Nargiza kasimova farkhod mukhamedov elkan harebov

participants 
- creation of appropriate reserve funds 
- external insurance of the most significant risks 
 
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- obtaining documentary guarantees of protection against certain types of 
risks from local authorities 
But in any case, the prevention of the possibility of losses is central to the 
risk reduction program and the implementation of this program should not be 
limited to insurance itself. For insurance, this section indicates the types of 
insurance policies and their amounts. 
In recent years, the situation in the Russian Federation has been improving: 
new factories and industrial parks are being opened, and fundamentally new 
approaches are being developed. Against the background of sanctions, issues of 
import substitution are becoming the most relevant. The Russian economy is 
heavily dependent on supplies of imported equipment and products. In many 
strategic industries, the share of import consumption is estimated at more than 
80% and poses a potential threat to both national security and the 
competitiveness of the Russian economy. But, in our opinion, the current 
situation is not only a threat, but also an opportunity to implement the strategy 
of accelerating the rise of domestic production in many sectors. 
In conditions of close attention of the state to the import substitution 
program, it is possible to raise certain sectors of the national economy through 
the active interaction of the state and business. 
The importance of productivity growth for increasing the competitiveness 
of companies is now deeply recognized by the business community of all 
countries of the world. So, many companies have begun implementing and 
implementing productivity programs. Such programs are designed to solve the 
following problems: 
- increase the productivity of available production resources due to changes 
in the organization of production 
- create the necessary managerial and organizational prerequisites for the 
successful introduction of new equipment and technology into production and 
ensure, on this basis, long-term sustainable productivity growth 
To increase competitiveness, we consider it appropriate: 
- carry out business planning related to the Strategy 
- conduct a legal examination and bring title documents in accordance with 
applicable law 
- create a credit history 
- to carry out measures for reforming (restructuring) 
To determine which of the measures an enterprise needs to increase 
investment attractiveness, it is advisable to conduct an analysis of the existing 
situation (diagnostics of the state of the enterprise). This analysis allows you to: 
- identify the strengths of the company 
- identify risks and weaknesses in the current state of the company, 
including from the point of view of the investor 
 
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- develop recommendations for the development of competitiveness, 
increase of operational efficiency and increase of investment attractiveness 
One of the most difficult measures, in our opinion, are measures to increase 
the investment attractiveness of the enterprise is to carry out reform 
(restructuring). The full reform program includes a set of measures to 
comprehensively bring the company’s activities in line with changing market 
conditions and a developed strategy for its development. Restructuring can be 
carried out in several directions. 
Directions: 
1. The reform of equity. This area includes measures to optimize the capital 
structure — splitting, consolidation of shares, all forms of reorganization of a 
joint-stock company described in the Federal Law “On Joint-Stock Companies”. 
The result of such actions is to increase the manageability of a company or 
group of companies. 
2. Change in organizational structure and management methods. This area 
of reform is aimed at improving management processes that provide the basic 
functions of an effectively operating enterprise, and organizational structures of 
the enterprise, which must comply with new management processes. 
Restructuring of enterprise management systems and organizational structures 
may include: 
- the allocation of certain business lines into separate legal entities, the 
formation of holdings, other forms of changes in the organizational structure 
- finding and eliminating unnecessary links in management 
- introduction to the management processes and related organizational 
structures of the missing links 
- establishment of information flows regarding management information 
- conducting other related events 
3. Asset reform. As part of asset restructuring, restructuring of the property 
complex, restructuring of long-term financial investments, and restructuring of 
current assets can be distinguished. This direction of enterprise restructuring 
involves any change in the structure of its assets in connection with the sale of 
surplus, non-core and acquisition of necessary assets, optimization of the 
composition of financial investments (short-term and long-term), stocks, 
receivables. 
4. Reform of production. This area of restructuring is aimed at improving 
the production systems of enterprises. The goal in this case may be to increase 
the efficiency of production of goods, services, increasing their competitiveness, 
expanding the range or reprofiling. Restructuring of production may include the 
following activities: 
 
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- removal of unprofitable equipment from flight service, if at the same time 
there are no investment projects real for implementation to reduce costs, 
increase the competitiveness of products, etc. 
- expanding the scope of the provision of pre-flight services 
- the development of new commercially promising equipment for the 
provision of services for the delivery of reception and transshipment of goods 
- other events 
Comprehensive enterprise restructuring includes a combination of activities 
related to several of the above areas. 
As a result of the reform, the effectiveness of the system of cost control, 
budgeting, and control over the implementation of plans is increased. The 
consequence of the measures taken is usually an increase in the profitability of 
the activity and the emergence of real grounds for the investor to consider the 
enterprise as capable of effectively mastering investments. 
It should be noted that the possible measures described above do not 
require significant material costs, but the result of their implementation, in 
addition to the actual growth of investor interest in the company, is also  an 
increase in the efficiency of its work.