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2 Assessment and analysis of current costs of OJSC Kazanorgsintez

2.1 Organizational and economic characteristics of OJSC Kazanorgsintez.

Kazan Open Joint-Stock Company“Organic Synthesis”, hereinafter referred to as the “Society”, was created in accordance with the Decree of the President of the Republic of Tatarstan “On measures to transform state associations, enterprises and organizations into joint stock companies" dated September 26, 1992, based on the decision of the conference of the labor collective of the rental production association "Organic Synthesis" dated February 19, 1993, as well as the Resolution State Committee of the Republic of Tatarstan on state property management dated August 25, 1993 No. 56 by transforming the lease manufacturing enterprise“Organic synthesis” is its successor.

The main goal of the Company's activities is to make a profit.

The Company has civil rights and bears civil responsibilities necessary to carry out any types of activities not prohibited by current legislation Russian Federation.

The main activities are:

Production, sales of products and goods, provision of services;

Production and implementation of research and development work, development and implementation of new technologies in production;

Manufacturing of equipment for chemical, petrochemical, oil refining and other industries and facilities related to the handling or storage of explosive and toxic substances and mixtures;

Financial and investment activities.

The company carries out all types externally economic activity, not prohibited by the current legislation of the Russian Federation and is an open joint-stock company.

The Company is a legal entity and owns separate property, which is accounted for on its independent balance sheet. The company may, on its own behalf, acquire and exercise property and personal non-property rights, bear responsibilities, and be a plaintiff and defendant in court.

Has the right, in accordance with the established procedure, to open bank accounts on the territory of the Russian Federation and abroad.

The Company may participate and create on the territory of the Russian Federation and beyond its borders commercial organizations, and can also voluntarily unite in unions, associations, and also be a member of other non-profit organizations both on the territory of the Russian Federation and beyond its borders.

The authorized capital of the company is 1,904,710,000 (One billion nine hundred four million seven hundred ten thousand) rubles. It is made up of the nominal value of the Company's shares acquired by shareholders, including:

1,785,114,000 (One billion seven hundred eighty-five million one hundred fourteen thousand) pieces of ordinary registered shares with a par value of 1 (One) ruble;

119,596,000 (One hundred and nineteen million five hundred and ninety-six thousand) pieces of preferred registered shares with a par value of 1 (One) ruble.

All shares of the Company are registered uncertificated.

The Republic of Tatarstan uses in relation to the Company a special right to participate in management (“golden share”). The scope of powers of representatives of the Republic of Tatarstan in the management bodies of the Company is determined Federal law“On the privatization of state and municipal property” and other regulatory legal acts of the Russian Federation.

Profit received as a result economic activity, after paying taxes, comes to the full disposal of the Company and is distributed by the General Meeting of Shareholders for the creation of funds and the payment of dividends on shares.

The Company creates a reserve fund in the amount of 5% authorized capital Society.

The amount of annual contributions to the reserve fund is 5% of net profit. These deductions are made until the amount of the reserve fund provided for by the Company's Charter is reached.

The reserve fund funds are used to cover unforeseen losses, as well as to repay bonds and repurchase shares in the absence of other funds in the manner established by the current legislation of the Russian Federation and this Charter. As funds are used, the reserve fund is replenished.

In the Company by decision General meeting shareholders the following funds can be created:

Enterprise Distributed Profit Fund;

Fund for payment of dividends on preferred shares;

The Company's employees' corporatization fund;

Other funds.

The governing bodies are:

1) General meeting of shareholders;

2) Board of Directors;

3) Sole executive body (General Director or management organization, manager);

4) Collegial executive body (Executive Directorate).

In case of appointment Liquidation Commission all functions for managing the affairs of the Company are transferred to it.

The body for control over financial and economic activities is the Audit Commission.

The sole executive body is the General Director. The collegial executive body is the Executive Directorate.

To competence executive bodies include all issues of management of current activities, with the exception of issues falling within the competence of the General Meeting of Shareholders and the Board of Directors.

Annual report, annual financial statements;

Avenue valuable papers in cases provided for by the current legislation of the Russian Federation;

Lists of affiliates;

Other information determined by the federal executive body for the securities market.

In accordance with All-Russian classifier types of economic activities the company is engaged in the following types of activities presented in table 1:

Table 1 - Types of economic activities of JSC

"Kazanorgsintez" in accordance with OKVED.

	Kind of activity:
	Production of plastics and synthetic resins in primary forms
	Production of soap and detergents
	Production of lubricants, lubricant additives and antifreezes
	Production of plastic plates, strips, pipes and profiles
	Production of plastic products for packaging goods
	Processing of non-metallic waste and scrap
	Collection, purification and distribution of water
	Wholesale of synthetic resins and plastics in primary forms
	Wholesale trade of other industrial chemicals
	Production of other basic organic chemicals not included in other groups

Thus, the Company is an independent economic entity, has a balance sheet, and carries out its activities in order to make a profit. For subsequent analysis we will use financial statements for 2008 - 2010, which includes:

Balance sheet (Form No. 1 according to OKUD)

Appendix to the balance sheet (Form No. 5 according to OKUD)

Profit and loss statement (form No. 2);

Let us display the main indicators characterizing the activities of the enterprise in Table 2:

Table 2 - Dynamics of the main performance indicators of OJSC Kazanorgsintez for 2008-2010. (million rubles)

Index
Fixed assets
Current assets
Capital and reserves
long term duties
Short-term liabilities
Net revenue
Cost price
Profit (loss) from sales
Balance sheet profit (loss)
Net (retained) profit (loss)
Depreciation

Table 3 - Calculation of absolute and relative deviations of performance indicators of OJSC Kazanorgsintez

Based on the results obtained, it can be seen that in 2009 compared to 2008 there was a decrease in the following indicators: non-current assets decreased by 1.3%, capital and reserves by 22%, long-term liabilities by 92%, net revenue by 4% and profit (loss) from sales by 56.2%. At the same time, the increase occurred in the following indicators: current assets increased by 8.6%, short-term

liabilities by 256.2%, cost by 2.7%, the decrease in balance sheet loss was 30%, the decrease in net loss was 24%, while the amount of depreciation increased by 59.4%. In 2010, compared to 2009, the indicators changed as follows: current assets increased by 4.2%, capital and reserves by 14.0%, long-term liabilities increased by 15 times, net revenue by 49.9%, cost by 42. 5%, sales profit increased 5 times, and the balance sheet profit covered the loss of the previous year and amounted to 1,501.69 million rubles, net (retained) profit also increased, covering the loss at the beginning and amounted to 1,141.62 million rubles ., the increase in the amount of depreciation amounted to 17.7%, while a decrease was observed only in such indicators as: non-current assets by 2.3% and short-term liabilities by 84.5%. In general, for the enterprise during the analyzed period there was an increase in non-current and current assets, net revenue, cost, profit from sales, book profit, net (retained) profit and depreciation. An unstable situation is observed with such indicators as capital and reserves, long-term and short-term liabilities.

The large amount of long-term liabilities in 2008 is associated with an increase in long-term loans and borrowings and an increase in deferred tax liabilities. The reduction in this indicator in 2009 and the increase in short-term liabilities is associated with a reduction in the amount of long-term loans and borrowings, and an increase in short-term loans and borrowings, as well as an increase in debt to the founders for the payment of dividends. IN

In 2010, the situation changed again, the volume of long-term loans and borrowings increased, while short-term ones, on the contrary, decreased.

In general, the organization can be characterized as developing.

Technical specifications for stand construction
PJSC "KAZANORGSINTEZ" within the framework of the unified exhibition concept of GC PSC TAIF at the 23rd international specialized exhibition
"Oil. Gas. Petrochemistry - 2016", September 7 - 9, 2016, Kazan

Description of works:
1. Development of a concept for the presentation of PJSC Kazanorgsintez at the exhibition, taking into account all the requirements and the reserved space.
2. Installation and dismantling of the exhibition exposition, taking into account the developed concept and the requirements of the organizers.

Company PJSC "KAZANORGSINTEZ"
WEB site www.kazanorgsintez.ru

Exhibition 23rd international specialized exhibition
"Oil. Gas. Petrochemicals 2016"
Dates and place of the event: 09/07/2016 09/09/2016, Kazan, Kazan Fair OJSC,
st. Orenburgsky tract, house 8

Place in the pavilion See Appendix 1 - layout diagram
Construction area 40m2 (height up to 5m)
Configuration, stand type Corner, open on 3 sides (see layout diagram)
Jointly within the framework of a single concept with PJSC TAIF-NK 40 m2, PJSC
"Nizhnekamskneftekhim" 40 m2
Payment terms 50% - prepayment, 50% - 10 working days upon completion of work

Logos ONLINECONTRACT, Kazanorgsintez PJSC, General frieze of TAIF PJSC
The concept of 3 independent stands of PJSC Kazanorgsintez, PJSC Nizhnekamsknefte-khim, OJSC TAIF-NK, made in the same style in the corresponding corporate colors of the companies and united by a single frieze with the logo of the TAIF group of companies.
The main idea of ​​the stand, tasks at the exhibition Presentation of Kazanorgsintez PJSC, part of the TAIF group of companies as a stable and dynamically developing enterprise, a reliable business partner. Searching/attracting new partners.
Expansion and strengthening of interregional and international business cooperation, promoting the dynamic development of the industry.
Presentation PJSC products"Kazanorgsintez" (granules: high and low pressure polyethylene, polycarbonate, pipes, liquid chemicals), as well as final products made from raw materials of PJSC "Kazanorgsintez".
The purpose of participation in the exhibition is to strengthen the image of the organization, increase the recognition and status of the enterprise in the eyes of consumers and partners of the company.

Style wishes Creative approach in deciding the design of the exhibition. The design and layout of the exhibition must be solved with the widespread use of modern exhibition technologies. The stand should be up to 5 meters high, as open as possible, express a desire to communicate with visitors and create comfortable conditions for this.
Design style in the company’s corporate colors (in accordance with the company’s brand book) / see. link https://yadi.sk/i/Ado7ISIAs7WcE /, using the topic of ecology.

Number of storeys

Stand planning solution The stand area is divided into open and closed zones (approximate ratio 80% - open; 20% - closed).
Open area (for simultaneous work of 3 employees) includes:
- 1 counter - reception, illuminated, equipped with shelves for documents on the inside; 3 comfortable bar stools for 3 employees;
- an area (not closed) for negotiations with comfortable soft chairs and tables (planned furniture 2-3 tables + armchairs (do not take into account the furniture in the utility room).
- podiums (racks) with lighting or shelves (niches) for product samples (polyethylene granules, polycarbonate and other products) (8 pcs.)
The restricted area includes:
utility room (meeting room) about 9 m2 (3x3m) with a cooler (still drinking water in the amount of 2 bottles), a table with 4 comfortable chairs, a closed closet with shelves, a hanger, a waste basket
Floor minimal rise with lighting around the entire perimeter, covering - artificial turf or carpet.
Lighting, accents the stand must be creatively and maximally illuminated, there must be light dynamics.
Stand color scheme Based on corporate identity and colors more light, harmonious use of corporate colors.
1.The main logos of enterprises must be three-dimensional and internally illuminated (see attachment)
2. Corporate color - Pantone 336C (green), white
Information content of the stand (additional equipment) The following can be placed at the stand:
Designs, information panels with diagrams, tables, etc. (possibly with light diodes), stands-podiums for displaying products with lighting.
Additional equipment: multimedia effects
- Video screen (video wall of 9 screens) (LED) for demonstrating image films. Laptop.
- Modern touchscreen to display information about PJSC Kazanorgsintez
- Provide a specialist to service the video wall and touchscreen
Additional conditions The work contractor must meet the following criteria:
1. Legal entities residents of Russia.
2. Experience in organizing exhibition events and building stands for at least 2 years.
3. Availability of qualified personnel on staff.
4. Implementation of at least 5 exhibition projects over the past year (provide photographs of projects and information about them).
5. Compliance with safety requirements for materials used in installation of the exhibition, availability of fire safety certificates.
6. Availability of the R-ISO 9001-2008 certificate in relation to the organization and maintenance exhibitions, design and construction of exhibition stands.
7. Availability of access to electrical installation work and high-altitude work from specialists involved in the installation of the relevant elements of the stand.
8. The participant must own or have guaranteed access to the main types of mechanisms and equipment necessary to perform work on the subject of the tender, which must be in working condition.
9. The contractor must be accredited by the exhibition organizer and must conclude additional agreement on liability during installation/dismantling work at the exhibition site.

The right of KAZANORGSINTEZ PJSC to accept or reject a tender proposal if:
- the Participant’s work experience, technical and personnel equipment does not meet the requirements established by the Organizer;
- not all documents required by the terms of reference have been submitted;
- the applicant refused to provide explanations on the submitted documents;
- inaccuracies were discovered in the documentation submitted by the applicant, deliberate distortions of information, etc.

Year of foundation: 1963

Industry: chemical industry

Manufactured products: polyethylene, polyethylene pipes, phenol, acetone, ethylene glycols, ethanolamines, bisphenol, polycarbonate and other organic synthesis products

Revenue: 79,021,773 thousand rubles. (2018)*

Net profit: 19,913,410 thousand rubles. (2018)*

CEO: Minigulov Farid Gertovich

PJSC "Kazanorgsintez"- the largest domestic manufacturer of ethylene polymers and copolymers, a leading enterprise chemical industry Russian Federation, which has strategic importance for the development of the economy of the Republic of Tatarstan and is part of the TAIF PSC group of companies. Produces more than 38% of all Russian polyethylene and is its largest exporter.

The history of the enterprise began in 1958, when the decision was made to build a plant. In 1963, the first tons of phenol and acetone were produced and the plant became one of the operating chemical enterprises.

Open joint stock company "Kazanorgsintez" was created in 1993 in accordance with the privatization plan of the Kazan leased production association "Organic Synthesis". Since its transformation, the company has undergone a number of large-scale programs to modernize its production facilities. Today the plant has many years of experience in the chemical market, is largest producer polyethylene and polyethylene pipes in Russia.

Currently, polyethylene, polyethylene pipes, phenol, acetone, bisphenol A, and polycarbonates are produced. A total of 170 types of products. Annual production volume is 1.6 million tons.

THE STRUCTURE OF THE COMPANY

• Plant for the production and processing of low-density polyethylene
• High pressure polyethylene plant
• Bisphenol A plant
• Polycarbonate plant
• Ethylene plant
• Plant of organic products and technical gases
• Preparation and carrying out plant overhaul

MAIN SHAREHOLDERS**

as of September 30, 2019

56,32% - LLC "Telecom-Management"
21,18% - JSC "Svyazinvestneftekhim"
17,18% - PJSC Joint Stock Commercial Bank "AK BARS"

Kazan Open Joint Stock Company "Organic Synthesis" was created in 1993 in accordance with the privatization plan of the Kazan rental production association "Organic Synthesis".

The main activities of OJSC Kazanorgsintez are:

1) production, sale of products and goods, provision of services;

2) production and implementation of research and development work;

3) manufacturing of equipment for chemical, petrochemical, oil refining and explosive and fire hazardous and toxic substances and mixtures;

4) financial and investment activities.

Currently, the enterprise produces polyethylene, polyethylene pipes, phenol, acetone, ethylene glycols, ethanolamines, bisphenol, polycarbonate and other organic synthesis products. The entire range includes more than 170 items with a production volume of more than 1.3 million tons. The structure of the company is shown in Figure 2.1.

Figure 2.1 - Company structure of OJSC Kazanorgsintez

The organizational structure at OJSC Kazanorgsintez is linear-functional, stepped, hierarchical, and pyramidal.

The organizational structure diagram has two levels of management:

1 - director, deputies, plant management employees;

2 - heads of workshops, management staff of workshops.

In production, the scheme has a detailed continuation: the second level is subordinate to the heads of sections and foremen; Each level has its own line managers: at the first level - the director of the enterprise and his deputies; at the second stage - shop managers.

The connections in this scheme are quite complex. The director is the line manager for the chief engineer, who is the line manager for his deputies and heads of functional departments. Deputy chief engineers have functional connections with various shops and linear connections with employees of their functional departments and shops, who are performers for the first stage.

Line managers of the first level have direct linear ties with managers of the second level, and line managers also have cooperative ties among themselves.

Let's consider information connections at this enterprise.

Information flows associated with the supply and sales department move within the framework of vertical and horizontal communications. In this way, department employees are informed about current tasks, changing priorities, specific tasks, recommended procedures, etc. For example, chief technologist informs the supply and sales department about upcoming changes in the production of the product, therefore, the main task of the supplier in this case is to find the most effective ways to acquire raw materials for production new products. Thus, it is clear that the incoming information received from senior management is the need to search for new suppliers or to review work with old ones. Outgoing information will consist of a response to the proposed management request. We can consider how information flows flow at the OJSC Kazanorgsintez enterprise using the example of the supply and sales department. Flows move within vertical and horizontal communications.

In this way, department employees are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. For example, the chief technologist informs the supply and sales department about upcoming changes in the production of a product; therefore, the main task of the supplier in this case is to find the most effective ways to acquire raw materials for the production of new products. Thus, it is clear that the incoming information received from senior management is the need to search for new suppliers or to review work with old ones. Outgoing information will consist of a response to the proposed management request.

This department interacts not only with higher management bodies, but also with the external environment of the enterprise. Here you can identify buyers of products, both actual and potential, suppliers of raw materials for their manufacture.

In addition to downward exchange, the organization needs upward communication, i.e. down up. The transfer of information from lower to higher levels can have a significant impact on productivity. The department informs management about changes in interaction with the external environment, i.e. with the same suppliers and consumers.

During work, formal communications are involved, but there are also informal connections between employees and managers at different levels. Informal communications come to the fore during holidays and annual corporate events on organizing outdoor recreation.

Horizontal communications at OJSC Kazanorgsintez mainly flow through communication between employees. If a given department (supply and sales) needs any information from another department, for example, from the economic planning department, then this request and the information received in response passes through the head of the company.

You can consider the organizational structure of the enterprise OJSC Kazanorgsintez.

Based on the organizational structure, we can conclude that communications between the general director and the board of directors at the OJSC Kazanorgsintez enterprise usually take place in the form of meetings and reports, which he provides almost monthly.

In turn, the general director interacts directly with the HR department, since he directly learns from the HR department any changes that occur in the enterprise. And the HR department receives orders verbally, the frequency of interaction with the HR department is 2 times a month.

Also, based on the diagram, we can conclude that incoming information moves from top to bottom, i.e. from director to accounting. Financial Director transmits information to the economic planning department, also to the supply and sales department and the chief accountant, and he, in turn, to the accounting department.

Consequently, the output information is distributed from the bottom up, for example, the accounting department provides information to the chief accountant, and he, in turn, passes it on to the financial director.

Each department has its own frequency of information transfer, for example, the accounting department transmits information to the chief accountant daily, and all other departments considered every week.

Due to the fact that the means of transmitting information are very outdated, it can be seen that the time that a message travels significantly exceeds the time it could take if these means were updated.

The transfer of incoming information occurs through meetings, which takes a lot of time, orally, which contributes to some distortion of information. And the output information is transmitted via reports, in writing on paper.

He also interacts with another department, the technical department, both verbally and in writing.

As in any other enterprise, OJSC Kazanorgsintez also has various obstacles and various difficulties arise. These difficulties include, for example, untimely delivery of information to employees and management, which can lead to material losses or some kind of inconsistency. Another one of the disadvantages inherent in all others large enterprises is a psychological attitude. This may be a consequence, for example, of a bad mood or relationship with employees individually, or a fear of communicating with directors and bosses.

Another reason for difficulties in organizational communications is overload of communication channels, which can be caused either by a basic lack of technical means of communication and information processing, or by redundancy of information flows. An example of such a difficulty at the OJSC Kazanorgsintez enterprise can be the supply and sales department, because in this department there is a constant overload, since this department receives not only information from senior management and from other departments, but also from the external environment, those. external environment enterprises. This leads to another reason for ineffective communication channels: difficult feedback.

As you know, information is not transmitted independently, but directly through transmission media.

Oral transmission most often occurs when an idea is generated or information is selected. This type of information transfer prevails in the enterprise and is used in most cases.

Meetings are most often held when management has already made a decision and it needs to be communicated to all departments. At OJSC Kazanorgsintez it is mainly used when the general director needs to convey to the board of directors the changes that have occurred at the enterprise.

Telephone conversations and written transmission, when the message itself is directly transmitted. The enterprise also actively uses this type of information transfer. The distortion of messages is less than with oral transmission.

E-mail and computer networks, when the message is directly implemented. These means of information transmission at the OJSC Kazanorgsintez enterprise are very outdated, which leads to slow transmission of information.

As noted above, many enterprises use a variety of means to communicate with the components of their external environment, OJSC Kazanorgsintez is no exception. They communicate with existing potential consumers through advertising and other programs for promoting goods on the market, as well as conducting various sociological surveys. In the field of public relations, primary attention is paid to creating a certain image, the "image" of the enterprise at the local, national or international level. The enterprise OJSC Kazanorgsintez has to obey government regulation and complete lengthy written reports in this regard. In its annual reports, like any company, it reports financial and marketing information, as well as information about its placement, career opportunities, benefits, and the like. By making contributions to various political groups and committees, the company tries to influence the content of future laws and regulations.

There are various problems in an enterprise that hinder the effective communication process. Such processes are quite often psychological differences in perception. People interpret the same information differently depending on their education, life experience, range of interests, needs, emotional state. The enterprise OJSC Kazanorgsintez is also susceptible to this problem, however, as are individual departments, in this case the supply and sales department.

The nature of the relationship between the manager and the subordinate is also very important. In an atmosphere of trust, information flows expand and the accuracy of information increases: if managers are honest and open when informing their subordinates, the latter will respond in kind. At this enterprise, the relationship between the manager and subordinates is purely formal, so there is no atmosphere of trust between them.

Another part of the problems of interpersonal contacts is related to semantic barriers. They manifest themselves in the fact that symbol words used to encode information can have different meanings for different people depending on their profession, social status, national and cultural differences, position, etc. The situation is complicated by the fact that many organizations, and sometimes even their structural divisions, develop their own jargon, which can also serve as a source of semantic distortions. This enterprise OJSC Kazanorgsintez is also no exception; it is naturally susceptible to this problem.

One of the things that causes difficulties in the communication process is filtering. In an organization, there is a need to select or filter information so that when exchanging information between departments or levels of management, only those messages that concern him are sent to the recipient. To speed up the flow of information and give the message greater clarity, information is “compressed” in a certain way: simplified, processed, summarized. This can lead to the elimination of some information and the emphasis on others, distorting the content of the information.

When analyzing the communication system, some shortcomings were identified. These shortcomings adversely affect the enterprise as a whole, so it is necessary to make a number of changes in the communication system.

As noted above, there are certain means of transmitting information, one of the means of transmission is computer networks. At the OJSC Kazanorgsintez enterprise they are very outdated. As recommendations, we can suggest updating the computer database. This event will increase the speed of information transfer, which in turn will affect the quality and speed of adoption management decisions, and their implementation. The number of new computers for the supply and sales department will be 6 at first. At the moment, the cost of one good computer is 30 thousand rubles, therefore, 180 thousand rubles will be spent on 6 computers. By updating your computer base, the Internet will also work better and faster. You can also create a local network at your enterprise in order to transmit electronic views reports, which will save time for both employees and management.

Also, by order general director OJSC Kazanorgsintez will appoint a group of 3 people - researchers who will conduct benchmarking, that is, conduct research at other competing enterprises. They will be given an additional surcharge of 5,000 rubles each per month. With the help of research from competitors, management will be aware of what to do to improve the communication system at the enterprise, what is most profitable to do, and what, on the contrary, should not be considered.

There is another problem - an irrational organizational structure. If the organizational structure of an organization is poorly thought out, then this causes duplication of functions, tasks and powers, this inevitably leads to parallel flows of information, its distortion and slowdown. In addition, the more levels of leadership there are in organizational structure, the greater the likelihood of information distortion, since each level filters and corrects the transmitted information. An irrational structure can also cause conflicts between different departments and individual managers, which naturally creates serious problems in the exchange of information and making management decisions. Based on all of the above, we can conclude that the OJSC Kazanorgsintez enterprise should eliminate duplication of functions, this will lead to the disappearance of parallel flows of information. Will increase the quality and speed of information transfer.

This will lead to the fact that the problem of exchanging information and making management decisions will disappear, since everyone will have their own functions, tasks and responsibilities, and conflict situations will disappear.

Also, as an activity, you can propose the introduction of a new position, which will be called a psychologist, who will receive 17,000 rubles per month. Since conflicts negatively affect the transfer of information, they slow down the process of information transfer, distort data and negatively affect the entire work of the enterprise. It will help to avoid critical situations, relieve the stress of enterprise employees during conflict situations, and from this it follows that the position of a psychologist should have a positive impact on the entire activity of the enterprise as a whole.

You should also establish public relations. Establishing relationships between an enterprise and various contact audiences by creating a reputation beneficial to the enterprise, a positive “corporate image”, on the one hand, and eliminating or preventing unwanted rumors, gossip and actions, on the other. These are targeted actions that create an atmosphere of understanding and mutual trust between the company and various audiences.

You can also offer advanced training courses for management personnel as events, where they will teach information Technology and foreign languages. Management personnel learn to work with new programs, which will improve communication networks. And knowledge of the language will allow you not to lead to distortion of information, and will allow you to correctly both encode information and decode it.

Characteristics of the Kazanorgsintez enterprise

About the company. OJSC Kazanorgsintez is a Russian chemical company and chemical enterprise of the same name, the country's largest producer of polyethylene. The territory of the enterprise is 4.2 km 2 (single industrial site). Since its foundation, the company has worked without interruption. OJSC Kazanorgsintez consists of the following production facilities with a common transport, energy and telecommunications infrastructure:

• Ethylene plant (including phenol and acetone production)
• Plant for the production and processing of low-density polyethylene (LDPE)
• · High-density polyethylene (LDPE) plant
• Organic Products Factory
• Plant for the production of nitrogen, oxygen and cold
• · Plant for preparation and carrying out major repairs
• · Auxiliary production.

Manufactured products: organic synthesis products: high and low pressure polyethylene, phenol, acetone, glycols, ethanolamines, corrosion inhibitors, textile auxiliaries, coolants, polyethylene pipes and connecting parts for water and gas pipelines, polypropylene bags and soft containers of the “BIG BAG” type . The product range includes over 300 different brands.

Products are shipped by rail and by car. Over 25% of production is exported.

History of the enterprise 1958 At the plenum of the CPSU Central Committee, a decision was made to accelerate the development of the chemical industry. By decision of the Council of Ministers of the RSFSR dated July 14, 1958, the plant's management was approved.

• 1959 year. Construction has started industrial facilities first stage of the plant.
• 1963 year. The enterprise has established the production of phenol and acetone.
• 1993 year. The state production association "Organic Synthesis" was transformed into an open joint-stock company "Kazanorgsintez".