Andrey doronin belaz. The general director of belaz petr parhomchik about the second line in the world ranking, management style and service in the landing. It means that you are not recruiting new people.

The money in the amount of $ 1200 was given to him by a representative of the capital's commercial structure. Mzda relied on a favorable solution to the issue of the priority for the shipment of metal delivered to the plant, the Ministry of Internal Affairs said in a statement.

The next day, in the course of further operational search activities, the head of the bureau and the economist of the Zhodino auto giant were detained, who from June 8 to July 4 also received bribes from the representatives of the said company as a "gratitude" for a positive decision on the issue of concluding contracts for the supply of metal.

Investigators found that the illegal scheme had been operating since the fall of last year - since the formation of the commercial structure. Metal for the needs of "BelAZ" was purchased at prices exceeding the market value, for which the representatives of the enterprise systematically received bribes. Their size was a certain percentage of the transaction amount.

At present, according to the materials of the GUBOPiK, the investigation detained six members of the criminal group: three officials of the Zhodino plant, as well as three representatives of a commercial structure.

“The Investigative Committee is currently working with the detainees. On July 7, the investigation filed a petition with the prosecutor to apply a preventive measure against the six detainees in the form of detention. The petition was granted, the suspects were taken into custody, ”said Yulia Goncharova, an official representative of the Investigative Committee.

Criminal cases were initiated against the detainees under Art. 430 of the Criminal Code (Taking a bribe - the maximum punishment is up to 15 years in prison with confiscation of property) and Art. 431 of the Criminal Code (Giving a bribe - the maximum punishment is up to 7 years in prison). The investigation has seized the property belonging to the defendants: six premium cars, cash and values, 7 real estate objects.

This person is modest and educated. Under a strict classic suit is a strong man and a moderately demanding leader, who was deservedly recognized in 2011 as a “Man of Action”. He speaks openly, never using pieces of paper, and knows his business thoroughly. Only a strong handshake betrays a former paratrooper and boxer who once dreamed of becoming a pilot and flying a plane. Although his dream has partially come true - he has been running one of the largest enterprises not only in Belarus, but also in the world for 10 years.

Photo by Vitaly PIVOVARCHIK

General Director of OJSC “BELAZ” - the management company of the holding “BELAZ-HOLDING” Petr Parkhomchik told us about why our dump trucks are valued in the world, how to deal with crises, what a high position requires, and why come to work by 6 am.

Size matters

- Petr Aleksandrovich, last year BELAZ for the first time became the second in the world in the production of mining dump trucks. How difficult was it to beat the competition?

It doesn't matter which place we take - second or third. This is not just a matter of our efforts. We already see for sure that all manufacturers are reducing their production. The decline in the mining dump truck market in 2016 was 22%. Sales of Cate-rpillar, Hitachi and Komatsu declined. We were the only one who managed to increase sales - by 8%. The trend is likely to continue this year as the President of Caterpillar Inc. Doug Oberhelman already calls 2017 a challenging year.

At the BELAZ checkpoint, we are always glad to see young workers

Judge for yourself: if in 2011-2012 all manufacturers together steadily sold within 4,700 units of heavy, that is, with a carrying capacity of more than 100 tons, mining dump trucks per year, then in 2017 we expect only 1,160. That is, the world market has subsided during this time four times. Therefore, it is even more difficult to “squeeze out” the market share in such a situation, but we succeed. This is the common work of both designers and marketers.

The crisis turned out to be a long one - more than 4 years, before that there were almost no such protracted recessions. But it was good for us. After all, many buyers of equipment began to seriously work to reduce costs. When commodity prices were very high, companies did not want to see any new player. Although they always knew about BELAZ. But life itself forced them to analyze the cost of ownership (those funds that will have to be invested in equipment throughout its life cycle). When we started counting, we saw that we could be much cheaper for them. Foreign manufacturing companies in this moment are often cunning, they are trying to make money in the secondary market - selling spare parts and services. So they sometimes got a profitability of 100-200%. We do not set such a goal for ourselves. We say that spare parts are needed not in order to earn money on them, but in order to keep our dump trucks in working order.

- So, markets that were previously occupied by competitors have opened up for you?

Undoubtedly. Here's a good example. There is a Komatsu assembly plant in Indonesia. The plant has been in a fever for 4 years, it practically does not work. And we were able to win a tender there for the supply of 40 heavy dump trucks. I am sure that the visit of our President to this country influenced the favorable outcome.

Belarusian dump trucks giants are known all over the world.

By the way, 25 dump trucks are already there and are showing good results. And this all works for us on the principle of word of mouth. Other companies are also starting to look closely at us. Indonesia extracts more coal than Russia. This is a very promising market.

- Was this success expected or did you somehow manage to get into the stream by itself?

In fact, the President outlined the diversification goal for us long ago. Russia should occupy a third of supplies, the CIS - the second third, and the rest of the countries - the same amount. So we were building up. Yes, we already understood that it is impossible to live only on traditional markets. Although we are not losing our previous positions. About 90% of the Russian market belongs to us, although there are assembly plants there: Komatsu in Yaroslavl and Caterpillar in St. Petersburg.

The same applies to the Ukrainian market, which sagged in 2014-2015 due to the conflict in Donbass. But in 2016 we restored the supply volumes. And this year we will surpass the pre-crisis level. All Ukrainian companies again choose the Belarusian BELAZ.

"We are always on the customer's side, including service and spare parts."

- It is surprising that private companies are reducing production, while our state-owned BELAZ, on the contrary, is growing. What's the secret?

Our partners understand that BELAZ is not just a joint stock company. 100% of the shares belong to the state, and all private traders know that Belarus has a very effective vertical of power. Therefore, when concluding a contract, they are absolutely calm and confident that everything will be completed on time. This is an imperceptible, but very serious plus. He often helps with negotiations.

Giant plus

- Is it difficult to make a final decision when concluding unusual contracts? Is there any fear that you might not complete the order?

We have the widest range of machines in terms of carrying capacity. We overlap all competitors' lines with our models. In addition, 8-10 more types of machines for different markets have been developed in the same carrying capacity. For example, Caterpillar has only two models in the 136 tonne class: one with hydromechanical transmission and the other with electromechanical transmission. We have 9 models with completely different engines. We can supply a German, American motor. Today we are even considering installing a Russian engine. We can supply different components for different customers. For example, for Russia - a Russian-made transmission. Or, for example, to supply General Electric systems for Chile. And when the buyer sees that we are able to make cars for a specific market, he understands that we are on his side on other issues, including service and provision of spare parts.

- Did you think about doing your own engine?

It would be nice. And we are now thinking about getting our own engine. But even in Russia today there are no manufactures that would produce motors with a capacity of more than 2 thousand horsepower. And in order to conquer the markets of the West, of course, you need to use components from the world's leading manufacturers.

- That is, you are looking for some kind of partner, but you will not make the engines yourself?

Of course. It's pointless to catch up. As long as we develop the engine ourselves, traditional manufacturers will go far ahead. The way out is to search for a partner with accumulated advanced experience in this area. Such negotiations are underway, but we will not rush.

Petr PARKHOMCHIK (left) with Chairman of the Zhodino City Executive Committee Mikhail OMELYANIUK
and the former director of BELAZ, Hero of Belarus Pavel MARIEV

- BELAZ is an enterprise with a long history and its own traditions. How did the company react to your appearance as a director? You've never worked here before.

My appointment came very quickly. On Saturday they called, called, and on Monday they already appointed. The plant then greeted me with caution: the "tractor driver" came to command such a giant. And even more so here they were very respectful of their predecessor - Pavel Lukyanovich Mariev. But we worked together quickly. There was no time for emotions - the crisis of 2008-2009 immediately came. We were the first in the country to say that we need to think about how we will live in the coming years, and proclaimed a modernization program. We were the first to feel in 2012 that a new round of the global crisis was approaching. Although everyone continued to work by inertia. Many people in the Government did not like our statements. When the President decided to visit the plant, I managed to convey my position to him.

You touched on the topic of modernization. With this word, most people have associations only with the allocation of money and the purchase of machines. But everything is much wider ...

You're right. We are now fighting very strong competitors, which are the most powerful multinational companies with the highest level of technology. And in order not to concede, you need to be a little ahead. Catching up is already bad. In technical terms, we have everything provided for the next 10 years. But the technologies were not perfect enough, did not allow us to create a product cheaper than our competitors. And we began to put in order all technological redistributions step by step. We will complete the work in 2019.

Laying the capsule into the foundation for the construction of new workshops. year 2013

Now the machine tool park of BELAZ is one of the most modern. The modernization of painting complexes is in full swing. There are several of them at the plant. Such complexes imply both the use of paints and varnishes of a new level, and a special technology for surface preparation, which will make it possible to confidently declare the reliability of the coating within 5-6 years.

- Such changes could not but lead to optimization of the number of employees. Is it difficult to solve this problem?

This issue is not without difficulties. For example, we used conventional machine tools in the production of large gears. Almost a whole shift was spent on the processing of one gear. And there was a lot of marriage. The commissioning of the newly purchased machines allowed to increase labor productivity three times in the absence of rejects. And the details are very expensive. The workpiece weighs 600-700 kilograms. If there is a marriage, then all this metal must be written off as scrap metal. There was very serious resistance from those who used to work in the old way. We had to motivate financially so that people could learn to work with new equipment. But now many workers of the plant have several specialties, and this helps to avoid strong redundancies.

- So you are not recruiting new people?

Why is that? Every year we accept young people - 250-300 people. First, we invite students to practice. This is good, because it is impossible to provide all educational institutions with good equipment. And here they can learn to work on the most modern machines. And they already have a completely different level of understanding. Almost all of them then return here to work.

Move on

- How long does it take now to develop a new model of a mining dump truck?

Now we can develop and put into production new equipment in 3-4 years. And if we take those products that we make on the basis of previously developed ones (30-40% of the basis, the rest is new), then in 2-3 years.

In 1975-1977 Pyotr PARKHOMCHIK (left) served in the landing troops of the Soviet Army.

We have a powerful scientific and practical center. There are about 600 constructors in total. A very close relationship with the National Academy of Sciences. It even has its own department of mining dump trucks. Therefore, we can work very quickly.

- Do you think you have a difficult position?

To be honest, any business can be difficult. I am, in general, a man of the command method of management. Each of my deputies has been delegated certain powers. Each of them has freedom, each must do his job.

Anyway, I went through a very strong school: I worked for 33 years at a tractor plant. And 26 of them - at a closed enterprise, which was located on the territory of MTZ. It produced products for the military-industrial complex. There I went from an ordinary worker to the director of this special production. All the standards that the great foreign theorists preach today were introduced there already then, in the 70s and 80s. There was a very tight control. If we take samples of military equipment of those years, then it was an ultra-modern weapon.

Then I had to deal with the marketing of the tractor plant, learn the basics of sales. This was helpful too. Moreover, I came at the stage of the crisis. We have built a sales system, distribution networks from scratch and achieved significant sales success.

- Do you manage to combine taking care of your family with such a job?

“The army has taught independence. We were in the unit only 7-8 months out of two years, the rest of the time - in the forests. "

- It has already become a habit. My son and daughter have grown up. It’s hard for my wife, of course, because women need attention. But she tries to drag me out to some theater or to a concert. True, it is not always possible to break free. On the other hand, a woman is pleased that her husband is in a high position, that he is a responsible person. And this high position always obliges. So there is not always enough time for a family. Moreover, I live in Minsk. In this case, the working day begins at 6 o'clock.

- Why so early?

The operating system of the holding is very complex, and sometimes decisions need to be made before the work has begun, otherwise it will be too late. It is best to come and calmly deal with the affairs of the past day. We have officers on duty, the so-called "night directors". They collect complete information from all factories. After all, production does not stop even at night. All this is needed to promptly make the necessary decisions at the meeting at 8 am. And the work ends at 7-8 pm.

- Do you have any hobbies besides work?

I got carried away with dacha issues. Sucked in, and it's hard for me to stop. You try to do something there every Saturday. And this is also serious work if you want to achieve a result. The garden needs to be inspected and repaired. Even to plant blueberries, you need to work hard. I also love the bathhouse, to be honest. I try to break free every week, take a steam bath. Regularly on January 19, we plunge into the ice hole with friends. It hardens both the body and the spirit, gives strength.

- Are there any achievements in summer cottages?

Yes, we collected two buckets of blueberries last year. I planted cherries, but there was no harvest for three years. And the year before last, they changed the care technology, and immediately the result was obtained - they fed all the birds in the district, and they ate themselves.

- Vacation for you - is to go to the same dacha, or is it still somewhere far away to run away?

My wife and I have been together for 38 years. We try to regularly go somewhere with our family. Previously with children, now on our own. We drop everything and leave. We have never had a separate rest. She's waiting for me to finally get this vacation. All this always happens suddenly, and she sits on the suitcases.

On vacation I mostly read books related to management techniques. I am currently reading the third volume of Caterpillar directors. They talk about their experiences there. He studied in great detail the Japanese system of work at Toyota. She is considered one of the most progressive today. I even asked our media to do small essays, talk about what it is. Now we will publish a special brochure. We want to introduce the advanced, but for this we still need to prepare the ground so that each employee understands why we need it. I believe that this will give another impetus to the development of our enterprise.

- Have you ever dreamed of becoming the head of one of the world's largest enterprises?

In my childhood, everyone wanted to be astronauts. And I hoped to be a pilot. It was an absolutely deliberate thought. But I also did boxing. And naturally, which boxer doesn't have a broken nose? So I didn’t pass the commission. But they took me into the landing troops. He served in the 5th brigade in Maryina Gorka. Over the years of his work, the number of hours spent on the road on airplanes is commensurate with the flying time of a professional pilot. Of course, on the way, I try to spend time usefully. But if we remember about a childhood dream, we can say that it came true.

- Does your combat past help you in leadership?

Yes, because there are collective sports, football for example, where you can hide, run, pretend to play. And you can't hide in boxing. What you have, so you enter the ring. And your decisions should be faster than your opponent at least for a split second. There is no time to think - otherwise you will get it in the forehead. And, of course, the army also gave a lot. This is a great school. She teaches independence. Out of two years of military service in a military unit, we were probably 7 or 8 months, and the rest of the time we were in the woods. This is very tempering, and it teaches us to work in a team.

President of Tajikistan Emomali RAHMON (right) visits the plant.

- So the leader must be tough?

Everyone has their own approach. For example, I can listen and I can make decisions. I am ready to listen, analyze, consult. There are very difficult questions. Sometimes you need to consult with former colleagues who were managers at the enterprises. But sometimes you have to make decisions with lightning speed - like in the ring.

- There is probably no room for dreams?

The dream is one, and it will soon come true. Now I live in anticipation of becoming a grandfather. So far, all thoughts are about this. But not to the detriment of the enterprise. We have very big plans for export growth and market diversification. Just the other day, they called from a Latin American company and offered to sell our record 450-ton truck, which so far only works in Russia. We have not yet gained enough operating experience, but we cannot refuse. Then they may not be offered any more. For myself, I have already made a decision. But I am waiting for answers from all services. And the most important thing is for the chief designer to say "yes".

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The court of the city of Zhodino considered a high-profile criminal case on charges of former employees of the OJSC "Belarusian Automobile Plant", as well as 4 capital entrepreneurs in systematic corruption crimes. Recall that the persons involved in this investigation were, among them was Andrey Doronin, deputy general director for finance and economic policy of the automobile plant.

The former top manager was found guilty under Part 3 of Art. 430 of the Criminal Code (taking a bribe) and received a punishment in the form 7.5 years in a maximum security colony with the confiscation of all property, as well as the deprivation of the right to occupy certain positions related to the implementation of organizational and administrative and administrative duties for a period of 5 years.

Former BelAZ employees received long sentences for bribes

The former head of the sheet metal bureau of the material and technical supply and equipment service of the plant was sentenced to 6 years in a maximum security colony with confiscation and deprivation of the right to occupy certain positions on the basis of the same Part 3 of Art. 430 CC. The leading economist for the supply of the sheet metal bureau of BelAZ received the same term. In addition, the court ruled to collect from them 770 and over 9.3 thousand rubles of illegally obtained income, respectively, to the state income.

Capital entrepreneurs in BelAZ case received suspended sentences

The technical director of the joint company ZIKO - Zorka Group received 5 years of restriction of freedom ("chemistry") for bribes without being sent to an open-type correctional institution, and the director of Novostil LLC was sentenced to 3 years of restriction of freedom without being sent to the IUOT. Both were found guilty of giving a bribe on a large scale (part 2 of article 431 of the Criminal Code of Belarus). Two individual entrepreneurs, who were also involved in this criminal case, were also punished in the form of large fines.

As it became known from the materials of the criminal case, Andrei Doronin, the former deputy general director for finance of OJSC BelAZ, was detained red-handed while receiving another bribe in the amount of USD 1,200. Investigators established that an illegal scheme had been in effect at the Belarusian Automobile Plant since the fall of 2016 to purchase metal for production needs. Materials at prices exceeding the market value were purchased from the capital's firms. For this, the ex-management of the Zhodino Automobile Plant received systematic rewards, incl. and for the favorable solution of issues of priority payment for the metal consignments delivered to the plant. The amount of bribes was a certain percentage of the amount of the contracts.