Kirill Gennadievich Androsov biography. Androsov Kirill Gennadievich. - Even if it involves a lot of lost profits

After Davos

— How can Russia attract investors if economic growth rates are declining and the country is inferior to its partners?

— Russia has competitive advantages compared to other BRIC countries. Not many, but they are there. I wouldn’t even talk only about BRIC: now Mexico, Indonesia, Vietnam, and some others should fall into this category of countries.

Russia differs from these countries in having the largest reserves of natural resources. These are precisely the natural resources on which, according to many economists, global economic growth will be based on the horizon until 2020.

“But many economists call this growth speculative.” Don't you agree?

— There is a theory of raw material cycles. A number of macroeconomic indicators show that we are now in a new upward spiral in global demand for commodities.

— I don’t consider this a political risk, it’s from a different plane.

— Are you worried about the upcoming elections?

- Of course, this is a factor of uncertainty.

But investors need certainty: naming Russian presidential candidates for the 2012 elections does not yet indicate the theses of a long-term economic program.

Therefore, the most fundamental question for investors is what changes will Russia’s economic policy undergo if it undergoes them.

— History teaches us that any long-term forecasts can be made. But an equally important quality should be the ability to quickly respond to changing situations.

— Why did foreign investment continue to fall in 2010, even in relation to the disastrous 2009?

— This is not so much a continuation of the economic crisis as a lack of accumulated liquidity over 2009-2010. In 2009, everyone suffered losses; in 2010, they revised their strategies and restructured their debts. And the first serious EBITDA that we will see from our Russian and foreign companies will appear in 2011, which will serve as a source for investment growth.

— Does the deal between BP contribute to improving the image of Russia in the eyes of Western investors?

— This deal is a signal of confidence in Russia, because BP is risking a huge capital of $7.8 billion. This is a risk - both economic and political. This is the risk of one country - Russia. And BP is ready to take it on. This is a very good positive signal to many strategic investors around the world, so it is a good deal. The largest international strategic investor with strong competence in the field of oil and gas production, refining, and transportation came to the Russian company. The presence of a BP representative on the board of directors of Rosneft is in itself a platform for technology exchange. This is positive for the Russian raw materials sector, and not just the oil and gas sector. In addition, the companies will jointly develop the Arctic shelf. Here Russia has significantly less experience than BP, which has experience in the North Sea.

— If there had not been an accident in the Gulf of Mexico, as a result of which BP suffered multibillion-dollar losses, would there have been a deal?

- I think yes. BP, as a strategic investor, analyzes any transaction from the point of view of positive NPV (Net Present Value). If an investment of $7.8 billion has a positive NPV, then the deal is worth taking.

— Are foreign investors interested in the privatization program of 2011–2013? Does it affect the investment climate?

— Any privatization is very good. For Russia, this is good squared for a number of reasons. Firstly, the presence of the state in the economy is very high, therefore privatization initiatives significantly increase the marketability and competitiveness of the economy.

Secondly, privatization means the emergence of a new owner who risks money, brings new knowledge, new management standards and requirements for management. And thirdly, there will be privatization of those sectors where there remains a significant need for capital investment, with the possible exception of the banking sector. Privatization opens up the possibility of carrying out not just a sale of a state-owned stake, but a sale with a so-called public offering, when shares are offered to investors and the proceeds from their sale will come to the company’s balance sheet.

— What about the large-scale program of privatization of Moscow property?

- I think yes. Moscow owns very large and operating enterprises that are of investment interest.

Start at $300 million

— Are there any interesting assets for your investment fund Altera Investment Fund as part of privatization?

— For the fund itself, no, but we are planning to create a small sub-fund that will operate on the public market and invest in Russian blue chips.

We will look at every transaction within the framework of privatization very carefully. Because I believe in the potential for significant growth in the Russian stock index in 2011, this is an opportunity for our investors that we want to take advantage of.

— Are the fund’s priorities: pharmaceuticals, agriculture?

- And they even expanded. Our priorities are the metallurgy and mining sector, commercial real estate in Moscow and St. Petersburg, and electric power. Automotive components remain, but are not among the priorities. We are currently exploring a very interesting opportunity in this area.

— Why have investment priorities changed? And only the electric power industry corresponds to plans for modernizing the country.

— Diversification of the economy is not the main objective of the fund. The fund's goal is to make its shareholders rich over the long term. Based on this, we have selected those sectors in which we see the greatest growth potential in 2011-2013. However, we are happy to consider any investment ideas.

— Do you see this potential in state-owned companies?

- In some - yes. But the key risk in a state-owned company is corporate governance.

No barriers

— What macroeconomic forecasts does the fund rely on? Do they match the official figures?

— I believe that the forecast, which is made annually with quarterly adjustments, is a fairly objective and high-quality product, which we also focus on.

— The budget for 2011–2013 includes oil prices of $75–79 per barrel. Now the price of oil is about $100 per barrel. Is there a risk that the higher the price of oil, the less interest the authorities will show in improving the investment climate?

- Better yet, $30 or even $20. So, according to your logic? There are many different studies on this topic dating back to the 19th century. This is the so-called resource curse, which was discussed a lot during the most acute period of the crisis in 2008 - early 2009. There is undoubtedly a certain dependence, because excess reserves and macroeconomic stability do not create additional incentives to improve the investment climate. I can’t say that this interferes, but it doesn’t help everyone either.

The lack of reserves and budget deficit is a good incentive for economic diversification. Most of the government initiatives that took place in 2008-2009 are, in my opinion, absolutely market-based and fundamental in nature for the subsequent development of the economy.

- For example?

— Privatization, which we have already talked about, the law on energy conservation, support for infrastructure construction. All these measures were not of a crisis nature, in my opinion, but of a systemic nature.

— Did you work on these ideas when you were part of Shuvalov’s anti-crisis commission?

— Now, as an entrepreneur, are you comfortable working in the conditions of state regulation that you created as Deputy Minister of Economic Development? Are you facing administrative barriers?

- I don’t (laughs). Small and medium-sized businesses feel administrative barriers to a greater extent. But the fund is not directly involved in entrepreneurial activities.

Perhaps at the stage of joining companies, working on their board of directors and with management, we will see these limiters.

Ultimately, this is a matter of choice: no one can force us to invest in this or that enterprise.

State and business

— You know him closely; you were his deputy in the government apparatus. Does business easily find a common language with him?

“From my experience as his deputy, I would probably note only one fundamental feature. For Sergei Semenovich, the essence of the issue and the result always took precedence over the form of its presentation and over the process. This is a person who always looks at the essence of things.

- So it’s difficult with him?

— For those businessmen who are interested in the result, and not the process, it will be very simple and transparent to conclude agreements with Moscow.

— The life of an investment fund manager and the life of a deputy minister of economic development or a deputy chief of staff of the government are different lives? When was the pressure less?

— I would not give an assessment in more or less categories. When I worked as an official, there was pressure to be responsible for the logic and justification of the decisions that we prepared for our leaders. This is a very serious professional responsibility. Now there is a different kind of responsibility - for the money entrusted to management. This money can be multiplied, but it can also be lost. This is a financial responsibility, but it is no less serious.

There is another fundamental component - the degree of freedom that I gained after leaving the civil service. Any civil servant is limited in his actions. Firstly, you are limited in creativity, because civil service does not imply creative work, but rather the precise performance of official duties. Secondly, when you reach a serious position, you acquire the degree of responsibility with which you cease to belong to yourself and your family. Work priorities always take precedence over personal ones.

— Is that why you wanted to go into business?

— I didn’t always want to go into the private sector: in 2004, I consciously came from business to the civil service. Firstly, I was interested in understanding how the mechanism for making the most important government decisions works. Secondly, I believed that I could be an asset with my business experience and education. Thirdly, it was a challenge for me. And a challenge is always important for a man, for a manager, for a businessman. Therefore, I had a very interesting period when I worked as both a deputy minister and a deputy chief of staff of the government.

But, in my opinion, every civil servant must understand that this period is finite and a career in the civil service cannot be the goal of life.

— Regarding corruption: do you, as an investor, have to deal with it? And what do you do in this case?

— In the six months of Altera Capital’s work, I have not encountered the need to “buy solutions.” I understand that some investors had to. But there is always a choice: either buy certain decisions that depend on corrupt officials, or not enter into a deal. If I'm faced with this choice, I'll choose the second one.

- Even if this is associated with a large loss of profit?

- Even in this case. Everything in life can be measured by a long-term and short-term horizon. If in the short term this is lost profit, then in the long term... Who knows.

Member of the Board of Directors of OJSC Channel One and member of the Public Council under the Federal Tax Service of Russia.

Kirill Androsov was born on June 13, 1972 in the city of Murmansk. In 1994, the young man graduated with honors from the Faculty of Engineering and Economics of the St. Petersburg State Maritime Technical University with a degree in Economics and Organization of the Mechanical Engineering Industry.

In 2000, he defended his dissertation for the degree of Candidate of Economic Sciences at the St. Petersburg State University of Economics and Finance. From 2003 to 2005 he studied at the University of Chicago Business School, where he received an MBA degree.

Kirill Androsov began his career in 1995 as an investment manager at the representative office of the Finnish banking investment company Hansa Investments. In 1996, he was an adviser to the deputy chairman of the Committee for the Management of City Property of St. Petersburg on economic issues.

Then he went to work at the City Property Management Committee of St. Petersburg: from 1997 he served as head of the investment projects department, and from 1998 - director of the department of economics of city property. In 2000, he got a job at JSC Lenenergo, where he held a number of positions: Deputy General Director for Strategic Development, First Deputy General Director, Financial Director.

For about four years he worked in the structures of the Ministry of Economic Development and Trade of the Russian Federation: from 2004 he headed the department of state regulation of tariffs and infrastructure reforms, and from 2005 to May 2008 he was Deputy Minister of Economic Development and Trade of the Russian Federation.

According to the order of the Chairman of the Government of the Russian Federation No. 692-r dated May 15, 2008, Kirill Gennadyevich Androsov was appointed to the position of Deputy Chief of Staff of the Government of the Russian Federation, which he held until 2010. In addition, since May 2008 he was a member of the board of directors of Aeroflot - Russian Airlines OJSC.

Since 2010, Kirill Androsov has been the managing partner of the Altera Capital investment fund. Since 2011, he has become a member of the Board of Directors of Channel One OJSC and a member of the Public Council under the Federal Tax Service of Russia.

From September 2011 to 2015, he was Chairman of the Board of Directors of JSC Russian Railways. From July 26, 2012 to June 26, 2017, he was Chairman of the Board of Directors of JSC Aeroflot. From 2014 to 2017 he was a member of the Public Chamber of the Russian Federation.

Since 2012, he has been teaching at the National Research University Higher School of Economics in the department of theory and practice of interaction between business and government.

Member of the Public Council under the Ministry of Energy of the Russian Federation. Member of the Board of Directors of Russian Machines LLC. Member of the Board of Directors of Ruspetro plc.

Kirill Androsov is a top manager who has gone through a difficult and interesting career path. He was born and raised in the provinces, but was able to settle first in the northern capital of Russia, and then in Moscow. Androsov has unique experience in interacting with both government agencies and business.

Route Murmansk-Petersburg-Moscow

Androsov Kirill Gennadievich is a Murmansk resident, he was born on June 13, 1972. Graduated (Faculty of Engineering and Economics) in St. Petersburg, completed postgraduate studies at ENZHEKON (Engineering and Economic Academy). He worked in the Don Plus company, in the banking company Galza Investments. Then he moved to the municipal authorities of St. Petersburg: he headed the Office of Investment Projects and structures for supervision of city property. He was the first deputy general director of Lenenergo.

Since 2004, he has worked in various positions in the Russian Government (in 2008-2010 - deputy chief of staff). Since 2008 - member of the board of directors of Aeroflot. Soon he expands his presence in business: in 2010 he became a partner of Altera Capital, and in the same year he joined the board of directors of a number of companies: A 3, LSR Group. Since 2011, he has chaired the board of directors of Aeroflot. Kirill Androsov is married and has a daughter.

Universal manager

Androsov is a top manager of two largest Russian companies at once. He heads the board of directors of Russian Railways and holds a similar position at Aeroflot. An interesting fact is that Russian Railways and air carriers are direct competitors on short and medium-haul passenger routes. For example, passengers have a choice - to fly by plane, paying 5 thousand rubles, or buy a ticket in a compartment at a comparable price when traveling between the same pair of cities.

Androsov, however, admitted in his interviews that he does not see a problem with this, believing that people themselves are able to find the optimal balance between spending time and money. Moreover, he assured that the problem of choosing priorities between different routes does not exist in principle. Androsov believes that the main thing is that both companies are under heavy pressure - both in infrastructural and social terms.

Supporter of global trends

A balanced, analytical approach prevails in Androsov’s management philosophy. He is well aware that the industry to which one of his companies, Aeroflot, belongs, currently has low profitability indicators. According to IATA (International Aviation Agency), in 2012, airlines earned about $600 billion, while their net profit was only $5 billion.

Kirill Androsov, realizing this, considers it advisable to combine the efforts of Aeroflot with other major world carriers. He welcomes the creation of alliances and the consolidation of resources in the international market. Here, according to Kirill Androsov, cost savings play a key role, due to which net profit can increase. And this is despite the difference in potential between market players, when in the process of consolidation larger carriers may experience difficulties due to the problems of small firms.

Be able to negotiate with authorities

Few people in Russian business know how to communicate correctly with authorities, as Kirill Androsov does. His biography includes a number of remarkable facts. For example, in 2005, when Kirill Androsov worked in the Government, an agreement was reached between the government and the country's leading oil companies to freeze fuel prices. This is a non-market method, but Androsov believes that such cooperation is quite acceptable, but limited in use.

According to Kirill, a dialogue took place between the authorities and business when oil companies explained the essence of the problems they had with the development of fields and with the wear and tear of equipment. In turn, the Government outlined measures that it could apply to improve the efficiency of the industry. It was agreed that it would take these very measures subject to a number of reciprocal steps on the part of the oil industry: reinvesting the dividends received in the quality of the produced fuel, in depth. This, according to Androsov, is an option that can contribute to more predictable dynamics of gasoline prices.

A business model that works

Androsov Kirill Gennadievich, whose biography is so rich in complex management decisions, was called upon to restore order in the management structure of Aeroflot. Under this talented leadership the work of the board of directors was brought to the highest level. Work was carried out to centralize management, procurement, and improve the route network and aircraft fleet.

Aeroflot now has two subsidiaries that do not generate losses. Androsov expects to make the rest the same in 2014-2015. The airline actively interacts with such major carriers as Rossiya; close integration is underway with Orenburg Airlines. In 2013-2014, Androsov expects to create a business model that is the same for all subsidiaries of his company.

Our competition abroad

In 2007-2008, Aeroflot’s plans included the acquisition of a number of foreign airlines. Kirill Androsov, however, does not see the need for this: foreigners cannot offer any resources for the further growth of the Russian company. The business model implemented by Aeroflot, Androsov believes, should be based on the competitive advantages of the national family. Moreover, there is something to be proud of: the Russian airline is already among the TOP 5 European carriers (and from 2009 to 2012, the flow of passengers increased from 7 to 27 million).

As for the possible purchase of Aeroflot by foreign companies, according to Androsov, they are only interested in the Russians taking transit traffic as little as possible. For Kirill, the sale of the company to foreign competitors has no logical justification, first of all. At the same time, domestic Russian transactions of this kind, Androsov believes, are quite acceptable, and their implementation depends on the owner of the airline - the state.

Supporter of domestic producers

Kirill Androsov is confident that his company’s aircraft fleet should be replenished with Russian aircraft. In his opinion, a flag painted on the tail of an airplane represents a huge amount of duty and responsibility. The national air carrier, Androsov believes, should fly domestic aircraft - just as it was in the USSR. Now Aeroflot operates the newest Russian airliner - the SSJ-100, which, according to Kirill, is the most efficient in transportation over a distance of 2 thousand km. These could be flights from Moscow to Eastern Europe, to Sochi or Nizhny Novgorod.