The best workers were awarded at AvtoVAZ. Avtovaz: about salaries and bonuses Awarding the 100 best AvtoVAZ employees

The contract of AvtoVAZ President Bo Andersson says that in December 2016 he must return Lada 20% Russian market. Will he succeed if the main domestic brand is no longer the cheapest car?

Lada Vesta began to be developed in 2012, but was already put into production under Bo Andersson (pictured)

Published in RBC magazine No. 2, 2016

On Saturday evening, December 5, 2015, on the road connecting Avtozavodsky and Central regions of Tolyatti, a traffic jam of luxury foreign cars formed through the forest. It stretched for several hundred meters - before turning to the former camp site of the VAZ "Fortuna". The Togliatti establishment celebrated the opening of the Lada Resort hotel complex.

"Fortuna" was built back in the Soviet years, it is located on the banks of the Volga reservoir and, according to documents, is on the balance sheet of AvtoVAZ. In 2005, the plant decided to get rid of all non-core facilities, but did not sell the camp site. It became a corporate hotel to accommodate the Moscow management and top managers of Renault-Nissan (the concern, together with Rostec, controls the plant).

It is not surprising that at the end of 2013, the future president of AvtoVAZ, Bo Andersson, who was dubbed the “cost killer” at the plant, settled in Fortuna.

From Gazelle to Lada

Andersson took over as head of AvtoVAZ in January 2014. After the former president Igor Komarov was appointed head of Roskosmos in the fall of 2013, a foreigner was looking for the vacant seat - at first among the top managers of Renault-Nissan. But we needed a person with experience in Russia.

At the previous place of work, in the GAZ group of Oleg Deripaska, Andersson managed to cope with the consequences of the crisis. He headed the Gorky plant in 2009 and in four years managed to double the company's revenue and turn it into a profit: GAZ OJSC received 391.7 million rubles in 2013. net profit according to RAS. This was done mainly due to the launch of the production of two new models - Gazelle-Next and Gazelle-Business, the organization of contract assembly of Chevrolet, Skoda, Volkswagen and the Mercedes Sprinter van, as well as the reduction of 50 thousand employees of the enterprise.

The initiative to call him to work in Togliatti came from Renault-Nissan President Carlos Ghosn, Andersson recalls, talking to RBC in Izhevsk in December 2015. “He was very persistent in terms of modernizing the company - it must be modern management, - says the head of AvtoVAZ. “And I set goals: to achieve a market share of 20%, return profitability to the plant and monitor operating profitability.”

The fact that Andersson should return Lada's market share to 20% was also said by the general director of Rostec Sergey Chemezov. Above this level, the share of AvtoVAZ's own cars was until 2011 - 23%, in 2012 it fell to 18.3%, and by the time Andersson's transition - at the end of 2013 - slipped to 16.5%. In the first half of 2015, Lada took the 20% bar, but could not keep it: at the end of the year, the share did not exceed 16.8%.

Andersson's targets are set out in the manager's three-year contract, expiring at the end of this year, and in the company's five-year business plan. They are discussed at the board of directors when voting on the annual budget.

Two years after the arrival of Andersson, the former Soviet camp site "Fortuna" is unrecognizable. Now there is a small four-star hotel, a swimming pool and a wellness area with three saunas, as well as a gourmet restaurant with a terrace overlooking the river. The guests of the opening ceremony of the hotel complex were offered “the best varieties of wines and spirits, cigars from selected tobacco and a company of people of the highest circle” (as it was described in the invitation to the event). The kitchen that evening was led by Austrian chef Siegfried Werth. But what about the plant?

Costs of fighting

Andersson gathered the first working meeting in the toilet of one of the car factory workshops. So the new leader announced a campaign to clean up the workplace. By special order, even indoor flowers in the offices were sanctioned: the plants were forcibly exposed to frost so that there was no dust.

In parallel with the cleaning of the shops, a large-scale campaign was launched to reduce personnel costs. Labor costs in the cost of AvtoVAZ in 2013 amounted to 15.8%, a year later - 14% (25.2 billion rubles). At the end of 2013, 69.2 thousand people worked at the plant.

Soviet legacy

AvtoVAZ is two huge full-cycle plants - a legacy of the Soviet industry. The main site is located in Tolyatti, at a distance of 450 km, in Izhevsk, there is an auxiliary conveyor.

In the 1990s, AvtoVAZ was controlled by management headed by Vladimir Kadannikov and was considered one of the most criminalized Russian enterprises. The plant's parking lot, for example, was divided into "cells" where cars assigned to one group or another stood. Only according to official data, about 500 people died in gang wars for AvtoVAZ.

On December 22, 2005, the enterprise was stormed by several dozen OMON officers. In fact, from that day on, it came under the control of the state represented by the state corporation Rostekhnologii and its head, Sergei Chemezov. Rostec, together with Troika Dialog, first “cleared” the share capital of AvtoVAZ, and then in two stages, from December 2012 to April 2013, sold a controlling stake for about $ 1.7 billion to the Renault-Nissan alliance (finally the transaction completed in 2014). Now 74.5% of AvtoVAZ is owned by Alliance Rostec Auto B.V., whose shareholders in turn are the Renault-Nissan Alliance (67.13%) and the Rostec Group of Companies (32.87%).

AvtoVAZ in Togliatti now assembles four Lada models (Priora, Kalina, Granta and Largus), as well as cars from three more brands of the concern - Renault (Sandero and Logan models), Nissan (Almera) and Datsun (On-do, Mi-do) . Since 2015, Lada Vesta and Xray, as well as Nissan Sentra, have been produced in Izhevsk.

In 2015, 269,000 Ladas were sold, which is 30% less than in the same period in 2014. Taking into account the Datsun, Nissan and Renault models, AvtoVAZ produced 470 thousand cars in a year.

For the three quarters of 2015, AvtoVAZ's revenue under IFRS decreased by 3%, to 131.2 billion rubles, the net loss decreased by 4.2%, to 15.8 billion rubles.

AvtoVAZ is a city-forming enterprise: according to the Deputy Chairman of the Togliatti Duma Alexander Denisov, out of 720 thousand inhabitants of Togliatti, about 250 thousand people are connected with the plant (including related enterprises and families of their employees). The state is saving AvtoVAZ, including in order to prevent the development of the situation according to the Pikalevo scenario in the Leningrad region: in 2008, the shutdown of the three largest cement enterprises in the city caused a wave of social protests there.

During the first year of Andersson's leadership, the number of AvtoVAZ employees decreased by 20%, or by 14.5 thousand people. In 2015, cuts were planned at a level three times lower, but it was last year that the Russian shareholder of AvtoVAZ paid attention to layoffs. On November 8, the head of Rostec, Sergey Chemezov, came down with criticism. “I didn’t like the way the process was going. You can’t part with people like that, ”Chemezov said that day. “In 2008-2009, AvtoVAZ laid off almost 45 thousand employees (about 40% of employees. - RBC). But there was no noise, the process was clearly built, we worked together with regional authorities and the Ministry of Labor. We found new jobs, transferred people, provided training, they received new professions," Chemezov said in an interview with RBC in December 2015. “But cutting hard on the principle of “leave half and let the rest work” is not possible.”

Andersson says that he discussed this issue with both shareholders (Gon and Chemezov. - RBC) back in June. “Let's discuss how and when we will do this,” Andersson recalls in a conversation with RBC. “And then politics started, but I’m not a politician.” As a result, on November 30, the board of directors approved a proposal for 5 thousand people to retire - they already have such an opportunity.

One way or another, but the cuts at the car factory led to an increase in unemployment and social tension in Togliatti. If two years ago there were 2.5 jobs for one unemployed at the labor exchange in the city, now there are fewer jobs than people, Togliatti Mayor Sergey Andreev says in an interview with RBC. In order to diversify and “untie” the economy from AvtoVAZ, at the end of 2015 the city, according to him, applied for the status of a “advanced development territory” to the Ministry of Economic Development.

But there is not much work for the remaining employees at the plant. From February 16, AvtoVAZ will switch to a four-day working week and will work in this mode for six months - this is an alternative to mass layoffs. “This means that everyone, including me, will receive 80% of the salary,” says Andersson. He managed to convince the board of directors by examples. “In Tolyatti, the plant has its own fire brigade, but in Izhevsk it doesn’t, and I like the latter as a manager,” he gives an example.

Hiring people will become possible only when sales and production begin to grow: AvtoVAZ management did not voice such expectations for 2016.

Pistol at the temple

In July 2015, AvtoVAZ had to hire a military aircraft to urgently deliver 37 air-conditioned containers from Vladivostok. So he wanted to teach a lesson to the former supplier, who did not want to give up the price. “I won’t let you put a gun to my head,” Andersson told reporters at the time. The trick with the aircraft cost AvtoVAZ €450,000. Now the plant continues to work with this supplier, an employee of the enterprise says.

Andersson is a former military man: he served 12 years in the Swedish air defense forces and retired in 1987. He personally participates in negotiations with suppliers, speaks loudly, briefly, clearly, says one of the participants in working meetings. The acquaintances of the top manager are sure that it was during his service in the army that his manner of behavior and management style were formed.

AvtoVAZ President Bo Andersson (Photo: Yury Chichkov for RBC)

Bu Inge Andersson

Born in Falkenberg (Sweden) on October 16, 1955. In 1978 he graduated from the Military Academy of Sweden, in 1984 he received a bachelor's degree in business administration from Stockholm University, in 1999 he completed the senior management program at Harvard University. He holds the rank of Major in the Swedish Army. He began his career in the automotive industry in 1987 as General Motors' relationship manager for Saab. Since 1990 he has been Vice President of Purchasing at Saab. In 1993 he returned to GM, where he worked his way up from executive director in Electrical Purchasing to GM Group Vice President for Global Purchasing Policy and Supply Chain Development. Since July 2009, he led the GAZ group of Oleg Deripaska. On January 13, 2014, he assumed the position of President of AvtoVAZ, and is also the Chairman of the Board of the company. Married, two children.

Materials and components account for 74% of the cost of AvtoVAZ. Each 1% of the cost of components is approximately 1.6 billion rubles. expenses, according to the company's 2014 report. Not surprisingly, Andersson is personally involved in building relationships with major suppliers.

AvtoVAZ's key suppliers are the United automotive technology”(OAT) and Avtokomponent, Magnitogorsk and Novolipetsk metallurgical plants, as well as foreign ones - Faurecia, Bosch, etc.

“All [meetings], as a rule, began with the thesis: there are no irreplaceable people, we have a Rostec partner, etc.,” says the owner of the AvtoVAZ counterparty, who asked to remain anonymous.

Andersson considers it a great success for AvtoVAZ that the plant in Tolyatti produces tooling, engines and stamps parts - this allows him to understand the production in detail and bargain with suppliers.

But it does not insure against problems. In October 2014, the conveyor in Tolyatti stopped - it was not possible to fully assemble 9 thousand cars. The OAT group, which supplies about 40% of all components to AvtoVAZ, did not ship taillights and interior parts. As a result, all three lines of the plant's conveyor stopped. The supplier stopped shipments after several attempts to agree with the car factory price adjustments to take into account the changed exchange rate.

Like all Russian suppliers, OAT uses imported raw materials and components in its production. They account for approximately 15% of the group's cost, the former CEO of the company, Mikhail Kuchinsky, said in an interview with the Avto Details portal in May 2015 (he refused to answer questions from RBC). Due to the sharp appreciation of the dollar and the euro in 2014, OAT production also became more expensive. The supplier, according to Kuchinsky, warned AvtoVAZ back in September 2014 that without price adjustments it would not be able to purchase raw materials and components from subcontractors and jeopardize the rhythm of deliveries of auto components to the plant. In addition to the appreciation of currencies, the holding, according to Kuchinsky, faced another problem - in working with banks. “The reason for the distrust of banks in our holding was Bo Andersson's public statements in the media that he does not have good relations with a group of suppliers. Banks immediately understood who they were talking about, and decided that all this increased the risks of loans for our holding, ”Kuchinsky said in an interview with the Avto Details portal. The plant, according to him, ignored the OAT requirements.

“Look, here is a snapshot of the AvtoVAZ test track: under the snow, there are 9,000 incomplete cars waiting for OAT parts. At the end of 2014, they actually “put a gun” to my temple, Andersson shows pictures on iPad. “AvtoVAZagregat stopped supplying seats […] And OAT did not ship headlights and other parts.”

AvtoVAZagregat is no longer the supplier of the plant, Andersson emphasizes, he does not want to work with this supplier. It was decided to end the price disputes with OAT in a different way: at the end of 2014, it became known that the plant was preparing to buy out the supplier. According to the draft memorandum (the document is available to RBC), which AvtoVAZ and Rostec (a shareholder of OAT) signed on March 23, 2015, OAT was valued at $165 million. of the year. At first they planned to close the deal before September 1, 2015, but then it turned out that Renault-Nissan was opposed, and the deadlines began to be postponed.

The purchase has not yet been approved. “The Board of Directors decided that it is necessary to carry out OAT due diligence and, possibly, AvtoVAZ will buy part of the supplier's business - the issue is still being studied. In parallel, we are working with the supplier's management to improve performance - delivery times have already become better, ”Andersson said in December 2015.

OAT, the AvtoVAZ president explains, is a critical supplier. “Through his example, we showed others how to build relationships,” he says.

Relationships with suppliers are really changing under Andersson. Since 2014, a clause has been added to contracts on an annual reduction in purchase prices for components by 2-5%, two suppliers told RBC. And the deferment of payments, according to them, in 2015 increased from 40 to 60-70 days. Official representative AvtoVAZ does not comment on the details of the contracts.

At first glance, the terms of cooperation have become tougher. But suppliers say they are now working directly and this partly compensates for the losses. “Under Andersson, a chain of various intermediaries who acted in the interests of former VAZ managers was excluded from the supply process,” says Vitaly Zykov, owner of the Visa group (supplier of noise and vibration isolation). “[Before him] there was no competition among suppliers, components were purchased at any price and any quality.”

Now, access to a production line means a willingness to meet delivery times and quality, says Andersson, because, for example, in Izhevsk, the stock of parts for assembly at the factory is no more than five days.

Don't run away from loss

Andersson has not yet succeeded in making AvtoVAZ profitable and increasing operating profitability, as the shareholders demanded of him when he was appointed.

In 2013, AvtoVAZ's revenue under IFRS reached 177 billion rubles, operating activities brought a loss of 6.7 billion rubles, and the total loss amounted to 7.8 billion rubles. The first year of work under Andersson's management ended with a revenue of 190 billion rubles, operating activities were also unprofitable - minus 14.6 billion rubles, and the loss at the end of the year amounted to 14.6 billion rubles.

According to the results of three quarters of 2015, there is again an operating loss, but already 1.8 billion rubles. The plant received a revenue of 131 billion rubles, and the cost of sales - 2 billion rubles. more. According to the results of 2015, the plant will receive an operating loss of 10 billion rubles, close to zero EBITDA and a net loss of 12 billion rubles, says Vladimir Bespalov, an analyst at VTB Capital.

The negative difference between the cost of sales and revenue formed last year due to the fall in sales of Lada in the third quarter, a source close to AvtoVAZ explained to RBC. If in the first half of the year the plant sold an average of 23.5 thousand cars per month, then in the third quarter this figure fell to 20.9 thousand cars. “In the cost structure of AvtoVAZ, there are costs below which it cannot fall in such a short time. In addition, last year the plant invested a lot in putting two new models on the conveyor and updating old ones, ”says RBC’s interlocutor.

This is an exceptional case, notes Bespalov: “AvtoVAZ does not disclose the cost of sales structure. [But] the fact that it exceeded revenue could theoretically be due to a delay in receiving state subsidies under demand stimulation programs, while [AvtoVAZ] continued to issue discounts on assembled models.”

Andersson is reluctant to discuss the financial results of his work. “I am not ready to give profitability forecasts in the current market situation,” he told RBC in December 2015.

Marketing from Putin

“Great car, very good, torquey, easy to drive” - this is how Russian President Vladimir Putin spoke about him after a test drive of the new Lada Vesta sedan.

There was no plan to put Putin behind the wheel of a novelty a month before the official start of sales at AvtoVAZ, Andersson assures. With such a proposal, the head of the presidential administration, Sergei Ivanov, addressed him. TV reports did their job: on November 24, 2015, on the first day of sales, buyers took about 1 thousand Vesta and left about 1.5 thousand more pre-orders. This, according to dealers, is a high figure: usually, at the start, 2-3 times fewer cars from the mass segment are sold on the first day.

Vesta and the XRay compact crossover began to be developed in 2012, but both models were put into production already under Andersson. The start of production of Vesta took place against the background of the collapse of the Russian car market by almost 35%, but at the same time it took place exactly on the dates that Andersson announced - September 25, 2015 at the Izhevsk site of AvtoVAZ. In 2016, AvtoVAZ plans to produce 60,000 Vesta, which is approximately 20% of all brand sales in 2015. Issue volume and prices for XRay have not yet been determined. In total, AvtoVAZ now has seven Lada models. The main "hits" are Granta (120.2 thousand cars sold in 2015) and Largus (sales in 2015 - 39 thousand).

The bad news is that Lada continues to fall faster than the market. In 2013, sales decreased by 15%, to 456.3 thousand cars, with an overall market contraction of 5%. In 2014, buyers took 387.3 thousand new Ladas, which was a 15% decline, while the entire car market lost 10.3%. Last year, AvtoVAZ lost another 31% of buyers: 269 thousand cars were sold, while the market collapsed by 35.7%. This year, the market is expecting a decline by another 5% - so far, Lada sales have not been better than the market.

The good news is that Lada's market share is growing: it takes the place of brands that have left the market and those whose prices are growing faster. At the end of 2013, AvtoVAZ occupied 13% of the Russian car market in terms of the number of cars sold (data from the Association European business). In 2015, the share grew to 16.8%. This year it can already reach 18%, Vladimir Bespalov believes. It turns out that Andersson is approaching the fulfillment of the goal written in the contract, so that every fifth car sold in Russia is a Lada.

“[In 2013] everyone understood that sooner or later AvtoVAZ would lose the market, but no one understood how to deal with it,” recalls former top manager factory in Tolyatti. “We needed fresh ideas, non-standard, tough decisions - this was expected from Andersson.”

From the moment of his arrival, it was decided to focus on two factors - keeping prices as the main competitive advantage Lada and improving the quality of the car, which has always played against the brand, Andersson said in an interview with RBC in April 2014.

The simplest Lada Vesta is indeed cheaper than its closest competitors, but the difference is small. AT basic configuration the car costs 514 thousand rubles. (maximum - 681 thousand rubles), while the price of the nearest competitor, Hyundai Solaris, starts from 536 thousand rubles, Volkswagen Polo - from 545 thousand rubles. The price for XRay has not yet been announced.

Cars of three Renault-Nissan brands are assembled in Tolyatti: Renault, Nissan and Datsun (Photo: Getty Images)

But in 2015, AvtoVAZ became the leader in the growth of car prices. According to PwC, last year the most popular Lada models went up by an average of 13%. As a result, the once most popular model of the plant - Granta - last year almost lost its leadership to the Korean - Hyundai Solaris: 120 thousand Granta and 115.9 thousand Solaris were sold.

Granta is no longer the cheapest car on the Russian market either. At a price of 348 thousand rubles. according to this indicator, the VAZ car loses Lifan Smily (319 thousand rubles) and Daewoo Matiz (314 thousand rubles).

The warranty period for Vesta is three years, or 100,000 km, just like the Volkswagen Polo, but less than the Korean Solaris and Rio (five years, or 150,000 km). Dealers are not yet able to assess the quality of Vesta: the car went on sale only on November 24, in such a short time it is impossible to collect high-quality breakdown statistics. For other AvtoVAZ models, there are improvements, dealers say, but the problems of the car have not been resolved. Weaknesses of Lada are still electronics and chassis, as well as poor wear resistance of interior and exterior parts.

April 19, 2005 marked 35 years since the assembly of the first VAZ-2101 cars. The working day began with solemn events on the main assembly line of AVTOVAZ. Also, within the framework of the celebration of the Day of the first car in the conference hall of the AvtoVAZ plant management, the awarding of the winners of the annual competition "" 100 the best workers JSC "AVTOVAZ"

The winners of the labor competition from various divisions were congratulated by Vladimir Kadannikov, Chairman of the Board of Directors of JSC AVTOVAZ: many people who have yet to receive this honorary title. Highly qualified, responsible employees are very important for AVTOVAZ, because the products we produce are in demand in Russia and in the world. We have been producing cars for 35 years and try to do it for more every year. high level. I hope that we will work even better, that we will always produce LADA cars - first we, then our children, grandchildren. And VAZ products will always be present at automotive market"".

Alexander Sarychev, HR Director of OJSC AVTOVAZ, also congratulated the laureates of the competition: “More than 22 million cars have been produced since the beginning of the work of the automobile plant various models and modifications. Mastering new models, AVTOVAZ moves to new forms of work, to new ideas. In the development of the plant, all hope is on the team and on its best workers. Thanks to the industriousness of the VAZ employees, the car plant is working and will continue to work stably, providing a decent level of wages and supporting social programs."

Among the best employees of AVTOVAZ are the majority of veterans of the plant, people who are characterized by the famous VAZ style of work - devotion to the cause, pride in their work. But there are many among the laureates and young VAZ workers - those who continue the labor tradition and who are destined to open new pages in the history of the automobile plant.

On the Day of the First Car, the best employees of AVTOVAZ took a picture near one of the first copies of the VAZ-2101, which stands in the hall of the plant administration. In addition, according to tradition, a collective photo was taken, in which the best VAZ workers are captured in company with the top officials of the plant. And in the evening at the Palace of Culture and Technology of OJSC "AVTOVAZ" a festive concert was held for honored VAZ workers and their families.

Additional Information:
AVTOVAZ Group is a part of Groupe Renault and produces full-cycle vehicles and auto components for 4 brands: LADA, Renault, Nissan, Datsun. The production facilities of the Group are located in Tolyatti - JSC AVTOVAZ and in Izhevsk - OOO LADA Izhevsk.
The LADA brand is represented in the B, B+, SUV and LCV segments, which make up 5 model families: Vesta, XRAY, Largus, Granta and 4x4. The brand occupies 21% of the Russian market cars. The official dealer network of the Brand is the largest in Russia - about 300 dealer centers.

We thank the Press Service of JSC "AVTOVAZ" for providing this material.

The introduction of a salary system in car assembly plants, allowances for craftsmen, bonuses for absenteeism - these issues are now worrying many workers. Viktor Khristenko, head of the department for the organization of labor and wages of AVTOVAZ OJSC, comments on them.

- What is involved in the implementation new system wages in some assembly plants?

At Kalina, a salary-based system has been used since 2005, from the moment the production was established. Then it was a pilot project, which over time was recognized as quite successful. When creating the production of cars on the B0 platform, this principle was applied initially.

Recently happened organizational changes: on the basis of the UPC, four production facilities were created, in two of them there was a system of salaries, in two - tariffs. This caused bewilderment among workers - they were interested in why labor was paid differently. Most importantly, there were difficulties when changing jobs within the assembly facilities of AVTOVAZ. When transferring from one production to another, from one system to another, errors often occurred in the calculation of wages.

As a result, it was decided from January 1, 2015 to transfer to salary system workers of all car assembly divisions where it was not used before, these are the production facilities of Priora, LADA 4x4 and OPP. We are guided by the principle of forming the same salary under comparable working conditions.

- Many workers are afraid that they will lose in wages ...

Each person had his own individual salary level: some worked more intensively, others less, performed a different set of operations. The salary system has several levels of payment that allow you to take into account the previous experience and qualifications of the employee.

Production managers control very carefully so that the income of employees does not decrease in any case during the transition from the tariff to the salary system. To do this, funds are allocated to increase the wage fund.

Recently, many factory workers have learned about the so-called absenteeism. On what basis were employees selected for remuneration for his absence?

Ever since the founding of the plant, we have established a detailed and objective accounting of the reasons for the absence of employees in the workplace. The word itself came into use when we began to implement projects together with the Renault-Nissan Alliance. This term is also used by our colleagues.

Such accounting is needed in order to determine staffing needs. All reasons for the absence when accounting for working hours are indicated. We always fight violations labor discipline- with absenteeism and delays. No one is surprised what the intruder gets disciplinary action or lose the award.

But there are many legal grounds for which an employee may not be in place. For example, this applies to donors who, after donating blood, are given a day to rest. There is a state obligation when, according to the agenda, a person must appear at the authorities, at military training, etc. These are, of course, valid reasons, and that is why they are paid. But one must understand that for a company, especially in the conditions of competition for the market, the absence of people, even if good reasons, means financial losses, since we need additional staff, and some of the employees have to do work for those who are absent.

Those who contributed to the efficient operation of the company and did not miss a single working day, even for a good reason (with the exception of vacations and medical examinations), the management decided to encourage. At the same time, everyone who was absent for good reasons received their earnings in full.

Thus, it is about additional bonuses. Previously, we did not have such a practice, so no one warned in advance about the possibility of receiving a bonus. But there is logic in this: the remuneration was received by those who, without additional requests and instructions, did not miss a single working day.

For what reason were bonuses introduced for craftsmen working in logistics, in industries where cars and auto components are made?

We increased the salaries of foremen by 10% in 2013, but on average wage line managers often does not differ from the salary of workers or slightly exceeds it. Who, for example, will take on more responsibility if the salary of the foreman is practically the same as that of the worker, and the workload is much higher? Will the foreman want to lead the team in the absence of a difference in wages?

We have approximately 1,800 foremen, by decision of the President, from December 1, foremen and senior foremen receive a 25% bonus. It is set for a period of 6 months, that is, it is not a guaranteed salary increase. But for many, especially young managers in production, this is an opportunity to prove themselves and improve performance.

Andrey STARKOV

On April 17, in Togliatti, the results of the competition “100 best employees of JSC AVTOVAZ” were summed up. Chairman of the Samara Provincial Duma Viktor Sazonov came to congratulate the factory workers.

The competition has been running for 16 years. During the year, about 30 thousand employees compete on various indicators: quality, productivity, discipline, culture and others. The best 100 are selected from the contestants, and on the eve of the Day of the first car, solemn ceremony honoring the winners.

Speaking to the audience, Viktor Sazonov especially emphasized: “Today, the winners of the competition “100 best employees of AVTOVAZ” have gathered in the hall. You became the best among 30 thousand participants of the competition. Allow me to warmly congratulate you on a well-deserved labor victory! This competition testifies to the great labor history and pride of the plant workers for their enterprise. And I want to thank the management of the enterprise for supporting and maintaining the best labor traditions! A high professional level is maintained because labor efficiency, quality and technological discipline are stimulated here. It is you, representatives of the working class and working professions, who create the production potential and economic power of our country and our region. And contests professional excellence which are held at your plant, at other enterprises in Russia and the Samara region, aim to make the working man the main value of our society.”

Viktor Sazonov also noted that the anniversary of AVTOVAZ, the 50th anniversary of its founding, is approaching: “Recently, we celebrated the 100th anniversary of the birth of the first director of the plant, Viktor Nikolaevich Polyakov. And I want to quote his statement: "I believe in the future of the Volga Automobile Plant and wish it prosperity." And these words for all of us are a direct guide to action. AvtoVAZ was, is and will be the flagship of the domestic automotive industry! I would like to emphasize that authorities at all levels are closely monitoring the situation at our enterprise. It is under the personal control of the President of Russia and the Governor of the Samara Region. Those serious measures to support the domestic auto industry are clear evidence of this. I am sure that the joint efforts of the federal and regional authorities, the management of the plant and its labor collective will make it possible to qualitatively change the situation in the automotive industry and the country's economy as a whole."