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    [DETAIL_TEXT] => Russian logistics market: Big challenges, big chances



The Russian logistics market has experienced a dynamic development in the last years. Like in Western economies, the logistics environment is becoming a crucial constituent of industrial progress and trade performance in Russia. The market is still young and not complete in many parts. The next two to three years will be marked by a shift from a seller's-market to a buyer's market. Meanwhile a tough price competition in the Russian transport and logistics market will take place.

 

Study about trendsin the Russian logistics market

The purpose of the study conducted by the Supply Management Institute SMIT in cooperation with DHL Russia was to find out how key market players see the development of the Russian logistics market in the next two to three years and to explore the changing requirements and expectations towards logistics service providers in Russia. The participants in this study were big multinational corporations or major Russian companies. The interviewees were senior logistics or supply chain managers holding positions ranging from manager to vice president.



Key outcomes

 Within the next months the Russian transportation and logistics market will develop from a seller's to a buyer's market.

 Competitive pressure on logistics service providers will increase drastically within the next one to two years. A differentiation by quality will take place afterwards which has to be included in today's strategic orientation.

 A first mover advantage is created by having access to a Russian-wide network of terminals, storages and standardized tracks.

 Russia-specific and innovative logistics solutions are essential factors in order to gain a competitive advantage.



Supply side of the market

The Russian transport and logistics market is defined by global logistics service providers, Russian-wide national service enterprises and, in particular, regionally focusing small enterprises. Logistics service providers have to accomplish infrastructural conditions as soon as possible. Thus, DHL tries to penetrate the Russian market with a redefined long-term strategy including specific investments in e.g. terminals in Moscow and St.-Petersburg. In the long-term, DHL aims to have a standardized and integrated distribution network throughout Russia; which also seamlessly connects Russia with Europe and China. Strategic alliances between large international logistics service providers and national niche providers are slowly emerging. This opens new possibilities for the providers, but also for the clients.

Logistics service providers offering the whole product and service range are still rare. Simultaneously, services like track & trace are reaching standard status. However, up to nowadays a backwardness of service orientation due to partially missing experience, knowledge and professionalism, especially of the local units, is typical. Unstructured and non-transparent document processes, as well as inefficient electronic communication systems, are suitable examples. Therefore, logistics service providers are starting to enlarge both their product and service portfolio. For instance, DHL's excellent service in Express is now being transferred to the other divisions - Freight and Solutions.



Demand side of supply

The Russian clients are getting more critical, more selective and more professional in their contact with logistics service providers, who are no longer able to dictate terms and conditions. The increasing number of suppliers and especially the changing behavior of the shipper lead to stronger competition and thus to enormous price pressure.

Many companies focus their growth on the regions beyond the metropolises Moscow and St.-Petersburg. Retailers are often the pioneers in the geographical expansion within Russia.

The reduction of logistics service providers is an important goal for many customers. The determining criterion is the price. However, price competition will be replaced by quality competition in three years. That means that logistics service providers need to keep the costs as low as possible and at the same time they should establish the conditions for a differentiation by quality.



The 5 most important postulations

1. Higher flexibility: Affected are the product and the service portfolio, as well as the provided equipment. The times when customers' wishes were neglected because of insufficient infrastructural conditions are over. In addition to a Russia-wide geographic presence, a more flexible pricing system with discount policy and performance-related contracts is needed.

2. Higher speed: Besides faster pick up and transit times, shorter handling times from order acceptance to order processing are essential. Information about opportunities and conditions has to be circulated quickly and accurately. A stronger customer-orientation through improved technical and human resources is essential.

3. Higher stability: In particular a stable and consistent pricing system is needed. Furthermore, quality inconsistencies have to be reduced to a minimum and a professional tender management has to be introduced. The activities need to be concentrated on long-term relationships.

4. Higher professionalism: Logistics-specific knowledge regarding technical and legal concerns needs to be up-to-date. Moreover, logistics service providers should implement a professional customer relationship management.

5. Higher transparency: In order to offer higher transparency of logistics services, standardized reporting, track & trace and other tools have to be implemented. Due to the described developments all companies have to re-think and re-develop their logistics strategies for Russia. A proactive strategy promises the highest success. Thus, a clear understanding of one's own supply chain network, including the special role of logistics service providers, is necessary.



Tobias Weigl, Christopher Jahns
    [~DETAIL_TEXT] => Russian logistics market: Big challenges, big chances



The Russian logistics market has experienced a dynamic development in the last years. Like in Western economies, the logistics environment is becoming a crucial constituent of industrial progress and trade performance in Russia. The market is still young and not complete in many parts. The next two to three years will be marked by a shift from a seller's-market to a buyer's market. Meanwhile a tough price competition in the Russian transport and logistics market will take place.

 

Study about trendsin the Russian logistics market

The purpose of the study conducted by the Supply Management Institute SMIT in cooperation with DHL Russia was to find out how key market players see the development of the Russian logistics market in the next two to three years and to explore the changing requirements and expectations towards logistics service providers in Russia. The participants in this study were big multinational corporations or major Russian companies. The interviewees were senior logistics or supply chain managers holding positions ranging from manager to vice president.



Key outcomes

 Within the next months the Russian transportation and logistics market will develop from a seller's to a buyer's market.

 Competitive pressure on logistics service providers will increase drastically within the next one to two years. A differentiation by quality will take place afterwards which has to be included in today's strategic orientation.

 A first mover advantage is created by having access to a Russian-wide network of terminals, storages and standardized tracks.

 Russia-specific and innovative logistics solutions are essential factors in order to gain a competitive advantage.



Supply side of the market

The Russian transport and logistics market is defined by global logistics service providers, Russian-wide national service enterprises and, in particular, regionally focusing small enterprises. Logistics service providers have to accomplish infrastructural conditions as soon as possible. Thus, DHL tries to penetrate the Russian market with a redefined long-term strategy including specific investments in e.g. terminals in Moscow and St.-Petersburg. In the long-term, DHL aims to have a standardized and integrated distribution network throughout Russia; which also seamlessly connects Russia with Europe and China. Strategic alliances between large international logistics service providers and national niche providers are slowly emerging. This opens new possibilities for the providers, but also for the clients.

Logistics service providers offering the whole product and service range are still rare. Simultaneously, services like track & trace are reaching standard status. However, up to nowadays a backwardness of service orientation due to partially missing experience, knowledge and professionalism, especially of the local units, is typical. Unstructured and non-transparent document processes, as well as inefficient electronic communication systems, are suitable examples. Therefore, logistics service providers are starting to enlarge both their product and service portfolio. For instance, DHL's excellent service in Express is now being transferred to the other divisions - Freight and Solutions.



Demand side of supply

The Russian clients are getting more critical, more selective and more professional in their contact with logistics service providers, who are no longer able to dictate terms and conditions. The increasing number of suppliers and especially the changing behavior of the shipper lead to stronger competition and thus to enormous price pressure.

Many companies focus their growth on the regions beyond the metropolises Moscow and St.-Petersburg. Retailers are often the pioneers in the geographical expansion within Russia.

The reduction of logistics service providers is an important goal for many customers. The determining criterion is the price. However, price competition will be replaced by quality competition in three years. That means that logistics service providers need to keep the costs as low as possible and at the same time they should establish the conditions for a differentiation by quality.



The 5 most important postulations

1. Higher flexibility: Affected are the product and the service portfolio, as well as the provided equipment. The times when customers' wishes were neglected because of insufficient infrastructural conditions are over. In addition to a Russia-wide geographic presence, a more flexible pricing system with discount policy and performance-related contracts is needed.

2. Higher speed: Besides faster pick up and transit times, shorter handling times from order acceptance to order processing are essential. Information about opportunities and conditions has to be circulated quickly and accurately. A stronger customer-orientation through improved technical and human resources is essential.

3. Higher stability: In particular a stable and consistent pricing system is needed. Furthermore, quality inconsistencies have to be reduced to a minimum and a professional tender management has to be introduced. The activities need to be concentrated on long-term relationships.

4. Higher professionalism: Logistics-specific knowledge regarding technical and legal concerns needs to be up-to-date. Moreover, logistics service providers should implement a professional customer relationship management.

5. Higher transparency: In order to offer higher transparency of logistics services, standardized reporting, track & trace and other tools have to be implemented. Due to the described developments all companies have to re-think and re-develop their logistics strategies for Russia. A proactive strategy promises the highest success. Thus, a clear understanding of one's own supply chain network, including the special role of logistics service providers, is necessary.



Tobias Weigl, Christopher Jahns
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    [DETAIL_TEXT] => Russian logistics market: Big challenges, big chances



The Russian logistics market has experienced a dynamic development in the last years. Like in Western economies, the logistics environment is becoming a crucial constituent of industrial progress and trade performance in Russia. The market is still young and not complete in many parts. The next two to three years will be marked by a shift from a seller's-market to a buyer's market. Meanwhile a tough price competition in the Russian transport and logistics market will take place.

 

Study about trendsin the Russian logistics market

The purpose of the study conducted by the Supply Management Institute SMIT in cooperation with DHL Russia was to find out how key market players see the development of the Russian logistics market in the next two to three years and to explore the changing requirements and expectations towards logistics service providers in Russia. The participants in this study were big multinational corporations or major Russian companies. The interviewees were senior logistics or supply chain managers holding positions ranging from manager to vice president.



Key outcomes

 Within the next months the Russian transportation and logistics market will develop from a seller's to a buyer's market.

 Competitive pressure on logistics service providers will increase drastically within the next one to two years. A differentiation by quality will take place afterwards which has to be included in today's strategic orientation.

 A first mover advantage is created by having access to a Russian-wide network of terminals, storages and standardized tracks.

 Russia-specific and innovative logistics solutions are essential factors in order to gain a competitive advantage.



Supply side of the market

The Russian transport and logistics market is defined by global logistics service providers, Russian-wide national service enterprises and, in particular, regionally focusing small enterprises. Logistics service providers have to accomplish infrastructural conditions as soon as possible. Thus, DHL tries to penetrate the Russian market with a redefined long-term strategy including specific investments in e.g. terminals in Moscow and St.-Petersburg. In the long-term, DHL aims to have a standardized and integrated distribution network throughout Russia; which also seamlessly connects Russia with Europe and China. Strategic alliances between large international logistics service providers and national niche providers are slowly emerging. This opens new possibilities for the providers, but also for the clients.

Logistics service providers offering the whole product and service range are still rare. Simultaneously, services like track & trace are reaching standard status. However, up to nowadays a backwardness of service orientation due to partially missing experience, knowledge and professionalism, especially of the local units, is typical. Unstructured and non-transparent document processes, as well as inefficient electronic communication systems, are suitable examples. Therefore, logistics service providers are starting to enlarge both their product and service portfolio. For instance, DHL's excellent service in Express is now being transferred to the other divisions - Freight and Solutions.



Demand side of supply

The Russian clients are getting more critical, more selective and more professional in their contact with logistics service providers, who are no longer able to dictate terms and conditions. The increasing number of suppliers and especially the changing behavior of the shipper lead to stronger competition and thus to enormous price pressure.

Many companies focus their growth on the regions beyond the metropolises Moscow and St.-Petersburg. Retailers are often the pioneers in the geographical expansion within Russia.

The reduction of logistics service providers is an important goal for many customers. The determining criterion is the price. However, price competition will be replaced by quality competition in three years. That means that logistics service providers need to keep the costs as low as possible and at the same time they should establish the conditions for a differentiation by quality.



The 5 most important postulations

1. Higher flexibility: Affected are the product and the service portfolio, as well as the provided equipment. The times when customers' wishes were neglected because of insufficient infrastructural conditions are over. In addition to a Russia-wide geographic presence, a more flexible pricing system with discount policy and performance-related contracts is needed.

2. Higher speed: Besides faster pick up and transit times, shorter handling times from order acceptance to order processing are essential. Information about opportunities and conditions has to be circulated quickly and accurately. A stronger customer-orientation through improved technical and human resources is essential.

3. Higher stability: In particular a stable and consistent pricing system is needed. Furthermore, quality inconsistencies have to be reduced to a minimum and a professional tender management has to be introduced. The activities need to be concentrated on long-term relationships.

4. Higher professionalism: Logistics-specific knowledge regarding technical and legal concerns needs to be up-to-date. Moreover, logistics service providers should implement a professional customer relationship management.

5. Higher transparency: In order to offer higher transparency of logistics services, standardized reporting, track & trace and other tools have to be implemented. Due to the described developments all companies have to re-think and re-develop their logistics strategies for Russia. A proactive strategy promises the highest success. Thus, a clear understanding of one's own supply chain network, including the special role of logistics service providers, is necessary.



Tobias Weigl, Christopher Jahns
    [~DETAIL_TEXT] => Russian logistics market: Big challenges, big chances



The Russian logistics market has experienced a dynamic development in the last years. Like in Western economies, the logistics environment is becoming a crucial constituent of industrial progress and trade performance in Russia. The market is still young and not complete in many parts. The next two to three years will be marked by a shift from a seller's-market to a buyer's market. Meanwhile a tough price competition in the Russian transport and logistics market will take place.

 

Study about trendsin the Russian logistics market

The purpose of the study conducted by the Supply Management Institute SMIT in cooperation with DHL Russia was to find out how key market players see the development of the Russian logistics market in the next two to three years and to explore the changing requirements and expectations towards logistics service providers in Russia. The participants in this study were big multinational corporations or major Russian companies. The interviewees were senior logistics or supply chain managers holding positions ranging from manager to vice president.



Key outcomes

 Within the next months the Russian transportation and logistics market will develop from a seller's to a buyer's market.

 Competitive pressure on logistics service providers will increase drastically within the next one to two years. A differentiation by quality will take place afterwards which has to be included in today's strategic orientation.

 A first mover advantage is created by having access to a Russian-wide network of terminals, storages and standardized tracks.

 Russia-specific and innovative logistics solutions are essential factors in order to gain a competitive advantage.



Supply side of the market

The Russian transport and logistics market is defined by global logistics service providers, Russian-wide national service enterprises and, in particular, regionally focusing small enterprises. Logistics service providers have to accomplish infrastructural conditions as soon as possible. Thus, DHL tries to penetrate the Russian market with a redefined long-term strategy including specific investments in e.g. terminals in Moscow and St.-Petersburg. In the long-term, DHL aims to have a standardized and integrated distribution network throughout Russia; which also seamlessly connects Russia with Europe and China. Strategic alliances between large international logistics service providers and national niche providers are slowly emerging. This opens new possibilities for the providers, but also for the clients.

Logistics service providers offering the whole product and service range are still rare. Simultaneously, services like track & trace are reaching standard status. However, up to nowadays a backwardness of service orientation due to partially missing experience, knowledge and professionalism, especially of the local units, is typical. Unstructured and non-transparent document processes, as well as inefficient electronic communication systems, are suitable examples. Therefore, logistics service providers are starting to enlarge both their product and service portfolio. For instance, DHL's excellent service in Express is now being transferred to the other divisions - Freight and Solutions.



Demand side of supply

The Russian clients are getting more critical, more selective and more professional in their contact with logistics service providers, who are no longer able to dictate terms and conditions. The increasing number of suppliers and especially the changing behavior of the shipper lead to stronger competition and thus to enormous price pressure.

Many companies focus their growth on the regions beyond the metropolises Moscow and St.-Petersburg. Retailers are often the pioneers in the geographical expansion within Russia.

The reduction of logistics service providers is an important goal for many customers. The determining criterion is the price. However, price competition will be replaced by quality competition in three years. That means that logistics service providers need to keep the costs as low as possible and at the same time they should establish the conditions for a differentiation by quality.



The 5 most important postulations

1. Higher flexibility: Affected are the product and the service portfolio, as well as the provided equipment. The times when customers' wishes were neglected because of insufficient infrastructural conditions are over. In addition to a Russia-wide geographic presence, a more flexible pricing system with discount policy and performance-related contracts is needed.

2. Higher speed: Besides faster pick up and transit times, shorter handling times from order acceptance to order processing are essential. Information about opportunities and conditions has to be circulated quickly and accurately. A stronger customer-orientation through improved technical and human resources is essential.

3. Higher stability: In particular a stable and consistent pricing system is needed. Furthermore, quality inconsistencies have to be reduced to a minimum and a professional tender management has to be introduced. The activities need to be concentrated on long-term relationships.

4. Higher professionalism: Logistics-specific knowledge regarding technical and legal concerns needs to be up-to-date. Moreover, logistics service providers should implement a professional customer relationship management.

5. Higher transparency: In order to offer higher transparency of logistics services, standardized reporting, track & trace and other tools have to be implemented. Due to the described developments all companies have to re-think and re-develop their logistics strategies for Russia. A proactive strategy promises the highest success. Thus, a clear understanding of one's own supply chain network, including the special role of logistics service providers, is necessary.



Tobias Weigl, Christopher Jahns
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    [DETAIL_TEXT] => The geographic location of the Black Sea and Caspian regions has objectively determined the availability of extensive commodity-money relations between these and other countries, via sea ports and land transboundary highways.  The growing world trade adds to the importance of establishing business links in the shipping areain the Black Sea and Caspian regions. This is why the transport forum"Intermodal & Shipping Transportation in the Caspian and Black Sea Regions"and the exhibition Turkey Regional Transport Exhibition (TRTE) is held annually in Istanbul, Turkey. This year visitors and exhibitors were offered issue 2 of"The RZD-Partner International" and appreciated a new edition about transport complex of Russia, the CIS and the Baltic states.



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The topic of the exhibition was extended to include such vast areas as logistics, shipping, and shipbuilding.  The new name of the exhibition is "TRTE 2005 - Transport and Logistics, Shipping and Shipbuilding".

The conference Caspian and Black Sea Transport 2005 was called "Shipping in the Caspian and Black Sea Countries".

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"The forum on Caspian and Black Sea Transport opens new horizons in the development of relationships and cooperation in the area of shipping between the countries of the region", said in his speech Ahmed Donyamali, Deputy Minister of Transport and Terminals, Director of Port and Sea Shipping Organisation of Iran.

According to Martin Marmi, General Secretary of the International Road Transport Union (IRU), this event provides all participants with an opportunity to better assess the situation in the region and establish a clear structure of activities to improve the use of these two water bodies. 



Marina Korolyeva
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"The forum on Caspian and Black Sea Transport opens new horizons in the development of relationships and cooperation in the area of shipping between the countries of the region", said in his speech Ahmed Donyamali, Deputy Minister of Transport and Terminals, Director of Port and Sea Shipping Organisation of Iran.

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Marina Korolyeva
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    [DETAIL_TEXT] => The geographic location of the Black Sea and Caspian regions has objectively determined the availability of extensive commodity-money relations between these and other countries, via sea ports and land transboundary highways.  The growing world trade adds to the importance of establishing business links in the shipping areain the Black Sea and Caspian regions. This is why the transport forum"Intermodal & Shipping Transportation in the Caspian and Black Sea Regions"and the exhibition Turkey Regional Transport Exhibition (TRTE) is held annually in Istanbul, Turkey. This year visitors and exhibitors were offered issue 2 of"The RZD-Partner International" and appreciated a new edition about transport complex of Russia, the CIS and the Baltic states.



The event is organised by international exhibition companies ITE/Iteca, EUF (Turkey) and BEM (Great Britain), which organise over 200 events a year in developing countries. This year delegates from Turkey, Russia, Kazakhsan, Belgium, Azerbaijan, Georgia, Bulgaria, Romania and other countries attended the event.

Turkey's Ministry of Transport and Communications supported this event again.  Other regular and active participants included the Russian Federation's Ministry of Transport, Bulgaria's Ministry of Transport and Communications, Romania's Ministry of Transport, Public Works and Communal Services, Kazakhstan's Ministry of Transport and Communications, Iran's Ministry of Transport and Motor Roads, as well as TRACECA and the Coordinating Council of the North-South ITC.

"The I & S Caspian and Black Sea Transport Conference is an effective forum to review current problems in the area of transport and transport operations, to exchange positive experiences, identify and select ways and resources to overcome these problems", said in his speech Dr. Nukzar Babuadze, Director of the Department of International Relations, Ministry of Infrastructure and Development of Georgia.

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The topic of the exhibition was extended to include such vast areas as logistics, shipping, and shipbuilding.  The new name of the exhibition is "TRTE 2005 - Transport and Logistics, Shipping and Shipbuilding".

The conference Caspian and Black Sea Transport 2005 was called "Shipping in the Caspian and Black Sea Countries".

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"The forum on Caspian and Black Sea Transport opens new horizons in the development of relationships and cooperation in the area of shipping between the countries of the region", said in his speech Ahmed Donyamali, Deputy Minister of Transport and Terminals, Director of Port and Sea Shipping Organisation of Iran.

According to Martin Marmi, General Secretary of the International Road Transport Union (IRU), this event provides all participants with an opportunity to better assess the situation in the region and establish a clear structure of activities to improve the use of these two water bodies. 



Marina Korolyeva
    [~DETAIL_TEXT] => The geographic location of the Black Sea and Caspian regions has objectively determined the availability of extensive commodity-money relations between these and other countries, via sea ports and land transboundary highways.  The growing world trade adds to the importance of establishing business links in the shipping areain the Black Sea and Caspian regions. This is why the transport forum"Intermodal & Shipping Transportation in the Caspian and Black Sea Regions"and the exhibition Turkey Regional Transport Exhibition (TRTE) is held annually in Istanbul, Turkey. This year visitors and exhibitors were offered issue 2 of"The RZD-Partner International" and appreciated a new edition about transport complex of Russia, the CIS and the Baltic states.



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The topic of the exhibition was extended to include such vast areas as logistics, shipping, and shipbuilding.  The new name of the exhibition is "TRTE 2005 - Transport and Logistics, Shipping and Shipbuilding".

The conference Caspian and Black Sea Transport 2005 was called "Shipping in the Caspian and Black Sea Countries".

Key issues of the conference included further development of the North-South ITC, with Turkey and Ukraine joining the agreement, and changes in the transport policy of the Black Sea and Caspian countries following the Baltic republics' joining the European Union.  Another interesting topic is the formation of a transport corridor - a railway that will connect Kazakhstan and Turkey.  Apart from global issues of transport industry, the conference agenda includes current problems of the region's transport workers - settling border procedures, improving the customs legislation; anti-terrorist activities and security, environment-friendly transportation - as usual these issues caused hot debates between the conference speakers and delegates.

"The forum on Caspian and Black Sea Transport opens new horizons in the development of relationships and cooperation in the area of shipping between the countries of the region", said in his speech Ahmed Donyamali, Deputy Minister of Transport and Terminals, Director of Port and Sea Shipping Organisation of Iran.

According to Martin Marmi, General Secretary of the International Road Transport Union (IRU), this event provides all participants with an opportunity to better assess the situation in the region and establish a clear structure of activities to improve the use of these two water bodies. 



Marina Korolyeva
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The event, organized by Reed Exhibitions and the China Communications and Transport Association, occupied 11,500 square meters. Exhibitors were divided into a variety of areas, such as Transport&Logistics Services 2005, Air Cargo China 2005, Port China 2005 and Logistics Park China 2005. During the show, visitors were able to evaluate current solutions and gain exposure to fresh ideas and innovative concepts from around the world. The exhibition also offered an important opportunity for professionals to network with regular providers and make contacts with major companies from 12 different countries and regions with special pavilions from Russia, France, Italy and Singapore.

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Exhibitors and visitors from Russia also highly appreciated the event. Andrey Gorodetsky (Eurosib Group) said that he considers the exhibition a success and for the company he represents it was really useful: Eurosib, which develops transportation to/from China, held negotiations and found new contacts at the show. However, Albina Kolosova (Far-Eastern Transport Group), confessing the success of the exhibition, noted that the Beijing exhibition attracted more new companies, while the Shanghai one gathered its traditional visitors and exhibitors. Elena Shatayeva (TransContainer) said that it was the first time the company was exhibiting in China. "We are dealing with container traffic and we hope to find agents in China. We are happy that we have met many quality leads at SITL China. We will definitely come back for the next show", she stated.

"Overall it is excellent. SITL China is a well organized show", commented Jean-Pierre Verscueren, PR&Promotion Manager for the Antwerp Port Authority. "The contacts that we have are very good and we are happy with them". He explained the success of the show by the continuing rapid growth of the transport and logistics industry in China in recent years. "The industry is undergoing great expansion as China seeks international expertise to help the logistics industries development. Over the past three years, 70% of logistics services providers in China have seen a 30% annual growth in business", says Josephine Lee, Vice President, East China, Reed Exhibitions. "In 2003 alone, the market size of the Chinese logistics industry grew by 26% compared to the previous year. Along with this rapid development, China's increasing logistics needs prompted us to bring another exciting presentation of SITL China to Shanghai, one of the fastest growing cities in the world today",Ms Lee added. 



Alexander Retynin
    [~DETAIL_TEXT] => SITL China again turned to be a leading transport and logistics exhibition in China this year. Over 200 exhibitors and 5,552 visitors were brought together on the Shanghai New International Expo Centre from May 18 to 20. "The RZD-Partner International" was one of the exhibitors at the show.



The event, organized by Reed Exhibitions and the China Communications and Transport Association, occupied 11,500 square meters. Exhibitors were divided into a variety of areas, such as Transport&Logistics Services 2005, Air Cargo China 2005, Port China 2005 and Logistics Park China 2005. During the show, visitors were able to evaluate current solutions and gain exposure to fresh ideas and innovative concepts from around the world. The exhibition also offered an important opportunity for professionals to network with regular providers and make contacts with major companies from 12 different countries and regions with special pavilions from Russia, France, Italy and Singapore.

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Exhibitors and visitors from Russia also highly appreciated the event. Andrey Gorodetsky (Eurosib Group) said that he considers the exhibition a success and for the company he represents it was really useful: Eurosib, which develops transportation to/from China, held negotiations and found new contacts at the show. However, Albina Kolosova (Far-Eastern Transport Group), confessing the success of the exhibition, noted that the Beijing exhibition attracted more new companies, while the Shanghai one gathered its traditional visitors and exhibitors. Elena Shatayeva (TransContainer) said that it was the first time the company was exhibiting in China. "We are dealing with container traffic and we hope to find agents in China. We are happy that we have met many quality leads at SITL China. We will definitely come back for the next show", she stated.

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Alexander Retynin
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    [DETAIL_TEXT] => SITL China again turned to be a leading transport and logistics exhibition in China this year. Over 200 exhibitors and 5,552 visitors were brought together on the Shanghai New International Expo Centre from May 18 to 20. "The RZD-Partner International" was one of the exhibitors at the show.



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To further facilitate information exchanges, a series of exciting and in-depth sessions were held concurrently with the trade show. The sessions focused on specific industries or topics, including "Automotive Forum", "Supply Chain Forum", "Port Conference" and "Investment Conference". Highly respected organizations, such as Fedimag, GSE, Kerry Logistics, Marc Global, Nobert Dentressangle, the port of Antwerp and the Port of Le Havre also presented information at the sessions, which dispensed valuable knowledge for professionals looking to gain an edge on the market leaders.

Exhibitors and visitors from Russia also highly appreciated the event. Andrey Gorodetsky (Eurosib Group) said that he considers the exhibition a success and for the company he represents it was really useful: Eurosib, which develops transportation to/from China, held negotiations and found new contacts at the show. However, Albina Kolosova (Far-Eastern Transport Group), confessing the success of the exhibition, noted that the Beijing exhibition attracted more new companies, while the Shanghai one gathered its traditional visitors and exhibitors. Elena Shatayeva (TransContainer) said that it was the first time the company was exhibiting in China. "We are dealing with container traffic and we hope to find agents in China. We are happy that we have met many quality leads at SITL China. We will definitely come back for the next show", she stated.

"Overall it is excellent. SITL China is a well organized show", commented Jean-Pierre Verscueren, PR&Promotion Manager for the Antwerp Port Authority. "The contacts that we have are very good and we are happy with them". He explained the success of the show by the continuing rapid growth of the transport and logistics industry in China in recent years. "The industry is undergoing great expansion as China seeks international expertise to help the logistics industries development. Over the past three years, 70% of logistics services providers in China have seen a 30% annual growth in business", says Josephine Lee, Vice President, East China, Reed Exhibitions. "In 2003 alone, the market size of the Chinese logistics industry grew by 26% compared to the previous year. Along with this rapid development, China's increasing logistics needs prompted us to bring another exciting presentation of SITL China to Shanghai, one of the fastest growing cities in the world today",Ms Lee added. 



Alexander Retynin
    [~DETAIL_TEXT] => SITL China again turned to be a leading transport and logistics exhibition in China this year. Over 200 exhibitors and 5,552 visitors were brought together on the Shanghai New International Expo Centre from May 18 to 20. "The RZD-Partner International" was one of the exhibitors at the show.



The event, organized by Reed Exhibitions and the China Communications and Transport Association, occupied 11,500 square meters. Exhibitors were divided into a variety of areas, such as Transport&Logistics Services 2005, Air Cargo China 2005, Port China 2005 and Logistics Park China 2005. During the show, visitors were able to evaluate current solutions and gain exposure to fresh ideas and innovative concepts from around the world. The exhibition also offered an important opportunity for professionals to network with regular providers and make contacts with major companies from 12 different countries and regions with special pavilions from Russia, France, Italy and Singapore.

To further facilitate information exchanges, a series of exciting and in-depth sessions were held concurrently with the trade show. The sessions focused on specific industries or topics, including "Automotive Forum", "Supply Chain Forum", "Port Conference" and "Investment Conference". Highly respected organizations, such as Fedimag, GSE, Kerry Logistics, Marc Global, Nobert Dentressangle, the port of Antwerp and the Port of Le Havre also presented information at the sessions, which dispensed valuable knowledge for professionals looking to gain an edge on the market leaders.

Exhibitors and visitors from Russia also highly appreciated the event. Andrey Gorodetsky (Eurosib Group) said that he considers the exhibition a success and for the company he represents it was really useful: Eurosib, which develops transportation to/from China, held negotiations and found new contacts at the show. However, Albina Kolosova (Far-Eastern Transport Group), confessing the success of the exhibition, noted that the Beijing exhibition attracted more new companies, while the Shanghai one gathered its traditional visitors and exhibitors. Elena Shatayeva (TransContainer) said that it was the first time the company was exhibiting in China. "We are dealing with container traffic and we hope to find agents in China. We are happy that we have met many quality leads at SITL China. We will definitely come back for the next show", she stated.

"Overall it is excellent. SITL China is a well organized show", commented Jean-Pierre Verscueren, PR&Promotion Manager for the Antwerp Port Authority. "The contacts that we have are very good and we are happy with them". He explained the success of the show by the continuing rapid growth of the transport and logistics industry in China in recent years. "The industry is undergoing great expansion as China seeks international expertise to help the logistics industries development. Over the past three years, 70% of logistics services providers in China have seen a 30% annual growth in business", says Josephine Lee, Vice President, East China, Reed Exhibitions. "In 2003 alone, the market size of the Chinese logistics industry grew by 26% compared to the previous year. Along with this rapid development, China's increasing logistics needs prompted us to bring another exciting presentation of SITL China to Shanghai, one of the fastest growing cities in the world today",Ms Lee added. 



Alexander Retynin
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Maria Ghermanova
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Maria Ghermanova
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1,333 companies from 51 countries, 536 companies were from outside Germany, came to Munich to present the latest trends in the logistics sector. 

The sector's identification with transport logistic is also expressed in the fact that three major congresses were held in parallel with the event. Air Cargo Europe attracted 161 exhibitors from 33 countries. Around 350 sector experts took part in the accompanying two-day trade congress, debating issues like security and the political framework for the booming air cargo business. 

At the Eurailfreight 2005 Congress, the future of rail freight was the subject discussed by almost 300 participants. At transport logistic over 80 state-run and private railway companies presented the portfolio of rail services offered in Europe. Railway companies and the railway industry issued a Eurailfreight Declaration on the first day of the event, in which one of the points was a call for more infrastructure investment. Shipping has now also found a home at Munich. Around 80 maritime and inland ports exhibited at transport logistic. Their accompanying congress, Marilog, which took place at transport logistic in Munich for the first time, met with a good response from around 150 participants. Overall the quality and variety of themes in the accompanying programme to transport logistic were highly praised by exhibitors and trade visitors alike.  



Maria Ghermanova
    [~DETAIL_TEXT] => "Transport logistic 2005" fair strengthened its position as the leading trade fair for the industry. About 40,000 trade visitors came to Munich for the event. Trade visitors from abroad came from a total of 103 countries. The RZD-Partner magazine editorship presented there issue 2 of "The RZD-Partner International".



The fair "Transport logistic" attracted growing interest from the traditional industrialised countries such as Italy, France, Great Britain, the Netherlands and Spain. Also very strongly represented, both on the exhibitor and visitor side, were the countries of Central and Eastern Europe, as well as Russia, China and the Middle East. Attention was focused above all on innovative transport and logistics concepts for moving freight by road, rail, waterand air.  

The high level of visitors should also be highlighted, as they were mostly represented by companies management and top management. 

"Transport logistic 2005 has lived up to its reputation as a leading trade fair. And this time, too, we were able to make many international contacts", confirmed the new Chairman of the Advisory Board to the event, Michael Kubenz, Managing Director of Kube&Kubenz Internationale Speditions-Gesellschaft, Hamburg, and Vice-President of the German forwarding and logistics association, Deutscher Speditions- und Logistikverband (DSLV). 

1,333 companies from 51 countries, 536 companies were from outside Germany, came to Munich to present the latest trends in the logistics sector. 

The sector's identification with transport logistic is also expressed in the fact that three major congresses were held in parallel with the event. Air Cargo Europe attracted 161 exhibitors from 33 countries. Around 350 sector experts took part in the accompanying two-day trade congress, debating issues like security and the political framework for the booming air cargo business. 

At the Eurailfreight 2005 Congress, the future of rail freight was the subject discussed by almost 300 participants. At transport logistic over 80 state-run and private railway companies presented the portfolio of rail services offered in Europe. Railway companies and the railway industry issued a Eurailfreight Declaration on the first day of the event, in which one of the points was a call for more infrastructure investment. Shipping has now also found a home at Munich. Around 80 maritime and inland ports exhibited at transport logistic. Their accompanying congress, Marilog, which took place at transport logistic in Munich for the first time, met with a good response from around 150 participants. Overall the quality and variety of themes in the accompanying programme to transport logistic were highly praised by exhibitors and trade visitors alike.  



Maria Ghermanova
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    [DETAIL_TEXT] => By the end of this year already the Russian Federation may become a full member of the World Trade Organization (WTO), which would open a new era in the Russian international relations history. Still, there are plenty of unsolved problems on this way, one of them being further harmonization of the Russian and international customs legislation.



"Three steps" tactics 

It is no secret that the new RF Customs Code in force since January 1,2004 had been developed with reference to the Kyoto Convention and to help with negotiations as to Russia's future becoming member of the WTO. It should be highlighted that this stand is in line with the general tendency of progressive states towards closer cooperation and integration. At the same time the orientation towards global processes means closer attention to the matters of harmonization between individual aspects of national legislation and the international legal norms. 

In the light of the necessity to continue work on the Kyoto Convention norms and principles application, as well as on the customs procedures harmonization and simplification, a certain order of measures to be taken has been outlined. 

Passing the Customs Code and starting work according to the new terms became the first phase. The second phase consists of the Code enforcement, customs bodies modernization and increasing the efficiency of their operation by means of perfecting the structural and functional model. The third phase implies a summary and analysis of the new Code enforcement results, followed by the introduction of relevant amendments into the RF Customs Code and other Federal Laws. 

It has become quite clear by now that a large number of problems have accumulated in the Customs Legislation, and issues related to international trade have numerously been debated in the Government circles and at the State Duma sessions. 

"Not all the Customs Code regulations, positive in their essence, came into effect", commented on the situation the RF State Duma deputy, chairperson of the subcommittee on customs tariff regulation and international trade of the committee on budget and taxes Nadezhda Azarova. 

Still, the process is under way. There are obvious positive changes in the customs bodies' operation, while the State Duma is completing the preparation of amendments to the Customs Code. 



Simple procedures are "not for everyone"... 

Among the most disputable Customs Code regulations is clause 68 ("Special simplified customs registration procedures for certain individuals"), establishing simplified customs registration procedures for those who have committed no customs violations, run their accounting system according to the customs authorities regulations and carried out international business activities for at least 3 years. On top of everything, complaints on behalf of Russian companies have recently been supplemented by wishes on behalf of their foreign partners. Foreign business community representatives, in particular the German Economic Union and the American Chamber of Commerce, believe that the criterion excluding the companies running their business in the RF for less than three years is not fair. Addressing the three-years term issue, foreign business players point out that some international companies have been in the market for dozens of years, or even over a century. 

Observers believe the main reason for this situation lies in the fact that entering the Russian market foreign companies first register their representative office, then turn it into subsidiary and only after that do they get the status of a legal entity in Russia. However, according to the RF Customs Code, the history of such companies only starts after their last re-registration. 

International business participants believe that the definition of "a company running international business activities for at least three years" would be less discriminative towards foreign companies, as it includes not only the term of the company's existence on the Russian market, but also its foreign experience. 

In the course of discussing possible changes in the customs legislation at the round table for foreign businessmen organized by the RF Federal Customs Service, the deputy head of the RF Federal Customs Service Leonid Lozbenko admitted the problem of the "3-years census", but added that its solution is beyond the customs competence, as the Federal Customs Service has no right to change the law. 

The multiple discussions also circled around the fact that the currently issued licenses for simplified procedures do not in fact have a time limit. Therefore if a company violates any RF Law requirements, the Russian Customs will not be able to withdraw the license, as the current Customs Code does not indicate any procedure for discontinuing the simplified procedures application.



Necessary barriers  

The majority of comments and suggestions regarding the Customs Code improvement come from carriers, operators, freight forwarders and other transportation process participants. Almost all the companies concerned claim that the main reason for the rolling stock lay up at the borders is the matter of documents and data necessary for the cargoes customs registration. 

As is well-known, the Law entitles the Customs bodies to demand only the documents and data "necessary for the RF Customs Law observance in accordance with the present Code". At the same time the second entry of clause 63 reads that in respect to specific customs procedures and customs modes the lists of documents and data necessary for the cargoes registration, as well as the requirements for these data, are "determined by the federal ministry entitled to act in the customs sphere", which can pass its legal acts containing lists of documents and data not specified in the Code. 

All this leads to a situation when the legislative norms threaten to turn the list of documents and data required for the cargoes customs registration into an insurmountable barrier, which can be used by the officials as an instrument of bureaucratic pressure impeding normal international business activities. Here experts also indicate that the standard rule of the Kyoto Convention Appendix A reads that if a customs service demands documents related to the cargoes, these documents should only contain data necessary for the cargoes and vehicles identification. 

Besides, the same conclusion is confirmed by the analysis of clauses in sections NN 1-3 (Customs registration, Customs modes and Special customs modes) and section N 2 Customs procedures of the RF Customs Code, which read that all the documents and data submitted by the international business activities participants to the customs bodies are indicated in the Code and do not require any subordinate legal acts expanding this list. Neither any other acts are required to determine the specific terms of the documents and data submission. Nevertheless, the contradiction remains, as it is unclear which of the Code's regulation is to be followed.



When time is dearer than money 

Amendments to the Customs Code in respect to the terms of commodities release are also to be made. 

As follows from the Law contents, the factors influencing the reduction of the term of commodities release by the customs bodies are the declarants' rights for preliminary, partial or periodical temporary declaration, as well as for electronic declaration, declaration of several commodities under a single classificational code, etc. Thus, for example clause 128 ("Particulars of various commodities declaration in a single party") is aimed at simplifying and speeding up the process of customs registration by means of allowing to declare (upon the declarant's wish) several commodities present in a single party under a single international merchandise code, but with the maximal customs due to be paid. 

In many cases such procedure could be profitable for both the state and the market participants, as declaration under the ordinary procedure would entail such significant work and costs for the customs declarations registration that it would be economically expedient for the declarant to pay higher due rates but speed up the registration process and for the state to receive greater income for the simplified procedure. There is a strong argument for the expanded use of this norm to the benefit of all the parties concerned, but so far the regulations of clause 128 are not being widely used.  

This issue is currently under consideration. The Conception of requirements specification for the draft law "On introducing amendments and supplements to the RF Customs Code" has been prepared already; the documents are currently being agreed by the three federal executive authority bodies. The draft law mentioned provides for the specification of the order of  various commodities declaration when they are part of a single party, as indicated by clause 128 of the Customs Code, and of the order of payment and return of the special antidumping and compensation dues. 



Give more room! 

In order to increase the cargo turnover across the state border and the quality of the customs operation, much attention is paid to the list of amendments about the places of cargoes registration. Thus, for example, clause 125 of the RF Customs Code leaves it for the importer to choose independently the place of cargo registration, but it also gives the customs the right to limit the choice of customs registration places in respect to cargoes belonging to the risk group. Item 2 of clause 125 has entry 3 that allows to restrict the number of customs bodies accepting customs declarations "in case of moving via the customs border of certain cargo types in respect to which frequent cases of the RF customs law violation have been registered, or restrictions according to the RF Law on state regulation of international trade activities have been imposed". 

In reality, in order to toughen the control, the customs adds more and more commodities to the risk group list, which leads to a more and more limited choice of places to register cargoes. 

Meanwhile the guide to standard rule 3.1. in section 3 ("Customs registration and customs procedures") of the General Appendix to the Kyoto Convention provides for allotting separate customs bodies or limiting the number of places to register certain cargoes depending on the type of transport used to carry the cargo in international communication, as well as in case of applying special knowledge or equipment for the customs registration (e.g. to register cultural wealth), and in case of the cargoes specific nature (e.g. loose or bulked). The Kyoto Convention does not contain any guidelines in respect to allotting separate customs bodies to declare cargoes on the basis of frequent law violation.

The relevance of entry 3 of item 2 of the RF Customs Code clause 125 application is to be considered. But even now one can state that the clause is to be amended... 



What is the carrier's liability? 

The carrier's liability for the nature, type and amount of carried cargo is also detailed in the Customs Code insufficiently. Analysts and marker participants indicate that carrier can often lack reliable data on the nature of carried cargo and cannot guarantee its correspondence to the transportation documents. Thus a vehicle driver is not entitled to open a sealed container and make sure it contains what is stated by the consigner. But it is the carrier who bears criminal and administrative liability, though the contents of a container can be checked by consigner and consignee only. 

The problem lies in that clause 81 of the Customs Code (Transit declaration) entry 5 of item 2 reads that a carrier is to submit to the customs body data "on types or names, amount and cost of commodities in accordance with the transportation documents, as well as on the weight, volume and codes of commodities, in accordance with the Harmonized System of Commodities Description and Coding or the Merchandise Nomenclature of International Business Activities at the level of the first 4 digits to the minimum". 

In the law enforcement practice this regulation of the Customs Code can be classified as the carrier company responsibility for the contents of the carried cargoes on the basis of transportation documents. Yet, according to the participants of international business activities, the customs bodies do not take into account that some data and documents (demanded by the customs officials at the border crossing points) are simply impossible for the carrier to obtain from the consigner. Thus the RF Customs Code currently does not delimitate the liability zones, which entails a series of disputable issues in respect to whether the cargo should correspond to the documents or the documents to the cargo... 

Carriers also claim that their responsibility for paying customs dues by internal customs transit is also insufficiently detailed in the Code (clause 90). 



Cannot escort? - Don't. 

The Customs Code regulations in respect to the customs escort are subject to heavy criticism on behalf of international business activities participants. 

At present the Russian customs bodies are not providing customs escort themselves, and, unlike its Kazakh and Belorussian counterparts, have no specially created services to do it. Yet clause 87 (Customs escort) does not indicate any time limits for the authorities to agree such escort. This leads to long-term lay-ups pending the customs police, as well as to unjustified losses reaching USD 150-300 per day per vehicle. The customs bodies offer either to wait for their police during an indefinite period of time, or just force a carrier to return to the adjoining territory. 

In this respect international business activities participants doubt the expediency of appointing customs escort, if in reality it cannot be organized. Also international business activities participants find the use by cargo customs escort of contract of guarantee, as a form of guarantee that customs law is being observed, excessive as customs escort is in fact such a guarantee. 



Resume 

Summing up the review, it is important to note that there are indeed plenty of disputable issues in the Russian customs legislation. Some of them may vanish with Russia entering the WTO, as, according to the RF Constitution, in this case the international law will get priority. But introducing the necessary amendments to the RF Customs Code will allow to solve this problem already now, which will make life much easier for both international business activities participants and for the customs officials. Still, it would be wrong to expect that solving problems related to the imperfection of the customs law will automatically solve all other problems, as the most difficult part is changing the psychology of customs officials. The "Conception of Customs Bodies Development in 2005-2010 and further" pays much attention to this problem and is aimed at finding balance between the viewpoints of the customs and business, ensuring the increased international cargo turnover speed and also creating a new quality of customs service based on the principle "control in the form of service". After introducing amendments to the Customs Code and eliminating other bottlenecks, there indeed may arise such a possibility. 



Gennady Bugrov
    [~DETAIL_TEXT] => By the end of this year already the Russian Federation may become a full member of the World Trade Organization (WTO), which would open a new era in the Russian international relations history. Still, there are plenty of unsolved problems on this way, one of them being further harmonization of the Russian and international customs legislation.



"Three steps" tactics 

It is no secret that the new RF Customs Code in force since January 1,2004 had been developed with reference to the Kyoto Convention and to help with negotiations as to Russia's future becoming member of the WTO. It should be highlighted that this stand is in line with the general tendency of progressive states towards closer cooperation and integration. At the same time the orientation towards global processes means closer attention to the matters of harmonization between individual aspects of national legislation and the international legal norms. 

In the light of the necessity to continue work on the Kyoto Convention norms and principles application, as well as on the customs procedures harmonization and simplification, a certain order of measures to be taken has been outlined. 

Passing the Customs Code and starting work according to the new terms became the first phase. The second phase consists of the Code enforcement, customs bodies modernization and increasing the efficiency of their operation by means of perfecting the structural and functional model. The third phase implies a summary and analysis of the new Code enforcement results, followed by the introduction of relevant amendments into the RF Customs Code and other Federal Laws. 

It has become quite clear by now that a large number of problems have accumulated in the Customs Legislation, and issues related to international trade have numerously been debated in the Government circles and at the State Duma sessions. 

"Not all the Customs Code regulations, positive in their essence, came into effect", commented on the situation the RF State Duma deputy, chairperson of the subcommittee on customs tariff regulation and international trade of the committee on budget and taxes Nadezhda Azarova. 

Still, the process is under way. There are obvious positive changes in the customs bodies' operation, while the State Duma is completing the preparation of amendments to the Customs Code. 



Simple procedures are "not for everyone"... 

Among the most disputable Customs Code regulations is clause 68 ("Special simplified customs registration procedures for certain individuals"), establishing simplified customs registration procedures for those who have committed no customs violations, run their accounting system according to the customs authorities regulations and carried out international business activities for at least 3 years. On top of everything, complaints on behalf of Russian companies have recently been supplemented by wishes on behalf of their foreign partners. Foreign business community representatives, in particular the German Economic Union and the American Chamber of Commerce, believe that the criterion excluding the companies running their business in the RF for less than three years is not fair. Addressing the three-years term issue, foreign business players point out that some international companies have been in the market for dozens of years, or even over a century. 

Observers believe the main reason for this situation lies in the fact that entering the Russian market foreign companies first register their representative office, then turn it into subsidiary and only after that do they get the status of a legal entity in Russia. However, according to the RF Customs Code, the history of such companies only starts after their last re-registration. 

International business participants believe that the definition of "a company running international business activities for at least three years" would be less discriminative towards foreign companies, as it includes not only the term of the company's existence on the Russian market, but also its foreign experience. 

In the course of discussing possible changes in the customs legislation at the round table for foreign businessmen organized by the RF Federal Customs Service, the deputy head of the RF Federal Customs Service Leonid Lozbenko admitted the problem of the "3-years census", but added that its solution is beyond the customs competence, as the Federal Customs Service has no right to change the law. 

The multiple discussions also circled around the fact that the currently issued licenses for simplified procedures do not in fact have a time limit. Therefore if a company violates any RF Law requirements, the Russian Customs will not be able to withdraw the license, as the current Customs Code does not indicate any procedure for discontinuing the simplified procedures application.



Necessary barriers  

The majority of comments and suggestions regarding the Customs Code improvement come from carriers, operators, freight forwarders and other transportation process participants. Almost all the companies concerned claim that the main reason for the rolling stock lay up at the borders is the matter of documents and data necessary for the cargoes customs registration. 

As is well-known, the Law entitles the Customs bodies to demand only the documents and data "necessary for the RF Customs Law observance in accordance with the present Code". At the same time the second entry of clause 63 reads that in respect to specific customs procedures and customs modes the lists of documents and data necessary for the cargoes registration, as well as the requirements for these data, are "determined by the federal ministry entitled to act in the customs sphere", which can pass its legal acts containing lists of documents and data not specified in the Code. 

All this leads to a situation when the legislative norms threaten to turn the list of documents and data required for the cargoes customs registration into an insurmountable barrier, which can be used by the officials as an instrument of bureaucratic pressure impeding normal international business activities. Here experts also indicate that the standard rule of the Kyoto Convention Appendix A reads that if a customs service demands documents related to the cargoes, these documents should only contain data necessary for the cargoes and vehicles identification. 

Besides, the same conclusion is confirmed by the analysis of clauses in sections NN 1-3 (Customs registration, Customs modes and Special customs modes) and section N 2 Customs procedures of the RF Customs Code, which read that all the documents and data submitted by the international business activities participants to the customs bodies are indicated in the Code and do not require any subordinate legal acts expanding this list. Neither any other acts are required to determine the specific terms of the documents and data submission. Nevertheless, the contradiction remains, as it is unclear which of the Code's regulation is to be followed.



When time is dearer than money 

Amendments to the Customs Code in respect to the terms of commodities release are also to be made. 

As follows from the Law contents, the factors influencing the reduction of the term of commodities release by the customs bodies are the declarants' rights for preliminary, partial or periodical temporary declaration, as well as for electronic declaration, declaration of several commodities under a single classificational code, etc. Thus, for example clause 128 ("Particulars of various commodities declaration in a single party") is aimed at simplifying and speeding up the process of customs registration by means of allowing to declare (upon the declarant's wish) several commodities present in a single party under a single international merchandise code, but with the maximal customs due to be paid. 

In many cases such procedure could be profitable for both the state and the market participants, as declaration under the ordinary procedure would entail such significant work and costs for the customs declarations registration that it would be economically expedient for the declarant to pay higher due rates but speed up the registration process and for the state to receive greater income for the simplified procedure. There is a strong argument for the expanded use of this norm to the benefit of all the parties concerned, but so far the regulations of clause 128 are not being widely used.  

This issue is currently under consideration. The Conception of requirements specification for the draft law "On introducing amendments and supplements to the RF Customs Code" has been prepared already; the documents are currently being agreed by the three federal executive authority bodies. The draft law mentioned provides for the specification of the order of  various commodities declaration when they are part of a single party, as indicated by clause 128 of the Customs Code, and of the order of payment and return of the special antidumping and compensation dues. 



Give more room! 

In order to increase the cargo turnover across the state border and the quality of the customs operation, much attention is paid to the list of amendments about the places of cargoes registration. Thus, for example, clause 125 of the RF Customs Code leaves it for the importer to choose independently the place of cargo registration, but it also gives the customs the right to limit the choice of customs registration places in respect to cargoes belonging to the risk group. Item 2 of clause 125 has entry 3 that allows to restrict the number of customs bodies accepting customs declarations "in case of moving via the customs border of certain cargo types in respect to which frequent cases of the RF customs law violation have been registered, or restrictions according to the RF Law on state regulation of international trade activities have been imposed". 

In reality, in order to toughen the control, the customs adds more and more commodities to the risk group list, which leads to a more and more limited choice of places to register cargoes. 

Meanwhile the guide to standard rule 3.1. in section 3 ("Customs registration and customs procedures") of the General Appendix to the Kyoto Convention provides for allotting separate customs bodies or limiting the number of places to register certain cargoes depending on the type of transport used to carry the cargo in international communication, as well as in case of applying special knowledge or equipment for the customs registration (e.g. to register cultural wealth), and in case of the cargoes specific nature (e.g. loose or bulked). The Kyoto Convention does not contain any guidelines in respect to allotting separate customs bodies to declare cargoes on the basis of frequent law violation.

The relevance of entry 3 of item 2 of the RF Customs Code clause 125 application is to be considered. But even now one can state that the clause is to be amended... 



What is the carrier's liability? 

The carrier's liability for the nature, type and amount of carried cargo is also detailed in the Customs Code insufficiently. Analysts and marker participants indicate that carrier can often lack reliable data on the nature of carried cargo and cannot guarantee its correspondence to the transportation documents. Thus a vehicle driver is not entitled to open a sealed container and make sure it contains what is stated by the consigner. But it is the carrier who bears criminal and administrative liability, though the contents of a container can be checked by consigner and consignee only. 

The problem lies in that clause 81 of the Customs Code (Transit declaration) entry 5 of item 2 reads that a carrier is to submit to the customs body data "on types or names, amount and cost of commodities in accordance with the transportation documents, as well as on the weight, volume and codes of commodities, in accordance with the Harmonized System of Commodities Description and Coding or the Merchandise Nomenclature of International Business Activities at the level of the first 4 digits to the minimum". 

In the law enforcement practice this regulation of the Customs Code can be classified as the carrier company responsibility for the contents of the carried cargoes on the basis of transportation documents. Yet, according to the participants of international business activities, the customs bodies do not take into account that some data and documents (demanded by the customs officials at the border crossing points) are simply impossible for the carrier to obtain from the consigner. Thus the RF Customs Code currently does not delimitate the liability zones, which entails a series of disputable issues in respect to whether the cargo should correspond to the documents or the documents to the cargo... 

Carriers also claim that their responsibility for paying customs dues by internal customs transit is also insufficiently detailed in the Code (clause 90). 



Cannot escort? - Don't. 

The Customs Code regulations in respect to the customs escort are subject to heavy criticism on behalf of international business activities participants. 

At present the Russian customs bodies are not providing customs escort themselves, and, unlike its Kazakh and Belorussian counterparts, have no specially created services to do it. Yet clause 87 (Customs escort) does not indicate any time limits for the authorities to agree such escort. This leads to long-term lay-ups pending the customs police, as well as to unjustified losses reaching USD 150-300 per day per vehicle. The customs bodies offer either to wait for their police during an indefinite period of time, or just force a carrier to return to the adjoining territory. 

In this respect international business activities participants doubt the expediency of appointing customs escort, if in reality it cannot be organized. Also international business activities participants find the use by cargo customs escort of contract of guarantee, as a form of guarantee that customs law is being observed, excessive as customs escort is in fact such a guarantee. 



Resume 

Summing up the review, it is important to note that there are indeed plenty of disputable issues in the Russian customs legislation. Some of them may vanish with Russia entering the WTO, as, according to the RF Constitution, in this case the international law will get priority. But introducing the necessary amendments to the RF Customs Code will allow to solve this problem already now, which will make life much easier for both international business activities participants and for the customs officials. Still, it would be wrong to expect that solving problems related to the imperfection of the customs law will automatically solve all other problems, as the most difficult part is changing the psychology of customs officials. The "Conception of Customs Bodies Development in 2005-2010 and further" pays much attention to this problem and is aimed at finding balance between the viewpoints of the customs and business, ensuring the increased international cargo turnover speed and also creating a new quality of customs service based on the principle "control in the form of service". After introducing amendments to the Customs Code and eliminating other bottlenecks, there indeed may arise such a possibility. 



Gennady Bugrov
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    [DETAIL_TEXT] => By the end of this year already the Russian Federation may become a full member of the World Trade Organization (WTO), which would open a new era in the Russian international relations history. Still, there are plenty of unsolved problems on this way, one of them being further harmonization of the Russian and international customs legislation.



"Three steps" tactics 

It is no secret that the new RF Customs Code in force since January 1,2004 had been developed with reference to the Kyoto Convention and to help with negotiations as to Russia's future becoming member of the WTO. It should be highlighted that this stand is in line with the general tendency of progressive states towards closer cooperation and integration. At the same time the orientation towards global processes means closer attention to the matters of harmonization between individual aspects of national legislation and the international legal norms. 

In the light of the necessity to continue work on the Kyoto Convention norms and principles application, as well as on the customs procedures harmonization and simplification, a certain order of measures to be taken has been outlined. 

Passing the Customs Code and starting work according to the new terms became the first phase. The second phase consists of the Code enforcement, customs bodies modernization and increasing the efficiency of their operation by means of perfecting the structural and functional model. The third phase implies a summary and analysis of the new Code enforcement results, followed by the introduction of relevant amendments into the RF Customs Code and other Federal Laws. 

It has become quite clear by now that a large number of problems have accumulated in the Customs Legislation, and issues related to international trade have numerously been debated in the Government circles and at the State Duma sessions. 

"Not all the Customs Code regulations, positive in their essence, came into effect", commented on the situation the RF State Duma deputy, chairperson of the subcommittee on customs tariff regulation and international trade of the committee on budget and taxes Nadezhda Azarova. 

Still, the process is under way. There are obvious positive changes in the customs bodies' operation, while the State Duma is completing the preparation of amendments to the Customs Code. 



Simple procedures are "not for everyone"... 

Among the most disputable Customs Code regulations is clause 68 ("Special simplified customs registration procedures for certain individuals"), establishing simplified customs registration procedures for those who have committed no customs violations, run their accounting system according to the customs authorities regulations and carried out international business activities for at least 3 years. On top of everything, complaints on behalf of Russian companies have recently been supplemented by wishes on behalf of their foreign partners. Foreign business community representatives, in particular the German Economic Union and the American Chamber of Commerce, believe that the criterion excluding the companies running their business in the RF for less than three years is not fair. Addressing the three-years term issue, foreign business players point out that some international companies have been in the market for dozens of years, or even over a century. 

Observers believe the main reason for this situation lies in the fact that entering the Russian market foreign companies first register their representative office, then turn it into subsidiary and only after that do they get the status of a legal entity in Russia. However, according to the RF Customs Code, the history of such companies only starts after their last re-registration. 

International business participants believe that the definition of "a company running international business activities for at least three years" would be less discriminative towards foreign companies, as it includes not only the term of the company's existence on the Russian market, but also its foreign experience. 

In the course of discussing possible changes in the customs legislation at the round table for foreign businessmen organized by the RF Federal Customs Service, the deputy head of the RF Federal Customs Service Leonid Lozbenko admitted the problem of the "3-years census", but added that its solution is beyond the customs competence, as the Federal Customs Service has no right to change the law. 

The multiple discussions also circled around the fact that the currently issued licenses for simplified procedures do not in fact have a time limit. Therefore if a company violates any RF Law requirements, the Russian Customs will not be able to withdraw the license, as the current Customs Code does not indicate any procedure for discontinuing the simplified procedures application.



Necessary barriers  

The majority of comments and suggestions regarding the Customs Code improvement come from carriers, operators, freight forwarders and other transportation process participants. Almost all the companies concerned claim that the main reason for the rolling stock lay up at the borders is the matter of documents and data necessary for the cargoes customs registration. 

As is well-known, the Law entitles the Customs bodies to demand only the documents and data "necessary for the RF Customs Law observance in accordance with the present Code". At the same time the second entry of clause 63 reads that in respect to specific customs procedures and customs modes the lists of documents and data necessary for the cargoes registration, as well as the requirements for these data, are "determined by the federal ministry entitled to act in the customs sphere", which can pass its legal acts containing lists of documents and data not specified in the Code. 

All this leads to a situation when the legislative norms threaten to turn the list of documents and data required for the cargoes customs registration into an insurmountable barrier, which can be used by the officials as an instrument of bureaucratic pressure impeding normal international business activities. Here experts also indicate that the standard rule of the Kyoto Convention Appendix A reads that if a customs service demands documents related to the cargoes, these documents should only contain data necessary for the cargoes and vehicles identification. 

Besides, the same conclusion is confirmed by the analysis of clauses in sections NN 1-3 (Customs registration, Customs modes and Special customs modes) and section N 2 Customs procedures of the RF Customs Code, which read that all the documents and data submitted by the international business activities participants to the customs bodies are indicated in the Code and do not require any subordinate legal acts expanding this list. Neither any other acts are required to determine the specific terms of the documents and data submission. Nevertheless, the contradiction remains, as it is unclear which of the Code's regulation is to be followed.



When time is dearer than money 

Amendments to the Customs Code in respect to the terms of commodities release are also to be made. 

As follows from the Law contents, the factors influencing the reduction of the term of commodities release by the customs bodies are the declarants' rights for preliminary, partial or periodical temporary declaration, as well as for electronic declaration, declaration of several commodities under a single classificational code, etc. Thus, for example clause 128 ("Particulars of various commodities declaration in a single party") is aimed at simplifying and speeding up the process of customs registration by means of allowing to declare (upon the declarant's wish) several commodities present in a single party under a single international merchandise code, but with the maximal customs due to be paid. 

In many cases such procedure could be profitable for both the state and the market participants, as declaration under the ordinary procedure would entail such significant work and costs for the customs declarations registration that it would be economically expedient for the declarant to pay higher due rates but speed up the registration process and for the state to receive greater income for the simplified procedure. There is a strong argument for the expanded use of this norm to the benefit of all the parties concerned, but so far the regulations of clause 128 are not being widely used.  

This issue is currently under consideration. The Conception of requirements specification for the draft law "On introducing amendments and supplements to the RF Customs Code" has been prepared already; the documents are currently being agreed by the three federal executive authority bodies. The draft law mentioned provides for the specification of the order of  various commodities declaration when they are part of a single party, as indicated by clause 128 of the Customs Code, and of the order of payment and return of the special antidumping and compensation dues. 



Give more room! 

In order to increase the cargo turnover across the state border and the quality of the customs operation, much attention is paid to the list of amendments about the places of cargoes registration. Thus, for example, clause 125 of the RF Customs Code leaves it for the importer to choose independently the place of cargo registration, but it also gives the customs the right to limit the choice of customs registration places in respect to cargoes belonging to the risk group. Item 2 of clause 125 has entry 3 that allows to restrict the number of customs bodies accepting customs declarations "in case of moving via the customs border of certain cargo types in respect to which frequent cases of the RF customs law violation have been registered, or restrictions according to the RF Law on state regulation of international trade activities have been imposed". 

In reality, in order to toughen the control, the customs adds more and more commodities to the risk group list, which leads to a more and more limited choice of places to register cargoes. 

Meanwhile the guide to standard rule 3.1. in section 3 ("Customs registration and customs procedures") of the General Appendix to the Kyoto Convention provides for allotting separate customs bodies or limiting the number of places to register certain cargoes depending on the type of transport used to carry the cargo in international communication, as well as in case of applying special knowledge or equipment for the customs registration (e.g. to register cultural wealth), and in case of the cargoes specific nature (e.g. loose or bulked). The Kyoto Convention does not contain any guidelines in respect to allotting separate customs bodies to declare cargoes on the basis of frequent law violation.

The relevance of entry 3 of item 2 of the RF Customs Code clause 125 application is to be considered. But even now one can state that the clause is to be amended... 



What is the carrier's liability? 

The carrier's liability for the nature, type and amount of carried cargo is also detailed in the Customs Code insufficiently. Analysts and marker participants indicate that carrier can often lack reliable data on the nature of carried cargo and cannot guarantee its correspondence to the transportation documents. Thus a vehicle driver is not entitled to open a sealed container and make sure it contains what is stated by the consigner. But it is the carrier who bears criminal and administrative liability, though the contents of a container can be checked by consigner and consignee only. 

The problem lies in that clause 81 of the Customs Code (Transit declaration) entry 5 of item 2 reads that a carrier is to submit to the customs body data "on types or names, amount and cost of commodities in accordance with the transportation documents, as well as on the weight, volume and codes of commodities, in accordance with the Harmonized System of Commodities Description and Coding or the Merchandise Nomenclature of International Business Activities at the level of the first 4 digits to the minimum". 

In the law enforcement practice this regulation of the Customs Code can be classified as the carrier company responsibility for the contents of the carried cargoes on the basis of transportation documents. Yet, according to the participants of international business activities, the customs bodies do not take into account that some data and documents (demanded by the customs officials at the border crossing points) are simply impossible for the carrier to obtain from the consigner. Thus the RF Customs Code currently does not delimitate the liability zones, which entails a series of disputable issues in respect to whether the cargo should correspond to the documents or the documents to the cargo... 

Carriers also claim that their responsibility for paying customs dues by internal customs transit is also insufficiently detailed in the Code (clause 90). 



Cannot escort? - Don't. 

The Customs Code regulations in respect to the customs escort are subject to heavy criticism on behalf of international business activities participants. 

At present the Russian customs bodies are not providing customs escort themselves, and, unlike its Kazakh and Belorussian counterparts, have no specially created services to do it. Yet clause 87 (Customs escort) does not indicate any time limits for the authorities to agree such escort. This leads to long-term lay-ups pending the customs police, as well as to unjustified losses reaching USD 150-300 per day per vehicle. The customs bodies offer either to wait for their police during an indefinite period of time, or just force a carrier to return to the adjoining territory. 

In this respect international business activities participants doubt the expediency of appointing customs escort, if in reality it cannot be organized. Also international business activities participants find the use by cargo customs escort of contract of guarantee, as a form of guarantee that customs law is being observed, excessive as customs escort is in fact such a guarantee. 



Resume 

Summing up the review, it is important to note that there are indeed plenty of disputable issues in the Russian customs legislation. Some of them may vanish with Russia entering the WTO, as, according to the RF Constitution, in this case the international law will get priority. But introducing the necessary amendments to the RF Customs Code will allow to solve this problem already now, which will make life much easier for both international business activities participants and for the customs officials. Still, it would be wrong to expect that solving problems related to the imperfection of the customs law will automatically solve all other problems, as the most difficult part is changing the psychology of customs officials. The "Conception of Customs Bodies Development in 2005-2010 and further" pays much attention to this problem and is aimed at finding balance between the viewpoints of the customs and business, ensuring the increased international cargo turnover speed and also creating a new quality of customs service based on the principle "control in the form of service". After introducing amendments to the Customs Code and eliminating other bottlenecks, there indeed may arise such a possibility. 



Gennady Bugrov
    [~DETAIL_TEXT] => By the end of this year already the Russian Federation may become a full member of the World Trade Organization (WTO), which would open a new era in the Russian international relations history. Still, there are plenty of unsolved problems on this way, one of them being further harmonization of the Russian and international customs legislation.



"Three steps" tactics 

It is no secret that the new RF Customs Code in force since January 1,2004 had been developed with reference to the Kyoto Convention and to help with negotiations as to Russia's future becoming member of the WTO. It should be highlighted that this stand is in line with the general tendency of progressive states towards closer cooperation and integration. At the same time the orientation towards global processes means closer attention to the matters of harmonization between individual aspects of national legislation and the international legal norms. 

In the light of the necessity to continue work on the Kyoto Convention norms and principles application, as well as on the customs procedures harmonization and simplification, a certain order of measures to be taken has been outlined. 

Passing the Customs Code and starting work according to the new terms became the first phase. The second phase consists of the Code enforcement, customs bodies modernization and increasing the efficiency of their operation by means of perfecting the structural and functional model. The third phase implies a summary and analysis of the new Code enforcement results, followed by the introduction of relevant amendments into the RF Customs Code and other Federal Laws. 

It has become quite clear by now that a large number of problems have accumulated in the Customs Legislation, and issues related to international trade have numerously been debated in the Government circles and at the State Duma sessions. 

"Not all the Customs Code regulations, positive in their essence, came into effect", commented on the situation the RF State Duma deputy, chairperson of the subcommittee on customs tariff regulation and international trade of the committee on budget and taxes Nadezhda Azarova. 

Still, the process is under way. There are obvious positive changes in the customs bodies' operation, while the State Duma is completing the preparation of amendments to the Customs Code. 



Simple procedures are "not for everyone"... 

Among the most disputable Customs Code regulations is clause 68 ("Special simplified customs registration procedures for certain individuals"), establishing simplified customs registration procedures for those who have committed no customs violations, run their accounting system according to the customs authorities regulations and carried out international business activities for at least 3 years. On top of everything, complaints on behalf of Russian companies have recently been supplemented by wishes on behalf of their foreign partners. Foreign business community representatives, in particular the German Economic Union and the American Chamber of Commerce, believe that the criterion excluding the companies running their business in the RF for less than three years is not fair. Addressing the three-years term issue, foreign business players point out that some international companies have been in the market for dozens of years, or even over a century. 

Observers believe the main reason for this situation lies in the fact that entering the Russian market foreign companies first register their representative office, then turn it into subsidiary and only after that do they get the status of a legal entity in Russia. However, according to the RF Customs Code, the history of such companies only starts after their last re-registration. 

International business participants believe that the definition of "a company running international business activities for at least three years" would be less discriminative towards foreign companies, as it includes not only the term of the company's existence on the Russian market, but also its foreign experience. 

In the course of discussing possible changes in the customs legislation at the round table for foreign businessmen organized by the RF Federal Customs Service, the deputy head of the RF Federal Customs Service Leonid Lozbenko admitted the problem of the "3-years census", but added that its solution is beyond the customs competence, as the Federal Customs Service has no right to change the law. 

The multiple discussions also circled around the fact that the currently issued licenses for simplified procedures do not in fact have a time limit. Therefore if a company violates any RF Law requirements, the Russian Customs will not be able to withdraw the license, as the current Customs Code does not indicate any procedure for discontinuing the simplified procedures application.



Necessary barriers  

The majority of comments and suggestions regarding the Customs Code improvement come from carriers, operators, freight forwarders and other transportation process participants. Almost all the companies concerned claim that the main reason for the rolling stock lay up at the borders is the matter of documents and data necessary for the cargoes customs registration. 

As is well-known, the Law entitles the Customs bodies to demand only the documents and data "necessary for the RF Customs Law observance in accordance with the present Code". At the same time the second entry of clause 63 reads that in respect to specific customs procedures and customs modes the lists of documents and data necessary for the cargoes registration, as well as the requirements for these data, are "determined by the federal ministry entitled to act in the customs sphere", which can pass its legal acts containing lists of documents and data not specified in the Code. 

All this leads to a situation when the legislative norms threaten to turn the list of documents and data required for the cargoes customs registration into an insurmountable barrier, which can be used by the officials as an instrument of bureaucratic pressure impeding normal international business activities. Here experts also indicate that the standard rule of the Kyoto Convention Appendix A reads that if a customs service demands documents related to the cargoes, these documents should only contain data necessary for the cargoes and vehicles identification. 

Besides, the same conclusion is confirmed by the analysis of clauses in sections NN 1-3 (Customs registration, Customs modes and Special customs modes) and section N 2 Customs procedures of the RF Customs Code, which read that all the documents and data submitted by the international business activities participants to the customs bodies are indicated in the Code and do not require any subordinate legal acts expanding this list. Neither any other acts are required to determine the specific terms of the documents and data submission. Nevertheless, the contradiction remains, as it is unclear which of the Code's regulation is to be followed.



When time is dearer than money 

Amendments to the Customs Code in respect to the terms of commodities release are also to be made. 

As follows from the Law contents, the factors influencing the reduction of the term of commodities release by the customs bodies are the declarants' rights for preliminary, partial or periodical temporary declaration, as well as for electronic declaration, declaration of several commodities under a single classificational code, etc. Thus, for example clause 128 ("Particulars of various commodities declaration in a single party") is aimed at simplifying and speeding up the process of customs registration by means of allowing to declare (upon the declarant's wish) several commodities present in a single party under a single international merchandise code, but with the maximal customs due to be paid. 

In many cases such procedure could be profitable for both the state and the market participants, as declaration under the ordinary procedure would entail such significant work and costs for the customs declarations registration that it would be economically expedient for the declarant to pay higher due rates but speed up the registration process and for the state to receive greater income for the simplified procedure. There is a strong argument for the expanded use of this norm to the benefit of all the parties concerned, but so far the regulations of clause 128 are not being widely used.  

This issue is currently under consideration. The Conception of requirements specification for the draft law "On introducing amendments and supplements to the RF Customs Code" has been prepared already; the documents are currently being agreed by the three federal executive authority bodies. The draft law mentioned provides for the specification of the order of  various commodities declaration when they are part of a single party, as indicated by clause 128 of the Customs Code, and of the order of payment and return of the special antidumping and compensation dues. 



Give more room! 

In order to increase the cargo turnover across the state border and the quality of the customs operation, much attention is paid to the list of amendments about the places of cargoes registration. Thus, for example, clause 125 of the RF Customs Code leaves it for the importer to choose independently the place of cargo registration, but it also gives the customs the right to limit the choice of customs registration places in respect to cargoes belonging to the risk group. Item 2 of clause 125 has entry 3 that allows to restrict the number of customs bodies accepting customs declarations "in case of moving via the customs border of certain cargo types in respect to which frequent cases of the RF customs law violation have been registered, or restrictions according to the RF Law on state regulation of international trade activities have been imposed". 

In reality, in order to toughen the control, the customs adds more and more commodities to the risk group list, which leads to a more and more limited choice of places to register cargoes. 

Meanwhile the guide to standard rule 3.1. in section 3 ("Customs registration and customs procedures") of the General Appendix to the Kyoto Convention provides for allotting separate customs bodies or limiting the number of places to register certain cargoes depending on the type of transport used to carry the cargo in international communication, as well as in case of applying special knowledge or equipment for the customs registration (e.g. to register cultural wealth), and in case of the cargoes specific nature (e.g. loose or bulked). The Kyoto Convention does not contain any guidelines in respect to allotting separate customs bodies to declare cargoes on the basis of frequent law violation.

The relevance of entry 3 of item 2 of the RF Customs Code clause 125 application is to be considered. But even now one can state that the clause is to be amended... 



What is the carrier's liability? 

The carrier's liability for the nature, type and amount of carried cargo is also detailed in the Customs Code insufficiently. Analysts and marker participants indicate that carrier can often lack reliable data on the nature of carried cargo and cannot guarantee its correspondence to the transportation documents. Thus a vehicle driver is not entitled to open a sealed container and make sure it contains what is stated by the consigner. But it is the carrier who bears criminal and administrative liability, though the contents of a container can be checked by consigner and consignee only. 

The problem lies in that clause 81 of the Customs Code (Transit declaration) entry 5 of item 2 reads that a carrier is to submit to the customs body data "on types or names, amount and cost of commodities in accordance with the transportation documents, as well as on the weight, volume and codes of commodities, in accordance with the Harmonized System of Commodities Description and Coding or the Merchandise Nomenclature of International Business Activities at the level of the first 4 digits to the minimum". 

In the law enforcement practice this regulation of the Customs Code can be classified as the carrier company responsibility for the contents of the carried cargoes on the basis of transportation documents. Yet, according to the participants of international business activities, the customs bodies do not take into account that some data and documents (demanded by the customs officials at the border crossing points) are simply impossible for the carrier to obtain from the consigner. Thus the RF Customs Code currently does not delimitate the liability zones, which entails a series of disputable issues in respect to whether the cargo should correspond to the documents or the documents to the cargo... 

Carriers also claim that their responsibility for paying customs dues by internal customs transit is also insufficiently detailed in the Code (clause 90). 



Cannot escort? - Don't. 

The Customs Code regulations in respect to the customs escort are subject to heavy criticism on behalf of international business activities participants. 

At present the Russian customs bodies are not providing customs escort themselves, and, unlike its Kazakh and Belorussian counterparts, have no specially created services to do it. Yet clause 87 (Customs escort) does not indicate any time limits for the authorities to agree such escort. This leads to long-term lay-ups pending the customs police, as well as to unjustified losses reaching USD 150-300 per day per vehicle. The customs bodies offer either to wait for their police during an indefinite period of time, or just force a carrier to return to the adjoining territory. 

In this respect international business activities participants doubt the expediency of appointing customs escort, if in reality it cannot be organized. Also international business activities participants find the use by cargo customs escort of contract of guarantee, as a form of guarantee that customs law is being observed, excessive as customs escort is in fact such a guarantee. 



Resume 

Summing up the review, it is important to note that there are indeed plenty of disputable issues in the Russian customs legislation. Some of them may vanish with Russia entering the WTO, as, according to the RF Constitution, in this case the international law will get priority. But introducing the necessary amendments to the RF Customs Code will allow to solve this problem already now, which will make life much easier for both international business activities participants and for the customs officials. Still, it would be wrong to expect that solving problems related to the imperfection of the customs law will automatically solve all other problems, as the most difficult part is changing the psychology of customs officials. The "Conception of Customs Bodies Development in 2005-2010 and further" pays much attention to this problem and is aimed at finding balance between the viewpoints of the customs and business, ensuring the increased international cargo turnover speed and also creating a new quality of customs service based on the principle "control in the form of service". After introducing amendments to the Customs Code and eliminating other bottlenecks, there indeed may arise such a possibility. 



Gennady Bugrov
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    [DETAIL_TEXT] => The Government of Russia has made the unprecedented decision to sell in 2006 all the shares of ОAО "KAMAZ" which are in Federal property now. In the opinion of the country leaders, it may involve significant financial investments in the leading automobile company of Russia raisingits competitiveness. 



Struggling for a place under the sun

Putting on sales the largest machine-building enterprise in Russian motor transportation branch is going to be a real sensation. Constructed in 1969 in Naberezhnye Chelny, the "KAMAZ" is probably one of the youngest automobile manufacturers in Europe offering such a wide assortment of the produce. Prior to the beginning of the 1990s the factory belonged to the state, however on June, 25th, 1990 by the Decision of Council of Ministers of the USSR a joint-stock company was founded. This decision became a real break in conditions of the USSR planned economy. Today "KAMAZ" is among the first ten manufacturers of heavy trucks and takes the 8-th place in the world according to the volume of diesel engine manufacturing. Divisions, factories and affiliated enterprises, dealing with manufacture, assembling of motor-vehicles and autocomponents, and the ultimate sale of the produce form the united production complex of "KAMAZ". 45.6% of "KAMAZ" shares are in state ownership (34% is in the federal property and 11.16% is in the property of the Tatarstan Republic), the rest belongs to juridical (51.5%) and natural (2.9%) persons.

With Russia's transition to market economy ОAО "KAMAZ" became one of the most dynamically developing Russian companies, actively winning new commodity markets. In 2004 sales in Hungary, Sudan, Slovakia, Serbia, Qatar, Lebanon, India, Bahrain, Pakistan, and Bangladesh were launched. The company highlights that last years' successful marketing policy has allowed to reach the best result for the last decade. Total sales of "KAMAZ" vehicles was over 28 thousand units. At the same time, in analysts' opinion, in 2005, despite a small gain of manufacture volumes according to the first half-year results, it most probably will not be possible to reach the growth rates (about 20% in year) observed in the last few years. Experts link such tendency with promptly coming saturation of the national market in Russia. Not the last role was played in this process by the traditional competitor of "KAMAZ", Belarus company "МAZ". After the fire that happened in 1993 in the automobile engines manufacture factory belonging to "KAMAZ", the produce of "MAZ" had a steadily huge demand in all the CIS for several years, which allowed the Belarus company to strengthen its market positions providing significant inflow of financial assets for the modernization of its manufacture. By 1996 the model row of vehicles offered to the consumer grew up to 150 various modifications, and by 2003 this figure increased to 350. Now "MAZ" vehicles, as well as those produced together with the German company "MAN", "MAZ-MAN", occupy the second position in the Russian market after "KAMAZ". 

However, the absence of unified technical norms and ecological standards, which even now allow businessmen to import into the country second-hand foreign vehicles, is considered a far more significant negative factor for the development of "KAMAZ". Besides, the absence of state ecological standards does not allow the company to re-orient its produce and compete with leading European manufacturers on equal terms. Today all production of "KAMAZ" corresponds to the Euro-2 standard and, as it is reported by the company, in the presence of certain guarantees from the government, full transition to the Euro-3 standard can be carried out in the shortest terms. At the same time even the date of the Euro-2 official coming in force in Russia is constantly postponed and, for today, is quoted as January, 2006. Besides, the general rates of country automobilization considerably outpace those of highways network development, and the mechanism of attracting the private investments in the development of transport infrastructure is only launched by the government now, which will also affect the sales volumes negatively. Thus, the main shareholder of "KAMAZ", the state, conducts inconsistent and inefficient policy that cannot promote further growth of business.



Investor required 

In spite of the fact that the offer to sell the Federal share holding of "KAMAZ" has been submitted for the government approval, the bold initiative was not conceived in the Ministry of Economic Development and Trade, but in the offices of another Federal structure - "Rosimushchestvo" (the Federal Agency of Federal Property Management). For the last few months the "Rosimushchestvo" was criticized by the Cabinet, because the plan of Federal property privatization approved for 2005, is being carried out extremely slowly. Out of 1,462 Federal state unitary enterprises (FGUP) that should have been sold in 2005 only 22 had been sold by the beginning of August. RUR 27 billion was added to the budget as a result of these sales of which RUR 22 billion was made by the means obtained from selling 20% of Magnitogorsk Group of Metallurgical Enterprises shares. 

Obviously, wishing to improve this frustrating state of affairs, "Rosimushchestvo" suggested the Ministry of Economic Development and Trade to include in its plan of privatization for 2006 the sale of more liquid Russian companies state shares packages, including those of OAO "KAMAZ". However, in analysts' opinion, departmental interests of "Rosimushchestvjo" have quite coincided with the position of the Ministry of Industry and Power, who is in charge of motor transportation mechanical engineering. This ministry was more than once criticized by the government, representatives of business and the public for its insufficiently balanced and inconsistent policy in the field of motor industry. As a result, Minpromenergo has supported the offer of "Rosimushchestvo" to sell the Federal package of the "KAMAZ" state shares, which was transferred to the Ministry of Economic Development and Trade of Russia, and some time later the given offer was approved by the government. It is worth noting, that for the main participant of these events - OAO "KAMAZ" - the situation with idea of selling its Federal share holding is more of a blessing than risk to lose the protectionist support of its largest and most powerful shareholder. The company highlights that "KAMAZ" has steady market positions, and the sale of a 34 % shares package will enable to include a strong private investor in the structure of its stockholders. This investor will be able to raise the competitiveness of the company. The same point of view is shared by the Russian government. "It is necessary to help the enterprise with a good dynamics to attract for the re-equipment of their fixed capital", the Minister of Economic Development and Trade of the Russian Federation German Gref said commenting on the government decision on sale the state shares of "KAMAZ".



Who will come? 

Alongside with attempts to predict the further course of events, the latest statement by the Minister of Economic Development and Trade triggered serious reflections on behalf of the analysts about possible global changes in the policy of the state in the sphere of motor industry. Sale of the state share holding into private hands means in itself that the government of Russia now intends more resolutely to search for new ways to regulate the domestic market of truck manufacturing. These will not be reduced to measures of prohibitive nature, including such as the establishment of quotas and high import duties on vehicles of foreign manufacture. On the other hand, consecutive steps in this direction lead to the fact that the package of 267,209,085 "KAMAZ" shares offered for sale in 2006 will probably not be dispersed but leave the auction tenders as one lot. At the same time, it is not excluded that a subject of the Russian Federation - the Republic of Tatarstan - owning now a package of 11.6% shares will want to get a part of "KAMAZ" securities. However, even under the most skeptical of today's forecasts, the share acquired by Tatarstan will not exceed 3.5-5%. Thus, the basic part of the Federal package (not less than 29% of shares) will pass into private hands. It forces to reflect on possible buyers of such significant financial actives. OAO "KAMAZ" offers no comments in this respect, but rumours surrounding the package of 267,209,085 "KAMAZ" shares offered for sale (surely to be one of the largest transactions in 2006) mean that the range of possible buyers is already largely clear. In the opinion of investment experts one of the possible offers can come from "Vneshtorgbank", the largest shareholder of the company, second after the state, which will gain the control package in case it acquires the state shares. However, a possibility of reselling this control package to a third juridical person who will become the strategic investor for "KAMAZ" is not excluded. Neither is it excluded that the buyer of the state share in the authorized capital of the company and the new shareholder of the Russian truck building giant will be one of the European autoconcerns. Besides, a certain interest is shown by the Chinese and Indian manufacturers of motor-vehicles. In any case the sale of the state share holding of OAO "KAMAZ" will hardly get out of control as its development will be observed by the President of Russia Vladimir Putin, who has visited the company's factories and always spoken with satisfaction about its success, including victories in prestigious international competitions won by vehicles of this well-known trade-mark. As reported by observers "KAMAZ" appeals to the Russian President, first of all, with such qualities as constantly growing power, healthy ambitions and aspiration to a deserved success. Therefore there is no reason to doubt that whatever changes may occur in the structure of shareholders, these changes will not become an obstacle for further active development of "KAMAZ", and 2006 will become a new stage on the way to improvement of Russian produced vehicles. 



Gennady Bugrov
    [~DETAIL_TEXT] => The Government of Russia has made the unprecedented decision to sell in 2006 all the shares of ОAО "KAMAZ" which are in Federal property now. In the opinion of the country leaders, it may involve significant financial investments in the leading automobile company of Russia raisingits competitiveness. 



Struggling for a place under the sun

Putting on sales the largest machine-building enterprise in Russian motor transportation branch is going to be a real sensation. Constructed in 1969 in Naberezhnye Chelny, the "KAMAZ" is probably one of the youngest automobile manufacturers in Europe offering such a wide assortment of the produce. Prior to the beginning of the 1990s the factory belonged to the state, however on June, 25th, 1990 by the Decision of Council of Ministers of the USSR a joint-stock company was founded. This decision became a real break in conditions of the USSR planned economy. Today "KAMAZ" is among the first ten manufacturers of heavy trucks and takes the 8-th place in the world according to the volume of diesel engine manufacturing. Divisions, factories and affiliated enterprises, dealing with manufacture, assembling of motor-vehicles and autocomponents, and the ultimate sale of the produce form the united production complex of "KAMAZ". 45.6% of "KAMAZ" shares are in state ownership (34% is in the federal property and 11.16% is in the property of the Tatarstan Republic), the rest belongs to juridical (51.5%) and natural (2.9%) persons.

With Russia's transition to market economy ОAО "KAMAZ" became one of the most dynamically developing Russian companies, actively winning new commodity markets. In 2004 sales in Hungary, Sudan, Slovakia, Serbia, Qatar, Lebanon, India, Bahrain, Pakistan, and Bangladesh were launched. The company highlights that last years' successful marketing policy has allowed to reach the best result for the last decade. Total sales of "KAMAZ" vehicles was over 28 thousand units. At the same time, in analysts' opinion, in 2005, despite a small gain of manufacture volumes according to the first half-year results, it most probably will not be possible to reach the growth rates (about 20% in year) observed in the last few years. Experts link such tendency with promptly coming saturation of the national market in Russia. Not the last role was played in this process by the traditional competitor of "KAMAZ", Belarus company "МAZ". After the fire that happened in 1993 in the automobile engines manufacture factory belonging to "KAMAZ", the produce of "MAZ" had a steadily huge demand in all the CIS for several years, which allowed the Belarus company to strengthen its market positions providing significant inflow of financial assets for the modernization of its manufacture. By 1996 the model row of vehicles offered to the consumer grew up to 150 various modifications, and by 2003 this figure increased to 350. Now "MAZ" vehicles, as well as those produced together with the German company "MAN", "MAZ-MAN", occupy the second position in the Russian market after "KAMAZ". 

However, the absence of unified technical norms and ecological standards, which even now allow businessmen to import into the country second-hand foreign vehicles, is considered a far more significant negative factor for the development of "KAMAZ". Besides, the absence of state ecological standards does not allow the company to re-orient its produce and compete with leading European manufacturers on equal terms. Today all production of "KAMAZ" corresponds to the Euro-2 standard and, as it is reported by the company, in the presence of certain guarantees from the government, full transition to the Euro-3 standard can be carried out in the shortest terms. At the same time even the date of the Euro-2 official coming in force in Russia is constantly postponed and, for today, is quoted as January, 2006. Besides, the general rates of country automobilization considerably outpace those of highways network development, and the mechanism of attracting the private investments in the development of transport infrastructure is only launched by the government now, which will also affect the sales volumes negatively. Thus, the main shareholder of "KAMAZ", the state, conducts inconsistent and inefficient policy that cannot promote further growth of business.



Investor required 

In spite of the fact that the offer to sell the Federal share holding of "KAMAZ" has been submitted for the government approval, the bold initiative was not conceived in the Ministry of Economic Development and Trade, but in the offices of another Federal structure - "Rosimushchestvo" (the Federal Agency of Federal Property Management). For the last few months the "Rosimushchestvo" was criticized by the Cabinet, because the plan of Federal property privatization approved for 2005, is being carried out extremely slowly. Out of 1,462 Federal state unitary enterprises (FGUP) that should have been sold in 2005 only 22 had been sold by the beginning of August. RUR 27 billion was added to the budget as a result of these sales of which RUR 22 billion was made by the means obtained from selling 20% of Magnitogorsk Group of Metallurgical Enterprises shares. 

Obviously, wishing to improve this frustrating state of affairs, "Rosimushchestvo" suggested the Ministry of Economic Development and Trade to include in its plan of privatization for 2006 the sale of more liquid Russian companies state shares packages, including those of OAO "KAMAZ". However, in analysts' opinion, departmental interests of "Rosimushchestvjo" have quite coincided with the position of the Ministry of Industry and Power, who is in charge of motor transportation mechanical engineering. This ministry was more than once criticized by the government, representatives of business and the public for its insufficiently balanced and inconsistent policy in the field of motor industry. As a result, Minpromenergo has supported the offer of "Rosimushchestvo" to sell the Federal package of the "KAMAZ" state shares, which was transferred to the Ministry of Economic Development and Trade of Russia, and some time later the given offer was approved by the government. It is worth noting, that for the main participant of these events - OAO "KAMAZ" - the situation with idea of selling its Federal share holding is more of a blessing than risk to lose the protectionist support of its largest and most powerful shareholder. The company highlights that "KAMAZ" has steady market positions, and the sale of a 34 % shares package will enable to include a strong private investor in the structure of its stockholders. This investor will be able to raise the competitiveness of the company. The same point of view is shared by the Russian government. "It is necessary to help the enterprise with a good dynamics to attract for the re-equipment of their fixed capital", the Minister of Economic Development and Trade of the Russian Federation German Gref said commenting on the government decision on sale the state shares of "KAMAZ".



Who will come? 

Alongside with attempts to predict the further course of events, the latest statement by the Minister of Economic Development and Trade triggered serious reflections on behalf of the analysts about possible global changes in the policy of the state in the sphere of motor industry. Sale of the state share holding into private hands means in itself that the government of Russia now intends more resolutely to search for new ways to regulate the domestic market of truck manufacturing. These will not be reduced to measures of prohibitive nature, including such as the establishment of quotas and high import duties on vehicles of foreign manufacture. On the other hand, consecutive steps in this direction lead to the fact that the package of 267,209,085 "KAMAZ" shares offered for sale in 2006 will probably not be dispersed but leave the auction tenders as one lot. At the same time, it is not excluded that a subject of the Russian Federation - the Republic of Tatarstan - owning now a package of 11.6% shares will want to get a part of "KAMAZ" securities. However, even under the most skeptical of today's forecasts, the share acquired by Tatarstan will not exceed 3.5-5%. Thus, the basic part of the Federal package (not less than 29% of shares) will pass into private hands. It forces to reflect on possible buyers of such significant financial actives. OAO "KAMAZ" offers no comments in this respect, but rumours surrounding the package of 267,209,085 "KAMAZ" shares offered for sale (surely to be one of the largest transactions in 2006) mean that the range of possible buyers is already largely clear. In the opinion of investment experts one of the possible offers can come from "Vneshtorgbank", the largest shareholder of the company, second after the state, which will gain the control package in case it acquires the state shares. However, a possibility of reselling this control package to a third juridical person who will become the strategic investor for "KAMAZ" is not excluded. Neither is it excluded that the buyer of the state share in the authorized capital of the company and the new shareholder of the Russian truck building giant will be one of the European autoconcerns. Besides, a certain interest is shown by the Chinese and Indian manufacturers of motor-vehicles. In any case the sale of the state share holding of OAO "KAMAZ" will hardly get out of control as its development will be observed by the President of Russia Vladimir Putin, who has visited the company's factories and always spoken with satisfaction about its success, including victories in prestigious international competitions won by vehicles of this well-known trade-mark. As reported by observers "KAMAZ" appeals to the Russian President, first of all, with such qualities as constantly growing power, healthy ambitions and aspiration to a deserved success. Therefore there is no reason to doubt that whatever changes may occur in the structure of shareholders, these changes will not become an obstacle for further active development of "KAMAZ", and 2006 will become a new stage on the way to improvement of Russian produced vehicles. 



Gennady Bugrov
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    [DETAIL_TEXT] => The Government of Russia has made the unprecedented decision to sell in 2006 all the shares of ОAО "KAMAZ" which are in Federal property now. In the opinion of the country leaders, it may involve significant financial investments in the leading automobile company of Russia raisingits competitiveness. 



Struggling for a place under the sun

Putting on sales the largest machine-building enterprise in Russian motor transportation branch is going to be a real sensation. Constructed in 1969 in Naberezhnye Chelny, the "KAMAZ" is probably one of the youngest automobile manufacturers in Europe offering such a wide assortment of the produce. Prior to the beginning of the 1990s the factory belonged to the state, however on June, 25th, 1990 by the Decision of Council of Ministers of the USSR a joint-stock company was founded. This decision became a real break in conditions of the USSR planned economy. Today "KAMAZ" is among the first ten manufacturers of heavy trucks and takes the 8-th place in the world according to the volume of diesel engine manufacturing. Divisions, factories and affiliated enterprises, dealing with manufacture, assembling of motor-vehicles and autocomponents, and the ultimate sale of the produce form the united production complex of "KAMAZ". 45.6% of "KAMAZ" shares are in state ownership (34% is in the federal property and 11.16% is in the property of the Tatarstan Republic), the rest belongs to juridical (51.5%) and natural (2.9%) persons.

With Russia's transition to market economy ОAО "KAMAZ" became one of the most dynamically developing Russian companies, actively winning new commodity markets. In 2004 sales in Hungary, Sudan, Slovakia, Serbia, Qatar, Lebanon, India, Bahrain, Pakistan, and Bangladesh were launched. The company highlights that last years' successful marketing policy has allowed to reach the best result for the last decade. Total sales of "KAMAZ" vehicles was over 28 thousand units. At the same time, in analysts' opinion, in 2005, despite a small gain of manufacture volumes according to the first half-year results, it most probably will not be possible to reach the growth rates (about 20% in year) observed in the last few years. Experts link such tendency with promptly coming saturation of the national market in Russia. Not the last role was played in this process by the traditional competitor of "KAMAZ", Belarus company "МAZ". After the fire that happened in 1993 in the automobile engines manufacture factory belonging to "KAMAZ", the produce of "MAZ" had a steadily huge demand in all the CIS for several years, which allowed the Belarus company to strengthen its market positions providing significant inflow of financial assets for the modernization of its manufacture. By 1996 the model row of vehicles offered to the consumer grew up to 150 various modifications, and by 2003 this figure increased to 350. Now "MAZ" vehicles, as well as those produced together with the German company "MAN", "MAZ-MAN", occupy the second position in the Russian market after "KAMAZ". 

However, the absence of unified technical norms and ecological standards, which even now allow businessmen to import into the country second-hand foreign vehicles, is considered a far more significant negative factor for the development of "KAMAZ". Besides, the absence of state ecological standards does not allow the company to re-orient its produce and compete with leading European manufacturers on equal terms. Today all production of "KAMAZ" corresponds to the Euro-2 standard and, as it is reported by the company, in the presence of certain guarantees from the government, full transition to the Euro-3 standard can be carried out in the shortest terms. At the same time even the date of the Euro-2 official coming in force in Russia is constantly postponed and, for today, is quoted as January, 2006. Besides, the general rates of country automobilization considerably outpace those of highways network development, and the mechanism of attracting the private investments in the development of transport infrastructure is only launched by the government now, which will also affect the sales volumes negatively. Thus, the main shareholder of "KAMAZ", the state, conducts inconsistent and inefficient policy that cannot promote further growth of business.



Investor required 

In spite of the fact that the offer to sell the Federal share holding of "KAMAZ" has been submitted for the government approval, the bold initiative was not conceived in the Ministry of Economic Development and Trade, but in the offices of another Federal structure - "Rosimushchestvo" (the Federal Agency of Federal Property Management). For the last few months the "Rosimushchestvo" was criticized by the Cabinet, because the plan of Federal property privatization approved for 2005, is being carried out extremely slowly. Out of 1,462 Federal state unitary enterprises (FGUP) that should have been sold in 2005 only 22 had been sold by the beginning of August. RUR 27 billion was added to the budget as a result of these sales of which RUR 22 billion was made by the means obtained from selling 20% of Magnitogorsk Group of Metallurgical Enterprises shares. 

Obviously, wishing to improve this frustrating state of affairs, "Rosimushchestvo" suggested the Ministry of Economic Development and Trade to include in its plan of privatization for 2006 the sale of more liquid Russian companies state shares packages, including those of OAO "KAMAZ". However, in analysts' opinion, departmental interests of "Rosimushchestvjo" have quite coincided with the position of the Ministry of Industry and Power, who is in charge of motor transportation mechanical engineering. This ministry was more than once criticized by the government, representatives of business and the public for its insufficiently balanced and inconsistent policy in the field of motor industry. As a result, Minpromenergo has supported the offer of "Rosimushchestvo" to sell the Federal package of the "KAMAZ" state shares, which was transferred to the Ministry of Economic Development and Trade of Russia, and some time later the given offer was approved by the government. It is worth noting, that for the main participant of these events - OAO "KAMAZ" - the situation with idea of selling its Federal share holding is more of a blessing than risk to lose the protectionist support of its largest and most powerful shareholder. The company highlights that "KAMAZ" has steady market positions, and the sale of a 34 % shares package will enable to include a strong private investor in the structure of its stockholders. This investor will be able to raise the competitiveness of the company. The same point of view is shared by the Russian government. "It is necessary to help the enterprise with a good dynamics to attract for the re-equipment of their fixed capital", the Minister of Economic Development and Trade of the Russian Federation German Gref said commenting on the government decision on sale the state shares of "KAMAZ".



Who will come? 

Alongside with attempts to predict the further course of events, the latest statement by the Minister of Economic Development and Trade triggered serious reflections on behalf of the analysts about possible global changes in the policy of the state in the sphere of motor industry. Sale of the state share holding into private hands means in itself that the government of Russia now intends more resolutely to search for new ways to regulate the domestic market of truck manufacturing. These will not be reduced to measures of prohibitive nature, including such as the establishment of quotas and high import duties on vehicles of foreign manufacture. On the other hand, consecutive steps in this direction lead to the fact that the package of 267,209,085 "KAMAZ" shares offered for sale in 2006 will probably not be dispersed but leave the auction tenders as one lot. At the same time, it is not excluded that a subject of the Russian Federation - the Republic of Tatarstan - owning now a package of 11.6% shares will want to get a part of "KAMAZ" securities. However, even under the most skeptical of today's forecasts, the share acquired by Tatarstan will not exceed 3.5-5%. Thus, the basic part of the Federal package (not less than 29% of shares) will pass into private hands. It forces to reflect on possible buyers of such significant financial actives. OAO "KAMAZ" offers no comments in this respect, but rumours surrounding the package of 267,209,085 "KAMAZ" shares offered for sale (surely to be one of the largest transactions in 2006) mean that the range of possible buyers is already largely clear. In the opinion of investment experts one of the possible offers can come from "Vneshtorgbank", the largest shareholder of the company, second after the state, which will gain the control package in case it acquires the state shares. However, a possibility of reselling this control package to a third juridical person who will become the strategic investor for "KAMAZ" is not excluded. Neither is it excluded that the buyer of the state share in the authorized capital of the company and the new shareholder of the Russian truck building giant will be one of the European autoconcerns. Besides, a certain interest is shown by the Chinese and Indian manufacturers of motor-vehicles. In any case the sale of the state share holding of OAO "KAMAZ" will hardly get out of control as its development will be observed by the President of Russia Vladimir Putin, who has visited the company's factories and always spoken with satisfaction about its success, including victories in prestigious international competitions won by vehicles of this well-known trade-mark. As reported by observers "KAMAZ" appeals to the Russian President, first of all, with such qualities as constantly growing power, healthy ambitions and aspiration to a deserved success. Therefore there is no reason to doubt that whatever changes may occur in the structure of shareholders, these changes will not become an obstacle for further active development of "KAMAZ", and 2006 will become a new stage on the way to improvement of Russian produced vehicles. 



Gennady Bugrov
    [~DETAIL_TEXT] => The Government of Russia has made the unprecedented decision to sell in 2006 all the shares of ОAО "KAMAZ" which are in Federal property now. In the opinion of the country leaders, it may involve significant financial investments in the leading automobile company of Russia raisingits competitiveness. 



Struggling for a place under the sun

Putting on sales the largest machine-building enterprise in Russian motor transportation branch is going to be a real sensation. Constructed in 1969 in Naberezhnye Chelny, the "KAMAZ" is probably one of the youngest automobile manufacturers in Europe offering such a wide assortment of the produce. Prior to the beginning of the 1990s the factory belonged to the state, however on June, 25th, 1990 by the Decision of Council of Ministers of the USSR a joint-stock company was founded. This decision became a real break in conditions of the USSR planned economy. Today "KAMAZ" is among the first ten manufacturers of heavy trucks and takes the 8-th place in the world according to the volume of diesel engine manufacturing. Divisions, factories and affiliated enterprises, dealing with manufacture, assembling of motor-vehicles and autocomponents, and the ultimate sale of the produce form the united production complex of "KAMAZ". 45.6% of "KAMAZ" shares are in state ownership (34% is in the federal property and 11.16% is in the property of the Tatarstan Republic), the rest belongs to juridical (51.5%) and natural (2.9%) persons.

With Russia's transition to market economy ОAО "KAMAZ" became one of the most dynamically developing Russian companies, actively winning new commodity markets. In 2004 sales in Hungary, Sudan, Slovakia, Serbia, Qatar, Lebanon, India, Bahrain, Pakistan, and Bangladesh were launched. The company highlights that last years' successful marketing policy has allowed to reach the best result for the last decade. Total sales of "KAMAZ" vehicles was over 28 thousand units. At the same time, in analysts' opinion, in 2005, despite a small gain of manufacture volumes according to the first half-year results, it most probably will not be possible to reach the growth rates (about 20% in year) observed in the last few years. Experts link such tendency with promptly coming saturation of the national market in Russia. Not the last role was played in this process by the traditional competitor of "KAMAZ", Belarus company "МAZ". After the fire that happened in 1993 in the automobile engines manufacture factory belonging to "KAMAZ", the produce of "MAZ" had a steadily huge demand in all the CIS for several years, which allowed the Belarus company to strengthen its market positions providing significant inflow of financial assets for the modernization of its manufacture. By 1996 the model row of vehicles offered to the consumer grew up to 150 various modifications, and by 2003 this figure increased to 350. Now "MAZ" vehicles, as well as those produced together with the German company "MAN", "MAZ-MAN", occupy the second position in the Russian market after "KAMAZ". 

However, the absence of unified technical norms and ecological standards, which even now allow businessmen to import into the country second-hand foreign vehicles, is considered a far more significant negative factor for the development of "KAMAZ". Besides, the absence of state ecological standards does not allow the company to re-orient its produce and compete with leading European manufacturers on equal terms. Today all production of "KAMAZ" corresponds to the Euro-2 standard and, as it is reported by the company, in the presence of certain guarantees from the government, full transition to the Euro-3 standard can be carried out in the shortest terms. At the same time even the date of the Euro-2 official coming in force in Russia is constantly postponed and, for today, is quoted as January, 2006. Besides, the general rates of country automobilization considerably outpace those of highways network development, and the mechanism of attracting the private investments in the development of transport infrastructure is only launched by the government now, which will also affect the sales volumes negatively. Thus, the main shareholder of "KAMAZ", the state, conducts inconsistent and inefficient policy that cannot promote further growth of business.



Investor required 

In spite of the fact that the offer to sell the Federal share holding of "KAMAZ" has been submitted for the government approval, the bold initiative was not conceived in the Ministry of Economic Development and Trade, but in the offices of another Federal structure - "Rosimushchestvo" (the Federal Agency of Federal Property Management). For the last few months the "Rosimushchestvo" was criticized by the Cabinet, because the plan of Federal property privatization approved for 2005, is being carried out extremely slowly. Out of 1,462 Federal state unitary enterprises (FGUP) that should have been sold in 2005 only 22 had been sold by the beginning of August. RUR 27 billion was added to the budget as a result of these sales of which RUR 22 billion was made by the means obtained from selling 20% of Magnitogorsk Group of Metallurgical Enterprises shares. 

Obviously, wishing to improve this frustrating state of affairs, "Rosimushchestvo" suggested the Ministry of Economic Development and Trade to include in its plan of privatization for 2006 the sale of more liquid Russian companies state shares packages, including those of OAO "KAMAZ". However, in analysts' opinion, departmental interests of "Rosimushchestvjo" have quite coincided with the position of the Ministry of Industry and Power, who is in charge of motor transportation mechanical engineering. This ministry was more than once criticized by the government, representatives of business and the public for its insufficiently balanced and inconsistent policy in the field of motor industry. As a result, Minpromenergo has supported the offer of "Rosimushchestvo" to sell the Federal package of the "KAMAZ" state shares, which was transferred to the Ministry of Economic Development and Trade of Russia, and some time later the given offer was approved by the government. It is worth noting, that for the main participant of these events - OAO "KAMAZ" - the situation with idea of selling its Federal share holding is more of a blessing than risk to lose the protectionist support of its largest and most powerful shareholder. The company highlights that "KAMAZ" has steady market positions, and the sale of a 34 % shares package will enable to include a strong private investor in the structure of its stockholders. This investor will be able to raise the competitiveness of the company. The same point of view is shared by the Russian government. "It is necessary to help the enterprise with a good dynamics to attract for the re-equipment of their fixed capital", the Minister of Economic Development and Trade of the Russian Federation German Gref said commenting on the government decision on sale the state shares of "KAMAZ".



Who will come? 

Alongside with attempts to predict the further course of events, the latest statement by the Minister of Economic Development and Trade triggered serious reflections on behalf of the analysts about possible global changes in the policy of the state in the sphere of motor industry. Sale of the state share holding into private hands means in itself that the government of Russia now intends more resolutely to search for new ways to regulate the domestic market of truck manufacturing. These will not be reduced to measures of prohibitive nature, including such as the establishment of quotas and high import duties on vehicles of foreign manufacture. On the other hand, consecutive steps in this direction lead to the fact that the package of 267,209,085 "KAMAZ" shares offered for sale in 2006 will probably not be dispersed but leave the auction tenders as one lot. At the same time, it is not excluded that a subject of the Russian Federation - the Republic of Tatarstan - owning now a package of 11.6% shares will want to get a part of "KAMAZ" securities. However, even under the most skeptical of today's forecasts, the share acquired by Tatarstan will not exceed 3.5-5%. Thus, the basic part of the Federal package (not less than 29% of shares) will pass into private hands. It forces to reflect on possible buyers of such significant financial actives. OAO "KAMAZ" offers no comments in this respect, but rumours surrounding the package of 267,209,085 "KAMAZ" shares offered for sale (surely to be one of the largest transactions in 2006) mean that the range of possible buyers is already largely clear. In the opinion of investment experts one of the possible offers can come from "Vneshtorgbank", the largest shareholder of the company, second after the state, which will gain the control package in case it acquires the state shares. However, a possibility of reselling this control package to a third juridical person who will become the strategic investor for "KAMAZ" is not excluded. Neither is it excluded that the buyer of the state share in the authorized capital of the company and the new shareholder of the Russian truck building giant will be one of the European autoconcerns. Besides, a certain interest is shown by the Chinese and Indian manufacturers of motor-vehicles. In any case the sale of the state share holding of OAO "KAMAZ" will hardly get out of control as its development will be observed by the President of Russia Vladimir Putin, who has visited the company's factories and always spoken with satisfaction about its success, including victories in prestigious international competitions won by vehicles of this well-known trade-mark. As reported by observers "KAMAZ" appeals to the Russian President, first of all, with such qualities as constantly growing power, healthy ambitions and aspiration to a deserved success. Therefore there is no reason to doubt that whatever changes may occur in the structure of shareholders, these changes will not become an obstacle for further active development of "KAMAZ", and 2006 will become a new stage on the way to improvement of Russian produced vehicles. 



Gennady Bugrov
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    [DETAIL_TEXT] => On June 9, OAO RZD and "Transmasholding" JSC signed an Agreement with a separate unit dedicated to the project of high-speed transportation launch in Russia  implemented by OAO RZD together with Siemens and "Transport Systems" JSC. As a manufacturing base for high-speed trains production "Demikhovsky mechanical engineering works" JSC was chosen, where ICE ("Intercity-express") carriages will be produced. Another "Transmasholding" enterprise "Tver carriage building works" JSC will start development and manufacturing of 200km/h trains. 



Wide  Choice but No Alternative 

The project is of special importance for both sides. Siemens corporation has all the chances to strengthen its positions in the promising market of Russia and the CIS countries' machine engineering. Under the assistance of such a respectable and competent partner OAO RZD will implement its strategy of high-speed transportation development in Russia. This project's perspective isn't restricted to the widely-discussed Moscow-Saint-Petersburg route launch. More directions, such as Moscow-Kiev, Moscow-Nizhnyi Novgorod, Omsk-Novosibirsk etc., are going to be developed. Strictly speaking, it is the first step on the way to the implementation of Russia's new transportation philosophy.

Russia's choice of Siemens was determined by certain factors. Firstly, this company is an indisputable leader in high-speed transportation. The company developed an ICE 3 high-speed train for Deutche Bahn capable to operate at the speed of 300 km/h. Siemens is the developer of the high-speed project between the airport of Heathrow in London and Paddington railway station in the center of the city. In general, the list of the company's  remarkable projects is endless. Secondly, Siemens has been successfully working in Russia for already 150 years. This applies to different areas and includes transport machinery construction and transport technologies. The third key lies in political psychology. Our countries and railways relations are known to be as particularly warm and confiding. 



60 trains for RZD 

The contract to be signed between ОАО RZD and Siemens AG at the end of the year envisages construction of 60 high-speed trains for the Russian railways. Ten trains are destined for the Moscow-Saint-Petersburg route, forty others will be employed on other railway lines. According to preliminary data, the project totals to RUR 50 bn; RUR 10 bn is reserved for rolling stock manufacturing for the Moscow-Saint-Petersburg line. By the end of 2007, the fourth train will have been produced and 2009 is to become the year of such trains serial manufacturing. 

As mentioned above, Siemens is ready to transfer its technologies to Russia to assist the manufacture of trains independently in our country on the basis of the currently established joint-stock company with local partners attraction. The project is considered as a unique one due to production localization in Russia. In OAO RZD's opinion, the level of such localization in 2007-2008 will amount to 30% and increase to 70% by 2015, when the whole range of completing procedures is implemented at the expense of the Russian providers, excluding the most complicated electronic devices. However, Siemens representatives are more reserved in their forecasts and refuse to quote any figures yet. 



Attracting technology 

After having held a contest Siemens chose "Transmasholding" JSC as their major partner. As a base for high-speed trains construction "Demikhovsky machinery works" JSC was taken. One more "Transmasholding" enterprise - "Tver carriage building works" will be involved into serial carriages of 200 km/h manufacturing. 

"If we are not hindered, in 3-4 years we'll reach the European level of carriage building, whereas developing the manufacture based exceptionally on our own resources would take us about 7 years", Vladimir Savin, "Tver carriage building works" JSC CEO, noted while commenting on the Agreement signed on June 9. 

According to "Transmasholding", the next step of the project's unfolding is to establish a joint-stock company with controlling interest owned by the Russian side. Also, it is planned to attract other "Transmasholding" enterprises into the project. Thus, on June 6 "Transmasholding" joined its assets in passenger carriage building and established the "Unified carriage building company ТMH" which will take a course on multi-profile holding development. This agreement confirmed the intentions of the Russian side to attract Siemens technologies and increase the Russian share of spare parts production up to 70% by 2010. 



Where money comes from 

Quite a natural question to ask is where the money for the project comes from. The Moscow-Saint-Petersburg line is planned to return investment in nine years, under condition that their volume amounts to RUR 24.8 bn. ОАО RZD claims it is going to cope with the line's infrastructure renovation itself, having invested RUR 15 bn. from the above-mentioned sum into it. 

Speaking of rolling stock purchase, there are no clear strategies of the project financing yet. However, experts consider two basic versions. OAO RZD finances the project using different strategies, including the attraction of loans, such as the World Bank for Reconstruction and Development credits. The state budget participation is a combined version. Private investment attraction is improbable due to certain imperfection of the Russian legislative base.

The state budget participation is quite favorable, the more so that in 2007 the totally state controlled Federal Passenger Company will have been formed. In terms of reorganization this company will be independent of the corporation. It is quite logical to suppose the whole passenger complex, including passenger service, will be transferred to its balance, as well as the responsibility to develop passenger service high-speed transportation. And there is no logic at all if OAO RZD finances trains production for an independent company. It seems unreal to solve the problem without any state participation at the stage of contract preparation. 



Summing Up 

This project gives a chance to make up for the lost time in high-speed transportation in Russia. If the process goes well, Siemens is unlikely to stay a monopolist and dominate the market. As soon as foreign companies realise that the Russians are ready for large-scaled projects, more partners will come to the market. Russian businessmen will also be able to participate in them. That will bring new dynamics in that will involve new technologies and higher speeds. 



Alexander Retyunin, German Nutels, Olesya Angelova

    [~DETAIL_TEXT] => On June 9, OAO RZD and "Transmasholding" JSC signed an Agreement with a separate unit dedicated to the project of high-speed transportation launch in Russia  implemented by OAO RZD together with Siemens and "Transport Systems" JSC. As a manufacturing base for high-speed trains production "Demikhovsky mechanical engineering works" JSC was chosen, where ICE ("Intercity-express") carriages will be produced. Another "Transmasholding" enterprise "Tver carriage building works" JSC will start development and manufacturing of 200km/h trains. 



Wide  Choice but No Alternative 

The project is of special importance for both sides. Siemens corporation has all the chances to strengthen its positions in the promising market of Russia and the CIS countries' machine engineering. Under the assistance of such a respectable and competent partner OAO RZD will implement its strategy of high-speed transportation development in Russia. This project's perspective isn't restricted to the widely-discussed Moscow-Saint-Petersburg route launch. More directions, such as Moscow-Kiev, Moscow-Nizhnyi Novgorod, Omsk-Novosibirsk etc., are going to be developed. Strictly speaking, it is the first step on the way to the implementation of Russia's new transportation philosophy.

Russia's choice of Siemens was determined by certain factors. Firstly, this company is an indisputable leader in high-speed transportation. The company developed an ICE 3 high-speed train for Deutche Bahn capable to operate at the speed of 300 km/h. Siemens is the developer of the high-speed project between the airport of Heathrow in London and Paddington railway station in the center of the city. In general, the list of the company's  remarkable projects is endless. Secondly, Siemens has been successfully working in Russia for already 150 years. This applies to different areas and includes transport machinery construction and transport technologies. The third key lies in political psychology. Our countries and railways relations are known to be as particularly warm and confiding. 



60 trains for RZD 

The contract to be signed between ОАО RZD and Siemens AG at the end of the year envisages construction of 60 high-speed trains for the Russian railways. Ten trains are destined for the Moscow-Saint-Petersburg route, forty others will be employed on other railway lines. According to preliminary data, the project totals to RUR 50 bn; RUR 10 bn is reserved for rolling stock manufacturing for the Moscow-Saint-Petersburg line. By the end of 2007, the fourth train will have been produced and 2009 is to become the year of such trains serial manufacturing. 

As mentioned above, Siemens is ready to transfer its technologies to Russia to assist the manufacture of trains independently in our country on the basis of the currently established joint-stock company with local partners attraction. The project is considered as a unique one due to production localization in Russia. In OAO RZD's opinion, the level of such localization in 2007-2008 will amount to 30% and increase to 70% by 2015, when the whole range of completing procedures is implemented at the expense of the Russian providers, excluding the most complicated electronic devices. However, Siemens representatives are more reserved in their forecasts and refuse to quote any figures yet. 



Attracting technology 

After having held a contest Siemens chose "Transmasholding" JSC as their major partner. As a base for high-speed trains construction "Demikhovsky machinery works" JSC was taken. One more "Transmasholding" enterprise - "Tver carriage building works" will be involved into serial carriages of 200 km/h manufacturing. 

"If we are not hindered, in 3-4 years we'll reach the European level of carriage building, whereas developing the manufacture based exceptionally on our own resources would take us about 7 years", Vladimir Savin, "Tver carriage building works" JSC CEO, noted while commenting on the Agreement signed on June 9. 

According to "Transmasholding", the next step of the project's unfolding is to establish a joint-stock company with controlling interest owned by the Russian side. Also, it is planned to attract other "Transmasholding" enterprises into the project. Thus, on June 6 "Transmasholding" joined its assets in passenger carriage building and established the "Unified carriage building company ТMH" which will take a course on multi-profile holding development. This agreement confirmed the intentions of the Russian side to attract Siemens technologies and increase the Russian share of spare parts production up to 70% by 2010. 



Where money comes from 

Quite a natural question to ask is where the money for the project comes from. The Moscow-Saint-Petersburg line is planned to return investment in nine years, under condition that their volume amounts to RUR 24.8 bn. ОАО RZD claims it is going to cope with the line's infrastructure renovation itself, having invested RUR 15 bn. from the above-mentioned sum into it. 

Speaking of rolling stock purchase, there are no clear strategies of the project financing yet. However, experts consider two basic versions. OAO RZD finances the project using different strategies, including the attraction of loans, such as the World Bank for Reconstruction and Development credits. The state budget participation is a combined version. Private investment attraction is improbable due to certain imperfection of the Russian legislative base.

The state budget participation is quite favorable, the more so that in 2007 the totally state controlled Federal Passenger Company will have been formed. In terms of reorganization this company will be independent of the corporation. It is quite logical to suppose the whole passenger complex, including passenger service, will be transferred to its balance, as well as the responsibility to develop passenger service high-speed transportation. And there is no logic at all if OAO RZD finances trains production for an independent company. It seems unreal to solve the problem without any state participation at the stage of contract preparation. 



Summing Up 

This project gives a chance to make up for the lost time in high-speed transportation in Russia. If the process goes well, Siemens is unlikely to stay a monopolist and dominate the market. As soon as foreign companies realise that the Russians are ready for large-scaled projects, more partners will come to the market. Russian businessmen will also be able to participate in them. That will bring new dynamics in that will involve new technologies and higher speeds. 



Alexander Retyunin, German Nutels, Olesya Angelova

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    [DETAIL_TEXT] => On June 9, OAO RZD and "Transmasholding" JSC signed an Agreement with a separate unit dedicated to the project of high-speed transportation launch in Russia  implemented by OAO RZD together with Siemens and "Transport Systems" JSC. As a manufacturing base for high-speed trains production "Demikhovsky mechanical engineering works" JSC was chosen, where ICE ("Intercity-express") carriages will be produced. Another "Transmasholding" enterprise "Tver carriage building works" JSC will start development and manufacturing of 200km/h trains. 



Wide  Choice but No Alternative 

The project is of special importance for both sides. Siemens corporation has all the chances to strengthen its positions in the promising market of Russia and the CIS countries' machine engineering. Under the assistance of such a respectable and competent partner OAO RZD will implement its strategy of high-speed transportation development in Russia. This project's perspective isn't restricted to the widely-discussed Moscow-Saint-Petersburg route launch. More directions, such as Moscow-Kiev, Moscow-Nizhnyi Novgorod, Omsk-Novosibirsk etc., are going to be developed. Strictly speaking, it is the first step on the way to the implementation of Russia's new transportation philosophy.

Russia's choice of Siemens was determined by certain factors. Firstly, this company is an indisputable leader in high-speed transportation. The company developed an ICE 3 high-speed train for Deutche Bahn capable to operate at the speed of 300 km/h. Siemens is the developer of the high-speed project between the airport of Heathrow in London and Paddington railway station in the center of the city. In general, the list of the company's  remarkable projects is endless. Secondly, Siemens has been successfully working in Russia for already 150 years. This applies to different areas and includes transport machinery construction and transport technologies. The third key lies in political psychology. Our countries and railways relations are known to be as particularly warm and confiding. 



60 trains for RZD 

The contract to be signed between ОАО RZD and Siemens AG at the end of the year envisages construction of 60 high-speed trains for the Russian railways. Ten trains are destined for the Moscow-Saint-Petersburg route, forty others will be employed on other railway lines. According to preliminary data, the project totals to RUR 50 bn; RUR 10 bn is reserved for rolling stock manufacturing for the Moscow-Saint-Petersburg line. By the end of 2007, the fourth train will have been produced and 2009 is to become the year of such trains serial manufacturing. 

As mentioned above, Siemens is ready to transfer its technologies to Russia to assist the manufacture of trains independently in our country on the basis of the currently established joint-stock company with local partners attraction. The project is considered as a unique one due to production localization in Russia. In OAO RZD's opinion, the level of such localization in 2007-2008 will amount to 30% and increase to 70% by 2015, when the whole range of completing procedures is implemented at the expense of the Russian providers, excluding the most complicated electronic devices. However, Siemens representatives are more reserved in their forecasts and refuse to quote any figures yet. 



Attracting technology 

After having held a contest Siemens chose "Transmasholding" JSC as their major partner. As a base for high-speed trains construction "Demikhovsky machinery works" JSC was taken. One more "Transmasholding" enterprise - "Tver carriage building works" will be involved into serial carriages of 200 km/h manufacturing. 

"If we are not hindered, in 3-4 years we'll reach the European level of carriage building, whereas developing the manufacture based exceptionally on our own resources would take us about 7 years", Vladimir Savin, "Tver carriage building works" JSC CEO, noted while commenting on the Agreement signed on June 9. 

According to "Transmasholding", the next step of the project's unfolding is to establish a joint-stock company with controlling interest owned by the Russian side. Also, it is planned to attract other "Transmasholding" enterprises into the project. Thus, on June 6 "Transmasholding" joined its assets in passenger carriage building and established the "Unified carriage building company ТMH" which will take a course on multi-profile holding development. This agreement confirmed the intentions of the Russian side to attract Siemens technologies and increase the Russian share of spare parts production up to 70% by 2010. 



Where money comes from 

Quite a natural question to ask is where the money for the project comes from. The Moscow-Saint-Petersburg line is planned to return investment in nine years, under condition that their volume amounts to RUR 24.8 bn. ОАО RZD claims it is going to cope with the line's infrastructure renovation itself, having invested RUR 15 bn. from the above-mentioned sum into it. 

Speaking of rolling stock purchase, there are no clear strategies of the project financing yet. However, experts consider two basic versions. OAO RZD finances the project using different strategies, including the attraction of loans, such as the World Bank for Reconstruction and Development credits. The state budget participation is a combined version. Private investment attraction is improbable due to certain imperfection of the Russian legislative base.

The state budget participation is quite favorable, the more so that in 2007 the totally state controlled Federal Passenger Company will have been formed. In terms of reorganization this company will be independent of the corporation. It is quite logical to suppose the whole passenger complex, including passenger service, will be transferred to its balance, as well as the responsibility to develop passenger service high-speed transportation. And there is no logic at all if OAO RZD finances trains production for an independent company. It seems unreal to solve the problem without any state participation at the stage of contract preparation. 



Summing Up 

This project gives a chance to make up for the lost time in high-speed transportation in Russia. If the process goes well, Siemens is unlikely to stay a monopolist and dominate the market. As soon as foreign companies realise that the Russians are ready for large-scaled projects, more partners will come to the market. Russian businessmen will also be able to participate in them. That will bring new dynamics in that will involve new technologies and higher speeds. 



Alexander Retyunin, German Nutels, Olesya Angelova

    [~DETAIL_TEXT] => On June 9, OAO RZD and "Transmasholding" JSC signed an Agreement with a separate unit dedicated to the project of high-speed transportation launch in Russia  implemented by OAO RZD together with Siemens and "Transport Systems" JSC. As a manufacturing base for high-speed trains production "Demikhovsky mechanical engineering works" JSC was chosen, where ICE ("Intercity-express") carriages will be produced. Another "Transmasholding" enterprise "Tver carriage building works" JSC will start development and manufacturing of 200km/h trains. 



Wide  Choice but No Alternative 

The project is of special importance for both sides. Siemens corporation has all the chances to strengthen its positions in the promising market of Russia and the CIS countries' machine engineering. Under the assistance of such a respectable and competent partner OAO RZD will implement its strategy of high-speed transportation development in Russia. This project's perspective isn't restricted to the widely-discussed Moscow-Saint-Petersburg route launch. More directions, such as Moscow-Kiev, Moscow-Nizhnyi Novgorod, Omsk-Novosibirsk etc., are going to be developed. Strictly speaking, it is the first step on the way to the implementation of Russia's new transportation philosophy.

Russia's choice of Siemens was determined by certain factors. Firstly, this company is an indisputable leader in high-speed transportation. The company developed an ICE 3 high-speed train for Deutche Bahn capable to operate at the speed of 300 km/h. Siemens is the developer of the high-speed project between the airport of Heathrow in London and Paddington railway station in the center of the city. In general, the list of the company's  remarkable projects is endless. Secondly, Siemens has been successfully working in Russia for already 150 years. This applies to different areas and includes transport machinery construction and transport technologies. The third key lies in political psychology. Our countries and railways relations are known to be as particularly warm and confiding. 



60 trains for RZD 

The contract to be signed between ОАО RZD and Siemens AG at the end of the year envisages construction of 60 high-speed trains for the Russian railways. Ten trains are destined for the Moscow-Saint-Petersburg route, forty others will be employed on other railway lines. According to preliminary data, the project totals to RUR 50 bn; RUR 10 bn is reserved for rolling stock manufacturing for the Moscow-Saint-Petersburg line. By the end of 2007, the fourth train will have been produced and 2009 is to become the year of such trains serial manufacturing. 

As mentioned above, Siemens is ready to transfer its technologies to Russia to assist the manufacture of trains independently in our country on the basis of the currently established joint-stock company with local partners attraction. The project is considered as a unique one due to production localization in Russia. In OAO RZD's opinion, the level of such localization in 2007-2008 will amount to 30% and increase to 70% by 2015, when the whole range of completing procedures is implemented at the expense of the Russian providers, excluding the most complicated electronic devices. However, Siemens representatives are more reserved in their forecasts and refuse to quote any figures yet. 



Attracting technology 

After having held a contest Siemens chose "Transmasholding" JSC as their major partner. As a base for high-speed trains construction "Demikhovsky machinery works" JSC was taken. One more "Transmasholding" enterprise - "Tver carriage building works" will be involved into serial carriages of 200 km/h manufacturing. 

"If we are not hindered, in 3-4 years we'll reach the European level of carriage building, whereas developing the manufacture based exceptionally on our own resources would take us about 7 years", Vladimir Savin, "Tver carriage building works" JSC CEO, noted while commenting on the Agreement signed on June 9. 

According to "Transmasholding", the next step of the project's unfolding is to establish a joint-stock company with controlling interest owned by the Russian side. Also, it is planned to attract other "Transmasholding" enterprises into the project. Thus, on June 6 "Transmasholding" joined its assets in passenger carriage building and established the "Unified carriage building company ТMH" which will take a course on multi-profile holding development. This agreement confirmed the intentions of the Russian side to attract Siemens technologies and increase the Russian share of spare parts production up to 70% by 2010. 



Where money comes from 

Quite a natural question to ask is where the money for the project comes from. The Moscow-Saint-Petersburg line is planned to return investment in nine years, under condition that their volume amounts to RUR 24.8 bn. ОАО RZD claims it is going to cope with the line's infrastructure renovation itself, having invested RUR 15 bn. from the above-mentioned sum into it. 

Speaking of rolling stock purchase, there are no clear strategies of the project financing yet. However, experts consider two basic versions. OAO RZD finances the project using different strategies, including the attraction of loans, such as the World Bank for Reconstruction and Development credits. The state budget participation is a combined version. Private investment attraction is improbable due to certain imperfection of the Russian legislative base.

The state budget participation is quite favorable, the more so that in 2007 the totally state controlled Federal Passenger Company will have been formed. In terms of reorganization this company will be independent of the corporation. It is quite logical to suppose the whole passenger complex, including passenger service, will be transferred to its balance, as well as the responsibility to develop passenger service high-speed transportation. And there is no logic at all if OAO RZD finances trains production for an independent company. It seems unreal to solve the problem without any state participation at the stage of contract preparation. 



Summing Up 

This project gives a chance to make up for the lost time in high-speed transportation in Russia. If the process goes well, Siemens is unlikely to stay a monopolist and dominate the market. As soon as foreign companies realise that the Russians are ready for large-scaled projects, more partners will come to the market. Russian businessmen will also be able to participate in them. That will bring new dynamics in that will involve new technologies and higher speeds. 



Alexander Retyunin, German Nutels, Olesya Angelova

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    [DETAIL_TEXT] => The Brunswick group has been working in the Russian market for more than twelve years. Today, its main business is Brunswick Rail Leasing, which offers long-term operating leases of rail freight wagons. Brunswick Capital CEO Roger Wills tells us about the company's vision for the Russian market and the opportunities awaiting foreign investors in the country's rail sector.



- Mr. Wills, why did your company decide to enter the Russian market?

- The group has been in Russia since 1993, when people started to recognize the huge opportunities here, especially in the financial services sector. Obviously, we developed a very good name in the market with our various businesses: the investment bank, Brunswick UBS, and the asset management business, Brunswick Asset Management business and now with our leasing business.

- Why have you focused on leasing?

- Until quite recently we had two main businesses in Russia: Brunswick UBS, the investment bank, and Brunswick Asset Management, and we started to look at some other opportunities in the financial services sector including consumer finance, credit cards, mortgages, commercial banking, real estate development, insurance and many other services. But the one opportunity that looked the most exciting for us was leasing, specifically the leasing of rail freight wagons.

- Why did you believe it to be so promising?

- If you look around globally, Russia is one of the countries totally reliant on its rail system as a means of transport and freight and at this time the rail system doesn't have much competition from the road network. It is also starved for capital: there is a huge demand for railcars, but not a lot of capital being invested to replace aging rolling stock. In addition, many Russian companies are looking for alternative sources of capital. Traditionally people bought railcars or rented them from OAO RZD or used finance leases. But we thought that there was an opportunity in the market for pure operating leases, and I believe we have proved this to be correct. 

- What are the key peculiarities of the Russian market?

- Operating leasing is much more common elsewhere in the world than here, especially long-term operating leasing. So we are breaking new ground in terms of the type of business that we're doing, because not many other people have done it here. I think one of the problems is that most people have a very short-term view. Traditionally leases were for very short in term - with OAO RZD and the short-term rental market, for example - and it's difficult for people to have a longer term view for a five-year-lease when the conception of timeframes is shorter.  We are providing longer-term contracts - five to ten years, and as a result, we have to help our potential clients to understand what our product is and why it is attractive over a longer term. I think that users of freight wagons will realize that having certainty in terms of availability of railcars and in terms of fixed pricing over a long-term period - five years and longer - is a very attractive proposition. It provides a lot of certainty. 

- What could you tell us about the character of business relations in Russia?

- I don't believe it's all that different than in most other places. To be respected here you need to operate in a very proper way, to be trusted. If you do this, people understand the way you do business and that you are a reliable partner, that they can trust you. In Russia, it is more important that you are seen as a trusted partner as not everyone operates using the same rules. 

- What's your opinion of the Russian rail market monopoly, which is so often criticized?

- I think all markets started up in the same way, not just Russia. If you look at any other European or world market, you'll see there were - and still are - a lot of monopolies, especially in the rail and infrastructure sectors. But I think that alongside this monopoly, there is increasing room for private companies to operate, and indeed, the Government in Russia is trying to encourage this. I don't think it is that different here in terms of the way that the market has developed, and the way that we think it will continue to develop. In fact, the one thing here is that it is happening much faster. If we look back twelve or fifteen years, we can see that the level of private business in the market was completely different from what it is today. Things happen much more rapidly here than in European and other more established markets.

- What are the key advantages and risks of the Russian market?

- Firstly, the Russian market is huge. If you look globally in terms of rail freight and transportation, it's close to the top, if not number one. The scale and intensity of use of the rail network makes it one of the most significant markets in the world. There are great advantages in terms of opportunities, as well as risks, in doing business in a country like Russia. However, I think most of the risks are the same as any other business in Russia faces, they are not specific to the rail sector. If you are operating in a very clean and proper way, the risks are not that much greater than exist elsewhere. There is bureaucracy, uncertainty in the tax system and in the way that regulations are implemented and enforced. There are political and economic risks, but all these are the same for everyone operating in Russia - and indeed in other emerging markets as well. I think that today the country enjoys stability. And I think that there is a willingness on the part of the Government to improve the environment for foreign companies and for all businesses. I hope the market can develop with the support of the Government, and that the Government will continue to implement changes so that it will be a good place for business. This will obviously improve the environment for everybody.

The situation has changed dramatically during the last twelve years that we have operated here. In terms of risks, it has of course improved significantly. Look at the volume of investment now, the rating of Government securities, issuances of Russian bonds, the financial ratings of Russian companies; these indicators show that Russia is seen as a considerably less risky place than it had once been ten or twelve years ago. And we hope that Russia will continue to develop and there will be even less risk for businesses operating here. We are very optimistic. 

- What difficulties has your company faced?

- There was not a well-established operating leasing market, so we had to spend a lot of time making sure that everything was set up properly. Developing a legal structure and lease terms was complex and took a lot of effort. The absence of a long-term debt market in Russia is another issue: the longest bank loans you can get from Russian banks are around five years, and the debt is comparatively expensive. Elsewhere in the world with railcars and this kind of asset as collateral, debt terms tend to be much cheaper, there typically is a large balloon payment element and less amortization, much longer duration debt as well - sometimes twenty years plus as the assets last for thirty years roughly. So this has been quite a challenge for us. 

I also think there is another difficulty, a greater challenge, even. As we are the only company providing long term operating leases of rail cars, we must try to help the market understand that our product is a very attractive alternative to owning rail cars or finance leases and how it can really help them. Within the large Russian companies who are potential clients there are two ways of thinking. Traditionally finance directors and senior management understand that non-core assets such as railcars should not be on a company's balance sheet and they look to find an alternative financing source for them. So an operating lease is very attractive. On the other hand, people in transportation or logistics departments or who work in freight handling do not really understand the concept long term operating leases. We need to try to bridge their ways of thinking. However we are seeing more and more interest in our product as end users of rail cars understand how beneficial it is.

- What is your forecast for the development of the Russian transport market?

- It is clear that the market will develop significantly. We have statistics from the Transportation Ministry, from OAO RZD and other operators predicting something like 25-40% growth in freight volume between now and 2010, which on an annual basis is greater than most predictions for GDP growth. Trade volumes will grow significantly.

We all know that the national railcar fleet is aging with a large proportion nearing obsolescence and this means that more and more railcars need to be produced. Some estimates are that around 400,000 new rail cars will be required between now and 2010 to replace obsolescence, let alone meet additional demand for rail freight. But at this stage we do not see production capacities from the wagon manufacturers being increased. I believe that there will be significant growth in operating leasing and not just in the rail sector. Huge capital is required by the country across the board and leasing is an alternative source of capital financing. For a company like us, we see a real opportunity because we believe that all of these indicators mean that this type of business will become more and more attractive. During the next two or three years, there will be a growing acceptance of long-term operating leasing, and I think that a larger percentage of the national rail wagon fleet will be leased. At the moment, it is relatively small, a little more than 10% of the total fleet is leased, mostly on finance leases. 

- What are your plans for the future of the company?

- We have over 2,000 railcars today, though we only launched around nine months ago. We are going to be aggressive in the market and grow significantly. We hope to buy 3,000 more rail cars this year and that's only the beginning. We want to increase our fleet to at least 10,000 rail cars as quickly as possible and hopefully grow quite a bit from there. 

At the moment, we are focusing on freight rail cars and there are obviously a lot of other opportunities both in the rail sector and other equipment leasing. We could possibly begin looking at locomotives and other rail or transportation related assets - fitting platforms, containers, refrigerated containers, etc. We may also look into construction equipment, oil rigs, trucks, cars, cranes and other heavy-equipment leasing. But for today, we are focused only on the rail car market. Obviously, there are a lot of opportunities in the development of the transport sector in Russia, and we would like to be a part of all of those if we can. 

    [~DETAIL_TEXT] => The Brunswick group has been working in the Russian market for more than twelve years. Today, its main business is Brunswick Rail Leasing, which offers long-term operating leases of rail freight wagons. Brunswick Capital CEO Roger Wills tells us about the company's vision for the Russian market and the opportunities awaiting foreign investors in the country's rail sector.



- Mr. Wills, why did your company decide to enter the Russian market?

- The group has been in Russia since 1993, when people started to recognize the huge opportunities here, especially in the financial services sector. Obviously, we developed a very good name in the market with our various businesses: the investment bank, Brunswick UBS, and the asset management business, Brunswick Asset Management business and now with our leasing business.

- Why have you focused on leasing?

- Until quite recently we had two main businesses in Russia: Brunswick UBS, the investment bank, and Brunswick Asset Management, and we started to look at some other opportunities in the financial services sector including consumer finance, credit cards, mortgages, commercial banking, real estate development, insurance and many other services. But the one opportunity that looked the most exciting for us was leasing, specifically the leasing of rail freight wagons.

- Why did you believe it to be so promising?

- If you look around globally, Russia is one of the countries totally reliant on its rail system as a means of transport and freight and at this time the rail system doesn't have much competition from the road network. It is also starved for capital: there is a huge demand for railcars, but not a lot of capital being invested to replace aging rolling stock. In addition, many Russian companies are looking for alternative sources of capital. Traditionally people bought railcars or rented them from OAO RZD or used finance leases. But we thought that there was an opportunity in the market for pure operating leases, and I believe we have proved this to be correct. 

- What are the key peculiarities of the Russian market?

- Operating leasing is much more common elsewhere in the world than here, especially long-term operating leasing. So we are breaking new ground in terms of the type of business that we're doing, because not many other people have done it here. I think one of the problems is that most people have a very short-term view. Traditionally leases were for very short in term - with OAO RZD and the short-term rental market, for example - and it's difficult for people to have a longer term view for a five-year-lease when the conception of timeframes is shorter.  We are providing longer-term contracts - five to ten years, and as a result, we have to help our potential clients to understand what our product is and why it is attractive over a longer term. I think that users of freight wagons will realize that having certainty in terms of availability of railcars and in terms of fixed pricing over a long-term period - five years and longer - is a very attractive proposition. It provides a lot of certainty. 

- What could you tell us about the character of business relations in Russia?

- I don't believe it's all that different than in most other places. To be respected here you need to operate in a very proper way, to be trusted. If you do this, people understand the way you do business and that you are a reliable partner, that they can trust you. In Russia, it is more important that you are seen as a trusted partner as not everyone operates using the same rules. 

- What's your opinion of the Russian rail market monopoly, which is so often criticized?

- I think all markets started up in the same way, not just Russia. If you look at any other European or world market, you'll see there were - and still are - a lot of monopolies, especially in the rail and infrastructure sectors. But I think that alongside this monopoly, there is increasing room for private companies to operate, and indeed, the Government in Russia is trying to encourage this. I don't think it is that different here in terms of the way that the market has developed, and the way that we think it will continue to develop. In fact, the one thing here is that it is happening much faster. If we look back twelve or fifteen years, we can see that the level of private business in the market was completely different from what it is today. Things happen much more rapidly here than in European and other more established markets.

- What are the key advantages and risks of the Russian market?

- Firstly, the Russian market is huge. If you look globally in terms of rail freight and transportation, it's close to the top, if not number one. The scale and intensity of use of the rail network makes it one of the most significant markets in the world. There are great advantages in terms of opportunities, as well as risks, in doing business in a country like Russia. However, I think most of the risks are the same as any other business in Russia faces, they are not specific to the rail sector. If you are operating in a very clean and proper way, the risks are not that much greater than exist elsewhere. There is bureaucracy, uncertainty in the tax system and in the way that regulations are implemented and enforced. There are political and economic risks, but all these are the same for everyone operating in Russia - and indeed in other emerging markets as well. I think that today the country enjoys stability. And I think that there is a willingness on the part of the Government to improve the environment for foreign companies and for all businesses. I hope the market can develop with the support of the Government, and that the Government will continue to implement changes so that it will be a good place for business. This will obviously improve the environment for everybody.

The situation has changed dramatically during the last twelve years that we have operated here. In terms of risks, it has of course improved significantly. Look at the volume of investment now, the rating of Government securities, issuances of Russian bonds, the financial ratings of Russian companies; these indicators show that Russia is seen as a considerably less risky place than it had once been ten or twelve years ago. And we hope that Russia will continue to develop and there will be even less risk for businesses operating here. We are very optimistic. 

- What difficulties has your company faced?

- There was not a well-established operating leasing market, so we had to spend a lot of time making sure that everything was set up properly. Developing a legal structure and lease terms was complex and took a lot of effort. The absence of a long-term debt market in Russia is another issue: the longest bank loans you can get from Russian banks are around five years, and the debt is comparatively expensive. Elsewhere in the world with railcars and this kind of asset as collateral, debt terms tend to be much cheaper, there typically is a large balloon payment element and less amortization, much longer duration debt as well - sometimes twenty years plus as the assets last for thirty years roughly. So this has been quite a challenge for us. 

I also think there is another difficulty, a greater challenge, even. As we are the only company providing long term operating leases of rail cars, we must try to help the market understand that our product is a very attractive alternative to owning rail cars or finance leases and how it can really help them. Within the large Russian companies who are potential clients there are two ways of thinking. Traditionally finance directors and senior management understand that non-core assets such as railcars should not be on a company's balance sheet and they look to find an alternative financing source for them. So an operating lease is very attractive. On the other hand, people in transportation or logistics departments or who work in freight handling do not really understand the concept long term operating leases. We need to try to bridge their ways of thinking. However we are seeing more and more interest in our product as end users of rail cars understand how beneficial it is.

- What is your forecast for the development of the Russian transport market?

- It is clear that the market will develop significantly. We have statistics from the Transportation Ministry, from OAO RZD and other operators predicting something like 25-40% growth in freight volume between now and 2010, which on an annual basis is greater than most predictions for GDP growth. Trade volumes will grow significantly.

We all know that the national railcar fleet is aging with a large proportion nearing obsolescence and this means that more and more railcars need to be produced. Some estimates are that around 400,000 new rail cars will be required between now and 2010 to replace obsolescence, let alone meet additional demand for rail freight. But at this stage we do not see production capacities from the wagon manufacturers being increased. I believe that there will be significant growth in operating leasing and not just in the rail sector. Huge capital is required by the country across the board and leasing is an alternative source of capital financing. For a company like us, we see a real opportunity because we believe that all of these indicators mean that this type of business will become more and more attractive. During the next two or three years, there will be a growing acceptance of long-term operating leasing, and I think that a larger percentage of the national rail wagon fleet will be leased. At the moment, it is relatively small, a little more than 10% of the total fleet is leased, mostly on finance leases. 

- What are your plans for the future of the company?

- We have over 2,000 railcars today, though we only launched around nine months ago. We are going to be aggressive in the market and grow significantly. We hope to buy 3,000 more rail cars this year and that's only the beginning. We want to increase our fleet to at least 10,000 rail cars as quickly as possible and hopefully grow quite a bit from there. 

At the moment, we are focusing on freight rail cars and there are obviously a lot of other opportunities both in the rail sector and other equipment leasing. We could possibly begin looking at locomotives and other rail or transportation related assets - fitting platforms, containers, refrigerated containers, etc. We may also look into construction equipment, oil rigs, trucks, cars, cranes and other heavy-equipment leasing. But for today, we are focused only on the rail car market. Obviously, there are a lot of opportunities in the development of the transport sector in Russia, and we would like to be a part of all of those if we can. 

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    [DETAIL_TEXT] => The Brunswick group has been working in the Russian market for more than twelve years. Today, its main business is Brunswick Rail Leasing, which offers long-term operating leases of rail freight wagons. Brunswick Capital CEO Roger Wills tells us about the company's vision for the Russian market and the opportunities awaiting foreign investors in the country's rail sector.



- Mr. Wills, why did your company decide to enter the Russian market?

- The group has been in Russia since 1993, when people started to recognize the huge opportunities here, especially in the financial services sector. Obviously, we developed a very good name in the market with our various businesses: the investment bank, Brunswick UBS, and the asset management business, Brunswick Asset Management business and now with our leasing business.

- Why have you focused on leasing?

- Until quite recently we had two main businesses in Russia: Brunswick UBS, the investment bank, and Brunswick Asset Management, and we started to look at some other opportunities in the financial services sector including consumer finance, credit cards, mortgages, commercial banking, real estate development, insurance and many other services. But the one opportunity that looked the most exciting for us was leasing, specifically the leasing of rail freight wagons.

- Why did you believe it to be so promising?

- If you look around globally, Russia is one of the countries totally reliant on its rail system as a means of transport and freight and at this time the rail system doesn't have much competition from the road network. It is also starved for capital: there is a huge demand for railcars, but not a lot of capital being invested to replace aging rolling stock. In addition, many Russian companies are looking for alternative sources of capital. Traditionally people bought railcars or rented them from OAO RZD or used finance leases. But we thought that there was an opportunity in the market for pure operating leases, and I believe we have proved this to be correct. 

- What are the key peculiarities of the Russian market?

- Operating leasing is much more common elsewhere in the world than here, especially long-term operating leasing. So we are breaking new ground in terms of the type of business that we're doing, because not many other people have done it here. I think one of the problems is that most people have a very short-term view. Traditionally leases were for very short in term - with OAO RZD and the short-term rental market, for example - and it's difficult for people to have a longer term view for a five-year-lease when the conception of timeframes is shorter.  We are providing longer-term contracts - five to ten years, and as a result, we have to help our potential clients to understand what our product is and why it is attractive over a longer term. I think that users of freight wagons will realize that having certainty in terms of availability of railcars and in terms of fixed pricing over a long-term period - five years and longer - is a very attractive proposition. It provides a lot of certainty. 

- What could you tell us about the character of business relations in Russia?

- I don't believe it's all that different than in most other places. To be respected here you need to operate in a very proper way, to be trusted. If you do this, people understand the way you do business and that you are a reliable partner, that they can trust you. In Russia, it is more important that you are seen as a trusted partner as not everyone operates using the same rules. 

- What's your opinion of the Russian rail market monopoly, which is so often criticized?

- I think all markets started up in the same way, not just Russia. If you look at any other European or world market, you'll see there were - and still are - a lot of monopolies, especially in the rail and infrastructure sectors. But I think that alongside this monopoly, there is increasing room for private companies to operate, and indeed, the Government in Russia is trying to encourage this. I don't think it is that different here in terms of the way that the market has developed, and the way that we think it will continue to develop. In fact, the one thing here is that it is happening much faster. If we look back twelve or fifteen years, we can see that the level of private business in the market was completely different from what it is today. Things happen much more rapidly here than in European and other more established markets.

- What are the key advantages and risks of the Russian market?

- Firstly, the Russian market is huge. If you look globally in terms of rail freight and transportation, it's close to the top, if not number one. The scale and intensity of use of the rail network makes it one of the most significant markets in the world. There are great advantages in terms of opportunities, as well as risks, in doing business in a country like Russia. However, I think most of the risks are the same as any other business in Russia faces, they are not specific to the rail sector. If you are operating in a very clean and proper way, the risks are not that much greater than exist elsewhere. There is bureaucracy, uncertainty in the tax system and in the way that regulations are implemented and enforced. There are political and economic risks, but all these are the same for everyone operating in Russia - and indeed in other emerging markets as well. I think that today the country enjoys stability. And I think that there is a willingness on the part of the Government to improve the environment for foreign companies and for all businesses. I hope the market can develop with the support of the Government, and that the Government will continue to implement changes so that it will be a good place for business. This will obviously improve the environment for everybody.

The situation has changed dramatically during the last twelve years that we have operated here. In terms of risks, it has of course improved significantly. Look at the volume of investment now, the rating of Government securities, issuances of Russian bonds, the financial ratings of Russian companies; these indicators show that Russia is seen as a considerably less risky place than it had once been ten or twelve years ago. And we hope that Russia will continue to develop and there will be even less risk for businesses operating here. We are very optimistic. 

- What difficulties has your company faced?

- There was not a well-established operating leasing market, so we had to spend a lot of time making sure that everything was set up properly. Developing a legal structure and lease terms was complex and took a lot of effort. The absence of a long-term debt market in Russia is another issue: the longest bank loans you can get from Russian banks are around five years, and the debt is comparatively expensive. Elsewhere in the world with railcars and this kind of asset as collateral, debt terms tend to be much cheaper, there typically is a large balloon payment element and less amortization, much longer duration debt as well - sometimes twenty years plus as the assets last for thirty years roughly. So this has been quite a challenge for us. 

I also think there is another difficulty, a greater challenge, even. As we are the only company providing long term operating leases of rail cars, we must try to help the market understand that our product is a very attractive alternative to owning rail cars or finance leases and how it can really help them. Within the large Russian companies who are potential clients there are two ways of thinking. Traditionally finance directors and senior management understand that non-core assets such as railcars should not be on a company's balance sheet and they look to find an alternative financing source for them. So an operating lease is very attractive. On the other hand, people in transportation or logistics departments or who work in freight handling do not really understand the concept long term operating leases. We need to try to bridge their ways of thinking. However we are seeing more and more interest in our product as end users of rail cars understand how beneficial it is.

- What is your forecast for the development of the Russian transport market?

- It is clear that the market will develop significantly. We have statistics from the Transportation Ministry, from OAO RZD and other operators predicting something like 25-40% growth in freight volume between now and 2010, which on an annual basis is greater than most predictions for GDP growth. Trade volumes will grow significantly.

We all know that the national railcar fleet is aging with a large proportion nearing obsolescence and this means that more and more railcars need to be produced. Some estimates are that around 400,000 new rail cars will be required between now and 2010 to replace obsolescence, let alone meet additional demand for rail freight. But at this stage we do not see production capacities from the wagon manufacturers being increased. I believe that there will be significant growth in operating leasing and not just in the rail sector. Huge capital is required by the country across the board and leasing is an alternative source of capital financing. For a company like us, we see a real opportunity because we believe that all of these indicators mean that this type of business will become more and more attractive. During the next two or three years, there will be a growing acceptance of long-term operating leasing, and I think that a larger percentage of the national rail wagon fleet will be leased. At the moment, it is relatively small, a little more than 10% of the total fleet is leased, mostly on finance leases. 

- What are your plans for the future of the company?

- We have over 2,000 railcars today, though we only launched around nine months ago. We are going to be aggressive in the market and grow significantly. We hope to buy 3,000 more rail cars this year and that's only the beginning. We want to increase our fleet to at least 10,000 rail cars as quickly as possible and hopefully grow quite a bit from there. 

At the moment, we are focusing on freight rail cars and there are obviously a lot of other opportunities both in the rail sector and other equipment leasing. We could possibly begin looking at locomotives and other rail or transportation related assets - fitting platforms, containers, refrigerated containers, etc. We may also look into construction equipment, oil rigs, trucks, cars, cranes and other heavy-equipment leasing. But for today, we are focused only on the rail car market. Obviously, there are a lot of opportunities in the development of the transport sector in Russia, and we would like to be a part of all of those if we can. 

    [~DETAIL_TEXT] => The Brunswick group has been working in the Russian market for more than twelve years. Today, its main business is Brunswick Rail Leasing, which offers long-term operating leases of rail freight wagons. Brunswick Capital CEO Roger Wills tells us about the company's vision for the Russian market and the opportunities awaiting foreign investors in the country's rail sector.



- Mr. Wills, why did your company decide to enter the Russian market?

- The group has been in Russia since 1993, when people started to recognize the huge opportunities here, especially in the financial services sector. Obviously, we developed a very good name in the market with our various businesses: the investment bank, Brunswick UBS, and the asset management business, Brunswick Asset Management business and now with our leasing business.

- Why have you focused on leasing?

- Until quite recently we had two main businesses in Russia: Brunswick UBS, the investment bank, and Brunswick Asset Management, and we started to look at some other opportunities in the financial services sector including consumer finance, credit cards, mortgages, commercial banking, real estate development, insurance and many other services. But the one opportunity that looked the most exciting for us was leasing, specifically the leasing of rail freight wagons.

- Why did you believe it to be so promising?

- If you look around globally, Russia is one of the countries totally reliant on its rail system as a means of transport and freight and at this time the rail system doesn't have much competition from the road network. It is also starved for capital: there is a huge demand for railcars, but not a lot of capital being invested to replace aging rolling stock. In addition, many Russian companies are looking for alternative sources of capital. Traditionally people bought railcars or rented them from OAO RZD or used finance leases. But we thought that there was an opportunity in the market for pure operating leases, and I believe we have proved this to be correct. 

- What are the key peculiarities of the Russian market?

- Operating leasing is much more common elsewhere in the world than here, especially long-term operating leasing. So we are breaking new ground in terms of the type of business that we're doing, because not many other people have done it here. I think one of the problems is that most people have a very short-term view. Traditionally leases were for very short in term - with OAO RZD and the short-term rental market, for example - and it's difficult for people to have a longer term view for a five-year-lease when the conception of timeframes is shorter.  We are providing longer-term contracts - five to ten years, and as a result, we have to help our potential clients to understand what our product is and why it is attractive over a longer term. I think that users of freight wagons will realize that having certainty in terms of availability of railcars and in terms of fixed pricing over a long-term period - five years and longer - is a very attractive proposition. It provides a lot of certainty. 

- What could you tell us about the character of business relations in Russia?

- I don't believe it's all that different than in most other places. To be respected here you need to operate in a very proper way, to be trusted. If you do this, people understand the way you do business and that you are a reliable partner, that they can trust you. In Russia, it is more important that you are seen as a trusted partner as not everyone operates using the same rules. 

- What's your opinion of the Russian rail market monopoly, which is so often criticized?

- I think all markets started up in the same way, not just Russia. If you look at any other European or world market, you'll see there were - and still are - a lot of monopolies, especially in the rail and infrastructure sectors. But I think that alongside this monopoly, there is increasing room for private companies to operate, and indeed, the Government in Russia is trying to encourage this. I don't think it is that different here in terms of the way that the market has developed, and the way that we think it will continue to develop. In fact, the one thing here is that it is happening much faster. If we look back twelve or fifteen years, we can see that the level of private business in the market was completely different from what it is today. Things happen much more rapidly here than in European and other more established markets.

- What are the key advantages and risks of the Russian market?

- Firstly, the Russian market is huge. If you look globally in terms of rail freight and transportation, it's close to the top, if not number one. The scale and intensity of use of the rail network makes it one of the most significant markets in the world. There are great advantages in terms of opportunities, as well as risks, in doing business in a country like Russia. However, I think most of the risks are the same as any other business in Russia faces, they are not specific to the rail sector. If you are operating in a very clean and proper way, the risks are not that much greater than exist elsewhere. There is bureaucracy, uncertainty in the tax system and in the way that regulations are implemented and enforced. There are political and economic risks, but all these are the same for everyone operating in Russia - and indeed in other emerging markets as well. I think that today the country enjoys stability. And I think that there is a willingness on the part of the Government to improve the environment for foreign companies and for all businesses. I hope the market can develop with the support of the Government, and that the Government will continue to implement changes so that it will be a good place for business. This will obviously improve the environment for everybody.

The situation has changed dramatically during the last twelve years that we have operated here. In terms of risks, it has of course improved significantly. Look at the volume of investment now, the rating of Government securities, issuances of Russian bonds, the financial ratings of Russian companies; these indicators show that Russia is seen as a considerably less risky place than it had once been ten or twelve years ago. And we hope that Russia will continue to develop and there will be even less risk for businesses operating here. We are very optimistic. 

- What difficulties has your company faced?

- There was not a well-established operating leasing market, so we had to spend a lot of time making sure that everything was set up properly. Developing a legal structure and lease terms was complex and took a lot of effort. The absence of a long-term debt market in Russia is another issue: the longest bank loans you can get from Russian banks are around five years, and the debt is comparatively expensive. Elsewhere in the world with railcars and this kind of asset as collateral, debt terms tend to be much cheaper, there typically is a large balloon payment element and less amortization, much longer duration debt as well - sometimes twenty years plus as the assets last for thirty years roughly. So this has been quite a challenge for us. 

I also think there is another difficulty, a greater challenge, even. As we are the only company providing long term operating leases of rail cars, we must try to help the market understand that our product is a very attractive alternative to owning rail cars or finance leases and how it can really help them. Within the large Russian companies who are potential clients there are two ways of thinking. Traditionally finance directors and senior management understand that non-core assets such as railcars should not be on a company's balance sheet and they look to find an alternative financing source for them. So an operating lease is very attractive. On the other hand, people in transportation or logistics departments or who work in freight handling do not really understand the concept long term operating leases. We need to try to bridge their ways of thinking. However we are seeing more and more interest in our product as end users of rail cars understand how beneficial it is.

- What is your forecast for the development of the Russian transport market?

- It is clear that the market will develop significantly. We have statistics from the Transportation Ministry, from OAO RZD and other operators predicting something like 25-40% growth in freight volume between now and 2010, which on an annual basis is greater than most predictions for GDP growth. Trade volumes will grow significantly.

We all know that the national railcar fleet is aging with a large proportion nearing obsolescence and this means that more and more railcars need to be produced. Some estimates are that around 400,000 new rail cars will be required between now and 2010 to replace obsolescence, let alone meet additional demand for rail freight. But at this stage we do not see production capacities from the wagon manufacturers being increased. I believe that there will be significant growth in operating leasing and not just in the rail sector. Huge capital is required by the country across the board and leasing is an alternative source of capital financing. For a company like us, we see a real opportunity because we believe that all of these indicators mean that this type of business will become more and more attractive. During the next two or three years, there will be a growing acceptance of long-term operating leasing, and I think that a larger percentage of the national rail wagon fleet will be leased. At the moment, it is relatively small, a little more than 10% of the total fleet is leased, mostly on finance leases. 

- What are your plans for the future of the company?

- We have over 2,000 railcars today, though we only launched around nine months ago. We are going to be aggressive in the market and grow significantly. We hope to buy 3,000 more rail cars this year and that's only the beginning. We want to increase our fleet to at least 10,000 rail cars as quickly as possible and hopefully grow quite a bit from there. 

At the moment, we are focusing on freight rail cars and there are obviously a lot of other opportunities both in the rail sector and other equipment leasing. We could possibly begin looking at locomotives and other rail or transportation related assets - fitting platforms, containers, refrigerated containers, etc. We may also look into construction equipment, oil rigs, trucks, cars, cranes and other heavy-equipment leasing. But for today, we are focused only on the rail car market. Obviously, there are a lot of opportunities in the development of the transport sector in Russia, and we would like to be a part of all of those if we can. 

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    [DETAIL_TEXT] => In today's Russia five years is a considerable period.Five years of YUKOS-Transservice (YTS) operation proved efficiency and prospects of this business in the holding structure. Being in really difficult conditions YTS has been stable, flexible and profitable.YUKOS Transservice CEO Alexey Grom speaks to "The RZD-Partner International" of the company's transformation from the transport department of the oil giant into an independent market participant, which overcame the crisis of the Russian largest private company. 



- Mr. Grom, why did the oil company YUKOS decide to launch a non-core transport business?

- In 2000 a demand appeared in the market for transport services of international standards. At that time many industrial companies, for instance oil, metal or construction ones, started to form transport and logistic departments. This was a really crucial moment, when almost all recently launched companies specialized in definite cargo transportation: they offered either liquid or break bulk delivery, or container transportation. At this point companies in the market started to pay attention to their service strategy improvement.  Before the reputation of a transport company depended on discounts they could get from the Ministry of Railways using different methods to offer them later to their clients. However, the market demanded quality. Naturally, YUKOS' transport department separated off at that time was fully orientated on oil products delivery.

- How did the company evolve into an independent structure?

- Initially our department was considered an operation chain. To be honest, if I had been told in 2000 that YUKOS-Transservice staff would amount to much more than thirty employees, I wouldn't have believed. Today it is really so: about 300 employees are working for YTS, we operate a considerable rolling stock and develop our own transportation technology. It was quite a long way. We obtained operation functions from other companies incorporated into YUKOS, such as those specializing in production and other businesses. The functions were transferred to our company with employees, thus we started managing all rail transportation of the holding. We entered the sector simultaneously expanding the transport service range. We were pioneers in Russia accumulating all consignor's functions in one juridical person, and now YUKOS-Transservice performs as an operator offering services at any railway of the OAO RZD network.

- Mr.Grom, how big is the fleet operated by the company?

- We gained a bit over a thousand tank cars from YUKOS plants, but then oil and products transportation grew and we faced the prospect of fleet shortage. Our logistic department found the trend and we were the first to order new tank cars. By now our own fleet increased 7-fold. Thanks to this we are able to offer transport services to other companies. Within last two years the situation with tank cars in Russia has strongly changed. Now the market is slightly overloaded with tank cars, especially in summer when a share of cargo is re-routed to sailing transport. We've resolved the problem by park regulation: we have 4 operation areas with the monthly total loading volume of 2.5-3 million tones, even roughly counting for transportation of the volume 20-25 thousand rolling stock units are required (in winter even 30 thousand), while we operate only 16 thousand private units. We clearly understand that our efficiency and position in the market depend on our ability to distribute rolling stock among operating areas. Seasonal deficiency of rolling stock which appears in winter we compensate with the help of cooperation with OAO RZD, who supplies us with necessary park, and with other operators. I strongly believe that today stiff competition is replaced by competitors' cooperation. I'm happy that many transport services market participants support my position. 

We keep on cooperating with leasing companies to increase our specialized rail car fleet for non-mass oil chemicals transportation. 

As a transport operator we consider that direct purchase of these rail cars is not the most optimum way of wagon park updating.

- YUKOS has considerably reduced oil extraction and delivery to China. How has it affected your company's operation?

- We used to carry only YUKOS' cargo, but now we also service other oil companies. We offered our services to the biggest ones, such as LUKOIL, Rosneft, recently signed a contract with Russneft. Many contracts are signed for raw natural gas liquids transportation. Initially we were focused on oil products transportation, but then we expanded our service range; we worked for one client, now YTS has a big client base.

- What are YTS plans for further development?

- Naturally, development is the only way for a company to keep its place in the market. In the near future we are going to focus on IT interaction with other transport process participants. Currently the market feels a definite transport resource excess and, in order to compete and succeed, information innovations are required.

We also plan to develop our management system: our specialists will learn from relevant experience of the global and Russian leaders of the sector.

Taking into account container transportation growth rate, in future we would like to develop this field as well. We already carry almost all loose chemicals in containers, we use covered wagons only if a consignee wishes, but all export has already been containerized. 

However, knowing today's changeable transport sector, it is conceivable that we will carry other cargoes by other transport modes, and we even have such plans.

In 2005 we must not decrease transportation volume in comparison with the results of 2004. Last year we carried 32.5 million tones. Naturally, we plan to increase the index.

- What impact have the YUKOS events had on YUKOS-Transservice?

- YUKOS is our parent company, to whom we are much obliged for our appearance. We evolved from an operation department into an independent transport market participant. Today YUKOS management does not have any impact on our activities. Sometimes we even forget who our shareholder is, as now YUKOS is a client for us, just like Rosneft and others are.

YUKOS-Transservice employees took hard events in YUKOS and were worried about the future. Nevertheless people kept on working and thinking of prospects. Thus, it is not surprising that our industrial and financial parameters during the latest 12 months were the best in our company history.  It is remarkable that in 2004 only 1 employee left the company and the staff was enlarged, despite the fact that for any specialist the YUKOS-related company seemed unattractive.  

- Mr. Grom, did the situation with your parent company influence in any way your relations with clients?

- Fortunately, it did not. We know that authorities of some companies recommended their transport departments not to work or sign any contracts with YUKOS-Transservice, although nothing of that kind happened in reality. We have always had smooth and successful relationships with our clients, which also characterize our managers' work. Moreover the situation resulted in a sharp increase of contracts signed.

I would like to highlight that we developed a very good relationship with our partners from OAO RZD. In late 2004 when we faced financial problems, they understood the situation and did not require 100%-prepayment, which is unprecedented for OAO Russian Railways. Frankly speaking, addressing RZD we did not even believe that it is possible.

Generally, our relationships with freight transport market participants are developing despite everything. I hope, the tendency continues in future, as efficiency of any company and the country's transport sector in general depends on our sufficient interaction. 

    [~DETAIL_TEXT] => In today's Russia five years is a considerable period.Five years of YUKOS-Transservice (YTS) operation proved efficiency and prospects of this business in the holding structure. Being in really difficult conditions YTS has been stable, flexible and profitable.YUKOS Transservice CEO Alexey Grom speaks to "The RZD-Partner International" of the company's transformation from the transport department of the oil giant into an independent market participant, which overcame the crisis of the Russian largest private company. 



- Mr. Grom, why did the oil company YUKOS decide to launch a non-core transport business?

- In 2000 a demand appeared in the market for transport services of international standards. At that time many industrial companies, for instance oil, metal or construction ones, started to form transport and logistic departments. This was a really crucial moment, when almost all recently launched companies specialized in definite cargo transportation: they offered either liquid or break bulk delivery, or container transportation. At this point companies in the market started to pay attention to their service strategy improvement.  Before the reputation of a transport company depended on discounts they could get from the Ministry of Railways using different methods to offer them later to their clients. However, the market demanded quality. Naturally, YUKOS' transport department separated off at that time was fully orientated on oil products delivery.

- How did the company evolve into an independent structure?

- Initially our department was considered an operation chain. To be honest, if I had been told in 2000 that YUKOS-Transservice staff would amount to much more than thirty employees, I wouldn't have believed. Today it is really so: about 300 employees are working for YTS, we operate a considerable rolling stock and develop our own transportation technology. It was quite a long way. We obtained operation functions from other companies incorporated into YUKOS, such as those specializing in production and other businesses. The functions were transferred to our company with employees, thus we started managing all rail transportation of the holding. We entered the sector simultaneously expanding the transport service range. We were pioneers in Russia accumulating all consignor's functions in one juridical person, and now YUKOS-Transservice performs as an operator offering services at any railway of the OAO RZD network.

- Mr.Grom, how big is the fleet operated by the company?

- We gained a bit over a thousand tank cars from YUKOS plants, but then oil and products transportation grew and we faced the prospect of fleet shortage. Our logistic department found the trend and we were the first to order new tank cars. By now our own fleet increased 7-fold. Thanks to this we are able to offer transport services to other companies. Within last two years the situation with tank cars in Russia has strongly changed. Now the market is slightly overloaded with tank cars, especially in summer when a share of cargo is re-routed to sailing transport. We've resolved the problem by park regulation: we have 4 operation areas with the monthly total loading volume of 2.5-3 million tones, even roughly counting for transportation of the volume 20-25 thousand rolling stock units are required (in winter even 30 thousand), while we operate only 16 thousand private units. We clearly understand that our efficiency and position in the market depend on our ability to distribute rolling stock among operating areas. Seasonal deficiency of rolling stock which appears in winter we compensate with the help of cooperation with OAO RZD, who supplies us with necessary park, and with other operators. I strongly believe that today stiff competition is replaced by competitors' cooperation. I'm happy that many transport services market participants support my position. 

We keep on cooperating with leasing companies to increase our specialized rail car fleet for non-mass oil chemicals transportation. 

As a transport operator we consider that direct purchase of these rail cars is not the most optimum way of wagon park updating.

- YUKOS has considerably reduced oil extraction and delivery to China. How has it affected your company's operation?

- We used to carry only YUKOS' cargo, but now we also service other oil companies. We offered our services to the biggest ones, such as LUKOIL, Rosneft, recently signed a contract with Russneft. Many contracts are signed for raw natural gas liquids transportation. Initially we were focused on oil products transportation, but then we expanded our service range; we worked for one client, now YTS has a big client base.

- What are YTS plans for further development?

- Naturally, development is the only way for a company to keep its place in the market. In the near future we are going to focus on IT interaction with other transport process participants. Currently the market feels a definite transport resource excess and, in order to compete and succeed, information innovations are required.

We also plan to develop our management system: our specialists will learn from relevant experience of the global and Russian leaders of the sector.

Taking into account container transportation growth rate, in future we would like to develop this field as well. We already carry almost all loose chemicals in containers, we use covered wagons only if a consignee wishes, but all export has already been containerized. 

However, knowing today's changeable transport sector, it is conceivable that we will carry other cargoes by other transport modes, and we even have such plans.

In 2005 we must not decrease transportation volume in comparison with the results of 2004. Last year we carried 32.5 million tones. Naturally, we plan to increase the index.

- What impact have the YUKOS events had on YUKOS-Transservice?

- YUKOS is our parent company, to whom we are much obliged for our appearance. We evolved from an operation department into an independent transport market participant. Today YUKOS management does not have any impact on our activities. Sometimes we even forget who our shareholder is, as now YUKOS is a client for us, just like Rosneft and others are.

YUKOS-Transservice employees took hard events in YUKOS and were worried about the future. Nevertheless people kept on working and thinking of prospects. Thus, it is not surprising that our industrial and financial parameters during the latest 12 months were the best in our company history.  It is remarkable that in 2004 only 1 employee left the company and the staff was enlarged, despite the fact that for any specialist the YUKOS-related company seemed unattractive.  

- Mr. Grom, did the situation with your parent company influence in any way your relations with clients?

- Fortunately, it did not. We know that authorities of some companies recommended their transport departments not to work or sign any contracts with YUKOS-Transservice, although nothing of that kind happened in reality. We have always had smooth and successful relationships with our clients, which also characterize our managers' work. Moreover the situation resulted in a sharp increase of contracts signed.

I would like to highlight that we developed a very good relationship with our partners from OAO RZD. In late 2004 when we faced financial problems, they understood the situation and did not require 100%-prepayment, which is unprecedented for OAO Russian Railways. Frankly speaking, addressing RZD we did not even believe that it is possible.

Generally, our relationships with freight transport market participants are developing despite everything. I hope, the tendency continues in future, as efficiency of any company and the country's transport sector in general depends on our sufficient interaction. 

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    [DETAIL_TEXT] => In today's Russia five years is a considerable period.Five years of YUKOS-Transservice (YTS) operation proved efficiency and prospects of this business in the holding structure. Being in really difficult conditions YTS has been stable, flexible and profitable.YUKOS Transservice CEO Alexey Grom speaks to "The RZD-Partner International" of the company's transformation from the transport department of the oil giant into an independent market participant, which overcame the crisis of the Russian largest private company. 



- Mr. Grom, why did the oil company YUKOS decide to launch a non-core transport business?

- In 2000 a demand appeared in the market for transport services of international standards. At that time many industrial companies, for instance oil, metal or construction ones, started to form transport and logistic departments. This was a really crucial moment, when almost all recently launched companies specialized in definite cargo transportation: they offered either liquid or break bulk delivery, or container transportation. At this point companies in the market started to pay attention to their service strategy improvement.  Before the reputation of a transport company depended on discounts they could get from the Ministry of Railways using different methods to offer them later to their clients. However, the market demanded quality. Naturally, YUKOS' transport department separated off at that time was fully orientated on oil products delivery.

- How did the company evolve into an independent structure?

- Initially our department was considered an operation chain. To be honest, if I had been told in 2000 that YUKOS-Transservice staff would amount to much more than thirty employees, I wouldn't have believed. Today it is really so: about 300 employees are working for YTS, we operate a considerable rolling stock and develop our own transportation technology. It was quite a long way. We obtained operation functions from other companies incorporated into YUKOS, such as those specializing in production and other businesses. The functions were transferred to our company with employees, thus we started managing all rail transportation of the holding. We entered the sector simultaneously expanding the transport service range. We were pioneers in Russia accumulating all consignor's functions in one juridical person, and now YUKOS-Transservice performs as an operator offering services at any railway of the OAO RZD network.

- Mr.Grom, how big is the fleet operated by the company?

- We gained a bit over a thousand tank cars from YUKOS plants, but then oil and products transportation grew and we faced the prospect of fleet shortage. Our logistic department found the trend and we were the first to order new tank cars. By now our own fleet increased 7-fold. Thanks to this we are able to offer transport services to other companies. Within last two years the situation with tank cars in Russia has strongly changed. Now the market is slightly overloaded with tank cars, especially in summer when a share of cargo is re-routed to sailing transport. We've resolved the problem by park regulation: we have 4 operation areas with the monthly total loading volume of 2.5-3 million tones, even roughly counting for transportation of the volume 20-25 thousand rolling stock units are required (in winter even 30 thousand), while we operate only 16 thousand private units. We clearly understand that our efficiency and position in the market depend on our ability to distribute rolling stock among operating areas. Seasonal deficiency of rolling stock which appears in winter we compensate with the help of cooperation with OAO RZD, who supplies us with necessary park, and with other operators. I strongly believe that today stiff competition is replaced by competitors' cooperation. I'm happy that many transport services market participants support my position. 

We keep on cooperating with leasing companies to increase our specialized rail car fleet for non-mass oil chemicals transportation. 

As a transport operator we consider that direct purchase of these rail cars is not the most optimum way of wagon park updating.

- YUKOS has considerably reduced oil extraction and delivery to China. How has it affected your company's operation?

- We used to carry only YUKOS' cargo, but now we also service other oil companies. We offered our services to the biggest ones, such as LUKOIL, Rosneft, recently signed a contract with Russneft. Many contracts are signed for raw natural gas liquids transportation. Initially we were focused on oil products transportation, but then we expanded our service range; we worked for one client, now YTS has a big client base.

- What are YTS plans for further development?

- Naturally, development is the only way for a company to keep its place in the market. In the near future we are going to focus on IT interaction with other transport process participants. Currently the market feels a definite transport resource excess and, in order to compete and succeed, information innovations are required.

We also plan to develop our management system: our specialists will learn from relevant experience of the global and Russian leaders of the sector.

Taking into account container transportation growth rate, in future we would like to develop this field as well. We already carry almost all loose chemicals in containers, we use covered wagons only if a consignee wishes, but all export has already been containerized. 

However, knowing today's changeable transport sector, it is conceivable that we will carry other cargoes by other transport modes, and we even have such plans.

In 2005 we must not decrease transportation volume in comparison with the results of 2004. Last year we carried 32.5 million tones. Naturally, we plan to increase the index.

- What impact have the YUKOS events had on YUKOS-Transservice?

- YUKOS is our parent company, to whom we are much obliged for our appearance. We evolved from an operation department into an independent transport market participant. Today YUKOS management does not have any impact on our activities. Sometimes we even forget who our shareholder is, as now YUKOS is a client for us, just like Rosneft and others are.

YUKOS-Transservice employees took hard events in YUKOS and were worried about the future. Nevertheless people kept on working and thinking of prospects. Thus, it is not surprising that our industrial and financial parameters during the latest 12 months were the best in our company history.  It is remarkable that in 2004 only 1 employee left the company and the staff was enlarged, despite the fact that for any specialist the YUKOS-related company seemed unattractive.  

- Mr. Grom, did the situation with your parent company influence in any way your relations with clients?

- Fortunately, it did not. We know that authorities of some companies recommended their transport departments not to work or sign any contracts with YUKOS-Transservice, although nothing of that kind happened in reality. We have always had smooth and successful relationships with our clients, which also characterize our managers' work. Moreover the situation resulted in a sharp increase of contracts signed.

I would like to highlight that we developed a very good relationship with our partners from OAO RZD. In late 2004 when we faced financial problems, they understood the situation and did not require 100%-prepayment, which is unprecedented for OAO Russian Railways. Frankly speaking, addressing RZD we did not even believe that it is possible.

Generally, our relationships with freight transport market participants are developing despite everything. I hope, the tendency continues in future, as efficiency of any company and the country's transport sector in general depends on our sufficient interaction. 

    [~DETAIL_TEXT] => In today's Russia five years is a considerable period.Five years of YUKOS-Transservice (YTS) operation proved efficiency and prospects of this business in the holding structure. Being in really difficult conditions YTS has been stable, flexible and profitable.YUKOS Transservice CEO Alexey Grom speaks to "The RZD-Partner International" of the company's transformation from the transport department of the oil giant into an independent market participant, which overcame the crisis of the Russian largest private company. 



- Mr. Grom, why did the oil company YUKOS decide to launch a non-core transport business?

- In 2000 a demand appeared in the market for transport services of international standards. At that time many industrial companies, for instance oil, metal or construction ones, started to form transport and logistic departments. This was a really crucial moment, when almost all recently launched companies specialized in definite cargo transportation: they offered either liquid or break bulk delivery, or container transportation. At this point companies in the market started to pay attention to their service strategy improvement.  Before the reputation of a transport company depended on discounts they could get from the Ministry of Railways using different methods to offer them later to their clients. However, the market demanded quality. Naturally, YUKOS' transport department separated off at that time was fully orientated on oil products delivery.

- How did the company evolve into an independent structure?

- Initially our department was considered an operation chain. To be honest, if I had been told in 2000 that YUKOS-Transservice staff would amount to much more than thirty employees, I wouldn't have believed. Today it is really so: about 300 employees are working for YTS, we operate a considerable rolling stock and develop our own transportation technology. It was quite a long way. We obtained operation functions from other companies incorporated into YUKOS, such as those specializing in production and other businesses. The functions were transferred to our company with employees, thus we started managing all rail transportation of the holding. We entered the sector simultaneously expanding the transport service range. We were pioneers in Russia accumulating all consignor's functions in one juridical person, and now YUKOS-Transservice performs as an operator offering services at any railway of the OAO RZD network.

- Mr.Grom, how big is the fleet operated by the company?

- We gained a bit over a thousand tank cars from YUKOS plants, but then oil and products transportation grew and we faced the prospect of fleet shortage. Our logistic department found the trend and we were the first to order new tank cars. By now our own fleet increased 7-fold. Thanks to this we are able to offer transport services to other companies. Within last two years the situation with tank cars in Russia has strongly changed. Now the market is slightly overloaded with tank cars, especially in summer when a share of cargo is re-routed to sailing transport. We've resolved the problem by park regulation: we have 4 operation areas with the monthly total loading volume of 2.5-3 million tones, even roughly counting for transportation of the volume 20-25 thousand rolling stock units are required (in winter even 30 thousand), while we operate only 16 thousand private units. We clearly understand that our efficiency and position in the market depend on our ability to distribute rolling stock among operating areas. Seasonal deficiency of rolling stock which appears in winter we compensate with the help of cooperation with OAO RZD, who supplies us with necessary park, and with other operators. I strongly believe that today stiff competition is replaced by competitors' cooperation. I'm happy that many transport services market participants support my position. 

We keep on cooperating with leasing companies to increase our specialized rail car fleet for non-mass oil chemicals transportation. 

As a transport operator we consider that direct purchase of these rail cars is not the most optimum way of wagon park updating.

- YUKOS has considerably reduced oil extraction and delivery to China. How has it affected your company's operation?

- We used to carry only YUKOS' cargo, but now we also service other oil companies. We offered our services to the biggest ones, such as LUKOIL, Rosneft, recently signed a contract with Russneft. Many contracts are signed for raw natural gas liquids transportation. Initially we were focused on oil products transportation, but then we expanded our service range; we worked for one client, now YTS has a big client base.

- What are YTS plans for further development?

- Naturally, development is the only way for a company to keep its place in the market. In the near future we are going to focus on IT interaction with other transport process participants. Currently the market feels a definite transport resource excess and, in order to compete and succeed, information innovations are required.

We also plan to develop our management system: our specialists will learn from relevant experience of the global and Russian leaders of the sector.

Taking into account container transportation growth rate, in future we would like to develop this field as well. We already carry almost all loose chemicals in containers, we use covered wagons only if a consignee wishes, but all export has already been containerized. 

However, knowing today's changeable transport sector, it is conceivable that we will carry other cargoes by other transport modes, and we even have such plans.

In 2005 we must not decrease transportation volume in comparison with the results of 2004. Last year we carried 32.5 million tones. Naturally, we plan to increase the index.

- What impact have the YUKOS events had on YUKOS-Transservice?

- YUKOS is our parent company, to whom we are much obliged for our appearance. We evolved from an operation department into an independent transport market participant. Today YUKOS management does not have any impact on our activities. Sometimes we even forget who our shareholder is, as now YUKOS is a client for us, just like Rosneft and others are.

YUKOS-Transservice employees took hard events in YUKOS and were worried about the future. Nevertheless people kept on working and thinking of prospects. Thus, it is not surprising that our industrial and financial parameters during the latest 12 months were the best in our company history.  It is remarkable that in 2004 only 1 employee left the company and the staff was enlarged, despite the fact that for any specialist the YUKOS-related company seemed unattractive.  

- Mr. Grom, did the situation with your parent company influence in any way your relations with clients?

- Fortunately, it did not. We know that authorities of some companies recommended their transport departments not to work or sign any contracts with YUKOS-Transservice, although nothing of that kind happened in reality. We have always had smooth and successful relationships with our clients, which also characterize our managers' work. Moreover the situation resulted in a sharp increase of contracts signed.

I would like to highlight that we developed a very good relationship with our partners from OAO RZD. In late 2004 when we faced financial problems, they understood the situation and did not require 100%-prepayment, which is unprecedented for OAO Russian Railways. Frankly speaking, addressing RZD we did not even believe that it is possible.

Generally, our relationships with freight transport market participants are developing despite everything. I hope, the tendency continues in future, as efficiency of any company and the country's transport sector in general depends on our sufficient interaction. 

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    [DETAIL_TEXT] => Russian carriers are getting readyfor world freight market crises.



New Wave - Oil 

The starting point of the Russian commercial shipping development is supposed to be the 1960s, when the annual growth of the carrying capacity was 1-1.5 million tons, and the profit amounted to USD2.5 billion.

However, starting from the 1990s, the freight base and the types of transported cargoes have gone down (liquid bulk made over 50% of this decrease), especially concerning the outgoing and incoming trade. As a result, the Russian ports were re-oriented to oil transportation. For example, out of the four largest Russian shipping companies - Sovcomflot, Novoship, Primorsk Shipping Company (PRISCO) and Far Eastern Shipping Company (FESCO) - only the latter specializes in containerized cargo transportation. 

At the same time, the experts mark the high competitiveness of the Russian shipping companies on the world freight market. For example, the main competitors of Novoship are such giants as General Maritime, OMI (the USA), Premuda (Italy), Torm (Danemark), and a number of the Greek companies. PRISCO's competitors are the Chinese shipping companies in the Far East and in the South-Eastern Asia, the Georgian sea line in Europe and America, and the Finnish shipping companies in the Arctic. The main competitor of the Murmansk shipping company (MSCO) in the sphere of liquid bulk cabotage transportation is the Cyprus company Transcom.   

Besides, the total fleet of the largest Russian shipping companies (Sovcomflot, Novoship, PRISCO, MSCO, Lukoil-Arctic-Tanker) amounting to 155 tankers, with the total dead-weight tonnage of over 8 million tons, and the present-day contracts for its renewal give hope for a serious breakthrough for Russian sea carriers on the global freight market.



Looking Back to West    

Thus, the main problem of the Russian tanker companies is the small participation of the Russian fleet in the country's oil transportation. Different market players find different reasons for it. On the one hand, the carriers explain it by the fact that basic volumes of the export cargo are sold on the FOB conditions, which creates unfavourable tax and customs regime for the Russian vessels in the national ports. On the other hand, they speak of the lack of efficient state policy to support national shipping companies. Consequently, they offer signing a normative document, in accordance with which up to 50% of cargo would be transported by Russian companies.

The RF Ministry of Transport admits the problem. However, they notice that the oil companies are not ready to work in accordance with the long-term standards accepted in Europe. The European companies are used to operate under conditions of high safety standards, but Russian oil companies, who prefer the cheapest charter rates, are not ready to pay for the additional service.

Besides, all the participants of the transportation process agree that the approval of the second International Vessel Registration in Russia could change the situation completely.  This document, approved in Europe, creates equal conditions for the shipping companies of different countries and does not allow the use of old vessels for transportation of potentially ecologically hazardous cargoes,  which include oil products. 



Merger or Aquisition?

The idea to merge the two largest Russian shipping companies, Sovcomflot and Novoship, has been under discussion for several years. It was first voiced in 2000 by the head of the Ministry of Transport of that time and the present-day CEO of Sovcomflot Sergey Frank. Five years ago the latter offered to merge Sovcomflot, Novoship and FESCO. In 2002 S. Frank again suggested that the Government should create a shipping giant, but this time without the privatized FESCO. Then his projects were not supported by the RF Government, but last summer the Government started to discuss the idea of merging the shipping companies again. 

However, the Ministry of Transport treats the idea of the companies' merger rather skeptically. The officials are afraid to create a monopoly on the transportation market, which can have a negative impact on the competition.

However, the deputy Minister of Transport Alexander Misharin claims that the Ministry is still considering the possible contract and will possibly approve it. Sovcomflot stands for the merger, maintaining that what really matters is not competitiveness inside the country, but the one in the global shipping market, where Russian companies occupy relatively low positions in the chart. Still, the CEO of Novoship Tagir Izmailov is sure the merger will be a failure.



Crisis of Genre: Diversification Course 

Nowadays Russian carriers are getting ready for the crisis in the global freight market, which, according to experts' forecasts, will take place in 2007 (at the peak of putting new tankers in operation. Nowadays, 992 vessels with the total deadweight capacity of 86.1 million tons have been ordered, including vessels with the total deadweight capacity of 44 million tons, which are to be built in 2006.  

Russian companies are considering signing long-term contracts with large oil companies as a possible way out of crisis. The active participation and victories of Russian shipping companies in tenders (Sakhalin-1, Sakhalin-2) are a definite point in favour of that. Another possible way out is the diversification of business, which Sovcomflot is going to apply. The company has changed its strategy from use of tankers to use of dry cargo ships and has staked on long-term industrial projects, including LNG transportation, that help smoothing the market changes and bring stable revenue. 



Olesya Angelova
    [~DETAIL_TEXT] => Russian carriers are getting readyfor world freight market crises.



New Wave - Oil 

The starting point of the Russian commercial shipping development is supposed to be the 1960s, when the annual growth of the carrying capacity was 1-1.5 million tons, and the profit amounted to USD2.5 billion.

However, starting from the 1990s, the freight base and the types of transported cargoes have gone down (liquid bulk made over 50% of this decrease), especially concerning the outgoing and incoming trade. As a result, the Russian ports were re-oriented to oil transportation. For example, out of the four largest Russian shipping companies - Sovcomflot, Novoship, Primorsk Shipping Company (PRISCO) and Far Eastern Shipping Company (FESCO) - only the latter specializes in containerized cargo transportation. 

At the same time, the experts mark the high competitiveness of the Russian shipping companies on the world freight market. For example, the main competitors of Novoship are such giants as General Maritime, OMI (the USA), Premuda (Italy), Torm (Danemark), and a number of the Greek companies. PRISCO's competitors are the Chinese shipping companies in the Far East and in the South-Eastern Asia, the Georgian sea line in Europe and America, and the Finnish shipping companies in the Arctic. The main competitor of the Murmansk shipping company (MSCO) in the sphere of liquid bulk cabotage transportation is the Cyprus company Transcom.   

Besides, the total fleet of the largest Russian shipping companies (Sovcomflot, Novoship, PRISCO, MSCO, Lukoil-Arctic-Tanker) amounting to 155 tankers, with the total dead-weight tonnage of over 8 million tons, and the present-day contracts for its renewal give hope for a serious breakthrough for Russian sea carriers on the global freight market.



Looking Back to West    

Thus, the main problem of the Russian tanker companies is the small participation of the Russian fleet in the country's oil transportation. Different market players find different reasons for it. On the one hand, the carriers explain it by the fact that basic volumes of the export cargo are sold on the FOB conditions, which creates unfavourable tax and customs regime for the Russian vessels in the national ports. On the other hand, they speak of the lack of efficient state policy to support national shipping companies. Consequently, they offer signing a normative document, in accordance with which up to 50% of cargo would be transported by Russian companies.

The RF Ministry of Transport admits the problem. However, they notice that the oil companies are not ready to work in accordance with the long-term standards accepted in Europe. The European companies are used to operate under conditions of high safety standards, but Russian oil companies, who prefer the cheapest charter rates, are not ready to pay for the additional service.

Besides, all the participants of the transportation process agree that the approval of the second International Vessel Registration in Russia could change the situation completely.  This document, approved in Europe, creates equal conditions for the shipping companies of different countries and does not allow the use of old vessels for transportation of potentially ecologically hazardous cargoes,  which include oil products. 



Merger or Aquisition?

The idea to merge the two largest Russian shipping companies, Sovcomflot and Novoship, has been under discussion for several years. It was first voiced in 2000 by the head of the Ministry of Transport of that time and the present-day CEO of Sovcomflot Sergey Frank. Five years ago the latter offered to merge Sovcomflot, Novoship and FESCO. In 2002 S. Frank again suggested that the Government should create a shipping giant, but this time without the privatized FESCO. Then his projects were not supported by the RF Government, but last summer the Government started to discuss the idea of merging the shipping companies again. 

However, the Ministry of Transport treats the idea of the companies' merger rather skeptically. The officials are afraid to create a monopoly on the transportation market, which can have a negative impact on the competition.

However, the deputy Minister of Transport Alexander Misharin claims that the Ministry is still considering the possible contract and will possibly approve it. Sovcomflot stands for the merger, maintaining that what really matters is not competitiveness inside the country, but the one in the global shipping market, where Russian companies occupy relatively low positions in the chart. Still, the CEO of Novoship Tagir Izmailov is sure the merger will be a failure.



Crisis of Genre: Diversification Course 

Nowadays Russian carriers are getting ready for the crisis in the global freight market, which, according to experts' forecasts, will take place in 2007 (at the peak of putting new tankers in operation. Nowadays, 992 vessels with the total deadweight capacity of 86.1 million tons have been ordered, including vessels with the total deadweight capacity of 44 million tons, which are to be built in 2006.  

Russian companies are considering signing long-term contracts with large oil companies as a possible way out of crisis. The active participation and victories of Russian shipping companies in tenders (Sakhalin-1, Sakhalin-2) are a definite point in favour of that. Another possible way out is the diversification of business, which Sovcomflot is going to apply. The company has changed its strategy from use of tankers to use of dry cargo ships and has staked on long-term industrial projects, including LNG transportation, that help smoothing the market changes and bring stable revenue. 



Olesya Angelova
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    [DETAIL_TEXT] => Russian carriers are getting readyfor world freight market crises.



New Wave - Oil 

The starting point of the Russian commercial shipping development is supposed to be the 1960s, when the annual growth of the carrying capacity was 1-1.5 million tons, and the profit amounted to USD2.5 billion.

However, starting from the 1990s, the freight base and the types of transported cargoes have gone down (liquid bulk made over 50% of this decrease), especially concerning the outgoing and incoming trade. As a result, the Russian ports were re-oriented to oil transportation. For example, out of the four largest Russian shipping companies - Sovcomflot, Novoship, Primorsk Shipping Company (PRISCO) and Far Eastern Shipping Company (FESCO) - only the latter specializes in containerized cargo transportation. 

At the same time, the experts mark the high competitiveness of the Russian shipping companies on the world freight market. For example, the main competitors of Novoship are such giants as General Maritime, OMI (the USA), Premuda (Italy), Torm (Danemark), and a number of the Greek companies. PRISCO's competitors are the Chinese shipping companies in the Far East and in the South-Eastern Asia, the Georgian sea line in Europe and America, and the Finnish shipping companies in the Arctic. The main competitor of the Murmansk shipping company (MSCO) in the sphere of liquid bulk cabotage transportation is the Cyprus company Transcom.   

Besides, the total fleet of the largest Russian shipping companies (Sovcomflot, Novoship, PRISCO, MSCO, Lukoil-Arctic-Tanker) amounting to 155 tankers, with the total dead-weight tonnage of over 8 million tons, and the present-day contracts for its renewal give hope for a serious breakthrough for Russian sea carriers on the global freight market.



Looking Back to West    

Thus, the main problem of the Russian tanker companies is the small participation of the Russian fleet in the country's oil transportation. Different market players find different reasons for it. On the one hand, the carriers explain it by the fact that basic volumes of the export cargo are sold on the FOB conditions, which creates unfavourable tax and customs regime for the Russian vessels in the national ports. On the other hand, they speak of the lack of efficient state policy to support national shipping companies. Consequently, they offer signing a normative document, in accordance with which up to 50% of cargo would be transported by Russian companies.

The RF Ministry of Transport admits the problem. However, they notice that the oil companies are not ready to work in accordance with the long-term standards accepted in Europe. The European companies are used to operate under conditions of high safety standards, but Russian oil companies, who prefer the cheapest charter rates, are not ready to pay for the additional service.

Besides, all the participants of the transportation process agree that the approval of the second International Vessel Registration in Russia could change the situation completely.  This document, approved in Europe, creates equal conditions for the shipping companies of different countries and does not allow the use of old vessels for transportation of potentially ecologically hazardous cargoes,  which include oil products. 



Merger or Aquisition?

The idea to merge the two largest Russian shipping companies, Sovcomflot and Novoship, has been under discussion for several years. It was first voiced in 2000 by the head of the Ministry of Transport of that time and the present-day CEO of Sovcomflot Sergey Frank. Five years ago the latter offered to merge Sovcomflot, Novoship and FESCO. In 2002 S. Frank again suggested that the Government should create a shipping giant, but this time without the privatized FESCO. Then his projects were not supported by the RF Government, but last summer the Government started to discuss the idea of merging the shipping companies again. 

However, the Ministry of Transport treats the idea of the companies' merger rather skeptically. The officials are afraid to create a monopoly on the transportation market, which can have a negative impact on the competition.

However, the deputy Minister of Transport Alexander Misharin claims that the Ministry is still considering the possible contract and will possibly approve it. Sovcomflot stands for the merger, maintaining that what really matters is not competitiveness inside the country, but the one in the global shipping market, where Russian companies occupy relatively low positions in the chart. Still, the CEO of Novoship Tagir Izmailov is sure the merger will be a failure.



Crisis of Genre: Diversification Course 

Nowadays Russian carriers are getting ready for the crisis in the global freight market, which, according to experts' forecasts, will take place in 2007 (at the peak of putting new tankers in operation. Nowadays, 992 vessels with the total deadweight capacity of 86.1 million tons have been ordered, including vessels with the total deadweight capacity of 44 million tons, which are to be built in 2006.  

Russian companies are considering signing long-term contracts with large oil companies as a possible way out of crisis. The active participation and victories of Russian shipping companies in tenders (Sakhalin-1, Sakhalin-2) are a definite point in favour of that. Another possible way out is the diversification of business, which Sovcomflot is going to apply. The company has changed its strategy from use of tankers to use of dry cargo ships and has staked on long-term industrial projects, including LNG transportation, that help smoothing the market changes and bring stable revenue. 



Olesya Angelova
    [~DETAIL_TEXT] => Russian carriers are getting readyfor world freight market crises.



New Wave - Oil 

The starting point of the Russian commercial shipping development is supposed to be the 1960s, when the annual growth of the carrying capacity was 1-1.5 million tons, and the profit amounted to USD2.5 billion.

However, starting from the 1990s, the freight base and the types of transported cargoes have gone down (liquid bulk made over 50% of this decrease), especially concerning the outgoing and incoming trade. As a result, the Russian ports were re-oriented to oil transportation. For example, out of the four largest Russian shipping companies - Sovcomflot, Novoship, Primorsk Shipping Company (PRISCO) and Far Eastern Shipping Company (FESCO) - only the latter specializes in containerized cargo transportation. 

At the same time, the experts mark the high competitiveness of the Russian shipping companies on the world freight market. For example, the main competitors of Novoship are such giants as General Maritime, OMI (the USA), Premuda (Italy), Torm (Danemark), and a number of the Greek companies. PRISCO's competitors are the Chinese shipping companies in the Far East and in the South-Eastern Asia, the Georgian sea line in Europe and America, and the Finnish shipping companies in the Arctic. The main competitor of the Murmansk shipping company (MSCO) in the sphere of liquid bulk cabotage transportation is the Cyprus company Transcom.   

Besides, the total fleet of the largest Russian shipping companies (Sovcomflot, Novoship, PRISCO, MSCO, Lukoil-Arctic-Tanker) amounting to 155 tankers, with the total dead-weight tonnage of over 8 million tons, and the present-day contracts for its renewal give hope for a serious breakthrough for Russian sea carriers on the global freight market.



Looking Back to West    

Thus, the main problem of the Russian tanker companies is the small participation of the Russian fleet in the country's oil transportation. Different market players find different reasons for it. On the one hand, the carriers explain it by the fact that basic volumes of the export cargo are sold on the FOB conditions, which creates unfavourable tax and customs regime for the Russian vessels in the national ports. On the other hand, they speak of the lack of efficient state policy to support national shipping companies. Consequently, they offer signing a normative document, in accordance with which up to 50% of cargo would be transported by Russian companies.

The RF Ministry of Transport admits the problem. However, they notice that the oil companies are not ready to work in accordance with the long-term standards accepted in Europe. The European companies are used to operate under conditions of high safety standards, but Russian oil companies, who prefer the cheapest charter rates, are not ready to pay for the additional service.

Besides, all the participants of the transportation process agree that the approval of the second International Vessel Registration in Russia could change the situation completely.  This document, approved in Europe, creates equal conditions for the shipping companies of different countries and does not allow the use of old vessels for transportation of potentially ecologically hazardous cargoes,  which include oil products. 



Merger or Aquisition?

The idea to merge the two largest Russian shipping companies, Sovcomflot and Novoship, has been under discussion for several years. It was first voiced in 2000 by the head of the Ministry of Transport of that time and the present-day CEO of Sovcomflot Sergey Frank. Five years ago the latter offered to merge Sovcomflot, Novoship and FESCO. In 2002 S. Frank again suggested that the Government should create a shipping giant, but this time without the privatized FESCO. Then his projects were not supported by the RF Government, but last summer the Government started to discuss the idea of merging the shipping companies again. 

However, the Ministry of Transport treats the idea of the companies' merger rather skeptically. The officials are afraid to create a monopoly on the transportation market, which can have a negative impact on the competition.

However, the deputy Minister of Transport Alexander Misharin claims that the Ministry is still considering the possible contract and will possibly approve it. Sovcomflot stands for the merger, maintaining that what really matters is not competitiveness inside the country, but the one in the global shipping market, where Russian companies occupy relatively low positions in the chart. Still, the CEO of Novoship Tagir Izmailov is sure the merger will be a failure.



Crisis of Genre: Diversification Course 

Nowadays Russian carriers are getting ready for the crisis in the global freight market, which, according to experts' forecasts, will take place in 2007 (at the peak of putting new tankers in operation. Nowadays, 992 vessels with the total deadweight capacity of 86.1 million tons have been ordered, including vessels with the total deadweight capacity of 44 million tons, which are to be built in 2006.  

Russian companies are considering signing long-term contracts with large oil companies as a possible way out of crisis. The active participation and victories of Russian shipping companies in tenders (Sakhalin-1, Sakhalin-2) are a definite point in favour of that. Another possible way out is the diversification of business, which Sovcomflot is going to apply. The company has changed its strategy from use of tankers to use of dry cargo ships and has staked on long-term industrial projects, including LNG transportation, that help smoothing the market changes and bring stable revenue. 



Olesya Angelova
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            [ATTACHED_PDF] => Array
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                    [USER_TYPE] => 
                    [USER_TYPE_SETTINGS] => 
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        )

    [DISPLAY_PROPERTIES] => Array
        (
        )

    [IPROPERTY_VALUES] => Array
        (
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            [SECTION_PICTURE_FILE_TITLE] => Modern history of Russian charter
            [SECTION_DETAIL_PICTURE_FILE_ALT] => Modern history of Russian charter
            [SECTION_DETAIL_PICTURE_FILE_TITLE] => Modern history of Russian charter
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            [ELEMENT_PREVIEW_PICTURE_FILE_TITLE] => Modern history of Russian charter
            [ELEMENT_DETAIL_PICTURE_FILE_ALT] => Modern history of Russian charter
            [ELEMENT_DETAIL_PICTURE_FILE_TITLE] => Modern history of Russian charter
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)