Ural Vagon Zavod Devises Strategy for 2017-2025
18 November 2016 (09:27)
UrBC, Yekaterinburg, November 18, 2016. Ural Vagon Zavod Corporation elaborated a development strategy for 2017-2025, the company press service reports.
The roadmap can now be found on the company website uvz.ru, which is a separate website apart from the corporation’s head plant’s website; the idea is for the strategy to finish up the long process of building an integrated business with dozens of railcar and wheel-tracked armored vehicle
plants, design offices, and research institutes.
‘We can now proudly declare that the Russian President’s decree issued in the year 2007 has been fully complied with. We are through with a most complicated stage of putting together all kinds of disconnected assets to create a corporation. The company as it is today is a unified system of high-level internal cooperation and synchronized production processes, financial and economic policy, HR strategies, investments, logistics, and sales. This was a difficult task to fulfill, we made some mistakes, and yet, despite the dropping demand for our civilian goods (such as the plummeting demand for our freight railcars) and the company getting hit by international sanctions, we did manage to build a state-run armored vehicle-making holding. The company is currently working on the newest military vehicle samples,’ the corporation’s Director-General Oleg Sienko is quoted as saying.
The roadmap can now be found on the company website uvz.ru, which is a separate website apart from the corporation’s head plant’s website; the idea is for the strategy to finish up the long process of building an integrated business with dozens of railcar and wheel-tracked armored vehicle
plants, design offices, and research institutes.
‘We can now proudly declare that the Russian President’s decree issued in the year 2007 has been fully complied with. We are through with a most complicated stage of putting together all kinds of disconnected assets to create a corporation. The company as it is today is a unified system of high-level internal cooperation and synchronized production processes, financial and economic policy, HR strategies, investments, logistics, and sales. This was a difficult task to fulfill, we made some mistakes, and yet, despite the dropping demand for our civilian goods (such as the plummeting demand for our freight railcars) and the company getting hit by international sanctions, we did manage to build a state-run armored vehicle-making holding. The company is currently working on the newest military vehicle samples,’ the corporation’s Director-General Oleg Sienko is quoted as saying.
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