. Aviation enterprise and operator

Commentary on Article 61 of the RF Military Labor Code:

1. In paragraph 1 of Art. 61 legislators directly indicated that the organizational and legal form of a legal entity and the form of its ownership (state, municipal, private) do not matter for its acquisition of the status of an aviation enterprise. In accordance with paragraph 1 of Art. 50 GK it can only be commercial organizations: business partnerships and societies (JSC, LLC, etc.), production cooperatives and unitary enterprises.

The determining factor for classifying an enterprise as an aviation enterprise is the mandatory indication in the constituent documents of legal entities as the main goals of their activities to carry out for a fee the air transportation of passengers, baggage, cargo, mail and (or) the performance of aviation work, i.e. activities aimed at making profit. Such documents are the charter and the memorandum of association.

Non-profit organizations, despite the fact that their activities, unlike commercial ones, are not aimed at making a profit, can also carry out entrepreneurial activities insofar as this serves the goals for which they were created and corresponds to these goals (Article 50 of the Civil Code) . Consequently, they can also engage in paid air transportation and (or) aviation work, if this meets the achievement of social, charitable, cultural, educational, scientific and managerial goals, the goals of protecting the health of citizens, the development of physical culture and sports, and meeting spiritual and other non-material needs citizens, protection of the rights, legitimate interests of citizens and organizations, as well as other goals aimed at achieving public benefits (Article 2 of the Federal Law of January 12, 1996 N 7-FZ “On Non-Profit Organizations”).

However, depending on the departmental affiliation of legal entities, they may be legally prohibited from carrying out paid air transportation. So, according to Art. 10 of the Federal Law of May 27, 1998 N 76-FZ “On the status of military personnel” “military personnel do not have the right to: engage in other paid activities...”, “use for purposes not related to the performance of military service duties, financial resources and property of a military unit, as well as other state property, with the exception of cases of use of the specified property for a set fee, in accordance with federal laws and other regulatory legal acts Russian Federation"(clause 7). Article 2 of the Federal Law of March 28, 1998 N 53-FZ "On Military Duty and Military Service" establishes that military personnel are “citizens (foreign citizens) undergoing military service" (clause 3). From It follows that the specified ban on paid air transportation applies to bodies and organizations of the Armed Forces of the Russian Federation, internal troops of the Ministry of Internal Affairs of Russia, civil defense troops, engineering and technical and road construction military formations under federal executive authorities, the Foreign Intelligence Service of the Russian Federation, bodies federal security service, federal body for special communications and information, federal state security bodies, federal body for ensuring mobilization training of government bodies of the Russian Federation, military units of the State Fire Service and those created on war time special formations whose personnel have the status of military personnel (clause 1, article 2 of the Federal Law of March 28, 1998 N 53-FZ “On Military Duty and Military Service”).

2. When creating an aviation enterprise, the participation of foreign capital in it is limited, firstly, in terms of property: no more than 49% of its authorized capital can collectively belong to foreign legal entities and individuals; secondly, organizationally: its leader, i.e. person performing the functions of sole executive body, must be a citizen of the Russian Federation, and the number of foreign citizens in the governing body of the aviation enterprise should not exceed one third of the composition of the governing body. In the latter case, the governing bodies are understood as: the board of directors (supervisory board), as well as the collegial executive body (board, directorate) in joint-stock companies and limited liability companies, the board of trustees of the fund and other collegial governing bodies provided for by the constituent documents of non-profit organizations.

In cases where the functions of the sole executive body of an aviation enterprise are performed by a management company on the basis of an agreement (Article 69 of the Federal Law of December 26, 1995 N 208-FZ "On Joint-Stock Companies", Article 42 of the Federal Law of February 8, 1998 N 14-FZ " On limited liability companies"), the requirements for the Russian citizenship of the manager apply to the head of this company or to the person representing it in the managed enterprise and directly performing the functions of the specified executive body (representative, head of the representative office, in particular in cases where the management company - not a resident of the Russian Federation).

It should be noted that the issue of limiting the participation of foreign capital is regulated by law only for the moment of creation of an aviation enterprise. Consequently, after its state registration and initial receipt of the necessary permits, registration with the relevant state organizations (i.e., carrying out actions related to the creation of any legal entity), issues of distribution of shares in the authorized capital of the enterprise and the formation of its governing bodies should be resolved taking into account requirements of current Russian legislation. These are the above-mentioned Laws on joint stock companies and limited liability companies, on foreign investments (Federal Law dated 07/09/1999 N 160-FZ “On foreign investments in the Russian Federation”, Federal Law dated 04/29/2008 N 57-FZ “On the procedure for implementing foreign investments in business entities of strategic importance for ensuring the defense of the country and the security of the state"), on limiting monopolistic activities (Federal Law of July 26, 2006 N 135-FZ "On the Protection of Competition") and other regulations.

3. In this Code, an operator is understood as a person who, firstly, has in his possession (direct possession) aircraft on the right of ownership and on other terms - rent, leasing, etc. and using them for flight operations; secondly, the operator’s certificate (certificate).

In the legal literature, complaints have been expressed about the unfounded, according to critics, introduction of the concept of “operator”, since it may well be replaced by the general civil term “owner”. However, for the specific conditions of the aviation industry, this term is also not universal. In aviation, there are often cases when an aircraft (airframe with its systems) is owned by the person carrying out the flights, engines are rented or leased, and other equipment is subleased. It follows that the most important characteristic of an operator is his legal possession of the aircraft and all its technical components.

Also important are such characteristics of an operator as the use of an aircraft for flights, as well as the inextricably linked possession of a document confirming the person’s compliance with the requirements - an operator’s certificate (certificate). If the term “owner”, with certain assumptions, includes the rights of possession and use, then the last feature is special specifically for the aviation sector.

The main documents regulating the requirements for operators are the FAP "Certification requirements for operators of commercial civil aviation. Certification procedures" (approved by Order of the Minister of Transport of the Russian Federation dated 02/04/2003 N 11, taking into account changes made by Order of the Minister of Transport of the Russian Federation dated 07/25/2007 N 103) and FAP "General aviation operators. Requirements for a general aviation operator, procedures for registration and control of the activities of general aviation operators" (approved by Order of the Minister of Transport of the Russian Federation dated June 18, 2003 N 147). It is necessary, however, to take into account that by Order of the Minister of Transport of the Russian Federation dated November 30, 2007 N 175 in these Significant changes have been made to the FAP, removing from its scope of action individuals and legal entities using light and ultra-light civil general aviation aircraft.

The first document stipulates that the operator must have a certain organizational structure, i.e. it must be a legal entity. If the applicant for a commercial civil aviation operator certificate is an individual (clause 1 of the FAP mentioned above), he must be a representative of an enterprise or have the status of an individual entrepreneur. Otherwise, it is impossible to fulfill the certification requirements: to have a fleet of aircraft in the quantity determined by the aircraft turnover schedule, taking into account their reservation, aviation personnel, and the production base for organizing, producing and supporting flights. At the same time, aircraft leased under an aircraft lease agreement with crew and aircraft operating abroad under contracts are not considered as a reserve.

The operator of commercial civil aviation must ensure (including on a contractual basis) the availability of a production base equipped to organize and perform the necessary work to maintain the airworthiness of the aircraft, analyze flight information, collect and process data on the reliability of aircraft equipment and flight safety, accounting and storage of operational and other technical documentation, including the so-called numbered documentation for the main and components of the aircraft, operational management and control of aircraft flights, training of aviation personnel. To do this, he must confirm the availability of sufficient financial resources and property for the safe operation of aviation equipment and maintaining the required level of airworthiness of the aircraft, including the availability of a repair fund, for organizing and ensuring flights of the declared aircraft and the quality of services provided, as well as for organizing the training of aviation personnel .

The requirements for general aviation operators are significantly less stringent. A citizen or legal entity must legally own an aircraft and use it for general aviation flights, and also have a general aviation operator’s certificate (except for cases of operation of light and ultra-light aircraft; see commentary to Article 32 of the VC). They must organize: the creation of the necessary base for storing aircraft, performing work to maintain their airworthiness and storing operational and other technical documentation, including numbered documentation for the main and component parts of aircraft; maintenance and repair of declared aircraft; recording data on aircraft failures and malfunctions; accounting of aircraft operating hours; processing of flight information if there are flight recorders on board the aircraft; medical, meteorological, air navigation and other types of flight support; provision (implementation of measures) aviation security. The presence of aviation personnel is mandatory only for legal entities - general aviation operators, with the exception of a public aviation sports association, and for individuals - as necessary.

In addition, the general aviation operator - a legal entity (an individual - in the case of hiring aviation personnel) develops a manual for flight operations and a manual for organizing aircraft maintenance and ensures that the information necessary for aviation personnel from the crew is available on board the aircraft from the relevant sections of the flight operations manual and the aircraft maintenance manual. Other general aviation operators must ensure that the necessary information on the organization of flights and aircraft maintenance is available on board the aircraft.

4. Paragraph 4 of this article establishes cases when there is no need to obtain an operator’s certificate (license). Firstly, this is the use of an aircraft by an individual or legal entity for the purposes of state and (or) experimental aviation (in this case, an individual does not have the right to use an aircraft for the purposes of state aviation). The determining principle is only the purpose of use; the form of ownership of the property does not matter. Secondly, these are cases of use by a legal entity or individual of a light or ultra-light civil aircraft of general aviation.

Classical management defines a goal as the desired state of a system or the result of its activity, achievable within a certain time interval. The goals should reflect the development perspective of the system. The goals of the socio-economic system are largely determined by environmental conditions. Setting goals translates a company's strategic vision and direction into specific objectives related to the firm's production and performance. Goals represent the commitment of the company's management to achieve certain results at a certain time.

Fig.4. Dynamics of changes in the Russian Federation's GDP for 2005-2008 and forecast changes for 2009-2010.

They explain exactly how much, what, and by when to do it. They focus attention and energy on what needs to be achieved.

There are eight key spaces within which an organization defines its goals.

1. Market position. Market goals can be to gain leadership in a particular market or its segment, increase the company's market share, or strengthen the company's competitive status.

2. Innovation. Targets in this area are related to the identification of new ways of doing business, the development of the production of new goods, and the use of new technologies.

3. Productivity. A more efficient enterprise is one that produces products at a lower cost. For any company, indicators such as labor productivity, energy intensity, and resource conservation are important.

4. Resources. The need for all types of resources is determined, and goals are formulated regarding the expansion or reduction of the resource base, ensuring its stability, and reducing the enterprise’s dependence on one source of raw materials.

5. Profitability. These goals are related to achieving a certain level of profitability, ensuring a given level of profit, and are usually expressed quantitatively.

6. Managerial aspects. Ensuring effective management is the goal of any organization focusing on the long term. Attracting outstanding managers to work, creating an appropriate organizational culture, creating management systems for operating in unforeseen situations are just some of the factors that influence the effectiveness of the management process.

7. Staff. Goals regarding personnel may be related to maintaining jobs, ensuring a certain level of remuneration, improving working conditions and motivation, reducing staff turnover, and increasing the level of qualifications.

8. Social responsibility. Currently, most economists recognize that individual firms should focus not only on increasing profits, but also on developing generally accepted values.

The airline's goals are formulated and established based on its mission, the defined values ​​and goals of the owners, as well as the senior management of the enterprise. In a formalized manner, the airline's goal can be written in the form of a vector of tasks, the elements of which are quantitative indicators, the implementation of which together can be interpreted as the implementation of the mission, for example, profit volume, profitability of sales.

In general, goals should have the following characteristic properties.

1. Specific and measurable. By expressing its goals in specific and measurable forms, management creates a fixed frame of reference

for subsequent decisions and assessment of not only the quality of work on the provision of transport services, but also the implementation of control functions.

2. Time-oriented and fixed planning horizon. Long-term goals can have a planning horizon of about 5-7 years, medium-term from one to five years, short-term - one year.

3. Reachability. Defining a goal that exceeds the potential capabilities of the airline, either due to insufficient resources or due to the negative impact of external factors, can lead to the transition of the airline into a crisis state and, as a result, to catastrophic consequences.

It should be noted that the multiple goals of the airline must be interrelated and interdependent, i.e. actions and decisions necessary to achieve one goal must not interfere with the achievement of another goal.

The strategic planning process can be considered successful to the extent that senior management of airlines is involved in the formulation of reasonable planning goals, and also to the extent that these goals reflect the potential capabilities of the enterprise and are adequate in relation to the influences of environmental factors.

In general, goals reflect the desire of the airline management to work in a certain direction and differ from most of the tasks being solved, which are quantitatively measurable parameters.

According to the National Business Aviation Association of Russia (NADA), at the beginning of 2008 there were 224 converted Russian-made aircraft in operation. In total, 7 types of airliners are used: An-74, Il-62M, Il-96-300 (presidential aircraft), Tu-134, Tu-154, Yak-40, Yak-42 and the relatively new turboprop model M-101. Naturally, even the newest vehicles, with the exception of the M-101 and Il-96-300, were produced no later than the very beginning of the 1990s. Despite the fact that aircraft with a significant residual service life are selected for use in business aviation, most of them have managed to operate fairly well on regular routes, this especially applies to the most popular Tu-134 and Yak-40, which together make up more than 3/4 of the aircraft fleet YES RF.

The issue of fleet renewal is most acute for owners operating domestically produced vehicles. In addition, many aircraft do not comply with European noise and engine emissions limits, and as a result, entry into European countries is closed to them. In terms of measures to replace the park with this moment There are two possibilities. Firstly, this is the purchase of imported aircraft. However, in terms of cost, only older business jets from the secondary market, whose cabins are much more modest in size, are at the same level as the currently popular domestic models. Moreover, in this case, the same questions arise - import duties, difficulties with registration and maintenance. Secondly, the purchase of new domestic aircraft, the production of which is now being established.

Until now, corporate and VIP aircraft were created by converting the interiors of short-haul and medium-haul airliners - Tu-134, Tu-154, Yak-40, Yak-42. However, new aircraft of this type are not assembled for VIP variants; old aircraft are nearing the end of their life cycle, and their conversion into business variants is being carried out less and less often. Among the new projects in Russia, only VIP class interiors have been developed for the Tu-204 and Tu-214 family of aircraft. In addition, Sukhoi Civil Aircraft CJSC (SCAC) is developing corporate and VIP options based on the Sukhoi SuperJet 100. At the beginning of this year, SAC representatives for the first time announced plans to release a business version of this aircraft. GSS, together with its parent company AHK Sukhoi, is working on the creation of a supersonic business jet SSBJ (the acronym is taken from the literal English translation of the type of aircraft - Supersonic Business Jet). Previously, the project was designated S-21. Its model was exhibited back in 1999 at the Paris Air Show. At that time, the cost of work on this project was estimated at $1 billion. But so far the project is at the zero stage of development. SCAC intends to implement it with the involvement of foreign partners; negotiations are already underway with a number of key Western manufacturers of business jets (rumors about similar negotiations with Dassault Aviation have already leaked to the press). Preliminary specifications SSBJ: number of seats - from six to ten, estimated cruising speed- up to Mach 2, flight range - over 7 thousand km. According to GSS estimates, the SSBJ should be highly popular among potential buyers even at a fairly high price - $50-80 million per car.

Foreign aircraft in the fleet of the Russian Federation. According to the classification offered by the Planet Jet Guide catalog of business aircraft and helicopters, in the fleet of foreign-made aircraft owned by Russians, you can find aircraft of almost all classes - business jets, long-haul, large, medium, small and turboprop aircraft. Only ultralight ones are missing jet planes- a relatively new segment on the world market. Unconditional priority is given to representatives of the upper price segment - large long-haul aircraft and business jets - modified versions of regular aviation aircraft. In total, they make up 62% of the fleet, 33% are medium business jets, small and turboprop aircraft - 2% and 3%, respectively. Models of the Canadian aircraft manufacturer Bombardier Aerospace in the Russian fleet occupy a solid 39%, followed by Canadians in the top five is Hawker Beechcraft with 15% (including models produced by British Aerospace and Raytheon Aircraft), followed by Dassault Falcon (14%), Gulfstream Aerospace ( 11%) and Embraer (8%).

Helicopters occupy a significant niche in the fleet of the Russian Armed Forces. At the end of 2007, the helicopter fleet consisted of about 1,960 machines with an average service life of approximately 20 years. Moreover, of the helicopters on the register, only 923 fly. From year to year, these numbers gradually change downwards, but the proportion is still maintained. Over the past decade, operators have preferred to renew their fleet by upgrading existing helicopters rather than purchasing new ones. However, this channel is exhausting its capabilities.

From 1998 to 2005, out of all helicopter equipment produced in Russia, only 12 units entered the ranks of domestic civil aviation. In 2006, with the order of 14 Mi-8AMT from Gazpromavia, there was a trend towards the purchase of domestic helicopter products by large Russian operators. In 2008, UTair airlines signed a contract with the Ulan-Ude Aviation Plant for the financial leasing of 40 Mi-171 helicopters to replace part of the outdated Mi-8T fleet. Delivery of the first 20 vehicles was scheduled for 2008. Thus, the ratio of domestic supplies of Russian vehicles to the volume of exports, which traditionally accounted for the lion's share of sales of domestic manufacturers (mainly due to military products, as well as modifications of the Mi-8 and Ka-32), is beginning to change. If in 2007 Russian companies produced 121 helicopters, the plan for 2008 assumes an increase in production volumes by 45%, in 2009 - by another 25%. Perhaps a further increase in the growth rate of product output is associated with the organization of an assembly line for the model under a license from a Western developer: negotiations are currently underway with AgustaWestland regarding the multi-purpose AW139 (take-off weight 6.4 tons). The most justified optimism is inspired by Russia's position in the middle class segment, one of the confirmations of this is the issuance by EASA of a limited airworthiness certificate for the Ka-32A11BC helicopter in 2007 and the expected receipt of a type certificate from EASA this year.

At the same time, prices for Russian equipment are already approaching world prices. Western manufacturers offer a symmetrical answer: supplies of foreign-made helicopters to Russia are growing at a noticeable pace. UTair signed a contract with Eurocopter for 15 EC175 multifunctional helicopters with a take-off weight of 7 tons, with an option for another 15 machines. EU175 - a new joint European-Chinese program; The commissioning of this model is planned for 2011. In terms of the number of helicopters ordered, UTair is ahead of such global players as Bristow Helicopters and VIH Helicopters. At the same time, a protocol of intent was signed with subsidiary company European helicopter manufacturer, Eurocopter-Vostok, on the purchase of 20 Ecureuil AS350 VZ and the creation of an MRO center and a flight crew training center.

The middle segment evokes more or less justified optimism; things in the light segment are much worse. Only a few flying examples of the Ka-26 are surviving. Of the approximately 550 Mi-2s on the registry, no more than 120 fly. According to Nikolai Osipov, head of the GosNIIGA helicopter department, in the next two to three years, after the engines have exhausted their remaining service life, the “twos” will finally leave the game: engine repairs are unreasonably expensive , but remotorization work has not yet been successful. However, the economics of operating the Mi-2 casts doubt on the feasibility of attempts to revive this program. They are being undertaken only because the Russian aviation industry does not yet mass-produce any alternatives. Of course, Western manufacturers have something to fill this niche. Of course, import duties somewhat restrain the development of the market, but there is no hope of their abolition or reduction, so future owners are prepared for such costs. Moreover, many owners of piston Robinson R44s are gradually looking at more serious equipment. While Bell is betting on the BeLL 427 and the new Bell 429 light helicopter, Eurocopter is seeing increased demand for the twin-engine EC135 and EC145.

The problem of banning flights over cities still remains, but in this regard, hope finally dawned last year. As a precedent, flights over Yekaterinburg are allowed. Moreover, the construction of helipads has intensified throughout the Russian Federation: sites are being built around Moscow and in St. Petersburg, Yekaterinburg, planned in Novosibirsk, Leningrad and Tver regions, Krasnodar region, Yamalo-Nenets Autonomous Okrug. Perhaps this will contribute to an increase in demand for charter helicopter transportation, the market for which has not yet been developed.

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1 . AboutGeneral characteristics of the enterprise

1.1 Organizationlegal form of the enterprise

Kazan Aviation Production Association named after. S.P. Gorbunova is one of the large enterprises aviation industry, it was founded on May 14, 1927.

Organizational form of KAPO named after. S.P. Gorbunova is a state enterprise. The constituent documents are the charter approved by the authorized state body (State Committee of the Republic of Tajikistan for State Property Management).

Industry affiliation of SE KAPO im. S.P. Gorbunova is a defense industry enterprise. Over the 70 years of its existence, 34 types of modifications of combat and civil aircraft were mastered and produced, such as ANT-3, ANT-4, ANT-5, ANT-6, ANT-40, Li-2, Pe-2, Pe-8 , Tu-4, Tu-6, Tu-22, Tu-104, Il-62, Il-62 m, Tu-22 m, Tu-160 with a total number of more than 18,000 units. Among them are the world's first aircraft "Maxim Gorky", ANT-9 and Tu-104.

In order to increase production efficiency and meet growing requirements for the reliability and efficiency of aviation equipment, existing production sites were reconstructed and new production sites were built, and technological processes were improved using new equipment and mechanization.

A modern production building was built and put into operation, which housed the corresponding services and mechanized warehouses: unit assembly, mechanical shops, electron beam welding, and electric harness shops.

Currently, the enterprise has a complex of equipment for all types of production: procurement and stamping, mechanical, aggregate and assembly, galvanic, composite, rubber and plastic production, as well as testing and laboratory equipment.

1.2 Basic provisions of the charter

1.1. Open Joint Stock Company “Kazan Aviation Production Association named after. S.P. Gorbunov" (hereinafter referred to as the Company) was established in accordance with the Federal Law "On the Privatization of State and Municipal Property" dated December 21, 2001 No. 178-F3 by transforming the federal state unitary enterprise "Kazan Aviation Production Association named after. S.P. Gorbunov" into an open joint-stock company, on the basis of the Decree of the Government of the Russian Federation dated April 20, 2006 No. 224 "On measures to implement the Decree of the President of the Russian Federation dated February 20, 2006 No. 140 "On the open joint-stock company "United Aircraft Corporation" and operates in accordance with the Civil Code of the Russian Federation, Federal Law No. 208-F3 dated December 26, 1995 “On Joint Stock Companies”, other current legislation of the Russian Federation and this Charter.

The company was created without a limitation on the period of activity. The Company is a commercial organization.

1.2. Name of the Company:

1.2.1. Full corporate name of the Company

§ in Russian: Open Joint Stock Company “Kazan Aviation Production Association named after S.P. Gorbunova";

§ on English language: JOINT STOCK COMPANY “KAZAN AVIATION PRODUCTION ASSOCIATION named after S.P. GORBUNOV."

1.2.2. Abbreviated corporate name in Russian: OJSC KAPO im. S.P. Gorbunov."

1.3. Location of the Company: Russian Federation, Republic of Tatarstan, 420036, Kazan, st. Dementieva, 1.

Goals and activities

2.1. The main goal of the Company is to generate profit and use it most effectively for the economic and social development of the Company.

2.2. The Company has civil rights and bears the responsibilities necessary to carry out any types of activities not prohibited by the federal laws of the Russian Federation.

The Company may engage in certain types of activities, the list of which is determined by the federal laws of the Russian Federation, only on the basis of a special permit (license).

2.3. The main activities of the Company are:

· production of helicopters, airplanes and others aircraft;

· provision of services for installation, maintenance, repair and restoration of aircraft and aircraft engines;

· production of other parts and accessories of aircraft;

· activities of air transport not subject to a schedule;

· other auxiliary activities of air transport;

· activities of terminals (airports, etc.), airport management;

· air traffic control;

· operation of runways, hangars, etc.;

· aircraft ground handling activities;

· processing of metal products using basic technological processes of mechanical engineering;

· protection of information constituting state secrets;

· storage and warehousing of oil and its refined products;

· organization of cargo transportation;

· other auxiliary transport activities;

· transport handling of containers;

· storage and warehousing of other cargo;

· activities of canteens at enterprises and institutions;

· construction of sports and tourist (recreational) boats;

· production of other furniture;

· production of other products not included in other groups;

· renting out your own real estate.

2.4. The Company has the right to carry out any other types of activities not prohibited by law.

Production structure of the enterprise.

The complex of production divisions of an organization for enterprise management and employee services, their number, the magnitude of the relationship and the relationship between them in terms of the size of occupied space, number of employees and throughput represent the general structure of the enterprise. The production divisions of an enterprise - workshops, areas, service facilities and services (directly or indirectly involved in the production process), the connections between them, taken together, constitute its production structure. It determines the level of labor productivity, production costs, operating efficiency natural resources and technology under given technical, economic and economic-geographical conditions of material production.

In production divisions, main products, components, materials and semi-finished products, spare parts for servicing products during operation are manufactured, undergo control checks, and various types of energy are generated for technological purposes.

The divisions serving workers include the housing and communal services department, its services, a canteen, a health center, and a recreation center

Since 1996, the production of consumer goods has been united into an independent structural division, which has made it possible to increase the range of manufactured products.

The main workshops include:

mechanical shops - 2,3,16,33,34,62,67,72,73

welding shop - 45

aggregate shops - 4,9,48,59,85

protective coating workshop - 29.79

procurement shops - 17,18,37,78

thermal shop - 11

workshops, non-metal processing parts - 23,26,28,32

forging and foundry shops - 20.35

Auxiliary workshops - 10,12,13,15,19,21,22,24,25,31,43,52,54,55, 56,61,68,69,70.95.

A certain place in the structure is occupied by warehousing, sanitary facilities and communications.

Design and technological departments play a special role in the production structure. They have developed drawings, technological processes, and carry out experimental development work.

The workshops include main and auxiliary areas. For example, in a mechanical shop the following main areas are organized: turning, milling, turret, grinding, metalworking. An auxiliary area is a tool storage room.

The enterprise has a mixed type of production structure, which is characterized by the presence of main workshops, organized both according to the subject principle and according to the technological principle. For example, workshops 1,4,5 and 6 are organized according to a technological principle, and workshops 2 and 3 according to subject matter. The production structure is influenced by a number of factors:

industry affiliation of the enterprise - range of products, its design features, materials used, methods of obtaining and processing workpieces;

simplicity of design and manufacturability of the product;

level of requirements for product quality;

type of production, level of its specialization and cooperation;

composition of equipment and technological equipment;

universal, special, non-standard equipment, conveyor or automatic lines;

centralized or decentralized organization of equipment maintenance, its current repair and technological equipment;

the ability of production to quickly and without large losses adapt to the production of new products in a changed product range;

the nature of the production process in the main and auxiliary workshops.

The main ways to improve the production structure:

search and implementation of a more advanced principle for constructing workshops;

maintaining a rational relationship between main, auxiliary workshops and service areas;

constant work to rationalize the layout of the enterprise;

ensuring proportionality between all parts of the enterprise:

Bureau of Analysis of Financial and Economic Activity;

Bureau of Costs and Standards;

price bureau for main products (price bureau 1);

price bureau for other products (price bureau 2);

Bureau of Statistical Accounting and Reporting.

Responsibilities between department employees are distributed and regulated by the head of the department in accordance with these regulations.

2. Main activities

§ production of civil and military aircraft,

§ repair and after-sales service of civil and military aircraft,

§ supply of spare parts for civil and military aircraft,

§ maintenance and repair of aircraft and other aviation equipment,

§ production and sale of industrial and technical products, consumer goods,

§ transport services,

§ performance of work and provision of paid services to the population and organizations,

§ construction services,

§ other types of activities provided for by the association’s charter.

3. Brief description of the results of the actionof the enterprise in 2010

enterprise aviation charter

In 2010, the association transferred the TU-214 aircraft No. 64517 into operation by the Russian Air Traffic Control Department, the 1st stage of the Tu - 214 No. 64519 OJSC "Radio Engineering Concern "Vega", in addition, the Tu - 160 No. 704 and Il - 62M, the stage of work on the overhaul of the Tu - 160 No. 504 aircraft was completed, defect detection was carried out and dismantling work was carried out on the Tu - 160 No. 703 aircraft.

The operating organizations carried out the necessary modifications according to the bulletins, and supplied spare parts.

A total of 16 Tu-214 aircraft have been in operation since the start of production, including:

- five in State Customs Committee "Russia"

- one for Krasnoyarsk Airlines

- five at Dalavia

- three in Transaero

- one in the UDP of the Russian Federation

- one in OJSC Radio Engineering Concern Vega

Table 1

In 2010, the required amount of equipment was manufactured, further equipment of production continues to increase the production of aircraft.

At the end of the reporting period, the work in progress of the Tu-214 aircraft is characterized by the following:

- at the flight test site - 2 aircraft (64511, 64520)

- in the final assembly shop - 5 aircraft (64514, 64519, 64521, 64522, 64524)

- in aggregate production - 3 aircraft (64523, 64525, 64526)

- a reserve of parts, components and assemblies has been created for the assembly of subsequent aircraft.

At the same time, the limiting factors for increasing the production of Tu-214 special-purpose aircraft still remain:

§ untimely receipt by the association of technical documentation for special-purpose Tu-214 aircraft;

§ large volumes of modifications during the production of special-purpose aircraft;

§ increased costs of maintaining infrastructure due to increased energy prices;

§ high growth in prices for materials, semi-finished products, components, engines, the increase in the cost of 1 aircraft kit for the reporting period is 6% with virtually unchanged aircraft prices;

§ maintenance of mobilization capacities: actual costs amount to 92.0 million rubles, reimbursement of costs is only 5.99 million rubles;

§ shortage of highly qualified specialists.

Consumer goods were shipped for a total amount of 26,231 thousand rubles, including: 238 Kazanka-5M4, 5M7 boats, 23 Kazanka 6M boats. The growth rate of shipment volume by 2009 was 69.5%.

Reasons: In 2010, the production of the Kazanka 5M4 boat was suspended and the development of production and production of the modernized Kazanka 5M7 boat began. A temporary certificate for the production of 200 boats was received. It is planned to complete certification in 2011.

The number of total personnel decreased by 484 people over the year, including 449 people in industrial personnel. The average headcount for the year was 5,982 people, including PPP 5,874 people. The average monthly salary per employee increased by 3% and amounted to 15,938 rubles, for industrial personnel - 15,517 rubles. There are no arrears in payment of wages.

The production volume of Tu-214 aircraft for the period from 2003 to 2010 is shown in Table 1, from which it follows that in 2010 there was a decrease in the production of Tu-214 aircraft in conventional machines by 0.35.

In 2010, two Tu-214 aircraft were delivered, while it was planned to deliver three. This aircraft is Tu - 214 special. appointment (the second in a series of PUs) will be transferred to the Administration of the President of the Russian Federation in February 2011.

The main reason for postponing the delivery date is the certification and acceptance tests of the first Tu-214 PU aircraft, and the elimination of comments based on the results of these tests. In connection with this, changes were made to the technical documentation, which affected the delivery time of the 2nd Tu-214 PU aircraft.

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Aviation factories are enterprises engaged in pilot construction and serial production of aircraft, on-board systems and equipment, and aircraft engines.

Aircraft manufacturing is an independent branch of mechanical engineering, specializing in the production of highly complex products that require high-precision processing. Aviation factories are closely connected by production cooperation both among themselves and with enterprises in other industries, receiving from them a variety of semi-finished products and structural materials (standardized parts, bearings, wheels, radiators, axle shafts, landing gear, propellers, gas and water pipes, etc.) necessary for the production of final products. The largest Russian aircraft factories are integrated into the United Aircraft Corporation (UAC), founded in 2006.

For the production of aircraft, not only metals (aluminum, copper, brass, bronze, etc.) and light alloys are used, but also a large number of a variety of non-metallic materials, represented by various types of wood, fabrics, leather and its substitutes, glass, plastics, varnishes, adhesives, rubber and products made from it, etc.

The main production processes in aircraft manufacturing are presented:

• procurement of parts;
• their processing;
• assembly of individual components and assemblies;
• assembly of the whole product.

Aviation factories use the following shop organization systems:

• aggregate, or subject-specific, in which each workshop is engaged in the production of any large aircraft unit, starting with blanks for it and ending with its assembly and finishing (such a system provides for the organization of fuselage, center section, chassis-frame, etc. workshops);
• technological, or functional, in which factory workshops are grouped taking into account the similarity of technologies, in each workshop certain technological operations necessary for the production of all aircraft units are performed: for example, in the blanking and stamping workshop they process sheet metal, in the mechanical workshop - machining of parts, in metalworking and welding - processing and welding of components, in workshops for detailed and aggregate assembly - assembly of parts and assemblies, etc.
• mixed, recognized as the most rational, in which procurement shops are organized on a technological basis, and assembly production operates on an aggregate basis.

First aviation enterprises appeared in Russia in 1909-1911: aircraft production was carried out by the Dux plant in Moscow, the First Russian Aeronautics Partnership “S.S. Shchetinin and company" and the Russian-Baltic Carriage Works in St. Petersburg. Until 1917, there were 15 aircraft factories in Russia with a total number of employees of about 10 thousand. In 2009, 400 thousand people worked at 106 aircraft industrial enterprises, of which about 100 thousand were employed at the UAC. In 2011, there were 29 civil aircraft were produced.