate interests. citizens.

In addition, Law No. 178-FZ contains the following provisions:

- in terms of the formation and implementation of the forecast plan (program) for the privatization of federal property, the law establishes that shares of strategic joint-stock companies and strategic enterprises are included in the forecast plan after the President of the Russian Federation makes a decision to reduce the degree of participation of the Russian Federation in the management of strategic joint-stock companies or to exclude the relevant enterprises from the list SPR (article 7 of the law);
- in terms of the methods of privatization of state and municipal property, the law determines that the privatization of property complexes of FSUE and federal-owned shares of OJSC, the book value of fixed assets of which as of the last reporting date exceeds five million minimum wages, as well as property that meets other criteria established by the Government of the Russian Federation. Federation, can be carried out by transforming a unitary enterprise into an open joint stock company; at an auction (including a specialized one); through the sale of state-owned shares of OJSC outside the territory of the Russian Federation; by making, in accordance with the regulatory legal acts of the President of the Russian Federation, federal property as a contribution to the authorized capital of a strategic joint-stock company (Article 13 of the Law);
- in terms of making state or municipal property as a contribution to the authorized capital of an OJSC, the law specifies that, according to the decision of the Government of the Russian Federation, the executive body of the constituent entity of the Russian Federation, the body local government state or municipal property, as well as exclusive rights can be made as a contribution to the authorized capital of an OJSC. At the same time, the share of shares in JSC owned by the Russian Federation, a constituent entity of the Russian Federation, a municipal formation and acquired, respectively, by the Russian Federation, a constituent entity of the Russian Federation, a municipal formation, in the total ordinary shares of this JSC may not be less than 25% plus one share, unless otherwise established by the President of the Russian Federation in relation to strategic joint-stock companies (Article 25 of the Law);
- in part legal status JSCs, in respect of which a decision was made to use the “golden share” (special right), the law establishes that in order to ensure the country's defense and state security, to protect the morality, health, rights and legitimate interests of citizens of the Russian Federation, the Government of Russia and state authorities of the constituent entities of the Russian Federation can make decisions on the use of a special right ("golden share") to participate, respectively, of the Russian Federation and its subjects in the management of the OJSC; a decision on the use of a special right may be made when privatizing the property complexes of unitary enterprises or when deciding to exclude an OJSC from the List of Strategic Joint Stock Companies, regardless of the number of state-owned shares. The Russian Federation and its constituent entities cannot simultaneously use this special right in relation to the same OJSC. The constituent entities of the Russian Federation also cannot use the special right in relation to the JSC, created by transforming the Federal State Unitary Enterprise, during the period when the shares of this company are in federal ownership (Art. 38 of the law);
- in terms of the legal status of JSCs whose shares are owned by the Russian Federation, constituent entities of the Russian Federation or municipalities, it is determined that the sole executive body of an JSC included in the list of strategic JSCs is not entitled to conclude transactions related to the alienation of shares introduced in accordance with the decision of the Government of the Russian Federation in the authorized capital of the company, as well as transactions that entail the possibility of alienation or transfer of them into trust, without the consent of the Government of the Russian Federation or an authorized federal executive body. A transaction made without such consent is void (Article 39 of the Law).

Law No. 178-FZ correlates with the Federal Law on Unitary Enterprises of 14.11.02, No. 161-FZ), according to which FSUE (GUP, MUP) can be created (and are being created, as evidenced by changes in Presidential Decree No. 1009) if necessary:

- the use of property, the privatization of which is prohibited, including property that is necessary to ensure the security of the Russian Federation;
- carrying out activities in order to solve social problems (including the sale of certain goods and services at minimal prices), as well as organizing and conducting procurement and commodity interventions to ensure the food security of the state;
- carrying out activities provided for by federal laws exclusively for the state unitary enterprise;
- implementation of scientific and scientific and technical activities in the industries related to ensuring the security of the Russian Federation;
- development and manufacture of certain types of products that are in the sphere of interests of the Russian Federation and ensure the security of the Russian Federation;
- production of certain types of products withdrawn from circulation or with limited circulation.

A state-owned enterprise can be created in the event of:

- if the predominant or significant part of the products manufactured, the work performed, the services rendered are intended for federal state needs, the needs of a constituent entity of the Russian Federation or a municipal formation;
- the use of property, the privatization of which is prohibited, including property necessary to ensure the security of the Russian Federation, the functioning of air, rail and water transport, and the implementation of other strategic interests of the Russian Federation;
- the need to carry out activities for the production of goods, performance of work, provision of services sold at prices established by the state for solving social problems;
- the need to develop and manufacture certain types of products that ensure the security of the Russian Federation;
- the need for the production of certain types of products withdrawn from circulation or with limited circulation;
- the need to carry out certain subsidized activities and conduct unprofitable industries;
- the need to carry out activities provided for by federal laws exclusively for state-owned enterprises.

The above provisions of federal laws do not form a complete understanding of what “strategic enterprises” are.

Some features of strategic enterprises are given in the bankruptcy law (No. 127-FZ), they are illustrated in the figure.

Signs of strategic enterprises

The vagueness and parsimony of the definitions of strategic enterprises is compensated by the listing of their List in Decree No. 1009 of the President of the Russian Federation.

The list was determined in order to implement a unified state policy in the field of privatization and to limit the participation of foreign capital in strategic sectors.

As the head of Rosprom B. Aleshin noted (in an interview with the Vedomosti newspaper on 19.07.05), the President “focused on strategic enterprises in various sectors, including industry”; a special law should be adopted, which will define strategic enterprises in which the participation of foreign capital will be limited (a level will be established from which transactions for the sale and purchase of shares are considered by the executive authorities, as well as other levels and actions performed within the established levels will be presented ). B. Aleshin added that this can be done in the same way as, for example, in the United States, where the President personally examines transactions for the sale of blocks of shares over 5% (for strategic enterprises); in addition, the role of each agency in the decision-making process should be defined).

The results of the meeting of the Coordinating Council for Foreign Investment (FIAC), created in 1994 to remove barriers to foreign capital, are interesting. The meeting took place on October 17, 2005, at which the issues of access of the largest foreign companies to strategic deposits and strategic enterprises, which should be determined by special laws, were considered. The President of the Russian Federation instructed the Government to submit to the State Duma by November 1, 2005, bills clearly outlining the range of those enterprises and deposits that can be classified as strategically important, and, accordingly, access to foreign investments there will be either banned altogether or limited.

The order appeared not without the influence of the scandalous situation around Siemens' ban on buying shares of JSC Power Machines, which is a subject of the public sector. However, the deadlines for submitting these bills to the Duma, especially those directly related to strategic enterprises, are clearly being delayed. Until now, the latest draft law has not even entered the Government apparatus, since the two leading developers - the Ministry of Industry and Energy and the Ministry of Economic Development and Trade - cannot agree on key issues: should there be a closed list of strategic enterprises (and if so, can it be opened in the future ) and what is the mechanism of access for foreigners (permissive, as the Ministry of Industry and Energy insists, or an individual approach to a particular enterprise is not excluded).

As a result of the FIAC meeting, its members sent a letter to Prime Minister M. Fradkov, in which they proposed their own way of solving the problem of foreigners' limited access to strategic enterprises. First, they simply “welcome the recent decision in Russia to establish more effective rules and procedures for identifying strategic enterprises in which foreign investors are not eligible to participate ”. Secondly, the authors of the letter proposed "to create a system for analyzing situations on an individual basis, within which the state has the right to familiarize itself with potential foreign investments in strategic sectors, or to prohibit the conduct of relevant transactions, if the interests of national security require it."

The FIAC meeting was attended by the Minister of Priority Resources Yu. Trutnev. He noted that he already has three criteria for admitting foreign investors to the fields. They are as follows: foreign investments are not allowed in fields where defense facilities are located; it is forbidden to develop minerals that can be used for the production of modern weapons (for example, it is possible to develop iron, but not uranium); in the oil and gas sector, foreign investments will be limited (no more than 49% in the authorized capital of production companies) in those fields that are not yet developed, where the total volume of oil exceeds 150 million tons, and gas - 1 trillion m3.

Finally, investors received a closed list of criteria that will be included in new edition the law "On Subsoil" and which the Russian government is unlikely to revise. They were also satisfied with the fact that, in accordance with the criteria, they would not be allowed to those fields where they were not allowed before and to which they did not really count (there are no more than 5-6 such oil and gas fields on land, and as for the shelf , then here Yuri Trutnev promised to think again.

The solution to the issue of determining the criteria for classifying enterprises (FSUE and JSC) as strategic has been debated by the authorities and the community of public sector enterprises for more than 8 years: various regulatory legal acts have been proposed. For example, in 1999, the President of the Russian Federation B. Yeltsin was presented with a draft Federal Law “On Approval of the List of Joint Stock Companies Manufacturing Products (Goods, Works, Services) of Strategic Importance for Ensuring State Security, and on the Specifics of Disposing Their Shares”.

The bill proposed to approve the list of joint-stock companies manufacturing products of strategic importance for ensuring the security of the state, to establish the specifics of the disposal of their federal-owned shares, and restrictions on the participation of foreign individuals and legal entities, as well as residents of the Russian Federation who have foreign individuals and legal entities as founders or affiliates in the authorized capital of such companies.

The bill was rejected by the President. As noted in the opinion on the draft law, the proposed approach to resolving the issues of disposing of federal-owned shares of certain joint-stock companies is incorrect. Most of its provisions actually duplicate similar provisions of the Federal Law "On the Privatization of State Property and on the Basis for the Privatization of Municipal Property in the Russian Federation", which casts doubt on the advisability of adopting this bill. In addition, the conclusion noted that the draft law lacks a single criterion according to which certain joint-stock companies are classified as strategically important.

After two and a half years, Russian President V. Putin instructed the Government of the Russian Federation to submit to him for approval by March 1, 2002, a list of strategic enterprises (there was no clause about the criteria). As a reminder, the list was revised and presented to the President only in 2004.

Of the 1,453 FSUEs included in the Forecast plan (program) for the privatization of federal property for 2005, for the indicated reasons, the privatization procedure was suspended or terminated in relation to 711 enterprises.

In pursuance of the Decree of the President of the Russian Federation of May 9, 2004 No. 591 and the Resolution of the Government of the Russian Federation No. 369 of July 20, 2004, the formation of the Tactical Missile Armament Corporation OJSC was completed. In pursuance of the Decree of the President of the Russian Federation of November 29, 2004, No. 1481, the formation of OJSC United Corporation Oboronprom was completed. In pursuance of Decrees of the President of the Russian Federation and resolutions of the Government of the Russian Federation, all FSUEs subject to authorized capital Sozvezdie Concern OJSC, Vega Radio Engineering Concern OJSC, Oceanpribor Concern OJSC, Morinformsistema-Agat Concern OJSC, Granit-Electron OJSC.

Thus, the question of determining the criteria for classifying enterprises as strategic remains open. We need a regulatory act (law) regulating the issues of determining the boundaries of this segment of the public sector and the specifics of the activities of strategic enterprises, including in terms of the implementation of the state defense order (SDO); restrictions on privatization; carrying out activities in order to solve social problems (including the sale of certain goods and services at minimal prices); organizing and conducting procurement and commodity interventions to ensure food security of the state; conducting scientific and scientific-technical activities in industries related to ensuring the security of the Russian Federation; development and manufacture of certain types of products that are in the sphere of interests of the Russian Federation and ensure the security of the Russian Federation; production of certain types of products withdrawn from circulation or of limited working capacity.

As for those strategic enterprises that are insolvent today, but have mobilization capacities and unique resources (of a non-financial nature), in relation to them, the Russian Government should adopt a specific action program for their restructuring, bankruptcy and liquidation.

Literature

1. Podberezkin A.I. White Book of Russian Special Services [Electronic resource]. Access mode: http://www.sovetpamfilova.ru/text/319/?parent=60.
2. A plan for the privatization of federal property for 2006-2008 was signed. [Electronic resource]. Access mode: http://www.obninsk.net/news.
3. The state's debts are now over. Interview with V.N. Putilina // Izvestia. 2006.17 Jan.
4. On the procedure for writing off arrears of fines and fines from organizations that are of strategic importance for the national security of the state or socio-economic significance, in respect of which decisions on restructuring tax arrears to the federal budget, as well as arrears of accrued fines and fines were made The Government of the Russian Federation (together with the "Rules for the preparation of materials for the establishment of special conditions for writing off restructured debt on fines and fines from organizations of strategic importance to national security or socio-economic importance, in respect of which decisions on the restructuring of tax arrears to the federal budget , as well as debts on accrued fines and fines were accepted by the Government of the Russian Federation "): Resolution of the Government of the Russian Federation of 01.06.04, No. 259.
5. There is no competition - hence inflation: Interview of the Minister of Economic Development and Trade of the Russian Federation G.O. Gref magazine "Russian Newsweek", December 2005. [Electronic resource]. Access mode: http://www.media-online.ru/index.php3?&id=12.
6. Export potential of enterprises of the defense industry of the Southern Federal District [Electronic resource]. Access mode: http://www.faprom.gov.ru/snews.php?id=209.
7. The head of the Rosprom Boris Alyoshin does not have enough people to quickly integrate the defense industries [Electronic resource]. Access mode: http://rosprom.gov.ru/news.php?id=861.
8. Smirnov K. Yesterday foreigners were finally given what they had long demanded // Kommersant. 2005.18 oct.
9. Burtsev V.V. State financial control methodology and organization. - M .: Information and Implementation Center "Marketing", 2000.

http://docs.cntd.ru/document/901904859

Ineffective items have been sorted for better readability.

List of strategic enterprises and strategic joint stock companies
APPROVED
Presidential decree
Russian Federation
dated August 4, 2004 N 1009
(modified as of October 31, 2016)

N p / p Strategic enterprises and their location

1 Avangard, Sterlitamak, Republic of Bashkortostan

2 Emergency Technical Center of the Ministry of Atomic Energy of Russia, Saint Petersburg

4 Administration of civil airports (aerodromes), Moscow

4_1 Aleksin chemical plant, Aleksin-1, Tula region

10_1 Amur cartridge plant "Vympel", Khabarovsk Territory

19 Basalt, Saratov

22 Biysk Oleum Plant, Altai Territory

26 Departmental security of the Minatom of Russia, Moscow

26_1 Departmental security of railway transport of the Russian Federation, Moscow

26_2 Verkhnyaya Salda State Treasury Plant of Chemical Tanks, Verkhnyaya Salda Sverdlovsk region

29 Foreign economic association "Almazyuvelirexport", Moscow

37 Resurrection State Treasury Aggregate Plant, Moscow Region

39 All-Russian State Television and Radio Broadcasting Company, Moscow

40 All-Russian Research and Design Institute of Refractory Metals and Hard Alloys, Moscow

41 All-Russian Research Institute of Aviation Materials, Moscow

43 All-Russian Research Institute of Interdisciplinary Information - Federal Information and Analytical Center for the Defense Industry, Moscow

44 All-Russian Research Institute of Metrology named after D.I. Mendeleev, Saint-Petersburg

45 All-Russian Research Institute of Metrological Service, Moscow

46 All-Russian Research Institute of Optical and Physical Measurements, Moscow

48 All-Russian Research Institute of Flow Metering, Kazan

50 All-Russian Scientific Research Institute of Physical, Technical and Radio Engineering Measurements, Mendeleevo settlement, Moscow Region

56 Lenin All-Russian Electrotechnical Institute, Moscow

58 Hydrographic enterprise, Saint Petersburg

60 Main production and commercial department for servicing the diplomatic corps under the Ministry of Foreign Affairs of the Russian Federation, Moscow

61_1 Mining and Chemical Combine, Zheleznogorsk, Krasnoyarsk Territory

61_2 State Corporation for Air Traffic Management in the Russian Federation, Moscow

68 State Research and Production Enterprise "Krona", Vladimir

72 State Enterprise of Electrography and Micrography, Tula

75_1 State Treasury Scientific Testing Ground of Aviation Systems, Belozersky, Moscow Region

78 State Research Institute of Aviation Systems, Moscow

79 State Research Institute of Civil Aviation, Moscow

85 State Research Institute of Organic Chemistry and Technology, Moscow

87 State Research Institute of Chemical Products, Kazan

90 State laser training ground "Raduga", Raduzhny, Vladimir region

94 State Order of the Red Banner of Labor Research Institute of Chemical Reagents and Highly Pure chemical substances, Moscow city

107 Plant named after Morozov, settlement named after Morozov, Leningrad region

108 Plant named after Ya.M. Sverdlov, Dzerzhinsk, Nizhny Novgorod region

120 Plant "Electromash", Nizhny Novgorod

131_1 Russian Information Telegraph Agency (ITAR-TASS), Moscow

134 Kazan State Treasury Powder Factory

135 Kazan Precision Engineering Plant

149 Kamensk chemical plant, Kamensk-Shakhtinsky, Rostov region

155 Cinema Concern "Mosfilm"

175_1 Coordination Center on the creation of security and management systems "Atombezopasnost" Rosatom, Sergiev Posad-7, Moscow Region

177 Space communication, Moscow

186 Kuibyshev Chemical Plant. Novosibirsk region

193_1 International News Agency "Russia Today", Moscow

195 Interdisciplinary Research Institute "Integral", Moscow

197 Morsvyazsputnik, Moscow

206 Moscow Orders of the October Revolution and the Red Banner of Labor Electron design bureau

208 Mytishchi Research Institute of Radio Measuring Instruments, Moscow Region

213 Scientific Information Center "Planning. Economy. Management", Moscow

226 Research Institute "Geodesy", Krasnoarmeysk, Moscow Region

230 Scientific Research Institute "Kvant", Moscow

237_1 Research Institute Research and Production Association "Luch" of the Ministry of the Russian Federation for atomic energy, Podolsk, Moscow region

244 Scientific Research Institute of Applied Acoustics, Dubna, Moscow Region

254 Research Institute of Standardization and Unification, Moscow

259 Lukin Research Institute for Physical Problems, Moscow

264 Research Institute of Electromechanics, Istra, Moscow Region

272_1 A.P. Aleksandrov Scientific Research Technological Institute, Sosnovy Bor, Leningrad Region

281 Scientific and Production Association of Mechanical Engineering, Reutov, Moscow Region

285 Scientific and Production Association of Electromechanics, Miass, Chelyabinsk Region

289_1 Research and Production Enterprise "Gamma", Moscow

297 Research and Production Enterprise "Progress", Omsk

306_2 Scientific, Technical and Certification Center for Integrated Information Security, Moscow

308 Science and Technology Center "Atlas", Moscow

309 Scientific and technical center "Basis", Kaluga

312 Scientific and technical center "Informtechnika", Moscow

313 Scientific and Technical Center of the Defense Complex "Compass", Moscow

314 Scientific and Technical Center "Orion" of the Federal Security Service of the Russian Federation, Moscow

315 Scientific and Technical Center for Legal Information "Sistema", Moscow

318 Scientific and Technical Center "Himvest", Moscow

320 National fish resources, Moscow

326 Nizhny Tagil Institute of Metal Testing, Sverdlovsk Region

331 Novosibirsk Experimental Plant of Measuring Instruments, Chik settlement, Novosibirsk Region

347 Order of Lenin and Order of the Red Banner of Labor Scientific Research Institute of Synthetic Rubber named after academician S.V. Lebedev, Saint Petersburg

350 Order of the Red Banner of Labor Radio Research Institute, Moscow

370 Perm plant "Mashinostroitel"

370_1 Perm Powder Factory

373 Foreign Property Management Enterprise of the Administrative Department of the President of the Russian Federation, Moscow

374 Production Association "Avangard", Safonovo, Smolensk region

382 Production Association Krasnoyarsk Chemical Plant "Yenisei"

384 Production Association "October", Kamensk-Uralsky
Sverdlovsk region

388 Production Association "Strela", Orenburg

395 Rosmorport, Moscow

398 Russian television and radio broadcasting network, Moscow

404 Rostov-on-Don Research Institute of Radio Communication

407 Samara plant "Kommunar", Petra-Dubrava settlement, Samara region

413 Saransk Mechanical Plant, Republic of Mordovia

421 Siberian State Order of the Red Banner of Labor Research Institute of Metrology, Novosibirsk

422 Siberian Research Institute of Aviation named after S.A. Chaplygin, Novosibirsk

426 Situational Crisis Center of the Ministry of the Russian Federation for Atomic Energy, Moscow

427 Smolensk Production Association "Analitpribor"

430 Specialized Design Bureau of Radioelectronic Equipment "Radel", Moscow

431 Specialized production association for emergency protection of enterprises "Metallurgbezopasnost", Moscow

441_1 Television technical center "Ostankino", Moscow

444_1 Tambov Powder Factory, Kotovsk, Tambov Region

447 Construction Department N 30, Mizhgirya of the Republic of Bashkortostan

449 Ural Research Institute of Composite Materials, Perm

450 Ural Research Institute of Metrology, Yekaterinburg

468 Federal center dual technologies "Soyuz", Dzerzhinsky, Moscow region

472 Civil Aviation Aeronautical Information Center, Moscow

473 Center for radio equipment and communications of civil aviation, Moscow

474_1 Central Research Laboratory of Industry Innovative Technologies, Moscow

485 Central Aerohydrodynamic Institute named after Professor N.E. Zhukovsky, Zhukovsky, Moscow Region

486 Central Institute of Aviation Motors named after P.I. Baranov, Moscow

491 Central Research Institute "Complex", Moscow

492 Central Research Institute construction materials"Prometheus", St. Petersburg

495 Central Research Institute of Communications, Moscow

497 Central Research Institute of the Shipbuilding Industry "Center", Moscow

500 Central Research Institute of Chemistry and Mechanics, Moscow

501 Central Research Institute of Ferrous Metallurgy named after I.P. Bardin, Moscow

505 Central Order of the Red Banner of Labor Research Automobile and Automotive Institute "NAMI", Moscow

505_1 Chapaevsky Mechanical Plant, Samara Region

506 Chapaevsky experimental plant of measuring instruments, Samara region

513 Electromechanical Plant "Zvezda", Sergiev Posad, Moscow Region

515 Krylov State Scientific Center, Saint Petersburg

516 Russian Post, Moscow

2. Joint Stock Companies whose shares are in federal ownership and the participation of the Russian Federation in the management of which ensures the strategic interests, defense capability and security of the state, the protection of morality, health, rights and legitimate interests of the citizens of the Russian Federation.

Strategic joint stock companies and their location State share in the authorized capital of a joint stock company, percent

9 Agency for Housing Mortgage Lending, Moscow 100

14 Joint-stock company "ALROSA" (public joint-stock company), Mirny, Republic of Sakha (Yakutia) 33,001

15 Joint-stock company for oil transportation "Transneft", Moscow 75

41 Aeropribor - Voskhod, Moscow 38

42 Aeroflot - Russian airlines, Moscow 50 + 1 share

45 VTB Bank (public joint stock company), Saint Petersburg 42.83

87 Gazprom, Moscow 38.37

97_1 Head center for the reproduction of farm animals, Bykovo settlement, Podolsk district, Moscow region 100

98 State Joint Stock Company "Oboronpromcomplex", Moscow 100

136 Zarubezhneft, Moscow 100

190 Concern "Granit-Electron", Saint-Petersburg 100

192 Concern "Morinformsistema - Agat", Moscow 100

193_1 Concern "Research and Production Association" Aurora ", St. Petersburg 100

194 Concern "Okeanpribor", Saint-Petersburg 100

195 Concern of aerospace defense "Almaz - Antey", Moscow 100

196_2 Concern "Central Research Institute" Electropribor ", St. Petersburg 100

198_1 Corporation "Moscow Institute of Heat Engineering" 100

199 Corporation "Roskhimzashita", Tambov 100

200 Corporation "Tactical Missile Armament", Korolev, Moscow Region 100

227 Sheremetyevo International Airport, Khimki, Moscow Region 0.00000005

246 Moscow research and production complex "Avionica" 34.17

276_1 Research and Production Corporation "Uralvagonzavod" named after F.E. Dzerzhinsky, Nizhny Tagil, Sverdlovsk Region 100

305_1 Rosneft Oil Company, Moscow 0.000000009

324_2 United Aircraft Corporation, Moscow 90.01

324_3 United Grain Company, Moscow 50 + 1 share

324_4 United Shipbuilding Corporation,
Saint Petersburg 100

369 Channel One 51

81_1 Prioksky non-ferrous metal plant, Kasimov, Ryazan region 100

385 Production Association "Crystal", Smolensk 100

400_1 Rosneftegaz, Moscow 100

400_3 Rosgeologia, Moscow 100

404 Russian Railways, Moscow 100

449_1 System Operator Single energy system, Moscow 100

452 Modern commercial fleet, Saint Petersburg 75 + 1 share

481 Tekhpribor, Saint Petersburg 25.5

490 Transinzhstroy, Moscow 38

513_1 Federal Hydro-generating Company - RusHydro, Krasnoyarsk 60.5

513_2 Federal Grid Company of the Unified Energy System, Moscow 0.00000000055

518_1 Russian networks, Moscow 85.31

528_2 Center for Shipbuilding and Ship Repair Technology, Saint Petersburg 100

531 Cheboksary research and production instrument-making enterprise "Elara" 49

551 INTER RAO UES, Moscow 0.00000000000087

552 Roskartografiya, Moscow 51

553 Goznak, Saint Petersburg 100