Chief accountant of Aeroflot. Aeroflot demanded more than $120 million from the former deputy head of the company. Giorgio Callegari - Deputy General Director for Strategy and Alliances of Aeroflot

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.

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. At the same time, until August last year, all accounting was practically compiled manually on paper, and in each division there were 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, including all regional and foreign representative offices, were transferred to it.

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.

As part of the contract, the contractor must maintain and develop the management information system of the largest Russian air carrier based on SAP software, which is in commercial operation for end-to-end processes, as well as the infrastructure and basis of the SAP management information system.

The project perimeter includes 21 processes:

• From purchase to payment,
• Inventory Management,
• Contract management,
• Treasury Department,
• Accounting according to IFRS,
• Intragroup settlements,
• Cost accounting,
• Budgeting,
• Operational processes of personnel management,
• Corporate HR management processes,
• Accounting,
• Accounting for non-current assets,
• Tax accounting,
• Product quality management,
• Transfer pricing,
• Maintaining automatic synchronization of landscapes of all SAP subsystems,
• Accounting for freight and postal transportation,
• Automation of internal audit,
• Managing access policies to SAP ERP,
• Monitoring the processes of closing accounting periods,
• Determination of limits on receivables of Aeroflot counterparties.

The estimated cost of work under the contract is 648 million rubles. This calculation of the price of services is not legally binding and, as stated in the contract, is provided for planning the customer's budget and SAP resources. The indicated amount is determined based on information received by SAP from the customer and SAP's representation of the scope of services based on information from the customer.

The actual cost of services may differ from the estimated cost, but should not exceed it. The final invoice with the actual amount for services provided will be issued in accordance with the time spent and SAP resources. Services must be paid monthly.

In general, the cost of all work consists of the cost of consulting services, which is approximately 470 million rubles, and the cost of software development services – 70 million rubles. On top of this, VAT of 20% is taken into account.

A preliminary calculation of the cost of services is presented in the table below.

At the same time, the set of services provided may be changed, and additional services may be provided upon request.

In 2018, similar services excluding VAT were valued at approximately the same amount - 539.977 million rubles. Including 18% VAT, the total cost was 637.2 million rubles.

2018

Implementation of a system for tax monitoring

From the documents posted on the government procurement website, it follows that Aeroflot, in addition to four licenses for SAP Data Services software for integration, quality assurance, data profiling and text analysis, is purchasing 18 more. In addition to 9027 licenses for SAP Payroll Processing for payroll calculations - more 10. To the 40 licenses for SAP Business Planning for planning and budgeting - eight more. In addition to 40 licenses for SAP Intercompany for reconciling the balance of an enterprise in real time, there are eight more.

2017

ERP maintenance costs have increased

On April 12, 2017, it became known about an increase of 113 million rubles. the company's annual costs for technical support and development of the company's management information system on the SAP platform. The contractor in this project (the air carrier appoints him without a competition) is the Russian representative office of SAP.

"Aeroflot", (2015)

Technical support and development of Aeroflot’s management information system based on SAP software in 2017 will cost the Russian air carrier RUB 566.4 million. A similar contract in 2016 concluded between Aeroflot and SAP CIS was for the amount of 453.1 million rubles.

On March 3, 2016, the air carrier announced that to the SAP solutions involved in the company, it had added an automation system for time tracking and payroll calculation based on SAP HCM (Human Capital Management - human capital management) for more than 19 thousand employees. However, this project began in 2015, so system support must be included in the 2016 contract.

The company's agreement with SAP CIS regarding maintenance and development of the management information system concerns technical processes implemented on SAP software. Among them:

• Inventory Management,
• Treasury Department,
• accounting according to IFRS,
• contract management,
• intragroup settlements,
• cost accounting,
• budgeting,
• operational and corporate personnel management,
• accounting and tax accounting,
• accounting of non-current assets,
• product quality management,
• transfer pricing,
• access control,
• testing,
• accounting of freight and postal transportation.

The agreement takes into account “work on the infrastructure of the SAP management information system,” the composition of which is not specified in the published documents.

SAP Audit Management

“We were the first to implement SAP Audit Management in Russia,” emphasized Kirill Bogdanov, Deputy General Director of Aeroflot PJSC for information technology. “The introduction of a new solution allows us to carry out internal audit at a qualitatively new level, making this process faster, more transparent and efficient.”

“SAP Audit Management reduces the operating costs of internal auditing. Among other things, this helps to comply with the requirements of the Government of the Russian Federation for state-owned companies to continuously reduce operating costs by 10% annually, noted [Dmitry Krasyukov], Deputy General Director of SAP CIS. – The project became one of the first implementations of SAP Audit Management in the world. A lot of work has been done to expand its functionality, which the SAP development team and the Aeroflot project team carried out in close cooperation.”

2016

Aeroflot migrated ERP systems to the SAP HANA platform

Project progress

In addition to the “Automated Aircraft Maintenance Management System” and “Planning and Budgeting System” projects previously adopted and implemented at Aeroflot, the following projects and tasks based on SAP solutions were additionally initiated:

• automated quality, safety and risk management system;
• building a centralized database of regulatory and reference information and business processes;
• integration of used applications from other suppliers with the SAP ERP system;
• transition to a new version of SAP ERP 2005.

In connection with the expansion of the use of SAP products, a significant increase in the volume of training for Aeroflot employees in SAP products was carried out.

Effect obtained from implementation

The implementation of SAP solutions and ensuring comprehensive integration of SAP with other Aeroflot information systems allowed the company to obtain a qualitatively different tool for doing business and developing business processes, monitoring existing technological operations.

A court in Moscow has begun to consider the case of former first deputy general director of Aeroflot Nikolai Glushkov, accused of embezzlement from the company. As part of the case, Aeroflot filed a lawsuit against the former top manager for $122 million

Former first deputy general director of the company Nikolay Glushkov, 2006 (Photo: Vitaly Belousov/TASS)

On Tuesday, the Savyolovsky Court in Moscow held the first hearing in the case of former Aeroflot first deputy Nikolai Glushkov, accused of embezzlement from the airline. As the lawyer of the former top manager, Vasily Golovin, told RBC, the air carrier filed a lawsuit against his client.

The press service of Aeroflot confirmed this information to RBC, clarifying that the stated claims amount to “$122 million plus interest.”

Back in 2010, the carrier was recognized as a victim of fraudulent actions on an especially large scale and is now “involved in civil proceedings in London on claims against Mr. Glushkov and other co-defendants for compensation for losses incurred as a result of the mentioned fraudulent actions,” Aeroflot notes in its response. to RBC's request. The report notes that these civil cases are being considered in London, and in Russia a separate trial is underway against Glushkov, within the framework of which Aeroflot filed a claim.

Glushkov currently lives in England, where he received political asylum in 2010.

According to investigators, in collusion with Boris Berezovsky, Glushkov convinced the management of Aeroflot to take out large foreign currency loans, allegedly for the financial recovery of the company, but the money was actually stolen.

In December 2000, Nikolai Glushkov was arrested in connection with the theft of Aeroflot funds and charged with fraud, money laundering and failure to return foreign currency earnings from abroad. Later, Glushkov was also charged with escaping from the hospital where he was in custody.

In the spring of 2004, the Savyolovsky Court of Moscow acquitted Glushkov on charges of fraud and money laundering, but found him guilty of abuse of power, failure to return foreign currency earnings from abroad and attempted escape and sentenced him to three years and three months in prison. Taking into account the fact that approximately the same amount of Glushkov was in custody by that time, he was released in the courtroom, after which he left for London.

Later, the Moscow City Court overturned the decision of the Savelovsky Court and sent the case for a new trial. In 2006, the Savelovsky court decided to discontinue criminal prosecution for non-return of foreign currency earnings due to the expiration of the statute of limitations, and for the remaining articles, Glushkov was given a suspended sentence of two years in prison.

In 2010, the Swiss Federal Judicial Office ordered the return to Aeroflot of $52.222 million that had previously been withdrawn from the accounts of Aeroflot's foreign missions to the accounts of the Swiss company Andava, controlled by Boris Berezovsky. The Russian Prosecutor General's Office then stated that in total more than $252 million was withdrawn in favor of Andava by Glushkov and other accomplices of Berezovsky.

“Having gained the opportunity to manage these foreign currency funds, an organized criminal group headed by Berezovsky created a mechanism for their theft under the guise of fulfilling contractual obligations between Aeroflot and Andava, in the implementation of which, along with Glushkov and Krasnenker (former commercial director of Aeroflot). — RBC) the chief accountant of Aeroflot OJSC [Lidiya] Kryzhevskaya and other persons participated,” it was noted in

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Aeroflot is the definition

Aeroflot 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 leading Russian air carrier with a 30% share in passenger turnover.

Aeroflot is national carrier.

Aeroflot is leader of Russian air transport, member of the global aviation alliance SkyTeam.

Aeroflot scandals

Like most large companies, Aeroflot was not without high-profile scandals.

Scandal with misappropriation of Aeroflot revenue (second half of the 90s)

In the second half of the 1990s, a scandal broke out 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.” Aeroflot representatives 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.

Navalny at Aeroflot (2012-2013)

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 for Aeroflot and does not receive: “the board of directors<...>roughly speaking, he 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, a reward is possible.

There were two more on the list of NRC candidates: Director for Macroeconomic Research at the Higher School of Economics Sergei Aleksashenko and Chairman of the Board of Directors of Red Wings Airlines (also owned by Lebedev) Alexander Kanishchev. 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.

Threat of sanctions against Aeroflot due to flights to Crimea (2014)

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

Society "Dobrolyot" (March 17, 1923)

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.

Aeroflot Line 1 (July 1923)

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.

Development of Aeroflot (30s)

On November 1, 1930, the Dobrolet joint-stock companies and the Ukrainian airline Ukrvozdukhput were merged into the All-Union Civil Air Fleet Society 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.

Aeroflot during the war (1941-1945)

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.

Aeroflot in the post-war period (50-60s)

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.

Aeroflot in the years of change (80-90s)

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”

Rebranding and restructuring of Aeroflot (2000-2003)

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.

Aeroflot financial indicators

Payments to Aeroflot for overflights

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).

Aeroflot passenger turnover

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%.

Aeroflot management

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.

Aeroflot ownership structure

As of the end of 2012:

51.17% of the shares belong to the state (represented by the Federal Agency for State Property Management);

Aeroflot Board

In addition to Vitaly Savelyev, several other people are on the board of Aeroflot.

Valery Okulov - CEO of Aeroflot

Vitaly Gennadievich Savelyev - Chairman of 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;

Vladimir Nikolaevich Antonov - First Deputy General Director for Aviation Security of Aeroflot

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.

Vasily Nikolaevich Avilov - Deputy General Director for Administrative Management of Aeroflot

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.

Nikolay Borisovich Altukhov - Deputy General Director for Sales and Property Affairs of Aeroflot

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.

Kirill Igorevich Bogdanov - Deputy General Director for Information Technologies of Aeroflot

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;

Vadim Yakovlevich Zigman - Deputy General Director for Customer Relations at Aeroflot

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.

Giorgio Callegari - Deputy General Director for Strategy and Alliances of Aeroflot

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.

Shamil Ravilevich Kurmashov - Deputy General Director for Finance and Network and Revenue Management of 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.

Georgy Nikolaevich Matveev - Director of the Aeroflot Flight Safety Management Department

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.

Igor Viktorovich Parakhin - Deputy General Director, Technical Director of Aeroflot

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.

Igor Petrovich Chalik - Deputy General Director, Flight Director of Aeroflot

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.

Kirill Gennadievich Androsov - Chairman of the Board of Directors of PJSC Aeroflot, Managing Director of the Altera Investment Fund

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.

Mikhail Yuryevich Alekseev - Chairman of the Board of the Joint Stock Company UniCredit Bank

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.

Sergey Viktorovich Chemezov - General Director of the State Corporation "Rostec"

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 organizational structure

Aeroflot's organizational structure is as follows:

Current subsidiaries of Aeroflot

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).

Victory logo

Former Aeroflot subsidiaries

Aeroflot included various airlines, which, due to certain circumstances, either ceased to exist or were sold.

Former Aeroflot subsidiary Jetallians Vostok JSC

Jetallians Vostok (formerly Aeroflot Plus): 100% shares, operations discontinued;

Former subsidiary of Aeroflot CJSC Aeroflot-Cargo

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 LLC

Dobrolyot: 100% shares (since 2013), liquidated.

Aeroflot aircraft (fleet)

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.

Current Aeroflot fleet

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.

Boeing 787 (22 aircraft)

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:

Boeing 777 (13 aircraft)

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.

Airbus A319 (7 aircraft)

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.

Aeroflot aircraft taken out of service

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.

Airplane Tu-104

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 airplane

In 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.

Airplane Tu-154

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.

IL-86 airplane

Boeing 767-300ER

In 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 a 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.

Sources and links

Sources of texts, pictures and videos

ru.wikipedia.org - free encyclopedia Wikipedia

sky-flot.ru - unofficial website of Aeroflot company

sostav.ru - latest news, reviews,

transportbasis.ru - basics of transport and transport systems

history-tema.com - history from antiquity to the present day

aviaport.ru - website about aviation and business

Aeroflot.fr - official website of Aeroflot

brandpedia.ru - encyclopedia of brands, their formation and development

so-l.ru - news, gossip, politics, economics

rusplt.ru - analytics, reviews, interviews, historical research

rusus.ru - electronic scientific and analytical magazine

begin-online.ru - a prompt and objective news source

versii.com - daily online newspaper

profinews.ru - business news from around the world

avia-simply.ru - site about aviation and its history

airspot.ru - news from the world of aviation

poletim.net - history of the development of Russian aviation

avia.pro - airlines of the world and their history and development

samolety.org - Aeroflot passenger fleet, photographs and diagrams

ato.ru - a large business aviation portal

lenta.ru - Russian online news publication

gazeta.ru - Russian socio-political online publication

rb.ru - news, reviews, business directory

brandreport.ru - encyclopedia of world brands, their emergence and development

skorobutov.wordpress.com - site for aviation and travel lovers

dic.academic.ru - site for searching dictionaries and encyclopedias

bigpicture.ru - large information and entertainment blog

btimes.ru - magazine about business in the Russian Federation and abroad

artfrank.ru - history of Aeroflot in posters

Links to Internet services

forexaw.com - information and analytical portal on financial markets

Ru - the largest search engine in the world

video.Google Inc..com - search for video on the Internet through Google Inc.

play.Google.com - various applications on the Internet

docs.Google.com - document storage and exchange service

translate.Google.ru - translator from the search engine Google Inc.

youtube.com - search for video materials on the largest portal in the world

Ru is the largest search engine in Russia

wordstat.Yandex.ru - a service from Yandex that allows you to analyze search queries

video.Yandex.ru - search for videos on the Internet via Yandex

images.Yandex.ru - search for images through the Yandex service ru

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