Interview with Alexander Vladimirovich Blinkov, Executive Director of the PZPS
Alexander Vladimirovich, could you please tell us about your professional path?
My journey was pretty typical. I was born in the Urals and, like many young people, wanted to dedicate my life to metallurgy. I graduated from secondary school and then from Magnitogorsk State Technical University named after V.I. G. AND. Nosova. My university is specialized, and I specialized in Economics and Management of Mining and Metallurgical Enterprises. After university, I worked for various companies selling rolled metal products. In 2022, I was offered a position at our factory, and I gladly accepted this offer.
What are your current strategic goals in your position?
The main goal is to become a diversified closed-cycle metallurgical enterprise by 2030 with modern types of smelting, rolling and production of metal products for various purposes. We are actively developing the production of precision and special steels and alloys, including corrosion-resistant, heat-resistant and high-carbon materials, cold-rolled belts and other products made from them.
Also, as part of the strategy for the development of production facilities and research activities, we are developing new types of products and expanding our range. At the same time, we are implementing projects to process our main products into finished products, such as Springs, endless saw blades, wire, cold-deformed solid-drawn small-diameter pipes, various heating elements.
An important goal is to thoroughly modernize the enterprise, bring it to international standards in the field of equipment, technological processes and product quality.
How do you assess the current state of the market and what prospects do you see for the company?
The Russian market for the consumption of precision alloys is now on the rise, and we are active we use this: we update production equipment, develop new types of products, conduct research, and improve technological processes.
We also see great potential for exporting our products to other countries, such as India, Turkey and even China, which may seem surprising to our readers (laughs). Under a contract concluded with a Chinese manufacturer, the company is manufacturing the 500 hot rolling mill, which will produce flat rolled products up to 450 mm in width and 1.2 to 4.5 mm in thickness with a production capacity of up to 6,000 tons per year.
We are actively negotiating with suppliers to modernize the steelmaking complex and install new furnaces to develop new types of smelting. We are also actively preparing workshops at the new site for spring products, a rolling section and a wire drawing section.
What internal factors do you consider to be key to successful strategic development?
The basis of our company is people who work in a team and are fully involved in the process. We constantly train our employees, improve their qualifications and competence, provide social guarantees, preserve traditions and transfer competencies. High work culture, lean production and respect for each other is the foundation for our success. Scientific potential and modern production approaches that help improve technological processes and products are also important.
How do you decide which areas of activity should be developed and which ones should be abandoned?
Ideas arise from identifying problem areas and developing solutions and measures to eliminate and optimize them. New ideas are included in a strategic development plan based on marketing, industry research, and consumer demands. We carefully analyze product needs and make decisions about the feasibility of implementing certain ideas.
How do you assess risks and the level of uncertainty when developing a strategic plan?
The global risk is a decrease in the demand for precision alloys in the country. However, we strive for versatility and diversification product lineso that the share of each individual product or customer does not exceed 5-8% of total revenue. This will allow us to develop steadily in any conditions and avoid a decline in demand in all areas.
What innovative products do you plan to produce?
As part of import substitution, we plan to produce a 1.5 micron thick tape for foil precision resistors that are used in microelectronics and instrument making.
What measures are you taking to ensure production safety when implementing strategic plans?
We have an occupational health and safety department headed by experienced specialists. They carry out preventive measures and provide employees with personal protective equipment. Work culture is also important — every employee must take responsibility for their workplace.
How do you train and develop employees' skills and strengthen the corporate culture?
Two years ago, with a shortage of production personnel, we created our own training and methodological center to train and improve the skills of employees. In the future, the center will switch to commercial activities and will work with other enterprises. Our goal is to create a wide-ranging vocational training center, where, in parallel with the knowledge gained, people will gain practical experience in production.
In addition, we hold corporate events, support (including financially) employees in obtaining higher education and organize corporate training with specialized institutions. For example, managers are currently studying at the St. Petersburg International Institute of Management (IMISP Business School). We also create comfortable working conditions and offer decent wages.
What do you like most about your job and what causes the most difficulties?
I like that the company has no limits for development. There are a lot of ideas and trends that we are trying to implement. Our goal is to achieve high standards, and this is a difficult but interesting process. We feel proud of our team. The main difficulties are related to restrictions on equipment, technologies and sales markets, as well as staff shortages, especially engineering personnel. However, these restrictions encourage us to look for new solutions and unlock the potential of our employees.
What qualities should an effective leader have?
An effective leader must be purposeful, confident in his decisions and take responsibility for them. It is also important to be humane in order to be comfortable both for yourself and for your colleagues.
Do you have any hobbies or hobbies outside of work?
I am fond of table tennis and am studying Chinese because I consider it a promising language. I am also continuing my studies in management and management at the Higher School of Economics.
What advice would you give to young professionals who are just starting out?
Strike at the same point, try to be the best at what you do, regardless of your chosen direction. Don't give up and go towards your goals — this will help you realize your dreams.
So you've made your dream come true?
Yes, I've made my dream come true.
