Download ORDER of the Government of the Russian Federation dated 4 22-r (2018) Relevant in 2018

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List of strategic enterprises and strategic joint-stock companies of Russia

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175_1 Coordinating Center for the creation of security and control systems "Atombezopasnost" of Rosatom, Sergiev Posad-7, Moscow Region

2. Joint-stock companies, the shares of which 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, protection of morality, health, rights and legitimate interests of citizens of the Russian Federation.

Strategic joint-stock companies and their location Share of the state in the authorized capital of the joint-stock company, percent

15 Joint Stock Company for Oil Transportation Transneft, Moscow 75

41 Aeropribor - Voskhod, Moscow 38

98 State Joint Stock Company Oboronpromkompleks, Moscow 100

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136 Zarubezhneft, Moscow 100

194 Concern "Oceanpribor", St. Petersburg 100

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

198_1 Corporation "Moscow Institute of Thermal Engineering" 100

227 Sheremetyevo International Airport, Khimki, Moscow Region 0,

246 Moscow research and production complex Avionika 34.17

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305_1 Oil company "Rosneft", Moscow 0,

369 First Channel 51

385 Production association "Crystal", Smolensk 100

513_2 Federal Grid Company of the Unified Energy System, Moscow 0,

518_1 Russian networks, Moscow 85.31

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531 Cheboksary Research and Production Instrument-Making Enterprise "Elara" 49

551 INTER RAO UES, Moscow 0.7

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Free legal advice:

List of strategic enterprises

to federal law

"On the protection of the economic interests of the Russian Federation

when disposing of shares of joint-stock companies,

producing products (goods, works, services),

of strategic importance

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to ensure the security of the state"

JOINT-STOCK COMPANIES CREATED IN THE PROCESS OF PRIVATIZATION PRODUCING PRODUCTS OF STRATEGIC IMPORTANCE FOR THE SECURITY OF THE STATE (GOODS, WORKS, SERVICES)

1. Oil company "LUKOIL", Moscow 2. Oil and gas company Slavneft, city of Moscow 3. Orenburg oil joint-stock company, city of Orenburg, Orenburg region 4. AK "Transneft", Moscow 5. AK "Transnefteprodukt", Moscow city 6. Oil company Rosneft, Moscow city 7. Tyumen oil company, Tyumen city, Tyumen region 8. Gazprom, Moscow city 9. Norilskgazprom, Norilsk city, Krasnoyarsk Territory 10. Rosgazifikatsiya, Moscow city 11. Siberian-Ural oil and gas chemical company Sibur, Moscow 12. "UES of Russia", Moscow 13. Irkutskenergo, Irkutsk city, Irkutsk region 14. Moselectrofoil, Moscow city 15. "Perm Motors", city of Perm, Perm region 16. "Rybinsk Motors", Rybinsk city, Yaroslavl region 17. TVEL, Moscow city 18. Chelyabinsk Mechanical Plant, Chelyabinsk city 19. "Pulse", Moscow 20. Central Research Institute of Special Machine Building, Moscow Region 21. Atomenergozapchast, Novovoronezh, Voronezh Region 22. Donatomstroy, Novovoronezh, Voronezh Region 23. Assembly and Construction Trust-3, Novovoronezh, Voronezh Region 24. East -Siberian production and assembly enterprise "Atompromcomplex", city of Irkutsk, Irkutsk region 25. Spao "East", Zima city, Irkutsk region 26. Construction polymer ceramics, Vorotynsk station, Kaluga region 27. Chemical and metallurgical plant, Krasnoyarsk city, Krasnoyarsk region 28. Instrument plant "Crystal", city of Kirovo-Chepetsk, Kirov region 29. Energy-special construction, city of Kirovo-Chepetsk, Kirov region 30. Atomremmash, city of Kurchatov, Kursk region 31. Motor transport company "Trans - Atom", Moscow city 32. Atomredmetzoloto, Moscow city 33. Atomprom, Moscow city 34. Atompromresursy. Moscow 35. Techsnabexport, Moscow 36. State joint-stock company "Oboronpromkompleks", Moscow city 37. Commercial center N 100. Moscow city 38. Moscow polymetal plant, Moscow city 39. Spao "Middle Ural Construction Department", Novouralsk city, Sverdlovsk region 40. Experimental plant of electrical equipment, Moscow city 41. Spetsmontazhmekhanizatsiya, Moscow city 42. Energospetsmontazh, Moscow city 43. Atomspetskonstruktsiya, Elektrostal city, Moscow region 44. Volzhsky electromechanical plant, Dubna city, Moscow region 45. Experimental factory "Progress", Protvino city, Moscow region 46. OrgstroyNIIproekt, Elektrostal city, Moscow region 47. Perlovsky plant power equipment, Mytishchi city, Moscow region 48. Machine-building plant, Elektrostal city, Moscow region 49. Production and technological equipment department, Elektrostal city, Moscow region 50. Construction department N 620, Protvino city, Moscow region 51. Oboronpromkompleks, city Nizhny Novgorod, Nizhny Novgorod Region 52. Sarov Construction and Industrial Joint Stock Company, Sarov, Nizhny Novgorod Region 53. West Siberian Production and Acquisition Enterprise "Atompromcomplex", Novosibirsk city, Novosibirsk region 54. Novosibirsk plant of chemical concentrates, Novosibirsk city, Novosibirsk region 55. Promstalkonstruktsiya, Novosibirsk city, Novosibirsk region 56. Siberian Design Institute of Technology, Novosibirsk city, Novosibirsk region 57. Atommash, Volgodonsk city, Rostov region 58 .North Caucasian production and assembly enterprise "Atompromcomplex", Rostov-on-Don, Rostov region 59. North-Western production and procurement enterprise "Atompromcomplex", St. Petersburg 60. "Emerald mines of the Urals", city of Asbest, Sverdlovsk region 61. Malyshevskoe mine administration, city of Asbest, Sverdlovsk region 62. Nizhneturinsky machine-building plant "Venta", city of Nizhnyaya Tura, Sverdlovsk region 63. Sverdlovsk NIIkhimmash, city of Yekaterinburg. Sverdlovsk region 64. Stroyplastpolimer, city of Yekaterinburg, Sverdlovsk region 65. Tveroboronpromkompleks, city of Tver, Tver region 66. Prommekhanomontazh, city of Tomsk, Tomsk region 67. Chepetsk Mechanical Plant, city of Glazov, Udmurt Republic 68. Dimitrovgradstroy, city of Dimitrovgrad, Ulyanovsk region 69 .Assembly and industrial company "Uralprommontazh", Chelyabinsk city, Chelyabinsk region 70. South Ural production and procurement enterprise "Atompromcomplex", Chelyabinsk city, Chelyabinsk region 71. Zabaikalsky Mining and Processing Plant, Pervomaisky settlement, Chita Region 72. Priargunskoye Industrial Mining and Chemical Association, Krasnokamensk city, Chita Region 73. Volzhsky Machine-Building Plant, Rybinsk city, Yaroslavl Region 74. Severatom Complex, Yaroslavl city , Yaroslavl region 75. Research Institute "Electromera", St. Petersburg 76. "Biophysical equipment", Moscow city 77. Steklopribor, Golynki village, Smolensk region 78. Controlpribor, Penza city, Penza region 79. Research and production enterprise "Try", Saint-Petersburg 80. Special design bureau of watch movements, Moscow 81. Kusinsky factory of precise technical stones "Tokam", Kusa city, Chelyabinsk region 82. Research Institute of watch industry, Moscow city 83. Lithium element, Saratov city, Saratov region 84. "Source", city of Tver, Tver region 85. Vyazemsky Electrotechnical Plant, city of Vyazma, Smolensk region 86. Research, Design and Technological Institute of Chemical Power Sources, city of Saratov, Saratov Region 87. Research and Design Institute of Chemical Engineering, city Moscow 88. VNIIstroydormash, Moscow 89. Research and Production Association for Research and Design of Power Equipment named after I.I. Polzunov, St. Petersburg 90. Aviation Complex named after S.V. Ilyushin, Moscow 91. Sukhoi Experimental Design Bureau , Moscow 92. Experimental Design Bureau "Crystal", Moscow 93. Aggregate Design Bureau "Anchor", Moscow 94. Alatyrsky plant "Electroautomatic", city of Alatyr, Chuvash Republic - Chavash Republic 95. Arzamas Instrument-Making Plant, city of Arzamas, Nizhny Novgorod Region 96. Arzamas Experimental Design Bureau "Pace", Arzamas, Nizhny Novgorod Region 97. Balashikha Casting and Mechanical Plant, Balashikha, Moscow Region 98. Buynaksk Aggregate Plant, Buynaksk, Republic of Dagestan 99. Voronezh Joint-Stock Aircraft Building Company, Voronezh, Voronezh Region 100. Voskresensky Machine-Building Plant "Firework", Voskresensk city, Moscow region 101. Gavrilov-Yamsky machine-building plant "Agate", Gavrilov-Yam city, Yaroslavl region 102. Samara scientific and technical complex "Engines NK", Samara city, Samara region 103. Dubna machine-building plant, Dubna city, Moscow region 104. Irkutsk aviation production association, Irkutsk city, Irkutsk region 105. Kazan plant "Electrical Appliance", the city of Kazan, the Republic of Tatarstan (Tatarstan) 106. Kazan Helicopter Plant, the city of Kazan, the Republic of Tatarstan (Tatarstan) 107. Kazan Instrument Design Bureau, the city of Kazan, the Republic of Tatarstan (Tatarstan) 108. Kamensk-Ural Foundry, * the city of Kamensk- Uralsky, Sverdlovsk region 109. Kirovo-Chepetsk electric machine building plant "VELCONT", city of Kirovo-Chepetsk, Kirov region 110. Aviamotor, city of Kazan, Republic of Tatarstan (Tatarstan) 111. KB "Electric drive", Kirov city, Kirov region 112. Kotlas electromechanical plant, Kotlas city, Arkhangelsk region 113. Lukhovitsky plant special designs, Lukhovitsy city, Moscow region 114. Ulyanovsk Instrument Design Bureau, Ulyanovsk city, Ulyanovsk region 115. MKB "Motherland", Moscow 116. Machine-building design bureau "Start", Yekaterinburg city, Sverdlovsk region 117. Kalinin machine-building plant, Yekaterinburg city, Sverdlovsk region 118. I.L. Mil Moscow helicopter plant, Moscow city 119. Moscow plant of electromechanisms, Moscow city 120. Moscow Institute of Electromechanics automation, Moscow 121. Moscow Machine-Building Plant "Forward", Moscow 122. Moscow Machine Building Plant "Banner", Moscow 123. Moscow Machine Building Plant "Lighthouse", Moscow 124. Moscow Machine Building Plant "Dawn", Moscow 125. Machine-building software named after I. Rumyantsev, Moscow 126. Moscow machine-building enterprise named after V.V. Chernyshev, Moscow 127. "Horizon", Moscow 128. OKB "Mars", Moscow 129. Aeropribor "Sunrise", Moscow 130. Research Institute of Aviation Equipment, Moscow 131. National Institute of Aviation Technology, Moscow 132. Research Institute technical glass, Moscow 133. Research Institute of technology and organization of engine production, Moscow 134. NIPTI "Micron", Vladimir city, Vladimir region 135. Research and production association "Lightning", Moscow 136. Research and production enterprise "Star", Tomilino village, Moscow region 137. Research and production association "The science", Moscow 138. Research and production enterprise "EGA", Moscow 139. Nizhny Novgorod Aviation Plant "Falcon", Nizhny Novgorod city, Nizhny Novgorod region 140. Omskaviaproekt, Omsk city, Omsk region 141. Omsk aggregate plant, Omsk city, Omsk region 142. Engine-building design bureau, Omsk city, Omsk region 143. Experimental design bureau "Hydromechanics", Ufa city, Republic of Bashkortostan 144. Experimental Design Bureau "Falcon", city of Kazan, Republic of Tatarstan (Tatarstan) 145. Experimental design bureau of motor building, city of Voronezh, Voronezh region 146. Orekhovo-Zuevsky plant "Respirator", the city of Orekhovo-Zuevo, Moscow region 147. The first MPZ named after V.A. Kazakov, the city of Moscow 148. "Inkar", Perm city, Perm region 149. Volga Aviation Technical Institute, Samara city, Samara region 150. "Instrument", Kursk city, Kursk region 151. Rostov design bureau of electromechanical devices, Rostov-on-Don city, Rostov region 152. Rybinsk engineering design bureau, Rybinsk city, Yaroslavl region 153. Samara design and research institute of the aviation industry, Samara city , Samara Region 154. Samara Aggregate Plant "Air unit", Samara city, Samara region 155. Hydroautomatics, Samara city, Samara region 156. Samara Mechanical Plant "Firework", Samara city, Samara region 157. Samara mechanical engineering design bureau, Samara city, Samara region 158. "Motor builder", Samara city, Samara region 159. Machine-building enterprise "Red October", St. Petersburg 160. "Electrical Appliance", city of Saratov, Saratov region 161. Sibgiproniyaviaprom, city of Novosibirsk, Novosibirsk region 162. Smolensk Aviation Plant, city of Smolensk, Smolensk region 163. Stupino machine-building production association, city of Stupino, Moscow region 164. Taganrog ASTC named after G.M. Beriev, city Taganrog, Rostov region 165. Tambov plant "Electrical Appliance", city of Tambov, Tambov region 166. "Monolith", Trubchevsk city, Bryansk region 167. Turaev machine-building design bureau "Union", Lytkarino city, Moscow region 168. Tushinsky machine-building plant, Moscow city 169. Tyumen electromechanical plant, Tyumen city, Tyumen region 170. "Tyumen engine builders", city of Tyumen, Tyumen region 171. Ulan-Ude Aviation Plant, city of Ulan-Ude, Republic of Buryatia 172. Ulan-Ude Instrument-Making Production Association, city of Ulan-Ude, Republic of Buryatia 173. Ulyanovsk plant of microdevices "Signal", city of Ulyanovsk, Ulyanovsk region 174. Machine-tool plant "Profile", Ulyanovsk, Ulyanovsk Region 175. Ural Instrument-Making Plant, Yekaterinburg, Sverdlovsk Region 176. Ufaaviaproekt, Ufa, Republic of Bashkortostan 177. Ufa Aggregate Design Bureau "Lightning", Ufa city, Republic of Bashkortostan 178. Ufa aggregate enterprise "Hydraulics", Ufa, Republic of Bashkortostan 179. Ufa Aggregate Production Association named after the 50th Anniversary of the USSR, Ufa, Republic of Bashkortostan 180. Ufa Instrument-Making Production Association, Ufa, Republic of Bashkortostan 181. Cheboksary Instrument-Making Plant "Elara", city of Cheboksary, Chuvash Republic - Chavash Republic 182. "Signal", city of Engels, Saratov region 183. Arseniev aviation company "Progress", city of Arseniev, Primorsky Krai 184. "Techpribor", St. Petersburg 185. Second Moscow Instrument-Making Plant, Moscow 186. Penza Plant "Era", Penza city, Penza region 187. AVEKS, Moscow city 188. Aviapriborproekt, Moscow city 189. "Unit", Samara city, Samara region 190. Aircraft holding company "Tupolev", Moscow 191. Kirov Plant "Electrical system", Kirov city, Kirov region 192. "Star", city of Perm, Perm region 193. "Aviadvigatel", Perm city, Perm region 194. Povolzhsky research institute of materials and technologies of aircraft engines, Samara city, Samara region 195. Sarapul power generating plant, Sarapul city, Udmurt Republic 196. Aviaspetssnabsbyt, Moscow city 197. NITI-TESAR, Saratov city, Saratov region 198 Joint Stock Holding Aircraft Company "Ilyushin", Moscow 199. Nizhny Novgorod plant "Start", city of Nizhny Novgorod, Nizhny Novgorod region 200. "Bulat", Zlatoust city, Chelyabinsk region 201. "Banner", Kiselevsk city, Kemerovo region 202. Rezhevsky mechanical plant, Rezh city, Sverdlovsk region 203. "Polymer", Chapaevsk city, Samara region 204. Roshal chemical plant named after A.A. Kosyakov, Roshal city, Moscow region 205. Aleksin experimental mechanical plant, Aleksin city, Tula region 206. Saratov plant "Prommash", Saratov city, Saratov region 207. Orsk machine building plant, Orsk city, Orenburg region 208. Caspian machine building plant, Kasli city, Chelyabinsk region 209. Kalinovsky chemical plant, Kalinovo village, Sverdlovsk region 210. Sterlitamak production plant "Vanguard", Sterlitamak city, Republic of Bashkortostan 211. Software "Diamond", the city of Barnaul, Altai Territory 212. AP Nizhnelomovskiy Electromechanical Plant, Nizhny Lomov city, Penza region 213. Yoshkar-Ola mechanical plant, Yoshkar-Ola city, Republic of Mari El 214. Krasnogorsk plant named after S.A. Zverev, Krasnogorsk city, Moscow region 215. Vyatsko-Polyansky machine-building plant "Hammer" 216. Kovrov Electromechanical Plant, Kovrov, Vladimir Region 217. Lytkarinsky Optical Glass Plant, Lytkarino, Moscow Region 218. Vologda Optical and Mechanical Plant, Vologda, Vologodskaya Oblast 219. Nizhny Novgorod Machine-Building Plant, city of Nizhny Novgorod, Nizhny Novgorod region 220. "Nytva", city of Nytva, Perm Region 221. Penza Plant of Precision Instruments, city of Penza, Penza Region 222. Rubtsovsky Machine Plant, city of Rubtsovsk, Altai Territory 223. Izhmash, city of Izhevsk, Udmurt Republic 224. Salavatgidromash, city of Salavat, Republic of Bashkortostan 225. Ishimbai Plant transport engineering, the city of Ishimbay, the Republic of Bashkortostan 226. Motovilikha plants of special engineering and metallurgy, the city of Perm, Perm region 227. All-Russian Research Institute of transport engineering, the city of St. Petersburg 228. NITI "Progress", Izhevsk city, Udmurt Republic 229. L.N. Koshkin Design Bureau, Klimovsk city, Moscow region 230. Automatic line design bureau, Vologda city, Vologda region 231. UralNITI, Yekaterinburg city, Sverdlovsk region 232. "Special Engineering", St. Petersburg city 233. RIAL, Nizhny Novgorod city, Nizhny Novgorod region 234. Company "Pulse", city of Krasnodar, Krasnodar Territory 235. "Northern Dawn", St. Petersburg 236. Radio Equipment Plant, Yekaterinburg, Sverdlovsk Region 237. Moscow Instrumentation Equipment Plant, Moscow 238. Scientific Research Institute of Computer Center "Contact", Mytishchi city, Moscow region 239. Pskov long-distance communication equipment plant, Pskov city, Pskov region 240. Research and production company "Rhythm", Krasnodar city, Krasnodar Territory 241. Ryazan Radio Plant, Ryazan city, Ryazan region 242. Special Design Bureau of Precision Equipment "Vector", city of Vladimir, Vladimir region 243. "Red Dawn", St. Petersburg city 244. Tomsk measuring equipment plant, Tomsk city, Tomsk region 245. Research and production enterprise "Rainbow", St. Petersburg 246. TsNITI "Technomash", Moscow 247. Slavgorod Radio Equipment Plant, Slavgorod, Altai Territory 248. "Radium", Kasli city, Chelyabinsk region 249. Samara plant "Screen", Samara city, Samara region 250. Plant "Red flag", Ryazan city, Ryazan region 251. Kyshtym radio plant, Kyshtym city, Chelyabinsk region 252. "Saturn", city of Omsk, Omsk region 253. "Innovator", city of Yoshkar-Ola, Republic of Mari El 254. Bryansk Special Design Bureau, city of Bryansk, Bryansk Region 255. Design Bureau "Kuntsevo", Moscow 256. "Sapphire", Makhachkala, Republic of Dagestan 257. Novosibirsk Institute software systems, city of Novosibirsk, Novosibirsk region 258. "Vanguard", St. Petersburg 259. Volzhsky Electromechanical Plant, Volzhsky, Republic of Mari El 260. Enterprise "Vector", city of Ekaterinburg, Sverdlovsk region 261. Enterprise "Izhevsk Electromechanical Plant", city of Izhevsk, Udmurt Republic 262. Kimovsky plant "Meteopribor", Shakhtinsky settlement, Tula Region 263. Mari Machine-Building Plant, Yoshkar-Ola, Republic of Mari El 264. Orenburg Hardware Plant, Orenburg, Orenburg Region 265. Penza Plant computer science, Penza city, Penza region 266. Tula plant "Arsenal", Tula, Tula Region 267. Research Institute of Radio Equipment, St. Petersburg 268. Experimental Design Bureau "Irtysh", city of Omsk, Omsk region 269. Special Design Bureau "Bearing", Yekaterinburg city, Sverdlovsk region 270. Special design bureau "Topaz", Moscow 271. Special Design Bureau of Special Radio Materials, Moscow 272. Central Design Bureau "Diamond", Moscow, 273. MAK "Pennant" with its constituent enterprises, Moscow 274. Industrial company "Concern "Antey", city ​​of Moscow 275. RKK "Energy" named after S.P. Korolev, city of Korolev, Moscow region 276. "Axion", city of Izhevsk, Udmurt Republic 277. Yurginsky machine-building plant, city of Yurga, Kemerovo region 278. "Composite", city of Korolev, Moscow region 279. VCS devices, city of Omsk, Omsk region 280. Chelyabinsk plant "Instrument", city of Chelyabinsk, Chelyabinsk region 281. Serpukhov plant "Metalist", Serpukhov city, Moscow region 282. Software "Kaluga Turbine Plant", Kaluga city, Kaluga region 283. Volgograd shipbuilding plant, Volgograd city, Volgograd region 284. RATEP, Serpukhov city, Moscow region 285. Baltic shipbuilding plant "Amber", the city of Kaliningrad, Kaliningrad region 286. Plant "Petrel", the city of Gatchina, Leningrad region 287. Altai instrument-making plant "Rotor", city of Barnaul, Altai Territory 288. Plant "Red Sormovo", city of Nizhny Novgorod, Nizhny Novgorod region 289. Plant "Dagdiesel", city of Kaspiysk, Republic of Dagestan 290. Plant "Akhtuba", city of Volgograd, Volgograd region 291. Factory "Emerald", Vladivostok city, Primorsky Territory 292. Khabsudmash, Khabarovsk city, Khabarovsk Territory 293. Kaluga Instrument-Making Plant "Typhoon", Kaluga city, Kaluga region 294. Factory "Neptune", Stavropol, Stavropol Territory 295. Caspian Precision Mechanics Plant, Kaspiysk, Republic of Dagestan 296. Amur Shipyard, Komsomolsk-on-Amur, Khabarovsk Territory 297. Plant "Engine", St. Petersburg 298. Plant "Electrical Appliance", Moscow 299. "Vanguard", city of Petrozavodsk, Republic of Karelia 300. Elling, Astrakhan city, Astrakhan region 301. Sosnovsky shipyard, Sosnovka city, Kirov region 302. Marine shipyard, Astrakhan city, Astrakhan region 303. NIIMM "Prometheus", city of Nizhny Novgorod, Nizhny Novgorod region 304. Research Institute "Breeze", Taganrog city, Rostov region 305. "Meteor", Volzhsky city, Volgograd region 306. State research and production enterprise "Firework", city of Nizhny Novgorod, Nizhny Novgorod region 307. "Amethyst", Kaluga city, Kaluga region 308. Ryazan plant of electronic devices, Ryazan city, Ryazan region 309. MosEP, Moscow city 310. NIIRK, Moscow city 311. Sibelkom, Belovo city, Kemerovo region 312. Plant "Discharge", Vladikavkaz, Republic of North Ossetia-Alania 313. NGO "Elecon", city of Kazan, Republic of Tatarstan (Tatarstan) 314. "Atlant", city of Izobilny, Stavropol Territory 315. Plant "Electric connector", Urussu city, Republic of Tatarstan (Tatarstan) 316. "Eldag", Makhachkala, Republic of Dagestan 317. Moscow Electric Lamp Plant, Moscow 318. Research Institute "Macon", the city of Yoshkar-Ola, the Republic of Mari El 319. Research Institute of Microdevices, the city of Moscow 320. The Bogoroditsky plant THI, the city of Bogoroditsk, Tula region 321. OKB MELZ, the city of Moscow 322. OKB at the plant "Discharge", Vladikavkaz, the Republic of North Ossetia - Alania 323. SKTB at the plant of devices and ferrites, the city of Kuznetsk, Penza region 324. Smolensk plant of radio components, the city of Smolensk, Smolensk region 325. TsKB "Dayton", city of Moscow 326. "Svetlana", St. Petersburg 327. Elling, city of Moscow 328. "Topaz", Vladikavkaz, Republic of North Ossetia - Alania 329. Altaihimprom, Altai Territory 330. Volgograd Autonomous District Khimprom, Volgograd city, Volgograd region 331. Volgobiosintez, Svetly Yar village, Volgograd region 332. "Catalyst", Novosibirsk region 333. "Thief", Primorsky Krai 334. "Halogen", city of Perm, Perm region 335. "Soda", Perm region 336. Ural plant of RTI, city of Yekaterinburg, Sverdlovsk region 337. Ural institute of rubber, city of Yekaterinburg, Sverdlovsk region 338. Talitsky biochemical plant, Sverdlovsk region 339. Rasskazovsky biochemical plant, Tambov region 340. Sibgiprobiosintez, city of Krasnoyarsk, Krasnoyarsk region 341. Khimprom, Chuvash Republic - Chavash Republic 342. TsPKBKhM, city of St. Petersburg 343. GIAP, city of Moscow 344. Giprokislorod, city of Moscow 345. NIITEKHIM, city of Moscow 346. "Biopreparation", Moscow 347. "Synthesis", city of Kurgan, Kurgan region 348. "Biosynthesis", Penza city, Penza region 349. "Biochemist", city of Saransk, Republic of Mordovia 350. TsNIIKA, city of Moscow 351. "East", Omutninsk city, Kirov region 352. Novosibirsk plant of medical preparations, Novosibirsk city, Novosibirsk region 353. "Red October", Krasny Oktyabr settlement, Vladimir region 354. "Medglass", city of Klin, Moscow region 355. Medsteklo-Borisovskoye, Borisovsky village, Tver region 356. Biomashpribor, Yoshkar-Ola city, Republic of Mari El 357. NPO "Screen", Moscow 358. All-Russian Scientific Center for Molecular Diagnostics and Treatment, Moscow 359. Biokhimmash, Moscow 360. Institute of Engineering Immunology, Lyubuchany village, Moscow Region 361. Omutninskaya Scientific Pilot Base, Omutninsk, Kirov Region 362. Integrated Engineering - design firm "Binomial", Moscow 363. "Organic", Novokuznetsk city, Kemerovo region 364. Research and design institute of the biotechnological industry, Kirov city, Kirov region 365. Biopreparation center, Moscow city 366. Association "Pennant", Moscow 367. Astrakhan Experimental Mechanical Plant, Astrakhan, Astrakhan Region 368. All-Russian Institute of Light Alloys, Moscow 369. Stupino Metallurgical Plant, Stupino, Moscow Region 370. Yaroslavl Mining and Processing Plant, Yaroslavsky settlement, Primorsky Territory 371 Kolchugino non-ferrous metal processing plant, Kolchugino city, Vladimir region 372. Magnitogorsk Iron and Steel Works, Magnitogorsk city, Chelyabinsk region 373. Svyazinvest, Moscow city 374. TsKB-Svyaz, Moscow city 375. ASVT, Moscow city 376. Airline "Vnukovo Airlines", city of Moscow 377. Airline "Don Airlines", Rostov-on-Don, Rostov region 378. Aviation company "East", Khabarovsk city, Khabarovsk Territory 379. Airline "Omskavia", city of Omsk, Omsk region 380. Airline "Baikal", city of Irkutsk, Irkutsk region 381. Airline "Siberia", city of Ob, Novosibirsk region 382. Izhevsk airline, city of Izhevsk, Udmurt Republic 383. Airline "Voronezhavia", Voronezh city, Voronezh region 384. Kaluga airline, Kaluga city, Kaluga region 385. Myachkovo aviation services, Upper Myachkovo village, Moscow region 386. Airline "Tyumenaviatrans", Tyumen city, Tyumen region 387. Airline Aeroflot - Russian International Airlines, city of Moscow 388. Aerokuznetsk, city of Novokuznetsk, Kemerovo Region 389. Krasnoyarsk Airlines, city of Krasnoyarsk, Krasnoyarsk Territory 390. Amuravia, city of Blagoveshchensk, Amur Region 391. Airline "Samara", Samara city, Samara region 392. Bratsk airline, Bratsk city, Irkutsk region 393. Vladivostokavia, Vladivostok city, Primorsky region 394. "Bykovo-Avia", Bykovo village, Moscow region 395. Saratov Airlines, city of Saratov, Saratov region 396. Airline Simbirsk-Aero, Ulyanovsk city, Ulyanovsk Region 397. Chelyabinsk Aviation Enterprise, Chelyabinsk City, Chelyabinsk Region 398. Ulan-Ude Aviation Enterprise, Ulan-Ude City, Republic of Buryatia 399. Kaliningrad Aviation Enterprise, Kaliningrad City, Kaliningrad Region 400. Kemerovo Aviation Enterprise, Kemerovo City, Kemerovo Region 401. Airport "Rostov-on-Don", city of Rostov-on-Don, Rostov region 402. Omsk airport, city of Omsk, Omsk region 403. Airport "Volgograd", city of Volgograd, Volgograd region 404. Airport "Vnukovo", Moscow 405. Airport "Koltsovo", Yekaterinburg city, Sverdlovsk region 406. Airport "Astrakhan", Astrakhan city, Astrakhan region 407. Anapa airport, Anapa city, Krasnodar region 408. International airport Sheremetyevo, Moscow city 409. Training center-22, Bykovo-2 village, Moscow region 410. Baltic shipping company, city of St. Petersburg 411. Novorossiysk shipping company, Novorossiysk city, Krasnodar Territory 412. Kamchatka shipping company, Petropavlovsk-Kamchatsky city , Kamchatka Region 413. Northern Shipping Company, city of Arkhangelsk, Arkhangelsk Region 414. Murmansk Shipping Company, city of Murmansk, Murmansk Region 415. Far Eastern Shipping Company, city of Vladivostok, Primorsky Territory 416. Sakhalin Shipping Company, city of Kholmsk, Sakhalin Region 417. Volzhskoe oil shipping company, city of Samara, Samara region 418. Shipping company "Kama river shipping company", city of Perm, Perm Region 419. Northern River Shipping Company, city of Arkhangelsk, Arkhangelsk Region 420. Velomorsko-Onega Shipping Company, city of Petrozavodsk, Republic of Karelia 421. Shipping Company Pechora River Shipping Company, city of Pechora, Republic of Komi 422. Ob-Irtysh river shipping company, city of Tyumen, Tyumen region 423. Irtysh river shipping company, city of Omsk, Omsk region 424. West-Siberian river shipping company, city of Novosibirsk, Novosibirsk region 425. Yenisei river shipping company, city Krasnoyarsk, Krasnoyarsk Territory 426. ASC "Lena United River Shipping Company", the city of Yakutsk, the Republic of Sakha (Yakutia) 427. The Amur River Shipping Company, the city of Khabarovsk, the Khabarovsk Territory 428. The Kolyma Shipping Company, the village of Zyryanka, the Republic of Sakha (Yakutia) 429. The Yansk River Shipping Company, the village of Nizhneyansk, the Republic of Sakha (Yakutia) 430. Western Shipping Company, city of Kaliningrad, Kaliningrad region 431. Shipping company "Volga shipping company", city of Nizhny Novgorod, Nizhny Novgorod Region 432. Moscow River Shipping Company, city of Moscow 433. Volga-Don Shipping Company, city of Rostov-on-Don, Rostov Region 434. North-Western Shipping Company, city of St. Petersburg 435. Arkhangelsk River Port, city of Arkhangelsk , Arkhangelsk Region 436. Port of Rostov, city of Rostov-on-Don, Rostov Region 437. Port of Astrakhan, city of Astrakhan, Astrakhan Region 438. Port "Permian", Perm city, Perm region 439. Azov sea port, Azov city, Rostov region 440. Yeysk sea port, Yeysk city, Krasnodar region 441. Tobolsk river port, Tobolsk city, Tyumen region 442. Omsk river port, Omsk city, Omsk region 443. Novosibirsk river port, city of Novosibirsk, Novosibirsk region 444. Syktyvkar port, city of Syktyvkar, Komi Republic 445. Salekhard port, city of Salekhard, Yamalo-Nenets Autonomous Okrug 446. Osetrovsky river port. city ​​of Ust-Kut, Irkutsk region 447. Kirensky river port, city of Kirensk, Irkutsk region 448. Tomsk river port, city of Tomsk, Tomsk region 449. Khabarovsk river port, city of Khabarovsk, Khabarovsk Territory 450. "Amur-port", city of Komsomolsk-on-Amur, Khabarovsk Territory 451. Ulyanovsk river port, city of Ulyanovsk, Ulyanovsk region 452. Volgograd port, city of Volgograd, Volgograd region 453. Moscow northern port. city ​​of Moscow 454. Samara river port, city of Samara, Samara region 455. Saratov river transport company, city of Saratov, Saratov region 456. Yaroslavl port, city of Yaroslavl, Yaroslavl region 457. Moscow southern port, city of Moscow 458. Nizhny Novgorod port, city of Nizhny Novgorod, Nizhny Novgorod region 459. Port of Tver, city of Tver, Tver region 460. Cheboksary river port, city of Cheboksary, Chuvash Republic - Chavash Republic 461. Arkhangelsk commercial sea port, city of Arkhangelsk, Arkhangelsk region 462. Murmansk commercial sea port, city of Murmansk, Murmansk region 463. Sea trade port "Saint Petersburg", Saint Petersburg 464. Novorossiysk Commercial Sea Port, Novorossiysk, Krasnodar Territory 465. Tuapse Commercial Sea Port, Tuapse, Krasnodar Territory 466. Vladivostok Commercial Sea Port, Vladivostok, Primorsky Territory 467. Commercial Sea Port "Oriental", Vrangel village, Primorsky Territory 468. Commercial seaport "Posyet", Posyet village, Primorsky Territory 469. Kholmsky Commercial Sea Port, city of Kholmok, Sakhalin Region 470. Korsakov Sea Commercial Port, city of Korsakov, Sakhalin Region 471. Vaninsky Commercial Sea Port, Vanino Village, Khabarovsk Territory 472. Magadan Sea Commercial Port, city Magadan, Magadan Region 473. Petropavlovsk-Kamchatsky Commercial Sea Port, city of Petropavlovsk-Kamchatsky, Kamchatka Region 474. Moscow Shipyard, city of Moscow 475. "Nizhny Novgorod ship", city of Bor, Nizhny Novgorod region 476. Samussky Shipyard, village of Samus, Tomsk region 477. "Surf", the city of Rostov-on-Don, Rostov region 478. Osetrovskaya EW of the fleet, the city of Ust-Kut, Irkutsk region 479. Alekseevskaya EW of the fleet, the city of Ust-Kut, Irkutsk region 480. Osetrovsky Shipyard, the city of Ust-Kut, Irkutsk region 481. Kachug shipyard, Kachug village, Irkutsk region 482. Kirenskaya EW fleet, city of Kirensk, Irkutsk region 483. Novosibirsk electrode plant, city of Iskitim, Novosibirsk region 484. Severstal, city of Cherepovets, Vologda region 485. Stoilensky mining and processing plant, city of Stary Oskol , Belgorod region 486. Rosgosstrakh, city of Moscow 487. Sovcomflot, city of Moscow 488. VNIIPTkhimnefteapparatura, city of Volgograd, Volgograd region 489. Moscow plant "Crystal", Moscow city 490. Korystovo distillery, Korystovo village, Moscow region 491. SIMS, Sima village, Vladimir region 492. Bryanskspirtprom, Bryansk city, Bryansk region 493. "Ilmen", Ozerny settlement, Voronezh region 494. "Bacchus", Krasnoe village, Voronezh region 495. Buturlinovsky distillery "Piraqua", Buturlinovka city, Voronezh region 496. "Lux", Anna city, Voronezh region 497. "Crystal", Kaluga city, Kaluga region 498. "Beketovskoye", Beketovo village, Kursk region 499. Tetkinospirt, Tetkino village, Kursk region 500. "Kozinskoe", Kozino village, Kursk region 501. Makarovsky distillery, Makarovka village, Kursk region 502. Markovsky distillery, Markovo village, Kursk region 503. Melavsky distillery, Melavsky village, Kursk region 504. "Christmas", Guevo village, Kursk region 505. Voskresensky distillery, Voskresenskoye village, Lipetsk region 506. Pushkin distillery, Pushkino village, Lipetsk region 507. Stanovlyansky distillery, Kirillovo village, Lipetsk region 508. "Bacchus", Voronets village, Lipetsk region 509. "Ethanol", Livny city, Oryol region 510. "Crystal", Orel city, Oryol region 511. Ryazanspirtprom, Ryazan city, Ryazan region 512. Old glass distillery, Pronya village, Ryazan region 513. Country distillery, Ryazan city, Ryazan region 514. Kluchansky distillery, Klyuch village, Ryazan region 515. Pertovsky distillery, Pertovo village, Ryazan region 516. Pokrovo-Shishkinsky distillery, Miloslavskoye village, Ryazan region 517. Kotelinsky distillery, Darino village, Ryazan region 518. "Bacchus", Smolensk city, Smolensk region 519. "Talvis", Tambov city, Tambov region 520. Tulaspirt, Tula city, Tula region 521. Arzamasspirt, Lomovka village, Nizhny Novgorod region 522. Cast-iron distillery, Yuzhny village, Nizhny Novgorod region 523. Slobodskoy distillery, Slobodskoy city, Kirov region 524. Yaransky distillery, city of Yaransk, Kirov region 525. Urzhumvodspirt, city of Urzhum, Kirov region 526. Vyatvodspirt, city of Kirov, Kirov region 527. Mordovspirt, city of Saransk, Republic of Mordovia 528. Tyushevsky distillery, village of Tyush, Perm region 529. Penzaspirtprom , Penza city, Penza region 530. "Spring", Samara city, Samara region 531. Simbirskspirt, Ulyanovsk city, Ulyanovsk region 532. Itkulsky distillery, Sokolov village, Altai Territory 533. Viysky distillery, Biysk city, Altai Territory 534. Buryatspirt, Nikolsky village, Republic of Buryatia 535. Mariinsky distillery , city of Mariinsk, Kemerovo region 536. MINAL, city of Minusinsk, Krasnoyarsk region 537. "Alcohol", city of Kuibyshev, Novosibirsk region 538. "Crystal", city of Blagoveshchensk, Amur region 539. "Alcoholic", Khabarovsk city, Khabarovsk Territory 540. Distillery "Mineralovodsky", Grazhdanskoye village, Stavropol Territory 541. Biochemical plant "Caucasian", Girey village, Krasnodar Territory 542. "Khutorok-2", Novokubansk city, Krasnodar Territory 543. Udokha distillery, Udokha village, Pskov region 544. Distillery Maikop, Maykop city, Republic of Adygea (Adygea) 545. Distillery "Peschanskoye", Peschanka village, Belgorod region 546. "Mariinsky", Nadezhovka village, Rostov region 547. "Novocherkassk vodka", city of Novocherkassk, Rostov region 548. Rostov wine and vodka factory, city of Rostov-on-Don, Rostov region 549. Wine and vodka factory "Kamensky", city of Kamensk-Shakhtinsky, Rostov region 550. "Cedar", Irkutsk city, Irkutsk region 551. Talitsky biochemical plant, Talitsa city, Sverdlovsk region 552. Kovrovkhleboprodukt, Kovrov city, Vladimir region 553. Ramensky bakery plant, Malyshev village, Moscow region 554. Zaraiskkhleboprodukt, Zaraisk city, Moscow region 555. Kuznetsovsky experimental feed mill, Kuznetsovo village, Moscow region 556. Novomoskovsk distribution base, Novomoskovsk city, Tula region 557. Yaroslavl flour mill N 1, Yaroslavl city, Yaroslavl region 558. Nezhegolsky elevator, Shebekino city, Belgorod region 559. Bread base N 8, village Liski, Voronezh region 560. Buturlinovsky mill, city of Buturlinovka, Voronezh region 561. "Cereal", settlement Zolotukhino, Kursk region 562. Pallasovsky elevator, city of Pallasovka, Volgograd region 563. Surovikinsky elevator, city of Surovikino, Volgograd region 564. Balashovsky grain plant, city of Balashov, Saratov region 565. Balakovo elevator, city of Balakovo, Saratov region 566. Ershovsky grain elevator, city of Ershov, Saratov region 567. Dimitrovgrad bakery plant, city of Dimitrovgrad, Ulyanovsk region 568. Yeysk bakery plant, city of Yeysk, Krasnodar region 569. Novorossiysk bakery plant, city of Novorossiysk, Krasnodar region 570. Ust-Labinsky bakery plant, city of Ust -Labinsk, Krasnodar Territory 571. Zelenokumsk grain elevator, Zelenokumsk city, Stavropol Territory 572. Ipatovsky grain elevator, Ipatovo village, Stavropol Territory 573. Novoaleksandrovskkhleboprodukt, Novoaleksandrovsk city, Stavropol Territory 574. Morozovskkhleboprodukt, Morozovsk city, Rostov region 575. Salsk bakery plant ducts, city of Salsk, Rostov region 576. Tselinkhleboprodukt, village of Tselina, Rostov region 577. "Elevator", station 20th junction, Orenburg region 578. Orsk elevator, city of Orsk, Orenburg region 579. "Cereal", Uvelsky village, Chelyabinsk region 580. Shipunovsky elevator, Shipunovo village, Altai Territory 581. Maryanovka bakery plant, Maryanovka village, Omsk region 582. Kormilovsky bakery plant, Kormilovka village, Omsk region 583. Bratsk bakery plant, city of Bratsk, Irkutsk region 584 Port elevator, city of Kaliningrad, Kaliningrad region 585. Vereshchaginsky bakery plant, city of Vereshchagino, Perm region 586. Vladimirsky bakery plant "Flour grinder", Vladimir city, Vladimir region 587. Grain base N 9, Alexandrov city, Vladimir region 588. Luga feed mill, Tolmachevo village, Leningrad region 589. Combine of auxiliary enterprises, Moscow city 590. Republican information and computer center, Moscow city 591. Melnichny plant in Sokolniki, city of Moscow 592. Grain product, city of Ivanovo, Ivanovo region 593. Istrakhleboprodukt, city of Istra, Moscow region 594. "Hercules", Klin city, Moscow region 595. Voronovsky experimental plant of premixes and compound feeds, Voronovo village, Moscow region 596. Grain warehouse N 36, Orel city, Oryol region 597. Grain warehouse N 106, Zmievka village, Oryol region 598. Ryazan elevator, Ryazan city , Ryazan region 599. Grain warehouse N 47, Kozlovka village, Smolensk region 600. Vyazmazernoprodukt, city of Vyazma, Smolensk region 601. Grain warehouse N 12, city of Kotovo, Nizhny Novgorod region 602. Grain warehouse N 4, city of Belgorod, Belgorod region 603. Grain base No. 19, Guzyatino village, Tver region 604. Grain base No. 6, Povorino city, Voronezh region 605. Grain base No. 7, Voronezh city, Voronezh region 606. Kalachevsky elevator, Kalach city, Voronezh region 607. Kursk bakery plant, city ​​of Kursk, Kursk region 608. Grain base N 24, city of Kursk, Kursk region 609. Oboyansk elevator, city of Oboyan, Kursk region 610. Tetkinsky bakery plant, village to Tetkino, Kursk region 611. Grain base N 30, the city of Yelets, Lipetsk region 612. Archedinsky elevator, the city of Frolovo, Volgograd region 613. Elansky elevator, the village of Elan, Volgograd region 614. "Zhito", city of Tolyatti, Samara region 615. "Flour grinder", Tolkai station, Samara region 616. Samara elevator, Samara city, Samara region 617. Saratov bakery plant, Saratov city, Saratov region 618. Arkadakhleboprodukt, Arkadak city, Saratov region 619. "Mixed feed", Balashov city, Saratov region 620. Pugachevskiy elevator, Pugachev city, Saratov region 621. Grain warehouse N 44, Saratov city, Saratov region 622. Grain warehouse N 69, Svobodny settlement, Saratov region 623. Saratovmuka, Saratov city, Saratov region 624 Simbirskmuka, city of Ulyanovsk, Ulyanovsk region 625. Korenovsky grain elevator, city of Korenovsk, Krasnodar region 626. Starominsk grain elevator, village Starominskaya, Krasnodar region 627. Kostroma bakery plant, city of Kostroma, Kostroma region 628. "Flour grinder", Kostroma city, Kostroma region 629. Staroshcherbinovsky elevator, Staroshcherbinovskaya village, Krasnodar region 630. "Elevator", city of Budennovsk, Stavropol Territory 631. Nezlobnensky Combine of Grain Products, village Nezlobnaya, Stavropol Territory 632. Ryzdvyanensky Feed Mill, Ryzdvyany village, Stavropol Territory 633. Grachevsky Elevator, Grachevka village, Stavropol Territory 634. Kochubeevsky Combine of Bakery Products, village Kochubeevskoe, Stavropol Territory Divensky elevator, Divnoye village, Stavropol Territory 636. Grain base N 48, Novopavlovsk city, Stavropol Territory 637. Matveevkurgankhleboprodukt, Matveev Kurgan village, Rostov region 638. Volgodonsky elevator, Volgodonsk city, Rostov region 639. Salsky feed mill, Salsk city, Rostov region 640. Plant "Zernogradsky", Zernograd village, Rostov region 641. Mishkinsky bakery plant, Mishkino village, Kurgan region 642. Petukhovsky elevator N 2, the city of Petukhovo, Kurgan region 643. Makushinsky elevator, the city of Makushino, Kurgan region 644. Shchuchansky grain products plant, the city of Shchuchye, Kurgan region 645. Buzuluksky elevator, city of Buzuluk, Orenburg region 646. Cherdaklinsky feed mill, Cherdakly village, Ulyanovsk region 647. Elista bakery, city of Elista, Republic of Kalmykia 648. Elevator "Ore Treasure", Svetly village, Orenburg region 649. Grain warehouse N 63, Akbulak city, Orenburg region 650. Perm flour mill, city of Perm, Perm region 651. Troitsky elevator, Troitsk city, Chelyabinsk region 652. Goginskaya grain warehouse N 57, Gogino station, Chelyabinsk region 653. Kulunda feed mill, Kulunda village, Altai Territory 654. Aleiskkhleboprodukt, Aleisk city, Altai Territory 655. Bread base N 39, Lenki village, Altai Territory 656. "Miller", Rubtsovsk city, Altai Territory 657. Grain base N 3, Moskalenki village, Omsk region 658. Tyumen bakery plant, Tyumen city, Tyumen region 659. Taishet bakery plant, Taishet city, Irkutsk region 660. Irkutsk feed mill, Irkutsk city, Irkutsk region region 661. Grain base N62, Ptichnik village, Jewish Autonomous Region 662. Birobidzhansky feed mill, Birobidzhan city, Jewish Autonomous Region 663. Chita bakery plant, city of Chita, Chita region 664. Khakashleboprodukt, Abakan city, Republic of Khakassia 665. Bread base N 61, city of Yaroslavl, Yaroslavl region 666. Rybinsk flour mill, city of Rybinsk, Yaroslavl region 667. Pomarsky feed mill, Privolzhsky village, Republic of Mari El 668. Belogorsk bakery plant "Oriental", city of Belogorsk, Amur region 669. Yuzhno-Sakhalinsk bakery plant, city of Yuzhno-Sakhalinsk, Sakhalin region 670. Kaliningrad flour mill, city of Kaliningrad, Kaliningrad region 671. Arkhangelsk bakery plant, city of Arkhangelsk, Arkhangelsk region 672. Murmansk bakery plant, city Murmansk, Murmansk region 673. "Flour - compound feed", city of Pskov, Pskov region 674. Belkomkhlebprod, city of Belogorsk-2, Amur region 675. Novokuznetsk bakery plant, city of Novokuznetsk, Kemerovo region 676. Petropavlovsk-Kamchatsky bakery plant, city of Petropavlovsk-Kamchatsky, Kamchatka region 677. Novosibirsk bakery plant N 1 , city of Novosibirsk, Novosibirsk region 678. Novosibirsk bakery plant N 2, city of Novosibirsk, Novosibirsk region 679. Tatar elevator, city of Tatarsk, Novosibirsk region 680. Evsinsky bakery plant, Evsino village, Novosibirsk region

Formation of economic strategy in general terms, it 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 rigidity, 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 related to 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 common, 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 company's behavior at a given stage of its functioning.

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

Strategies for stability - focus on existing areas and their support.

Survival strategies - an attempt to adapt to existing market conditions and abandon the old methods of management.

Reduction strategies - strategies used when the existence of the firm is threatened.

Defensive strategies - strategies that reflect the company's response to the actions of competitors and indirectly to the needs and behavior of the consumer.

Offensive strategies - strategies that require credit investments and, therefore, are more applicable to firms that have a sufficiently high financial potential, qualified personnel.

Strategies of the first type - strategies aimed at obtaining long-term profit, 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, etc.

Competitive strategy

Basic strategy of the enterprise

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

The main features of such strategies are:

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

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

• transition to a new mode of resource use;
• savings from reduced costs associated with the need to conclude new contracts, costs associated with market research, hospitality and similar types 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 the conditions of a clear idea of ​​their insignificant capabilities, rather low competitiveness and the need to ensure at least a minimal realization of their goals. These strategies include the “harvest” strategy, the cost reduction strategy, etc. The main features of such strategies are:

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

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

• refusal to produce unprofitable products, excess labor, poorly functioning distribution channels, etc.;
• sale of part of the company's assets, as a rule, unprofitable;
• carrying out the insolvency (bankruptcy) procedure.

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

The basic strategies of the firm are specified by developing competitive strategies.

Competitive strategy of the enterprise

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

The formation of a specific strategy of the enterprise is aimed at achieving its competitive advantages.

In economic practice, there are four levels of competitiveness of enterprises. 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, clearly fulfilling the planned production plan, not worrying about any surprises for consumers and competitors. However, as soon as such an enterprise begins to grow, increase the scale of its production, then either it outgrows the “niche” of the market for which it originally worked and enters competition in another market segment, or the initial “niche” of the market develops into a growing market and becomes attractive to other manufacturers. In this case, care must be taken to obtain comparative advantages, to surpass the standards proposed by competitors in the field of quality, delivery accuracy, prices, production costs, service levels, etc. Therefore, the best option for an economic strategy for enterprises of this level is the constant search for more and more "niches" of the market. It is this approach, which is the simplest form of diversification of production and economic activity of enterprises, that allows them to maintain their competitiveness and stay afloat.

The enterprises of the second level have received the name "following the leader". They strive to borrow as much as possible all those 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, based entirely on borrowing best practices, 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 (it 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. It's a cost advantage, differentiation, focus.

Cost advantage creates greater 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 a focus on one of the market segments, on a specific group of buyers, products or on a limited geographical sector of the market.

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

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

Strategies of the first type aimed at obtaining long-term profit, 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 lower labor costs, the use of more productive equipment, more economical types of raw materials, economies of scale in production;
• share expansion market - increasing production efficiency due to a higher share of newly created value (conditionally net production) in the total products sold, accelerating the turnover of the company's capital. The strategy involves achieving 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 — is focused on the creation and implementation of advanced technologies and the development of fundamentally new types of products of higher quality, which 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 must eventually reduce production costs in order to increase market share.

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

• strategy maximization (artificial overestimation) of production costs - an increase in production costs (for example, as a result of rising prices for raw materials and materials) 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 — updating the assortment due to “cosmetic” improvements of products already on the market (packaging, color, design, etc.);
• portfolio management strategy investments of capital - the purchase and sale of existing enterprises and assets of firms, the merger and absorption of some firms by others through operations with securities on the stock exchange are carried out. Given the strategy, there is a non-productive diversion of capital. The main focus is 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.

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

The situational analysis technique is based on a consistent consideration of the elements of the external and internal environment and the assessment of their impact on the company's capabilities.

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 technique is to identify and evaluate the strengths and weaknesses of the company and correlate them with the opportunities and threats of the market. The analysis is carried out on five functional areas— marketing, finance, production, personnel, organizational culture and image.

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

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

Strategies are specified in the company's plans for the production and sale of products, logistics, labor and personnel, production costs, finance, investment, and social development.

Russian firms are successfully mastering the experience of Western companies in the field of strategic planning. In 2008, two Russian companies at once - the UralSib Corporation and financial group Life is one of the best strategically oriented companies in the world and was admitted to the Balanced Scorecard Hall of Fame, which includes such world business "masters" 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.

Competitive strategies of the firm can be divided into two groups: defensive and offensive.

Defensive strategies reflect the company's response 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 to firms that have a sufficiently high financial potential and qualified personnel. Offensive strategies are usually growth strategies.

Functional strategy of the enterprise

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

The production strategy is focused on decisions about the required capacities, 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 market introduction.

The financial strategy develops the rules for the behavior of an 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 marketing activities of the enterprise, the factors for promoting goods and services on the market.

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

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, and 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 (for several years, usually from 7 to 12), instead of looking for momentary benefits, an enterprise can only by increasing production efficiency on an ongoing basis.

Measures to improve the efficiency of production, its further intensification ultimately require the technical modernization of production, the introduction of the achievements of scientific and technical 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, higher profits, 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 performance, at maximizing short-term profits by maneuvering the economic structure of the enterprise (its assets), artificially inflating product prices.

In market conditions, both types of economic strategies in enterprise management are intertwined and their separation is rather arbitrary. Therefore, for the dynamics of production efficiency, it is important not to strictly follow the management of an enterprise to one or another type of economic strategies, but, firstly, their correlation in intra-company management, and secondly, the compliance of the chosen strategy with the tasks of strengthening the competitiveness of the enterprise in the market, and therefore, with that technological way of life, economic specifics, those comparative advantages that a particular enterprise currently has.

Naturally, within the framework of each type of strategy, one can single out many of them. various kinds corresponding to the economic and production specifics of the enterprise. The first type of strategy is:

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

At minimization of 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 of more productive equipment in production, more economical types of raw materials and materials, an increase in the concentration of production, an increase in the serial production of products using equipment of a larger unit capacity (i.e. obtaining the so-called economies of scale production).

strategy aimed at expansion of the market share, contributes to increasing the efficiency of production due to a higher share of newly created value (conditionally - net products) in the total volume of sales, the growth rate of enterprises' turnover. The growth of the market share is directly related to the achievement of superiority over competitors. And this is largely due to the increase 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 improve production efficiency by reducing the unit costs of selling products (ie, by reducing inventory, storage costs, etc.).

As part of innovative programming R&D, focused on the creation and production development of innovations, not only the creation and implementation of advanced 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 (development of new technologies) and increasing the result. In market conditions, in order to successfully fight competitors, enterprises at high rates of scientific and technical 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, their competitors master them, a pioneering enterprise in this market, in order to maintain or increase its market share, must take care of a more acceptable price level for consumers (under conditions of choice), and hence minimizing production costs.

Type II strategies include:

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

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

Under the CPM, an increase in production costs, for example, as a result of rising prices for raw materials and materials, and again with a weakening of intra-industry competition (for example, when introducing high tariffs on imports of finished goods), is directly included in the price of products, i.e. passed on to the consumer. In conditions of high inflation rates and rapid depreciation of investments with a long payback period, they 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 capital investments. There is only an adjustment of selling prices with a constant level of production efficiency.

With R&D simulation programming, the economic result is achieved by updating the product range due to “cosmetic” improvements in products already on the market (packaging, design, color, etc.). It is possible to get 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 growth rate of production efficiency in this case, since the ratio of costs and results 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 “portfolio of capital investments”, within the framework of which the purchase and sale of existing enterprises and assets of firms, mergers and acquisitions of some firms by others through transactions with securities on the stock exchange, negatively affects the dynamics of production efficiency due to unproductive diversion of capital: technical modernization production capacity, there is no increase in capital investments in the development of production, and financial resources are used only for the redistribution of the existing production apparatus among the owners of the means of production. The main emphasis is on improving the current financial position of the enterprise, on increasing its ability to meet the needs of that part of shareholders who are primarily interested in receiving high dividends or playing on fluctuations in the share price, but not in a long-term increase in the value of the company's securities. .

The predominance of each type of strategy 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 main forms market competition. The so-called perfect price competition of producers 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 improving production efficiency and diversifying economic activity.

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

Another important factor determining the dominance of one or another type of economic strategies is the ratio of the growth rate of the cost of labor and the active part of fixed capital, which directly replaces human 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 wages rise at a faster rate than the value of the active part of the fixed capital, then management firms have more incentives to increase investment in new equipment and technology, since this leads to a general 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 predominance of strategies of the first type implies, in addition to low inflation, 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 refuse to invest in the development and implementation of large-scale projects for the restructuring of the production apparatus, since the real profit that can be received in a few years will be significantly reduced. Hence the desire of enterprises to invest in projects that pay off quickly, even to the detriment of increasing production efficiency, or even to take funds away from productive use. On the other hand, the depreciation of the securities of enterprises in relation to their assets or artificially inflating the price 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 activity) than the acquisition of existing enterprises. or creating new ones.

In connection with this factor, the ratio of the two types of economic strategies may also 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 importance has state incentives for the structural restructuring of industry, ensuring an intensive intersectoral overflow of labor and capital, the predominant development of the latest industries (industrial policy with the allocation of priority sectors).

For a real increase in production efficiency, the interest of the management of enterprises in investing in the expanded reproduction of fixed capital, focusing on strategies of the first type, is not enough, just as it is not enough just to purchase equipment to get the final product. To do 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 intra-company planning, on management systems and structures, forms of organization and stimulation of labor. The development and improvement of intra-company planning, in turn, depend on which type of economic strategies is dominant. With the dominance of strategies of the first type, development is carried out at a more intensive pace, it requires the involvement of an increasing amount of resources (primarily human resources), and with the predominance of strategies of the second type, development occurs at a slower pace.

Stages of development of the economic strategy of the enterprise

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

Strategic planning focuses on 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. hallmark strategic planning is its flexibility due to mobility planned horizons, those. periods of time for which a forward-looking policy is developed. Various criteria are used to determine the planning horizon: product life cycle; a cycle of fundamental change in demand for manufactured products; the period of time necessary 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 tools of strategic planning, the practice of forming targeted production and marketing programs has received the greatest development. The resource orientation consists in the development of comprehensive plans, in accordance with which all types of resources are directed to achieve the final 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 a plan for the strategic development of the enterprise. These plans are characterized by different priorities in the allocation of resources and an uneven balance of risk and guaranteed benefits.

Analysis of the external environment

Pursuing strategic planning, the enterprise must always take into account the influence of the external environment. Analyzing the external environment gives the business time to anticipate opportunities, plan for contingencies, develop an early warning system for possible threats, and develop strategies that can turn past threats into profitable opportunities. Threats and opportunities faced by an enterprise are usually divided into seven areas: economics, politics, market, technology, competition, international position and social behavior (Fig. 2).

Rice. 2. Environmental factors

An analysis of environmental factors, a correct and complete understanding of the strengths and weaknesses of the enterprise make it possible to make a sales forecast, which is the basis of all intra-company planning.

An organization's strategy is a generalized model of the actions necessary to achieve its goals. Goals in this case are those key results that firms are striving for. They play an important role in the formation of guidelines, that is, on which all activities are based.

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

The right choice of an organization's strategy allows you to withstand numerous competitors, get maximum profit, and avoid many unnecessary legal problems and issues. 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 in such a way that it is possible to switch from one type of activity to another.

When choosing, entrepreneurs often focus on:

Opportunity to develop in this environment;

On the possibility of survival;

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

A development strategy that takes into account all these guidelines will allow you to quickly take a place in the market and keep it in the future. The chosen strategy must be constantly changed and adjusted.

It is worth emphasizing that there is no single scheme. organizations are different, each of them has its own structure and its 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 (breakthrough);

Defensive (survival);

Changes (abbreviations).

All of them have their own varieties. These varieties are determined by specific directions. A multi-purpose strategy of an organization can combine elements of all groups at once.

The most striking is precisely the breakthrough strategy. It gives you the opportunity to quickly get what you want, beat competitors, strengthen your position in the market. Its options are different. In some cases, the organization must act quickly and decisively; in others, actions, although offensive, are still cautious and rather hidden.

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

The survival strategy is aimed at maintaining positions in the market. Most often, it is chosen when there are no financial or other means for a breakthrough strategy. The organization can also conduct it in order to avoid conflicts with competitors. In fact, it is dangerous. In the absence of proper control, the survival strategy will destroy the firm.

A reduction strategy is needed when there is a need to regroup. 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 developing the market, product, strategy deep penetration, diversification. They are often used by multi-industry companies. In them, one strategy is quickly replaced by another. There are incredible combinations 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 grab what at first glance seemed attractive, but always try to get to the bottom of things.

I.N. Demchuk - candidate of economics. Sci., Manager, Novosibirsk branch of NOMOS-BANK
N.V. Fadeikina - Doctor of Economics. Sciences, Professor, Rector of SIFBD

With the collapse of the USSR, about 75% of enterprises and organizations of the military-industrial complex of the defense industry went to Russia. By the end of the 1990s. The defense industry 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 affected the interests of almost 10% of the Russian population.

There are defense industry enterprises on the territory of most subjects of the Russian Federation, and some regions of the Russian Federation and more than 70 cities-factories, including closed administrative-territorial entities, are completely dependent on the work of the defense industry, since there are practically no other areas of labor application in them.

In the USSR, the defense industry developed as a priority compared to 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 the latest technology military and civilian purposes. The prestige of work 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 significance of the defense industrial complex is determined not only by its main purpose - the creation of weapons and military equipment (WME) and equipping the Armed Forces and other troops with them. In recent years, the volume of military equipment production in the total output of the defense industry is less than 20%. Nevertheless, the defense industry still plays a crucial role in the development of a number of industries and sub-sectors - television, radio broadcasting and communications, optical instrumentation, electronics and other critical 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 industrialized countries of the world.

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

Mobilization capacities are being lost, depreciation of fixed assets is increasing (reaching a total of 70%), the outflow of qualified scientists, engineers, workers and employees from the defense industry continues, the defense industry is disintegrating; unique technologies that were once pride are being lost Russian science and technology.

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

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

The need to reform the defense industry is due to:

- the ongoing military reform in the country, the reduction of the Armed Forces and the state defense order;
- the transition, under severe financial constraints, to selective state support for promising types of weapons and military equipment and the production of certain types of civilian products, a decrease in the number of priorities;
– re-profiling and modernization of the released capacities for the development and mass production of high-tech and competitive civilian products (primarily science-intensive);
- structural restructuring of the defense industry by creating viable industries and scientific teams in market conditions with the formation on their basis of widely diversified, stable intersectoral structures - vertically and horizontally integrated complexes;
- restructuring the defense industry 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 inappropriate;
- 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 world-class competitive scientific potential as the basis for creating modern species materials and industries, as well as the possibility of increasing export deliveries 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 that the production capacities and enterprises of the defense industry be brought into line with the needs of the expected demand for weapons and military equipment for the Russian Ministry of Defense, all law enforcement agencies and the implementation of international contracts, as well as the release of a civilian high-tech product for the domestic and foreign markets.

However, the state of the defense industry is still 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 developing the military-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 to concentrate resources to solve specific problems. The strategic goal at the same time was proclaimed "the formation of a new image of the military-industrial complex." However, the main guidelines of the state armaments 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 VIS has been fully completed (instead of the planned forty).

In 2006, as part of the implementation of the aforementioned FTP, the creation of seven to eight large VIS of the space industry is envisaged. The construction of a unified aircraft manufacturing holding in the country has been announced. According to the development director of JSC Tupolev, “there has never been anything like this in the global aircraft industry, the European super-holding Airbus and the American giant Boeing were created for three decades, but we pushed everything into two years.” The issue of creating international integrated structures is raised (for example, the problem of integrating the aviation complexes of Russia and Ukraine is discussed).

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

The creation of VIS is also hampered by other factors:

– the state of affairs in the field of state registration of real estate objects and the results of intellectual activity of enterprises;
- insufficiency of financial resources for the registration of these objects in the manner prescribed by law, for conducting a high-quality audit, evaluation 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 sheet of defense industry enterprises of objects of the socio-cultural sphere;
– low level of capacity utilization;
- a conflict of interest between the future parent and subsidiaries, the latter's awareness of the scale of internal transformations that will lead to the restructuring of management systems and business processes;
– identification of signs of bankruptcy, including due to unpaid (or not paid on time) state defense order and overdue accounts payable to the budget, off-budget state funds, other creditors, etc.

Until 2000, the tasks of the state defense order were not financed in full. As a result, an account payable of the state customer to the contractor was formed. Measures taken by the government to pay off the debt of the state 1995 - 2000 (treasury tax exemptions, state treasury bills, promissory note credit, cash offsets) made it possible to practically pay off the debts of this period. Although the calculations do not take into account inflation, the problems associated with the restructuring of accounts payable to the federal and other budgets, state non-budgetary funds, the consequences of which and hundred????? (some subjects of the defense industry are still fulfilling their obligations to restructure this 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 relevant 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 conclude contracts with the condition of paying them next year. This led to the formation of accounts payable, which amounted (according to the Ministry of Finance of the Russian Federation) to about 1% of the total. Since 2005, this practice has been discontinued, the debt on the specified supplies was repaid 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 strategic enterprises and organizations fulfilling the state defense order, adopted a resolution on the procedure for restructuring the debt of organizations for taxes, fees, accrued penalties and fines to the federal budget, as well as insurance premiums to state off-budget funds. In addition, in order to implement Art. 191 of the Federal Law "On Insolvency (Bankruptcy)" and in pursuance of Decree of the Government of the Russian Federation of 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, dues, accrued penalties and fines to the federal budget, as well as on insurance premiums to state off-budget funds” (this resolution refers to secret documents) Federal agencies (for example, Rosprom) created working groups to prepare an opinion on the advisability of restructuring the debt of organizations and approved the procedure for preparing opinions on the feasibility 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 tools of anti-crisis management - restructuring (in this case, obligations).

Methods for restructuring assets, capital, liabilities could be more effective when improving the mechanisms of public procurement and the formation and implementation of the state defense order.

The implementation of the State Defense Order is regulated by many regulatory and legislative acts: the Civil and Budget Codes; federal laws "On the State Defense Order" (dated December 27, 1995 No. 213-FZ, subject to amendments and additions made in 1997), "On the supply of products for federal state needs" (dated December 13, 1994 No. 60-FZ as amended on August 22, 2004), “On Technical Regulation” (No. 184-FZ of December 27, 2002); Decree of the President of the Russian Federation “Issues of the Federal Service for Defense Orders” (dated January 21, 2005 No. 56c), which defines the powers of the named federal service (Rosoboronzakaz) in terms of control (supervision) over the deployment and implementation of the state defense order, the activities of state customers and executors of the state defense order, the implementation of the pricing policy for the state defense order, the implementation of measures to preserve and develop strategic organizations of the defense industry, etc.; Decrees of the Government of the Russian Federation “On the implementation of the Federal Law “On the supply of products for federal needs”” (dated June 26, 1995 No. 594 as amended on July 28, 2005), “On the rules for maintaining organizations fulfilling state orders at the expense of the federal budget , separate accounting of the results of financial and economic activities "(dated 19.01.98 No. 47 as amended on 20.02.02)," On approval of exemplary state contracts for the implementation of research and development work on the state defense order " (dated January 23, 2004, No. 41 as amended on August 22, 2005).

It is no secret that these regulations are not fully linked to each other, and most importantly, they do not correlate with the main 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 developers of weapons and military equipment, the holding of unified trades in weapons and military equipment general use. According to the results of inspections conducted by Rosoboronzakaz, it is noted that the provision on the agreement (joint establishment) of prices by state customers when placing orders for the same products from a single contractor is not implemented. As a result, there are facts of purchases of the same name products 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 do not have enough funds for current expenses every year. For example, in 2005, the customer 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 ensure the supply of the Armed Forces, other troops and bodies at the level necessary to fulfill their tasks.

The underfunding of the State Defense Order and military programs is due to the incorrect forecasting of prices for military products in terms of serial purchases and repairs of weapons and military equipment. This is also recognized by the Ministry of Economic Development and Trade. The Ministry, together with the Federal Tariff Service (FTS), worked on this issue and proposed expanding the list of weapons and military equipment, 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 adequate regulatory and legislative support for solving most of the above problems in the field of public procurement and the implementation of the SDO. 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 the State Defense Order is one of the most painful issues related not only to the legislation on the budget, public procurement and the State Defense Order, but also to credit, depreciation and other areas of financial policy. “When deliveries under the state order, the price is so cut off that there can be no talk of any renewal of fixed assets, the introduction of new technologies. Enterprises under the start 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 under 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 to the army back in 2003, money was not received in full by the beginning of 2005. The cost of production is not indexed. And if they were indexed using deflators set by the level of depreciation of the consumer basket (12%), then this indexation satisfied few people. Indeed, even the increase in the cost of military equipment officially agreed with the Ministry of Economic Development and Trade of the Russian Federation exceeds 25% (for example, the increase in the cost of rocket technology in 2003 amounted to 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. In order to fulfill the defense order, defense industry enterprises were forced to take out bank loans, which led to additional expenses (at the price fixed in the state contract).

Many questions also arise regarding the decision-making system in which the draft state defense order is “forged”. One thing is gratifying that the Ministry of Defense of the Russian Federation is finally switching to the implementation of the scheme of a single customer for the State Defense Order (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 state defense order for 2005). The money will be mainly directed to the purchase of the most important weapons systems, new military equipment, which determine the shape of the Russian arms system for the period up to 2015.

According to the estimates of the Ministry of Economic Development of Russia, the planned funds are sufficient to carry out the main activities determined by the directive documents on military development. However, there is no talk about the start 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 state armament program being developed for 2007-2015. such deliveries are planned from 2010 .

For reference (data from the Ministry of Defense of the Russian Federation): Russia now occupies the 8th place in the world in terms of military spending; in 2004, the Russian Federation 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 in the amount of 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 weapons. Second place belongs to the UK ($47 billion). 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, assignments for R&D accounted for 33.9% of the total volume of assignments for the State Defense Order under the state armament program, for purchases - 44.0% and for repairs - 22.1%. In 2006, tasks 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 by no means all. The defense industry will have to get rid of part of the enterprises in order to ensure the maximum possible loading of the remaining ones. Some enterprises will be re-profiled or “set free to float”. The most powerful defense industry enterprises with scientific and production potential and producing competitive military products will operate within the framework of VIS (holdings). And it's inevitable.

Many defense industry people are inclined to think that the formation of VIS (holdings) is an end in itself, that they are created according to instructions from above, and not according to the final product, as it should be. And they act according to the principle: if you don’t build your own corporation (VIS), you will at best become the 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 seek to intercept a "piece of the pie" from others - 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-bankruptcy state. Unfortunately, the latter are the majority.

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

In order to optimize the number of defense enterprises, state bodies are compiling a list of strategic enterprises. The table shows the ownership structure of these public sector enterprises (PSEs).

Structure of the GSE subsector “Strategic enterprises”*

Organizational and legal form of the enterprise	Group (signs)	Number of enterprises	Note
	Corrected as of 27.03.06		3 enterprises were added (No. p / p: 60.1, 131.1, 401.1), 15 were excluded
	General, including GSE subjects
	The share of the state in the authorized capital of JSC (%):		The largest group. The number of joint-stock companies, the share of the state 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 Decree of the President of the Russian Federation of 04.08.04 No. 1009 as amended by Decree of 03.27.06 No. 262).

Thus, a little more than 1040 enterprises are classified as strategic, and 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.

Separate features (criteria) of strategic enterprises are specified in the Federal Law of December 21, 2001 No. 178-FZ “On the Privatization of State and Municipal Property”, which establishes that in order to implement 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 morality, 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 the shares of strategic joint-stock companies and strategic enterprises are included in the forecast plan after the President of the Russian Federation decides 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 number of SP (art. 7 of the law);
- in terms of methods of privatization of state and municipal property, the law determines that the privatization of property complexes of FSUE and federally 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 outside the territory of the Russian Federation of state-owned shares of OJSC; by contributing, 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 clarifies that, by decision of the Government of the Russian Federation, an executive authority of a constituent entity of the Russian Federation, a local self-government body, state or municipal property, as well as exclusive rights, can be made as a contribution to authorized capital of JSC. At the same time, the share of JSC shares owned by the Russian Federation, a constituent entity of the Russian Federation, a municipality and acquired, respectively, by the Russian Federation, a constituent entity of the Russian Federation, a municipality, in total ordinary shares of this joint-stock company cannot 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 OJSCs, in respect of which a decision has been made to use the "golden share" (special right), the law establishes that in order to ensure the country's defense capability and state security, protect 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 may decide on the use of a special right (“golden share”) for the participation, respectively, of the Russian Federation and its subjects in the management of the OJSC; the decision to use the special right may be taken when privatizing the property complexes of unitary enterprises or when making a decision to exclude an JSC from the List of strategic joint-stock companies, regardless of the number of shares owned by the state. The Russian Federation and its subjects cannot simultaneously use the specified special right in relation to the same JSC. The constituent entities of the Russian Federation also cannot use a special right in relation to an open joint-stock company created by transforming a federal state unitary enterprise during the period when the shares of this company are in federal ownership (Article 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 make transactions related to the alienation of shares contributed in accordance with the decision of the Government of the Russian Federation in the authorized capital of the company, as well as transactions entailing the possibility of their alienation or transfer to trust management, without the consent of the Government of the Russian Federation or the 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 November 14, 2002 No. 161-FZ) in accordance with which FSUE (SUE, MUP) can be created (and are being created, as evidenced by changes in Presidential Decree No. 1009) if necessary:

– 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 minimum 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 SUEs;
– implementation of scientific and scientific and 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 limited circulation.

A state-owned enterprise can be created in the following cases:

- if the predominant or significant part of the products manufactured, work performed, services provided is intended for federal state needs, the needs of a constituent entity of the Russian Federation or a municipality;
- the use of property, the privatization of which is prohibited, including property necessary to ensure the security of the Russian Federation, the operation of air, rail and water transport, the implementation of other strategic interests of the Russian Federation;
- the need to carry out activities for the production of goods, the performance of work, the provision of services sold at prices established by the state to solve social problems;
– the need to develop and manufacture certain types of products that ensure the security of the Russian Federation;
– the need to produce certain types of products withdrawn from circulation or 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 picture of what "strategic enterprises" are.

Some signs 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 stinginess of the definitions of strategic enterprises is compensated by the inclusion in Decree No. 1009 of the President of the Russian Federation of their List.

The list is defined in order to implement a unified state policy in the field of privatization and limit the participation of foreign capital in strategic industries.

As the head of Rosprom, B. Aleshin, noted (in an interview with a Vedomosti correspondent on July 19, 2005), the President “emphasized strategic enterprises in various sectors, including industry”; a special law should be adopted that will define strategic enterprises in which the participation of foreign capital will be limited (the level from which share purchase and sale transactions are considered by the executive authorities will be established, as well as other levels and actions performed within the established levels ). B. Aleshin added that this can be done in the same way as, for example, in the USA, where the President personally considers 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).

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

The order appeared not without the influence of the scandalous situation that has developed around the ban on Siemens to buy shares of Power Machines JSC, which is a public sector entity. 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 been submitted to 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 ruled out).

Based on the results 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 limited access of foreigners to strategic enterprises. First, they simply “welcome the recent decision in Russia to install more effective rules and procedures for determining strategic enterprises in which foreign investors are not eligible to participate.” Secondly, the authors of the letter suggested “creating 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 this is required by the interests of national security.”

Minister of Priority Resources Y. Trutnev attended the meeting of the FIAC. He noted that he already has three criteria for the admission of foreign investors to the fields. They are as follows: foreign investments are not allowed in the fields where defense facilities are located; it is forbidden to develop minerals that can be used for the production of modern weapons (for example, iron can be developed, but uranium cannot); in the oil and gas sector, foreign investments will be limited (no more than 49% in the authorized capital of mining 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 the new version of 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 into those fields where they had not been allowed before and which they had not really counted on (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 (FGUP 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 President of the Russian Federation B. Yeltsin was presented with a draft Federal Law “On Approval of the List of Joint-Stock Companies Producing Products (Goods, Works, Services) of Strategic Importance for Ensuring the Security of the State, and on the Peculiarities of Disposing of Their Shares”.

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

The bill was rejected by the President. As noted in the conclusion to the draft law, the proposed approach to resolving the issues of disposing of federally owned shares of individual 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 Fundamentals of 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 significant.

After two and a half years, President of Russia V. Putin instructed the Government of the Russian Federation to submit for approval by March 1, 2002 a list of strategic enterprises (there was no reservation about the criteria). Recall that the list was refined and presented to the President only in 2004.

Out of 1,453 FSUEs included in the Forecast Plan (Program) for the Privatization of Federal Property for 2005, the privatization procedure was suspended or terminated for the indicated reasons in relation to 711 enterprises.

In pursuance of Decree of the President of the Russian Federation No. 591 dated May 9, 2004 and Decree No. 369 of the Government of the Russian Federation dated July 20, 2004, the formation of Tactical Missiles Corporation OJSC was completed. In pursuance of Decree of the President of the Russian Federation No. 1481 dated November 29, 2004, the formation of OAO 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 federal state unitary enterprises subject to inclusion in authorized capitals Sozvezdie Concern OJSC, Vega Radio Engineering Concern OJSC, Okeanpribor Concern OJSC, Morinformsystem-Agat Concern OJSC, Granit-Electron OJSC.

Thus, the question of determining the criteria for classifying enterprises as strategic remains open. We need a normative act (law) that regulates 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 in the field of privatization; carrying out activities in order to solve social problems (including the sale of certain goods and services at minimum prices); organizing and conducting procurement and commodity interventions to ensure the food security of the state; conducting scientific and scientific and 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 limited in working capacity.

As for those strategic enterprises that are currently insolvent, but have mobilization capacities and unique resources (non-financial), in relation to them, the Russian Government should adopt a specific program of action 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 debts of the state are now finished. Interview with the Director of the Department of Economics of Defense and Security Programs of the Ministry of Economic Development of the Russian Federation V.N. Putilina // Izvestia. Jan 17, 2006
4. On the procedure for writing off debts on penalties and fines from organizations of strategic importance for the national security of the state or socio-economic significance, in respect of which decisions on the restructuring of debts on taxes and fees to the federal budget, as well as debts on accrued penalties and fines were made The Government of the Russian Federation (together with the “Rules for the preparation of materials for establishing special conditions for writing off restructured debts on penalties and fines from organizations of strategic importance for national security or socio-economic significance, in respect of which decisions on the restructuring of debts on taxes and fees to the federal budget , as well as debts on accrued penalties and fines were accepted by the Government of the Russian Federation"): Decree of the Government of the Russian Federation dated 01.06.04 No. 259.
5. No competition - hence inflation: Interview with 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 Rosprom, Boris Alyoshin, lacks 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 been demanding for a long time // Kommersant. 2005. 18 Oct.
9. Burtsev V.V. State financial control methodology and organization. - M .: Information and implementation center "Marketing", 2000.

List of strategic organizations based on the criteria established by Part 6 of Article 1 of Law No. 213-FZ:

List of strategic organizations based on the following documents in the attached file ---

The composition of the table - No. p \ n, Abbreviated name, Full name, TIN, identifier (link to the document indicating the number of the subparagraph in the corresponding Appendix of the document)

— a list of strategic organizations approved by Decree of the President of the Russian Federation of August 4, 2004 No. 1009 “On Approval of the List of Strategic Enterprises and Strategic Joint-Stock Companies” (excluding credit institutions)

1. Federal state unitary enterprises engaged in the production of products (works, services) of strategic importance for ensuring the defense capability and security of the state, protecting morality, health, rights and legitimate interests of citizens of the Russian Federation

N p / p		TIN
1	Vanguard, Sterlitamak, Republic of Bashkortostan	0268005588
2	Emergency technical center of the Ministry of Atomic Energy of Russia, St. Petersburg	7802145892
4	Administration of civil airports (aerodromes), Moscow	7714276906
4.1	Aleksin Chemical Combine, Aleksin-1, Tula Region	7111003056
10.1	Amur Cartridge Plant "Vympel", Khabarovsk Territory	2706000260
19	Basalt, Saratov	6432003698
22	Biysk Oleum Plant, Altai Territory	2204001528
26	Departmental security of the Ministry of Atomic Energy of Russia, Moscow	7706289940
26.1	Departmental security of railway transport of the Russian Federation, Moscow	7701330105
26.2	Verkhnesalda State State Plant of Chemical Tanks, Verkhnyaya Salda, Sverdlovsk Region	6607007128
29	Foreign Economic Association "Almazyuvelirexport", Moscow	7704047921
37	Voskresensky State Aggregate Plant, Moscow Region	5005021250
39	All-Russian State Television and Radio Broadcasting Company, Moscow	7714072839
40	All-Russian Research and Design Institute of Refractory Metals and Hard Alloys, Moscow	7726011284
41	All-Russian Research Institute of Aviation Materials, Moscow	7701024933
43	All-Russian Research Institute of Interindustry Information - Federal Information and Analytical Center for the Defense Industry, Moscow	7733020875
44	All-Russian Research Institute of Metrology named after D.I. Mendeleev, St. Petersburg	7705410030
45	All-Russian Research Institute of Metrological Service, Moscow	7736042404
46	All-Russian Research Institute of Optical and Physical Measurements, Moscow	7702038456
48	All-Russian Research Institute of Flow Metering, Kazan	1660007420
49	RUSNANO	7728131587
50	All-Russian Research Institute of Physical, Technical and Radio Engineering Measurements, pos. Mendeleevo, Moscow region	5044000102
56	All-Russian Electrotechnical Institute named after V.I. Lenin, Moscow	7722026032
58	Hydrographic enterprise, St. Petersburg	7812022096
60	Main production and commercial department for serving the diplomatic corps under the Ministry of Foreign Affairs of the Russian Federation, Moscow	7704010978
61.1	Mining and chemical plant, Zheleznogorsk, Krasnoyarsk Territory	2452000401
61.2	State Corporation for Air Traffic Management in the Russian Federation, Moscow	7734135124
68	State Research and Production Enterprise "Krona", Vladimir	3327101250
72	State Enterprise of Electrography and Micrography, Tula	7106014817
75.1	State State Research and Testing Ground for Aviation Systems, pos. Beloozersky, Moscow Region	5005020218
78	State Research Institute of Aviation Systems, Moscow	7714037739
79	State Research Institute of Civil Aviation, Moscow	7712039709
85	State Research Institute of Organic Chemistry and Technology, Moscow	7720074697
87	State Research Institute of Chemical Products, Kazan	1656003409
90	State laser range "Rainbow", Raduzhny, Vladimir region	3308000538
94	State Order of the Red Banner of Labor Research Institute of Chemical Reagents and Highly Pure Chemical Substances, Moscow	7718013432
107	Plant named after Morozov, pos. named after Morozov, Leningrad Region	4703009607
108	Plant named after Ya.M. Sverdlov, Dzerzhinsk, Nizhny Novgorod Region	5249002485
120	Plant "Electromash", Nizhny Novgorod	5263002110
131.1	Information Telegraph Agency of Russia (ITAR-TASS), Moscow	7703082786
132	Research Center named after M.V. Keldysh, Moscow	7711000836
134		1656025681
135	Kazan State State Gunpowder Plant	1654001773
141	Kaliningrad Sea Fishing Port	3900000390
149	Kamensk chemical plant, Kamensk-Shakhtinsky, Rostov region	6147003562
155	Cinema Concern "Mosfilm"	7729124656
175.1	Coordinating Center for the creation of security and control systems "Atombezopasnost" of Rosatom, Sergiev Posad - 7, Moscow Region	5042009244
177	Space communications, Moscow	7725027605
186	Kuibyshev chemical plant, Novosibirsk region	5447101569
193.1	international information Agency"Russia Today", Moscow	7704853840
195	Interdisciplinary Research Institute "Integral", Moscow	7722003814
197	Morsviazsputnik, Moscow	7707074779
206	Moscow Orders October revolution and the Red Banner of Labor Design Bureau "Electron"	7703004690
208	Mytishchi Research Institute of Radio Measuring Instruments, Moscow Region	5029008940
213	Scientific and Information Center "Planning. Economics. Management", Moscow	7709047202
216.1	Research and Testing Center for the Rocket and Space Industry, Peresvet, Moscow Region	5042006211
226	Research Institute "Geodesy", Krasnoarmeysk, Moscow Region	5023002050
230	Research Institute "Kvant", Moscow	7711000890
237.1	Research Institute Research and Production Association "Luch" of the Ministry of the Russian Federation for atomic energy, Podolsk, Moscow region	5036005308
244	Research Institute of Applied Acoustics, Dubna, Moscow Region	5010007607
254	Research Institute for Standardization and Unification, Moscow	7718016659
259	Research Institute of Physical Problems named after F.V. Lukina, Moscow	7735043980
261	Research Institute of Chemistry and Technology of Polymers named after Academician V.A. Kargin with a pilot plant, Dzerzhinsk, Nizhny Novgorod region	5249007028
264	Research Institute of Electromechanics, Istra, Moscow Region	5017084537
272.1	Research Institute of Technology named after A.P. Alexandrova, Sosnovy Bor, Leningrad Region	4714000067
281	Research and Production Association of Mechanical Engineering, Reutov, Moscow Region	5012039795
285	Research and Production Association of Electromechanics, Miass, Chelyabinsk Region	7415044181
289.1	Research and production enterprise "Gamma", Moscow	7728044373
297	Research and production enterprise "Progress", Omsk	5506010517
306.2	Scientific, Technical and Certification Center for Comprehensive Information Protection, Moscow	7706031557
308	Scientific and technical center "Atlas", Moscow	7715027275
309	Scientific and technical center "Basis", Kaluga	4029016681
312	Scientific and technical center "Informtechnika", Moscow	7708022075
313	Scientific and technical center of the defense complex "Compass", Moscow	7733026852
314	Scientific and technical center "Orion" of the Federal Security Service of the Russian Federation, Moscow	7715195512
315	Scientific and technical center of legal information "System", Moscow	7701006532
318	Scientific and technical center "Khimvest", Moscow	7720070371
320	National fish resources, Moscow	7702252795
326	Nizhny Tagil Institute for Metal Testing, Sverdlovsk Region	6668000472
331	Novosibirsk Pilot Plant of Measuring Instruments, pos. Chik of the Novosibirsk Region	5425100089
347	Order of Lenin and the Order of the Red Banner of Labor Research Institute of Synthetic Rubber named after Academician S.V. Lebedeva, St. Petersburg	7805005251
350	Order of the Red Banner of Labor Research Institute of Radio, Moscow	7709025230
370	Perm plant "Mashinostroitel"	5906075029
370.1	Perm Powder Plant	5908006119
373	Enterprise for property management abroad of the Office of the President of the Russian Federation, Moscow	7705122392
374	Production association "Avangard", Safonovo, Smolensk region	6726504312
382	Production Association Krasnoyarsk Chemical Combine "Yenisei"	2451000046
384	Production association "October", Kamensk-Uralsky, Sverdlovsk region	6612001971
388	Production association "Strela", Orenburg	5609061432
395	Rosmorport, Moscow	7702352454
398	Russian television and radio broadcasting network, Moscow	7717127211
401	Russian Research Center "Applied Chemistry", St. Petersburg	7813046340
404	Rostov-on-Don Research Institute of Radio Communications	6152001024
407	Samara plant "Kommunar", pos. Petra-Dubrava, Samara region	6367080065
413	Saransk Mechanical Plant, Republic of Mordovia	1325126777
421	Siberian State Order of the Red Banner of Labor Research Institute of Metrology, Novosibirsk	5407110983
422	Siberian Research Institute of Aviation named after S.A. Chaplygin, Novosibirsk	5401101598
426	Situation and Crisis Center of the Ministry of the Russian Federation for Atomic Energy, Moscow	7706187089
427	Smolensk Production Association "Analitpribor"	6731002766
430	Specialized design bureau of radio-electronic equipment "Radel", Moscow	7735048097
431	Specialized production association for ensuring emergency protection of enterprises "Metallurgbezopasnost", Moscow	7717036797
441.1	Television technical center "Ostankino", Moscow	7717022723
444.1	Tambov powder plant, Kotovsk, Tambov region	6825000757
447	Construction Department N 30, Mezhgorye, Republic of Bashkortostan	0279000119
449	Ural Research Institute of Composite Materials, Perm	5906092190
450	Ural Research Institute of Metrology, Yekaterinburg	6662003205
468	Federal Center for Dual Technologies "Soyuz", Dzerzhinsky, Moscow Region	5027030450
472	Aeronautical Information Center for Civil Aviation, Moscow	7733022054
473	Center for radio equipment and communication of civil aviation, Moscow	7714045842
474	Center for the operation of ground-based space infrastructure facilities, Moscow	7702044530
474.1	Central Research Laboratory of Industrial Innovative Technologies, Moscow	5838009089
485	Central Aerohydrodynamic Institute named after Professor N.E. Zhukovsky, Zhukovsky, Moscow Region	5013009056
486	Central Institute of Aviation Motors named after P.I. Baranova, Moscow	7722016820
489	Central Research Institute "Delfin", Moscow	5052009116
491	Central Research Institute "Complex", Moscow	7718016715
492	Central Research Institute of Structural Materials "Prometheus", St. Petersburg	7815021340
495	Central Research Institute of Communications, Moscow	7720005291
497	Central Research Institute of the Shipbuilding Industry "Center", Moscow	7703010598
500	Central Research Institute of Chemistry and Mechanics, Moscow	7724073013
501	Central Research Institute of Ferrous Metallurgy named after I.P. Bardina, Moscow	7701027596
505	Central Order of the Red Banner of Labor Research Automobile and Automotive Institute "NAMI", Moscow	7711000924
505.1	Chapaevsky Mechanical Plant, Samara Region	6330032690
506	Chapaevsky Pilot Plant of Measuring Instruments, Samara Region	6330280371
513	Electromechanical plant "Zvezda", Sergiev Posad, Moscow region	5042010458
515	Krylov State Research Center, St. Petersburg	7810213747
516	Russian Post, Moscow	7724261610

No. 72 State Enterprise of Electrography and Micrography, Tula (abbreviated name FSUE SE ELMI) — Terminated upon merger, date of liquidation: December 24, 2012, successor to FSUE "NIISU" TIN 7718016659.

No. 149 Kamensk Chemical Plant, Kamensk-Shakhtinsky, Rostov Region (abbreviated name FSUE "KAMENSKY CHEMICAL PLANT") - Ceased operations upon division, liquidation date: March 23, 2006, successors:
— FKP "Kamensky Combine", Federal State Enterprise "Kamensky Combine" TIN6147025090;
- Federal State Unitary Enterprise "Kamenskhimkombinat", Federal State Unitary Enterprise "Kamenskhimkombinat" TIN 6147025083.

No. 186 Kuibyshev Chemical Plant, Novosibirsk Region (abbreviated name FSUE KUIBYSHEVSK CHEMICAL PLANT) - Ceased operations upon separation, liquidation date: June 15, 2006, successors:
- FKP "ANOSIT", Federal State Enterprise "ANOSIT", TIN 5452112527;
- Federal State Unitary Enterprise "KUIBYSHEVSK PLANT", Federal State Unitary Enterprise "Kuibyshev Plant" TIN 5452112534 ( ceased operations upon transformation, liquidation date: July 3, 2008, receiver JSC "KUIBYSHEVSK PLANT" TIN 5452114228)

No. 312 Scientific and Technical Center "Informtekhnika", Moscow (abbreviated name FSUE "NTC "INFORMTEKHNIKA") - Terminated upon merger, date of termination: April 29, 2015, successor to FSUE "NIISU" TIN 7718016659.

No. 491 Central Research Institute "Complex", Moscow (abbreviated name FSUE TsNII "Complex") - Terminated upon merger, Termination date: December 24, 2012, successor to FSUE "NIISU" TIN 7718016659.

2. Open 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, protection of morality, health, rights and legitimate interests of citizens of the Russian Federation

N p / p	Strategic joint-stock companies and their location	TIN
9		7729355614
14	Joint stock company "ALROSA" (closed joint stock company), Mirny, Republic of Sakha (Yakutia)	1433000147
15		7706061801
16.1	Joint Stock Oil Company "Bashneft", Ufa	0274051582
41	Aeropribor - Voskhod, Moscow	7719021450
42	Aeroflot - Russian Airlines, Moscow	7712040126
45	Bank for Foreign Trade, St. Petersburg	7702070139
87	Gazprom, Moscow	7736050003
97.1	Head center for the reproduction of farm animals, pos. Bykovo, Podolsky district of the Moscow region	5074035409
98		7706052300
104.1	"State Rocket Center named after Academician V.P. Makeev", Miass, Chelyabinsk Region	7415061109
136	Zarubezhneft, Moscow	7701350084
190		7842335610
192		7720544208
193.1	Concern "Scientific and Production Association "Aurora", St. Petersburg	7802463197
194		7813341546
195	Air Defense Concern "Almaz-Antey", Moscow	7731084175
196.2		7813438763
198.1	Corporation "Moscow Institute of Thermal Engineering"	7715842760
199	Roskhimzashchita Corporation, Tambov	6829018032
199.1	Corporation "Strategic control points", Moscow	7722775458
200	Tactical Missiles Corporation, Korolev, Moscow Region	5099000013
227	Sheremetyevo International Airport, Khimki, Moscow Region	7712094033
246	Moscow research and production complex "Avionics"	7715003820
276.1	Research and Production Corporation "Uralvagonzavod" named after F.E. Dzerzhinsky, Nizhny Tagil, Sverdlovsk Region	6623029538
305.1		7706107510
324.2		7708619320
324.3	United Grain Company, Moscow	7708632345
324.4		7838395215
324.5	United Rocket and Space Corporation, Moscow	7722692000
369	First channel	7717039300
381.1	Prioksky plant of non-ferrous metals, Kasimov, Ryazan region	6226006397
385		6731044928
400.1	Rosneftegaz, Moscow	7715356431
400.1	Rosneftegaz, Moscow	7705630445
400.3	Rosgeologiya, Moscow	7724294887
404		7708503727
449.1		7705454461
452	Modern commercial fleet, St. Petersburg	7702060116
481	Tekhpribor, St. Petersburg	7810237177
490	Transinzhstroy, Moscow	7701011412
513.1	Federal hydro-generating company - RusHydro, Krasnoyarsk	2460066195
513.2		4716016979
518.1	Russian networks, Moscow	7728662669
528.2	Center for Shipbuilding and Ship Repair Technology, St. Petersburg	7805482938
531	Cheboksary Research and Production Instrument-Making Enterprise "Elara"	2129017646
551	INTER RAO UES, Moscow	2320109650
552.	Roskartografiya, Moscow	7722787661

— a closed list of strategic organizations approved by Decree of the Government of the Russian Federation No. 91-r dated January 23, 2003 (excluding credit institutions)

Application No. 1. List of open joint-stock companies in respect of which determination of the position of the shareholder - the Russian Federation on the appointment of a representative for voting at the general meeting of shareholders, the introduction of issues on the agenda of the general meeting of shareholders, the nomination of candidates for election to management bodies, the audit and counting commissions, the presentation of a request for holding an extraordinary general meeting of shareholders, convening an extraordinary general meeting of shareholders, voting on the agenda of the general meeting of shareholders, as well as coordination of directives to representatives of the Russian Federation and representatives of the interests of the Russian Federation on boards of directors (supervisory boards) is carried out by the Government of the Russian Federation, the Chairman of the Government of the Russian Federation or on his behalf, Deputy Chairman of the Government of the Russian Federation

N p / p	Strategic enterprises and their location	TIN
1	Aeroflot - Russian Airlines, Moscow	7712040126
2	Agency for Housing Mortgage Lending, Moscow	7729355614
3	Joint Stock Company "ALROSA", Mirny, Republic of Sakha (Yakutia)	1433000147
5	Joint Stock Company for Oil Transportation "Transneft", Moscow	7706061801
6	Vneshtorgbank, Moscow	7702070139
7	Gazprom, Moscow	7736050003
11	Sheremetyevo International Airport, Moscow	7712094033
12	Oil company "Rosneft", Moscow	7706107510
16	Modern commercial fleet, Moscow	7702060116
20	Russian Railways, Moscow	7708503727
22	Air Defense Concern "Almaz-Antey", Moscow	7731084175
23	Tactical Missiles Corporation, Korolev, Moscow Region	5099000013
25	Roskhimzashchita Corporation, Moscow	6829018032
27	"Channel One", Moscow	7717039300
28	"ROSNEFTEGAZ", Moscow	7715356431
28	"ROSNEFTEGAZ", Moscow	7705630445
29	"Zarubezhneft", Moscow	7701350084
30	United Aircraft Corporation, Moscow	7708619320
32	United Shipbuilding Corporation, St. Petersburg	7838395215
34	Rosagroleasing, Moscow	7704221591
35	Russian Agricultural Bank, Moscow	7725114488
36	RusHydro, Krasnoyarsk	2460066195
37	System operator of the Unified Energy System, Moscow	7705454461
38	Federal Grid Company of the Unified Energy System, Moscow	4716016979
39	Russian networks, Moscow	7728662669
40	Open Joint Stock Company "United Grain Company", Moscow	7708632345
41	Corporation "Moscow Institute of Thermal Engineering", Moscow	7715842760
42	Open Joint Stock Company "Rosgeologiya", Moscow	7724294887
43	Open Joint Stock Company for Intercity and International Telecommunications "Rostelecom", Moscow	7707049388
44	"Russian hippodromes", Moscow	7714873807
48	Roskartografiya, Moscow	7722787661
49	RUSNANO, Moscow	7728131587
50	Joint Stock Oil Company "Bashneft", Ufa, Republic of Bashkortostan	0274051582
50	GLONASS, Moscow	7703383783

Application number 2. The list of open joint-stock companies in respect of which the determination of the position of the shareholder - the Russian Federation on the issues of nominating candidates for election to management bodies, the audit and counting commissions, voting at general meetings of shareholders on the issues of their formation, as well as the coordination of directives to representatives of the Russian Federation and representatives of the interests of the Russian Federation Federation in the boards of directors (supervisory boards) for voting at meetings of the boards of directors (supervisory boards) on the formation of the sole executive body and the election (re-election) of the chairmen of the boards of directors (supervisory boards) is carried out by the Government of the Russian Federation, the Chairman of the Government of the Russian Federation or, on his behalf, a deputy Prime Minister of the Russian Federation

N p / p	Strategic enterprises and their location	TIN
32.4	Concern "Okeanpribor", St. Petersburg	7813341546
32.5	Concern "Morinformsistema-Agat", Moscow	7720544208
32.8	Rosspirtprom, Moscow	7730605160
32.9	"Scientific and production corporation "Uralvagonzavod" named after F.E. Dzerzhinsky", Nizhny Tagil, Sverdlovsk region	6623029538
32.13	"Shipbuilding and Ship Repair Technology Center", St. Petersburg	7805482938
32.14	"Concern" Research and Production Association "Aurora", St. Petersburg	7802463197
32.17	State Joint Stock Company "Oboronpromkompleks", Moscow	7706052300
32.18	Concern "Granit-Electron", St. Petersburg	7842335610
32.19	Concern "Central Research Institute "Elektropribor", St. Petersburg	7813438763
32.21	Prioksky plant of non-ferrous metals, Kasimov, Ryazan region	6226006397
32.22	Production Association "Crystal", Smolensk	6731044928
32.23	"Corporation "Strategic control points", Moscow	7722775458
32.24	"United Rocket and Space Corporation", Moscow	7722692000
34	Murmansk Shipping Company, Murmansk	5190400250
37	Novorossiysk Commercial Sea Port, Novorossiysk, Krasnodar Territory	2315004404
49	State Transport Leasing Company, Moscow	7720261827
52	Transinzhstroy, Moscow	7701011412
53	INTER RAO UES, Moscow	2320109650
54	Head center for the reproduction of farm animals, pos. Bykovo, Moscow region	5074035409