Presentation for the obtaining the position of General Director at state enterprise “ELECTROTYAZHMASH”
ANDREY L. ZAKHARCHUK
Target The current presentation contains just a preliminary conception of the potential directions of enterprise’s restructuring and further development. The detailed restructuring program could be developed and presented if more financial and production data of the enterprise to be provided.
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Key problematic factors of the enterprise and industry 
Markets and distribution
90% of the sales volume accounted for the CIS countries (including 50% - in Russia). Taking into account the existing relations with Russia, co-operation will continue to decline. 
Employees
Taking into consideration the fluctuating loading of the production capacity, not high level of the compensation, the highly skilled workers of the enterprise forced to leave and work in other companies/spheres of activity. Low percentage of highly-qualified personnel and high percentage of old-aged personnel are typical for the blue-collar employees including technical and engineering staff. All these factors reduce production potential significantly.
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Potential solutions and prospects 1. Markets and distribution Changing the marketing policy of the enterprise, search the new distribution areas (Asia, Africa, Europe, Latin America) 2. Management Establishing of control/audit team for conducting total audit of all production and commercial operations of enterprise and development of crises management program. In future - functioning of the audit team (department) to keep on the permanent basis. Develop a short-term for 1 year and middle-term for 3 years business strategy. Change the organizational structure in accordance with the new business strategy Develop normal financing/funding program for the enterprise covering production needs Implementing the real and efficient tendering procurement procedures Optimizing all business processes at the enterprise and implementing an electronic back-office administrating 3. Production. Increase the range of the producing items
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Certificate the production according to the introductory distribution area plan Develop the modernization program for the production capacity Expanse the cross-enterprise cooperation with the leading manufacturers, including European companies Use the general/global experience (acquisition of the documentation, acquisition of the operating licenses and other)
4. Administrative staff Hire the young specialists at the enterprise Develop and introduce the progressive systems of remuneration of employees and systems of stimulation of in-plant training of staff. Develop the social package Initiate the cooperation with relevant educational institutions - schools, colleges, universities The main target of restructuring – to create the modern production hub and combine the skills of the Ukrainian power engineering industry and experience of the leading European producers.
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Competitive advantages of the candidate
Long-term experience and management of machine-building enterprises in Ukraine and Czech Republic, such as the holding company “AutoKRAZ”, JSC Shipyard ZALIV, “CKD Kutna Hora” and “SCB Foundry”.
The experience of cooperation with the international customers and financial players.
Long-term expertize in the corporate management, budgeting and strategic planning at heavy industries companies.
Well developed in strategic and tactical assessment of the prospects and trends in the machine-building industry of Ukraine and Europe.
________________ Andrey L. Zakharchuk 6