Who is Olga Naumova? Biography of the new chapter of “Magnet. X5 Retail Group is looking for points of interaction with authorities and local suppliers

Stanislav Naumov: retail never got its own Sechin

Stanislav Naumov, Director of Government Relations, X5 Retail Group, President of RASO.

Speech during the discussion around Irina Yarovaya's amendments to the law on trade at the "Club of Experts" VTsIOM

It was important for me to get an answer to the question of what is the electoral support for the position of Irina Yarovaya... In the pre-election context, it was required to enter into communication with United Russia on the question of how rational their stake on a “cold civil war” with the second largest sector of the Russian economy - retail - is.

As a result of the VTsIOM study "The attitude of Russian residents to retail chains", we saw that the position of radical populism associated with a categorical rejection of modern formats retail, quite a lot of supporters in the most different categories population exists - about 34% of survey participants. This is a truth that must not be hidden.

But we do not forget that 66% are not supporters of Yarovaya's position, and this is 2 times more... And these 66% are the subject of our sociological interest. The example of retail shows that modern policy is carried out within the framework of a rather sensitive attitude towards public opinion- in this case, to the opinion of about 1/3 of the entire social totality. The problem with the remaining 2/3 is that they are two different thirds, they are not consolidated and politically not represented.

One of them is people who believe that more attention should be paid to market-based ways of working with consumers. They are focused on promotions, sales, and active market consumption. For them, communication with online trade, in addition to satisfying the need for calories, is also an economic game. And they are interested in playing it. But if we compare the correlations, these are the very people who do not go to the polls, they, rather, go to sales on Sunday, because there are discounts.

And the second third is a group of people who say that there is no need to strictly regulate prices and there is no need to limit trade margins, but that it is necessary to subsidize socially and economically vulnerable segments of the population that are not protected. Thus, residents of Moscow receive about 200 million rubles a year for "Muscovite social cards" in order to come with them to our stores and receive a number of social significant goods actually in the form of a consumption subsidy. And the sample with the aggregate of the responses of Muscovites differs very noticeably from the all-Russian one. It turns out that the gap between different cities in Russia it is very large, and state regulation is built as if everything is the same for everyone. This is actually the problem.

In order to convey our argumentation to the addressees, longer discussions are needed., including at the level of deputies and at the government level. Because the government is overloaded with an administrative agenda and is unable to devote the proper amount of time to reviews of parliamentary initiatives. Nobody should restrict deputies in any, the most radical ideas. But clear expert assessments of what is proposed are needed.

What we have? On May 19, 2016, for the first time in the practice of the State Duma, we have a vote in the absence of a government response to Yarovaya's amendments. Amendments that affect, as I have already said, the second largest sector of the Russian economy after the fuel and energy complex, are being adopted without the government's revocation, without revoking the Ministry of Finance. Together with the Center for Macroeconomic Analysis and Short-Term Forecasting, we made expert judgment... So, the price of the issue is 500 billion rubles. This is 3.5 baskets of additional defense appropriations.

This is the money that remains in the accounts of suppliers.... 500 billion rubles is underinvested by the food producer in full life cycle their product, expecting that this investment will additionally be made either by the trade network as a commodity distribution structure, or by the end consumer.

When natural rent was introduced in the fuel and energy complex, the topic of a zero tax rate on the extraction of minerals from new fields was raised in addition to the rate of export duty on oil and oil products.

These are serious enough questions. But the fuel and energy complex has its own Sechin in such matters. The problem with retail is that in more than 25 years since Boris Yeltsin issued Decree No. 1 on freedom of trade, its own Sechin has not appeared.

Modern Russian retail appeared in the mid-2000s with the arrival of large investors in the industry - both strategic and portfolio, both domestic and foreign.

The consolidation of, relatively speaking, a multitude of "stalls" scattered within the residential neighborhood began. And not only Auchan and Metro appeared, strong national champions such as Magnit or X5 Retail Group appeared. And we still, even at the government level, treat trade as small and medium-sized businesses.

What did the results of an independent study show? That residents of large cities save their time and money, so that they make most of their purchases where they are given a low price for the proper quality.

People do not just want to eat for the little money they have.... Taking into account the fact that over these 20 years the standards of quality of life in Russia have grown, they want to eat well. Therefore, our concept is that the store is not just a source of calories, it is a modern space for healthy way life and healthy eating.

The development of our dialogue with the Ministry of Health shows that the likelihood that special meals will be available at affordable prices on the shelf is directly proportional to the number of newly opened supermarkets and hypermarkets. Indeed, in small shop located on the first floor of a residential building, it is impossible to accommodate the required amount of special food, relatively speaking, low-fat yogurt.

The development of retail today is closely related to the fact that the food market has ceased to be national... As soon as the freight cost allowed sea ​​vessels, and the methods of storing agricultural raw materials have become quite long-term, the market has turned into a global one. Today entire countries, entire continents specialize in certain categories of products that we buy from Pyaterochka.

When you come to Pyaterochka and see washed potatoes, they are from Argentina, not even Israel anymore. And it is really easier for us to charter one large ship that comes to Russia, and its cargo is delivered through the distribution center to our 7.5 thousand stores. This is much easier than negotiating with thousands of farmers who are trying to grow these potatoes somewhere in the Vladimir region and then hand them over somewhere.

No need to build illusions. The only measure that will allow the Russian manufacturer to be competitive with the Argentinean one is global climate warming. When you grow four crops a year in one country and can ship it around the globe, you will always be four times the price, no matter what the exchange rate volatility may be.

“Farming” that will provide the country with food is the most dangerous myth for national food security. From the point of view of state regulation, we are now behaving like absolute retrogrades. We're going back two centuries. Our government wants food prices to be low, and these products were made by farmers and sold by stalls.

There are 4 thousand individual entrepreneurs receiving subsidies from the state. The total amount of these subsidies is 3.5 billion rubles. And now 500 billion rubles are being redistributed (in favor of whom - this is another question, but it is believed that in favor of "producers") due to the fact that the state does not have enough money for these 4 thousand farmers.

But in general, there are 50 thousand brick and mortar stores in the country in 80 constituent entities of the federation. Nothing prevents each governor from taking several of his own farmers, who officially receive subsidies from the regional Ministry of Agriculture, and assigning each one to a non-chain store.

By the way, this is a separate topic, why does the Russian Ministry of Agriculture distribute subsidies for development Agriculture in 50 subjects of the federation. This is the continuation of Khrushchev's experiment with corn. It is necessary to distribute all the 180 billion rubles that are in the state program, a maximum of 5-10 climatically adequate territories, where something can really be grown and exported.

Finally, the biggest nonsense is accusing the chains of the trade margin.... There is no trade margin in universal trade. The trade margin exists only in specialized trade. It only matters if you buy from no more than 3-4 suppliers and sell no more than 30 items. That's where trade margin can somehow explain the pricing mechanism. The logic of the operation of retail chains is the presence of two retail outlets your competitors.

For retail chains, the main thing is to serve the customer who has entered the store. And the main KPI is not how much we will sell you, but what you, leaving our store, want to come back to us next time, when everything in your fridge is over. X5Retail Group) 2 billion checks a year. This means that we have to provide retail service 2 billion times a year. For this, we must create an appropriate workplace from which we provide this service. These are capital investments. And we have to keep this workplace functioning. This is where we spend our entire commercial margin.

We are present on global exchanges. That is, all our expenses are transparent, and we show them to our external shareholders - global non-state pension funds that invest in retail in developing countries. And we are there by a happy coincidence, those that are not external, but national, we ended up there as an object for investment.

They look at us for a long time and expect from us not that we will buy for 20 rubles, but sell for 60, but that by 2020 we will occupy a market share of about 20%. Then we will have a network scale. And the network scale provides cost savings in every way in relation to any competitors. This is a normal, modern economy.

So the strategy for the development of retail chains Russian Federation roughly understandable. In the normal, optimal scenario, three retail chains should appear in 2020, two of them with a market share of 20% throughout the Russian Federation.

In the videoconferencing mode, a meeting was held with the participation of representatives of X5 RETAIL GROUP, pilot chambers of the RF CCI project "AGRO" For quality! "

The event was attended by the vice-president of the RF CCI Elena Dybova, representatives of X5 RETAIL GROUP: Director of Government Relations Stanislav Naumov, Representative for Interaction with Government Bodies in the Constituent Entities of the Russian Federation, Directorate for Interaction with Government Bodies Aleksey Ivanov, representatives of the quality department: head of the department for quality control of goods of the Federal trading network"Crossroads" Alexey Nester, Quality Manager, Quality Management, Federal Trade Network Pyaterochka Christina Lyubimova , Head of the Department for Quality Control of Suppliers' Goods of the Federal Trade Network "Karusel" Nadezhda Kalugina. More than 20 territorial chambers of commerce and industry also took part in the videoconference.

Vice President Elena Dybova highlighted the importance of the meeting, since the first stage of the roadmap for the implementation of the Cooperation Agreement signed between the RF CCI and X5 RETAIL GROUP has been completed. Experts from the chambers of the pilot regions conducted the first audits within the framework of the AGRO For Quality! in cooperation with X5 RETAIL GROUP. Elena Dybova noted: “We must work out and find the optimal scheme of interaction when the interests of all parties are respected. First of all, these are the interests of regional manufacturers of quality products who are ready to confirm the high quality technological processes of their production and claim to supply their products to the largest network of X5 RETAIL GROUP. The second side is X5 RETAIL GROUP, which tries to keep the bar of the chain's products as high as possible and maintain the image of X5 RETAIL GROUP as a supplier of high-quality products made, including by Russian manufacturers. The third party is the Chamber of Commerce and Industry of the Russian Federation with a hundred-year history, which has established itself as a system with high expert capabilities - more than 4 thousand experts in Russia. "

Director for Government Relations Stanislav Naumov noted that after signing the Cooperation Agreement in six months we were able to jointly hold field councils of the market in seven regions of Russia: Vladimir, Smolensk, Tyumen, Leningrad, Oryol regions, Krasnodar and Stavropol territories. Stanislav Naumov remarked: “These were very interesting meetings, new acquaintances. I am grateful to those of you who called and wrote to me on email... The events were effective. For each of the regions where we held pilot meetings of the market council, at present, firstly, audit procedures are being carried out for those who wanted to take part in our already joint project "AGRO For Quality!", And secondly, we are actively preparation for the 2019 contractual campaign, which will start in the coming days.

I am sure that many of the suppliers who have already worked with us can give feedback on product expansion today, and I know for sure that there are newcomers who, thanks to membership in the regional CCI, managed to remove all fears and prejudices that often do not have no reason.

I hope that our regional representatives will continue to interact with regional producers- members of the Chamber of Commerce and Industry, who will occupy the shelves of the X5 RETAIL GROUP in 2019, on the one hand, and will be successful participants in competitions for state and municipal orders, on the other hand. This is precisely the “know-how” of our project and its economic attractiveness, ”concluded Stanislav Naumov.

Based on the results of the meeting, the parties planned by the end of the year to conduct joint audits, adjust and simplify the audit checklist by eliminating excessive requirements for manufacturers, as well as organizing Supplier X5 SchoolsRETAILGROUP.

Entrepreneurship Development Department, O. Andryukhina

After the change of owners of Magnit in February 2018, a carousel of personnel transitions began between the two main players in Russian retail - Magnit and X5 Retail Group. By June, the chains had already exchanged a dozen top managers of the most high level... We have collected these transfers into one material - so that you do not get confused in them completely.

Olga Naumova

X5 Retail Group -> Magnit
Was: CEO of Pyaterochka
Became: CEO of "Magnet"

Former CEO of Pyaterochka Olga Naumova joined Magnit in May 2018, when she took over as executive director of the chain. Director General of Naumov in June after leaving the company Khachatur Pombukhchan, who, in turn, took this post in February 2018 - when the network was founded by Sergey Galitsky.

“Our main tasks at this stage are implementation in the company effective system corporate governance meeting the best international standards, and ensuring maximum transparency of decisions made in the company at all levels, ”said Naumova after her appointment.

Olga Naumova headed Pyaterochka since 2013, under her leadership the redesign of the retail network and its dramatic expansion began: at the time of the start of the renovation program in the fall of 2013, just over 3 thousand Pyaterochka were operating in Russia, as of 2018 their number exceeded 10 thousand.

Sergey Goncharov

Magnit -> X5 Retail Group
Was: the chapter "Magnet Cosmetic"
Became: CEO of Pyaterochka

From 2013 to 2016, Sergei Goncharov headed the drogerie chain Magnit Cosmetic, one of the fastest growing divisions of the companies at that time. In March 2018, Goncharov moved to X5 Retail Group, where he first became director of strategy, and in June - the Pyaterochka chain. Goncharov's previous position at X5 was taken by former director for strategic marketing and planning Vadim Kapustin.

Timothy Post

Magnit -> X5 Retail Group
Was: Director of Investor Relations "Magnit"
Became: top manager of X5 Retail Group

Timothy Post has been cooperating with Magnit since the mid-nineties - then he was engaged in the strategic plan of ZAO Tander, and later headed foreign specialists in the company. In 2012, Post became Director of Investor Relations at Magnit. For what position in X5 Retail Group the top manager was not announced in the retailer's management.

Khachatur Pombukhchan

"Magnet" ->?
Was: CEO of "Magnet"
Became: free

Khachatur Pombukhchan became the CEO of Magnit in February 2018 - after the departure of its founder Sergei Galitsky from the company. For four months he has only once with journalists. Prior to his appointment to the main post, Pombukhchan worked in the company for more than 10 years, mainly as a CFO.

“I have worked for the company for over ten years - in top management positions. All these years I have worked with full dedication and love for what I have been doing, I have received a huge and varied experience. Sooner or later the moment comes when you realize that you have reached a certain “ceiling” and you need to move on, ”Pombukhchan resigned. He said that he “hadn’t been on vacation for about 15 years,” and was unable to specify what he would do after leaving Magnit.

Elena Milinova

X5 Retail Group -> Magnit
Was: Financial Director of X5 Retail Group
Became: financial director of "Magnet"

Elena Milinova joined Magnit in April - after the then financial director Khachatur Pombukhchan went for a promotion. Before Magnit - from 2014 to 2016 - Milinova was involved in the finance of X5 Retail Group, and then worked in the Mega Pharm pharmacy chain and the investment company Marathon Group.

Artyom Smolensky

X5 Retail Group -> Magnit
Was: Director of the regional network "Pyaterochka"
Became: Deputy Executive Director of Magnit

Artyom Smolenskiy worked at X5 Retail Group since 2014 - first as COO of Pyaterochka, later - regional director networks. For some time, he also combined the position of director of the regional chain with the post of director of the central division of the retailer. At Magnit, Smolensky holds the position of Deputy Executive Director (who was Olga Naumova at the time of his transfer).

Tatiana Knyazeva

X5 Retail Group -> Magnit
Was: HR Director of Pyaterochka
Became: HR Director of Magnit

Tatiana Knyazeva at Magnit in May - simultaneously with Artyom Smolensky. Knyazeva headed the Directorate for Personnel and Administrative Management, specially created for her in the structure of the company. She will oversee organizational development, recruitment, training, personnel development, motivation system, corporate culture and internal communications.

Sergey Irzhavsky
Magnit -> X5 Retail Group
Was: chief operating officer format "near the house" of "Magnet"
Became: responsible for analytics and strategy of X5 Retail Group

Sergey Irzhavsky at X5 Retail Group in early June. At Magnit, he was involved in the development of the “near home” format. In the new company, Irzhavsky will deal with the analytics and strategy of the Pyaterochka network.

Vladimir Sorokin

X5 Retail Group -> X5 Retail Group
Was: CEO of Perekrestok
And stayed: them

But the head of the Perekrestok chain Vladimir Sorokin did not go anywhere and remained in X5 Retail Group - although in May the media reported about his transfer to competitors, citing a source close to both companies. Sorokin's transfer to the press service of X5 Retail Group. “Vladimir Sorokin continues to lead Perekrestok,” a representative of the retailer said at the time.

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Announced the appointment of Sergei Goncharov to the position general director federal trade network "Pyaterochka". Appointed as the new Chief Strategy Officer Vadim Kapustin

“Sergey Goncharov has successful experience both in the field of strategy and brand management, and in the field of operational management and development retail business... In recent months, Sergey has led the process of updating the company's strategy, which allowed him to gain a deeper understanding of X5 Retail Group's business, as well as understand the priorities for further development. I am convinced that Sergei, at the expense of the strong professional competencies and high personal motivation will bring new approaches that will balance the growth, efficiency and profitability of Pyaterochka's business, - said Igor Shekhterman, main Executive Director X5 Retail Group.

Sergey Goncharov joined X5 on March 1, 2018. From 2013 to the end of 2017, Sergey worked at Magnit, where he headed the "Magnet cosmetics". From 2005 to 2013 Sergey worked in Sony Corporation in the position of Director for Strategy and Business Development, before that - in investment companies in Spain and the USA. Sergey holds an MBA from the Wharton School of Business at the University of Pennsylvania.

Internal Candidate Appointed New Chief Strategy Officer Vadim Kapustin, formerly Director of Strategic Marketing and Planning.

“Vadim Kapustin will be responsible for the process of constant updating of the strategy and the search for new growth points, as well as for the management of innovations, which is becoming more and more strategically important for the Company. Vadim has all the necessary competencies and experience for this ",- said Igor Shekhterman.

Prior to joining X5 in 2016, Vadim Kapustin spent five years developing and managing strategy in the international division of Walmart, as well as developing and implementing omni-channel and supply chain strategies for Walmart and Sam's Club in the American market. Prior to that, Vadim worked for more than 15 years in management consulting in A.T. Kearney and KPMG in various countries and industries, including retail and FMCG. Graduated from the Darden School of Business at the University of Virginia.

About company

As of March 31, 2018, the company managed 12,701 stores. The chain includes 11 thousand 797 Pyaterochka stores, 674 Perekrestok supermarkets, 92 Karusel hypermarkets and 138 Express stores. The Company manages 39 distribution centers and
3 thousand 38 own trucks on the territory of the Russian Federation.