Aeroflot has screwed up. Accounting as a component of success Aeroflot organizational structure
The decision to hold the competition “Best Accounting Service in Russia 2004” was made in August of this year. The best accounting departments of Russian organizations and enterprises of various fields of activity and forms of ownership took part in it. The winners were determined by the Expert Council, and the award ceremony itself took place in the Kremlin.
As mentioned above, Aeroflot's accounting service was recognized as the best. This largest and oldest (Aeroflot dates back to 1923) domestic air carrier today has found a second wind and hopes to show what it is capable of in the near future. Today, 51 percent of the company's shares are owned by the state, so, among other things, Aeroflot is also the face of Russia. It accounts for 11 percent of domestic and 39 percent of international traffic. In terms of financial indicators - and the company's net profit at the end of last year amounted to 3978 billion rubles - Aeroflot is included in the list of the 25 largest airlines in the world. Among other things, by 2007 Aeroflot plans to build its own terminal, Sheremetyevo-3.
Today, Andrei Trusov, chief accountant of Aeroflot, answers Vecherka’s questions.
- Andrey Pavlovich, did you remember anything special from this seminar?
Naturally, I remember a lot. But here’s what I’d like to point out. The trend towards convergence of European and Russian accounting standards is the strategy of the Ministry of Finance of the Russian Federation in the field of accounting standards. At the seminar, we were explained the application of the latest accounting provisions and what standards will be applied in Russian accounting in the near future. And we - that is, Aeroflot - have been applying these standards for a year and a half!
- By the way, I congratulate you on behalf of “Evening” on the award presented to you...
I was very pleased to receive this award. In general, it seems to me that the role of accounting in the successful development of a business is quite large. After all, clear financial information is always needed to successfully move forward. For example, in the development of Aeroflot - whether it is improving services or reducing costs - accounting information is needed, and on the basis of this information management conclusions are made. Whatever type of business you are involved in, it is accounting that forms financial results. Based on them, profit is determined and the amount of dividends is established. This is also where information for business partners and analysts comes from. These are all accounting records.
- What problems did you, as an accountant, have to face at the stage of, in fact, the rebirth of the company?
A lot has really changed in recent years. First of all, healthy competition has appeared in the country in the field of air transportation. And that's okay. But first of all, the passenger chooses. And from here tariff plans are born, the level of security and level of service, its timeliness, the prevalence of the network - all this together gives a positive result. And we, accountants, need to take into account, monitor and analyze the company’s activities in these areas.
- Aeroflot's recent promotion - 99 euros to any major city in the world. Is this a marketing ploy?
And marketing as well. But if you believe that for the sake of marketing the company deliberately makes transportation unprofitable, this is not so. There is simply such a thing as seasonality of air travel. Between October and November there is always a decline in passenger demand. And so we are faced with a choice. Either offer passengers favorable conditions for purchasing tickets, or the plane will fly away half empty. But he will fly away anyway. That is, it will still burn expensive aviation kerosene. I hope that such actions will continue.
- Andrey Pavlovich, regular Aeroflot passengers have probably long ago noticed that the company’s airliners, and indeed Aeroflot itself, have changed their image. Were you afraid of repeating the sad experience of one British airline? She, I remember, invested hundreds of millions of dollars in redesigning her airliners. But the effect was the opposite: the carrier lost about half of its customers.
In our case, we were talking about promoting an almost new brand. Therefore, concerns were minimal. Our passenger is simply not very sensitive to such things yet. He is more balanced than the Western passenger. Nothing can intimidate Russians. Neither the recent plane crashes nor the constant threats of terrorism. Of course, we do not seek to abuse this “lack of spoiling”: the level of service and flight safety of Aeroflot are traditionally among the highest.
- High service also means modern aviation technology. What is Aeroflot doing to expand its fleet?
Everything possible. Everyone knows that the Tu-134 and Tu-154 have practically run out of their resources. The Tu-134 has long been “restricted from traveling”; the 154 will soon also be stopped being allowed into European airspace...
- Are you planning to buy new ones?
Tell me, who in Russia today produces modern airliners in sufficient quantities? All past presentations are nothing more than a demonstration of plans for the future. It remains to work with Western manufacturers. Moreover, the form of cooperation today is long-term leasing with the right of subsequent purchase. But as for the prices of modern airliners... Today, medium-haul aircraft are in greatest demand. Therefore, the prices for these liners are higher.
- Could you tell us about the company’s plans for the next year?
At the moment I can't. Now all this is just being discussed. Budgets for 2005 must be adopted, including capital investments, treasury and others. It is difficult to give exact numbers.
By the way, recently Russian President Vladimir Vladimirovich Putin awarded Valery Mikhailovich Okulov, General Director of Aeroflot OJSC, with the Order of Friendship of Peoples. In my opinion, this is very significant.
Half a century ago, Arthur Haley wrote in his novel “Airport” that air transport is something that blurs boundaries. To some extent this is true. In any case, we are doing everything to ensure that our passengers cross these borders that still exist on earth with the maximum level of comfort and reliability.
1. Runway
And she made the right decision when she met with the Best Accountant in Russia working for Aeroflot, Andrey Trusov. We started our conversation about the specifics of working in the industry from afar: namely, with a biography, because thanks to previous experience working in a foreign trade association (during the USSR), and later in the banking sector, the Aeroflot accountant managed to radically change the system of work of the current subordinate structure .
The basis for the transformation of aviation accounting was the knowledge of an experienced specialist in the field of four types of chart of accounts: foreign trade chart (export-import operations), chart of accounts of trade missions, since 1992, the all-Russian chart of accounts methodology and, finally, the banking chart of accounts.
Our hero, who at that time (since 1988) held the position of deputy chief accountant in one of the country’s prestigious banks, developed the concept of transitioning his department to transparent work. This helped the organization stay afloat. All these skills and abilities turned out to be extremely important when Andrei Trusov decided to change his profile in 2000 and take the position of deputy chief accountant at Aeroflot. And this happened just when the country’s aviation complex was just beginning to get back on its feet after the economic recession. It is not difficult to guess that in order to bring the system into line with modern realities, the accounting service had to work hard, unlike private companies, which in the late 90s began to appear like mushrooms after rain and taking into account the requirements of the time and consumer requests. “Reshaping” a long-existing system turned out to be much more labor-intensive.
Spreading my wings
Aeroflot is a huge complex. There is a national economy, medicine, and a repair shop here; the purchasing department, which is engaged in the acquisition of a huge number of related and basic products, ranging from paper clips to airplanes; more than a hundred foreign missions, which is associated with a powerful flow of foreign exchange and settlement transactions; extensive sales network around the world. All this diversity is managed by the accounting department.
Several years ago, the work of the financial department was greatly complicated by the fact that as such there was no unified accounting department in the company: all departments had their own accounting departments, and two departments were subordinate to the chief accountant, which were exclusively involved in reporting. Moreover, until August last year, all accounting was practically compiled manually on paper, and each department had different programs, somewhere there was a system for accounting for fixed assets, somewhere there was none.
It was possible to unite the entire system into a single structural unit through a set of global measures only in March 2001. Thus, Aeroflot’s accounting department began to number 350 people, plus 300 people in the air transportation revenue accounting department (the entire company staff is approximately 15 thousand employees). This process was helped by the introduction of a special program that made it possible to automate the accounting process.
“This is a rather complex system designed for multi-level large companies in the mid-level business sector,” says Andrey Pavlovich. – By 2002, we automated 34 of our divisions.
But the age of new technologies is taking its toll: the version of the program that was introduced at that time quickly became outdated and was no longer supported by manufacturers. And the company quickly had to switch to a more advanced version.
– In fact, it turned out to be an innovation. I don’t think it’s worth explaining what it means to rebuild the entire accounting system; it’s like building a house from the foundation,” says the head of Aeroflot’s accounting department. – And as you know, time is money, and I wanted to get a certain result.
As a result, it took another year and a half, and in August 2006 the company moved from pilot to commercial operation of the program. It is clear that no system can work perfectly right away, so trial operation took place for four months, that is, double accounting was carried out: according to the old and new system, while all balances had to converge in an ideal form. The accounting staff bravely endured the double load.
Over time, specialists installed and established a control system and a multi-level payment system. This made it possible to create a powerful online information source for all company operations. Information is extremely important for making management decisions online. Especially for engineers and economists who need to monitor all processes down to the smallest nuances. Now aircraft flight control is automated in real time, which allows for high flight safety (99.95 percent) and corresponds to the level of the most reliable airlines in the world. In view of this, the scope of responsibility immediately changed. For example, the chief accountant does not have the right to sign reports prepared by people who do not directly report to him. In addition, there was no unified chart of accounts. Together with the then chief accountant Mikhail Poluboyarinov, this plan was developed, and already in January 2001, accounting services were transferred to it, including all regional and foreign representative offices.
Accounting activities have been radically changed. Previously, reporting was chaotic: for example, in one representative office certain types of expenses were recorded in one account, and in another – in another. Also, rent of premises: in one region it was on the balance sheet account, in another – not. At the same time, rental payments in one representative office could be taken into account as expenses for future periods, while in another, these amounts were immediately written off as expenses.
Analytics and uniformity became the main concepts in the work of Aeroflot’s accounting department, which made it possible to compare actual data with planned data, opening the way to a more detailed study of balance sheets and risk calculations.
Perhaps the most important aspect of an airline company is its focus on Western experience in the aviation industry. For accounting, these are primarily the principles of international financial reporting. Andrey Trusov encountered the basic principles of IFRS while still working in the Vneshtorg system. Therefore, the chief accountant took Aeroflot’s transition to the new system calmly, especially since he already had experience in this area.
First things first - airplanes
Any airline, first of all, is, of course, aircraft, the entire fleet of which is included in fixed assets. Currently, Aeroflot, whose fleet consists of 96 aircraft, is negotiating with Airbus to purchase 15 new A-330 aircraft.
And here it is worth remembering one of the most important aspects of this industry: passenger safety. Insurance procedures are at the forefront in this regard. In this regard, the movement of fixed assets is monitored; for example, it is unacceptable that two aircraft engines suddenly have the same number. At the same time, the responsibilities of the accounting department do not directly include quality control of supplied or repaired parts. In accordance with international standards and the internationally recognized Oyosa standards, which Aeroflot passed last year, the lives of passengers are also insured.
2. Ticket tactics
Compliance with the quality of the international level of service, of course, is reflected in the activities of the entire accounting department. Last year, Aeroflot became a member of the Sky Team alliance. This system allows each passenger to buy a ticket to any part of the world. Accordingly, for accounting, this is an expansion of the settlement system between countries. Huge cash flows pass through the finance department. And not only in rubles, but also in foreign currency. Therefore, much attention is paid to control over funds. It is worth noting that currency payments are quite specific; in particular, the accounting department must provide a huge package of documents to the bank: from transaction passports to copies of contracts and various certificates on currency transactions.
Previously, it was somewhat easier in this regard, since Aeroflot had a license from the Central Bank, which allowed it to spend and credit funds to accounts in foreign representative offices. Now the licenses have been canceled due to the new legislation. Thus, all proceeds began to flow into Russian accounts in authorized banks. For each receipt, the company is now forced to provide certificates of settlement and currency transactions, in particular, transaction passports, which was not the case before. Thus, the accounting work has increased significantly, for which the accounting department even had to specifically increase the number of its staff by 12 people. As a result, wanting to optimize work by automating the technological process, which implies reducing the number of personnel, the company, following the letter of the law, is forced to resort to completely opposite measures.
In the meantime, the airline operates based on a simple principle: each ticket is a separate contract. And considering that the company has about 7 million customers, and each passenger usually takes round-trip tickets, then more than 14 million contractual agreements go through the accounting department!
– But each flight coupon must be entered into the accounting system with all the details: route, fare, taxes and fees, date and flight number, last name, first name and patronymic, ticket number. And each flight coupon individually ultimately forms the company’s revenue. Moreover, all this is entered into the computer manually. I see a solution to this problem in the adoption of a law on electronic tickets: such an innovation will facilitate the work of all airlines and bring their activities into line with international requirements,” Andrey Trusov expresses his opinion.
Moreover, such paperless technology has long been in use all over the world, which makes life much easier for accounting workers. For example, in the United States, 90 percent of customers are served in this way, and they do it themselves at the check-in counter.
For your information
Open joint stock company Aeroflot - Russian International Airlines was created in July 1992. The founder of the JSC, the Government of the Russian Federation, owns 51 percent of the shares, and 49 percent is owned by the airline’s workforce and other legal entities.
The highest governing body of the Company during the period between annual meetings of shareholders is the Board of Directors.
The company employs about 15 thousand people, including about 2 thousand flight specialists, more than 500 of them are aircraft commanders.
Today Aeroflot, using its own network and the capabilities of its partners, offers its passengers flights to 53 countries around the world. Of these, we have our own flights to 90 cities in 47 countries, including: 36 points in Europe; 5 – in the USA, Canada and Cuba; 2 – in Africa; 5 – in the Near and Middle East; 9 – in Asia, 8 – in the CIS countries and 25 – in Russia. A new flight has been launched on the route Moscow – Mineralnye Vody – Jeddah (Saudi Arabia). Before this, there were no direct flights between Russia and Saudi Arabia.
Flights to 58 destinations in 2007 are operated in accordance with code-share agreements with foreign airlines - Aeroflot partners as joint flights (36 destinations abroad and 22 destinations in Russia).
Aeroflot has the largest Flight Control Center (MCC) in Eastern Europe.
The largest Russian airline has entered the devil-may-care stage of its development.
Polish aviation authorities want to review the conditions for flights on Trans-Siberian routes. After the national carrier LOT added long-haul Boeing 787s to its fleet, it became necessary to increase the number of flights to Asia through the territory of the Russian Federation. Industry officials say that Russian authorities will make a decision taking into account the interests of Aeroflot, which currently serves the bulk of transit passenger traffic from Poland.
And, as it became known, the state airline will allegedly set unacceptable conditions in advance.
International flight scandal?
A year ago, Aeroflot management became involved in a high-profile international scandal, Rosaviatsiya told The Moscow Post. After all, the American leasing company ILFC wants to take away more than half of the aircraft from Aeroflot’s subsidiary Vladivostok Air. This could lead to disruption of air travel throughout the Far East. It is no secret that numerous foreign holdings cooperating with the Russian airline giant have long been dissatisfied with the work of Aeroflot (as well as its subsidiaries). However, not all of them decided to enter into a legal war with Aeroflot.
Here are just the American leasing company International Lease Finance Corp. (ILFC), which provided aircraft for Aeroflot’s subsidiary Vladivostok Air, could not stand it and demanded that more than half of the aircraft be taken away from Vladivostok Air, which would lead to the suspension of the airline’s flights. Specifically, International Lease Finance Corp. She demanded that Vladivostok Air stop operating three Airbus-320 and two Airbus-330 aircraft. This is due to the fact that until December 26, Vladivostok Air was unable to return ILFC’s debt in the amount of $5 million.
It is curious that ILFC previously tried to resolve the issue peacefully, but Aeroflot’s subsidiary ignored all the Americans’ claims. As a result, ILFC went to court and sent a corresponding note to the general director of Vladivostok Air, Dmitry Tyshchuk, as well as to Aeroflot. Eventually, these planes became the subject of legal proceedings. Moreover, Vladivostok Air may soon lose three Yak-40s, which are not equipped with a system that prevents dangerous proximity to the ground. All this will lead to the fact that Aeroflot’s subsidiary will be left without aircraft at all, and Far Eastern air traffic will be disrupted.
Don't you feel sorry for yours?
Aeroflot's top managers have much more important things to do. For example, an increase in bonuses for members of the board of directors. For example, before the second wave of the economic crisis hit, the top managers of the Russian aviation giant ensured that now each member of the board of directors could receive, on average, up to 3.8-5 million rubles per year. "premium".
Thus, both members of the board of directors of Aeroflot and its top managers continue to “milk” the airline giant, essentially withdrawing budget money from there, since 51.17% of the shares of Aeroflot OJSC belong to the state represented by the Federal Agency for the Management of Federal property. And against this background, Aeroflot’s top managers are “too lazy” to allocate at least $5 million for Vladivostok Air to pay off debts to International Lease Finance Corp. Moreover, it is unclear to whom exactly these fabulous bonuses went into the pockets, since the consolidated financial statements of Aeroflot OJSC under IFRS do not disclose the exact number of employees who account for this remuneration.
It is also unclear why, against the background of falling demand for air travel and flights due to the new financial crisis, Aeroflot management decided to increase personnel costs by 32% (from 250.4 million US dollars to 330.5 million US dollars).
However, there was no information that Aeroflot increased the number of its employees by a third. Where did this difference of $80.1 million go? - a rhetorical question! By the way, Mr. Savelyev’s activities have been criticized more than once by other Aeroflot shareholders. So, for example, damage from financial activities was caused by the National Reserve Corporation (NRK) of Alexander Lebedev, which controls about 30% of the shares of the airline giant.
After all, it was the revaluation of Aeroflot OJSC securities that became one of the reasons why the loss of the National Reserve Bank (NRB), part of the NRC, amounted to more than 1.9 billion rubles at the end of nine months. Of course, Mr. Lebedev was extremely dissatisfied with Savelyev’s activities as CEO of Aeroflot. At the end of 2010, the resignation of Vitaly Savelyev was already demanded by a member of the board of directors of Aeroflot, Sergei Aleksashenko, who accused the general director of the airline giant of hiding a number of financial data. Aleksashenko addressed the Minister of Transport Igor Levitin and the Deputy Head of the Ministry of Economy Alexandra Levitskaya with a request for Savelyev’s resignation. By the way, this is not the only financial scandal associated with Mr. Savelyev. After all, he is actually engaged in misuse of Aeroflot budget funds, which go to finance the private football club CSKA, for which Savelyev himself is a fan. Let us note that the general director of Aeroflot has already spent more than $5 million for these purposes, although CSKA has nothing to do with Aeroflot.
Savelyev is far from the only top manager of Aeroflot involved in major financial scandals. After all, Vadim Zingman, who was previously a colleague of the current head of the airline while working at the Ministry of Economic Development, has an equally tarnished reputation. Then Zingman and Savelyev continued to work together at AFK Sistema, where Vadim Yakovlevich was the director of the department for relations with government authorities, and Vitaly Gennadievich was the first vice president.
So, now Zingman has become Aeroflot’s deputy general director for customer relations. This circumstance may also cause certain complaints from inspectors from the Prosecutor General’s Office, since Putin promised to check state-owned companies for “affiliation.” And Savelyev and Zingman are considered affiliated with the owner of AFK Sistema, Yevtushenkov. However, it is worth noting that Vadim Yakovlevich and Vitaly Gennadievich had long experience working in St. Petersburg banks during the “roaring 90s”. So, Zingman at that time was the manager of the North-West regional center of Inkombank, the most liquid assets of which, after its bankruptcy, were transferred to a number of companies controlled by Vadim Yakovlevich. In this case, we are talking about shares of Lenenergo, BMP, BaltONEXIMbank, SZRP, MMP.
Moreover, Zingman also turned out to be an excellent “currency withdrawal specialist.” The media also wrote that Zingman withdrew $4 million from the Inkombank SZRTS to the City Economics and Finance Committee and companies controlled by Yuri Rydnik. And Zingman’s patron in St. Petersburg was considered none other than the then Deputy Prime Minister of the Russian Government Ilya Klebanov, who later became the plenipotentiary representative for the Northwestern Federal District. So, in fact, the withdrawal of assets from the Inkombank SZRTS by Mr. Zingman was carried out in the presence of a serious “political roof”.
“Pilot” trial?
The capital's city court overturned the sentence of the former leaders of the Aeroflot pilots' union, who were accused of extortion. As it turned out, during the trial the norms of the Code of Criminal Procedure were violated. The Moscow Post correspondent was informed about this at the prosecutor's office. The Moscow City Court decided to overturn the verdict of former executive director of the Sheremetyevo Flight Personnel Trade Union (SHPLS) Alexey Shlyapnikov, vice-president of the trade union Valery Pimoshenko and former Aeroflot pilot Sergei Knyshov.
Let us remember that in March 2015 they were convicted of extorting 30 million rubles from the flight director of Aeroflot. The defendants then received from five and a half to six and a half years in prison.
The matter seemed dubious even then. But with violations identified in the Code of Criminal Procedure, it may turn out to be fabricated. In particular, the defense of the trade union leaders pointed to the fact that one of the most important pieces of evidence for the state prosecution were audio recordings of telephone conversations between the accused and Aeroflot flight director Igor Chalik, as well as between themselves.
At the trial, not only were the recordings themselves not heard, but their printouts were not even made public—the prosecutor’s office only referred to them! Moreover, the court records do not contain many important questions asked by the parties to the witnesses and the answers to them. The court of first instance did not examine a number of evidence presented by the defense and unreasonably rejected some of the lawyers' motions!
The judges accepted Aeroflot's version, according to which Alexey Shlyapnikov and Valery Pimoshenko offered Aeroflot management assistance in reducing the costs of paying pilots and threatened to disclose incriminating information about the airline. In exchange for this, Shlyapnikov and Pimoshenko demanded 100 million rubles. During the “dialogue” with Aeroflot, the amount was reduced to 30 million rubles. The criminal case was investigated under the article of attempted theft of property by deception on an especially large scale.
“I hope that when the case is reconsidered, the court will avoid the violations that were committed at the first trial. In this case, we will have reason to count on an acquittal,” said Alexei Shlyapnikov’s defense lawyer Mikhail Makarov. In mid-2013, representatives of ShPLS achieved in the Moscow City Court recognition of the legality of the decision of the State Labor Inspectorate for Moscow, which obliged Aeroflot to pay over 1 billion rubles to all flight personnel. for work in 2011-2012 at night, as well as in particularly harmful and dangerous conditions. According to the investigation, Messrs. Shlyapnikov and Pimoshenko began in August 2013 to offer the flight director of Aeroflot OJSC Igor Chalik to reduce payments.
The talk was about “saving” 400 million rubles, for which, according to the case, the negotiators themselves asked for 100 million rubles as a kickback. Mr. Chalik reported this to the FSB, after which all his negotiations with trade union leaders took place under the control of operatives. According to another version, the goal of Aeroflot managers was to neutralize the trade union organization, and instead of Russian professional pilots, hire cheap foreign pilots (possibly from Asian countries). And on July 15, 2014, the head of the air carrier, Vitaly Savelyev, even stated that Aeroflot was ready to hire 26 foreign pilots. By the way, in the trade union movement it is Savelyev who is considered the main organizer (or rather, the “customer” of the criminal case against the ShPLS leaders).
By the way, according to ShPLS representatives, in August 2013, Aeroflot Deputy General Director Igor Chalik suggested that ShPLS Executive Director Alexey Shlyapnikov be “friends,” namely, to conclude a collective agreement.
Questions for Aeroflot
Aeroflot, according to experts, remains one of the most corrupt airlines in Russia; General Director Vitaly Savelyev increased the corruption component thanks to the “temporary closure of information” to the board. During this period, you can carry out almost any corruption schemes and choose your friends as partners, as was the case with Tina Kandelaki, who received a contract for 64 million rubles without a tender.
Aeroflot's top management is also corrupt: just look at the recent case of Andrei Kalmykov, who, according to investigators, entered into contracts for the transportation of passengers and provided clear advantages to companies affiliated with his close relatives.
A crisis
Aeroflot may soon go bankrupt. The reason for this is the transfer to Aeroflot of the private air carrier Transaero with debts of 260 billion rubles. Experts note that there is no extra money in the budget, and Aeroflot has a net profit of only 240 million rubles. Transaero's debts could lead to liquidation of the state-owned company. After all, 9-10 billion a year will be spent on servicing loans alone. In the pre-crisis years, when Aeroflot's net profit averaged 8-9 billion rubles, it would not have been able to cope with servicing Transaero's debt; accordingly, it is foolish to think that Aeroflot will cope with this task now without receiving and 300 million rubles per year.
Let us remind you that back in December last year, Transaero turned to the Russian government for help, citing a possible disruption of the New Year’s flight program. But in May of this year, Transaero, having ended the year with losses (14 billion rubles) and debts, “increased” its value 30 times (to 61.2 billion rubles) - due to the revaluation reserve, Transaero’s capital became positive. After this, the federal authorities have already “pumped up” Transaero’s aviation business with budget money.
As a result, VTB Bank provided Transaero airlines with a loan of 9 billion rubles under a state guarantee. But by this year the banks began to be indignant - the debts amounted to 260 billion rubles. At the moment, there is a socio-economic crisis in Russia - the federal budget deficit as of September of this year is almost a trillion rubles. In this situation, anti-corruption fighters became more active. The investigation into the Aeroflot trade union case may reveal violations by the airline's managers and lead them to criminal prosecution.
Feast in Time of Plague?
At the beginning of this year, Aeroflot posted documents on the government procurement website for holding a corporate event worth 65 million rubles. According to documents posted on the government procurement website, Aeroflot airline is looking for a contractor to host the Runway corporate award in March of this year. The company said that this is a “traditional marketing event that rewards the company’s best employees and partners.” The documentation indicates that the cost of the event will be 64.9 million rubles. It will take place at Gostiny Dvor in Moscow and is planned to be attended by 1,400 guests. Of these, 300 people are listed as VIP guests.
“Does Aeroflot deserve Slava?”
The famous performer was outraged by the boorish actions of the airline employees, who did not allow her on board, accusing her of using drugs. “Russian singer Slava (Anastasia Slanevskaya) was not allowed on the Karaganda-Moscow flight on Sunday morning, suspected of using drugs. As the singer told media representatives, Aeroflot employees refused to board her and her director, saying that the young people were under the influence of drugs. In fact, Slava claims, they only drank a little whiskey in the VIP room.
“I know that you used drugs in the VIP room, and I can prove it,” the singer’s PR director Alexander Fil told the media at the time. According to him, the passenger who was with them in the VIP lounge told the chief flight attendant that “we are drunk, we can violate the space of others and are dangerous for the flight.” Meanwhile, as Alexander Fil noted, the business class on the plane was practically empty: he and Slava and another passenger were supposed to board. The PR director noted that Slava tried to board the plane on her own, but was led out by the police.
At the same time, Fil emphasized that in the VIP room the singer drank only 50 grams of whiskey and cola and slept the rest of the time. “There was no danger, no brawl, nothing happened,” the PR director emphasized. He said that after that they went to a drug treatment clinic for an examination, and the police took their passports. “We passed all the necessary tests, which showed that we are not intoxicated by drugs. They didn’t even find me with alcohol, Anastasia had a minimal dose of alcohol, because we drank whiskey and a little wine,” noted Alexander Fitil.
The PR director said that they would look into what happened.
Andrey Kuznetsov
It seems that the case of Aeroflot managers, which has been going on since the last century, has come to an end. The Savyolovsky Court of Moscow sentenced the former first deputy general director of the company Nikolai Glushkov, the former chief accountant of Aeroflot Lidiya Kryzhevskaya and the ex-head of the Financial United Corporation (FOK) Roman Sheinin to two years of suspended imprisonment with a probationary period of one year.
The court found them guilty of stealing almost 215 million denominated rubles belonging to Aeroflot through deliberate fraud. The three defendants did not admit their guilt and refused to answer questions from the state prosecutor. As mitigating circumstances, the court noted that all the accused are “people of retirement and pre-retirement age”, suffer from chronic diseases and are disabled.
During the last court hearing, the prosecution asked to sentence the defendants to terms of imprisonment from 4 to 5 years, while the defense insisted on a full acquittal of the defendants. Currently, the convicts are under recognizance not to leave until the verdict enters into legal force, which none of the litigants has yet appealed.
Let us recall the essence of the matter. According to the investigation, in 1996, Glushkov, Kryzhevskaya, Sheinin and Aeroflot Deputy General Director for Commercial Affairs Alexander Krasnenker convinced the then head of the airline, Evgeny Shaposhnikov, of the need to concentrate most of the foreign exchange earnings in a single currency center. As such, the Andava company registered in Switzerland was chosen, to whose accounts from May 1996 to November 1997, $252.4 million were transferred from 77 Aeroflot representative offices. Part of this amount, according to the prosecutor's office, was transferred to the personal accounts of the accused and stolen, in connection with which Aeroflot filed a claim for damages in the specified amount.
In January 1999, a criminal case was opened regarding financial violations committed by the former management of Aeroflot. The investigation believes that the thefts were carried out through the mediation of the United Financial Corporation.
An additional argument in favor of the dishonesty of the deal was the fact that Glushkov was on the board of directors of Andava. The main shareholder of this company was the famous businessman Boris Berezovsky, who was charged in absentia with aiding and abetting theft and the case against him was separated into separate proceedings.
At first, Glushkov and Krasnenker were charged with illegal business and money laundering. Boris Berezovsky was also charged with a similar charge; later these charges against the entrepreneur were dropped.
In May 2000, the Swiss prosecutor's office handed over additional information on this case to their Russian colleagues, which gave the prosecutor's office new trump cards.
On December 7, 2000, Glushkov was arrested. He and Krasnenker were accused of fraud and non-return of foreign currency. Kryzhevskaya and Sheinin were charged only with fraud. Investigators claimed that they were able to obtain enough evidence to bring charges of fraud against Berezovsky, who was a witness in this case. However, the entrepreneur refused to appear for questioning at the Prosecutor General’s Office, hiding abroad.
In April 2001, Glushkov, according to the prosecutor's office, tried to escape. At this time, the defendant was undergoing treatment in one of the Moscow hematology clinics, where he was transferred from the pre-trial detention center. According to investigators, the organizers of the failed escape were the former head of the ORT security service, Andrei Lugovoy, as well as guards Igor Providukhin and Vladimir Skoropupov. In addition, the former chairman of the board of directors of TV-6, Badri Patarkatsishvili, was accused of facilitating the escape. The case against him was separated into separate proceedings, since he was wanted.
However, Glushkov’s lawyers claim that the escape incident was set up by the investigation, whose representatives lured the defendant to the hospital gates and then detained him allegedly trying to escape.
In January 2002, the first trial in the Aeroflot case began in the Savelovsky Court. Glushkov, Krasnenker, Kryzhevskaya and Sheinin were charged with theft of foreign currency funds. Glushkov was also charged with attempting to escape.
In June 2002, Aeroflot filed a claim for 214 million rubles against the former managers of the company, although earlier representatives of the civil plaintiff estimated preliminary damage at only 350 thousand rubles.
The process lasted for almost two years with constant adjournments due to numerous motions submitted by lawyers. As a result, in March 2004, Glushkov and Krasnenker were found guilty by the court not of theft and fraud, but only of abuse of power, and received short sentences. In addition, Glushkov was found guilty of attempting to escape, but acquitted of charges of laundering funds acquired by criminal means due to the absence of corpus delicti in his actions.
Glushkov was released from custody right in the courtroom, since he had already served his sentence - 3 years and 3 months - in pre-trial detention. Krasnenker, who was sentenced to 2.5 years in prison, and chief accountant Kryzhevskaya were released under an amnesty in connection with the 55th anniversary of the victory in the Great Patriotic War. As for Sheinin, the court decided not to punish him due to the expiration of the statute of limitations for committing the crime.
A guilty verdict was also passed against three persons whom the court accused of aiding Glushkov's escape. The former head of the ORT security service, Andrei Lugovoy, as well as Vladimir Skoropupov and Igor Providukhin, were sentenced to a year and two months in prison and released from punishment due to the time they served during pre-trial detention.
At that time, the prosecutor demanded a much more severe sentence than now. In particular, the state prosecutor asked Glushkov to be sentenced to eight years in prison and, upon hearing the verdict, commented on it with an almost Shakespearean phrase: “Something is rotten in the Danish kingdom.”
In June 2004, the conviction of the Savyolovsky District Court was overturned, since the Moscow City Court took into account the protests of both the defense and the prosecution, and sent the case for a new trial.
At the end of January 2005, the defendant Alexander Krasnenker died as a result of a serious cancer disease, and therefore his criminal prosecution was terminated.
It should be noted that the amount of Aeroflot funds, which, according to the investigation, passed through Switzerland, changed several times during the investigation. Let us remind you that, according to the final version as of today, a little more than $250 million passed through the Andava company. This amount began to appear in the case in July 2001, when the investigation of the case was completed.
However, much larger amounts were previously mentioned. The previous version of the investigation mentioned two companies, Forus and Andava, through which at least $715 million was transferred. However, in December 2000, shortly after Glushkov’s arrest, there was even talk of $939 million, tens of millions of which, according to investigators, were withdrawn from Aeroflot’s circulation.
By the way, the amount initially mentioned was $200 million. These were payments due to Aeroflot from foreign airlines for the use of Russian airspace. But in October 1999, Aeroflot's missing funds were already estimated at $600 million. 400 million were considered by investigators as not received by Aeroflot or as having disappeared without a trace from its foreign bank accounts.
Apparently, not only outside observers, but also the investigators themselves became confused in these cash flows. In addition, it can be assumed that the process that ended today will not receive further development, since both sides are incredibly tired of it.
At the same time, the two most famous defendants in the Aeroflot case, Boris Berezovsky and Badri Patarkatsishvili, are still outside the scope of Russian justice.
If the new Prosecutor General Yuri Chaika fulfills his promise and intensifies the work of his department in the international direction, then perhaps everyone interested in this case will hear new interesting details. In particular, about who was the final recipient of the stolen funds, if this crime did take place.
But, most likely, millions of Aeroflot will face the same fate as the legendary “gold of the CPSU”, which disappeared without a trace in the dungeons of Swiss banks.
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Aeroflot is the definitionAeroflot is one of the oldest airlines in the world and the first in the world, which over the long history of its existence has become the largest, most modern and reliable in the country. It operates flights both within Russia and between countries and continents, was an official sponsor of two Olympic Games, football and basketball clubs, and in terms of service quality in the SkyTeam rating it was among the top ten and several times ahead of the largest carriers in the world in many respects.
Aeroflot is a national and modern airline, large and reliable, proven over many years of operation.
Aeroflot is the largest airline in Russia, with about 150 aircraft and more than 150 destinations.
Aeroflot is a company that has become a legend, whose aircraft are known all over the world.
Aeroflot is the leading Russian air carrier with a 30% share in passenger turnover.
Aeroflot is the national carrier.
Aeroflot is the leader of Russian air transport, a member of the global aviation alliance SkyTeam.
Like most large companies, Aeroflot was not without high-profile scandals.
In the second half of the 1990s, a scandal erupted at Aeroflot related to the misappropriation of the airline's free currency funds in the amount of 252 million to the Swiss Andava, the main shareholders of which were Aeroflot and Boris Berezovsky. According to the General Prosecutor's Office, the former management of Aeroflot, “misleading” the airline’s general director Evgeny Shaposhnikov, convinced him to transfer these funds to the account of the specified company. The verdict was handed down in March 2004. The defendants received from one and a half to 3 years of imprisonment and were released from serving their sentences due to the expiration of the statute of limitations and an amnesty.
However, the verdict did not suit either party, and after 2 months the Moscow City Court sent the case for a new trial. Having been convicted of fraud against Aeroflot, Boris Berezovsky and his business partner Nikolai Glushkov were ordered to pay the airline more than 200 million ($6 million) in damages. The decision came into force in February 2008 after the Moscow City Court rejected Berezovsky's complaint.
In 2011, Aeroflot appealed the amount of compensation, arguing that the original amount should be increased to 2 rubles ($60 million). The Golovinsky court fully satisfied the claim for indexation taking into account inflation. Aeroflot initiated an action to implement this decision. In late 2012, a judge dismissed the airline's claims based on the principle of finality, which prevents parties from reopening disputes unless . Shortly after, an Aeroflot spokesman said the airline was considering an appeal. In January 2014, the High Court of London confirmed Aeroflot's right to appeal the decision in the case of the deceased Boris Berezovsky. In 2010, a Swiss court decided to return to Aeroflot $52 million stolen by Boris Berezovsky and his accomplices.
Hope dies last
Artemy Lebedev and Aeroflot (2010-2011)On August 19, 2010, Aeroflot sold Artemy Lebedev a ticket for the flight, but he was unable to board the plane because boarding had already completed. At first, the Aeroflot ticket office refused to return Lebedev, which was the cause of the conflict. ticket and, accordingly, the amount of lost money amounted to 87,355 rubles. The head of Aeroflot Savelyev said in his interview with the Komsomolskaya Pravda newspaper: “We cannot respond to every speech on the blog.” Subsequently, after a number of posts by Artemy in his LiveJournal, the money was returned. Aeroflot, in turn, also prohibited the sale of tickets for flights departing right now without agreeing on the possibility of ensuring passenger boarding.
A new round of conflict was marked by Aeroflot filing a lawsuit against Lebedev over the publication of a photoshop by him with the title “Aeroflot - they are such b*tches...” and accusations of Aeroflot stealing money. Artemy was unable to appear at the first court hearing because he was traveling.
Aeroflot vs Lebedev
On June 24, 2011, the first court hearing on Aeroflot's claim took place. In LiveJournal, Lebedev said that it ended in a victory with a score of 1:0 in favor of the lawyers of Lebedev’s studio. During the meeting, Lebedev’s lawyers presented a conclusion according to which the word “spi*dil” does not mean “stole.” Representatives of Aeroflot presented a scientific advisory opinion, which confirms the conclusion of Lebedev’s lawyers. It also turned out that Aeroflot is not aware of the incident with Lebedev’s purchase of a ticket. The date for the next meeting has been set - July 24.
On July 27, a decision was made on the lawsuit. The court decided to remove pictures and words that offended Aeroflot from Lebedev’s blog, and also to pay Aeroflot 34 thousand rubles as compensation. The court did not consider the essence of the claims against Aeroflot, considering that this issue should be considered in. And in October 2011, the Moscow City Court recognized the decision of the Meshchansky Court in this case as legal, thus rejecting the cassation appeals of Lebedev’s representatives.
In June 2012, the founder of the Rospil project joined the board of directors of Aeroflot. An Aeroflot representative said that for the company all candidates are equal - it is transparent and has nothing to fear. Navalny's candidacy was number one on the list of candidates of the National Reserve (NRK), which controls 15% of Aeroflot. On Livejournal, the blogger gave a detailed commentary in the form of answers to frequently asked questions. Navalny clarified that he does not work at Aeroflot and does not receive: “Roughly speaking, the board of directors meets once a month and discusses strategic issues of the company.” At the airline, Navalny promises to take care of the rights and interests of the company. As for money, rewards are possible.
There were two more on the list of NRC candidates: Sergei Aleksashenko, director of macroeconomic research at the Higher School of Economics, and Alexander Kanishchev, chairman of the board of directors of Red Wings airline (also owned by Lebedev). The latter was a reserve candidate. Aleksashenko remained among the 11 members of the board of directors. 787 million votes were cast for Navalny. The total number of Aeroflot voting shares is 1.1 billion, but given that voting on the board of directors is cumulative, the number of votes was 12.1 billion (the number of shares multiplied by the number of seats in - there are 11), that is, Navalny received only 6.5% .
Lebedev said that he nominated Navalny after a series of scandals surrounding Aeroflot. In his opinion, there are many questions for the airline. For example, suspicion of the affiliation of its managers with distribution, which the Accounts Chamber has already become interested in. According to Lebedev, Navalny and Aleksashenko will make Aeroflot one of the most transparent and competitive state-owned companies in Russia. And Navalny said that he would concentrate on corporate and anti-corruption procedures.
In 2013, Lebedev did not nominate Navalny to the board of directors, citing the fact that his stake in Aeroflot had been reduced and now he could only appoint one candidate to the board - Sergei Aleksashenko.
On August 4, 2014, Aeroflot subsidiary Dobrolet announced a temporary suspension of flights. The reason for the “grounding” of the air carrier was international sanctions, which, along with other domestic companies, also included Dobrolet, which was flying to Crimea. For aviation reasons, one of the technical reasons for the cessation of flights was problems with insurance. The vast majority of Dobrolet’s fleet consists of new Boeing 737- 800, taken in. All of them are insured and re-insured by Western insurers, who, due to the sanctions imposed against Russia, refused to fulfill their obligations.
Dobrolet under sanctions
On March 17, 1923, Dobrolyot (Russian Society of Voluntary Air Fleet) was established, which carried out the tasks of creating civil aviation in the country for the needs of the national economy. Leon Trotsky was also the ideologist of the joint-stock company. The first aircraft fleet consisted of German Fokkers. "Dobrolet" was a joint-stock company. With funds earned from the sale of shares, mass production of passenger aircraft began in the USSR.
The shareholders of this company were both state and public organizations and individual citizens. Newspapers of that time called on workers to invest what they could into aircraft construction, so as not to buy flying machines abroad.
In July 1923, the first regular internal line Moscow - Nizhny Novgorod opened. The flight on a plane called “Prombank” (German Junkers F13) from Khodynskoe Field was made by the pilot of the “Dobrolet” society, Yakov Moiseev. The aircraft carried only four passengers, not counting two crew members.
On November 1, 1930, the Dobrolet joint-stock companies and the Ukrainian airline Ukrvozdukhput were merged into the All-Union Society of Civil Air Fleet under the Council of Labor and Defense. On February 25, 1932, the Main Directorate of the Civil Air Fleet (GU Civil Air Fleet) was formed and the official abbreviated name of the country's civil aviation - Aeroflot - was established. By the end of the 1930s, Aeroflot had become the largest airline in the world.
From the day of its foundation, Dobrolet's fleet consisted mainly of German Junkers. By 1933, it consisted of 90% domestically produced aircraft. In the 30s, the country's aircraft industry was already a large and complex complex of production, design bureaus, research institutes, etc. The aircraft fleet included aircraft designed by Tupolev, Ilyushin, and Antonov. In 1936, the USSR air communications network reached 116 thousand km, thereby becoming the longest in the world. The Union also came out on top in terms of transportation volumes.
At the end of the 30s, Deruluft, a Russian-German airline created back in 1921, was liquidated, thus Aeroflot had no competitors left in the local market. In the 30s, more and more attention began to be paid to service on board aircraft: buffets, carpets, and seat covers appeared. Calls to contribute funds to the development of civil aviation are being replaced by calls to use air transport as often as possible.
At the same time, a new position appeared in the crew team - flight attendant. He had to be a woman, unmarried, with medical education, weighing no more than 52 kg and height up to 162 cm. Gradually, cooking and psychology were included in the list of professional requirements. The first Russian flight attendant was Elsa Gorodetskaya.
During the Great Patriotic War, Aeroflot pilots defended the Fatherland, showing high professionalism and courage. They carried out particularly important flights to the front line, behind enemy lines, abroad and within the country. During these difficult years, regular flights on international airlines did not stop.
After the war, international air traffic began to actively resume and expand. New, more advanced aircraft Il-12 and Il-14 designed by S. Ilyushin appeared.
The launch of the world's first jet aircraft, Tu-104, designed by Tupolev, onto Aeroflot's domestic and international routes in 1956 was regarded as an outstanding event of global significance.
Tu-104 airplane
At the end of the 50s, the largest aircraft at that time, the Tu-114, which was distinguished by more economical turboprop engines, was tested and began regular flights on Aeroflot lines. Later it was replaced on long-distance routes by the new domestic aircraft Il-62.
In 1957, the Il-18 turboprop airliner, created at the Design Bureau named after. S. Ilyushina. In August 1959, Sheremetyevo Airport opened in Moscow, the main purpose of which was to serve international flights.
In January 1971, on the basis of the Transport Directorate of International Air Lines, the Central Directorate of International Air Services of Aeroflot (TsUMVS) was organized, which became the only enterprise in the industry that operated international flights under the name “Aeroflot - Soviet Airlines”. In 1978, the Il-76 cargo plane set off on its first flight abroad, which to this day regularly delivers cargo to customers around the world.
Aeroflot saw railway transport as its competitor. This is evidenced by many advertising images, accompanied by various slogans. Aeroflot began to attract passengers with new services and benefits, for example, the introduction of free meals or free transportation of baggage of a certain weight.
In 1980, Aeroflot was appointed as the general carrier of participants in the XXII Olympic Games held in Moscow. In order to receive athletes and guests of the capital from all over the world, a new international terminal at Sheremetyevo-2 Airport was specially built, capable of simultaneously serving 31 aircraft of any type. On May 6, its official opening took place.
On October 29, 2010, Aeroflot entered into a two-year sponsorship with the American basketball club New Jersey Nets. The Aeroflot logo was placed on the New Jersey Nets site in places that were included in the television frame, as well as in the screensavers of broadcasts of the team's away games.
In October 2013, the company registered its new low-cost airline Dobrolyot. But due to Western sanctions, the low-cost airline was forced to suspend its operations due to flights to Simferopol. In October 2014, Aeroflot announced the launch of a new low-cost carrier, which operates under the new name Pobeda.
In September 2015, the company was included in the sanctions list. The sanctions provide for the blocking and suspension of the fulfillment of economic and financial obligations, as well as “limitation, partial or complete cessation of the transit of resources, flights and transportation through the territory of Ukraine”
In 2000, Aeroflot invited a group of British consultants to carry out a rebranding. Work on this went on for quite some time. And in 2003, Aeroflot introduced a new color scheme for its aircraft and crew uniforms. A major advertising campaign was launched. Aeroflot's symbols deserve special mention. The winged hammer and sickle, which had been an integral symbol of the airline since its founding, did not suit the rebranding team. Moreover, it was unofficially believed that customers from Western countries would be “uncomfortable” using an airline whose symbolism reminded them of the Soviet era. But experience showed that the hammer and sickle is the most recognizable symbol of the company, and it was decided to leave it.
But this did not affect passenger turnover in any way. Aeroflot also introduced its Western-made fleet. 18 A320 series aircraft were purchased for domestic flights and 11 Boeing 767 aircraft for long-haul flights. By 2004, the airline's total fleet size exceeded 100 aircraft.
Having achieved stability in the foreign transportation market, in the spring of 2004 Aeroflot began active expansion into the domestic airline market, where Siberia Airlines (S7) holds the leadership. Aeroflot's plans include conquering 30% of the market by 2010. In 2006, this value was 9%. One of the first steps on this path was the purchase of the Arkhangelsk Air Lines airline and its transformation into a subsidiary of Aeroflot-Nord. In November 2006, it became known about Aeroflot's plans to absorb the Far Eastern airlines Dalavia and Sakhalin Air Routes. And on September 14, 2008, in connection with the crash of Flight 821 in Perm, Aeroflot announced the immediate termination of cooperation with Aeroflot-Nord in terms of providing its flag for flights.
On April 14, 2006, Aeroflot officially became the tenth member of the global aviation alliance SkyTeam. On May 6 of the same year, it received an IOSA operator certificate from the World Air Transport Agency, becoming the first Russian airline to pass the IATA Operational Safety Audit.
Important events in the life of the company occurred at the end of the first decade of the 21st century, when Aeroflot, like the entire global industry, was severely impacted. On March 26, 2009, the Board of Directors of Aeroflot terminated the powers of General Director Valery Okulov and elected Vitaly Savelyev to this position, who began work as General Director of Aeroflot PJSC on April 10 of the same year and set a course for increasing the economic efficiency of the carrier’s activities. In the same year, the last Tu-154 aircraft were withdrawn from the company’s fleet, and as of 2013, the bulk of the fleet consists of modern Airbus aircraft. However, Aeroflot declares the purchase of Russian aircraft.
Interesting and significant facts related to the company:
- Aeroflot is the air carrier of the football clubs CSKA and Manchester United;
The company's fleet consists of 134 passenger and 3 cargo airliners - this is the largest and at the same time the youngest fleet;
All Airbus, Boeing, Il and Sukhoi Superjet aircraft of Aeroflot have their own names;
The airline's route network includes 52 countries and 36 Russian cities;
The maximum number of domestic flights that Aeroflot operates from Moscow to St. Petersburg is 15 per day;
Since 1953, the company's aircraft have suffered 127 accidents, claiming a total of 6,915 lives;
The life and work of Aeroflot pilots and flight attendants formed the basis of such films as “Mimino”, “Crew”, “Wingspan”;
In 2011, Aeroflot opened its own pilot school. Now the aviation school graduates about 150 specialists per year;
According to numerous reviews from passengers, it is believed that Aeroflot provides tasty and satisfying food on board, especially in business class. The mere fact that ice cream is served here already sets Aeroflot apart from a number of other companies;
In honor of the company’s 90th anniversary, Aeroflot’s website hosted a “Paint the Plane” event, in which anyone could take part. The winner was the Khokhloma style livery.
An important share in Aeroflot's income is occupied by payments from foreign airlines for the flight of their aircraft over Russian territory on Trans-Siberian routes. There are currently 11 European airlines and 9 Asian airlines on the list of payers. Aeroflot receives the money owed through four channels: about the pool, fees for canceling landings in Moscow, for frequencies leased by foreigners and - essentially a repetition of the previous point, but only for additional money - a compensation fee for the actual difference in frequencies of foreign airlines and Aeroflot "
According to approximate estimates of experts, the company receives $110-120 million from them per year. In Aeroflot’s IFRS statements, these payments are not indicated separately, but are displayed in the item “other income” (in the first half of 2008 - $315 million). They estimate the total annual receipts from royalties at approximately $500 million. According to Kommersant, 20% of this money goes to the budget in the form of , another 20% is transferred to Rosaeronavigatsiya and Rosaviatsia. All remaining money goes to Aeroflot. In April 2009, Aeroflot CEO Vitaly Savelyev stated that without flight money, the airline would have been unprofitable for the last 6 years (2002-2008).
The number of passengers carried by the airline over the entire period is:
1976 - more than 100 million passengers;
Late 1980s - up to 130 million passengers annually;
1990 - 137 million 100 thousand passengers;
2001 - 5.832 million;
2002 - 5.490 million;
2003 - 5.844 million;
2004 - 6.862 million;
2005 - 6.707 million;
2006 - 7.290 million;
2007 - 8.166 million;
2008 - 9.27 million;
2009 - 8.755 million;
2010 - 11.2858 million;
2011 - 14.1738 million;
2012 - 17.656 million;
2013 - 20.9 million;
2014 - 23.6 million
Freight transportation in 2006 - 145.3 thousand tons
Passenger turnover in 2006 increased by 8% and amounted to 22.4 billion passenger-km. in 2006 amounted to 2.88 billion t-km, which exceeds the 2005 figure by 5.4%. Aeroflot's traffic volume in 2007 amounted to 8.2 million passengers and 95.9 thousand tons of cargo (including transportation of subsidiaries - 10.2 million passengers and 153.7 thousand tons).
Aeroflot occupies more than 45% of the Russian international air transportation market, the share of group companies in the all-Russian passenger turnover is 25.2%.
In the 90s, Aeroflot was actually taken over by the oligarch Boris Berezovsky, who trained his man, Nikolai Glushkov, for the post of general director. To free up the vacancy, the oligarch pulled off a combination of transferring the current head of Aeroflot, Air Marshal Evgeny Shaposhnikov, to advisor, but the plan failed: Valery Okulov became the airline’s general director, and Berezovsky’s protégé was given the position of deputy director.
As of the end of 2012:
51.17% of the shares belong to the state (represented by the Federal Agency for State Property Management);
In addition to Vitaly Savelyev, several other people are on the board of Aeroflot.
Biography:
In 1977 he graduated from the Leningrad Polytechnic Institute named after M.I. Kalinina;
In 1986 he graduated from the Leningrad Engineering and Economic Institute named after Palmiro Tolyatti. Candidate of Economic Sciences;
From 1977 to 1984 he worked on the construction of Sayano-Shushenskaya, where he worked his way up from an engineer to the chief designer of one of the KrasnoyarskGESstroy associations;
From 1984 to 1987 - Deputy Manager of the All-Union Trust "Sevzapmetallurgmontazh";
From 1987 to 1989 - Deputy Head of the Main Directorate of Glavleningradinzhstroy;
From 1989 to 1993 - President of the Russian-American joint venture DialogInvest;
From 1993 to 1995 - Chairman of the Board of Russia;
From 1995 to 2001 - Chairman of the Board of the Bank "MENATEP St. Petersburg";
From 2001 to 2002 - Deputy Chairman of the Board of OJSC Gazprom;
From 2004 to 2007, he served as Deputy Minister of Economic Development and Trade of the Russian Federation;
From 2007 to 2009 - First Vice President of AFK Sistema;
Biography:
Born in 1953 in Moscow;
In 1975 he graduated from the Moscow Institute of Railway Transport Engineers;
From 1977 to 1995 he served in the Armed Forces;
From 1995 to 2011 - Deputy General Director of Aeroflot PJSC for economic and aviation security, Deputy General Director for aviation security, Deputy General Director for aviation and industrial safety, First Deputy General Director for production activities.
Biography:
Born in 1954. Graduated from the Higher Naval Engineering School named after F.E. Dzerzhinsky;
From 1971 to 1983 he served in the Armed Forces of the USSR;
From 1983 to 1994 he worked at the USSR Ministry of Foreign Economic Relations;
From 1994 to 1997 - in the apparatus of the Security Council of the Russian Federation. Captain of the first rank, State Councilor of the Russian Federation 3rd class;
From 1997 to 2013 - head of administration of PJSC Aeroflot, deputy general director, executive director;
Since September 1, 2013 - Deputy General Director of Aeroflot PJSC for administrative management.
Biography:
Born in 1970;
In 1996 he graduated from the Moscow Institute of Public Utilities and Construction;
In 1999 - State University of Management. Worked in responsible positions in the banks OJSC Joint Stock Commercial Bank MENATEP St. Petersburg and OJSC Joint Stock Commercial Bank BIN, as well as in the companies CJSC Sky Link and OJSC Moscow Cellular Communications;
From 2009 to 2012 - Director of the Financial Operations Department of PJSC Aeroflot;
From 2012 to 2014 - Deputy General Director for Economics and Finance of Rossiya Airlines JSC;
From 2014 to 2015 - financial director - chief accountant of Dobrolet LLC, and then Pobeda Airlines LLC;
Since August 25, 2015 - Deputy General Director of Aeroflot PJSC for sales and property issues.
Biography:
Born in 1963. Graduated from the Leningrad Polytechnic Institute;
From 1922 to 1993 he worked as a leading specialist at JSCB Kredobank;
From 1993 to 1995 - senior programmer at JSCB Rossiya;
From 1996 to 2002, he was the head of the automated control system and programming department at OJSC Bank MENATEP SPb;
In 2002, he held the position of head of the department of automation, information, telecommunications of OJSC Gazprom;
From 2002 to 2004 - Advisor to the Vice President of United Company GROS LLC;
From 2004 to 2007 - Executive Director of Ramax International CJSC;
In 2007-2009, he served as director of the development and control department, business unit “Telecommunication assets” at Sistema JSFC. Has 27 copyrights on developments in the field of information technology;
Born in 1970. Graduated from St. Petersburg University of Economics and Finance. Have worked:
Vice President of JSB Inkombank;
Chairman of the Board of OJSC Baltonexim Bank;
President of LLC CB "Interregional Clearing Bank";
Deputy Director of the Department of State Regulation of Foreign Trade Activities;
Director of the Department for Relations with Sistema JSFC;
From 2009 to 2011, he held the position of Advisor to the General Director at PJSC Aeroflot, Deputy General Director for Operations and Product Quality Management. He has been working in this position since February 2012.
Biography:
Born in 1959. Graduated from the Turin Polytechnic University (Turin, );
From 1986 to December 1989, he worked at the Malan Viaggi airline company as a sales director, was a member of the Board of Directors and a member of the Executive Committee;
From 1990 to 2011, he worked at Alitalia airlines, rising from sales manager to executive vice president for alliances and strategy;
Since September 2011 he has been working at PJSC Aeroflot.
Biography:
Born in 1978. Graduated from MGIMO. Received an academic degree of Candidate of Economic Sciences from the Central Economics and Mathematics Institute of the Russian Academy of Sciences;
From 1998 to 1999 - Deputy Chief Accountant at EUROVEG LLC;
In 1999, he worked as chief accountant at UNIAPRO OY LLC and Roads of Friendship LLC;
From 2000 to 2001, he was a specialist in the financial department at CJSC International Potash Company and a financial analyst at OJSC Lianozovo Dairy Plant;
From 2001 to 2002, he was financial director, deputy chairman of the board of OJSC Kiev City Dairy Plant No. 3;
From 2002 to 2004, he held the position of head of department at OJSC MMC Norilsk Nickel;
From 2004 to 2007 - Deputy General Director for Finance and Investments at Sistema Telecom CJSC;
From 2007 to 2009 - Director of the Investment Department, Deputy Head of the Finance and Investment Complex at Sistema JSFC;
From 2009 to 2013 - Deputy General Director for Commerce and Finance;
Since September 1, 2013 - Deputy General Director for Finance and Network and Revenue Management.
Biography:
Born in 1953. Graduated from the Academy of Civil Aviation. Has a scientific degree of Candidate of Technical Sciences;
From 1973 to 1991 - co-pilot, deputy director of the aviation squadron, acting head of the department for organizing flight work in the Latvian Civil Aviation Directorate;
From 1991 to 1995 he worked as chief pilot, director of flight operations at Latvijas Airlines;
From 1998 to 2001 - pilot inspector of the flight safety inspection at Transaero airlines;
Since 2001 he has been working at Aeroflot. Held the positions of Deputy Head of the Flight Safety Inspectorate, Deputy Director of the Flight Safety Management Department;
Since July 2012 - Director of the Flight Safety Management Department.
Biography:
Born in 1961;
In 1984 he graduated from the Moscow Institute of Civil Aviation Engineers;
From 1984 to 1991 he worked in the Central Directorate of International Air Services;
From 1991 to 2001 he worked at PJSC Aeroflot, where he began his career as an aircraft technician;
From 2001 to 2011 he worked at the National Educational Institution “Higher Commercial School “Aviation Business” as Deputy Director;
Since January 2011 he has been working at PJSC Aeroflot.
Born in 1974. Graduated from the Moscow State Law Academy. Have worked:
Director of the Department for Mergers, Acquisitions and Markets of MTS OJSC;
Deputy General Director of Sky Link CJSC;
General Director of JSC "MSS";
Deputy Head of the Complex for Legal Affairs;
Director of the Transaction Support Department of Sistema JSFC;
Since 2009, he has been Deputy General Director of Aeroflot PJSC for sales and property issues.
Biography:
Born in 1957;
In 1979 he graduated with honors from the Aktobe Higher Flight School of Civil Aviation;
Since 1983 at TsUMVS (current Aeroflot). Piloted Tu-134, Il-86, A310, A320;
From 2003 to 2008 - commander of the A320 flight squad of the Aeroflot PJSC flight complex;
From 2008 to 2010 - commander of the A330 flight squad. Honored Pilot of the Russian Federation, awarded the medal “In Memory of the 850th Anniversary of Moscow”, the memorial badge “85 Years of Civil Aviation”;
He has held his current position since July 2011.
Dmitry Saprykin and Vitaly Savelyev, in addition to participating in the board of Aeroflot, also serve on the board of directors together with other figures.
Biography:
In 1994 he graduated from the St. Petersburg State Marine Technical University, Faculty of Engineering and Economics;
In 2000, he defended his PhD thesis at the St. Petersburg State University of Economics and Finance;
From 2003 to 2005 he studied at the University of Chicago Business School with a degree in Executive MBA;
From 2000 to 2004, he worked as First Deputy General Director of JSC Lenenergo;
From 2004 to 2005 - Director of the Department of State Regulation of Tariffs and Infrastructure Reforms of the Ministry of Economic Development and Trade of the Russian Federation;
Since November 2005 - Deputy Minister of Economic Development and Trade of the Russian Federation;
From 2008 to 2010 - Deputy Chief of Staff of the Government of the Russian Federation;
From July 2010 to the present, he has held the position of managing partner of Altera Capital. He is a member of Channel One OJSC, Russian Machines OJSC, Altera Investment Fund, Ruspetro plc, and Management Company RUSNANO LLC. Over the years, he was a member of the Boards of Directors of RAO UES of Russia, OJSC, Zarubezhneft OJSC, VTB OJSC, Svyazinvest OJSC, GAO All-Russian Exhibition Center OJSC;
Since 2011 - member of the Public Council of the Federal Tax Service;
Since 2012 - Professor at the National Research University Higher School of Economics.
Biography:
In 1986, he graduated with honors from the Moscow Financial Institute (Financial University under the Government of the Russian Federation) with a degree in Finance and Credit;
In 1992 he defended his doctoral dissertation and was awarded the degree of Doctor of Economic Sciences;
Since 2009 - Head of the Strategic Development Department of the State Joint-Stock Company "VVTs";
From 2011 to the present - Director of the “Young Professionals” direction of the Agency for Strategic Initiatives. He is a member of the Expert Council under the Government of the Russian Federation, a member of the Board of Directors of RVC OJSC.
Vasily Vasilyevich Sidorov - General Director of the limited liability company "ARIDA"Biography:
In 1993, he graduated from MGIMO (U) of the Ministry of Foreign Affairs of the Russian Federation with a degree in Public International Law and the Wharton Business School of the University of Pennsylvania with a degree in Finance;
From 1997 to 2000, Deputy General Director of OJSC Svyazinvest;
From 2000 to 2003, First Vice President of Sistema Telecom CJSC;
From 2003 to 2006, President of MTS OJSC;
From 2006 to 2010, co-owner of the Telecom-Express group of companies;
From 2010 to the present, managing partner of Euroatlantic Investments Ltd;
From June 2012 to the present, member of the Board of Directors of JSC Russian Railways;
He has held the position since November 2012.
Biography:
Born August 20, 1952. Graduated from the Irkutsk Institute of National Economy and higher courses at the Military Academy. Doctor of Economic Sciences, Professor, full member of the Academy of Military Sciences;
Since 1980 he worked in the experimental-industrial "Luch";
From 1983 to 1988, he headed its representative office in the GDR;
From 1988 to 1996 - Deputy General Director of the foreign trade association Sovintersport;
From 1996 to 1999 - Head of the Foreign Economic Relations Department of the Administration of the President of the Russian Federation;
From 1999 to 2001 - General Director of FSUE Promexport;
Since February 2001 - First Deputy General Director of FSUE Rosoboronexport;
From 2004 to 2007 - General Director of FSUE Rosoboronexport;
He has held his current position since December 2007.
Aeroflot's organizational structure is as follows:
Aeroflot’s development strategy until 2025 provides for the creation of three standards: “Premium”, “Region” and “Tourist”, operating main flights within the country, as well as on international routes (“Premium” standard) - Aeroflot. Rossiya will become a powerful air carrier in the north-west of the Russian Federation, Donavia in the south. On the basis of Sakhalin Airways and Vladivostok Air airlines, a new unified Far Eastern airline Aurora (Region standard) was created. "ORENAIR" is assigned the role of a charter carrier ("Tourist" standard).
Pobeda logo Former Aeroflot subsidiariesAeroflot included various airlines, which, due to certain circumstances, either ceased to exist or were sold.
Jetallians Vostok (formerly Aeroflot Plus): 100% shares, operations discontinued;
Aeroflot-Cargo (100% of shares) is bankrupt, actually abolished, the aircraft were transferred to the parent company (as a cargo division)
Former Aeroflot subsidiary Dobrolyot LLCDobrolyot: 100% shares (since 2013), liquidated.
Today, Aeroflot operates 163 aircraft, the average age of which is 4.2 years. Aeroflot was the airline with the largest fleet in the world, which had a rich history of development and included many types of aircraft.
As of October 2015, the average age of aircraft in Aeroflot's fleet is 4.2 years, and the total number of aircraft (not including subsidiary airlines) is 160.
Airbus A321 (26 aircraft)The Airbus A320 is a family of narrow-body aircraft for short and medium-haul airlines, developed by the European consortium Airbus S.A.S. Released in 1988, it became the first passenger aircraft to use a fly-by-wire control system.
On June 9, 2007, Aeroflot and Boeing signed a contract for the purchase of 22 new Boeing 787 Dreamliner aircraft, shifted by two years (2014 to 2016). In accordance with this contract, Aeroflot has the opportunity to purchase both the 248-seat B787-8 and the more spacious B787-9. The choice of engine will be made later.
Airbus A330 Sukhoi Superjet 100 (20 aircraft)At the end of 2010, the second production Sukhoi Superjet 100, the first for Aeroflot, was manufactured and painted. The first flight took place on January 31, 2011. On June 9, the plane arrived at Sheremetyevo and was solemnly handed over to Aeroflot.
Seating diagram:
In June 2011, at the Le Bourget air show, it was announced that an agreement had been concluded with Boeing for the supply of 8 Boeing 777-300ER aircraft worth $2.3 billion. The first aircraft entered regular service at the end of February 2013. In March 2014, the operation of Il-96-300 aircraft was stopped. The last flight under the Aeroflot flag was carried out by aircraft number 96008 on March 30. In June of the same year, the 20-year operation of Boeing 767-300ER aircraft was completed.
Airplane seats:
On January 15, 2015, Aeroflot Airlines and Sukhoi Civil Aircraft CJSC entered into an agreement to supply Aeroflot with another 20 Sukhoi Superjet SSJ100-95B aircraft. Thus, by 2017, Aeroflot's fleet will consist of 50 Sukhoi Superjet aircraft. As of March 2015, the average age of aircraft in Aeroflot's fleet is 4.2 years, and the total number of aircraft (not including subsidiary airlines) is 163 aircraft.
Fleet history
Boeing 737 (11 aircraft)The Boeing 737-800 became a lengthened version of the 737-700 and replaced the 737-400. The first customer in 1994 for the 737-800 was Hapag-Lloyd Flug (original name, now TUIfly), which received the first aircraft in 1998. The 737-800 seats 162 passengers in a 2-class cabin or 189 in an economy configuration. The main competitor is the Airbus A320 model. For many American airlines, the 737-800 replaced the outdated Boeing 727-200.
Modification of the A320 with a shortened fuselage by reducing the number of passenger seats by two rows. Thanks to options with different flight ranges and capacity, operators of this type of aircraft receive significant advantages. In addition to the basic model, designed to carry 116 passengers over a range of up to 6,650 km, customers are offered an option with increased capacity up to 156 seats.
Types of aircraft previously operated by Aeroflot:
In Soviet times, almost all aircraft flown by Aeroflot were produced in the USSR. In fact, all civilian (and some military) aircraft operating in the Union of Soviet Socialist Republics (CCCP) flew under the Aeroflot flag. During the 1940s and early 1950s, Aeroflot's main aircraft was the Li-2, an American DC-3 twin-engine aircraft produced in the USSR from 1939.
Later, the Li-2 was gradually replaced by the Il-12, which entered service in 1947, and the Il-14 (1954). Aeroflot also actively operated An-2 biplanes. The versatility of this biplane made it possible to use it for both passenger and cargo and postal flights. The An-2 aircraft remained with Aeroflot until the 1980s.
On September 15, 1956, Aeroflot began operating the first Soviet jet passenger aircraft, the Tu-104. Tu-104 began working with Aeroflot on the Moscow-Irkutsk route. The first international flight was carried out on the Moscow-Prague route.
Tu-134 airplane Il-62 airplaneIn 1967, the long-range aircraft Il-62 entered service. On September 15, it began regular flights from Moscow to Montreal, and on July 15, 1968, the first flight Moscow - New York via Montreal took place.
In 1972, operation of the Tu-154 began. In total, about a thousand of these aircraft were built. It became the most popular passenger aircraft in the USSR and the socialist community. Aeroflot operated the Tu-154 until December 2009. On December 31, 2009, Aeroflot's Tu-154M made its last flight on the Yekaterinburg-Moscow route, and from January 14, 2010, all aircraft of this type that served at Aeroflot were officially withdrawn from the fleet; the oldest and most worn-out aircraft were written off and cut into scrap metal, the rest were sold to other airlines.
Airplane IL-86 Boeing 767-300ERIn 1993, operation of the Il-96-300 began on the Moscow - New York line. And in 1992 Aeroflot began to use Western technology for the first time since the 1950s; The A310, whose fleet numbered 11 in 2000, flew under Aeroflot's colors until 2005. In 1994 Aeroflot purchased two Boeing 767-300ER. Since then, Aeroflot has used aircraft of the A320 family, Boeing 737 (1998-2004), as well as the cargo version of the McDonnell Douglas DC-10.
In 1998-2005, Aeroflot operated two Boeing 777-200ERs, leased for a period of 7 years. In 2006, 3 more Boeing 767s were ordered.
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