Interview with PZPS executive director Alexander Vladimirovich Blinkov
Alexander Vladimirovich, please tell us about your professional path.
My path was fairly typical. I was born in the Urals and, like many young people, wanted to link my life with metallurgy. I finished secondary school and then Magnitogorsk State Technical University named after G. I. Nosov. My university is specialized, and I received a specialization in “Economics and Management of Mining and Metallurgical Enterprises.” After university I worked in various companies engaged in selling rolled metal. In 2022 I was offered a position at our plant, and I gladly accepted.
What strategic goals are you pursuing in your post now?
The main goal is by 2030 to become a multi-profile closed-cycle metallurgical enterprise with modern types of melting, rolling, and production of metal products for various purposes. We are actively developing production of precision and special steels and alloys, including corrosion-resistant, heat-strength, and high-carbon materials, cold-rolled strip, and other products from them.
Also, as part of the strategy to develop production capacity and research activity, we are mastering new product types and expanding the range. In parallel we are implementing projects to process our main products into finished goods such as springs, bands for endless saws, wire, cold-deformed seamless small-diameter tubes, and various heating elements.
An important goal is deep modernization of the enterprise, bringing it to world standards in equipment, process technologies, and product quality.
How do you assess the current market state and what prospects do you see for the enterprise?
The Russian market for precision alloy consumption is now on the rise, and we actively use this: we renew production equipment, master new product types, conduct research, and improve process technologies.
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 with a Chinese manufacturer, a “500” hot-rolling mill is being made for the enterprise that will produce flat coil stock up to 450 mm wide and 1.2 to 4.5 mm thick with production capacity up to 6 thousand tons per year.
We are actively negotiating with suppliers on modernizing the steelmaking complex and installing new furnaces to master new melting types. We are also actively preparing shops on a new site for spring products, a section-rolling section, and a wire-drawing section.
What internal factors do you consider key for successful strategic development?
The foundation of our enterprise is people working as a team and fully engaged in the process. We constantly train our employees, raise their qualifications and competence, provide social guarantees, preserve traditions, and transfer competencies. A high work culture, lean production, and respect for one another are the foundation of our success. Scientific potential and modern production approaches that help improve process technologies and products are also important.
How do you determine which activity directions to develop and which to abandon?
Ideas arise from identifying problem areas and working out solutions and measures to eliminate and optimize them. New ideas enter the strategic development plan based on marketing and industry research and consumer requests. We carefully analyze product needs and decide on the advisability of implementing particular ideas.
How do you assess risks and the level of uncertainty when developing a strategic plan?
The global risk is a drop in demand for precision alloys in the country. However, we strive for multi-profile operations and diversify the product line so that the share of each individual product or client does not exceed 5–8% of total revenue. This will allow us to develop stably under any conditions and avoid a decline in demand across all areas.
What innovative products do you plan to produce?
As part of import substitution we plan to produce strip 1.5 µm thick for foil precision resistors used in microelectronics and instrumentation.
What measures do you take to ensure production safety when implementing strategic plans?
We have an occupational health and safety department headed by experienced specialists. They conduct preventive actions and provide employees with personal protective equipment. Work culture is also important — each employee must treat their workplace responsibly.
How do you train and develop employee skills and strengthen corporate culture?
Two years ago, amid a shortage of production personnel, we created our own training and methodological center for employee training and advanced qualification. In the future the center will move to commercial activity and will also work with other enterprises. Our goal is to create a broad-profile center for training in worker trades where, in parallel with knowledge received, a person will gain practical production experience.
In addition, we hold corporate events, support (including financially) employees in obtaining higher education, and organize corporate training with specialized institutes. For example, managers are now studying at the Saint Petersburg International Management Institute (IMISP business school). We also create comfortable working conditions and offer decent wages.
What do you like most about your work and what causes the greatest difficulties?
I like that the enterprise has no limits to development. There are many ideas and trends that we try to implement. Our goal is to reach high standards, and that is a difficult but interesting process. A feeling of pride in our team arises. Main difficulties relate to limitations in equipment, technologies, and sales markets, as well as personnel shortage, especially of engineering and technical staff. However, these limitations stimulate us to seek new solutions and unlock employee potential.
What qualities should an effective manager have?
An effective manager must be purposeful, confident in their decisions, and take responsibility for them. It is also important to be humane so as to be comfortable both for oneself and for colleagues.
Do you have hobbies or interests besides work?
I am keen on table tennis and am studying Chinese, because I consider it promising. I also continue management studies at the Higher School of Economics.
What advice would you give young specialists just starting their path?
Hit one point, try to be the best in your field, regardless of the direction chosen. Do not give up and go toward your goals — that will help you realize your dreams.
So, have you realized your dream?
Yes, I have realized my dream.
