AIMA News of AIMA

On November 2, Minsk Gallery "Ў" hosted the main event of our industry - Hardware Congress 3.0 for heads of Belarusian companies and ambitious engineers who are ready for changes to work in world markets. The Congress was organized by AIMA with support of Pro Business.

 

This year we’ve divided the program into three sections: Instrument-Making Strategy Development, Business Cases, Investments & future. At the end of the congress, a discussion "The future of instrument making and hardware in Belarus" took place.

Thanks to all speakers, listeners and active participants in the discussion. Your participation helps us move the industry forward.

We share with you our best ideas & photos from the event. Today we are focusing on the first section.

1. Opening

The Congress was opened by Vitaliy Volianyuk, Director of Pro Business, who acted as a moderator.

Alfa-Bank, the general partner of the Congress, set the goal of bringing Elon Musk to the next congress as proof of the success of the hardware industry.

Alexander Shumilin, chairman of the State Committee for Science and Technology SCST, said in his opening remarks that the government is ready to provide benefits and up to 30% of investments for the innovative projects. The purpose of the SCST is to create a comfortable business environment together with the business community.

2. 2019 Sum-up and preparation of the Instrument-Making Strategy Development

Lyudmila Antonovskaya and Roman Pakholkov presented on behalf of AIMA, spoke about the results of the year and the development of the strategy.

Roman Pakholkov:

1. We are looking for a strategy customer who will become a driver of changes in the industry.

2. It is necessary to grow and motivate the contractual layer in the ecosystem of our industry - service companies that will customize the development, production and certification of electronics. This way, hardware companies can focus on marketing and products and achieve new results.

3. It is necessary to develop the sharing of engineering personnel - according to this idea, companies will order and use the services of professional narrow-profile specialists who cannot be employed 100% within the company.

    

Ludmila Antonovskaya:

1. There are about 150 companies operating in the Belarusian instrument-making industry.

2. Mature companies are ready to become venture capitalists.

3. In 10 years, competition on the labor market will intensify.

4. We need to create our own training centers.

5. High-Tech Park together with Belarusian State University are working on the master's degrees in order to bring curricula closer to the real needs of business.

  

3. Trends and directions of development in electronics

Vitaly Damasevich, Member of the Board of Directors of Arrow Electronics Poland, spoke about the trends and directions of development in electronics, sharing valuable data from global analytical companies that are not published in open sources.

Vitaly showed the tendency of consolidation of electronics companies, which occurs as a result of mergers and acquisitions. Accordingly, the players in the market are becoming stronger, and hence the competition becomes stronger as well.

 

Vitaliy stressed that the biggest risk for high-tech companies lies in the area of ​​personnel management - talent risk (the company's ability to find and retain the necessary specialists to ensure business growth).

 

4. Sharing experience in developing and implementing a strategy for the development of the electronics industry in Russia

Ivan Pokrovsky, Executive Director of the Russian Electronics Developers and Manufacturers Association (EDMA), took part in the development of an industry strategy in the Russian Federation and came to Minsk to share his experience. Ivan clearly presented on the slides a short history of the creation of EDMA and the development of a strategy:

 

• Who is the customer of the strategy? Rather, there is a customer. We ourselves must convert others to our faith and thereby make them participants, and subsequently - customers of such a strategy. You cannot give up the values ​​that you preach!

 • It is necessary to attract new members to the association.

• Unattainable global goals unite more, help to organize a small caring community. The main thing is not to lose heart at the very beginning, not to compromise.

 • At the very beginning it is always difficult: you cannot offer any goals or objectives, you have only resources. It is impossible to immediately change the values ​​in people's heads.

 • We couldn't find the subject of the strategy for a long time. Many different subjects were discovered. We always resisted state pressure and fought for our interests. Competition is inevitable. It is impossible to agree with everyone.

• What is a "comfortable environment" for business? This does not mean "go with the flow". This flow carries you and us not quite there. I would look for COUNTERFLOW. It is necessary to catch a COUNTERFLOW in order to turn the "mainstream" in the direction we need.

• Electronics of the Russian Federation showed a 10-fold increase in 10 years in the 2000s, there were favorable conditions. The Russian state is able to invest about 30 billion rubles a year in the industry. This is very small! In Russia, money is in raw materials.

• The scope of the strategy? Ideally, on one slide.

  

5. The Great Stone – who will need it and what can it give for the development of the industry?

Sergei Vaitekhovsky, a representative of the company for the development The Great Stone, explained what the Belarusian industrial park can give to the electronics industry.

• The company for the development of The Great Stone in 2015 began to create the infrastructure. It was very difficult: we had to start doing everything from the very beginning. Now more than 240 million dollars have been invested in the creation of infrastructure, and this is only the first stage of the Park's development. The area of ​​850 hectares is fully equipped with all the necessary infrastructure: gas, electricity, treatment facilities, its own water, telephone communication and the Internet. We built about 35,000 sq.m. of buildings.

• In the Park, in principle, we broke the bureaucratic machine, completely turned it upside down. We worked with resistance from various government agencies, not all of them were ready for changes. As part of this scrupulous work, a number of very important issues were resolved. For example, what will the Park be like in 30-40 years?

• About benefits and preferences: they are similar to HTP, but there are differences. We do not have a 1% tax that HTP sets for the residents (such a hidden income tax). We have a free customs zone regime.

• The total area of ​​the Industrial park is 11,247 hectares, slightly larger than Paris. :-)

 

  

The next step is to review the presentations of the second and third sections of the Congress. Stay with us!