Author page: Demchenkova S.A.

Benchmarking as a continuous process of quality management and investment and innovation activities of Severstal Corporation PJSC

DOI: 10.33917/mic-5.106.2022.50-61

This article discusses benchmarking as a continuous process of quality management and investment and innovation activities on the example of PJSC Severstal Corporation.

The definition of the concept of «benchmarking» is given, its purpose, tasks, stages of implementation are shown. A comparison of Russian and foreign approaches in benchmarking is presented.

The results of benchmarking are shown, which identified shortcomings and gave directions for improving the efficiency of PJSC Severstal. Companies need to bet more on R&D and get better results from it. In recent years, against the background of the pandemic and economic sanctions, PJSC Severstal faced a lack of funds for the modernization and reconstruction of production facilities, with a mismatch with the structure of supply and demand.

The authors propose to reduce costs, develop the metal products market and introduce innovative technologies.


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About the possibility of using a scenario approach in forecasting and budgeting in the practice of corporate governance of PJSC Aeroflot

DOI: 10.33917/mic-1.102.2022.83-90

The article discusses the possibilities of using a scenario approach in forecasting and budgeting in the practice of corporate governance of PJSC Aeroflot. According to the methodology of the National Corporate Governance Rating in 2018, Aeroflot PJSC has a rating of 7++, which indicates compliance with Russian legislation, taking into account the interests of all interested parties (shareholders, the state, employees, consumers of services). Currently, it is established that in 2020-2021. This aspect of corporate governance in PJSC Aeroflot is not fully implemented and needs to be improved. It can be assumed that precisely because of this, the risk management system of PJSC Aeroflot could not cope with the development of anti-crisis measures in a timely manner. The authors recommend considering pessimistic and optimistic scenarios in detail when drawing up budgets, planning a budget system for each of them, developing measures to reduce risks, and responding quickly to emerging threats. It has been established that the use of a scenario approach in budgeting and corporate governance practices will allow PJSC Aeroflot to consider all possible situations, including unlikely ones, to inform representatives of the Board of Directors about all possible risks in a timely manner, and to develop measures to minimize risk.


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