Property management service at the enterprise. Oil and gas industry Organization property management

Introduction

In the economic literature, everything that an enterprise has and uses in production activities, is called the property of the enterprise. In accordance with Art. 132 of the first part of the Civil Code “an enterprise as an object of rights recognizes a property complex used for entrepreneurial activities. The structure of the enterprise as a property complex includes all types of property intended for its activities, including land plots, buildings, structures, equipment, inventory, raw materials, products, rights of claim, debts, as well as rights to designations that individualize the enterprise, its products, work and services (company name, trademarks, service marks), and other exclusive rights, unless otherwise provided by law or contract.”

The property of the enterprise includes all types of property that are necessary for the implementation economic activity.

Usually, tangible and intangible elements are distinguished in the composition of property.

Material elements include land plots, buildings, structures, machinery, equipment, raw materials, semi-finished products, finished goods, cash.

Intangible elements are created in the course of the life of the enterprise. These include: the reputation of the firm and the circle regular customers, company name and trademarks used, management skills, personnel qualifications, patented production methods, know-how, copyrights, contracts, etc., which may be sold or transferred.

The relevance of the chosen topic of work lies in the fact that the property of an enterprise is the subject of study of various disciplines: law studies legal aspects existence, protection, transfer of property rights and obligations; in the analysis of economic activity, the effectiveness of the use of various kinds property of the enterprise; in the course of economics, the property of an enterprise is considered as an economic, economic resource, the use of which ensures the activities of the enterprise; accounting reflects the movement of property and the main sources of its formation.

The principles of enterprise property management are different depending on the organizational forms of the enterprise. Currently, in Russia, the following main organizational and legal forms approved by law can be distinguished:

1. Individual with the use of hired labor

enterprises without the use of hired labor

full

2. Limited Liability Partnerships

mixed

open

3. Joint stock companies closed

federal

4. State municipal

5. Non-profit public organizations

The purpose of the work: to determine the basic principles and methods of enterprise property management from the point of view of management.

A prerequisite for effective management is the presence of goals. The goals for managing an enterprise as an economic entity are financial and economic indicators that can be determined as a result of forecasting the future activities of an enterprise. Target indicators can be determined only if the enterprise has a developed business plan, from which it follows: how, in what time frame, and why certain financial and economic indicators can be achieved.

The owner of any enterprise is able to assess how efficiently his property is used, only by comparing the planned indicators with those achieved. Unfortunately, over the past 10 years, the state has not taken any practical steps towards creating a more or less efficient planning system in the real sector of the economy.

You can create any number of bodies involved in the management of state property, but it is impossible to manage without clear goals and high-quality information. No plans - there will be no constructive and consistent actions aimed at achieving certain goals.

Work tasks:

1. Learn the basics regulations regulating issues of enterprise property management in Russian Federation on the present stage.

2. To study the system of state and municipal property management;

3. Describe the anti-crisis management of the property of an enterprise at the stage of bankruptcy.

The work was carried out on the basis of information obtained from educational and reference literature, as well as from other sources: regulatory legal acts, periodicals, enterprise documentation, expert opinions, open statistical information.

1. Types and forms of enterprise property management

1. 1 Legal regulation of enterprise property management

The federal law"On State and Municipal Unitary Enterprises" defines in accordance with the Civil Code of the Russian Federation (CC RF) legal status state unitary enterprise and municipal unitary enterprise (hereinafter also referred to as a unitary enterprise), the rights and obligations of the owners of their property. A variety of unitary enterprises are state-owned enterprises. State-owned enterprises are state-owned enterprises that are directly under the control of state bodies.

The property of a unitary enterprise is owned by the Russian Federation, a subject of the Russian Federation or a municipality.

The property of a unitary enterprise is formed by:

Property assigned to a unitary enterprise on the right of economic management or on the right of operational management by the owner of this property;

Income of a unitary enterprise from its activities;

Other sources that do not contradict the law.

The property of a unitary enterprise is indivisible and cannot be distributed among contributions (shares, shares), including between employees of a unitary enterprise.

The difference between the rights of economic management and operational management lies in the content and scope of the powers received by the subjects of these rights from the owner to the property assigned to them.

Only legal entities existing in special organizational and legal forms - "enterprises" and "institutions" can be subjects of the rights of economic management and operational management.

The subject of the right of economic management under the current legislation may be a state or municipal unitary enterprise (Articles 113 - 114 of the Civil Code of the Russian Federation) as a type commercial organizations.

The subject of the right of operational management can be both unitary enterprises (Article 115 of the Civil Code of the Russian Federation) belonging to the category of commercial organizations, and institutions (Article 120 of the Civil Code of the Russian Federation) belonging to non-profit structures, as well as enterprises belonging to private property.

The right of economic management, owned either by the enterprise as a commercial organization; or an institution exercising the permission of its owner entrepreneurial activity; therefore, it is broader than the right of operational management, which may belong either to non-commercial institutions by the nature of their activities, or to state-owned enterprises.

In accordance with Art. 294 of the Civil Code of the Russian Federation, the right of economic management is the right of a state or municipal unitary enterprise to own, use and dispose of the property of the owner within the limits established by law or other legal acts.

The right of operational management in accordance with paragraph 1 of Art. 296 of the Civil Code of the Russian Federation - this is the right of an institution or a state-owned enterprise to own, use and dispose of the property of the owner assigned to it within the limits established by law, in accordance with the goals of its activities, the tasks of the owner and the purpose of the property.

The founder-owner has the right to withdraw property from the subject of the right of operational management only in three cases provided for by law (excessive, unused or not used for its intended purpose), and dispose of it at its own discretion. A state-owned enterprise is not entitled to dispose of any property, except for finished products, without the consent of the owner.

1.2 Tasks and general principles of state property management

The tasks of state property management include two main blocks: strategic management and operational management.

Strategic management issues include:

Investment decisions;

Decisions on debt obligations of enterprises, especially to the state budget (both in taxes and on loans and guarantees issued);

Problems of choosing directions for the development of specific state enterprises.

Operational management includes three main groups of tasks: planning, control and acceptance management decisions. High efficiency of state property management can be ensured through the implementation of one of the most common concepts of modern management - "management by objectives". Management by objectives implies the existence of clear, measurable and achievable goals, as well as a strategy and action plan that will ensure the achievement of the set goals. Business planning is not a step backwards, but a professional look into the future. Lack of goals and plans give rise to irresponsibility in the management of enterprises. If there are no goals and no ways to achieve them, then there are no clear criteria for evaluating the effectiveness of management. As a result, control procedures by the owner (in this case, the state) of the most important managerial functions become a mere formality. Thus, the presence of a business plan that includes certain goals (in the form of financial and economic indicators), as well as the main provisions of the enterprise development strategy and operations, is the most important condition for creating a management system by goals.

Control is the most important task of management. Effective control is possible only if the following conditions are met:

Availability of measurable evaluation criteria

Fairness (minimizing subjective approaches to evaluation)

Realizability

Regularity

As mentioned above, if goals are defined in the form of specific values ​​​​of the financial and economic indicators of the enterprise, and a business plan for the enterprise’s activities is developed and approved, containing detailed information about: how and in what terms the target indicators will be achieved, it becomes possible to evaluate the effectiveness of the enterprise's management in the most fair and open way, by comparing current indicators with previously planned and approved ones. It should also be taken into account that the management of state property should be carried out through representatives of the state in the Boards of Directors of enterprises.

According to the results of the analysis of efficiency current activities enterprises, management decisions must be made. In fact, management decisions are the impacts through which the state implements its property management policy. Unlike strategic decisions(re-profiling, liquidation, privatization, restructuring, etc.), operational management decisions are aimed at solving two main tasks:

Making adjustments and approving an updated business plan of the enterprise, in accordance with objective changes in the external environment (market demand, legislation, revision government programs etc.);

Solution of personnel issues: removal and replacement of the top management of the enterprise, in case of non-fulfillment of the agreed and approved targets.

The state, like any other owner, must ensure the management of state property with maximum efficiency. The owner manages his property through his authorized representatives participating in the management bodies of enterprises (Boards of Directors and General Meetings of Shareholders), wholly or partly owned by the state.

Classification of objects of state property

All objects of state property can be divided into two main groups:

Enterprises that must be exclusively state-owned (non-commercial facilities);

Objects with the possibility of commercial use (an enterprise operating in an open competitive market).

This division predetermines the principles of property management.

In relation to objects (enterprises) that should be exclusively state-owned, the state performs the functions of a senior manager (manager) who makes key strategic and operational decisions to manage the activities of enterprises. Including the state determines: what the enterprise will produce, in what volume, at what cost and how the enterprise will be financed. At the same time, the goal of the state manager is to ensure the production of the necessary products or services, the required quality, a given volume, and under certain conditions of profitability.

In relation to commercial facilities that are fully or partially owned by the state, the state should act exclusively as an investor (co-owner). In this case, the enterprise for the state is an object of investment, therefore, the principles of management should be based on the methods and approaches used in investment management. The purpose of the state-investor is to ensure maximum return on invested capital and increase the market value of property (shares).

Objects - exclusively state property.

The objects of state property, in relation to which the state acts as a manager, may include the following enterprises:

Defense enterprises;

Research centers of strategic importance for the development of the state;

Social facilities that are not commercially attractive;

Infrastructure facilities, including: transport, roads, communications, ports, gas pipelines, etc. (can be located both in public and private property);

Objects that are significant in terms of macroeconomic impact (may be in both state and private ownership).

As noted earlier, the most important difference between enterprises belonging to the category of exclusively state-owned ones is the absence of a competitive market for products or services that are significant for the state, the need for which cannot be covered through procurement from independent, including foreign, manufacturers. Considering that the main goal of the state, in this case, is to ensure the production of the required goods and services, the functions of the state in managing this category of enterprises are aimed at solving the following problems:

1. Examination of the enterprise activity plan;

2. Determining the values ​​of the main financial and economic indicators;

3. Approval of the enterprise plan, including staffing and conditions of remuneration;

4. Regular current control of the implementation of the plan;

5. Making managerial decisions (adjusting plans, solving personnel issues).

Planning at state enterprises is carried out, as a rule, on the basis of state order. In doing so, the state determines:

Nomenclature of products or services;

Volumes and terms of delivery;

Purchase price;

Standards for cost and profitability, including the size of subsidies in the event of a planned unprofitability of the enterprise;

Sources and conditions of financing.

Objects with the possibility of commercial use.

When managing commercial facilities, the state as an owner is guided by the principles of investment management. Commercial facilities include businesses, partly or wholly state-owned and operating in an open, competitive market. The most important criterion in determining the commercial nature of an enterprise is the presence of real or potential competitors who can also offer their products or services in order to target market where the company operates. When managing commercial facilities, the most important task of the state is the formation and management (sale or purchase of blocks of shares) of an investment portfolio that provides minimal risks and maximum return on invested capital, not only in the short term, but also in the long term.

At the same time, given that many property objects are of high state importance (economic, social, etc.) and require an individual approach, and the structure and composition of the portfolio is defined and limited, the management functions of the investor state are basically close to those of the fund direct investment.

1. 3 Anti-crisis management of enterprise property

Crises occur at all stages life cycle enterprises. The implementation of the entire set of anti-crisis procedures begins only at a certain stage of the life cycle: in the conditions of a sharp decline, characterized, as a rule, by the insolvency of the enterprise.

Anti-crisis management is based both on the general patterns inherent in management processes and on specific features associated with the implementation of anti-crisis procedures. So, management is always purposeful. The choice and formation of goals is the starting point in any management process, including anti-crisis.

Bankruptcy - establishment in judicial order financial insolvency of the enterprise, i.e. his inability to meet the requirements presented to him in a timely manner and fulfill his obligations to the budget.

According to the Law “On Insolvency (Bankruptcy)”, the purpose of bankruptcy is the financial recovery of an enterprise, firm, corporation, and the restoration of their solvency. The law recommends:

Restore the solvency of the enterprise with the help of arbitration (external) managers;

Creditors shall exercise control over the activities of the external manager;

As measures to restore the solvency of the enterprise, practice the assignment of claims, the sale of part of the property of the enterprise, and in some cases the sale of the enterprise itself.

The stage of the bankruptcy procedure consists of three periods: observation, external management property of the debtor and bankruptcy proceedings. The tasks facing managers in each of these periods do not coincide.

The observation period is a practice borrowed from German law. From the moment of accepting the application and declaring the debtor enterprise bankrupt, the arbitration court appoints a monitoring procedure and an interim manager.

Supervision is used to ensure the safety of the debtor's property and to analyze its financial condition. At the same time, the heads of the enterprise are not removed from their positions, but are limited in their property and financial rights in order to comply with the interests of creditors. However, only with the consent of the interim manager, they can enter into transactions related to the transfer of real estate for rent or pledge, making property as a contribution to authorized capital; dispose of property, the book value of which exceeds 10% of the company's assets; receive and issue loans or credits, guarantees and guarantees, assign claims, transfer debts, establish trust management of the enterprise's property.

External control. Under the external management of the property of the enterprise-debtor is understood the procedure directed to the continuation of the activities of this enterprise. External management is introduced by the decision of the arbitration court at the request of the debtor, the owner of the enterprise or the creditor and is carried out on the basis of the transfer of functions for managing the debtor enterprise and, accordingly, the property of the enterprise to the arbitration manager, and the former managers are removed.

The basis for the appointment of an external administrator of the debtor's property is the existence of a real opportunity to restore the solvency of the economic entity-debtor while maintaining a single property complex and the organization itself as a subject of law. in order to continue its activities.

The main purpose of external management is to continue the activities of the enterprise through the sale of part of its property and the implementation of other financial, economic and organizational activities. For the period of external management of the debtor's property, a moratorium is introduced on satisfaction of claims against it from creditors, the deadlines for which have come before the introduction of external management. Therefore, one of the conditions for the introduction of external management of the debtor's property is the consent of creditors to its conduct.

The law provides the external manager with broad rights to manage the debtor enterprise and manage its property. The external manager has the right to independently dispose of the debtor's property, conclude a settlement agreement on his behalf, declare a refusal to fulfill the debtor's agreements. The duties of the external manager include: to accept the property of the debtor and to carry out its inventory; open a special account for external management and settlements with creditors; develop and submit for approval to the meeting of creditors an external management plan, etc.

At the same time, the possibilities of an arbitration manager are limited by certain limits. Taк, кpyпныe cдeлки (cдeлки, влeкyщиe pacпopяжeниe имyщecтвoм, бaлaнcoвaя cтoимocть кoтopoгo пpeвышaeт 20 пpoцeнтoв бaлaнcoвoй cтoимocти aктивoв дoлжникa), в coвepшeнии кoтopыx имeeтcя зaинтepecoвaннocть, зaключaютcя внeшним yпpaвляющим тoлькo c coглacия coбpaния (кoмитeтa) кpeдитopoв.

The most important stage of external management is the development of a plan for external management of the debtor's property. Bнeшний yпpaвляющий, нe пoзднee oднoгo мecяцa c мoмeнтa cвoeгo нaзнaчeния, дoлжeн paзpaбoтaть плaн пpoвeдeния внeшнeгo yпpaвлeния, кoтopый пpeдcтaвляeтcя нa paccмoтpeниe и yтвepждeниe coбpaнию кpeдитopoв нe пoзднee чeм чepeз двa мecяцa c мoмeнтa ввeдeния внeшнeгo yпpaвлeния. The external management plan should include measures to restore the debtor's solvency.

Пpи пpoдaжe пpeдпpиятия дoлжникa, чacти eгo имyщecтвa, oтчyждaютcя вce виды имyщecтвa, пpeднaзнaчeннoгo для ocyщecтвлeния пpeдпpинимaтeльcкoй дeятeльнocти, включaя зeмeльныe yчacтки, ocнoвныe и oбopoтныe пpoизвoдcтвeнныe фoнды и фoнды oбpaщeния, пpaвa тpeбoвaния и oбoзнaчeния и т.д. When selling an enterprise, the monetary obligations and obligatory payments of the debtor as of the date of acceptance by the arbitration court of the application for declaring the debtor bankrupt are not included in the property. The amount of proceeds from the sale of the enterprise is included in the composition of the debtor's property. The sale of the enterprise is carried out through open auctions, its initial price is approved by the meeting (committee) of creditors. Topgs are held in the form of an auction. В cлyчae, ecли лицo, выигpaвшee тopги, в дaльнeйшeм oткaзывaeтcя oт пoдпиcaния дoгoвopa кyпли-пpoдaжи cyммa зaдaткa, yплaчeннaя им, включaeтcя в cocтaв имyщecтвa дoлжникa зa вычeтoм издepжeк opгaнизaтopoв тopгoв нa иx пpoвeдeниe.

If the amount received from the sale of the enterprise is sufficient to satisfy the requirements of creditors in full, the bankruptcy proceedings are terminated. In the event of a shortage of the amount received, the external manager proposes to conclude a settlement agreement. In case of failure to reach an amicable agreement, the arbitral tribunal decides to open a competitive production.

competitive production. Bankruptcy proceedings - a procedure aimed at the forced or voluntary liquidation of an insolvent economic entity. As a result of this action, the debtor's property is distributed among the creditors, which can be levied.

When making a decision on declaring a debtor bankrupt, the arbitration court shall appoint a bankruptcy trustee. Tasks crisis management during this period are limited: the bankruptcy trustee must ensure maximum satisfaction of the creditors' claim. Therefore, from the moment the debtor is declared bankrupt, its management bodies are suspended from performing the functions of managing and disposing of property (if such elimination has not been made earlier). All powers to manage the affairs of the debtor, including property management, are transferred to the bankruptcy trustee.

The bankruptcy trustee acquires the right:

Disposition of the debtor's property;

Performs the functions of managing the enterprise-debtor;

Takes measures aimed at searching, identifying and returning the debtor's property held by third parties.

From the moment of recognition by the arbitration court of the debtor enterprise as insolvent and the adoption of a decision on the opening of bankruptcy proceedings, its legal and property position is significant. Thus, the debtor enterprise ceases to exist as an object of law. It is prohibited to transfer the debtor's property (except for cases when this is permitted by the meeting of creditors), the repayment of his obligations.

All claims of a proprietary nature can be presented to the debtor only within the framework of bankruptcy proceedings. Information about the financial condition of the debtor ceases to belong to the category of information that is of a confidential nature or is a commercial secret. Previously imposed arrests of the debtor's property and other restrictions on his order are removed. The introduction of new arrests of the debtor's property and other restrictions on his order is not allowed.

The main stage of bankruptcy proceedings is the assessment of the debtor's assets and the determination of the amount of his debt. All property (assets) of the debtor, indicated in the balance sheet or documents replacing it and identified in the course of the bankruptcy proceedings, form the basis for the formation of the The bankruptcy estate also includes objects of the social and communal sphere, which are on the balance sheet of the debtor. Not subject to inclusion in the competitive mass:

Housing facilities and preschool institutions;

Vital for this region objects of industrial and utility infrastructure, which should be taken on the balance sheet of the relevant state authorities;

Property that is the subject of a pledge and does not belong to the debtor on the right of ownership;

Property leased by the debtor;

Property held in responsible custody by the debtor;

Personal property of the employees of the debtor enterprise, on which, in accordance with the law or the constituent documents of the enterprise, a debt cannot be levied

In order to more fully satisfy the requirements of bankruptcy creditors, the bankruptcy trustee may, after conducting an inventory and assessing the property of the debtor's enterprise, proceed to bidding.

1.4 Trust management of property

Trust management is a way for the owner to exercise his powers, one of the forms of exercising the power of disposal, but not the establishment of a new ownership right to this property.

Under contract trust management property, one party (trustee) transfers the property to the other party (trustee) for a certain period of time in trust management, and the trustee undertakes, for a fee, to manage this property in the interests of the trustor or the person indicated by him (beneficiary). The transfer of property to trust management does not entail the transfer of ownership of it to the trustee. (Article 1012 of the Civil Code)

Trust management under this agreement must be distinguished from the "internal" management of a company, partnership, unitary enterprise by their director, as well as other statutory bodies. The director (management board of the company, etc.), although he has the right to dispose (to one degree or another) of the property of such organizations, but acts on their behalf, never accepts the property he disposes of on his separate balance sheet, and if bears civil liability to the society (partnership, enterprise), then only in cases provided for by law or contract (clause 3 of article 53 of the Civil Code).

The transfer of property to trust management is a form of realization by the owner of his powers granted to him by clause 4 of article 209 of the Civil Code. It is the owner who determines the purpose of the established trust management, the scope of the transferred powers, as well as the person in whose interests the trust manager must act. As such, the owner may name himself, as well as, with certain exceptions, any other person. In the latter case, the property trust agreement becomes a type of agreement in favor of a third party (Article 430 of the Civil Code).

When carrying out trust management of property, the trustee has the right to perform any legal and actual actions in relation to this property in accordance with the trust management agreement in the interests of the trustee and (or) the beneficiary.

The object of trust management may be enterprises and other property complexes, individual objects related to real estate, securities, rights certified by non-documentary securities, exclusive rights and other property.

Speaking about the trust management of an enterprise, it should be borne in mind that we are talking about transferring it to management as an object of law (Article 132 of the Civil Code). Maintaining the enterprise as an independent legal entity practically impossible, because the property transferred for management should be reflected in the trustee on separate balance sheet, independent accounting is kept for it, a separate bank account is opened for settlements (see Article 1018 of the Civil Code).

Both state, municipal and private property can be transferred to trust management.

Property under economic management or operational management cannot be transferred to trust management. The transfer to trust management of property that was under economic management or operational management is possible only after the liquidation of the legal entity in whose economic management or operational management the property was located, or the termination of the right of economic management or operational management of the property and its receipt into the possession of the owner according to other stipulated grounds for legislation.

By general rule, the transfer of property in trust management is the transfer of it into the hands of a professional. Such in economic circulation is the entrepreneur. It is he ( individual entrepreneur- Article 23 of the Civil Code or one of the commercial organizations listed in paragraph 2 of Article 50 of the Civil Code) has the right to act as a trustee of someone else's property.

The property is not subject to transfer to trust management government agency or a local government and self-government body. (Article 1015 of the Civil Code)

The property trust management agreement must be concluded in writing in the form of one document (Article 550 of the Civil Code).

The contract of trust management of real estate must be concluded in the form provided for the contract of sale real estate. The transfer of immovable property for trust management is subject to state registration in the same manner as the transfer of ownership of this property.

The property transferred to trust management is separated from other property of the trustee, as well as from the property of the trustee. This property is reflected in the trustee on a separate balance sheet, and independent accounting is maintained for it.

In accordance with paragraph 4 of article 209 and paragraph 1 of article 1012 of the Civil Code, the trustee does not acquire ownership of the transferred property. However, within the limits granted to him by law and the contract, the manager may own, use, dispose of this property, incl. transfer it to the ownership of other persons, rent it out, pledge it, etc.

The trustee, who failed to show due care for the interests of the beneficiary or the trustee during the trust management of the property, shall compensate the beneficiary for the lost profit during the trust management of the property, and the trustee - the losses caused by the loss or damage to the property, taking into account its natural wear and tear, including the lost profit.

The trustee shall be liable for the losses caused, unless he proves that these losses occurred as a result of force majeure or the actions of the beneficiary or trustee.

Obligations under a transaction made by the trustee in excess of the powers granted to him or in violation of the restrictions established for him, are borne by the trustee personally. If the third parties involved in the transaction did not know and should not have known about the excess of authority or about the established restrictions, the obligations that have arisen are subject to execution in the manner prescribed by paragraph 3 of this article. The trustee may in this case demand compensation from the trustee for the losses incurred by him.

Debts on obligations arising in connection with the trust management of property are repaid at the expense of this property. In case of insufficiency of this property, execution may be levied on the property of the trustee, and in the event of insufficiency of his property - on the property of the trustee, not transferred to trust management.

Conclusion

Based on the above, the following conclusions can be drawn:

1. Legal regulation enterprise property management in the Russian Federation at the present stage is determined by the Civil Code of the Russian Federation, the Federal Law "On State and Municipal Unitary Enterprises".

2. An enterprise is insolvent not because it is state-owned, but because it is inefficiently managed and a change in management or restructuring can lead to an improvement in its position. The state-investor is trying to solve the problems of increasing the efficiency of the enterprise (management problems) by investing budgetary funds. In most cases, this simply results in a loss of money.

3. One of the most important mechanisms for managing state property is the planning system. In this case, the planning system must meet the following requirements:

Minimum labor intensity in use (the possibility of automating the main procedures for planning and analyzing efficiency);

Globality (the ability to cover all enterprises, wholly or partly owned by the state);

Universality (application of standard methods of approaches to various sectors of activity and types of enterprises);

Compliance with generally accepted practice of strategic and operational corporate planning;

Compliance of reporting documents international standards financial reporting, to ensure the possibility of presenting information about the activities of the enterprise to representatives of the state, as well as to Russian and foreign shareholders (investors) in a single format;

Information compatibility (ensuring the possibility of unhindered information exchange of information between enterprises and governments at the federal, regional and municipal levels);

Ease of learning and the availability of the necessary infrastructure for training.

4. The Law “On Insolvency (Bankruptcy)” introduces four bankruptcy procedures: supervision, external administration, bankruptcy proceedings and amicable agreement. According to the law, the monitoring procedure is applied until the arbitration court approves other procedures. The procedure of external administration, introduced, as a rule, by the court, establishes a moratorium on the satisfaction of creditors' claims for monetary debts and obligatory payments (taxes, etc.). Bankruptcy means a change in the owner of the enterprise. At the same time, the law prescribes that in no case should production be stopped if this procedure is applied. And finally, the settlement agreement establishes the procedure for paying or restructuring the debt. It is carried out under the supervision of the court. In other words, a settlement agreement is also a bankruptcy procedure.

5. In trust management, the manager uses the property of his ward, without becoming the owner of this property and not in his own interests, but in the interests of the owner or the beneficiary appointed by him, and only within the limits established by law and the agreement.

The manager carries out legal and actual actions on a clear obligation basis.

Trust management is an institution of obligation, not property law. The basis for the emergence of property management is always a contract.

Bibliographic list of references

1. Federal Law "On State and Municipal Unitary Enterprises" dated November 14, 2002 N 161-FZ // " Russian newspaper"December 3, 2002, No. 229 (3097).

2. Federal Law "On Insolvency (Bankruptcy)" dated January 8, 1998 No. 6-FZ// "Rossiyskaya Gazeta" dated January 23, 1998

3. Gerasimov V.G., Sokolinsky Z.V. Economic theory in structural and logical schemes - Belgorod: Belaudit, 1995. - P.35

4. Kovalev A.P. Enterprise property management - M.: Finstatinform, 2002.

5. Collection of codes of the Russian Federation - Edition 8th. - M.: Filin, 1999. - P.158

6. Financial management / under the editorship of prof. Zolotarev V.S. - Rostov-on-Don: Phoenix, 2000. - 224 p.

7. Shkurina L.V. Enterprise property management / Tutorial. - M.: Ros. state open tech. University of Communications, 2000.

Economic essence and classification of assets.

To carry out economic activities, each enterprise must have certain property that belongs to it on the basis of ownership or possession. All property owned by the enterprise and which is reflected in its balance sheet is called its assets.

Assets represent the economic resources of an enterprise in the form of aggregate property values ​​used in economic activities for the purpose of making a profit.

The assets of the enterprise are divided according to many classification criteria, the main of which are from the standpoint of financial management are:

• 1. The form of functioning of assets. On this basis, the following types are distinguished:
  • a) Tangible assets. They characterize the assets of the enterprise that have a real (material) form. The composition of the company's tangible assets includes:
    • fixed assets;
    • Stocks of finished products intended for sale;
    • Other types of tangible assets.
  • b) Intangible assets. They characterize the assets of the enterprise that do not have a real form, but take part in economic activities and make a profit. This type of company assets includes:
    • · the rights acquired by the enterprise to use certain natural resources;
    • · patent rights to use inventions;
    • · "know-how" - a set of technical, technological, managerial, commercial and other knowledge, formalized in the form of technical documentation, descriptions, accumulated production experience, which are the subject of innovations, but not patented;
    • rights to industrial designs and models;
    • Trademark - an emblem, drawing or symbol registered in accordance with the established procedure, which serves to distinguish the goods of this manufacturer from other similar goods;
    • Trademark - the right to exclusive use of the trade name of a legal entity;
    • rights to use computer software products;
    • "goodwill" - the difference between the market value of an enterprise as an integral property complex and its book value, formed in connection with the possibility of obtaining a higher level of profit (in comparison with its industry average level) through the use of more effective system management, a dominant position in the product market, the use of new technologies, etc.
    • other similar types of property values ​​of the enterprise;
  • c) Financial assets They characterize the various financial instruments owned or held by the entity. To financial assets enterprises include:
    • · accounts receivable in all its forms;
    • long-term financial investments.
• 2. The nature of participation in the economic process and the rate of turnover of assets. On this basis, acceptance assets are divided into the following types:
  • a) Current (current) assets. They are characterized by a set of property values ​​of enterprises that serve the current production and commercial (operational) activities and are fully used during one production cycle. In accounting practice, they include property values ​​(assets) of all types with a period of use of up to one year and a value of less than 15 non-taxable minimum incomes of citizens.

As part of the current (current) assets of enterprises, the following elements are distinguished:

• · industrial stocks of raw materials and semi-finished products;
• stocks of low-value and wearing items;
• the volume of work in progress;
• Stocks of finished products intended for sale;
• · accounts receivable;
• monetary assets in national currency
• · monetary assets in foreign currency;
• · short-term financial investments;
• · Future expenses.
• b) Non-current assets. They characterize the totality of the property values ​​of the enterprise, which repeatedly participate in the process of economic activity and transfer the cost to products in parts. In accounting practice, these include property values ​​(assets) of all types with a period of use of more than one year and a value of more than 15 non-taxable minimum incomes of citizens. The non-current assets of the enterprise include the following types:
  • fixed assets;
  • · intangible assets;
  • · unfinished capital investments;
  • The equipment intended for installation;
  • Other types of non-current assets.
  • 3. The nature of the service certain types activities. On this basis, the following types of assets of the enterprise are distinguished:
    • a) Operating assets. They represent a set of property values ​​directly used in the production and commercial (operational) activities of the enterprise in order to obtain operating profit.

The company's operating assets include:

• production fixed assets;
• Intangible assets serving the operational process;
• · current operating assets (their totality minus short-term financial investments).
• b) Investment assets. They characterize the totality of the enterprise's property values ​​associated with the implementation of its investment activities.

The company's investment assets include:

• · unfinished capital investments;
• The equipment intended for installation;
• · long-term financial investments;
• short-term financial investments.
• 4. The nature of the financial sources of asset formation. In accordance with this feature, the following types of enterprise assets are distinguished:
  • a) Gross assets. They represent the entire set of property values ​​(assets) of the enterprise, formed at the expense of both equity and borrowed capital.
  • b) Net assets. They characterize the total value of property values ​​(assets) of the enterprise, formed exclusively at the expense of its own capital. The value of the net assets of the enterprise is determined by the following formula:

CHA \u003d A - ZK, where

CHA -- the value of the net assets of the enterprise;

A -- the total amount of all assets of the enterprise at book value;

ZK -- the total amount of borrowed capital used by the enterprise.

• 5. Nature of asset ownership. On this basis, the assets of the enterprise are divided into the following two types:
  • a) Own assets. These include the assets of the enterprise that are in its permanent possession and are reflected in its balance sheet.
  • b) Leased assets. These include the assets of the enterprise that are in its temporary possession in accordance with the concluded lease (leasing) agreements.
• 6. The degree of liquidity of assets. In accordance with this feature, the assets of the enterprise are usually divided into the following types:
  • a) Assets in absolutely liquid form. These include assets that do not require sale and are ready-made means of payment.

This type of asset includes:

• · monetary assets in national currency;
• cash assets in foreign currency.
• b) Highly liquid assets. They characterize a group of company assets that can be quickly converted into cash (usually within one month) without significant losses in its current market value in order to ensure timely payments on current financial obligations.

The company's highly liquid assets include:

• · short-term financial investments;
• short-term accounts receivable.
• c) Medium liquid assets. This type includes assets that can be converted into cash without significant loss of their current market value within one to six months.

Medium liquid assets of an enterprise usually include:

• all forms of receivables, except for short-term and bad debts;
• stocks of finished products intended for sale.
• d) Weakly liquid assets. These include the assets of the enterprise, which can be converted into cash without loss of their current market value only after a significant period of time (from six months or more).

In modern practice of financial management, this group of enterprise assets includes:

• stocks of raw materials and semi-finished products;
• stocks of low-value and wearing items;
• assets in the form of work in progress;
• fixed assets;
• capital investments in progress;
• equipment intended for installation;
• intangible assets;
• long-term financial investments.
• e) Illiquid assets. This group includes such types of enterprise assets that cannot be sold independently (they can only be sold as part of an integral property complex).

These assets include:

• uncollectible receivables;
• Future expenses;
• losses of current and previous years (reflected as part of the asset balance of the enterprise).

Taking into account the considered classification, the process of financial management of the enterprise's assets is built. Methods for assessing the total value of the assets of an enterprise as an integral property complex. In the practice of financial management, there are numerous situations when the assets of an enterprise are created not in the process of their gradual formation, but by their one-time acquisition in the form of an integral property complex. An integral property complex is an economic object with a complete cycle of production and sales of products (works, services), located on the land plot. The totality of the assets of an enterprise as an integral property complex requires different approaches to assessing their value in comparison with the assessment of individual types of assets. In the process of this assessment, labor costs for the formation of such an integral property complex should be taken into account; the optimal proportion of the formed structure of its assets and their ability to generate profit; the degree of physical and moral depreciation of certain types of assets; efficiency of return of intangible assets and a number of other factors.

The need to assess the total value of the assets of an enterprise as an integral property complex arises at the present stage in a number of cases. So, in the transition to market economy more and more common are: the purchase of individual enterprises in order to diversify operations, penetrate into other regional or commodity markets, elimination of competitors; merger (acquisition) of individual operating enterprises in order to strengthen the joint production and financial potential; privatization of state enterprises, etc. In addition, the need to assess the value of an enterprise's assets as an integral property complex manifests itself when acquiring a controlling (or fairly large) stake in its shares, pledging property in the process of mortgage lending, implementing full-scale external insurance, developing a rehabilitation plan, liquidating procedures in case of bankruptcy, etc. .

Methods for assessing the value of the total assets of an enterprise as an integral property complex are very diverse. In the practice of financial management, they are usually divided into the following main groups:

• balance valuation method;
• replacement cost method;
• method of assessing the market value;
• method of estimating the forthcoming net cash flow;
• estimation method based on regression modeling;
• expert method ratings and others.

To organize the production process, any enterprise must have certain resources, that is, possess property. Under the property of the enterprise are understood all tangible, intangible and monetary resources that are in the use, possession and disposal of the enterprise.

The property of the enterprise is presented in the asset of the balance sheet. Enterprise assets include:

Non-current assets (fixed assets, construction in progress, long-term financial investments, intangible assets, etc.;

Current assets (stocks and costs, receivables, short-term financial investments, cash.

Property management is one of the subsystems of the overall enterprise management system. The objects of management in this subsystem are property complexes and property objects, as well as organizational and legal relations between business entities regarding property.

Property management is closely related to other areas of management in the enterprise, especially with financial management, investment, costs, product range, technical and innovative development.

The overall goal of property management is to achieve the most complete and efficient functioning of the property complexes in the enterprise. In addition, from the standpoint of a long-term perspective, property management should ensure the continuous development and improvement of property complexes as a technical basis for industrial production. This means that, on the one hand, the task of maintaining the property complex in a working condition and obtaining the greatest return on its operation is the task, and on the other hand, the strategic management of property complexes as developing systems is required so that they meet the long-term tasks and the overall strategy. enterprise activities.

The tasks of enterprise property management:

The first task is the formation of a balanced structure of property complexes, in which uniform use (uniform loading) of property objects is achieved.

The second task is to ensure high profitability (yield) when using property, i.e. the desire to maximize the profitability of fixed assets and assets in general.

The third task is to ensure sustainability in the use of property objects, their protection from possible risks.

The fourth task is to ensure a justified capital intensity of production capacity.

The fifth task is to reduce the cost of maintenance and operation of movable and immovable property.

Enterprise property management is divided into management of non-current and current assets.

Management of non-current assets at the enterprise involves the development of a policy for managing non-current assets, which is part of the overall financial strategy enterprises and ensuring their timely updating and high efficiency of use.

The company's policy in the field of management of non-current assets is formed according to the following stages:

1. Analysis of the state and use of non-current assets of the enterprise in the previous period;

2. Optimization of the total volume and composition of non-current assets of the enterprise;

3. Ensuring timely renewal of non-current assets of the enterprise;

4. Ensuring the effective use of non-current assets of the enterprise;

5. Formation of principles and optimization of the structure of sources of financing of non-current assets of the enterprise.

Current asset management policy, representing part of the overall financial strategy of the enterprise, is to form the required volume and composition of current assets, rationalize and optimize the structure of the sources of their formation.

The process of developing a policy for managing current assets of an enterprise includes the following steps:

Analysis of the composition and state of current assets of the enterprise in the previous period;

Definition general principles formation of current assets of the enterprise;

Optimization of the volume of current assets;

Optimization of the ratio of the constant and variable parts of current assets;

Ensuring the necessary liquidity of current assets;

Ensuring an increase in the profitability of current assets;

Ensuring the minimization of losses of current assets in the process of their use;

Formation of principles for the formation of certain types of current assets;

Optimization of the structure of sources of financing of current assets.

12. Profit distribution management. Dividend policy of the enterprise. Profit distribution is a form of implementation of the developed dividend policy and the policy of forming one's own investment resources, in the process of which the received (scheduled to receive) profit is distributed among the main directions of its future use.

The nature of the distribution of profits determines many significant aspects of the enterprise, influencing its performance. This influence comes in various forms. feedback distribution of profit with its formation in the coming period.

The high role of the nature of the distribution of profits in the activities of the enterprise is determined by the following main provisions:

1. Profit distribution directly implements main goal management policy - increasing the level of well-being of the owners of the enterprise.

2. Distribution of profit is the main instrument of influence on the growth of the market value of the enterprise.

3. The proportions of profit distribution determine the pace of implementation of the enterprise development strategy.

4. The nature of the distribution of profits is the most important indicator of the investment attractiveness of the enterprise.

5. Profit distribution is one of the most effective forms of influence on the labor activity of the enterprise personnel.

The distribution of profits is carried out in accordance with a specially developed policy (its basis is the dividend policy), the formation of which is one of the most challenging tasks general policy of enterprise profit management. This policy is designed to reflect the requirements of the overall development strategy of the enterprise, ensure an increase in its market value, form the necessary amount of investment resources, and ensure the material interests of owners and personnel.

The main goal of the profit distribution policy remaining at the disposal of the enterprise is to optimize the proportions between its capitalized and consumed parts, taking into account the implementation of its development strategy and the growth of its market value.

The distribution process is based on the following principles:

1. Relationship of the distribution policy with the general profit management policy of the enterprise.

2. Priority of taking into account the interests of the owners of the enterprise. The profit generated by the enterprise and remaining at its disposal after paying taxes belongs to its owners, therefore, in the process of its distribution, the priority of directions for its use is determined by them.

3. Stability of the profit distribution policy. The basic principles of profit distribution, which form the basis for the development of its policy, must be of a long-term nature.

4. Predictability of profit distribution policy. If it is necessary to change the main proportions of profit distribution in connection with the adjustment of the enterprise development strategy or for other reasons, all investors must be notified in advance.

The scheme of profit distribution of the reporting period, simplified, can be represented as follows: part of the profit is paid in the form of dividends, and the rest of the profit is reinvested in the assets of the enterprise. The reinvested part of the profit is internal source financing of the enterprise. Profit reinvestment is a more acceptable and relatively cheap form of financing for an enterprise expanding its activities. Reinvesting profits avoids the extra costs that come with issuing new shares.

Dividends represent money income shareholders.

The dividend policy determines the amount of external sources of financing attracted by the enterprise, and, at the same time, determines the share of funds diverted from reinvestment to pay dividends. Ceteris paribus, the greater part of the profit is spent on the payment of dividends, the less funds can be reinvested in the company, the slower its growth rate and the slower and more problematic the growth of the market value of its shares.

Investors usually choose the company whose dividend policy best suits their investment objectives. Therefore, a change in dividend policy may cause more dissatisfaction among shareholders than a low dividend level. Thus, the stability of the dividend policy is one of the most important factors that affects the attitude of investors towards the company.

Most typical types of dividend policy are the following.

Fixed dividend policy(stable amount of dividends paid per share). The policy provides for the regular payment of dividends per share in a constant amount over a long period of time, regardless of changes in the market value of shares. Such a policy means low risk for shareholders, the stability of their dividend income and a fairly high liquidity of the securities of such a company.

Constant dividend payout policy(constant share of dividends paid). The policy provides for maintaining the share of dividends paid out at a certain level.

However, when changing the absolute amount net profit the amount of dividends paid also changes. In particularly unfavorable years, dividends may fall significantly or not be paid at all. Such a policy does not lead to an increase in the market value of shares, since the majority of shareholders usually have a negative attitude towards the volatility of the amount of dividends paid.

Policy of compromise approach to dividend payments(compromise policy). A compromise approach is the search for a "golden mean" between the two types of dividend policy mentioned above. This compromise lies in the fact that the company pays some certain stable (fixed) dividend, but in favorable years it pays a kind of premium (extra dividends).

Dividend policy depending on investment decisions(payment of dividends on a residual basis). The policy is used by companies whose investment opportunities are not stable. In this case Financial Manager makes dividend policy directly dependent on investment decisions.

Share Dividend Policy. The policy involves the issuance of dividends in the form of shares, that is, the issuance of an additional block of shares for shareholders. Such dividends may be declared when financial position the company is not very stable, it is not able to provide the payment of cash dividends and / or when the company wants to revive the sale of its shares, reducing their market price. A share dividend increases the number of shares held by shareholders, but each shareholder's proportionate ownership of the company remains unchanged.

13. Management of non-current assets. Fixed capital: essence and structure

Assets, depending on the period of circulation, are divided into: non-current (or long-term), the maturity of which exceeds 12 months after the reporting date or they are used for a period exceeding the normal the production cycle if the last one is more than 12 months old; and negotiable (or short-term), the maturity of which ends within 12 months after the reporting date or during the normal operating cycle, if the latter exceeds 12 months.

Non-current assets of the enterprise are reflected in the first section of the asset balance.

The variety of types and elements of non-current assets of the enterprise determines the need for their preliminary classification in order to ensure their targeted management. From the standpoint of financial management, this classification is based on the following main features. By functional types, non-current assets in modern practice of financial accounting and management are divided as follows

a) fixed assets. They characterize the totality of the tangible assets of the enterprise in the form of means of labor, which repeatedly participate in the production process and transfer their value to products in parts.

b) Intangible assets. They characterize non-current assets of the enterprise that do not have a material (material) form, ensuring the implementation of all the main types of its economic activities.

c) Construction in progress. They characterize the volume of actually incurred costs for the construction and installation of individual fixed assets from the beginning of this construction to its completion.

d) Profitable investments in material values, which include property for leasing and property provided under a rental agreement.

e) Long-term financial investments. They characterize all financial investment instruments acquired by the enterprise with a period of their use of more than one year, regardless of their value.

2. By the nature of servicing certain types of activities of an enterprise, the following groups of non-current assets are distinguished:

a) Non-current assets serving the operating activity (operating non-current assets). They characterize a group of long-term assets of an enterprise (fixed assets, intangible assets) directly used in the process of carrying out its production and commercial activities. This group of assets plays a leading role in the total composition of non-current assets of the enterprise.

b) Non-current assets serving investment activities (investment non-current assets). They characterize the group of long-term assets of the enterprise, formed in the process of real and financial investment (in-progress capital investments, equipment intended for installation, long-term financial investments).

c) Non-current assets that meet the social needs of the staff (non-productive non-current assets). They characterize a group of social and household facilities formed to serve the employees of a given enterprise and owned by it (sports facilities, recreation centers, preschool children's institutions, etc.).

3. According to the nature of ownership, non-current assets of the enterprise are divided into the following groups:

a) Own non-current assets.

b) Leased non-current assets.

4. According to the forms of collateral for a loan and the features of insurance, the following groups of non-current assets are distinguished:

a) Movable non-current assets.

b) Immovable non-current assets.

The non-current asset management policy is part of the overall financial strategy of the enterprise, which consists in ensuring their timely renewal and high efficiency of use. This policy is developed at the enterprise according to the following main stages:

1. Analysis of non-current assets of the enterprise. This analysis is carried out in order to study the dynamics of their total volume and composition, the degree of their suitability, the intensity of renewal and the efficiency of use in the previous period.

2. Determining the size of the need for an increase in non-current assets.

3. Determination of the forms of satisfaction of the need for the growth of certain types of non-current assets. The need for this increase can be satisfied in two main ways: a) by acquiring new types of non-current assets in the ownership of the enterprise (this also includes the construction of its own buildings, premises, structures); b) by their lease (leasing). The criterion for making managerial decisions in each case is a comparison of the effectiveness cash flows for each of these forms.

4. Ensuring an increase in the efficiency of the use of non-current assets. The increase in the efficiency of the use of non-current assets reduces the need for them, since there is an inverse relationship between these two indicators. Consequently, measures to improve the efficiency of the use of non-current assets can be considered as measures to reduce the need for borrowed capital and increase the pace of economic development of the enterprise through a more rational use of its own financial resources.

5. Formation of the optimal structure of sources of financing of non-current assets. This funding comes down to two options. The first of them is based on the fact that the entire volume of formed non-current assets is financed exclusively from equity. The second of them is based on mixed financing of non-current assets at the expense of own and long-term borrowed capital. Taking into account the formed structure of sources, a balance of financing of non-current assets is being developed.

A significant proportion of non-current assets are fixed assets of the enterprise.

According to the existing classification of fixed assets of industry in terms of their composition, depending on designated purpose and the functions performed are divided into the following types:

¾ building;

¾ buildings;

¾ transmission devices;

¾ machinery and equipment, including:

¾ (power, working, measuring and regulating items, computer equipment, others);

¾ vehicles;

¾ tools;

¾ production equipment and accessories;

¾ other fixed assets (working cattle, perennial plantings).

Depending on the participation in production, fixed assets are divided into production and non-production. Production fixed assets are directly or indirectly involved in the production of material assets. These include buildings, structures, working machines and equipment, etc. Non-productive fixed assets include residential buildings, clubs, sanatoriums, clinics, kindergartens and other fixed assets of the intangible sphere.

According to participation in the production process, active and passive fixed assets are distinguished. Active fixed assets are directly involved in the process of production of goods, works or services. These are machines, equipment, transmission devices, computers, instrumentation and control devices, vehicles. Passive fixed assets are not directly involved in the processing and movement of raw materials, materials and semi-finished products, but create the conditions necessary for production. These include buildings and structures. Equipment is also divided into two groups: main and auxiliary equipment. Material values ​​are created directly on the main equipment in the production process - these are machine tools, mechanisms, etc. Auxiliary equipment designed to carry out various operations that support the production process, for example, transfer devices.

The unsatisfactory condition of fixed assets at many domestic industrial enterprises is due to a number of reasons, among which, first of all, the tense financial condition of enterprises should be noted. However, among these reasons, it is also necessary to point out that many enterprises practically lack any clear program for managing their property and assets. This conclusion is confirmed by such facts as the incomplete use of existing fixed assets, the presence of a large number non-functioning objects of movable and immovable property, the burden of enterprises with large stocks of materials and components, finished products, the lack of a clear depreciation policy, the poor organization of planning and project management for the reconstruction, technical re-equipment and modernization of property objects, the lack of comprehensive insurance programs against property risks, inefficient use levers for alternative use of property (rent, leasing).

The existing practice of managing property objects at enterprises suffers from disunity, dispersion of functions among many structures and divisions, the lack of a systematic presentation of management processes and their subordination to the strategic goals of the enterprise.

Property management is one of the subsystems of the overall enterprise (organization) management system. The objects of management in this subsystem are property complexes and property objects (buildings, structures, machinery, equipment, etc.), as well as organizational and legal relations between business entities regarding property.

As part of property management, the following area is allocated management activities, as the management of real estate (real estate), due to the fact that real estate is a specific type of property, strongly associated with land and in need of special legal support and regulation of property rights and other property rights.

Real estate objects that are under the control of regional, city and municipal authorities need a special management system, characterized by active use operations of lease and trust management (trust). In some types of business: hotel, tourism, sports, etc. - real estate objects are the main source of income and therefore need separate management.

In conditions industrial enterprise immovable and movable types of property form a single production complex that serves as the material and technical basis for the production and operational activities of the enterprise. Under these conditions, it makes no sense to strictly distinguish between property management and management of movable and immovable property. Moreover, such management tasks as preservation, renewal, restoration, maintenance and technical development are solved in many respects in close interconnection of both types of property.

Increasing the economic, production and innovation potential of the enterprise requires the harmonious development of the entire property complex. Thus, the introduction of new, progressive technologies is accompanied by the acquisition and development of new modern equipment and tools, and this imposes increased requirements on buildings and premises to ensure a normal microclimate, sound insulation and a comfortable environment for workers. Almost all investment projects for the technical re-equipment, reconstruction and modernization of production involve serious changes both in the equipment fleet and in structural elements buildings, structures and communications.

The composition of the main functions of the property management system at the enterprise and external organizations with which this system interacts are shown in fig. 2.1.

Property management is closely related to other areas of management in the enterprise, especially with financial management, investment, costs, product range, technical and innovative development.

Relationships between property management and financial and investment management can be traced in the following areas. Firstly, the composition and value of property objects directly determine the value of the enterprise as a whole.

Rice. 2.1.

Secondly, changes in the value of property objects are reflected in tax payments. Thirdly, the stable operation of the equipment largely determines the volume of work in progress and turnover. working capital. Fourthly, in the total composition of investment projects at the enterprise, a significant share is occupied by projects related to changes in the property complex, in particular, projects for reconstruction, technical re-equipment and modernization.

The links between asset management and operating cost management are as follows. Firstly, there is a direct impact on the cost of production of the system of accounting and depreciation of fixed assets. Secondly, in the cost a significant share is occupied by the costs of maintaining and operating equipment, as well as the costs of maintaining real estate. Thirdly, the degree of use of fixed assets is directly reflected in many cost items. Fourth, part of the operating costs depends on the terms of the lease, leasing and property insurance. Fifth, decisions on the sale of excess property are also reflected in current costs.

Links between property management and product range management are implemented in the following areas. Firstly, if you need to expand the range of products, then you need to purchase equipment with greater functional and technological capabilities and easily reconfigured from the production of one product to another. Secondly, if the demand for the company's products increases and it is necessary to expand output, then it is necessary to increase the capacity of one or more operating property complexes with a moderate increase in investment. Thirdly, if the requirements for the quality of manufactured products increase, then appropriate changes are needed in the equipment fleet by increasing the number of high-precision machine tools and machines.

There is a connection between property management and the management of technical and innovative development. Features such as expertise technical condition property objects, calculation and planning production capacity, planning and organization of work on the restoration and renovation of property, bear the signs of operational management.

Property management consists in a continuous targeted impact on property objects in order to maintain their performance, bring their condition to the requirements of production and the current technical level, upgrade and retrofit, ensure the greatest return on their operation, reduce wasteful operating costs.

Property management at the enterprise means making changes to the operational property complexes by:

• 1) making management decisions related to property;
• 2) development and implementation of investment projects involving changes in property;
• 3) carrying out organizational and structural measures, including: the creation of a property management unit, the selection and training of personnel, the introduction of a process organization, the creation of financial responsibility centers and vesting them with property liability, etc.

Based on the provisions of the general theory of management and the above considerations on the content of property management activities, we will give the following definition.

property management is a system of principles and methods for the development and implementation of management decisions related to the formation, effective use of property in the areas of the enterprise.

Let us note the basic principles that must be observed in the management of property.

• 1. An integrated approach to making management decisions on property and the integration of the property management system with the overall enterprise management system. Management decisions on property should be linked to the tasks of managing finances, investments, personnel, organization of production and service.
• 2. Strategic approach, i.e. the subordination of the decisions made on property to the strategic goals of the enterprise's development, or, in other words, their focus on the future and the achievement of the overall results outlined in the adopted strategy of the enterprise.
• 3. Flexibility of management, i.e. the admissibility of short-term deviations from the adopted strategy, taking into account the current situation in the market and in the external environment.
• 4. System approach, i.e. representation of operating property complexes in the form of production, service, commercial and information management systems with their own inputs and outputs.
• 5. Dynamic approach to making managerial decisions on property, i.е. taking into account the time factor, the results obtained from previously completed projects, as well as forecasts of future trends in market dynamics, inflation rates and other environmental indicators.

The noted principles serve as a methodological and organizational basis on which the property management system should be built and function at any industrial enterprise.

Long term investment

Among long-term investments, investments in the oil industry are considered the most liquid. The fact is that the Russian economy is unique, we can safely say that it is more focused on the oil and gas industry.

Given the scale of the concentration of raw materials in the territory, it becomes clear that the Russian Federation is one of the main players in the oil market. It is important to understand that the solvency of a country is based on the results of the extraction and processing of petroleum products. Due to this, target indicators for the exchange rate are being met, anti-crisis strategies designed to prevent economic downturns.

The development of the industry in the future implies the solution of issues in two directions:

• Efficiency of conducting activities in order to stabilize the industry;
• Search for large investors, thanks to which it will be possible to develop new ways of development.

Revenue generated by the industry oil industry, reach 50% of all state profits, and the share in GDP is 20-25%. The global energy production market is in decline and instability is particularly evident in last years. Against the backdrop of these developments, the Russian oil and gas industry also faced difficulties, which manifests itself in the form of a reduction in operating performance. As a result, this leads to a decrease in the efficiency of investments in these assets.

Price policy

Stabilization of oil prices on the world market is expected in the near future. Such forecasts are based on the recent decision of OPEC, as a result of which the volumes of supply and demand will be balanced. This will make it possible to count on an increase in the capitalization of the industry by at least 7 percent.

The United States sees development prospects in its own way. Active implementation of new drilling rigs is underway in the country. On the one hand, this will increase the offer to buy. On the other hand, oil prices will be strongly influenced by investors and may become uncompetitive. This is not to mention the need to develop delivery channels.

It should be noted that in the horizon until 2025, the industry has good prospects for further development, because. the development of new deposits for the extraction of raw materials is in full swing. These factors indicate the high efficiency of investments in the oil and gas sector of the Russian Federation.

A characteristic feature of the oil and gas complex of the Russian Federation is a developed network of gas and oil pipelines. The presence of monopoly delivery channels allows you to control pricing and quickly arrange the delivery of raw materials from new fields.

The industry has a high investment attractiveness due to the fact that the Government of the Russian Federation spends huge resources on creating favorable conditions for investors in the main representatives of the oil and gas industry in Russia, such as:

• Rosneft
• Gazpromneft
• Gazprom
• Novatek

Strategic Directions

Today, oil and gas continue to be a unique raw material, on the basis of which materials are created for most industries. However, Natural resources retain their energy value.

There are practically no analogues to gas and oil, with the exception of alternative directions in the energy industry. Today, these areas are controlled by the Government of the Russian Federation and private companies, which strengthens the position of the sector as an investment platform.