Semiluki Refractory Plant as a locomotive of the city's development. OJSC "Semiluki Refractory Plant" Voronezh Refractory Plant

City-forming enterprise Refractory Plant

The city of Semiluki, in fact a suburb of Voronezh, is a small local Togliatti, a classic monocity.

The town-forming enterprise Semiluksky Refractory Plant is one of the oldest Russian refractory manufacturers. In 2011, the plant celebrates its 80th anniversary.

Built on the basis of the Latnensky refractory clay deposit, one of the first-borns of industrialization in the 1930s, the Semiluksky fireclay plant, already in 1931 produced 30 thousand tons of fireclay refractories. Despite great difficulties and poor technical equipment, the plant expanded and increased the output of products produced in two workshops. During the Great Patriotic War, the enterprise was completely destroyed, but already in 1945 the country began to receive the refractories necessary for the restoration of heavy industry. In the future, with the development of metallurgical technologies and intensification metallurgical processes, in 1954 a workshop for the production of high-alumina refractories, built according to the project of the All-Union Institute of Refractories, was launched.

Over its 80-year history, the plant has been repeatedly subjected to organizational change... So, in 1954, three industrial enterprises: Semiluksky and Latnensky fireclay plants, and Voronezh mining department. In 1993, this association again split into three joint stock companies.

The change economic conditions in Russia led to a drop in demand for the traditional products of the plant, required re-equipment of production, expansion of the range of products with a focus on the production of new modern species refractories that meet the increasing requirements of consumers.

Until 2009, out of 24 thousand residents of the city, about three thousand worked at a refractory plant. Unlike the Latnenskoye refractory, which works at the same deposit, little has changed at POPs since Soviet times. The plant historically specializes in servicing the metallurgical industry, among its consumers are Novolipetsk metallurgical, Osokolsk electrometallurgical, Magnitka, Sverstal and Mechel enterprises. In addition, in the "fat years" a number of other industries in need of similar products revived, in particular, the sugar and glass industries. Despite regular complaints that refractory companies do not receive their share of the growth in world prices for metals, Semilukskie Refractories did not live in poverty before the crisis: in the region of 1-1.2 billion rubles.

Until 2009, the management of POPs also did not change since Soviet times: privatization took place under the control of the latter Soviet director Vladimir Entin, who headed the Board of Directors of the JSC, and in 2000-2008, his son, Sergei Entin, remained the CEO. At the same time, the shareholder structure was rather confusing. Until recently, the main shareholders were CJSC “ Finance company Ectoinvest (54.7% of shares) and CJSC Financial Company Titan-Invest (18.1%). At the same time, the main buyer of the products was LLC Principal Group and Co, whose representatives were on the board of directors. POPs are mentioned in the report of the regional UFNS to the governor Alexei Gordeev among the companies that, with their main assets in the Voronezh region, operate through trading houses registered in Moscow or St. Petersburg. “In the region, they would be large taxpayers and would be in plain sight,” explained the tax authorities, “in the capital, the scale of business is different, and such companies are simply“ lost in the crowd ”. The capital's tax authorities simply do not get their hands on checking them. " In the past, the then Governor Vladimir Kulakov spoke on this topic: “Dozens of trading houses have been created that buy this brick, resell it to another, third, and as a result Iron and Steel Works it comes in twice as much as it costs. As a result, imported ones are preferred to our refractories ”.

In 2009, the Semiluksky region was more susceptible to the financial crisis than others: the refractory plant actually did not work for several months. The level of production as a whole fell by 40%, wage arrears reached 40 million rubles. In May 2009, the company was on the verge of bankruptcy. The plant stopped, the salary was not paid. The people went on strike. In November 2009, the Government of the Voronezh Region acquired 75% plus one share in Semilukskiy Refractory Plant OJSC and 100% shares in Semilukskie Ogneupory LLC. This decision was made on October 27 at a meeting with the head of the region, Alexei Gordeev, with the participation of members of the regional government, owners of the enterprise, representatives of the tax service, the antimonopoly committee and Sberbank of the Russian Federation.

In 2010, Aleksandr Demidov, who previously held the position of Director for Marketing, Sales and Material Support of the enterprise, was elected as the general director of OJSC SOZ. E. Muzyleva was appointed Director for Economics, Finance and Investments, who headed the restructuring of the enterprise, during which several divisions ceased to operate, the staff of the plant was reduced by five hundred people.

In early 2011, the government was forced to admit that the plant's management failed to cope with the task of bringing the plant to a break-even level. In this regard, it was decided to strengthen control over the operation of the enterprise by the regional government, as well as to intensify work to attract a strategic investor.

On March 15, 2011, a meeting of the Board of Directors of OJSC "Semiluksky Refractory Plant" was held, at which a number of decisions important for the development of the enterprise were adopted. Board members accept resignation general director Alexander Demidov and approved the new head of the plant - Sergei Cherevkov. The meeting also discussed the issue of transferring POPs to a strategic investor - Holding Group LLC, which is managed by the deputy of the Voronezh Regional Duma Pavel Goncharov. The powers of the members were terminated ahead of schedule current council directors. Its new composition was elected. For the first time, employees of the refractory plant were not included in the board of directors. As the chairman of the meeting, O.V. Tsutsaev, this was done in order to constantly monitor the work of the administration of the enterprise by the regional government and to develop a strategy for the development of the joint-stock company.

The official website of the Semiluki Refractory Plant - SEMILUKI-OGNEUPORY.RF. The activities of the plant include: aluminosilicate products and refractory concrete products, refractory graphite-chamotte products and large-block refractory concrete products, low-cement thixotropic masses and refractory products for the glass industry, mortars. On our site are presented: product catalog and its characteristics, contact information and communication on the forum. We supply high quality products to the refractory market:

OJSC "Semiluki Refractory Plant"
Contacts:

Address: Lenina, 5a
396901 Voronezh region, Semiluki

Phone: +7 47372 9–30–05, +7 47372 9–32–05
Fax: +7 47372 2–46–19, +7 47372 9–36–60
Email: sogn@vmail.ru

One of the most picturesque and large satellite cities of Voronezh are Semiluki, which got their name from the seventh bend of the Don River, on the banks of which a small settlement once arose. With development railway transport the small semi-station of Semiluki, located next to the village of the same name, began to gradually grow, increasing the population and industrial potential.

The locomotive of the development of Semiluk was the refractory business, which turned a small working-class settlement founded in 1929 into a beautiful modern city with adequate infrastructure, qualified personnel, and an extensive housing stock. Now the guests of the city no longer think that the foundations of Semiluk's welfare were laid by a refractory plant, which in the 2000s began to experience serious difficulties.

However, the native Semiluk people, who know the history of the city well, remember very well what contribution was made by their leading enterprise to the economic, social, cultural and sports life of the local community. The refractory plant became for Semiluk in the pre-war and post-war years, in the full sense of the word, a city-forming one.

The coat of arms of the city of Semiluki reminds us of this fact even now, which depicts a symbolic pyramid of bricks (see image on the left), testifying to the contribution of the refractory plant to the development of the local economy and infrastructure.

If we mentally moved to the 1960s or 1970s, we would see a picture familiar to that time - almost all social, cultural, sports and other facilities were adorned with the label "SOZ" - Semiluki Refractory Plant. The abbreviation familiar to local residents was on the gates of the local stadium, the Palace of Culture for Fireproofers, houses and clinics. Even boats and lifebuoys on local beaches were marked with POPs. Visually, the residents and guests of the city were constantly reminded of the plant by trolleys moving along the ramps, delivering raw materials from the quarry for the production of refractories.

Not a single major event in the city was complete without the support and participation of the plant workers and the management of the refractory plant. And this is understandable, since it was the Semiluki Refractory Plant that was the backbone enterprise, the main employer and the guarantor of social stability of the local population.

It all began in the post-revolutionary 1920s, when the country was just getting on its feet, to establish economic life after a destructive civil war. In 1926, the Supreme Council of the National Economy (VSNKh) decided to build a plant for the production of refractory and silicate bricks, since there was an acute shortage of building materials in the country and in the Voronezh region.

The newspaper "Kommuna" dated January 20, 1929 in the article "Acute lack of bricks" wrote that all factories in the Voronezh region can produce only 120 million pieces of bricks per year, while at least 225 million pieces were required. At the same time, it was indicated that part of the brick produced would go to a private owner, and some regions (for example, Moscow, which offered the Ostrogozhsky district a large cash advance, provided that all the brick went to the capital) tried to buy a brick in the Central Black Earth Region. This circumstance aggravated the brick deficit, even though three new factories with a total capacity of 16 million bricks per year will be built in Semiluki, Rossosh and Borisoglebsk districts.

There was a special need for special types of bricks that could withstand significant temperatures and withstand chemical influences, since the plans of the first five-year plans provided for large-scale construction of metallurgy, chemistry and petrochemical enterprises. And this is not to mention the needs of conventional industrial and civil construction.

In those years they built quickly, despite the shortage of construction equipment and special mechanisms. We remember how in the early 1930s. was built in 13 months, and in 14 months. And this is from the first peg to finished products... Such incredible speed was achieved due to clear leadership, shock work and the enthusiasm of people who were building a new life.

A similar situation prevailed during the construction of the Semiluksky refractory plant. Already in 1927, work began power plants, pumping station, factory laboratory. At the same time, a stock of refractory clay began to form. It was not an easy process, since you cannot simply set up a quarry on the territory of the plant, from which clay is removed. There was a need for inexpensive and not interfering with the local economy ways of delivering raw materials from nearby mines. In addition, it was necessary to master a fairly fine technology for the production of bricks that would meet high quality requirements.

By 1930, the number of POP builders had grown to 450 people, who built workshop premises, installed equipment, carried out assembly and commissioning work. At the same time, new contingents of workers, technicians and engineers arrived in Semiluki, who, together with their families, were accommodated in newly erected houses. Together with the housing stock, schools, shops, kindergartens and other infrastructure were built.

In 1931, the Semiluki Refractory Plant manufactured the first products. V subsequent years new capacities were put into operation, which significantly increased the production volume. And if in 1933 33 thousand tons were produced, then in 1934 - almost twice as much.

In 1932, it was possible to complete the construction of the main production building - workshop No. 1, made by architects in the spirit of that time - in the style of constructivism (see photo above). The plant's products went mainly to the Novolipetsk Metallurgical Plant. In 1933 the second and third workshops of the enterprise were put into operation. Since 1939, the production of refractories has become profitable, significant investments have gone into social sphere... In 1940, in the third shop, the production of multi-chamotte blast-furnace supplies was mastered.

The dynamic development of the plant was stopped by the Great Patriotic War... In 1942, it was decided to evacuate the plant and refractory production specialists. And only with the liberation of the Voronezh Territory from the Nazis in 1943, its workers returned to the Semiluksky plant.

Despite the difficulties of the war and post-war times, the plant was quickly restored and launched. By 1947, the production of finished products amounted to nearly 130 thousand tons, that is, it reached pre-war volumes.

In 1948, the volume of production exceeded the pre-war level, and the enterprise was recognized as the best refractory plant in the USSR. In 1954, shop No. 4 was put into operation. It became one of the first in world practice where production was carried out on the basis of technical alumina.

In the mid-1950s, the Voronezh Ore Administration, the Latnensky and Semiluksky Chamotte Plants were merged into a single production complex - the Semiluksky Refractory Plant. This association gave a new impetus to the development of POPs, which not only increased production, but also reached foreign markets, selling refractory products abroad.

In 1969, POP for the first time in the USSR mastered the production of high-alumina ramming masses. In May 1973, shop No. 6 of corundum lightweight was put into operation. The plant's products were manufactured with the Quality Mark. In the 80s, the plant's products were successfully exported to India, Bulgaria, Finland and Cuba.

In the 1960s-1970s, the Semiluksky Refractory Plant actively helps not only the city authorities, but also the agrarian enterprises of the Voronezh region. In those years it was accepted for successful factories take patronage not only over schools, kindergartens and cultural and household facilities, but also over agricultural enterprises, collective and state farms.

This is what the regional newspaper Kommuna wrote in the article "Refractory workers to collective farms" on November 2, 1969: business connections with employees Agriculture... As a memory of the patronage of the refractory workers, the buildings of the pig farm are raised on the Lebyazhye collective farm in the Ramonsky district,

Makarov Ivan Vladimirovich, driver of the POP, Hero of the Socialist Labor

warehouse mineral fertilizers, in the agricultural cooperative "Zavety Ilyich" - a cowshed and other utility rooms. In the collective farms named after Chapaev and named after Kalinin in the Semiluksky district, refractory workers laid the foundation for the construction of specialized pig and sheep breeding complexes, built several buildings on the territory of these special farms. The enterprise helps the collective farms in the sowing, take the plowing up, sends its people there to accelerate the harvest ”.

In the 1970s-1980s, the Semiluki Refractory Plant continues to be the main donor of social facilities and an activator of the development of housing infrastructure. However, already in these years, the maximum influence of the enterprise on all social and economic processes some painful problems are beginning to appear that will make themselves felt in the future.

The management of the enterprise, following the assignments of the local party body, is forced to direct more and more forces and funds to the development of the city and the improvement of the well-being of citizens. Construction of new facilities (stadium, pioneer camp, housing, etc.), current and overhaul premises, sponsored assistance to schools, clinics, etc. takes away significant resources that should have been used to modernize production. Forced savings lead to inadequate safety measures and industrial sanitation. Air pollution at the enterprise and in some hazardous workshops often leads to occupational disease- silicosis, that is, the deposition of silicate dust in the lungs of workers. As a joke, the employees of the enterprise began to decipher the POP abbreviation as "Silicon Refractory Plant".

There were not enough funds for a radical modernization of technologies and equipment. The increase in volumes began to be carried out due to extensive development, by increasing the number of low-paid workers. Later, by the beginning of the 1990s, Vietnamese will appear here, who will work in those jobs where local workers will refuse to go.

Thus, by the beginning of the 1990s, the refractory plant approached with a mass of serious structural and social problems who demanded their prompt decision. However, the privatization of the enterprise that followed in 1993, which became joint stock company, did not solve the problems, and even on the contrary, added.

The debts of the enterprise gradually increased, untimely payments of salaries to employees became common occurrence... In 1996, due to the deteriorating financial situation, the plant transferred the kindergartens "Romashka" and "Dolphin" to the balance of local authorities. A year later, a sports and recreation center and 24 apartments in a new factory building were also transferred to the city.

During the time that has passed after the corporatization of the Semiluksky Refractory Plant, the enterprise has changed many leaders and top managers. The difficult macroeconomic situation, debts, disintegration of a single production and insufficient government assistance - all this played a negative role. Refractory business Semiluk found itself in a very unstable and dependent position.

However, even now, at the beginning of 2013, there are reasons to look to the future with some optimism. The new management of the enterprise is gradually restructuring debts, modernizing production, finding new suppliers and sales markets. Most likely, in the next few years we will be able to talk about the revival of the Semiluk refractory business on a new technological and personnel basis.

Sources:

1. Semiluki. Business card.
2. Refractory workers - to collective farms. - Commune. - 1969 .-- 2 nov.

Semiluki Refractory Plant is one of the oldest Russian refractory manufacturers. Built on the basis of the Latnensky refractory clay deposit, one of the first-borns of industrialization in the 1930s, the Semiluksky fireclay plant, already in 1931 produced 30 thousand tons of fireclay refractories. Throughout its history, the plant has repeatedly undergone organizational changes. At present, the enterprise includes 5 main workshops for the production of multi-purpose refractory materials and 2 specialized sections that produce a wide range of chamotte, mortars, refractory aggregates. The main consumers of refractories are metallurgical, machine-building, chemical and other industries - more than 4,000 enterprises. The range of manufactured refractory products includes 52 items, molded products are produced in more than 1500 standard sizes. These are fireclay and high-alumina refractories with an Al2O3 content of 42% to 95%, including complex and particularly complex shaped products, slabs for slide gates, corundum light weight, products for steel casting, mortars, aggregates, ramming and bulk mixes. The plant is the only Russian manufacturer of such products as mullite products for blast furnace flakes, mullite-corundum heat-resistant products, steel casting plugs, products for soot production reactors and anode baking ovens. The range of manufactured refractory materials includes: molded products, traditional aluminosilicate and high-alumina products of various formats. long and large, complex and highly complex shaped products for continuous casting of steel, products made of refractory low-cement and cementless concrete, lightweight corundum products, carbon-containing products for lining steel-pouring ladles; unshaped refractory materials, ramming and gunning masses, aggregates, mortars, dry concrete mixtures, low-cement and cementless thixotropic and self-spreading masses. The raw material base of our products includes a wide range of materials - from traditional aluminosilicate chamotte to fused corundum and tabular alumina.

06.02.2014, 13:29:14
Refractoriness, or How the story of the Semiluki Refractory Plant can end

The Semiluksk Refractory Plant (POP) has been stubbornly and unlucky for a long time. By 2009, the company was on the verge of bankruptcy - POPs filed a corresponding claim to arbitration. POPs debts at that time amounted to 267 million rubles, of which 187 million rubles were overdue. The regional government asked the management of the enterprise to withdraw the claim, promising to support the plant. The claim was withdrawn. But in the fall of the same year, the UFTS filed its bankruptcy lawsuit for debts of 49 million rubles. Then the regional authorities, perhaps, for the first time went to unprecedented support measures, which will then be used to save regional enterprises. The former owner, LLC Principal Group and Co, actually gave this asset to the region free of charge, just to get rid of the troubled enterprise. Thus, POPs was “nationalized” with a state share of 75%.

It was assumed that the regional authorities, by sorting out the current problems and distributing the debts of the enterprise, would bring up serious investors. To resolve current issues, the region attracted a loan from Sberbank. Meanwhile, even with the guarantees of the regional authorities, there was no queue of those wishing to purchase POPs. Yes, Rossiiskie Ogneupory showed interest in the enterprise. But the matter ended with interest. As it turned out later - and for the better, since they themselves had to be saved from collapse.

In this situation, the appearance of "HoldiGroup" of the deputy of the Voronezh Regional Duma Pavel Goncharov looked like a success for the plant and the regional authorities. The company provided a business plan, from which it came out that the enterprise should break even in a couple of years and rid the regional government of at least one "hemorrhoid".

“The first six months were very difficult. There was no turnover. There was no raw material at the plant. And if there are no raw materials, it means that there is nothing to produce products from. Accordingly, there is nothing to sell, nothing to make a profit on. And since there is no cash receipts, there is nothing to pay salaries with. “That's it, the circle is closing,” recalled Natalya Nistratova, director of logistics for POPs, at that time. - After all, we would be glad to buy raw materials for production, but there was nothing ... And besides, we also had to pay off old debts, so to speak, to rehabilitate ourselves in the eyes of suppliers. For example, when I came, we had a debt of 2.1 million rubles to one supplier for alumina and 1.6 million rubles to another supplier. The materials were used a long time ago, but the debts remained. They had to be given away urgently. Thank God, our management managed to turn this flywheel. We can say to start the plant over again. The credit that the region gave us played a decisive role. "

It would seem that the process has begun: the enterprise started working, several workshops even switched to work in two shifts. POP planned large-scale reconstruction, new investment projects, and everything seemed to be going to be the case.

However, according to experts, it was immediately clear that there was an abundance of workers on POPs - as they recruited in a free Soviet time, so much remains. In 2011, this load was not so critical for the enterprise, which was considered to be the backbone for a monotown. People received bonuses from this status. Investors can now look the regional authorities in the eyes honestly: no matter how much the business demanded, no matter how they agreed, no redundancies took place during all this time.

But now Semiluki is no longer considered a monotown. POPs have ceased to be the only breadwinner of the district budget. Much more successful enterprises appeared here - the aluminum plant of the AVA company, the furniture company Kedr. Therefore, the refractory does not have to wait for any benefits from this side. Share wages in the cost of production at the plant is 32%, and on average in the market does not exceed 18%.

Meanwhile, another problem emerged from where they did not expect. The raw materials supplied by the Voronezh Mining Administration have frankly deteriorated. Market participants argue that this happened because the mining administration did not invest in the enterprise and the Latnensky refractory clay quarry simply dried up. Moreover, the mining administration, despite the requests of the regional authorities, was selling clay of low quality to its neighbors in the Semiluksky district more and more expensively. In particular, the plant calculates: the price of clay as of September 2011 is 647 rubles per ton, the price of clay today is 983 rubles per ton, and from January 2014 the price is expected to increase by another 15% - the total price increase from the September level 2011 - almost doubled.

Among other things, there was a failure in the demand for refractory products. The decline in metallurgy (the main consumers of POPs products) has been going on for many years. Nine factories of the united company "RUSAL" are mothballed (suspended their work). A tangible drop in production was outlined at other factories in the industry. All competitors of POPs noted a sharp decline in sales volumes. For this reason, for example, the Sukholozhsky Refractory Plant ( Sverdlovsk region) in 2014, went to a massive layoff of workers. Ukrainian colleagues of POPs are generally on the verge of stopping production. Let us remind you that the neighboring Latnensky has already suspended its work.

The results of POPs activities for the past year have not yet been summed up. But the results of nine months of 2013 are sad: the loss of the enterprise amounted to 43.671 million rubles in comparison with 342 thousand rubles. net profit, which was recorded for the same period of the previous year. The company's revenue also decreased by 95.251 million rubles, to 604.691 million rubles. On the contrary, the cost of sales increased by more than 50 million rubles, to 526 million rubles. Meanwhile, since September 2011, taxes have been transferred to the regional budget in the amount of 106 million rubles, and to the budgets of all levels - 341 million rubles, that is cash, contributed by the regional government, have already returned to the budget.

Unlike Latnensky, POP still has a head start - the participation of regional authorities in the fate of the enterprise. No matter how sad the situation was on the alcohol market, it was the intervention of the regional authorities, the acquisition of control over the Buturlinovskiy distillery that helped the plant avoid disappearing - today it is the only liquor company operating in the region. The participation of regional authorities has more than once proved to be a saving straw for an enterprise that, for one reason or another, found itself in a difficult financial situation. For example, the region's loan guarantees helped Yevdakovsky MZhK to resolve the issue without going to extremes.

A little over two years, when the Semiluksky refractory plant was under the control of "HoldiGroup", unfortunately, did not turn the old Soviet plant into an ultra-modern enterprise. But if HoldiGroup had not taken on this project then who would now argue that the plant would have survived? Who would raise the plant from the ashes? Who would be engaged in clearing debts, paying tax debts, searching for sales markets - that necessary operational work that was abandoned before the arrival of HoldiGroup and without which the normal operation of the enterprise is unthinkable? What other investor would keep "extra" mouths just to keep social unrest in the area? And, finally, who considered it their duty, even in this critical situation, to make attempts to get out of it with the benefit of the district, the region and the POPs itself?

Before leaving his post as general director of POPs, Pavel Goncharov proposed his own way out of the crisis. First, based on the available stable volumes of work, to free up unnecessary production buildings, concentrating all the activities of POPs in the seventh workshop. “Workshop No. 7, a workshop for unshaped materials, and a section for vibrocasting products will operate. We reserve the largest workshop for the enterprise, preserve the remaining areas, due to which we can increase production at any time with a small investment, ”explains Goncharov. This will allow the company to enter operating activities, bringing monthly profit from 3 to 5 million rubles starting from March-April 2014. Thus, 25 out of 40 hectares of area are freed up. According to Goncharov's plans, it is appropriate to use it as an industrial park under the auspices of the regional authorities: there is all the infrastructure - come in and work. The creation of the industrial park will make it possible to employ the very 200 people with whom POP was forced to part.

Everyone understands that the company now desperately needs funds, and one of the options for obtaining them may be to attract a loan. This will free up the government guarantee, restructure loans from Sberbank of the Russian Federation and move to work in optimal conditions. Or you can increase authorized capital OOO Semilukskie Ogneupory with a decrease in the share of HoldiGroup and an increase in the share of the government of the Voronezh region in the amount of 150 million rubles.

It turns out that in a situation where almost all enterprises of the refractory industry are on the verge of closure, only state participation can help them to get out - by attracting residents to the industrial park, providing credit resources under the guarantees of the region, etc. Unlike their competitors, POPs, where the region already has a share (about 50%), still has the possibility of overcoming the crisis. You just need to understand that the time of the giants has passed. It's time to make a group of modern mobile production facilities based on POPs.