15 YEARS WITH BEKO
Well Established!
On the eve of the 15th anniversary of Beko factory, we talked to those who witnessed its birth.They remembered the first steps and difficulties, victories and overcomings, the most joyful and important things.
Alexander SOROKIN
retired from the position of the head of the labour protection service
– I was the first to come when there was no factory but only an open field.
I was invited by the head of the administration of our city, Vladimir Starovoytov.
He told me that Turkish specialists wanted to come to us and build a factory, asked for help to make sure that they stayed with us because the company was considering other locations at that time.
I had worked for many years as the director of Kirzhach Tool Factory (KTF). I was the chairman of the district executive committee and I knew everyone in this city and could really help. A few days later I met Adnan Tufekci and other specialists, helped them to do the paperwork, register land and prepare general utilities.
My position was called "Consultant to the General Director".
And when the factory was launched I was offered to be the head of the administrative and maintenance department, in which I worked until 2011.
That year I was elected as a member of the city council and at the first meeting I was elected as the chairman. To fulfill these duties I had to leave the factory.
But then I came back. There were no labour protection specialists at the factory, so they asked me to organize the labour protection service. A year and a half later I handed it over to Lev Betev and then I retired. I suppose that we did not have any problems with the commissioning: we built, opened and started to produce household appliances. Workers were recruited, the technology was learned.
I liked my work and I am glad that my experience was useful to Beko. In the past I studied management with German specialists (when I was the director of KTF I was sent to study in Germany), so I was familiar with foreign methods of work.
So I was the link between Turkish specialists and ours.
I was invited by the head of the administration of our city, Vladimir Starovoytov.
He told me that Turkish specialists wanted to come to us and build a factory, asked for help to make sure that they stayed with us because the company was considering other locations at that time.
I had worked for many years as the director of Kirzhach Tool Factory (KTF). I was the chairman of the district executive committee and I knew everyone in this city and could really help. A few days later I met Adnan Tufekci and other specialists, helped them to do the paperwork, register land and prepare general utilities.
My position was called "Consultant to the General Director".
And when the factory was launched I was offered to be the head of the administrative and maintenance department, in which I worked until 2011.
That year I was elected as a member of the city council and at the first meeting I was elected as the chairman. To fulfill these duties I had to leave the factory.
But then I came back. There were no labour protection specialists at the factory, so they asked me to organize the labour protection service. A year and a half later I handed it over to Lev Betev and then I retired. I suppose that we did not have any problems with the commissioning: we built, opened and started to produce household appliances. Workers were recruited, the technology was learned.
I liked my work and I am glad that my experience was useful to Beko. In the past I studied management with German specialists (when I was the director of KTF I was sent to study in Germany), so I was familiar with foreign methods of work.
So I was the link between Turkish specialists and ours.
Text:
Ella Zakharova, Anastasia Valagina
photo:
Alexandra Ilyina,
Evgeny Likhatsky
Ella Zakharova, Anastasia Valagina
photo:
Alexandra Ilyina,
Evgeny Likhatsky
Alexander MOSIN
retired from the position of chief engineer
– When we came the factory was just under construction. I was hired as a specialist in the energy and mechanical service and in 2008, two years later, I was appointed as chief engineer. And I worked in this capacity until my retirement.
The most memorable event is the construction, of course. The winter was severe. Frosts were below 35 degrees. But it was ok, we survived: built and launched the factory. Personally, I supervised the construction of the boiler house, its testing and commissioning. With Rostekhnadzor, I coordinated the documents that were necessary for the operation of gas networks, a gas boiler house.
Then I prepared documents to commission high-voltage lines that went to the factory from the substation, and tested them together with the Vladimir Energy Audit.
Later, when the factory started working I was in charge of the equipment repair service.
Difficulties happened. I remember how we repaired the chain conveyor in the paint workshop for two days. Or one winter, the roof over the passageway between the production building and the sales warehouse almost collapsed.
So much snow piled up on top that the roof framework was bent. We gathered at night and urgently decided what to do to save the roof. We saved it. To be honest, I came to the new place with great doubts because I had worked at Avtosvet Company as chief engineer. But it was interesting and when everything was commissioned it all became just wonderful – the team was matched perfectly, relations with the management and with subordinates were good. I greatly enjoyed my work and I gave everything I could to the factory.
The most memorable event is the construction, of course. The winter was severe. Frosts were below 35 degrees. But it was ok, we survived: built and launched the factory. Personally, I supervised the construction of the boiler house, its testing and commissioning. With Rostekhnadzor, I coordinated the documents that were necessary for the operation of gas networks, a gas boiler house.
Then I prepared documents to commission high-voltage lines that went to the factory from the substation, and tested them together with the Vladimir Energy Audit.
Later, when the factory started working I was in charge of the equipment repair service.
Difficulties happened. I remember how we repaired the chain conveyor in the paint workshop for two days. Or one winter, the roof over the passageway between the production building and the sales warehouse almost collapsed.
So much snow piled up on top that the roof framework was bent. We gathered at night and urgently decided what to do to save the roof. We saved it. To be honest, I came to the new place with great doubts because I had worked at Avtosvet Company as chief engineer. But it was interesting and when everything was commissioned it all became just wonderful – the team was matched perfectly, relations with the management and with subordinates were good. I greatly enjoyed my work and I gave everything I could to the factory.
The team celebrates the release of the millionth refrigerator. Year 2012
Alexander MAYOROV
retired from the position of a specialist of the technical development department
– I came to the factory in 2006 from Avtosvet Company where I had worked for 31 years. When Avtosvet began to decline Alexander Ivanovich Mosin invited me to see the new factory. I came and looked at it.
As an engineer, I was interested in new equipment, new technologies. My first position at Beko was the head of the washing machine assembly workshop. Then I was transferred to the position of the head of the washing machine preproduction workshop, and later to the technical development department.
The brightest memory is how the factory construction started and how it was built in record-breaking short time. When I came to get a job the buildings were already standing. There was no roof somewhere, or something else was missing in some buildings but equipment commissioning and installation and technology tests were already starting. The speed of the factory commissioning, of course, struck me most of all.
As an engineer, I was interested in new equipment, new technologies. My first position at Beko was the head of the washing machine assembly workshop. Then I was transferred to the position of the head of the washing machine preproduction workshop, and later to the technical development department.
The brightest memory is how the factory construction started and how it was built in record-breaking short time. When I came to get a job the buildings were already standing. There was no roof somewhere, or something else was missing in some buildings but equipment commissioning and installation and technology tests were already starting. The speed of the factory commissioning, of course, struck me most of all.
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The speed of the factory commissioning, of course, struck me most of all. In order to commission the factory in a short timeframe and adjust the equipment, the best people of the company were sent to us.
I took part in the installation and commissioning of some equipment, in the recruitment of personnel. We did this work together with Turkish representatives. I remember the foreign colleagues of the "first draft" with warm feelings, they were cool specialists and good managers. In order to commission the factory in a short timeframe and adjust the equipment, the best people of the company were sent to us.
For example, our supervisor, the instructor struck me with his excellent knowledge of the work. He drew me an electrical diagram of a washing machine, marked the spots where failures could occur, what needed to be done to avoid these failures. Real specialist, despite being young. And irrespective of the language barrier we found a common language.
For example, our supervisor, the instructor struck me with his excellent knowledge of the work. He drew me an electrical diagram of a washing machine, marked the spots where failures could occur, what needed to be done to avoid these failures. Real specialist, despite being young. And irrespective of the language barrier we found a common language.
Tatyana SAMPALOVA
migration consultant
– I joined the Company as a consultant on migration issues and for all these years I have been working with foreign citizens.
I learned about Beko Company in June 2005 when I was the head of the passport and visa service of the Ministry of Internal Affairs of the Kirzhach district: then the management came to the ceremony of laying the foundation stone of the future factory. And in December of that year, I got a job at Beko. I was invited because the Company needed to legalize the labour activity of foreigners. At that time, it meant only 13 employees, citizens of Turkey – it was the entire management team, directors and managers. I really liked the attitude, I liked the modern approach and the fact that it was possible to develop within my activity.
I learned who a migrant worker was, how to legalize him or her, how to work with people from different countries. I am still very interested in all this because I love my work and consider it very important. After all, if foreign workers are not properly registered this will lead to huge penalties and even to the closure of the factory for 90 days, which will affect not only business but also the welfare of our citizens - employees of the enterprise.
I learned about Beko Company in June 2005 when I was the head of the passport and visa service of the Ministry of Internal Affairs of the Kirzhach district: then the management came to the ceremony of laying the foundation stone of the future factory. And in December of that year, I got a job at Beko. I was invited because the Company needed to legalize the labour activity of foreigners. At that time, it meant only 13 employees, citizens of Turkey – it was the entire management team, directors and managers. I really liked the attitude, I liked the modern approach and the fact that it was possible to develop within my activity.
I learned who a migrant worker was, how to legalize him or her, how to work with people from different countries. I am still very interested in all this because I love my work and consider it very important. After all, if foreign workers are not properly registered this will lead to huge penalties and even to the closure of the factory for 90 days, which will affect not only business but also the welfare of our citizens - employees of the enterprise.
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We are not only increasing the number of jobs – the team is getting younger. Modern, benevolent people join us, we are cultivating mutual assistance and support. We are like one team, it has become very important.
We can not stop in development. Firstly, the legislation on migration is changing, I would say, on a quarterly basis. Secondly, the number of foreign workers has increased – today there are more than 300 of them at the factory. But we are not only increasing the number of jobs – the team is getting younger. Modern, benevolent people join us, we are cultivating mutual assistance and support.
We are like one team, it has become very important. We employ professionals in their field whose desire to learn never disappears. Our foreign citizens adapt very quickly to the language environment. I witnessed myself how many people who absolutely did not know Russian began to speak it brilliantly, such as our General Director Orhan Bey.
Although I work with foreigners I do not speak foreign languages.
But I manage to establish communication with them on some intuitive level.
We understand each other!
We are like one team, it has become very important. We employ professionals in their field whose desire to learn never disappears. Our foreign citizens adapt very quickly to the language environment. I witnessed myself how many people who absolutely did not know Russian began to speak it brilliantly, such as our General Director Orhan Bey.
Although I work with foreigners I do not speak foreign languages.
But I manage to establish communication with them on some intuitive level.
We understand each other!
Svetlana KATKOVA
head of the production planning group
– I worked as a secretary in a construction company that built our factory. After a year of working in this organization, when the factory was already built, I was invited to Beko, also to the position of secretary. After that, I worked in the HR department, later in the administrative department. Gradually, I started to study Turkish and English, and nine years ago I was offered to improve my qualifications – to get transfered to the planning department and to deal with import supplies.
At first, I was just a specialist in the planning department but gradually I grew up to the position of the head of the production planning group. When we were preparing for the factory to start its operations we existed in the field - the offices were not ready yet.
And eight or nine months after the factory installed the first line, its official opening took place. At that time I was working in the administrative department and we were directly involved in the organization of this solemn event.
At first, I was just a specialist in the planning department but gradually I grew up to the position of the head of the production planning group. When we were preparing for the factory to start its operations we existed in the field - the offices were not ready yet.
And eight or nine months after the factory installed the first line, its official opening took place. At that time I was working in the administrative department and we were directly involved in the organization of this solemn event.
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We have had and still have very good leaders – adequate, motivating and encouraging for achievements, able to communicate and find compromises. This, I believe, is inherent to everyone in our company. All colleagues try to accommodate requests and find mutually beneficial and convenient for everyone solutions.
All the leaders of our region and district, foreign colleagues from our holding company, representatives of Romania, Turkey and other countries where our offices were opened came. All the guests expressed their congratulations and wishes.
We can say that it was an international event, unforgettable even after many years.
And later in my career there were episodes that required maximum efforts but not always for the same joyful reasons. For example, when there was a political crisis between Turkey and Russia, the main thing for us was not to stop the factory and to provide it with materials. We worked day and night. We set the most critical areas and developed several action plans for different situations, agreed with suppliers from other countries, organized bypassing transportation, through third and fourth countries, made a lot of localizations.
Many businesses in Russia needed supplies from Turkey but could not provide them and had to suspend. We did everything possible to prevent this from happening to us.
We have had and still have very good leaders – adequate, motivating and encouraging for achievements, able to communicate and find compromises. This, I believe, is inherent to everyone in our company. All colleagues try to accommodate requests and find mutually beneficial and convenient for everyone solutions.
We can say that it was an international event, unforgettable even after many years.
And later in my career there were episodes that required maximum efforts but not always for the same joyful reasons. For example, when there was a political crisis between Turkey and Russia, the main thing for us was not to stop the factory and to provide it with materials. We worked day and night. We set the most critical areas and developed several action plans for different situations, agreed with suppliers from other countries, organized bypassing transportation, through third and fourth countries, made a lot of localizations.
Many businesses in Russia needed supplies from Turkey but could not provide them and had to suspend. We did everything possible to prevent this from happening to us.
We have had and still have very good leaders – adequate, motivating and encouraging for achievements, able to communicate and find compromises. This, I believe, is inherent to everyone in our company. All colleagues try to accommodate requests and find mutually beneficial and convenient for everyone solutions.
Stanislav MIROSHNIKOV
production manager
– I started working at Beko in January 2006 as a production development engineer in the technical development department. Then I was offered the position of the head of the washing machine assembly workshop. Later I headed the complex section - the refrigerator assembly workshop, then I worked as a manager of the technical development department for about five years and became a production manager. I am responsible for all the production at the factory.
I try to approach my work responsibly, to act ahead of the curve – to anticipate possible problems, to prevent them and think about the situation several moves ahead.
I try to approach my work responsibly, to act ahead of the curve – to anticipate possible problems, to prevent them and think about the situation several moves ahead.
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There were many significant events during these years but as a production manager I would highlight what happened in 2018: we produced more than 1 million units of products.
There were many significant events during these years but as a production manager I would highlight what happened in 2018: we produced more than 1 million units of products. This became possible thanks to the huge preparatory work that had been carried out for many years.
I mean not only the activities of the actual production sites but all the departments, all the teams of the factory. A lot of work has been done both to increase capacity and to optimize processes. Now, in accordance with the needs of the market we can reach this level at any time and produce even more products.
I mean not only the activities of the actual production sites but all the departments, all the teams of the factory. A lot of work has been done both to increase capacity and to optimize processes. Now, in accordance with the needs of the market we can reach this level at any time and produce even more products.
Olga KALININA
head of the spare parts service department
– My career at Beko started from the position of a quality engineer. I was engaged in the access control of materials, worked with suppliers - I conducted supplier training, audit, quality control and check of technical characteristics of the materials supplied to us. We started working with five Russian companies but every year there were more and more of them.
And then I was invited to the position of the head of the assembly line for washing machines. They set a goal to improve the quality of products through the proper organization of people, new technological processes and modernization. I worked there for two and a half years and I was transferred to the refrigerator assembly line.
This line is larger than the washing machine line and the process as a whole is more complicated. My goals there also related to improving the quality of products, as well as reducing errors in service centres.
It was not easy for me: I did not know the line well and I had to get involved into the work immediately. There was no time for preparation. But we met the goals and achieved good results both in terms of quality and in terms of production indicators.
And then I was invited to the position of the head of the assembly line for washing machines. They set a goal to improve the quality of products through the proper organization of people, new technological processes and modernization. I worked there for two and a half years and I was transferred to the refrigerator assembly line.
This line is larger than the washing machine line and the process as a whole is more complicated. My goals there also related to improving the quality of products, as well as reducing errors in service centres.
It was not easy for me: I did not know the line well and I had to get involved into the work immediately. There was no time for preparation. But we met the goals and achieved good results both in terms of quality and in terms of production indicators.
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We started working with five Russian companies but every year there were more and more of them.
I worked there for three years and took maternity leave. However, I quickly returned. My daughter was not even six months old. I went to a quieter section – the service department.
At the refrigerator assembly line, the manager has to control everything almost on a round-the-clock basis, which has become difficult for me as a young mother.
And in the service, an issue can be solved within a few minutes, not a few seconds like in the production.
I especially remember the release of the first product, the first washing machine, although I worked in the quality department at that time and was not directly involved in production. My interest in work keeps me in the first place.
If it had not been interesting I would have looked for another place for myself.
And another very important factor is the support of managers, assistance.
That's what I think is the most important thing with us.
At the refrigerator assembly line, the manager has to control everything almost on a round-the-clock basis, which has become difficult for me as a young mother.
And in the service, an issue can be solved within a few minutes, not a few seconds like in the production.
I especially remember the release of the first product, the first washing machine, although I worked in the quality department at that time and was not directly involved in production. My interest in work keeps me in the first place.
If it had not been interesting I would have looked for another place for myself.
And another very important factor is the support of managers, assistance.
That's what I think is the most important thing with us.
Mumin OLIMOV
head of financial and economic subdivisions, chief accountant
– I started working at the factory in Kirzhach in 2005. During this time, many important and joyful events happened but I would highlight three: the release of the millionth product - a washing machine - in 2008, the receipt of benefits for about $ 3 million in 2011 – the state subsidized our interest costs on loans and the earnings of 24 million euros in 2020.
There were also difficult, crisis moments. For example, when in 2015 the tax office issued us a fine of about 300 million rubles. We understood that this claim was illegal, the tax audit report was executed incorrectly. But despite the enormous stress, we recovered self-possession, built a thorough evidence base of our innocence, and the case was won – the state returned 98% of the fine to us. That situation has taught us that stress resistance and firmness of character are the key to victory with a good result.
There were also difficult, crisis moments. For example, when in 2015 the tax office issued us a fine of about 300 million rubles. We understood that this claim was illegal, the tax audit report was executed incorrectly. But despite the enormous stress, we recovered self-possession, built a thorough evidence base of our innocence, and the case was won – the state returned 98% of the fine to us. That situation has taught us that stress resistance and firmness of character are the key to victory with a good result.
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I am a very loyal person. I have worked in one corporation all my life and my life philosophy is based on the metaphor "A tree develops in one place".
Or there was also a difficult situation when six key employees left the accounting department at once. We turned this situation into our favour. We hired absolutely new young people, trained them and adjusted the system anew. I am a very loyal person. I have worked in one corporation all my life and my life philosophy is based on the metaphor "A tree develops in one place".
If a tree is replanted it may not take root, it may dry out. The same happens to a person. You work at one place, you achieve respect and success, you prosper. This needs to be cherished.
If a tree is replanted it may not take root, it may dry out. The same happens to a person. You work at one place, you achieve respect and success, you prosper. This needs to be cherished.
Yelena Sidorova
foreman of the refrigerator quality department
– On May 2, I celebrated the 15th anniversary of my activity at Beko plant.
That day I came to work as an operator of the assembly line for washing machines.
I had worked on the line for two years. And then I was offered a transfer to the laboratory, to the refrigerator quality department. Of course, I agreed, it was interesting to try something new. At first, I became an operator, a tester of electric machines, units and devices. And two years later I was transferred to the position of the foreman where I currently work. This is a responsible and necessary job: we check refrigerators from beginning to end, starting with the assembly. First of all, we make sure that everything is properly standing inside, and then we carry out visual inspection, evaluate the performance of all critical components etc. To be a foreman of the quality department means to be responsible for the products that are sent later to stores, and to guarantee a consumer that they are properly functioning. Quality is our identity.
That day I came to work as an operator of the assembly line for washing machines.
I had worked on the line for two years. And then I was offered a transfer to the laboratory, to the refrigerator quality department. Of course, I agreed, it was interesting to try something new. At first, I became an operator, a tester of electric machines, units and devices. And two years later I was transferred to the position of the foreman where I currently work. This is a responsible and necessary job: we check refrigerators from beginning to end, starting with the assembly. First of all, we make sure that everything is properly standing inside, and then we carry out visual inspection, evaluate the performance of all critical components etc. To be a foreman of the quality department means to be responsible for the products that are sent later to stores, and to guarantee a consumer that they are properly functioning. Quality is our identity.
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To be a foreman of the quality department means to be responsible for the products that are sent later to stores, and to guarantee a consumer that they are properly functioning.
One of the brightest moments in my work at Beko for me was the release of the millionth refrigerator. I remember they gave us a real celebration. The director came, congratulated everyone on the fact that we were able to produce such a large volume of products, they brought cakes and gifts. And this millionth refrigerator was raffled between the employees of the factory. In general, I like working here: the team is united, friendly, and there have never been conflicts with the management. On the contrary, they will always help in a difficult situation. I really like Beko corporate events: family holidays where you could come with children, trips to nature, even tickets for concerts were bought to the employees. It's a pity that now everything has stopped because of the pandemic.
Olga Monakhova
foreman of the washing machine assembly line
– I have been working at Beko since the very beginning, since 2006. I remember how in October I came to the factory and entered there as a common mechanic assembly worker. I worked in this position for two years and then I became a foreman at the washing machine assembly line. I liked the work. I was able to do everything also thanks to my mentor and foreman Olga Grigoryevna Belova. Two years later, I was promoted to the workshop foreman of the washing machine assembly line. It turns out that I have achieved everything at my workplace but I do not want to go somewhere else. In 2012, I was invited to work in the office but I refused because I do not like seated activity. It is more important and more interesting to work on the line, solve problems together with people, help in operations. Our workshop has a serious task: we assemble washing machines from scratch. They come off our conveyor as finished, packed products, with all the documents. You need to monitor the quality and fulfill the plans. The responsibility is great.
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Four years ago we set a record: we made 1602 washing machines in one shift (8 hours). No one has done this before, not even our Turkish colleagues. This record was set thanks to our united team.
Four years ago we set a record: we made 1602 washing machines in one shift (8 hours). No one has done this before, not even our Turkish colleagues. I was rewarded with a trip to Turkey to share experience where I received a lot of new knowledge, by the way, I then implemented a lot on my line. So, this record was set thanks to our united team. There are people in the team who have been working since the very beginning, like me, since 2006. And this is not only because there is a stable salary, privileges. We just like to work and relax together. For the New Year, for example, we always rent a cafe, go out to nature in the summer, always arrange contests, prize draws and always invite the management team. Do you know what's good at Beko? When we are having a rest there is no separation between the top management and us, ordinary people. It is important.
Sergey Gusev
foreman of the equipment repair and maintenance department
– I joined Beko as a maintenance technician on March 1, 2006. The factory was still under construction then, the opening took place later, in the fall. And we were the first guys who were engaged in the installation, connection of equipment, adjustment of lines, conveyors. I remember that every day it was necessary to unload huge trucks, then install everything in the workshops, which were also not all completed, in some places even the floors were not filled with concrete. We can say that the factory was built by our hands. And after the opening, we maintenance technicians were engaged in equipment maintenance and repair all across Beko. Since then I have been here for 15 years at one place but I don't want to go anywhere else, I really like the work.
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We work fast and in unison. I do not know about other shifts but ours, in my opinion, is the best.
I have excellent guys in my team. One person understands hydraulics well, the other can operate a loader, the third guy is a jack-of-all-trades. We work fast and in unison.
I do not know about other shifts but ours, in my opinion, is the best. And now the new schedule was introduced, so it has become even better. Four teams work in shifts. We work two mornings, two days, two nights and then we have days off. Now there is always someone in our service at the factory and nobody is called on his days off unnecessarily. Although there are situations when the execution of the plan of the whole conveyor depends on us – for example, the chain has broken somewhere.
And then you are in a hurry to fix it, just so that there is no downtime. And I like this feeling. I run to work and think: "Of course, everything will work without me but it will work even better with me".
I do not know about other shifts but ours, in my opinion, is the best. And now the new schedule was introduced, so it has become even better. Four teams work in shifts. We work two mornings, two days, two nights and then we have days off. Now there is always someone in our service at the factory and nobody is called on his days off unnecessarily. Although there are situations when the execution of the plan of the whole conveyor depends on us – for example, the chain has broken somewhere.
And then you are in a hurry to fix it, just so that there is no downtime. And I like this feeling. I run to work and think: "Of course, everything will work without me but it will work even better with me".
© Beko 2021