Goncharov alexey ivanovich uralplastic biography. Espionage, standards and new niches. With a share of risk and adventure

CLOSED JOINT STOCK COMPANY "URALPLASTIC"

Archive extract

OGRN	1026602957435
INN	6659013309
OKATO	65401368000
Registration date	October 23, 2002
Registrar	ADMINISTRATION OF THE RAILWAY DISTRICT OF YEKATERINBURG
Property type	Joint private and foreign property
Organizational and legal form	Closed joint stock companies
Revenues for 2018	RUB 361,509,000
2018 expenses	RUB 423,374,000
Authorized capital	RUB 4,731,278
General director	Goncharov Alexey Ivanovich

Mini-information on JSC "URALPLASTIC"

CJSC "URALPLASTIC", Yekaterinburg, date of registration - October 23, 2002, registrar - ADMINISTRATION OF THE RAILWAY DISTRICT of YEKATERINBURG. Full official name - CLOSED JOINT STOCK COMPANY "URALPLASTIC"... The organization was assigned OGRN 1026602957435 and TIN 6659013309. Legal address : 620017, EKATERINBURG, avenue KOSMONAVTOV, 11. The main activity is: "Production of plastics and synthetic resins in primary forms." The company is also registered in such categories as: "Production of plastic plates, strips, pipes and profiles", "Financial intermediation, not included in other groups", "Manufacture of plastic products for packaging goods". Branch of OKONKh: "Production of films, pipes and sheets from polymeric materials". General Director - Aleksey Ivanovich Goncharov. Form of incorporation (OPF) URALPLASTIC CJSC is closed joint stock companies. Type of ownership is joint private and foreign property.

2018 Tax and Fees

Paid by the organization CJSC "URALPLASTIC" (TIN 6659013309) taxes and fees for 2018, according to the Federal Tax Service:

Value added tax	RUB 13,099,523
Corporate property tax	RUB1,144,997
NON-TAX INCOME administered by tax authorities	0 RUB
Insurance premiums for compulsory medical insurance of the working population, credited to the budget of the Federal Fund for Compulsory Medical Insurance	RUB 155,337
Excise taxes, total	0 RUB
Insurance and other contributions to compulsory pension insurance credited to Pension Fund Russian Federation	RUB 551,092
Transport tax	0 RUB
Income tax	RUB 2,049,088
Land tax	0 RUB
Insurance contributions for compulsory social insurance in case of temporary disability and in connection with maternity	RUB 52,932

Contacts

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"PROMREGION", LLC, SHPANKOVSKOE TREATMENT
Agents specializing in the wholesale trade of certain types of goods or groups of goods, not elsewhere classified
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"ARGENT", LLC, VERKHNYAYA PYSHMA
other ratailing
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"STARTRONICS", LTD, SHPANKOVSKOE TREATMENT
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TEK "CARGO-TRANSFER", LLC, EKATERINBURG-CHELYABINSK
Organization of cargo transportation
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"IKP" EKRIT ", LLC, UROCHISHCHE SHPANKOVSKOE
Provision of services for installation, repair and maintenance pumps and compressors
620049, YEKATERINBURG, st. PERVOMAYSKAYA, d. 98, k. 44

Non-specialized wholesale of unfrozen food, beverages and tobacco
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Packaging catalog: food, non-food and industrial.

The electric power industry remains one of the most important industries for our country. The financial crisis left its mark on her condition, which affected the decline in electricity production. The situation in the Middle Urals is not yet so depressing: some of the largest Russian power plants are located here - Reftinskaya GRES and Beloyarsk NPP. True, not everything is so smooth there. In this plane, the problems of power equipment do not go unnoticed, the wear of which is obvious at many enterprises, but the money issue does not allow solving these problems in full. Ural suppliers of power equipment are often in a vulnerable position: they have something to offer, but prices are not suitable for everyone, so there is often no supply-demand balance. In this situation, foreign companies are actively promoting their innovative energy equipment to the Urals market.
Power equipment and power engineering in the Urals in January-February 2017

The battery is, one might say, the heart of any mechanism, without it it will not work, therefore this product is in demand always and everywhere. The world of accumulators is diverse: cars, telephones, household appliances, electrical appliances. Nowadays, equipment manufacturers often produce batteries for devices, so as not to reduce the demand for equipment. If you stop at car batteries, then the residents of the Urals have plenty to choose from. These are both Chinese batteries and batteries produced in the CIS countries, the most popular brands of batteries are "Topla" and "Tubor". Battery production is also well developed at Toyota and Nissan.
Accumulators of all types in the Urals, December 2016

The financial crisis had practically no effect on purchases for children, the Urals residents do not want to save on children, this applies to babies, older children, and adolescents. The latter give a lot of trouble to their parents, trying to grow up as soon as possible, but the parents still spend a lot of money so that their child is dressed, shod, and receives a good education. In the Sverdlovsk region in December, parents attack clothing stores, shoes, bookstores, electronics stores, picking up New Year's gifts for their sons and daughters. Particularly advanced parents shop online. And some residents of the Urals are sure that the best vacation for the New Year holidays for them and for the child will be if they are sent outside the region.
Goods and services for teens in the Urals in December 2016

In the autumn season, an exacerbation of chronic diseases begins, there is a danger of catching a cold, and this autumn has not yet pampered the Urals people with warmth. At the beginning of the month, prudent residents of the region signed up for sport halls, fitness clubs, and their children were sent to sections in order not only to maintain immunity, but also to develop strength, agility and endurance. For those who prefer to exercise at home, shops offer a wide range of specialty sports products.
Sports and health in the Urals, autumn 2016

It is impossible to imagine any modern enterprise without office equipment. Mobile phones, tablets, laptops allow you to remotely solve work issues and not get bored while traveling. Repair and maintenance of digital technology is carried out by qualified specialists.
Digital mobile and office equipment, consumables and stationery in the Urals in the first quarter of 2016

Modern communication technologies are in demand in Alapaevsk. Young residents of the city attend sports sections. The quality of life of citizens is monitored by state services.
Alapaevsk in the spring of 2016

In spring, the demand for finishing materials for household and industrial purposes is growing. Novelties from film distribution are shown in cinemas. Serious and entertaining literature is available in bookstores.
From Yekaterinburg to Volchansk - business and entertainment in the Urals in March 2016

The market of car batteries in the Urals is interesting, as there is a demand for batteries for the harsh conditions of the nearby Northern Urals and a special combination of car brands for city trips, among them there are many powerful machines, and the fashion for car audio creates a need for reliable batteries that work stably at any time of the year. In electronics stores, you can buy replacement batteries and external batteries for the smooth operation of smartphones and tablets during the working day. Powerful batteries ensure the operation of uninterruptible power supplies.
Batteries wholesale and retail in the Urals, the range of offers of organizations in January-March 2016

Connection to the Internet and telephone services was in demand at the beginning of spring. Wholesale and retail sell goods for men's and women's hobbies. Parts and equipment produced by the Ural factories are popular.
In-demand services and goods in early spring 2016 in the Urals

In the working village of Pyshma, various products are produced from metal, wood, stone. Enterprises food Industry provide the village with food. Cultural and educational institutions are available to residents of the village.
Pyshma in January-February 2016 - city life

Sports activities for children and adults are offered by clubs, centers and schools. The simulators can be used both at home and in the gym. Equipment for all kinds of sports is presented in Yekaterinburg.
Sports centers and schools, health improvement and sports - equipment, services, goods in the Urals in January-February 2016

Household and industrial goods of local enterprises and suppliers from other regions are widely represented in Alapaevsk. The services of a professional and additional education... The services of telephony, Internet access, passenger and cargo transportation are in demand.
Alapaevsk in December 2015 - January 2016, goods and services

Aramil's industrial enterprises produce various polymer products and other products. The services of auto repair and sale of auto parts are widely presented. Educational establishments cities are trained in demanded specialties.
Aramil in November-December 2015, public and private services to the population, production and trade

Packaging for food and industrial goods, with and without a logo, was in demand in August and September in the Urals. There is a demand for gift wrapping. A number of enterprises provide packaging services for moving, packing and packing goods for their further sale.
Packaging in the Urals in August-September 2015

How to change the data in iural.ru if the site has changed?
Within 10 years that the information was posted in the iural.ru catalog, there have been changes in it. Changed ...

They asked to specify what kind of
Magazine "Business Quarter" № 12 (775) from April 11, 2011 Author: Bogdan Kulchitsky, Ekaterina Antipova
Become nano-attractive

Today, the project of ALEXEY GONCHAROV to create an innovative production of high-barrier films is one of the first funded by RUSNANO, and which the authorities cite as an example. Mr. Goncharov says that, in principle, there are many who want to invest in such developments. For example, investors can really be found among Western funds. However, the conditions of the state corporation turned out to be the most promising for Uralplastic. And it's not even the 850 million rubles that RUSNANO invests in the company as a partner. Tandem provides the best promotion of the product on the market. By the way, Alexey Goncharov started his project long before RUSNANO was founded. And in many respects the decision to cooperate is explained by the word "nano": today the specialization of the enterprise is connected with the modification of polymers. Nanotechnology is used in these processes. So there is one hundred percent coincidence with the mission of the investor.

He began to engage in high-tech (this is what Mr. Goncharov calls the process of creating innovative products) in the 90s. The turning point was the creation of an R&D center at Uralplastica. The technology for the development and launch of new films on the market was created jointly with Western consulting companies. This is a package of documents and regulations describing the sequence and essence of the necessary technological and marketing operations, as a result of which it is possible to bring a “product for the task” to the market. It has always been set by consumers, mainly food and construction companies - those who need packaging that ensures a long shelf life of goods. The main competitive parameters are thickness / strength, barrier properties (protection against the penetration of gases, odors, sunlight) and, of course, price. In addition, having its own R&D team made it possible to cooperate with global giants such as Dupont, Basf, Chevron Phillips: together with their research departments, Uralplastic created new films, which made it possible to declare itself at world exhibitions.

However, the main theme partnerships with Western concerns were raw materials. It takes more than one billion dollars to create any brand of polymer - in development, R&D, equipment. Therefore, Uralplastic imported all raw materials, as well as equipment and basic technology. Alexey Goncharov says that his exclusiveness is not determined by equipment or even raw materials. Know-how lies in the production technology of the final product... Uralplastica barrier films consist of 3-10 layers of various polymers. Each layer has its own properties, their combination gives the required quality to the finished product. This is a kind of mix, blend. The proportions and combinations of the same ingredients give the film different properties. As a result, "live" foods can be stored as long as "killed" by preservatives. Candies can be wrapped in a plastic wrapper with a "memory effect" just as easily as in a paper one. And plastic packaging produced on the basis of nanotechnology, in terms of its protective properties, can replace a tin or aluminum can.

How to get a state corporation as a partner

Now Alexey Goncharov has gone even further. The enterprise, which he is building on shares with RUSNANO, will create new raw materials. More precisely, modify it with nano-additives. So far, it is known that the new polymer will make it possible to make super-strong and ultra-thin films, based on ceramics. Mr. Goncharov does not say more: this material is classified, there are definitely no analogues in Russia, and it constitutes the main commercial secret of Uralplastic.

Today everyone saw that the developed materials have the potential for new properties. Man has not yet received everything from what nature has revealed to him. Nanocomposite technologies make it possible to create new types of raw materials rather quickly and rather cheaply. I believe that humanity has not worked out everything that is open to us. And as soon as this happens, more will be revealed to us.

You probably said the same thing at the presentation of your project in RUSNANO.

They don't need to talk about it, RUSNANO shares this ideology. As for the procedure, it is enough for them to send a package of documents on e-mail... In addition, when we sent our application, there were no offices in RUSNANO, and the company was headed by Leonid Melamed at that time.

It turns out that your story has been dragging on since 2007. Long - because bureaucracy?

I would not say long. We did this project as a business company with a business company. Without politics, without connections, without any approaches and trays. RUSNANO has selected good investment managers, of course there is bureaucracy, but there is not much of it. Our application was only wrapped up once - we did not complete it correctly, not according to their standards. Then we came to the committee, and the project was not even defended by me, but by the manager who leads it to RUSNANO. We have it Constantin Demetriou, today he is the managing director of the corporation.

So no problem at all?

What are the problems? Our project follows their requirements for profitability, high-tech component, nanoscale. RUSNANO money is not gift Certificate - they have a normal business approach: how much money is needed for a project, how long it takes to implement it, and how much we will earn. If everything fits together, we work. In addition, Uralplastic had a great advantage - we came with a ready-made prototype, with a film and with these colored granules. By that time, we had already carried out a lot of tests at one western institute. No matter how ridiculous it may seem, we could not find a polygon of a decent level in Russia. Moreover, we developed the technology jointly with the Novosibirsk Academy of Sciences - with the Institute of Solid State Chemistry and Mechanochemistry.

Is there a big difference between what you asked RUSNANO and what you received?

RUSNANO is not a charitable organization, and the form of communication with it is a business plan. Our project is interesting, it is ambitious, it is on the crest of a wave. Just to make it beautifully, we needed investment. From the very beginning, I estimated it at 2 billion rubles, despite the fact that I had about half. We received this money - to everyone's benefit.

As far as I know, you and RUSNANO share the shares in the new joint venture in a ratio of 52/48. Did you insist that you will have a "control"?

Why do they need it? So that someone would run to them and ask: "Well, guys, what are we going to do next?" When financiers take more than 50%, they automatically assume all the risks. But manufacturing is not their profile. Therefore, RUSNANO is interested in me being responsible for the business. So I have to be the senior partner.

What are you investing?

Money, technology, equipment - tangible and intangible assets.

If the project price is 2.3 billion rubles, RUSNANO gives 850 million rubles, then based on the ratio of shares, the cost of intangible assets is about half a billion.

You have not considered equipment leasing yet. And I cannot name the price of my technology. It can only be assessed by the market, for example, when we go to the IPO. I will just say that you cannot buy the technology on the market just like that - it is an investment that stretches over time.

Didn't you want to take more money for the project?

I don’t need more money than I can master.

What does RUSNANO's money look like?

This is an open account with Sberbank, which is not at all easy to use. The corporation understands that this is a Russian business, not a Western one, and therefore very tightly controls everything. I show what needs to be purchased, protect budgets, provide contracts.

What is the payback period?

About five years.

Five years of RUSNANO without profit?

Why then? At certain stages of the project, the rate of return is laid. RUSNANO makes very good money.

When will the corporation exit the project?

In the sixth year. Through open sale their share.

Difficulties of import substitution

In the near future Alexey Goncharov will launch a modern plant. In essence, this is the goal of the joint project with RUSNANO. Uralplastic acquired an industrial site in Aramil, where it will build a production of nanocomposite materials from scratch. Mr. Goncharov says that the equipment for the new plant was purchased abroad. Even the logistics project - the movement of materials within the enterprise during the production process - was done jointly with foreign specialists.

Is it your principle to create technologies based on imported equipment capable of producing an import-substituting product?

The principle applies only to import substitution, the rest is from despair. In Russia, no bolts are produced for our industry. Even the trolleys carrying the film had to be imported. Mechanical engineering does not exist in our country. More precisely, this is how bombs can do, but what people need cannot. I would understand if the borders were opened for the import of high-tech equipment: let's take it, we don't need anything, just start production here No !!! It is much cheaper to import a finished product here than equipment or raw materials. It seems to me that someone did not think over the consequences of customs regulations and documents. If I were a state, I would pay serious attention to what conditions are created in Russia for development production technologies... This applies not only to customs. Tell me, in which country during the crisis the industry is credited at 20% per annum? Everyone is just cutting rates down to zero.

Didn't they open a green corridor for customs, taxes, approvals, documentation, etc. for Uralplastic, as a partner of RUSNANO?

No preferential terms. And so far there are no agreements with either the city or the region. I think there are negotiations ahead: what is the point of the government shifting money from one pocket to another?

What product will become Uralplastic's main marketing trump card?

I can not tell. In our market, competition is rather big, everyone grazes each other, and no one wants to give their piece of the pie just like that - without a fight. Let me just say that these are all products - substitutes for some inconvenient, ineffective, flawed existing on the market today.

Are you not afraid that, say, the Chinese will steal your know-how and export their films to Russia?

First, the Aramil plant will be heavily guarded. Secondly, I was previously afraid that some technological cards would be stolen from me. Today I understand that only someone who will have everything that I have: from an R&D center to custom-made equipment will be able to reproduce the technology. But there are none.

Further - to expand the geography, build new plants. For example, in the middle lane or in Eastern Europe - Poland or Hungary. When the capitalization of the company reaches the required level, go to the IPO. These are not my fantasies - these are real plans at different stages of elaboration and agreements. I am not eager to become the flagships of the Russian nanoindustry and do not expect to be invited to the Kremlin. It would be nice if the first people of the country came to the opening of our new plant, but this is not an end in itself. I just want to make a world-class high-tech company, and for this I have or will have everything.

Alexey Goncharov
Born on February 10, 1968
Education: in 1997 graduated from the Ural Academy public service in the specialty "Management".
Career: until 2000 was engaged in a private entrepreneurial activity - production, trade, processing of industrial waste; since 2000 - General Director of the Uralplastic plant.
Has gratitude from the Ministry of Industry of the Russian Federation.

Alexey, how did you get into business and did the education you received help your professional growth? Has it contributed to successful business moves?

I entered business in the same way as all the post-perestroika generation of our country.

All entrepreneurs did everything in a row - everything that could make a profit in order to feed themselves and their families.

The market itself became the main, fundamental education, since the education that I was receiving at the institute at that time was basic and did not contribute to business success in any way. Everything was learned in their own practice. This is exactly what russian system education differs from the western one, where a ready-made specialist comes out of the university to work in a certain field, and in our country - with a basic level of knowledge about everything in the world.

- Did the work of a hired top manager attract you at all?

I am an entrepreneur by nature, so I was never attracted to the work of a hired top manager. I have never worked not just as a hired top manager, but also as a hired worker. I have always created businesses, always created areas in which I could successfully develop, and in which I saw great potential.

- Where do you see the opportunities and disadvantages of the domestic market in terms of business development?

On the one hand, the Russian market shows gigantic growth opportunities for small and medium-sized businesses. There are a large number of business ideas that can be implemented with great success.

On the other hand, there is practically no infrastructure for the rapid creation and launch of innovative enterprises to production facilities. Monopoly is obvious. In general, the system works by itself, and business and its development go on by themselves. This is the biggest discrepancy.

There is a task and a desire of the state for business to develop, but at the same time the infrastructure itself today is not able to provide development.

- And what - absolutely all state "institutions", in your opinion, function poorly?

The only thing that is functioning well today is the arbitration courts. If earlier they worked only in favor of the state, now they very clearly assess both sides. And the entrepreneur has adequate chances to defend his legitimate interests.

In recent years, I have become even more convinced that the top officials of the state need to think about reforming the entire system, which is obliged to develop the country, to develop small and medium-sized businesses. You must take for the model successful examples those countries that are close to us and, most likely, that these are not European states, since they have a different mentality and a different culture.

We need to train more talented young civil servants in countries with a similar mentality who can bring all the best to our economy. Those specialists who are now working in the bodies state poweroften do not correspond to the required professional level.

With a share of risk and adventure

What did you do before Uralplastic, and why did you need to buy this company in 2000, because it was almost bankrupt? Did you already clearly see the prospects for its development?

Before Uralplastic, I was in the sewing business. I had my own sewing factories and faced a large shortage of hot melt powders to be applied to the suit interlining.

At that time, almost the only manufacturer of this product was the French chemical concern, which supplied it all over the world.

Then the idea of \u200b\u200bcreating own production hot-melt powders for the domestic clothing industry.

In this direction I have worked with various research institutes.

We have created a product chemistry - finely dispersed polyamide powders, which is a prototype of current nanotechnology. Developed equipment. I rented several large workshops at Uralplastic and created my own small research institute on the basis of the plant. It employed about 15 scientists who developed hot melt powder and put it into operation.

At the moment when we were already getting real results from this development, we were selling a new product at sewing production, ousted Western suppliers in the Russian market, various movements began to capture Uralplastic. Therefore, I had no choice but to buy out the enterprise, be fully responsible for it, revive it and start its new history.

Unfortunately, life cycle polyamide powders was not long, since light industry began to wither under the influence of cheap imports from Turkey and China. The business was successful and in demand while the country was sewing for itself. A large number of people were employed in the garment industry, but over time this direction had to close.

Was the production experience of Uralplastic not useful at all? And the staff? Did you also have to change many people or did most of them manage to reorganize to work in market conditions with the change of ownership?

The production experience of Uralplastic was not useful at all, since the enterprise produced what the market did not need. An excessive number of personnel worked at the plant, the technological level was weakened, the heads of shops and departments were of retirement age, so they were not able to develop in step with the times and do something new. We almost completely changed the team.

Based on experience, you probably have some ideas of your own about how production enterprises should work?

The more I work with manufacturing enterprises, the more I understand that the plant should have a minimum of people. In this case, the production personnel must be highly qualified. If we want to get a high-tech product with good cost and quality, human participation should be minimal. The main number of people should work in the field of promotion, services, service of this product, in research institutes that create technologies for us, but not in production.

The factories should have a minimum of people, then the factories will be stable, will be profitable and will develop everything around them, since they need additional outsourcing services.

Therefore, a policy that draws attention to the number of jobs created in enterprises - a lot or a little - is fundamentally wrong.

It is necessary to look at the revenue per person in the enterprise and, by this indicator, track its effectiveness.

Diagnosis - innovation

The conditions for the development of innovations in Russia are far from ideal. But this did not bother you, and even more so - did not stop you. How long have you been engaged in innovations at Uralplastica and, in particular, in polymer modification? Who is the backbone of your innovators?

Yes, indeed, Russia is not ideal for the development of innovations. Our consumer market is absolutely undeveloped. The conservatism existing on the Russian market does not allow the rapid development of new innovative products in the orientation towards the local Russian market. All over the world, this is regulated by the state, developing small and medium-sized businesses. Large companies, as a rule, are already picking up new technologies tested by small and medium-sized businesses.

Since the equipment that is installed big companiesmore expensive and more productive, they need to see that the market is ready for this technology, it has already changed and adjusted to the new product.

In Russia, there is no comprehensive support for small and medium-sized innovative businesses. Therefore, when we develop nanotechnology or genetic engineering, for example, in our country there is no consumer for these technologies. And when such technologies are created in Russia, first of all, they look not at who will buy it from us, but who will buy it abroad. But it’s not easy to develop in such conditions.

- Then it turns out that the goals and directions of Uralplastic should somehow “explode” the market?

Yes something like that. However, there are "but" ...

One of our main goals today is market restructuring. We demonstrate step by step the benefits of new materials to our potential customers. And gradually we are making such a restructuring. But changing the market in Russia takes 5-6 years, in contrast to Europe and the USA, where it takes 1-2 years from the moment of product development to its full-scale launch on the market.

The main programs aimed at the development of innovative businesses, as a rule, provide for a three-year period during which it is necessary to create a product, enter the market with it and ensure a return on investment.

At the same time, the same requirements for lending rates and return on investment are imposed on innovative teams as for already promoted and sustainable businesses.

In my opinion, the attitude towards such companies as RUSNANO should be revised. The same requirements cannot be applied to their portfolio companies as to the trading network, for example.

And companies that are designed to form a new technological order, new technologies, new marketare in the same conditions as other businesses.

This approach needs to be revised. Otherwise, the very idea of \u200b\u200bcreating innovative enterprises will be ineffective.

The idea of \u200b\u200bpolymer modification has been puzzled in Europe for many years. Is your idea for the production of high-tech packaging based on nanoparticles solely your own know-how, or did you just peep somewhere?

We started to deal with this topic since 2000. Even then, the company was innovative and introduced new products to the market. We worked like a small research institute to create products.

We released the very first twist-effect films * and stretch films.

Chevron Phillips has been exhibiting at international exhibitions with our films. We have worked a lot with various research centers abroad to create polymer materials. And our company has been a pioneer in introducing new types of packaging polymer materials to the Russian market for more than 10 years.

Our assortment portfolio contains materials that are not produced by any company on the Russian market: packaging for explosives and polymer ampoules, retort packaging, film that can replace foil, polymer paper, polymer materials with an easy opening effect and an anti-fog effect , which serves to prevent the formation of condensation on the surface of the film at high humidity, and much more. Therefore, we have always been and are quite large consumers of masterbatches **, including those for special purposes.

According to your observations, what problems in the consumption of masterbatches took place in the 2000s and what are they now? Probably they pushed you to work out the idea?

Both in 2000 and now, there are several problems in the consumption of masterbatches.

The most important thing is the lack of consistent quality. From delivery to delivery, the characteristics of masterbatches, their processing properties on the production line can differ significantly. Accordingly, we have a problem with the production of polymer materials with stable characteristics.

Also, suppliers cannot always provide us with masterbatches with exactly the properties that we need for the production of new generation polymer materials.

And another problem with purchased masterbatches is the delivery time, since we only consume imported composites.

Therefore, we started to develop this idea a long time ago. In addition, we already had some developments in this direction in the 90s, when we produced polyamide fine powders. Polyamide, which has a melting point of more than 200 degrees Celsius, due to a certain technology that we used, began to melt at 60 degrees.

We realized what opportunities there were for changing the chemistry of a material and its properties, and we started developing to change polymers.

- But this is a huge investment!

Sure. Direct changes in polymer properties require huge investments, and changing its properties through a masterbatch requires less global investments.

We came with our idea to RUSNANO, as we saw this as an opportunity to build a new plant. There was simply no other way to implement our technology. An innovative enterprise cannot be built on the banking conditions that exist now.

-… so the new project was limited to one know-how?

We applied as many as three know-hows in this project: the design of equipment for the production of masterbatches, the technology of their production and the technology of introducing the masterbatch into a polymer film.

- Probably, you had to collect information bit by bit for your developments? Where did you get it?

We were able to obtain all the necessary information for our developments only abroad, in Russia there is nothing to create such technologies. We tried to cooperate with the Novosibirsk Research Institute on this topic, but they failed this work.

Therefore, all the technology was developed in-house in its own R&D center. Our research engineers have participated in a large number of exhibitions, conferences in Germany, America, Finland. Consulted with various research institutes around the world. And based on the information received, our technology was developed.

As far as we know, your project did not manage to get support from RUSNANO from the first time. What in the project did not suit your future partner? How long did it take to finalize the project?

This is a normal effect. Since RUSNANO is, first of all, a financial institution that must be confident in the effectiveness of projects. The Supervisory Board made a number of comments on the documentation for our project. We corrected the comments, defended our project once again, and it was approved by the Supervisory Board of RUSNANO.

The whole work lasted one year from the moment of the first appeal to RUSNANO until the final approval of the project.

Photo 1. Construction of an extrusion shop at the site in Aramil

Thinner, more environmentally friendly material is better. But it's also more expensive. On the one hand, you convinced RUSNANO of the need for such material to appear on market. But still, apparently, you will have to convince the market of the advantages of nanofilm over their counterparts?

There is a demand in the market for a thinner film if such packaging does not compromise the aesthetics of the final product and is safe for end consumer, including for children. There is also a need to make the film look like paper, remove the foil from the structure of the barrier films to be 100% recyclable so that we don't pollute the environment.

There is a need to understand due to a certain film whether the product is fresh inside. That is, there is a huge number of properties that are needed today by packaging consumers.

A standard polymer cannot give this to a customer, therefore, determining the need for specific properties of a packaging material, we begin to model our product for a specific customer and together with him create this new product.

Photo 2. Teleconference Aramil-Moscow. Official opening of the plant

- How long does it take?

This process is quite long. After obtaining the required properties of the film, the development of the masterbatch and polymer material begins, which takes from 6 to 9 months. Further testing is carried out at the customer's site. Then - a cycle of testing the packaged product in retail chains... For some projects the client needs to purchase new filling equipment. Therefore, some projects, from the beginning of development to the full-scale launch of a product on the market, last 3-4 years. But it's worth it. Since our client receives a new product with added value for the end user.

Fighting "monsters"

- How did the launch of the project - construction of the plant - unfold? What "monsters" did you have to fight?

- “Monsters” were really quite a few!

Firstly, we had great difficulties with design organizations... Since we were on a very tight budget, we could not attract foreign designers, so we held a tender among Russian design teams. We chose a project company from St. Petersburg. This was our first "docking" with poor quality work. They redid all the drawings 20 times, and thwarted all the deadlines by almost a year. No service, no support. Moreover, the company has all licenses.

Many organizations are in this position. Therefore, the question of how licensing takes place, how an SRO (self-regulatory organization) functions, should be strictly monitored by the state.

The second "monster" is construction crews: we have changed 26 teams. The deadlines were disrupted, the quality level did not suit us, and, most importantly, not a single team had the necessary experience.

Then we faced the fact that it is not so easy to buy even power cables on the market.

Further, we were "surprised" by energy supply companies, which, on the one hand, are ready to provide us with energy, and, on the other hand, they greatly delay the process. All internal regulations that exist are stretched to such an extent that they lengthen all terms by a year. What can be done in 1-2 weeks is done in a year due to the internal bureaucracy of energy suppliers.

Who made up the backbone of the project and how problematic was the issue of selecting specialists for production?

The main backbone of the project was the Uralplastica team - specialists who have good experience in our industry. But we also brought in additional specialists and new production workers.

There are no educational institutions in our country that train specialists for our industry with the required qualifications. People are absolutely not ready to get up to the machine and work. Training of one employee lasts approximately 3-5 years. We are not talking about technologists, whose training takes 5-7 years.

We have own system staff training, but this, as you can see, is a rather lengthy process.

Photo 3. Alexey Goncharov's speech at the official opening of the plant. October 26, 2011

Products using nanotechnology are usually unique, and, accordingly, their production requires unique equipment. How did you deal with the problem here?

Yes, indeed, the equipment for nanotechnology required unique. Therefore, we have chosen several engineering companies from Finland, Canada and Germany for its production.

When selecting suppliers, it was important for us that the company had a good reference list and extensive experience in the development of non-standard equipment, as well as could offer a solution within the approved budget.

One of the main characteristics of the equipment was to be its flexibility: the ability to switch from one product to another and the ability to produce new products.

The task was very difficult and non-trivial, since no one produced such equipment. Therefore, we faced a number of problems. This is a violation of the terms, and a mismatch of characteristics with the declared ones.

Up to now, the equipment is being readjusted in order to achieve all the characteristics we need.

Photo 4. A fragment of a ten-layer extrusion line

Photo 5. Automatic system of distribution and dosage of raw materials. 10 km of pneumatic transport

And what can you say about working with foreign suppliers? What recommendations could you give to colleagues who, like you, have to interact with foreigners in the development and delivery of unique equipment?

Dealing with foreign suppliers must be very tough. At the initial stage, in the process of forming a contract, all the nuances should be provided. All the necessary characteristics and conditions under which the equipment is considered to be put into operation must be very clearly indicated.

My advice is to “torture” suppliers until everything suits you, and all the commissioning as such must be done on industrial batches. Only in large batches it is possible to track all the shortcomings and defects!

We went through the investment phase quite successfully, despite the fact that we had to design equipment with the suppliers right down to the bolts.

The enterprise that was eventually established in Aramil is a high-tech enterprise of the level of Europe, the USA, and Japan. That is, it will be relevant for the next 30-40 years.

As I understand it, the stage of launching the system was not easy, as was preparing it for full-fledged functioning ...

The launch phase was very difficult. Until now, suppliers hand over equipment, add programs, change parts inside, which, as it turned out during industrial operation, were not suitable for the production of the product.

Adjustment of equipment, according to our practice, after commissioning is 1.5-2 years.

Elimination of comments is a complex and painstaking process of constant negotiations between the customer and the supplier. The supplier is interested in working on new projects, so the desired result is achieved by a fairly strict policy in relation to equipment suppliers. And in this process there can be no compromises, especially when it comes to complex and non-standard technological equipment.

Photo 6. Extrusion of white polyethylene film

Photo 7. Intaglio printing workshop

Is the target for sales of nanoproducts of 5 billion rubles a year already close? How does RUSNANO help to achieve it?

Considering all of the above problems, which the company could not influence during the design, commissioning and launch process, we cannot say that the intended goal is close.

Although, by the standards of our industry, we nevertheless launched quite quickly, thanks, among other things, to the support from the regional government.

We will reach the planned sales volume in 4-5 years. Our market is not as flexible and lively as we would like. Everything is very conservative, the ground for supporting business has not been created, and credit resources are high. That is why develop innovative enterprises in a tight time frame is difficult.

But we are moving forward, increasing our revenue annually by 25-30%, launching new projects and starting cooperation with new clients.

RUSNANO provides us with significant support in promoting products, in implementing educational programs for our employees and consumers.

One project, two projects, three ...

How much more complex and large-scale is the Aramil nanoproject than your projects in Kaluga and Yekaterinburg? With the opening of the production of foam materials were there fewer problems?

The projects are the same in complexity, but different in scale. The Aramil project is approximately 6 times larger.

The complexity of redistribution is a little more, but the approach to organizing an enterprise is the same. This is compliance with all international standards.

As well as the site in Aramil is highly appreciated by world FMCG manufacturers such as Nestle, P&G, and the site "Penoterma" in Kaluga is highly appreciated by Volkswagen, Samsung, Magma, LG

And this gives us an optimistic outlook for the future. Although from the economic point of view, the enterprise in Kaluga is a more difficult project. For example, the electricity consumed by Penotherm is 50% more expensive than electricity in Aramil, despite the active development of investment projects in the Kaluga region.

This cost approach is not very conducive to the development of an innovative business.

What new management technologies have you launched along with new industries? How were the logistics processes organized?

The internal logistics at the plant was developed by a German engineering company and is the most optimal. In general, all enterprises are a closed circuit with minimum distances from redistribution to redistribution; the entrance is through a special disinfection room, which ensures the cleanliness of the factory.

This year we launched cost management ***, which allows us to optimize all material and non-material flows at the enterprise.

Full automation of production in the ERP system is almost completed.

We also use the technologies of our western partners and customers in the field of quality and production. We actively use western technology consulting for continuous improvement.

We need Russian consulting for personnel training, team building, advanced training.

reference

* Films with twist effect specially designed for confectionery industry... The twist effect is achieved due to the fact that the material of the main layer of the film is oriented in one direction and has a high permanent deformation, i.e. the ability to maintain twist when packing sweets. It should be noted that the manufacture of this type of packaging is rather complicated. technological processrequiring the use of expensive equipment and films good quality - with stable sliding, high rigidity and rollability.

Films with "twist effect", as a rule, consist of 3 or more co-extruded layers of polymeric materials - polyethylene, polypropylene, polystyrene, polyvinyl chloride, the inner of which performs the function of preserving and maintaining the given shape.

**Masterbatches is the commonly used name for pigment concentrates, dyes and modifying additives. The name comes from the English termmasterbatch, i.e. concentrate that provides coloring and modification of polymer products.

*** Cost management (CM) - method effective management costs. The main goal of KM is to create special mechanisms at the enterprise that ensure a constant reduction in the cost of production in order to maintain its competitiveness. The operation of such mechanisms begins at the time of product development, continues during the production and sale process, and ends only when the product is discontinued for one reason or another.

Prepared by Olga Lazareva

The joint development project will be the first in Yekaterinburg to be started by the largest federal developer.

Businessman Alexei Goncharov is on the verge of a huge development project in Yekaterinburg - it is planned to pass final approvals and obtain the first building permits this summer. Goncharov himself, using his own money, attracted foreign and metropolitan architectural bureaus to the development of the project, he himself was looking for a construction partner who would be close to him in approaches to organizing production and business.

As a result, he managed to bring the federal group of companies PIK to Yekaterinburg, where a historically formed pool of local developers existed for many years. Experts expect that when this development giant takes two or three more sites in the city, the market will seriously shudder. It is known that negotiations on partnership are already underway, in particular, with UMMC, whose development project "Severnaya Korona" in the north of Yekaterinburg is also ready to start at any time - the first building permits have already been issued.

Zavokzalny is located in the first zone - practically in the center of Yekaterinburg. There is no other such large territory with a similar location in the city. For comparison: the area of \u200b\u200bthe central part of the city is about 1200 hectares, the territory of "Zavokzalny" - 300 hectares. Only two territories are developing in the city, comparable in scale, but they are located on the periphery. We are talking about residential areas "Solnechny" company "Forum-group" (360 hectares) and "Akademichesky" GC "Kortros" (1200 hectares - officially the largest area of \u200b\u200bintegrated development in the Russian Federation).

Now 300 hectares of the future "Zavokzalny" is a depressed, mainly warehouse area, not provided with a high-quality road network or other infrastructure. The redevelopment begins with a section of the Uralplastic plant owned by Alexey Goncharov. In order for the project to become possible, he had to move production out of here, while he managed not only to save the enterprise, but actually give it a new life.

Goncharov acquired the plant in 1999. “The company operated on very old technologies and had no future,” says Alexey Goncharov. - It had a huge social infrastructure - housing stock, which was used for the needs of employees only for a hundredth, streets, etc. All of this washed all the money out of the factory - this policy killed thousands of businesses across the country. And I also had to shell out a lot of money for the state to take on its balance sheet everything that I do not use and that does not bring income to my business. "

Re-equipment, staff optimization began at the plant, new management standards appeared. But in 2004, the idea came to move the plant to a new site. “I once again looked at this territory and realized that it should not be industrial,” recalls Aleksey Goncharov. “It has everything to become a full-fledged urban area - with its points of attraction and well-thought-out structure.”

The partners appeared none other than the worldwide network "Auchan". At the Uralplastica site, a model of the future microdistrict appeared in the sketches, which was supposed to become the driver of the redevelopment of the entire vast territory of Zavokzalny.

"Auchan" was ready to fully become the investor of this project, but it was based on a large shopping and entertainment center - very interesting, unusual, - says Alexey Goncharov. “Turkish, Belgian architects worked on this project, and the result was a large, high-quality quarter with several public areas where something was constantly happening.” But after a couple of years, the strategy of Auchan in Russia changed - the company stopped acting as a co-investor, and began to invest exclusively in its own projects at its sites. "

However, it was already obvious that the plant needed to be built anew, in a new location. And to this project Goncharov attracted another partner, no less ambitious - Rusnano. These investments made it possible to build a top-class packaging production plant in the suburbs of Yekaterinburg. Having brought the plant to the international level of quality, the enterprise was sold to the transnational corporation Mondi - both Rusnano and Aleksey Goncharov left it with a profit. The latter remained in a consulting position at the plant.

“I believe that this should be the basic principle of the business: if you have made a good product and there is a buyer for it at a good price, sell it,” explains Alexey Goncharov. “This is what happened with the plant in Aramil.”

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