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

CLOSED JOINT STOCK COMPANY "URALPLASTIC"

Archival extract

OGRN	1026602957435
TIN	6659013309
OKATO	65401368000
Date of registration	October 23, 2002
Registrar	ADMINISTRATION OF THE RAILWAY DISTRICT OF THE CITY OF YEKATERINBURG
Ownership type	Joint private and foreign ownership
Organizational and legal form	Closed joint-stock companies
Revenues for 2018	RUB 361,509,000
Expenses for 2018	RUB 423,374,000
Authorized capital	RUB 4,731,278
General manager	Goncharov Alexey Ivanovich

Mini-information about CJSC "URALPLASTIC"

CJSC "URALPLASTIC", Yekaterinburg, date of registration - October 23, 2002, registrar - ADMINISTRATION OF THE RAILWAY DISTRICT OF THE CITY 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: "Manufacture of plastic plates, strips, pipes and profiles", "Financial intermediation, not included in other groups", "Manufacture of plastic products for packaging goods". Industry by OKONH: " Production of films, pipes and sheets from polymer materials". General Director - Aleksey Ivanovich Goncharov. Organizational and legal form (OPF) of URALPLASTIC CJSC - closed joint-stock companies. Type of ownership - joint private and foreign ownership.

Taxes and fees for 2018

Paid 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	RUB 1,144,997
NON-TAX INCOME administered by the tax authorities	0 rub.
Insurance premiums for compulsory health insurance of the working population credited to the budget of the Federal Compulsory Medical Insurance Fund	RUB 155,337
excises, 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 premiums for compulsory social insurance in case of temporary disability and in connection with motherhood	RUB 52,932

Contacts

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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 so depressing yet: one of the largest Russian power plants is located here - Reftinskaya GRES and Beloyarskaya NPP. True, things are far from being so smooth there. In this plane, problems do not go unnoticed. power equipment, the wear of which is obvious at many enterprises, but the money issue does not allow to solve these problems in full. Ural power equipment suppliers are often in a vulnerable position: they have something to offer, but the prices are not suitable for everyone, so there is often no supply-demand balance. In this situation foreign companies actively promote their innovative equipment for the power industry to the Ural market.
Power equipment and energy in the Urals in January-February 2017

The battery is, one might say, the heart of any mechanism, without it it will not work, so this product is in demand always and everywhere. The world of batteries is diverse: cars, phones, Appliances, electrical devices. Now manufacturers of equipment often produce batteries for devices, so as not to reduce the demand for equipment. If we dwell on car batteries, then here the inhabitants of the Urals have plenty to choose from. These are both Chinese batteries and batteries manufactured in the CIS countries, the most popular brands of batteries are Topla and Tubor. The production of batteries from Toyota and Nissan is also well developed.
Batteries of all types in the Urals, December 2016

The financial crisis had practically no effect on purchases for children, the Urals do not want to save on children, this applies to infants, older children, and teenagers. The latter cause a lot of trouble to their parents, trying to grow up as soon as possible, but parents still spend a lot of money so that their child is dressed, shod, and receives a good education. V Sverdlovsk region in December, parents attack clothing stores, shoes, bookstores, electronics stores, picking up New Year's gifts for sons and daughters. Particularly advanced parents make purchases using Internet services. And some residents of the Urals are sure that the best holiday for them and for the child during the New Year holidays will be if you send him outside the region.
Goods and services for teenagers in the Urals in December 2016

In the autumn season, exacerbation of chronic diseases begins, there is a danger of catching a cold, and this autumn has not yet spoiled the Urals with warmth. Prudent residents of the region at the beginning of the month signed up for Sport halls, fitness clubs, and sent their children 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, stores offer a wide range of special goods for sports.
Sport and health in the Urals, autumn 2016

Without office equipment it is impossible to imagine any modern enterprise. Mobile phones, tablets, laptops allow you to remotely solve work issues and not be bored while traveling. Repair and service digital technology carried out by qualified professionals.
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 public services.
Alapaevsk in the spring of 2016

In spring, the demand for Decoration Materials domestic and industrial use. Film releases are shown in cinemas. Serious and entertaining literature is presented in bookstores.
From Yekaterinburg to Volchansk - business and entertainment in the Urals in March 2016

Market 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 traveling around the city, 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 purchase 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 in early spring. Wholesale and retail sell goods for men's and women's hobbies. Parts and equipment produced by the Ural factories are popular.
Demanded services and goods of the beginning of spring 2016 in the Urals

In the working settlement of Pyshma, various metal, wood, and stone products are produced. 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. On simulators, you can work out both at home and in the gym. Inventory for all kinds of sports is presented in Yekaterinburg.
Sports centers and schools, recreation 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. Professional and additional education. Telephony services, Internet access, passenger and freight transportation are in demand.
Alapaevsk in December 2015 - January 2016, goods and services

Aramil's manufacturing enterprises produce various polymer products and other products. Car repair services and sales of auto parts are widely represented. Schools Cities train in-demand 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 packing services for moving, packaging and packaging of goods for their further sale.
Packaging in the Urals in August-September 2015

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

We were asked to specify what
Magazine "Business Quarter" No. 12 (775) dated April 11, 2011 Author: Bogdan Kulchitsky, Ekaterina Antipova
Become nanoattractive

Today, the project of ALEXEY GONCHAROV to create an innovative production of high-barrier films is one of the first to be financed 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 actually 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 about the 850 million rubles that RUSNANO invests in the company as a partner. Tandem provides the best product promotion on the market. By the way, Alexey Goncharov started his project long before the emergence of RUSNANO. 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 the coincidence with the mission of the investor is one hundred percent.

He began to engage in high-tech (this is how 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 that describes 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 put by consumers, mainly food and construction industry enterprises - 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 our own R&D made it possible to cooperate with world 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, main theme partnerships with Western concerns were raw materials. To create any brand of polymer, more than one billion dollars are required - in development, R&D, equipment. Therefore, Uralplastic imported all raw materials, as well as equipment and basic technology. Alexey Goncharov says that his exclusivity is determined not by equipment or even by raw materials. Know-how lies in the production technology of the final product. Uralplastic barrier films consist of 3-10 layers of various polymers. Each layer has its own properties, their combination gives the necessary quality to the finished product. This is a kind of mix, blend. Proportions and combinations of the same ingredients give the film different properties. As a result, "live" products can be stored for as long as those "killed" by preservatives. Candies in a plastic wrapper with a "memory effect" can be wrapped just as easily as in paper. And plastic packaging produced on the basis of nanotechnologies can replace a tin or aluminum can in terms of protective properties.

How to get a state corporation as a partner

Now Alexei 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 the help of nanoadditives. So far, it is known that the new polymer will make it possible to make super-strong and ultra-thin films based on ceramics. Greater Mr. Goncharov does not say: this material is classified, there are definitely no analogues in Russia, and it is 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 is revealed to him by nature. Nanocomposite technologies make it possible to create new types of raw materials quite quickly and quite cheaply. I believe that humanity has worked out far from 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 at RUSNANO.

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

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

I wouldn't 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 quite correctly, not according to their standards. Then we came to the committee, and the project was defended not even by me, but by the manager who leads him 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 meets their requirements for profitability, high-tech component, nano-component. RUSNANO money is not gift Certificate- They have a normal business approach: how much money is needed for the project, how much time it takes to implement it, and how much we will earn. If everything fits, 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 a Western institute. Funny as it may seem, they couldn't find a landfill in Russia decent level. 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 got?

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 beautiful, we needed investments. From the very beginning, I estimated it at 2 billion rubles, despite the fact that I had about half. We received this money - for the benefit of all.

As far as I know, you share shares in the new joint venture with RUSNANO in the proportion of 52/48. Did you insist that you have a "controller"?

Why do they need him? For someone to run up to them and ask: “Well, guys, what are we going to do next?” When financiers take more than 50%, they automatically take on all the risks. But production is not their profile. Therefore, RUSNANO is interested in me being responsible for the business. So I should be the senior partner.

What are you investing?

Money, technology, equipment - tangible and intangible assets.

If the price of the project 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 haven't taken into account equipment leasing yet. And I can't name the price of my technology. Only the market will be able to evaluate it, for example, when we go to IPO. Let me just say that you can't just buy technology on the market - it's an investment stretched out over time.

You didn't want to take more money for a project?

I don't need more money than I can handle.

What does RUSNANO money look like?

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

What was the payback period?

Approximately five years.

Five years of RUSNANO without profit?

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

When will the corporation exit the project?

For the sixth year. Across open sale his share.

Difficulties of import substitution

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

Is it your principle to create technologies based on imported equipment that can produce an import-substituting product?

The principle applies only to import substitution, the rest - from hopelessness. In Russia, even bolts are not produced for our industry. Even the carts that carry the film had to be imported. Mechanical engineering in our country does not exist. More precisely, like this: bombs can do, but what people need can't. I would understand if the borders were opened for the import of high-tech equipment: let's bring 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 has not thought through the consequences of customs regulations and documents. If I were the state, I would pay serious attention to what conditions are being created in Russia for the development production technologies. This applies not only to customs. Tell me, in which country is the industry credited at 20% per annum during a crisis? Everyone just lowers rates to zero.

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

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

What product will be the main marketing trump card of Uralplastic?

Hard to say. There is a lot of competition in our market, everyone grazes each other, and no one wants to give away their piece of the pie just like that - without a fight. Let me just say that these are all products - substitutes for some inconvenient, inefficient, flawed ones that exist on the market today.

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

First, the Aramil plant will be heavily guarded. Secondly, I used to be afraid that some technological maps. Today I understand that only those who have everything the same as I have will be able to reproduce the technology: from an R&D center to custom-made equipment. But there are none.

Further - to expand the geography, to build new factories. For example, in the middle lane or in Eastern Europe- Poland or Hungary. When the company's capitalization reaches the required level, go for an IPO. These are not my fantasies - these are real plans in various stages of development 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 February 10, 1968
Education: graduated from the Ural Academy in 1997 public service majoring in Management.
Career: until 2000 he worked in private entrepreneurial activity- production, trade, processing of industrial waste; since 2000 - general manager plant "Uralplastic".
Has an acknowledgment 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? Did it help successful steps in business?

I came into business in the same way as the entire post-perestroika generation of our country.

All entrepreneurs were engaged in everything in a row - everything that could be profitable in order to feed themselves and their families.

The main, fundamental, education was the market itself, since the education that at that moment I received at the institute was basic and did not contribute to business success in any way. Everything was learned through practice. This is just what Russian system education differs from the Western one, where a ready-made specialist comes out of the university to work in a certain area, while we have a basic level of knowledge about everything in the world.

- The work of a hired top manager did not attract you at all?

I am an entrepreneur by nature, so I have never been attracted to the work of a hired top manager. I have never worked not only 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 shortcomings of the domestic market in terms of business development?

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

On the other hand, the infrastructure for the rapid creation and launch of innovative enterprises is almost completely absent. Monopoly is obvious In general, the system works by itself, and business and its development go by themselves. This is the biggest discrepancy.

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

- And what - absolutely all state "institutions", in your opinion, do not function well?

The only thing that is functioning well today is 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 first persons of the state need to think about the reform of the entire system, which is obliged to develop the country, develop small and medium business. Need to take for model successful examples those countries that are close to us and, most likely, that this is not European states because 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 the best to our economy. Those specialists who are currently working in the bodies state power often do not meet 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 garment factories, and I was faced with a large shortage of hot-melt powders that were applied to the interlining fabric for suits.

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 creating own production hot-melt adhesive powders for the domestic clothing industry.

In this direction, I worked with various research institutes.

We have created the chemistry of the product - finely dispersed polyamide powders, this is the prototype of current nanotechnologies. Developed equipment. I rented several large workshops at Uralplastic and created my own small research institute on the basis of the plant. About 15 scientists worked in it, who developed hot-melt adhesive powder and put it into operation.

At the moment when we were already getting a real result from this development, we were selling a new product for sewing production, forced out Western suppliers to Russian market, various movements began to capture Uralplastic. Therefore, I had no choice but to buy out the enterprise, bear full responsibility 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 sewed for itself. A large number of people were employed in the clothing industry, but over time this direction had to close.

Production experience of "Uralplastic" was not useful at all? And the staff? Did you also have to change many people, or were most of them, with the change of ownership, still able to reorganize to work in market conditions?

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

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

The more I work with manufacturing enterprises, the more I understand that there should be a minimum of people at the plant. At the same time, production personnel must be highly qualified. If we want to receive 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.

There should be a minimum of people in the factories, then the factories will be sustainable, profitable and will develop everything around them, as they need additional outsourcing services.

Therefore, a policy that pays 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 monitor its effectiveness by this indicator.

Diagnosis - innovation

The conditions for the development of innovations in Russia are far from ideal. But it didn’t bother you, and even more so, it didn’t stop you. And how long ago did you start doing innovations at Uralplastic and, in particular, modifying polymers? Who is your backbone of innovators?

Yes, indeed, Russia is not ideal for the development of innovations. Our consumer market is absolutely not developed. The conservatism that exists in the Russian market does not allow for the rapid development of new innovative products in orientation to 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 they put big companies, more 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 nanotechnologies 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 in such conditions it is quite difficult to develop.

- Then it turns out that the goals and directions of "Uralplastic" should somehow "blow up" the market?

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

One of our main goals today is the restructuring of the market. We show the advantages of new materials for our potential customers step by step. 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, innovative teams are subject to the same requirements for loan rates and return on investment, as well 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 a trading network, for example.

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

This approach needs to be reconsidered. Otherwise, the very idea of creating innovative enterprises will be ineffective.

The idea of modifying polymers has been puzzling in Europe for many years. Is your idea for the production of high-tech packaging based on nanoparticles exclusively your own know-how or was it a little spied somewhere?

We have been dealing with this topic since 2000. Even then, the company was innovative and introduced new products to the market. We worked on product development as a small research institute.

We launched the very first twist* and stretch films.

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

Our product portfolio contains materials that no other company on the Russian market produces: packaging for explosives and polymer ampoules, retort packaging, film that can replace foil, polymer paper, polymer materials with an easy opening effect and with an antifog 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? Perhaps they pushed you to work out the idea?

Both in 2000 and now, there are several problems with masterbatch consumption.

The most important thing is the lack of stable quality. From delivery to delivery, the characteristics of masterbatches, their properties of processing on the technological line can differ significantly. Accordingly, we face the problem of producing polymeric materials with stable characteristics.

Also, suppliers are not always able to provide us with masterbatches with exactly the properties that we need for the production of new generation polymeric materials.

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

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

We understood the possibilities for changing the chemistry of the material and its properties, and we began to work on changing polymers.

But it's a huge investment!

Certainly. Direct changes in the properties of a polymer require huge investments, while changing its properties through a masterbatch does not require such a global investment.

We came to RUSNANO with our idea, as we saw it 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 new project 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 for their production and the technology for introducing the masterbatch into a polymer film.

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

We could get all the necessary information for our developments only abroad, in Russia there is nothing to create such technologies. We had an attempt to cooperate with the Novosibirsk Research Institute on this topic, but they failed this work.

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

As far as we know, it was not the first time that your project managed to get the support of RUSNANO. What did not suit your future partner in the project? How long did it take to complete 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 put forward a number of comments on the documentation for our project. We corrected the comments, once again defended our project, and it was approved Supervisory Board RUSNANO.

All work lasted one year from the moment of the first application to RUSNANO until the final approval of the project.

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

The material is thinner, more environmentally friendly - it means 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, it will be necessary to convince the market of the advantages of nanofilms over their analogues?

There is a need in the market for a thinner film if such packaging does not spoil the aesthetics of the final product and is safe for end user, 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 make it 100% recyclable so that we do not pollute the environment.

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

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

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

- How long does it take?

This process is quite long. After obtaining the necessary 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 a 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 - the construction of the plant - unfold? What "monsters" did you have to fight?

- "Monsters" was really not enough!

First, we have had great difficulty with design organizations. Since we were within a very tight budget, we could not attract foreign designers, so we held a tender among Russian design teams. We chose a design company from St. Petersburg. It was our first "docking" with poor quality work. They redid all the drawings 20 times, while breaking all the deadlines for almost a year. No service, no support. At the same time, the company has all licenses.

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

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

Then we were faced with 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, greatly delay the process. All internal regulations that exist are stretched to such an extent that they extend 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 formed the backbone of the project and how problematic was the issue of selecting specialists for production?

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

In our country there are no educational institutions who train specialists for our industry with the required qualifications. People are absolutely not ready to get up to the machine and work. The 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 as you can see, this is a rather lengthy process.

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

Products using nanotechnologies are usually unique, and, accordingly, unique equipment is required for their production. How did you deal with the problem here?

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

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 being able to 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 are faced with a number of problems. This is both a violation of the deadlines and a discrepancy between the characteristics declared.

The adjustment of equipment is still ongoing in order to achieve all the characteristics we need.

Photo 4. Fragment of a ten-layer extrusion line

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

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

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

My advice is to "torment" suppliers until everything suits them, and all commissioning as such must be carried out already on industrial batches. Only on large batches you can track all the shortcomings and shortcomings!

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

The enterprise, which was eventually established in Aramil, is a high-tech enterprise at 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 well as preparing it for full operation ...

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

Equipment finishing, 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 there can be no compromises in this process, especially when it comes to complex and non-standard technological equipment.

Photo 6. Extrusion of white polyethylene film

Photo 7. Gravure printing shop

Is the goal of 5 billion rubles a year in terms of sales of nanoproducts already close? How does RUSNANO help in achieving it?

Considering all the above problems that 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 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 business support has not been created, credit resources are high. That is why to develop innovative enterprises in a short time is difficult.

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

RUSNANO provides us with significant support in the promotion of products, in the implementation educational programs for our employees and consumers.

One project, two projects, three...

To what extent is the Aramil nanoproject more complex and larger than your projects in Kaluga and Yekaterinburg? With the opening of the production of foamed materials were there less problems?

The projects are similar in complexity, but different in scale. The Aramil project is about 6 times larger.

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

Just like the site in Aramil is highly rated by global FMCG manufacturers such as Nestle, P&G, the Penotherma site in Kaluga is highly rated by Volkswagen, Samsung, Magma, LG

And this gives us an optimistic view of the future. Although from the point of view of the economy, 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 investment projects in the Kaluga region.

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

What new management technologies have you launched along with new production facilities? 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 represent a closed circuit with minimal distances from redistribution to redistribution; entrance is through a special disinfection room, which ensures the cleanliness of the factory.

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

Complete 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 staff training, team building, advanced training.

reference

* Films with twist effect designed specifically 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 residual deformation, i.e. the ability to keep the twist when packing sweets. It should be noted that the manufacture of this type of packaging is quite complicated. technological process requiring the use of expensive equipment and films good quality- with stable sliding, high rigidity and folding.

Films with a "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 shape being attached.

**Masterbatches - this is the common name for concentrates of pigments, dyes and modifying additives. The name comes from the English termmasterbatch, i.e. a concentrate that provides coloring and modification of polymer products.

***Cost Management (CM) - method effective management costs. The main goal of the 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 action of such mechanisms begins at the time of product development, continues during production and sales, 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, the construction of which will be started by the largest federal developer.

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

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

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

Now 300 hectares of the future "Zavokzalny" are a depressive, mostly warehouse territory, not provided with either a high-quality street and road network or other infrastructure. The redevelopment begins with the site of the Uralplastic plant, owned by Alexey Goncharov. In order for the project to become possible, he had to move production from here, and at the same time he managed not only to save the enterprise, but actually give it a new life.

Goncharov purchased the plant in 1999. “The enterprise worked on very old technologies, and it had no future,” says Aleksey Goncharov. - A huge social infrastructure hung on it - a housing stock that was used for the needs of employees only for a hundredth share, streets, etc. All this washed out all the money from the plant - such a policy killed thousands of enterprises 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 don’t use and that doesn’t bring income to my business.”

The plant began re-equipment, staff optimization, 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 own points of attraction and a well-thought-out structure.”

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

Auchan was ready to fully act as an investor in this project, but it was based on a large shopping and entertainment center - very interesting, unusual, - says Alexey Goncharov. “Turkish and 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, Auchan's strategy in Russia changed - the company stopped acting as a co-investor, and began to invest exclusively in its own projects on its own sites.

However, it was already obvious that the plant had to be rebuilt in a new location. And Goncharov attracted another partner to this project, no less large-scale - Rosnano. These investments made it possible to build an extra-class plant for the production of packaging 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 Rosnano and Alexey Goncharov left it with a profit. The latter, however, remained in a consulting position at the plant.

“I believe that this should be the main principle of business: if you have made some 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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