Secrets of increasing production efficiency. Modernization of the food industry is not a luxury, but a necessity Modernize food facilities

NPO GIGAMASH LLC carries out the design and installation of food production facilities, the design of dairies and mini-factories, technological lines and individual units of technological equipment.

The engineering service and design department of NPO GIGAMASH are highly qualified and have impressive experience in designing food production facilities. Over the entire period of activity, we have implemented more than 60 projects of varying complexity, ranging from projects of individual units of technological equipment, mini-factories and small factories for the production of dairy products, to projects of large multi-industry food enterprises.

Design is the most important stage of work on the opening, reconstruction or modernization of a dairy industry enterprise. Range and volumes of products, diagram technological processes the work of a milk processing enterprise, as well as the list of equipment used, are determined at the design stage.

NPO GIGAMASH company carries out installation and commissioning works food equipment, food processing lines, installation of heat exchange and capacitive equipment, as well as automated food lines of our own production.

Installation and connection of food processing equipment is a rather complex process that requires an individual approach and precise solutions.

The basis of successful cooperation with NPO GIGAMASH is pre-planned work - all installation work is carried out by the company's employees in accordance with a pre-developed work plan, which is formed after a detailed study of the existing equipment and premises.

A plan for the placement of new food equipment is drawn up and agreed with the customer. After approval, further work on the installation of food equipment is carried out according to the approved plan.

After graduation installation work Our specialists carry out a trial run and train personnel.

NPO GIGAMASH LLC carries out full or partial automation of factories, technological lines, as well as individual units of equipment for the production of dairy products, food equipment, including the engineering part of the plant, depending on the wishes of the Customer.

It is possible to assemble control panels and automation panels in our own production. We program controllers and create algorithms for the technological process of operation of installations and control panels.

Commissioning work is carried out by our company’s specialists under the supervision of the quality control department. This ensures high quality of work performed to automate production processes and timely response to the customer’s wishes.

Service of food equipment GIGAMASH

NPO GIGAMASH LLC provides warranty and service support to our customers.

Service support includes the following services:

Full cycle of training for dairy production employees, technical and service personnel of the customer;
. Emergency visit of our specialists to the site in the event of an emergency at work;
. Scheduled equipment maintenance;
. Data analysis in relation to standard indicators;
. Supply of spare parts;
. Consultations on " hotline» on all issues related to the operation of equipment
. Dispatch center 24 hours a day, 7 days a week
. Execution of work on our own without involving contractors.

Reconstruction and modernization of dairy plants

The company NPO GIGAMASH carries out the reconstruction of existing dairy plants and modernizes dairy production.
Reconstruction of dairies and food production facilities most often has a planned nature.

Basically, this is updating the equipment fleet in accordance with the tasks set for production in the coming years.
When carrying out the reconstruction of food production by NPO GIGAMASH, a complex of works is carried out, which includes design, production of new or additional equipment, installation, and commissioning.

All these activities ultimately lead to qualitative changes in the enterprise - improvement of production conditions, quantitative and qualitative growth of products.
The main goals of modernization of food and dairy production are to increase production volume, significantly expand the range of products and introduce new promising technologies.

NPO GIGAMASH LLC has many years of experience in the field of reconstruction and modernization of dairy plants.

Among the completed projects:

NPO GIGAMASH LLC guarantees our customers full compliance with the technical and functional characteristics of the equipment stated in technical documentation, subject to compliance with the operating parameters specified in the technical documentation.

Completed projects "NPO GIGAMASH"

The technological equipment of a dairy plant with a capacity of 15,000 liters per shift was put into operation at the Zarya agro-industrial complex in the Tula region. The plant's equipment ensures the production of natural dairy products, such as pasteurized drinking milk with a mass fraction of fat of 2.5% and 3.2% (GOST R 52090-2003), sour cream, kefir with a mass fraction...

Design, manufacture, delivery and debugging of equipment for the production of children's dairy products were carried out at OJSC "Modest", Barnaul Dairy Plant. The equipment includes the following installations:. pasteurization and cooling unit, type POU-5.0 with a capacity of 5000 l/h, controlled automatically based on an industrial controller, with the ability to archive parameters, form...

The mini-complex with a capacity of up to 400 liters per shift was manufactured for the Veteran municipal unitary enterprise, Deputatsky settlement, Ust-Yansky district, Sakha Republic (Yakutia). This mini-complex allows you to produce a wide range of dairy and fermented milk products, such as: fermented milk kefir drink; fermented baked milk;. yogurt (including drinking yogurt); cheese "Adygei"; pasteurized drinking milk; cottage cheese; ...

Technological equipment of a dairy plant with a capacity of 15,000 liters per shift for the Zarya agro-industrial complex in the Tula region. The plant's equipment ensures the production of natural dairy products:. pasteurized drinking milk with a fat mass fraction of 2.5% and 3.2% (GOST R 52090-2003); sour cream; . kefir with a mass fraction of fat 2.5% (GOST R...

For the Plodovoye enterprise, Volsk, Saratov region, GIGAMASH specialists modernized a sterile tank for a sterilization line for fruit and vegetable juices, with a volume of 15 tons. The modernization consisted of repairing the container, pipes, equipping with additional valves for supplying a sterile product for packaging and sterilizing the container. Also was manufactured and required with sterile...

(“KonditerSnab”, Penza) In the spring of 2018, the confectionery enterprise LLC “KonditerSnab” in Penza launched the second complex for the production of confectionery fillings and jams - VS-500. The first complex began operating in 2016. The finished product will be sold for production purposes of an adjacent confectionery shop, for which...

A processing line for 7,000 liters of milk per day was designed for the company ProstoVash LLC, Tula region. Equipment for pasteurization of milk, a workshop for fermented milk products, sour cream, churning butter and cheese production was manufactured, installed and put into operation. Pre-design work was carried out taking into account the requirements of sanitary standards and regulations. The equipment set includes...

A complex for the production of fruit and milk-fat based fillings was manufactured for the confectionery company Bosa Nova, Penza. Thanks to GIGAMASH equipment, the confectionery enterprise provides itself with high-quality raw materials, and also has the opportunity to control the cost of finished products, using individual recipes when making fillings for the needs of its own production. This set includes...

Line for the production of pasteurized cream based on vegetable fats in Lytkarino, Moscow region. The line is intended for the preparation of mixtures and heat treatment of cream and packaging in film. Includes capacitive equipment, flow switching panels, pasteurization and cooling unit POU, automatic based on the Delta controller, semi-automatic packaging in boxes. Buy...

A milk processing plant with a capacity of 15,000 liters of natural milk per day was launched. The plant provides the production of the following range of dairy products: - pasteurized drinking milk, 3.2%, 2.5%; - pasteurized drinking cream, 20%, 30%; - sour cream, 20%, 30%; - fermented milk kefir drink, 3. 2%; - cottage cheese, 9%, low-fat. A new system for supporting technological processes makes the plant particularly economical...

A mini-cheese factory with a volume of 500 liters was manufactured and installed on site private cheese factory in the Odintsovo district, Moscow region. The equipment of a mini-cheese factory opens up numerous opportunities for experimentation and the implementation of the most daring ideas of true cheese gourmets. With the help of a mini-cheese factory, it is possible to produce soft and brine cheeses such as:. Adyghe;. Brynza;. Moale and...

A set of equipment for the production of soft cheeses was manufactured for the ZARYA company in the Tula region. The equipment set includes: . cheese maker open type for 1250 l of milk with lyre-knives with planetary rotation, the lyres are equipped with a mixing device;. mobile trolley with whey drain:. turner for group self-pressing of cheese;. shapes...

A deaeration unit, brand UD-5.0, with a capacity of 5000 l/h, was manufactured for LLC Agrosoyuz Lyubava, a company producing natural food products. The installation is designed to remove air, as well as feed and other foreign tastes and odors from milk. The use of a deaeration unit improves the quality of finished dairy products, ensures accurate measurement of product volume...

Universal mini-complex for the production of soft cheeses and wide range natural dairy products (pasteurized drinking milk, fermented milk drinks, yoghurts, cottage cheese). The volume of the working capacity of equipment for the production of soft cheese (long-term pasteurization baths) is 100 l. The productivity of the mini-complex per shift is up to 300 l of milk. The composition of the mini-complex for the production of soft...

A complex for the production of milk-fat-based fillings was manufactured for a confectionery company. Thanks to GIGAMASH equipment, the confectionery enterprise provides itself with high-quality raw materials, and also has the opportunity to control the cost of finished products, using individual recipes when making fillings for the needs of its own production. This unit comes with a vacuum mixing tank...

On January 23, 2014, technological equipment manufactured to complete a dairy plant in the Ryazan region with a processing capacity of 60,000 liters of natural milk per day was shipped from the production site of NPO GIGAMASH. Two milk reception and accounting units with a capacity of 15,000 l/h, pasteurization and cooling units for milk and...

GIGAMASH equipment ensures hygiene at the brewery The GIGAMASH company has manufactured equipment to ensure high hygiene of pipelines and equipment at the brewery OJSC Kamyshinpischeprom, Volgograd region. The plant has been operating since 1861. The plant's production volume is not large, which allows it to maintain the quality of its products at a high level. At the enterprise in a timely manner...

SIS-ALP company, Armenia is a dynamically developing enterprise for milk processing and production of dairy products. The company has been operating in the milk processors market since 2007 and is confidently modernizing its technical capabilities and, with the help of GIGAMASH equipment, is entering new level production automation. The GIGAMASH company has manufactured equipment for the...

A universal set of equipment for the production of soft and semi-hard cheeses was manufactured to equip a private cheese factory in the Leningrad region. The equipment set includes: - a 200-liter working container, equipped with everything necessary for the process of pasteurization, cooling, fermentation and processing of the cheese curd; - auxiliary equipment for processing cheese grains...

The MP-250 butter maker was manufactured and installed at the Molvest dairy holding. Technical characteristics of the MP-250 butter maker:. geometric volume - 250 l;. cream filling volume depending on fat content - up to 100 l; The control panel of the oil maker allows you to adjust the rotation speed of the drum and change the direction of rotation (reverse); The design includes a crane with...

A dairy plant was put into operation in the agricultural production complex "Rus" in the Novgorod region, intended for heat treatment of milk and packaging in film. The plant's technological line includes a POU-1.5-00 automatic pasteurization and cooling unit based on the Delta controller. Milk is packaged by automatic filling machine plastic bags. The shelf life of the product in film is...

CJSC SHP "Vinogradnoe", Stavropol Territory, manufactured a pasteurization and cooling unit of the POU-5.0 brand, 5000 l/h for pasteurization and cooling of wine. NOVELTY design features 1. Automated local washing of the pasteurizer with a unit for monitoring the concentration of washing solutions. 2. Electric contact pressure gauge to eliminate the effects of high pressure. 3. Flow meter for calculating productivity and dosing of the product. Pasteurization-cooling...

Food production in Russia shows stable growth every year. To remain a leader in a highly competitive market, companies invest millions of rubles in purchasing new equipment and expanding their product range. However, there are also inexpensive ways to make food production profitable and stable in the quality of the products produced.

The Russian Trapeza company maintains leadership in the equipment market for Food Industry many years. It is possible to remain among the leading manufacturers thanks to the development of new pieces of equipment: Russian Meal regularly brings to the market new products in the field of equipment for the food industry.

For example, just in the last year the company has produced several machines - a modernized packaging machine Sbi-260-Sf with an adjustable tilt angle for packaging fragile products such as Kurabye cookies, a universal packaging machine RT-UM-36, a modernized screw dispenser, a vegetable compactor etc.

Technological leadership is maintained through an individual approach to each customer. Customers can order fully automated lines, taking into account the specifics of production. This significantly reduces the company's personnel costs. For example, in June, the Russian Trapeza holding released a high-speed line for packaging glazed candy bars. Engineers had to develop a mechanism for feeding the product straight from the production line. As a result, Russian Meal provided the customer with a continuous automated production and packaging process.

The company is not going to stop with these developments. So, in May, engineers of the Russian Trapeza company launched a project to create a new filling and packaging line for dispensing dryers and bagels. And by autumn the company will release a new mixer for bulk products RT-TS350S.

A distinctive feature of the developments of “Russian Meal” is that they are all aimed at improving the production processes of food enterprises, at their simplification and full or partial automation. One of these developments is specialized software"Recipe Manager" Russian enterprises have already appreciated the effectiveness of the system, which allows them to reduce production costs.

The secret of efficiency - “Recipe Manager”

Product stability in production is a necessary component of any successful enterprise. If today the buyer receives a quality product, and tomorrow he receives a spoiled product, then this will definitely work against the manufacturer. The Recipe Manager system ensures quality stability. In addition, it optimizes production processes due to ease of operation, a clear interface, and a clear operating algorithm.
"Recipe Manager" is suitable for small, medium and big business, specializing in the production of bakery products and other food products.

The advantage of the system is that, like many developments of the Russian Trapeza company, it can be integrated with equipment and an enterprise planning system. In addition, due to the correct calculation of products and adherence to recipes, the manufacturer is able to save money without losing the quality of the product.
“Recipe Manager” is an intelligent system created to optimize dough kneading in food production.

The development of “Russian Meal” partially automates and structures the preparation of components for loading into a dough mixing machine. In other words, the screen displays step by step: which components, in what quantity and order, must be loaded into the test maker according to the given recipe.

The algorithm for the “recipe manager” is as follows:

At the first stage, the technologist creates a production task in the form of recipes. The task specifies the proportions of the components, weight, etc. This task is loaded into the control system.

At the second stage, the operator panel displays a list of products that need to be produced during the shift. The tester selects the desired product from the list and the recipe for the selected product is displayed on the screen, after which the specialist begins to dose the components according to the recipe, in the given order.

The display consistently displays the recipe component and its weight. The tester weighs himself the right product on scales connected to the control system. After confirming the weight, the product is loaded into the dough mixing machine, and the doughmaker moves on to the next component of the recipe. Weighing each subsequent component is possible only if the specified mass of the previous one is confirmed.

The system also provides the possibility of automatic dosing of the main bulk and liquid components. In this case, existing dosing systems for flour and liquid components are connected to the “recipe manager” system, the operator gives a command for automatic dosing of raw materials, and the system then moves on to the next component. As noted in Russian Trapeza, this development makes the quality of the finished product consistently stable and significantly increases the efficiency of the food production enterprise.

If previously the dough maker was guided by a recipe written on paper or even from memory, which led to errors in the batch, now the possibility of errors is minimized. According to Mikhail Poperechny, leading design engineer of the department electronic systems control of the “Russian Meal”, inaccurately measure the weight of the product, forget any component or put it twice - this will no longer work, the technologist can completely rely on the system. The convenience of the program also lies in the fact that at any time the technologist can view the progress of the technological operation and the history of the test drive, and obtain data on the consumption of raw materials.

“The program cannot skip a component if it is in the recipe; it cannot forget, relatively speaking, about salt, or allow inaccurate weighing. As a result, the quality and stability of each batch increases,” notes the specialist. The innovation of “Recipe Manager” lies in the possibility of full integration with the production planning system and accounting for the movement of raw materials at the enterprise.

“The responsible technologist, based on the production request received from the sales department or some other source, by pressing a few buttons, creates a shift assignment for test operators. In this case, the recipes are taken from a single 1C database or another source, and the batches are automatically divided into the required quantity, based on the capabilities (capacity) of the equipment,” explains Mikhail Poperechny.

Thus, the intelligent solutions of Russian Meal in the field of production make it possible to optimize the operation of the enterprise. Russian companies immediately appreciated this development. For example, the Tyumen confectionery company Biscuit Dvor needed to modernize the enterprise and minimize manual labor. To solve the problem, the company turned to Russian Trapeza. RT specialists installed a system for sifting, transporting and dosing flour with a raw material storage bin for 3 tons. But the main feature was the introduction of a management system with software module"recipe manager" She significantly reduced the costs of confectionery production. “Labor productivity and technological discipline have increased, and personnel control has become easier,” says Poperechny.

The equipment installed in Biscuit Yard provided automation of the process of sifting, transporting and dosing flour, automating water dosing and adding additional components manually. The “Recipe Manager” management system guaranteed the company strict adherence to recipes. Now the Biscuit Yard company is confident in the quality of its cakes and pastries.

A complex approach

Automated lines of Russian Trapeza and other developments of the company’s engineers significantly simplify the work of food production. Enterprises specializing in food products save labor resources, time and money by cooperating with Russian Trapeza. The reliability of the company is confirmed by partners with whom the holding has been working for many years - many well-known Russian and foreign production facilities operate effectively on RT equipment.

"Russian Trapeza" is known for its achievements in the field of equipment for food production. Implementation individual projects allows the company to implement high-tech solutions at enterprises: these are automated lines and “smart” control systems. Cooperation with Russian Meal is the key to successful food production.

Natalya Vershinina, especially for the site

RUSSIAN TREAT LLC
199178, St. Petersburg, Maly Prospekt V.O., building 57 bldg. 3
Email: [email protected]
https://r-t.ru

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Technological equipment food enterprises: assessment, modernization directions

Introduction
1. Role Catering V modern conditions

1.1 Overview of the main points in catering
1.2 Classification of public catering establishments. Features of their activities

2. Technological equipment of the T.G.I. restaurant-bar. Friday's: assessment, modernization directions

2.1 Characteristics of the enterprise
2.2 Organization of supply and storage facilities of the restaurant-bar
2.3 Production structure of the restaurant-bar. Technical equipment of the restaurant

3. Recommendations for modernizing technological equipment in a restaurant-bar

3.1 Main directions in the modernization of restaurant-bar production and their implementation
3.2 Evaluating the effectiveness of modernized projects

Conclusion
List of used literature

Applications

Introduction
The technical equipment of public catering enterprises directly affects the quality of products, their reliability and safety.
All culinary products must comply regulatory documents, made from high-quality raw materials using technological processes that ensure the production of high-quality products and have a positive effect on human health.
In conditions of fierce competition, in order to increase the competitiveness of enterprises, it is necessary to eliminate shortcomings and strictly monitor the quality of products.
Of particular interest is the possibility of introducing into the practice of enterprises the International Quality System ISO - 9000, aimed at preventing the defect itself, and not its consequences.
Behind last years a wide range of beautifully presented dishes reveals about 30% of products are of low quality, sometimes even unsafe for human health. The Federal Law “On the Quality and Safety of Food Products” is designed to radically change the current situation.
Increasing production volumes and improving the quality of culinary products, especially for dietary, preventive and baby food is possible only on the basis of the latest scientific developments, technical re-equipment of currently operating public catering enterprises, increasing the level of professionalism of workers, increasing the level of control and developing a quality management system.
The quality management system and quality control are aimed at preventing the release of products that do not comply with regulatory documentation. A complex approach in solving the problems of increasing the production of culinary products while improving the quality of products will provide consumers with safe products from public catering establishments.
One of the most important areas for increasing the efficiency of modern business production is the creation of high technologies in the field of improving the quality of public catering. Food production in the restaurant business meets these requirements to the greatest extent.
Russia's need for modern public catering establishments significantly exceeds this need abroad.
The need to increase the range and volume of production of domestic food products also led to a significant expansion of the equipment fleet for catering enterprises. Sustainable growth of restaurants, cafes, enterprises fast food speaks for itself.
However, the quality of dishes does not always meet regulatory documents. Disruptions are possible due to the supply of low-quality raw materials and bad work equipment, lack of training or dishonesty of personnel, without proper initiative of the administration and other reasons. Thus, the quality of products in public catering establishments is one of the most important aspects of the modern food industry.
Development modern technologies preparation of culinary products and organization of production various types catering establishments with high quality service indicators is impossible without high-tech machines. Assessing the technical and technological equipment of enterprises is very relevant in modern conditions.
The relevance of this project is confirmed by the high demand for the services of public catering enterprises, the need to improve the quality of these services with the timely technological equipment of these enterprises.
Purpose and objectives of the study.
The purpose of this thesis was to assess the technological equipment of the Friday's restaurant-bar, promising directions for improving the quality, efficiency and safety of the services provided in the field of public catering.
To achieve the goal, the following tasks were set:
§ analysis of the current state of technical and technological equipment of the restaurant, ensuring the quality and safety of services provided in the field of public catering;
§ analysis and assessment of risk factors for situations at the facility that lead to a decrease in the quality of services provided.

Object of study

The object of the study is the restaurant-bar of the T.G.I. system. Friday's.

Research methods

The testing of the main theoretical principles was carried out on the basis of the T.G.I restaurant. Friday's.

Conducted comparative assessment theoretical conclusions on all types of restaurant services T.G.I. Friday's;

The technical and technological equipment of the restaurant-bar was studied, all risk groups were studied for the occurrence of violations;

The regulatory and technical documentation of the enterprise was studied;

Measures have been established to increase technological equipment and quality of services, as well as the costs of their implementation.

restaurant bar modernization food

1. The role of public catering in modern conditions

1.1 Overview of the main points in catering

Scientific and technological progress in public catering is a complex, dynamically developing process. It is associated with the formation of new knowledge and ideas, technological development scientific technologies and results scientific research. Institute of Nutrition of the Academy of Sciences Russian Federation leads the development of new types of raw materials, semi-finished products, additives, food products, selects new forms of production organization in order to provide high-tech, modern production.

Cooking has been available to humanity since time immemorial, and the development of professional cooking is associated with the emergence of out-of-home catering enterprises (taverns, taverns, etc.). It was in taverns and restaurants that professional cooking developed, based on folk cuisine, which differs in different areas. Catering specialists use national traditions and customs, reflect them in the range of dishes, methods of preparation, decoration and table setting, creatively develop and improve established traditions in relation to modern conditions, the level of development of technology and equipment, new types of food raw materials and features of mass production of culinary products .

The emergence of industrial sugar production, the development of industrial livestock farming, crop farming, etc. had a great influence on the acceleration of food production. However, as long as the processing of grown agricultural products was artisanal, food production remained artisanal.

During the Great Patriotic War a significant part of enterprises in all industries was destroyed, and after the war, restoration proceeded in parallel with their reconstruction. At the same time, catering for workers began to be more widely introduced in factories.

Public catering turned out to be in demand. Many new canteens and buffets were organized, equipped with advanced technology.

In modern society, new types of food raw materials have required the introduction of new methods of processing, new culinary recipes based on a scientific approach to cooking technology. As a result, large public catering establishments began to increasingly use quick-frozen and canned raw materials processed on modern machines with complex mechanical, thermal and refrigeration equipment.

In addition, public catering in Russia now faces the urgent task of improving quality, expanding the range of prepared dishes, increasing the production of highly prepared semi-finished products, developing and implementing resource- and energy saving technologies, improvement of sanitary and hygienic conditions of production, safety precautions, consistent reduction in the use of manual and heavy physical labor, both in main and auxiliary operations. Attention is drawn to the organization of flexible, fairly quickly restructured operations, the creation and implementation of completely new dishes that meet the requirements of a balanced diet.

The production of food and culinary products is controlled by supervisory authorities, which ensures their safe consumption. All food produced must be safe.

In industrialized countries, the quality and safety of food products is monitored by the HACCP system, often referred to as HACCP - “Hazard Analysis and Critical Control Points”, i.e. "Hazard Analysis and Critical Control Points."

The HACCP voluntary certification system also operates in Russia on the basis state standard GOST R 51705.1-2001 “Food quality management based on HACCP principles. General requirements".

GOST R ISO 22000, harmonized with the international standard ISO 22000 “Food safety management systems,” was introduced as a national standard. Requirements for organizations participating in the chain of creation of food products." GOST R 51705.1-2001 and GOST R ISO 22000 allow you to develop a HACCP system according to the most acceptable corporate option locally, without deviating from the requirements of international standards for the management system and observing the international level.

These tasks are equally faced by canteens, cafes, and restaurants. In particular, food enterprises must carry out technical re-equipment based on equipment of workshops the latest equipment, providing comprehensive processing of products and raw materials, increasing the range of manufactured dishes, including products such as seafood in the range, enriching dishes with essential microelements, improving the quality of products and services provided, ensuring worthy representation of domestic enterprises in the line of international cooperation.

The socio-economic importance of public catering in Russia has been increasing in recent years. The current state of public catering differs significantly from previous years of the Soviet period. The opening of borders and the desire of the Russian Federation to join the WTO made it possible to significantly update the equipment fleet using samples of machines and mechanisms from countries with an established and developed power structure. This was especially evident in the fast food system.

Forms of consumer service in public catering establishments are constantly being improved and developed, adapting flexibly depending on the types of public catering facilities and their location. The types of services provided to consumers by catering organizations are constantly increasing.

One of the main tasks at present is the targeted creation of a civilized market for culinary products in a network of public catering establishments that meet the needs of specific groups of the population:

People of different age groups;

People with different business, creative and other orientations;

People on vacation, both in the urban environment and outside the city;

People included in tourist groups;

Knowledge of the basics of classification and consumer properties of products of public catering enterprises, the ability to tactfully and competently assist the consumer in choosing dishes and drinks, to provide the conditions necessary to maintain the quality of products during the delivery of ordered dishes to the visitor, as well as the ability to fulfill an order quickly, efficiently and aesthetically, necessary for proper organization visitor services.

High-quality service is impossible without staff knowledge, depending on the assigned responsibilities, of the basics professional ethics and etiquette, production program, which includes calculating the number of visitors, calculating the number of dishes for the current period, developing a menu and its correct presentation, developing a schedule for preparing dishes by the hour, in order to eliminate storage and heating of dishes, drawing up a schedule for cooking teams to work, etc. Compliance with security rules labor and safety precautions when working with mechanisms and tools is also included in the activities for organizing public catering.

An increase in production volumes entails a change in economic indicators.

Trade turnover.

Trade turnover and production in public catering is the main point in organizing work. This is a quantitative indicator characterizing sales volume, which expresses the economic relations that arise when selling one’s own products, purchased goods, and providing catering services. At the same time, trade turnover also has its own distinctive features, associated with the presence of close interaction between the processes of production, sales and consumption of products.

The turnover of a public catering enterprise consists of two main parts: the sale of products of its own production and the sale of purchased goods. The sum of turnover from the sale of products of own production and turnover from the sale of purchased goods forms the total turnover of public catering, that is, gross. Gross trade turnover characterizes the total volume of production and trading activities catering establishments. In relation to it, other indicators are planned and taken into account: production and distribution costs, labor costs, profit, etc. Trade turnover is planned and taken into account in retail prices, including the public catering markup.

The role and significance of trade turnover as an economic indicator are as follows:

Trade turnover is a volumetric indicator characterizing the scale of activity of a food service enterprise;

Based on the share of turnover of a catering enterprise, one can judge the enterprise’s share in the market;

Trade turnover per capita characterizes one of the aspects of the living standard of the population;

In relation to turnover, indicators that assess the efficiency of the enterprise (turnover, profitability, cost level, etc.) are taken into account, analyzed and planned.

Public catering along with retail trade fulfills the main socio-economic task of the development of our society - satisfying the material and cultural standard of living of the population. This problem is solved, first of all, through the development of retail trade turnover.

Organization of workplaces.

The next point can be considered the organization of workplaces, labor discipline, payment and labor incentives. Payroll and economic management are closely related to issues of labor organization. To successfully solve the problems at hand, it is necessary to use forms of remuneration that increase the material interest of each employee in achieving best results the work of the entire team, stimulating the growth of labor productivity and improving the quality of products.

The concept of remuneration at public catering establishments is determined by the contractual system of employer-staff relationships and tariff system payment, availability of additional payments and allowances. Both individual and piecework rates are encouraged. Wages and financial incentives for management employees are set separately and individually.

The formation of the wage structure and its form is especially influenced by labor productivity when time standards are reduced. Reducing time standards is possible through the use of various devices that reduce the labor intensity of the process, using the experience of the most qualified and responsible workers.

The ratio of productivity indices, number of employees, average wages, profit, net production, capital-labor ratio and other indicators regulate the wage structure.

The implementation of the turnover plan and the dynamics of the main indicators of the production and economic activity of a public catering enterprise depend on three groups of factors:

1) on the availability of commodity resources, the correctness of their distribution and use;

2) from security labor resources, efficiency of use of working time, labor productivity of catering workers;

3) on the condition, development and use of the material and technical base of the food enterprise.

The main factor in the successful development of trade turnover and the production of own products is the availability and rational use of commodity resources.

Since trade turnover is planned, taken into account and analyzed in sales prices, all other indicators are included in the product balance in a similar assessment. Data on the food balance are studied for the food enterprise as a whole, since there is no necessary information for compiling it in an assortment context.

The second factor for the successful development of trade turnover and the production of own products is the availability of labor resources; the correctness of the establishment of the work regime; efficient use of working time; growth in labor productivity.

The level of labor productivity is influenced by changes in the structure of the network, since the output per employee in specialized food establishments, culinary stores, etc. is significantly higher.

The influence of this factor on the level of labor productivity of catering workers can be measured by calculating output per employee with and without taking into account changes in the structure of the network and comparing the obtained indicators.

The labor productivity of production workers can also be studied in the quantity of products produced per worker (in dishes, in conventional dishes, kilograms, pieces, etc.). The output of auxiliary workers can be determined in natural units: bread cutters - in the amount of sliced bread, root workers - in the amount of processed vegetables and potatoes, loaders - in the amount of processed cargo, etc.

Improving working conditions has a great influence on increasing labor productivity. Thus, when installing improved ventilation, labor productivity increases by 5-10%, proper lighting of the premises - by 5-15%, and even by painting walls and other surrounding objects in the workplace in specially selected colors - by 2-4%.

All this should be studied and taken into account when identifying and calculating reserves for increasing the labor productivity of public catering workers. Reserves must be justified by relevant economic and technical calculations, data from the experience of other enterprises in the industry. Particular attention is paid to identifying and mobilizing forecast (prospective) reserves for increasing worker productivity, which are real and purposeful.

The state and use of the material and technical base of public catering have a great influence on the development of trade turnover and the production of own products.

In public catering, the efficiency of using production capacity largely depends on bandwidth dining room and its use. The capacity of the dining hall depends on the number of seats in the hall, its operating hours and the average duration of service to the consumer. To assess the efficiency of using a dining room, the following coefficients are determined: the use of its capacity (the ratio of the actual number of consumers served per working day to the maximum possible), the turnover of seats (dividing the number of consumers served per working day by the number of seats in the dining room) and the use of seats (the ratio of the number of consumers located at the tables to the total number of seats in the dining room). The last coefficient is calculated to assess the use of seats during individual opening hours of the dining room.

The normal time for eating is 15-20 minutes, the optimal time for moving to the dining room and waiting in line is 10 minutes. According to established standards, the duration of lunches in canteens and buffets at industrial enterprises should not exceed 10 minutes, and in industrial enterprises with a continuous technological cycle - no more than 5 minutes. Consequently, if a consumer spends more than the time indicated above, then his service is considered ineffective and it is necessary to eliminate the reasons that generate unproductive waste of time for consumers.

Research shows that open-type catering establishments located in the central part of the city and on transport routes must operate in at least two shifts. Extending their operating time gives a significant increase in trade turnover and production of their own products. However, before extending the operating hours of an enterprise, it is necessary to carry out time-based observations of consumer flows and determine revenue in individual hours, which will make it possible to economically justify changing their operating hours.

The analysis ends with the development of measures to implement the identified reserves for increasing the efficiency of using the material and technical base of food enterprises, and primarily through the introduction into practice of the achievements of scientific and technological progress. Thus, the installation of mechanized, high-performance lines for distributing set lunches can increase labor productivity by 2.5-3 times and significantly reduce the time spent on lunch. Due to this factor, the turnover of dining room seats increases by 20-30% and the length of time spent serving consumers and eating food is reduced by 30-40%. At the same time, the productivity of workers and other consumers increases. The use of high-frequency devices for cooking compared to conventional electric stoves allows not only to speed up the cooking time, but also reduces energy consumption by 50-70%. In the process of calculating reserves for increasing the efficiency of using the material and technical base of public catering, economic and technical calculations are made.

In a market economy, the basis for the economic development of an enterprise is profit. Profit indicators become the most important for assessing the production and financial activities of enterprises as independent commodity producers. Profit is the main indicator of the efficiency of an enterprise, the source of its life. Profit growth creates the basis for self-financing of the enterprise's activities, expanded reproduction and satisfaction of the social and material needs of the workforce. At the expense of profits, the enterprise's obligations to the budget, banks and other organizations are fulfilled. Several profit indicators are calculated.

The final financial result of an enterprise is balance sheet profit (loss). Balance sheet profit is the sum of profit from sales of products (works, services), profit (or loss) from other sales, income and expenses from non-sales operations. The calculation of balance sheet profit can be presented as follows:

PB=PR+PP+PVN,

where PB is balance sheet profit (loss);

PR - profit (or loss) from the sale of products (works, services);

PP - the same from other sales;

PVN - income and expenses for non-sales operations.

Profit from the sale of products (works, services) constitutes, as a rule, the largest part of the entire balance sheet profit of the enterprise. It is defined as the difference between revenue from sales of products at wholesale prices of the enterprise (excluding VAT) and its full cost. If the cost of a product exceeds its value in wholesale prices, then the result of the enterprise’s production activities will be a loss. Calculation of profit from product sales can be presented as a formula

PR = VD-Z pr -VAT,

where VD is gross income (revenue) from the sale of products (works, services) at current wholesale prices;

Zpr - costs of production and sales of products (full cost of production);

VAT - value added tax.

Gross income expresses the completion of the production cycle of the enterprise, the return of funds advanced for production into cash and the beginning of their new turnover. Gross income also characterizes the financial results of the enterprise. On manufacturing enterprises revenue consists of amounts received as payment for products, works, and services to the enterprise’s accounts in banking institutions or directly to the enterprise’s cash desk. For trade and public catering enterprises, gross income from the sale of goods is defined as the difference between the sales and purchase costs of goods sold.

Production costs (Z pr) products sold(works, services) include the full actual cost of products sold (works, services), i.e. the cost of raw materials, the cost of paying production workers, as well as overhead costs associated with the management and maintenance of production: for the maintenance of management personnel, rent, electricity, maintenance and repairs. Subtracting all these expenses from sales revenue, we obtain profit from the sale of products (works, services), i.e. profit from production activities.

Profit (loss) from other sales is the balance of profit (loss) from the sale of products (works, services) of ancillary, auxiliary and service industries that are not included in the volume of sales of the main commercial products. The financial results of the sale of excess and unused material assets are also reflected here. They are defined as the difference between the sale (market) price of the property and the original or residual value of the property, adjusted for the inflation index.

Income (expenses) from non-sales operations combine various income, expenses and losses not related to the sale of products.

Depending on what indicators are used in the calculations, several profitability indicators are distinguished. The numerator usually contains one of three values: profit from sales (PR), balance sheet profit (PB) or net profit (NP). The denominator is one of the following indicators: production costs of sold products, production assets, gross income, equity, etc.

Specifically, the following indicators are calculated in this way.

Production profitability is the ratio of book profit to average cost production assets:

where is the average cost of production assets (fixed and working capital).

The indicator characterizes the amount of profit per one ruble of the cost of production assets.

Profitability of core activities - the ratio of profit from sales to production costs of sold products (works, services):

This indicator allows you to judge how much profit each ruble of production costs generates.

Product profitability - the ratio of profit from product sales to sales revenue as a whole (RP):

The value of Rpr shows how much profit each ruble of the cost of products sold gives.

The profitability of individual products is the ratio of profit from the sale of products of a particular type to the revenue from its sale:

In countries with a market economy, to characterize the profitability of investments in a particular type of activity, return on equity capital (R s.c.) and return on fixed (advanced) capital (R s.c.) are calculated:

where is the average annual cost of investments in assets (determined according to the annual balance sheet of the enterprise);

Average annual cost of equity capital (also determined according to the annual balance sheet of the enterprise).

1.2 Classification of public catering establishments. Features of their activities

GOST R 50762 - 95 “Public catering. Classification of enterprises" provides for the following types of public catering establishments: restaurant, bar, cafe, canteen, snack bar.

In general, a public catering enterprise is an enterprise intended for the production of culinary products, flour confectionery and bakery products, their sale and (or) organization of consumption. A restaurant is a catering establishment with a wide range of complexly prepared dishes, including custom and signature dishes; wine, vodka, tobacco and confectionery products, an increased level of service combined with recreation. A bar is a catering establishment with a bar counter that sells mixed, strong alcoholic, low-alcohol and non-alcoholic drinks, snacks, desserts, pastry and bakery products, and purchased goods.

When determining the type of enterprise, the following factors are taken into account:

v the range of products sold, their diversity and complexity of production;

v technical equipment (material base, engineering and technical equipment and equipment, composition of premises, architectural and planning solution, etc.);

v service methods;

v personnel qualifications;

v quality of service (comfort, communication ethics, aesthetics, etc.);

v the range of services provided to consumers.

Restaurants and bars are divided into three classes according to the level of service and range of services provided:

Ш upper class;

Sh first class.

Classes must meet the following requirements:

“Lux” - sophistication of the interior, high level of comfort, a wide selection of services, an assortment of original, exquisite custom and signature dishes, products for restaurants, a wide selection of custom and signature drinks and cocktails for bars;

“Higher” class - originality of the interior, choice of services, comfort, a varied assortment of original, exquisite custom and signature dishes and products for restaurants, a wide selection of branded and custom drinks and cocktails for bars;

“First” class is harmony, comfort and choice of services, a varied assortment of signature dishes and complexly prepared products and drinks for restaurants, a selection of drinks and cocktails of simple preparation, including custom and branded ones for bars.

Cafes, canteens and snack bars are not divided into classes.

Restaurants are distinguished as follows.

According to the range of products sold:

o with national cuisine,

o kitchen foreign countries

By location:

ь restaurant at the hotel,

at the station,

in the recreation area,

b dining car,

ь others.

The bars are different:

v The range of products sold,

v Method of preparing drinks

ь milk,

ь beer hall,

ь wine,

ь coffee,

ь cocktail bar,

ь grill bar,

v Specifics of customer service

ь variety show bar,

ь video bar,

ь another.

A public catering establishment must have a sign indicating its type, class, forms of organization of its activities, company name, legal entity, information about operating hours and services provided.

Table 1 - Requirements for registration of public catering establishments (restaurants and bars)

Room for consumers	Type of enterprise
	Restaurant


1 Appearance enterprises.
1.1 Illuminated sign with design elements

2 Design of halls and premises for consumers
2.1 Use of refined decorative elements
2.2 Use of original decorative elements (lights, draperies, etc.)
2.3 Use of decorative elements that create unity of style
3 Availability of a stage and dance floor
4 Availability of a banquet hall, separate cabins (offices)
5 Microclimate
5.1 Air conditioning system with automatic maintenance of optimal temperature and humidity parameters
5.2 Ventilation system ensuring acceptable temperature and humidity parameters

The area standards for one seat in the hall for various types of public catering establishments must also comply established requirements, in accordance with the national standard GOST R 50762-95.

For restaurants and bars, the area of premises for one consumer place is at least 2.0 and 1.8 m respectively, and the premises for consumers must include the following premises depending on the class of the enterprise:

Table 2 - Composition of consumer premises for restaurants and bars

Premises for consumers	Type of enterprise
	Restaurant


Lobby
Wardrobe

Banqueting hall
Men's toilet with hand washing station
Women's toilet with hand washing station
Smoking room

Availability of premises is required

Presence of premises is not required

GOST R 50645-94 "Tourist and excursion services. Classification of hotels" in the requirements for hotels of various categories establishes the mandatory presence of a restaurant (or cafe) for 2 and 3 star hotels, and for hotels with more than 50 rooms, the mandatory presence in 4 and 5 star hotels, several halls for providing food services in a restaurant, separate rooms and a banquet hall or several. A bar is required in hotels of 3 stars and above.

Accommodation production premises and the equipment in them must ensure the consistency of the technological process of production and sale of products, as well as compliance with technological, sanitary standards and rules.

In the Russian public catering market, all restaurants and bars in service adhere to the requirements of GOST R 50762-95

Table 3 - Requirements for methods of customer service, uniforms, shoes, music services for enterprises of various types and classes

Premises for consumers	Type of enterprise
	Restaurant


1 Methods of customer service
1.1 Service by waiters, bartenders, head waiters with special education and professional training
1.2 Service by waiters, bartenders, metro d'hotels
1.3 Bartender service at the bar counter
1.4 Self-service
2 Clothes and shoes
2.1 Availability of uniforms with the company logo and shoes for service personnel
2.2 Availability of sanitary clothing
3 Music service
3.1 Performance of vocal and instrumental ensembles, soloists
3.2 Any types of music services (using jukeboxes, audio and video reproducing equipment, etc.)

+*) Only bartenders are allowed to serve in the bar.

+**) Self-service is allowed in restaurants at hotels, airports, large department stores, as well as in cafes

+***) Uniforms without the company logo are allowed in restaurants and bars of the first class

2. Technological equipment of the T.G.I. restaurant-bar. Friday's: assessment, modernization directions

2.1 Characteristics of the enterprise

History of organizational development legal form enterprises

Restaurant-bar T.G.I. Friday's is part of the Rostik Restaurants holding group.

The history of Rostik Group began with the founding of Rostik International in 1981. Today Rostik Group is a corporation whose enterprises successfully conduct business in Russia, the CIS countries and Europe.

Rostik Group manages the following business areas:

3 Holding "Rostik Restaurants": construction and development of restaurants and fast food businesses.

3 Group of companies "Focus": sale of photographic products and provision of photographic services.

3 Carlson Tourism Company: tourism business.

3 Roservice company: production of semi-finished products, bakery and confectionery products.

3 Group of real estate management companies.

The OJSC Rostik Restaurants holding includes restaurants of various formats and concepts with a high level of service, offering guests a quality product at affordable prices.

The nominal owner of the company is Rig Restaurants Limited (Cyprus). The actual owner is Rostislav Ordovsky-Tanaevsky Blanco, who has Russian roots. In May 2007, the company held an IPO, placing 26% of shares on the market and earning $100 million for them. The company's capitalization as a result of the placement amounted to $384 million. The president of the company is Lori Ann Deitner.

Characteristics of the TGI Friday's restaurant enterprise

Friday's restaurant-bar is a catering establishment where visitors are served at the bar, combined with table service in the hall.

Beautiful emblems of the holding and the restaurant are visible in colorful booklets, restaurant menus, at the entrance to the restaurant, napkins, tablecloths and other small items.

Restaurant-bar T.G.I. Friday's is an international chain of American restaurants with more than 900 establishments in more than 55 countries around the world. The first Friday's opened in Moscow in 1997, and today there are 11 of them.

The name of the restaurant comes from English phrase“Thank God It's Friday”, which translates as “Thank God, today is Friday.” And Friday means that you can forget about work, relax and unwind in pleasant company.

The restaurant is located on site shopping center"Panorama" is also located nearby the business center, this guarantees a constantly filled hall. Throughout the day, it is visited by both guests of the shopping center who want to relax or, on the contrary, cheer up after shopping, and employees of the center, especially during lunch hours. The premises of the entire restaurant are divided into Front of the House: hall, bar, toilet room for visitors, cash desk, reception desk and Back of the House: kitchen, storage room, staff bathroom, administration office.

The restaurant hall seats 150 and is divided into smoking and non-smoking areas. The bar counter seats 15.

In all T.G.I. restaurants Friday's strictly adhere to brand standards and are distinguished by high-class architectural and artistic design retail premises, sophistication of the interior and technical equipment, comfort. The style of Friday's interiors is very well recognizable: red and white awnings, wooden furniture, Tiffany lamps, a bar with brass footrests. The restaurant-bar is equipped with high-quality metal and porcelain dishes, sets of cutlery for various snacks and dishes. When serving banquets and receptions that are carried out in the headlights, branded porcelain and crystal tableware, cupronickel silverware are used.

Friday's is famous for its collection of antiques and curiosities that are collected all over the world. And every restaurant has a bell that rings whenever guests leave a tip.

Special requirements are also placed on personnel. The bar staff is highly qualified, and the motto of the establishment is “eternal Friday”, which means the atmosphere should be friendly and relaxed. Therefore, at Friday's restaurant-bar they try to recruit young, energetic girls and boys who should communicate with guests at ease, joke, sing songs, but at the same time be polite and tactful. The waiters wear striped shirts and funny hats.

Recreation for visitors is organized. You can listen to music and concerts performed by artists and ensembles, and play billiards. The restaurant's repertoire includes blues, ethnic motifs (samba, maracatu, flamenco), and fashionable songs by Western performers.

As an additional service, taxi orders can be accepted for guests.

Technology for serving guests in a restaurant

The restaurant starts its work from 10 o'clock and ends at 24.00. But the staff starts their work at 9 o’clock in order to have time to prepare the kitchen and sales rooms for receiving guests. There are 14 people working per shift: 2 cooks, 2 assistant cooks, sous chef or chef, 2 dishwashers, 1 manager, cashier, 1 bar worker, 4 waiters. The target audience restaurant - young people, as well as middle-aged men and women. The restaurant is located on the street. Garibaldi 23.

Friday's introduced the whole world to American cuisine. T.G.I. Friday's signature dishes are “Jack Daniels grill” of salmon, beef steak or pork ribs; “Friday's burger” with bacon and Colby cheese; Mexican fajitas with beef, chicken or shrimp; quesadillas and, of course, stuffed potatoes, which were first prepared here and have become a national American dish. In addition, in the restaurant you can taste a variety of salads, soups, Italian pasta, seafood dishes and desserts.The restaurant has special additional menus (breakfast, business lunch).All dishes amaze with their gigantic size.

A huge selection of drinks is a special pride of the restaurant. Here you will be offered soft drinks, frozen drinks, 300 types of non-alcoholic and alcoholic cocktails, 6 varieties draft beer, decent selection of wines and spirits. In addition, the bar menu directly includes wines, wine drinks, wine mixtures - mulled wine, cups, punches, as well as soft drinks - juices, mineral and fruit water. Visitors are offered easy-to-prepare snacks, sandwiches with various gastronomic products, and purchased goods include pistachios, roasted almonds, salted peanuts and confectionery.

In general, American cuisine does not have a clear definition. Beginning with the traditions of English cuisine of the 17th and 18th centuries, mixed with some culinary traditions of the American Indians (corn and sweet potato dishes, maple syrup, etc.), it has changed significantly over the past three centuries, becoming a synthesis of culinary traditions around the world , combining the cuisines of different cultures brought by immigrants. Thus, American cuisine recipes were formed under the influence of the national cuisine of the first settlers, primarily English, as well as Indian (local), Spanish, German, French, Italian, Slavic, Chinese, etc. Of great importance for the creation of cooking recipes in American families have the climate and conditions of different regions of America. Salads are ubiquitous: from the simplest (for example, from fresh cucumbers or tomatoes) to multi-component proprietary mixtures on a vegetable basis. Typical of the Southern states are fried chicken, country-fried steak, smoked pork (barbecue), pancakes and cornbread, she-crab soup and cutlets (Maryland). crab cakes) of them. In the New England states, boiled corned beef with vegetables (boiled dinner), fish dishes, lobster, and clam chowder are traditional. The centerpiece of the table in the Midwest is beef steak cooked over charcoal, baked potato, chocolate cake. Midwestern cuisine was heavily influenced by Italian immigration (deep-dish Chicago pizza, fried ravioli in St. Louis, etc.). The southwest of the country is dominated by a synthesis of Mexican and American cuisines, the so-called Tex-Mex, whose typical dishes are fajitas, tacos, burritos, chile con carne, stuffed bell peppers and other Tex-Mex dishes.

Ice is widely used in the American diet. A jug of ice is a common attribute of restaurant service. Ice tea is popular. Beer is usually served cold in a chilled mug.

In American cuisine, rice is often used as a side dish, and many spices are used in cooking: garlic powder, several types of pepper, cloves, nutmeg, oregano, cinnamon, ginger, bay leaf, cumin, dill, vanilla, onion powder, etc. peanut butter.

The seafood menu in America is exceptionally diverse.

In addition, modern American food is characterized by an extremely wide distribution of convenience foods, fast food restaurants, and ethnic restaurants, which also makes it difficult to characterize American cuisine.

Taking into account all the trends in the population's nutrition, Friday's restaurant offers visitors dishes that are most familiar in the area with spicy features and the secrets of their preparation by high-class chefs.

2.2 Organization of supply and storage facilities for a restaurant-bar

The organization of supplying a restaurant with products and materials is entrusted to a supply specialist, who often combines the duties of a merchandiser who knows the specifics of merchandising. food products, their quality characteristics, storage conditions and periods. Products are received from various sources. The main sources of food are local manufacturing enterprises; imports are carried out in accordance with concluded supply agreements. The rest of the products are purchased at wholesale centers and city markets at negotiated prices in cash. Some of the goods are imported.

The organization of the warehouse operation is as follows. Raw materials supplied to a catering establishment are stored in warehouses. Warehousing performs the following functions:

- creation and maintenance at a certain level of reserves of raw materials, products and materials;

Careful acceptance of goods and packaging from suppliers in terms of quantity and quality;

Creating conditions for storing raw materials and purchased goods in accordance with recommended conditions;

Acquisition, selection, release of raw materials and goods to production shops;

To receive cargo, warehouses must be equipped with a loading platform 1.1 m high, 3 m wide, and at least 3 m long. At small enterprises, only an unloading platform is provided. The minimum permissible length of the unloading ramp at large enterprises must be at least 12 m, which allows four vehicles to be unloaded simultaneously.

The equipment of warehouse premises depends on the type and capacity of the hall, inventory standards, the volume of work on acceptance, storage and release of products. The warehouse is equipped with racks and shelves for placing and storing products, weighing instruments, refrigeration, lifting, transport and other equipment. Pantries for storing dry foods must be dry, well ventilated and equipped required quantity shelves, chests, racks and cabinets. The bottom of cabinets, chests, racks and shelves must be at least 15 cm from the floor. Packaged products are stored on racks or slats, also located at a height of 15 cm from the floor. The distance between the wall and the products must be at least 20 cm. In pantries it is necessary to maintain constant temperature and air humidity, since temperature changes lead to the formation of condensation, dampness, and molding of products.

Flour and cereals are stored in chests or bags on racks, pasta - in boxes. When storing for more than two weeks, the bags are rearranged to prevent caking and warm the flour.

Sugar is stored in bags or chests with a lid, salt - in chests. These products should be stored away from strong-smelling and moist foods. Coffee and tea are stored separately, also isolating them from products with odors.

To store potatoes and vegetables, use basements with artificial lighting (at an air temperature of 2 - 5 ° C and a humidity of 80 - 90%), where they are stored in bins in a layer no higher than 1.5 m or in boxes. Pickled cucumbers are stored in barrels, sauerkraut - in barrels under pressure, berries, fruits, lettuce, sorrel, green onions - in boxes, baskets, on racks. Barrels with salted and pickled mushrooms should be placed in a room with a temperature of 1 - 3 ° C, laid sideways on wooden slats. In warehouses, optimal storage conditions are created under which the quality of products (smell, appearance, color, taste and consistency) does not deteriorate.

The storage of basic raw materials in warehouses is short-term, therefore, there are rooms for storing a daily supply of raw materials in progress (remains of raw materials issued for production, but unused; semi-finished products; manufactured, but unsold products), located in close proximity to the production shops. The shelf life of raw materials in the warehouses of an enterprise depends on its type, location, distance from the main food supplies, and climatic conditions of the area.

Table 4 - Shelf life of products, days.

It is especially important to follow storage rules perishable products: meat, fish, cottage cheese, vegetable semi-finished products, fermented milk products, culinary products, confectionery with cream, offal products. Storage of these products is permitted only if they comply with temperature regime from - 4 to +6 °C.

Meat and meat products are stored in refrigerators. Meat is hung on hooks or placed on racks. Frozen meat is stored in a stack covered with a tarpaulin to keep it cold. If meat is stored frozen (or chilled) on ice, then it is laid out in one row on clean oilcloth or wooden racks. Shelf life in refrigerated chambers at a temperature of 0°C is up to 5 days, in glaciers - up to 2 days.

It is prohibited to store raw meat or fish together with products that will not be subjected to heat treatment (butter, sour cream, mayonnaise, fruit, etc.).

Frozen and chilled poultry is stored in the container in which it was received from suppliers. The shelf life is the same as for meat. By-products are sorted by type and stored separately in boxes installed in specially designated areas of the pantry. Chilled by-products can be stored for no more than 12 hours, frozen - 24 hours. Smoked meats are stored hanging on tinned hooks in refrigerated chambers for up to 20 days.

Boiled sausages are stored hanging on hooks. The sales period for boiled sausages and with the addition of by-products is no more than 48 hours (in the absence of refrigeration chambers, the reception and storage of such sausages is not permitted). The shelf life of liver sausages and brawn is no more than 12 hours (in the absence of refrigeration chambers, their reception or storage and sale is not permitted). For meat sausages, the shelf life in the presence of cold is no more than 48 hours (in the absence of refrigeration chambers, storage and sale are not permitted).

Cooled large fish are stored in refrigerators for up to 2 days. Frozen fish - in the supplier’s container in which it was received (in baskets, barrels or boxes). The shelf life of frozen fish in glaciers, ice baths is up to 2 days, in refrigerated chambers with a temperature of up to 2 °C - up to 3 days. In glaciers, chilled and frozen fish are stored in baskets or boxes, always topped with crushed ice. Live fish (at specialized enterprises) are stored in stationary aquariums. Large smoked fish (sturgeon) are stored on shelves or suspended on tinned hooks in the refrigerator.

V. Industry target programs and a set of supporting measures to solve problems

In order to increase the efficiency of development of food industry sectors, the practice of developing and adopting sectoral programs is becoming preferable.

To increase the efficiency of the beet sugar subcomplex and achieve the indicators for the volume of sugar production from sugar beets established State program for 2008 - 2012, an industry target program for the development of the beet sugar subcomplex of Russia for 2010 - 2012 is being implemented.

The growth in livestock production and the lack of modern livestock slaughter facilities required the development and adoption of an industry program for the development of primary livestock processing for 2010 - 2012.

In order to increase the consumption of cheese and butter and increase their production volumes and reduce imports, an industry-specific target program for the development of butter and cheese making in Russia for 2011-2013 was approved. The strategic objective of the program is to create a new technological structure in butter and cheese making on an innovative basis, increasing their competitiveness taking into account modern challenges and threats from the world market.

Supporting social stability and ensuring social protection various categories of citizens will stimulate economic growth in the food industry and create conditions for expanding domestic demand in the food market.

Along with the development of industrial production within large agricultural holdings, new organizational forms. These are primarily small enterprises located in small towns and rural settlements, engaged in wide range processing of agricultural products based on available resources of agricultural raw materials, wild plants. These industries play a vital role in solving social problems - increasing employment, creating new jobs, improving the quality of life of citizens of these regions, and also solve the problem of sustainable supply of products at reasonable prices, accessible to various segments of the population.

Small businesses play a significant role in the flour-grinding and baking industries, in the production of canned fruits and vegetables and fish preserves. The volume of flour production by small enterprises is up to 30 percent, bakery products - more than 20 percent, canned mushrooms, vegetables and fruits - up to 45 - 50 percent of the total production volume.

Involving the population in the consumer cooperation system will allow increasing by 2020 the share of production of canned mushrooms, fruits and berries by small enterprises to 60 percent, and bakery products to 35 percent. Given the increased requirements for flour quality, the share of production by small enterprises will be reduced to 20 percent.

The creation of a national system for supporting innovation and technological development based on large-scale technological renewal of production using advanced scientific and technical developments will ensure the transition of the economy to an innovative path of development, create the necessary conditions for the full implementation of the competitive advantages of Russian food producers to ensure food security countries.

To enhance the vector innovative development in the food industry and it is expected to use a new mechanism using a technological platform. A technological platform combining the efforts of business, government and science will help solve problems of food security, healthy nutrition of the population through the introduction of new technologies and biotechnologies, equipment for the production of a new generation of food products, including those enriched with minerals and nutrients, functional products, specialized therapeutic and preventive products. It is planned to use waste from food and processing enterprises to produce energy resources, which will increase production efficiency and reduce the harmful impact of enterprises on the environment.

By 2020, the issues of reducing the anthropogenic load on the environment in the areas where food and processing industry organizations are located must be resolved.

Achieving the set goal should be based on solving organizational and technical problems.

Organizational tasks include:

formation of an environmental control system in food and processing industry organizations and reporting of information;

implementation of environmental management in food and processing industry organizations;

inventory of pollutant emissions during the operation of technological equipment.

Technical challenges include:

introduction of technologies using modern energy-saving solutions and equipment that ensure comprehensive processing of agricultural raw materials and reduction of man-made impacts on the environment;

introduction of fundamentally new water recycling schemes with maximum return of water to production.

Investment projects aimed at developing the food and processing industry are closely linked to the directions of the state program for 2013 - 2020 and take into account the areas of activity of technology platforms for projects related to the bioindustry, bioresources and bioenergy.

Flour and cereal industry

The implementation of measures to stimulate grain production is linked to an increase in the volume of grain processing and increasing the export potential of finished products.

Organizations of the flour and cereal industry in 2010 produced 9,823 thousand tons of flour and 1,235 thousand tons of cereal, which fully meets the needs of the country's population and related industries, as well as the country's security parameters for these types of products. At the same time, there are a number of problems that need to be solved for the development of the industry.

The technical equipment of existing mills and cereal plants is at a low level. There are 112 mills in the country with a total capacity of 7 million tons of flour per year (mills built before the revolution), 33 mills with a capacity of 2 million tons of flour were commissioned from 1917 to 1945, the remaining mills with a capacity of 8.2 million tons of flour were built in 1945 - 1980.

In cereal production, 30 percent of the capacities have been in operation since 1917 and about 14 percent are pre-war facilities. Half of the existing factories were commissioned before the 80s of the last century.

Thus, about 50 percent of mills and cereal enterprises have been in operation for 30-40 years and are outdated in their technical equipment, use imperfect equipment and technologies, are energy-intensive, are not automated, which does not allow producing products with high performance quality.

introduction of energy-saving technologies that ensure deep processing of grain, increasing the yield of finished products per unit of grain raw materials;

streamlining the production of flour and cereal products, expanding their range and improving quality, reducing imports of cereal-based products by increasing domestic production;

introduction of new technologies for recycling waste from cereal production (husks) to produce feed products and raw materials for the pharmaceutical industry.

To achieve these goals, it is necessary to solve the following main tasks:

introduction at 200 milling plants of lines for enriching premium and first grade wheat flour with vitamins and mineral additives;

introduction of modern technological equipment at 350 mills, providing improved preparation of grain for grinding, and thereby reducing energy costs for grain processing by 30 percent and increasing the yield of finished products by 2 percent;

introduction at cereal factories of 38 lines for the production of instant products or ready-to-eat products;

construction of 22 lines for processing husks, which is a waste product from cereal production, for the needs of livestock farming.

The implementation of the Strategy for the medium term (2013 - 2016) provides for:

introduction at 96 mills located in the Belgorod, Voronezh, Lipetsk, Moscow, Tver, Leningrad, Volgograd regions and Krasnodar Territory, lines for enriching premium and first-grade wheat flour with vitamins and mineral additives and bringing the production of fortified flour to 1 million by 2016 .tons;

implementation at 118 mills modern technology, ensuring the use of technologies for preparing grain for grinding and, as a result, reducing energy costs for grain processing by 30 percent and increasing the yield of finished products by 2 percent;

implementation at cereal factories in the Belgorod, Voronezh, Kursk, Tula and Rostov regions, in the Republic of Bashkortostan and the Republic of Tatarstan 18 lines for the production of instant or ready-to-eat products based on pre-cooking, infrared heat treatment, extrusion, as well as 44 photoelectronic separators and 44 extruders ;

commissioning at existing plants of 10 lines for processing waste from cereal production (husks) for the production of animal feed (30.5 thousand tons each).

The total investment volume will be 8453 million rubles, of which own funds organizations - 5072 million rubles and borrowed funds - 3381 million rubles.

Modernization of the flour-grinding industry will make it possible to increase the degree of grain processing, expand the range of manufactured products, involve secondary resources in economic circulation, and reduce the specific consumption of energy resources per unit of output. As a result, by the end of 2016, it will be ensured that the production volume of flour using modern technologies will increase to 1.5 million tons, fortified flour - to 1 million tons, cereal-based food products - to 300 thousand tons and feed for livestock - to 337 thousand tons.

Bakery industry

The industrial base of the baking industry is currently represented by 11.5 thousand small enterprises and 882 large and medium-sized enterprises and fully provides the population with the main food product - bread at the level of recommended consumption standards. The production volume of bakery products at large and medium-sized enterprises is about 80 percent, at small enterprises - 20 percent.

Taking into account the social importance of bread, the creation of effective conditions for the functioning of the baking sector based on the development of competition will create favorable conditions for the development of baked goods and increase the investment attractiveness of the industry.

Currently, there are the following problems hindering the development of the baking industry:

physical wear and tear of fixed production assets (50 - 80 percent);

low production profitability (1 - 3 percent);

dependence on foreign suppliers due to the lack of domestic baking equipment.

Industry development goals include:

improving the quality of bread and bakery products;

providing the population with bakery products in volumes and assortments that meet established rational consumption standards for an active and healthy lifestyle.

implementation of reconstruction and technical re-equipment of bakeries, workshops and areas for baking bakery products based on innovative technologies and modern resource-saving equipment - modernization of 959 technological lines with a capacity of 24 tons per day and 825 lines with a capacity of 12 tons per day;

expanding the range of bakery products produced, including through the introduction of innovative technologies that increase the nutritional and biological value of products, and the use of new generation packaging materials;

increasing the production of dietary and micronutrient-enriched bakery products to 300 thousand tons per year.

Carrying out the reconstruction and modernization of bakery production will reduce production costs, ensure a reduction in specific energy consumption per unit of output and ensure a minimum price level for manufactured bakery products.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the modernization of the technological base of the baking industry with the updating of 618 main technological lines in 287 baking organizations in Belgorod, Bryansk, Voronezh, Kursk, Moscow, Ryazan, Tver, Leningrad, Nizhny Novgorod, Orenburg, Saratov and Sverdlovsk regions, Krasnodar and Stavropol territories, the Republic of Bashkortostan, the Republic of Tatarstan and the Republic of Mordovia.

The total investment volume will be 43,728 million rubles, of which the organizations' own funds will be 26,236 million rubles and borrowed funds will be 17,492 million rubles.

Modernization of the baking industry will make it possible to expand the range of products produced, increase the nutritional and biological value of bakery products, and reduce the specific consumption of energy resources per unit of output. As a result, by the end of 2016, the renewal rate of fixed assets will be increased to 12.2 percent, and the volume of annual production of dietary and micronutrient-enriched bakery products will be increased to 130 thousand tons.

Fish processing industry

There are currently more than 680 small, medium and large organizations operating in the fish processing industry.

The most significant fish processing base is located in the Far Eastern fishery basin, where the production capacity is 2.4 million tons, or 55 percent of the total production potential of the industry.

About 19 percent of production capacity is located in the Northern Basin. The Western and Caspian basins each account for 12 percent of industrial processing potential. The Southern Basin's share is about 2 percent.

At the same time, the level of use of fish processing facilities in the coastal regions of the country is lower in comparison with the central regions due to a shift in the focus of fish processing from proximity to raw material reserves (aquatic biological resources) to proximity to centers of consumption of finished products, which is most likely due to a number of global factors, including the need rapid updating of the range of products and development of technologies for delivery, storage and processing of raw materials from aquatic biological resources.

Production capacities for canning production are used by 44.8 percent, culinary production - by 42.1 percent, smoking production - by 23.4 percent, freezing production - by 26 percent.

The production of fish products in the Russian Federation has stabilized over the past 5 years. In 2010, the fishery industry as a whole produced 4,570.9 thousand tons of commercial food fish products, including canned food (an increase of 1.5 percent compared to 2009). The basis of the total output of fish products is food products (about 90 percent of the total output, including canned food - 5 - 7 percent).

The ships produce more than 77 percent of frozen fish, more than 50 percent of fresh and chilled fish, almost 70 percent of fish fillets, and 89 percent of seafood. Coastal fish processing organizations are largely engaged in the secondary processing of raw materials and semi-finished products coming from fishing vessels and through imports, and are focused on the production of gastronomic products (cooking, smoked, salted fish, etc.), as well as canned fish and preserves.

A significant part of the production of such types of products as smoked fish, culinary products, spicy salted fish and preserves is concentrated in large industrial centers. At the same time, the share of own raw materials in their production is insignificant; the main volume of raw materials and semi-finished products in their production will be supplied from the regions where aquatic biological resources are extracted, as well as from imports.

The goal of the development of the fish processing industry is to expand the production and sale of competitive Russian fish and seafood products with a high share of added value, and to ensure on this basis intensive replacement of imported products on the domestic market with Russian-made products.

Achieving the stated goal is envisaged by solving the following tasks:

introduction and modernization on the territory of the Far Eastern Federal District of about 40 percent of the total processing capacity (more than 60 percent will be canning production capacity, refrigeration capacity will increase by 30 percent, which is planned to be located at the main coastal points to create reserves of raw materials during the inter-Putin period);

introduction and modernization of processing facilities in the Northwestern Federal District (it is planned to provide up to 34 percent of the all-Russian production of food fish products, of which about 50 percent will be for the production of canned food). At the same time, the main volume of production of food fish products will be provided by organizations of the fishery complex of the Murmansk and Kaliningrad regions;

development of the coastal processing base of the Southern Federal District, including the processing of fish from inland seas and aquaculture, the production of which is planned to increase by 2020 (up to 4 percent of food production, of which 13 percent will be the production of canned food). The priority direction in these areas is the development of canning and freezing production;

development of the processing base of fishery organizations in the Central Federal District, including the creation of at least 85 small-capacity enterprises, specializing primarily in the production of an expanded range of fish gastronomy products. The development of the refrigeration capacities of organizations in the district is planned in the direction of the construction of 25 refrigerators of small and medium capacity (from 10 to 50 tons of simultaneous storage), which is associated with the creation large quantity small business organizations in the production and marketing of fish products.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the modernization of the main production assets of 400 fish processing organizations.

It is planned to develop at the most intensive pace at least 150 fish processing plants in the Far Eastern Federal District (out of 224 medium and large fish processing organizations), by reconstructing production facilities and modernizing equipment, improving the quality characteristics, range and volume of output of highly processed fish and seafood products.

Fish processing organizations in the Murmansk and Arkhangelsk regions (49 medium and large organizations) are characterized by a low level of capacity utilization for the production of canned food, frozen fish, and fish gastronomy products. In this regard, with the commissioning of 3 new fish processing plants by 2016, 28 enterprises operating on the old technological base for processing fish raw materials will be updated.

The expansion of the processing base in the Leningrad and Kaliningrad regions, as well as in St. Petersburg (71 fish processing enterprises) is hampered by limited raw material resources. Further development of fish processing in this region will occur due to a reduction in the volume of frozen semi-finished products - cut-up products (fillets, etc.) and an increase in the production of canned food based on imported raw materials mined in the World Ocean. In the Northwestern Federal District, it is planned to modernize and install 34 new lines on the basis of existing organizations.

Development of the processing base of Yuzhny (72 enterprises) and Privolzhsky (39 enterprises) federal districts by 2016, it is focused on the modernization of 24 enterprises for processing products of industrial fish farming in inland waters.

The total volume of investments in organizations of the fish processing industry by 2020 will be 36,856 million rubles, of which the organizations' own funds - 28,352 million rubles, borrowed funds - 8,504 million rubles.

Improving the range and quality of products produced in the industry, increasing labor productivity, and taking measures to modernize fixed assets will increase profitability by an average of 12 percent, which will expand the tax base and ensure budgetary efficiency of the fishery complex as a whole.

In all districts, an increase in the production of live and chilled fish products will be ensured, both as raw materials and semi-finished products for fish processing organizations, and for consumption by the population.

As a result of the implementation of this set of measures, the share of highly processed aquatic biological resources produced in Russia on the world market will be 0.83 percent by 2016 and 0.94 percent by 2020. The renewal rate of fixed assets in the field of processing and canning of fish and seafood (excluding small businesses) will be 4.9 percent by 2016 and 5.8 percent by 2020.

Sugar industry

Russia's annual demand for sugar is 5.4 - 5.6 million tons. The resources of this product consist of domestic sugar production in the amount of 3.1 - 3.3 million tons and imports of raw sugar in the amount of 2.1 - 2.3 million tons.

The sugar industry of the Russian Federation has 79 operating factories, of which 34 factories were put into operation in the pre-revolutionary and pre-war periods, while the service life of a significant part of the equipment of sugar factories exceeds 20 years, and less than a third of the operating equipment corresponds to the modern technical level. The last sugar factory was built in 1985.

The production capacity of existing sugar factories amounts to 305 thousand tons of beet processing per day and allows the processing of 28 - 29 million tons of sugar beets within the standard time frame, producing up to 4.2 million tons of sugar, over 1 million tons of molasses, 20 million tons pulp, including up to 450 thousand tons of dried beet pulp.

Currently, moral and physical wear and tear of fixed assets, as well as the low rate of their renewal, are the most difficult problem to solve practical problems to improve the efficiency of the sugar industry in terms of ensuring its competitiveness and increasing labor productivity.

An analysis of the current state of the beet-sugar subcomplex shows the presence of imbalances between the volumes of beet procurement and the production capacity for its processing, which leads to losses of raw materials and is a limiting factor for further development.

Industry development goals include:

ensuring food security in relation to sugar established by the Doctrine;

increasing production efficiency and increasing the competitiveness of the sugar industry.

To achieve these goals, it is necessary to solve the following tasks:

construction of 6 sugar factories with a total processing capacity of 49 thousand tons per day in the Rostov, Kursk, Tambov, Lipetsk, Ryazan regions and in the Stavropol Territory, as well as reconstruction and technical re-equipment of sugar factories based on innovative technologies and modern resource-saving equipment and bringing the general level of production capacity up to 406 thousand tons of beet processing per day;

reduction of energy and water consumption, reduction of equivalent fuel consumption to 4.2 percent by weight of beets, including through the commissioning of biogas production plants based on the use of beet sugar production waste;

introduction of modern technologies for deep processing of sugar production by-products in order to increase the efficiency of its utilization and production of import-substituting products - amino acids and pectin;

construction of new, reconstruction and modernization of existing storage facilities for finished and by-products of sugar production, ensuring an increase in storage capacity of at least 600 thousand tons of sugar, 500 thousand tons of dried pulp and 400 thousand tons of beet molasses;

growth in domestic consumption of dried beet pulp and molasses, which are valuable feed additives for livestock farming, the basis for the production of baker's yeast, citric acid, as well as raw materials for the production of products in the food and processing, chemical and pharmaceutical industries;

taking measures to stimulate the export of main and by-products of sugar production.

The rapid development of the raw material base in relation to the increase in production capacity in the beet-sugar subcomplex in the near future may become a limiting factor in increasing the volume of sugar from sugar beets. The implementation of the Strategy for the medium term (2013 - 2016) provides for the construction of 5 sugar factories in the Tambov, Lipetsk, Ryazan, Rostov regions and the Stavropol Territory with a total production capacity of 42 thousand tons of beet processing per day, as well as the reconstruction of 32 sugar factories.

The total investment volume will be 75,300 million rubles, of which the organizations' own funds will be 22,590 million rubles, borrowed funds will be 52,710 million rubles.

Modernization of the sugar industry will increase sugar production, involve secondary resources into economic circulation to create a feed base for livestock, and reduce the specific energy consumption for processing 1 ton of sugar beet to 4.2 percent of fuel equivalent. As a result, by the end of 2016, the volume of sugar production from Russian raw materials - sugar beets - will be increased to 4.7 million tons.

Dairy industry

The production of dairy products in the country is carried out by more than 1,500 organizations of various forms of ownership, of which 500 are large and medium-sized.

The average annual capacity of milk processing organizations in 2010 was:

for the production of whole milk products - 16,483 thousand tons (capacity utilization - 57 percent);

for the production of cheeses and cheese products - 543.9 thousand tons (use - 63.4 percent);

for the production of butter and butter pastes - 614.4 thousand tons (use - 27.4 percent).

The market for whole milk products is fully supplied by domestic production, but domestic production of butter and cheeses is not enough to satisfy domestic demand. The share of imported products in the annual resources of butter and cheese is about 40 percent.

Despite the fact that dairy processing organizations operate in conditions of limited raw material resources, in recent years there has been a tendency to increase the production of whole milk products and cheeses. Thus, in 2010, compared to 2005, the production of whole milk products increased by 11.8 percent (up to 10.9 million tons), cheeses and cheese products - by 14.9 percent (up to 435 thousand tons). At the same time, the production of such a resource-intensive product as butter decreased by 4.9 percent (to 207 thousand tons).

The main problems hindering the development of the dairy industry include a decrease in the volume of production of dairy raw materials, seasonality of production, a low proportion of premium dairy raw materials, a lack of refrigeration units on dairy farms, as well as physical and moral wear and tear of fixed assets of dairy processing plants, most of which were built in the 70s - 80s of the last century and does not meet modern energy efficiency and environmental requirements.

The existing technical base does not provide comprehensive milk processing in order to produce competitive products from secondary milk raw materials: dry whey and milk sugar, milk protein concentrates and whole milk substitutes for feeding young farm animals, as well as nutritional and biologically active substances.

increasing the volume of production of dairy products from our own raw materials;

increasing the population's consumption of dairy products;

reduction in imports of commodity resources of milk and dairy products.

To achieve these goals, it is necessary to solve the following tasks:

increasing the production of dairy raw materials and improving its quality in order to increase the production of high-quality finished products;

construction of 64 facilities for milk processing, cheese production, whole milk products, whey processing and drying;

reducing the resource intensity of production through the use of modern technologies, reducing energy consumption and ensuring an improvement in the environmental situation in industrial areas of organizations;

reconstruction and technical re-equipment of 296 existing organizations;

involvement in economic circulation of secondary resources obtained in the production of dairy products;

expanding the range of products through the introduction of modern technologies that increase the nutritional and biological value of products, as well as the use of new generation packaging materials.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the construction of 19 new plants and the reconstruction of 142 existing plants for milk processing, cheese production, butter production, whole milk products and processing in the Volga, Southern, Central, Northwestern and Siberian Federal Districts and whey drying.

The total investment volume will be 47,493 million rubles, of which the enterprises' own funds will be 14,248 million rubles, and borrowed funds will be 33,245 million rubles.

As a result, by the end of 2016, it will be possible to increase the production of whole milk products to 12.5 million tons, the production of cheeses and cheese products to 529 thousand tons, and the production of butter to 267 thousand tons.

Meat industry

In 2010, the meat industry consisted of about 3,660 enterprises located in all regions of the Russian Federation, including 460 meat processing plants, 1,200 meat processing plants and 2,000 meat processing plants.

Despite the growth in production volumes of meat products, the use of average annual capacities of organizations remains at a low level and for the production of the following types of products is:

meat - 46.1 percent;

sausages - 63.9 percent;

canned meat - 47.5 percent.

The bulk of the organizations have been in operation since the middle of the last century. The lack of a modern production and technological base for livestock slaughter is one of the limiting factors in the accelerated development of Russian beef cattle breeding and creates conditions for the import of large volumes of imported meat.

The state of the industry's production base requires solving a number of problems aimed at innovative and technological renewal of production and the introduction of investment programs in the field of raw meat processing.

The development goals of the industry are import substitution by increasing production volumes of Russian commercial meat based on the creation of modern complexes for slaughtering livestock, the development of infrastructure and logistics support, contributing to the expansion of possibilities (in terms of terms) for storing raw materials and products.

An integrated approach to solving problems of a diverse nature is reflected in the industry program for the development of primary processing of livestock for 2010 - 2012.

The program provides for the implementation of investment projects for the construction of large modern organizations for primary processing of livestock and increasing the capacity of such organizations. In order to intensify domestic beef cattle production, the implementation of the program will ensure an increase in the capacity for primary processing of livestock by 420 thousand tons of meat on the bone.

The strategy provides for solving the following tasks:

construction of modern facilities and increasing the capacity of organizations for primary processing of livestock to 2167 thousand tons of meat on bones per year;

introduction of new technological processes for organizing slaughter, complex processing of livestock and slaughter products based on innovative resource-saving technologies using robots and energy-efficient equipment and bringing the integrated indicator of processing depth to 90 - 95 percent;

expansion of the range of products produced (meat in carcasses, half-carcasses, cuts, packaged and packaged for retail chains), increasing its shelf life to 30 days;

increasing the collection and processing of by-product raw materials (skins, intestines, blood, bones, endocrine-enzyme and special raw materials, etc.) to produce various types of products;

reducing the environmental load on the environment in the area where organizations operate.

It is planned to build 33 modern production facilities for the slaughter and primary processing of livestock, of which 25 have an average capacity of 80 tons per shift and 8 have a capacity of 200 tons per shift. Reconstruction and modernization of the organizations' facilities with a total shift capacity of 2,590 tons will be carried out.

A limiting factor for the development of pig farming is the lack of capacity for primary processing of livestock. Implementation of the Strategy for the medium term (2013 - 2016) in such regions of active livestock farming as the Republic of Mordovia, the Republic of Bashkortostan, Bryansk, Rostov, Lipetsk and Kursk region, Krasnodar and Stavropol Territories, provides for the construction of 3 industrial facilities for slaughter and primary processing of livestock with a total capacity of 600 tons of meat on bones per shift, 12 facilities with a total capacity of 960 tons per shift and modernization of existing facilities with a total capacity of 1290 tons per shift.

The total investment volume will be 54,400 million rubles, of which the organizations' own funds will be 16,320 million rubles, borrowed funds will be 38,080 million rubles.

As a result, by the end of 2016, it will be ensured that the capacity for slaughter of livestock and its primary processing is increased by 1,190 thousand tons of meat on the bone per year, the depth of processing is increased - the removal of products from 1 ton of the weight of slaughtered livestock to 90 percent, the range of manufactured products is expanded and increased its shelf life is up to 30 days, the involvement of secondary resources in economic circulation for the production of various types of products.

Fruit and vegetable canning industry

In the fruit and vegetable canning industry, over the past 10 years, positive dynamics of production volume growth have been maintained, despite a slight slowdown in the pace of certain types of products in 2008 - 2009.

In 2010, fruit and vegetable canning industry 6,963 cubic meters of canned fruits and vegetables were produced (excluding baby food), or 108.4 percent compared to 2009. The increase was achieved mainly due to the production of canned fruit, including juice products, which are made from imported juice concentrates. The production of canned fruits increased by 14.5 percent compared to 2009 and amounted to 5,265 cubic meters.

The production of canned vegetables decreased and amounted to 876 cubic meters, or 90.7 percent compared to 2009, and canned tomatoes, respectively, 822 cubic meters, or 95.4 percent.

There are about 300 large and medium-sized enterprises in the industry, the average annual production capacity of which for the production of canned fruits and vegetables in 2010 was 15,903 cubic meters, capacity utilization was 46 percent.

In the field of processing fruit and vegetable products, key problems can be identified such as outdated material and technical base and processing technologies (with the exception of new capacities), the lack of a Russian raw material base, the high proportion of imported raw materials, and the low competitiveness of certain sectors of the fruit and vegetable industry.

To develop the industry, it is planned to increase the competitiveness of products through the modernization of existing facilities and the construction of new factories and workshops for the processing of crop products and the production of canned fruits and vegetables, as well as the creation of our own raw material base.

By 2020, it is planned to implement over 50 investment projects, including the construction of enterprises for the production of canned fruits and vegetables, bottling juices, drying and freezing vegetables, and producing tomato paste from Russian raw materials.

To resume the production of concentrated tomato products from fresh raw materials, it is necessary to increase their production volumes to 20 thousand tons. For this purpose, 10 technological lines for the production of tomato paste with a capacity of 12.5 cubic meters per year will be put into operation.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the construction and reconstruction of 26 production facilities in the Southern, Central and Northwestern Federal Districts for the production of canned fruits and vegetables, including tomato paste, green peas, jams, compotes from Russian raw materials, and also for bottling juices, drying and freezing vegetables. In the Vologda region it is planned to build a plant for processing berries, vegetables and mushrooms, producing berry, fruit and vegetable juices and purees with an investment volume of 1600 million rubles, in the Republic of Tatarstan - construction of a plant for the production of canned vegetables and frozen fruits and vegetables.

The total investment volume will be 13,260 million rubles, of which the enterprises' own funds will be 3,980 million rubles, and borrowed funds will be 9,280 million rubles.

As a result, by the end of 2016, the production of canned fruits and vegetables will increase to 10,372 mb, canned tomatoes - 1,143 mb, canned fruit (including juices) - up to 8,136 mb.

Oil and fat industry

The oil and fat industry is an important branch of the Russian food industry. In 2010, its share accounted for 5.3 percent of the total volume of products sold by industrial organizations, more than 4 percent of fixed production assets and about 5 percent industrial personnel. In addition, it is a supplier of margarines, special purpose fats for the confectionery, baking and dairy industries, ice cream manufacturers, as well as meal and cake for the feed industry.

The production of vegetable oils is carried out by more than 200 enterprises, which produced 3,035 thousand tons of vegetable oils in 2010.

The capacity of Russian oil production organizations for processing oil seeds is 9.3 million tons per year.

The oil and fat industry has the potential to provide Russian consumers with domestic oil and fat products and the needs of livestock breeding with high-quality meal.

However, there are a number of problems in the industry:

insufficient supply of raw materials (8 - 10.5 million tons of oilseeds of all types are produced annually);

low diversification of the raw material base - rapeseed and soybeans are cultivated in extremely insufficient quantities, and oilseed flax, camelina and safflower are cultivated in non-industrial volumes;

low availability of equipment for deep processing of vegetable oils to ensure improved consumer properties of products;

poor introduction of elite seed material, including high-oleic and high-palmetine sunflowers, and modern agricultural technologies that prevent the occurrence of sunflower diseases;

insufficient technical equipment of oil production enterprises (one third of capacities operate with reduced efficiency), which leads to production losses of up to 10 percent. Only 66 percent are equipped with extraction lines; about 35 percent of existing refining lines require re-equipment;

high physical and moral wear and tear of equipment for the production of packaged vegetable oils, mayonnaise, sauces for retail consumption and public catering, special-purpose fats;

lack of technology for enriching meal with protein, which reduces the efficiency of oil factories and poultry farming organizations - consumers of meal;

lack of capacity to produce “protected” fats for animal feeding;

high physical wear and tear of soap factory equipment.

The industry development goals are:

expansion of the geography of oilseed production;

expanding the range of oilseeds produced and their processing products to provide the population with fat and oil products and livestock with vegetable protein using innovative technologies;

equipping the industry with equipment for deep processing of vegetable oils;

increasing the export potential of the industry.

To achieve these goals, it is necessary to solve the following problems:

improving the raw material supply for the industry;

construction of 3 oil extraction plants with modern equipment and infrastructure with a total capacity of more than 5 thousand tons of oilseed processing per day;

reconstruction and modernization of 24 existing oil production plants using innovative technologies and resource-saving equipment;

reconstruction and modernization of existing oil and fat plants in order to equip them with modern lines for deep processing of vegetable oils and fats (equipment for hydrogenation, transesterification, fractionation);

construction of 2 soap factories and 1 plant for the production of soap shavings.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the construction of 2 new oil production plants in the Southern and Volga Federal Districts with a total capacity of 3 thousand tons of oil seed processing per day, as well as the reconstruction of 12 existing oil production organizations. The increase in the capacity of oil production plants is determined by the growth of the raw material base due to an increase in the production of soybeans, rapeseed, flax, and camelina. Diversification of production will make it possible to expand the range of socially significant products produced for the population and increase the volume of vegetable protein production to create a feed base for livestock farming.

The total investment volume will be 47,580 million rubles, of which the organizations' own funds will be 14,274 million rubles, and borrowed funds will be 33,306 million rubles.

As a result, by the end of 2016, the production of sunflower oil will increase to 3,120 thousand tons, soybean oil - to 371 thousand tons, cakes and oilseed meal of all types - to 5,122 thousand tons.

Confectionery industry

The confectionery industry is one of the important sectors of the country's economy, which is designed to ensure a sustainable supply of high-quality food products to the population in the volumes and assortment necessary for the formation of a correct, comprehensively balanced diet at the level of physiologically recommended consumption standards.

Currently, the industry has 1,500 organizations located in almost all regions of the Russian Federation, including approximately 150 large and medium-sized specialized enterprises producing 55 percent of the total annual turnover products.

The industry is characterized as a successfully functioning link in the Russian agro-industrial complex, producing confectionery products, with a total average annual production capacity of 3.5 million tons with a utilization rate of 60.5 percent.

In 2010, the production volume of confectionery products in Russia as a whole amounted to 2856 thousand tons, or 20.1 kg per person. Consumption of confectionery products in Russia has almost reached European levels. At the same time, it is necessary to note the balance of consumption levels of flour and sugary confectionery products.

The share of imports of finished confectionery products in 2010 amounted to about 11 percent of such products on the domestic market, the share of exports was 6.3 percent of manufactured confectionery products.

In recent years, many confectionery organizations have modernized production with modern technological equipment with a high share of imported equipment and staffing with highly qualified personnel. At the same time, the wear and tear of production equipment in the industry as a whole is 40 percent.

Currently, the Russian confectionery market is close to saturation; growth in production volumes in the future will mainly be achieved due to the most dynamically growing demand for confectionery products with specified quality characteristics.

The coming period until 2020 will be characterized by re-equipment individual species production and process flows with highly efficient equipment that allows the production of products of high, stable quality with the lowest production costs.

The production volume of confectionery products in Russia as a whole will be 3,175 thousand tons by 2020.

In order to improve the quality and competitiveness of products, it is planned to build 5 confectionery factories with a capacity of 30 to 75 thousand tons of products per year, as well as reconstruct and modernize 86 existing organizations.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the construction of 2 confectionery factories with a total capacity of up to 100 thousand tons of confectionery products, as well as the reconstruction of 36 factories that produce high-quality products, including confectionery products with specified quality characteristics.

The total investment volume will be 36,300 million rubles, of which the organizations' own funds will be 10,900 million rubles, and borrowed funds will be 25,400 million rubles.

As a result, by the end of 2016, the production of confectionery products will increase to 3,005 thousand tons.

Starch industry

Organizations of the starch industry in 2010 produced 492.9 thousand tons of sugary starch products ( different types starch molasses, glucose-fructose syrups) and 145.7 thousand tons of starch. To produce the specified starch products, about 820 thousand tons of corn, 150 thousand tons of wheat and 30 thousand tons of potatoes were processed.

The domestic market's needs for starch are met by less than half; the starch deficit is about 200 thousand tons. Particularly significant is the import of modified starch, which amounts to 75 percent, potato starch - about 80 percent, crystalline glucose - 100 percent.

Based on the projected capacity of the market for starch products in the Russian Federation, promising production volumes of all types of starch in 2020 have been determined as 320 thousand tons, starch syrup - 640 thousand tons, glucose-fructose syrups - 180 thousand tons.

The achieved volumes of production of sugary starch products mainly meet the needs of the domestic market for these products.

The increase in product output at the leading operating enterprises in the industry will be achieved through the modernization of production using advanced domestic and foreign technologies and equipment. It is planned to create new large production facilities, including in the eastern regions of Russia, where there is practically no production of starch products and the market is filled mainly with imports.

The development of the production of glucose-fructose syrups is envisaged on the basis of highly efficient integrated processing of grain starch-containing raw materials with maximum use of all its components and the production of up to 30 percent of valuable by-products (corn gluten, corn oil, wheat gluten, high-protein feed), which will allow:

ensure a rational balance in the production of sugary substances from our own raw materials;

increase Russia's food security by reducing imports of raw sugar into Russia;

attract new sources of raw materials for sugar production and stimulate domestic producers of corn, wheat and other types of starch-containing raw materials;

increase the production of valuable protein products and feeds produced as by-products during the processing of grain starch-containing raw materials.

Taking into account the projected capacity of the market for starch products in the Russian Federation, it is planned to increase the production capacity of glucose-fructose syrups in the Russian Federation to 0.5 million tons by 2020, which will ensure import substitution of more than 350 thousand tons of sugar. At the same time, the total production of sugary starch products will be increased to 1 million tons by 2020. Capacities will also be created (up to 20 thousand tons) for the production of a socially important type of product - crystalline glucose, including medical glucose of pharmacopoeial quality. Due to the integrated processing of potatoes, it is planned to increase the production of potato starch to 15 thousand tons.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the construction of a starch plant for the production of 180 - 200 thousand tons of glucose-fructose syrups and 20 thousand tons of crystalline glucose, as well as the reconstruction of production facilities for the integrated processing of potatoes and an increase in the production of potato starch to 15 thousand tons.

The total investment volume will be 11,500 million rubles, of which the organizations' own funds will be 3,450 million rubles, borrowed funds will be 8,050 million rubles.

As a result, by the end of 2016, the production of starch will increase to 230 thousand tons, sugar products - to 790 thousand tons.

Salt industry

Salt industry by nature production process differs significantly from other branches of the food industry; it is equal to the mining industries. Production is closely tied to the raw material base and is possible only in a limited number of economic regions that are sources of raw materials.

Salt mining in the Russian Federation is carried out in 3 main ways - underground (mine) mining of rock salt, open-pit mining of self-salting salt and evaporation of brine produced by leaching rock salt from brine wells.

The total volume of salt consumption in Russia over the past 5 years has fluctuated between 4.2 - 4.6 million tons per year, including table salt - 1.3 - 1.4 million tons per year. The main consumer of salt is the chemical industry, road construction and the oil and gas sector; the food industry accounts for up to 20 percent of the total volume of salt consumed.

Power Russian companies salt production is more than 12 million tons per year, the volume of salt production and sales is 2.6 - 2.8 million tons per year, or about 60 percent of the total market capacity. At the same time, the share of Russian companies is decreasing from year to year, and the load on main production facilities is about 20 percent.

A limiting factor in salt production for Russian producers is the high cost of transportation when transporting it to the end consumer.

Given the relative stability of the overall volume of the Russian salt market, a significant change is observed in its structure. With a decrease in Russian production, salt imports are growing, which increased 1.3 times compared to 2005.

To satisfy the needs of consumers and the market as fully as possible, work is constantly being carried out to optimize the range of products, improve consumer properties, as well as introduce new types of packaging. Russian manufacturers are actively doing a lot of work to improve the nation's health and prevent iodine deficiency diseases by producing iodized salt.

To meet the salt needs of livestock, methods are being developed to produce more durable salt briquettes. The range of nutrients and medicinal preparations added to salt briquettes has been expanded. An important direction in the development of the salt market is the development of the production of pharmacopoeial salt, which is currently completely imported into Russia from abroad.

In order to increase the competitiveness of the industry, profitability of production, product quality and ensure the necessary utilization of production capacity, it is planned to carry out reconstruction and modernization at 5 existing salt production plants based on new technological lines and packaging equipment.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the reconstruction and modernization of 3 existing salt production plants using modern technological lines and packaging equipment.

The total investment volume will be 7,400 million rubles, of which the organizations' own funds will be 2,200 million rubles, borrowed funds will be 5,200 million rubles.

As a result, by the end of 2016, the production of table salt will increase to 1,200 thousand tons.

Production of food products to provide nutrition to certain categories of the population

Production of food products to provide nutrition for preschool and school age, students of secondary and higher educational institutions, military personnel, citizens in institutions for social protection of the population, healthcare, the Federal Penitentiary Service (hereinafter referred to as organized groups), is a specialized area of the food industry.

The total population of food consumers in organized groups is quite stable and is estimated at 70 million people, including more than 5 million people - children from low-income families.

The potential volume of trade turnover of food products for feeding organized groups is approximately 1 trillion. rubles per year with the consumption of about 18 million tons of agricultural raw materials.

For the agro-industrial complex of the Russian Federation, providing food to organized groups is an important direction in creating sustainable demand for safe food raw materials and food products of Russian production; for entrepreneurs, it creates sustainable economic incentives necessary for the influx of capital in order to form new system production, processing, supply and sale of agricultural raw materials and finished products.

The main goals for the development of this area are:

increasing the supply of food products to organized groups through the introduction of modern energy-efficient technologies in food industry organizations for the production of balanced diets;

increasing the production of balanced nutrition for organized teams.

To achieve these goals, it is necessary to solve the following tasks:

creation of factories for the production of semi-finished products of varying degrees of readiness and ready-made dishes;

creation of production and logistics centers for the acquisition and delivery of food rations to organizations that provide food to organized groups;

carrying out reconstruction and technical re-equipment of facilities for the production of certain types of food products with specified properties at existing food industry enterprises, including for baby food;

ensuring industrial production of semi-finished products of varying degrees of readiness and ready-made meals for organized groups.

As a result of the implementation of the assigned tasks, the following will be ensured:

increase in capacity for the production of balanced nutrition on an industrial basis to provide organized groups with up to 500 thousand tons per year;

an increase in the production of semi-finished products of varying degrees of readiness, ready-made meals and certain types of food products with specified properties by 5.9 percent;

commissioning of up to 40 plants for the production of semi-finished products of varying degrees of readiness and ready-made meals;

commissioning of up to 55 production and logistics centers for the acquisition and delivery of food rations to organizations providing food to organized groups.

The implementation of the Strategy for the medium term (2013 - 2016) provides for the construction of up to 10 plants for the production of semi-finished and ready-made meals and up to 12 production and logistics centers using modern technological lines in the Leningrad, Moscow and Tambov regions, Krasnodar Territory and the Republic of Mordovia.

The total investment volume will be 16,355 million rubles, of which the organizations' own funds will be 4,907 million rubles, borrowed funds will be 11,448 million rubles.

As a result, by the end of 2016, the production of ready-made meals and semi-finished products to provide food for organized groups at the newly introduced facilities will amount to 300 thousand tons.

VI. Regional development of food and processing industries

For a country like Russia, which has large territories, different natural and climatic conditions and a heterogeneous demographic composition, it is necessary to take into account the factor of spatial development. Spatial development involves taking into account both vertical (center-regions) and horizontal interregional economic, social and industrial economic relations. The search for sustainable integrity in the presence of the regional diversity of Russia and the increasing unequal impact of globalization on different territories of the country acts as a non-alternative imperative.

The nature of the location of food and processing industry organizations will be influenced by the factor of heterogeneity and unevenness of the socio-economic development of the country's territory, taking into account the high differentiation in population density and the resulting different levels of development of agricultural production and food production across territories. Income levels vary social categories citizens differ significantly across territories, which, through demand in the food market, affects the volume of food production. Spatial heterogeneity should not lead to the emergence of depressed areas and disruption of the sustainable supply of food products to the population.

The implementation of regional policy will make it possible to form an extensive transport network that will ensure a high level of interregional integration and territorial mobility of the population, and timely delivery of food to remote areas of the country.

The balanced territorial development of the Russian Federation is focused on ensuring conditions that allow each region to have the necessary and sufficient resources to ensure decent living conditions for citizens, integrated development and increasing the competitiveness of regional economies, taking into account the development of the food and processing industries.

The territorial distribution of the main sectors of the food and processing industry will not undergo significant changes in the foreseeable future. Historically, this system was built taking into account the demographic development of the country's regions and the availability of raw materials for the food and processing industries. It is taking into account these main factors that the further development of the food and processing industries will take place.

At the same time, we cannot exclude scenarios in which individual sub-sectors focused on the development of new types of products using nano- and biotechnologies will develop in large metropolitan areas that have great scientific potential and a sufficient market for these products.

In the European part of the country, where more than 80 percent of the population lives, positive dynamics in the development of investment processes for new construction, reconstruction and technical re-equipment of food and processing industry organizations will be ensured.

The development of the agro-industrial complex of the constituent entities of the Russian Federation, whose territories are located in the Central Black Earth region, is associated primarily with the use of its main competitive advantage - fertile lands, as well as with the use of advanced technologies Agriculture and modernization of agricultural processing industries.

In the Central Black Earth region, industries producing socially significant food products will receive further development. Large-scale investments are expected to be directed to the modernization and new construction of sugar factories in the Lipetsk, Tambov and Ryazan regions, with a unit capacity of 8 - 9 thousand tons of beet processing per day.

The active development of livestock farming will be accompanied by the construction of modern production facilities for primary slaughter of livestock with a capacity of 100 tons of meat per shift, as well as the technical re-equipment of existing capacities of the meat industry. An important area is the new construction of milk processing plants for 200 - 500 tons of milk processing per day in areas located in close proximity to livestock complexes.

A promising direction of development will be industrial production fruit and vegetable products, their processing using modern fast freezing technologies. This trend has become widespread abroad, and Russia imports such products in large quantities.

The development of the North-Western region is determined by the economic and innovative potential of St. Petersburg, access to the most important sea communications.

The presence of large cities in this region will create conditions for the development of markets for the meat, fish and dairy industries, the supply of products to which must be ensured by Russian producers. In the Vologda region it is planned to build a dairy plant with a capacity of 400 tons of milk processing per day with the production of milk powder.

The development of the southern regions of Russia is based on the use of competitive advantages - the most favorable natural and climatic conditions for agriculture, high recreational potential, transit coastal location, as well as significant demographic resources. However, the predominance of sectors with low labor productivity in the economic structure of most regions requires innovative development.

In the Stavropol Territory, a significant increase in gross beet production will require the construction of a new sugar factory. Increasing soybean production in the Krasnodar Territory will require the construction of plants for its processing with the production of vegetable oil and soybean meal for the production of animal feed.

In coastal and mountainous regions with high natural and recreational potential (the Republic of Dagestan, the Kabardino-Balkarian Republic, the Karachay-Cherkess Republic, the Krasnodar Territory and the Stavropol Territory), it is necessary to concentrate efforts on the priority development of agricultural tourism, winemaking and the fruit and berry subcomplex.

In regions with potential for the development of processing industries (Astrakhan, Volgograd and Rostov regions), economic development is aimed at introducing new technology and technologies for the production of products with high added value. At the same time, the research and educational potential of large urban agglomerations in the south of the Rostov region and the Krasnodar Territory creates the basis for the development of highly productive sectors of the new economy and biotechnologies. In these regions, production and industrial processing of fruits and vegetables will be actively developed. In the Rostov region, it is planned to build a large modern plant for the primary processing of pigs with a total capacity of 1 million heads per year.

The economic development of the Volga Federal District will be based on the modernization of the large industrial potential of the region and the new construction of production facilities in the food and processing industries. On the territory of this district it is planned to further develop the dairy industry with the production of a wide range of whole milk products, butter and cheeses. Construction modern enterprises with daily milk processing of 400 - 500 tons is possible in the Republic of Bashkortostan, the Republic of Tatarstan and the Udmurt Republic, as well as in the Kirov region.

Development of the food and processing industry in the regions of Siberia and Far East will largely depend on government policy to stimulate population growth in these territories and use the huge potential opportunities for the development of the fisheries complex, agricultural production and processing in order to export agricultural products and fish processing products to the markets of the Asia-Pacific region.

The development of this area will occur through the modernization of existing facilities and the new construction of dairy and cheese factories in the Altai Territory. The implementation of regional livestock development programs will be accompanied by the construction of production facilities for the primary processing of livestock.

Altai region has huge potential for the production of grain and flour and cereal products, which can be successfully exported to the Asia-Pacific free trade area.

In a number of regions of the Far East, programs to increase the volume of soybean cultivation are being successfully implemented, which requires the creation of modern production facilities in the Amur region.

The creation of a modern transport infrastructure will make it possible in the foreseeable future to ensure the delivery of food products from the Asia-Pacific region to the territory of the Urals, thereby increasing the sustainability of the food supply of the population.

The creation of successfully functioning markets and regulatory institutions, as well as storage, transportation and distribution systems using innovative technologies, will facilitate the timely delivery of quality products to consumers.

The presence of large resource potential in this part of the country and its development will require the creation of a favorable investment climate to attract investments in the creation of a modern processing base, including agricultural raw materials (soybeans).

VII. Time frames and stages of implementation of the Strategy

Taking into account the large contribution of the food and processing industry to the country's economy and the solution of demographic problems, government support should be optimized taking into account the macroeconomic indicators of the country's development. The transition to an innovative type of development involves the inclusion of new factors of economic growth that meet the challenges of the long-term period. The action of these factors will ensure that the Russian food and processing industry enters a sustainable growth trajectory in the range of 3.5 - 5 percent per year.

The peculiarity of the transition to an innovative type of development is to achieve, in conditions of global competition, the level of developed countries in terms of production efficiency indicators, which is possible in the conditions of modernization of the technical base of industry, priority development of industries focused on the production of socially significant food products, ensuring the rapid development of industries that allow realize Russian competitive advantages to the maximum extent. This approach requires the implementation of a set of transformations interconnected in terms of resources, timing and stages.

The innovative development of the food and processing industry in 2013 - 2020 is expected to be carried out in 2 stages, determined by the development of the agro-industrial complex and the possibility of attracting investments in industrial modernization, as well as the allocation of budget funds for research and development work.

The sequence of tasks to be solved will be determined by a number of factors influencing the development of industrial sectors. In the medium term, the main factors include:

formation of the Customs Union and the Eurasian Economic Community (EurAsEC);

Russia's entry into the World trade organization and related further liberalization of the agri-food market;

budget restrictions on providing government support to food and processing industries;

tightening control over compliance with security requirements environment;

the expected new technological innovation wave in the leading countries of the world, associated with the introduction of new technologies that make it possible to use non-traditional types of raw materials in processing and produce products with given parameters.

Under these conditions, in the first 4 years (2013 - 2016), the following tasks should be solved:

expanding the competitive advantages of fast-paying sectors of the food and processing industry that produce socially significant products and require large capital expenditures;

creating a favorable investment climate to attract third-party investments and establish cooperation in making mutual investments within the EurAsEC, forming economic institutions that stimulate business and investment activity;

harmonization of legislative and law enforcement practices with the countries of the EurAsEC, standards of individual countries with international standards of the ISO series, development of standards in the field of environmental protection;

creation of an effective system for recycling production and consumption waste;

providing a system for training mid- and lower-level personnel capable of managing modern technological processes.

Solving these problems will create the basis for beginning the transition to a new technological structure using resource-saving bio- and nanotechnologies, expanding the diversification of production and complying with the new requirements of the legislation of the Russian Federation in the field of ecology.

At this second stage (2017 - 2020), the following tasks will be solved:

introduction of innovative technologies in all sectors of the food and processing industry, solving the problem of their staffing;

further integration of science, education and business;

expanding the positions of Russian companies in global food markets, thereby creating the necessary conditions for economic growth;

ensuring intensive technical modernization of production based on resource-saving, environmentally friendly technologies;

reducing territorial differentiation in the consumption of basic food products and bringing consumption to the level of rational standards.

By 2020, the accumulated potential of technology and investment, corresponding to industrialized countries, will determine the continuation of trends sustainable development food and processing industries based on the innovative vector of development as the main driving force of economic growth.

VIII. Organizational and economic mechanism for implementing the Strategy

The organizational and economic mechanism for implementing the Strategy determines the composition of its implementers, the forms of their interaction with each other, and a set of measures of a regulatory, legal and economic nature aimed at solving the assigned tasks.

The implementation of the Strategy is ensured by:

federal executive authorities, executive authorities of constituent entities of the Russian Federation and local governments;

individual medium and large processing organizations, integrated formations engaged in processing products, as well as organizations engaged in small-scale processing;

public non-profit organizations(industry unions, associations and associations);

transport organizations, storage organizations, financial and information support;

research and development organizations, higher and middle educational establishments, scientific and production associations, consulting companies and etc.

The economic mechanism for implementing the Strategy is based on price, financial, credit, tax and customs and tariff policies determined by the existing regulatory framework.

The need to transition to an innovative type of development requires the creation of conditions at all levels of management for:

functioning of organizations involved in the development and implementation of innovative projects;

carrying out the activities of various financial institutions and individuals investing in innovative projects for modernizing the existing production and technical base and producing new generation products;

implementation of innovative technologies (bio- and nanotechnologies, resource-saving and environmentally friendly technologies) by manufacturers in organizations.

IX. Scientific support for the development of the food and processing industry

The successful implementation of the objectives set in the Strategy depends on ensuring the sustainable development of the food and processing industry based on knowledge-intensive approaches and innovative solutions.

The main directions in this area are:

development of fundamentally new technologies and equipment that ensure deep, complex, energy- and resource-saving processing of agricultural raw materials based on modern physical-chemical and electrophysical methods (including membrane, extrusion-hydrolytic, hyperbaric, cavitation and biotechnological methods) to create environmentally friendly production socially significant food and feed products with various functional properties;

creation, based on the latest achievements of genetics, microbiology, nanotechnology and computer science, modern principles of food combinatorics, technologies for the production of qualitatively new, import-substituting food products with a targeted change in composition and properties, using nano- and microcapsules for targeted delivery of biologically active substances into consumer products for various age groups of the population, products for therapeutic and prophylactic purposes;

improvement of biotechnological processes for processing agricultural raw materials, obtaining new types of products of increased nutritional and biological value using highly active recombinant and mutant strains and consortia of microorganisms - producers of enzymes, essential amino acids, bacteriocins, vitamins and other biologically active substances;

creation of biocatalytic and biosynthetic production technologies functional products nutrition using biologically active additives with immunomodulatory, antioxidant and biocorrective effects, pre- and probiotics to prevent various diseases and strengthen the body’s protective functions, reduce the risk of exposure to harmful substances, including for the population living in areas of environmental distress;

development scientific foundations intravital formation of specified qualitative and functional characteristics of raw materials of animal and plant origin in order to create differentiated technologies for their processing and storage to ensure stable quality, storage capacity and minimize losses of target products;

development of an integrated system for monitoring, management, control, traceability of the safety and quality of raw materials and finished products at all stages, including production, storage, transportation and sales;

use of waste from the main production of industrial processed products as secondary raw materials.

For the purpose of innovative development of the food and processing industry, it is necessary to create a multi-level system of training and retraining of personnel based on the integration of the scientific and educational potential of research institutions.

X. Risks of implementing the Strategy

The implementation of the Strategy may be hampered by a number of significant factors that must be foreseen and their possible negative consequences minimized. These factors can be grouped into risk groups, among which are:

agro environmental risks;

macroeconomic risks at the country level (political, social, foreign trade, market conditions);

micro-risks at the level of individual manufacturers.

Agroecological risks can impact the processing industries through a reduction in volumes and a decrease in the quality of agricultural raw materials supplied for processing due to unfavorable weather and climatic conditions, as well as natural and man-made emergencies. Risks in livestock farming (bird and swine flu, African swine fever, mad cow disease, foot-and-mouth disease, etc.) and the associated slaughter of a large number of livestock and poultry with subsequent disposal of carcasses should also be included in this group.

This will entail a reduction in the volume of food products and the use of production capacities of processing enterprises, create a food shortage in the domestic market, reduce or ban exports and violate obligations export contracts, increasing imports of raw materials and food.

Reducing these risks requires increasing the intensity of the crop and livestock industries (since their level of development is associated with the sustainability of agricultural production), as well as creating and maintaining the required volume of carry-over stocks of agricultural raw materials and finished food (grain, cereals, milk powder, animal oil, cheeses, canned goods, etc.), which, in turn, requires the availability of the necessary containers for their storage.

Macroeconomic risks are associated with the growth rate of the Russian economy and household incomes, tariff and customs, exchange rate and foreign trade policies, increased competition in the global market, etc. These risks can be divided into external and internal.

The main external risks include trade and economic risks caused by liberalization foreign economic activity, the expansion in a number of countries of the scale of protectionism, the possibility of introducing restrictions on agricultural policy measures, including domestic support for agriculture, tariff quotas and the level of customs duties. These risks will especially intensify in connection with Russia's accession to the World Trade Organization.

Reducing such risks should be associated with increasing incomes of the population, which will allow them to purchase more expensive and high-quality products.

This group of risks also includes competition from Kazakhstan, Belarus and Ukraine, which enter the foreign market independently and compete with each other, which does not allow each of these countries to resist competition from developed foreign countries. Reducing this risk will be facilitated by the rapid achievement of consistency in their foreign trade policies within the framework of the EurAsEC.

A trade and economic risk for the implementation of the Strategy is the continued volume of imports of raw materials and finished food into Russia from non-CIS countries. World food prices have a steady upward trend, which will lead to an increase in the cost of importing a unit of product and an increase in its price on the domestic market.

The global financial crisis clearly showed the negative consequences of currency risk for the processing industry. It manifested itself when borrowing credit resources from domestic and international financial institutions through increasing fees for their use and reducing the volume of investments.

Among internal macroeconomic risks, the most serious may be social, technological and institutional risks.

Social risk is associated with rising food prices, lagging behind in the growth of per capita income of the population, a decrease in its purchasing power, and the persistence of a high gap between different social groups population in terms of economic accessibility of food.

Reducing this risk should first of all consist of providing assistance to Russian commodity producers in increasing and sustainable production of agricultural products, in the formation of organized distribution networks for promoting products “from field to counter”, in regulating trading activities, which will help reduce the cost of agricultural raw materials and distribution costs and food prices.

The second direction to reduce this risk should be the creation of a system of guaranteed consumer access to food at affordable prices. This can be done through various shapes social assistance vulnerable segments of the population, which will be facilitated by the development of industrial food production to provide food for organized groups.

A technological risk includes the high dependence of the modernization of processing organizations on the supply of imported equipment. In almost all industries, updating the technological base of production relies primarily on the import of technologies, rather than on Russian developments.

If this situation persists, changes in political, trade and economic policies may become a significant factor in restraining this process and will keep the country lagging behind developed countries in the level of technical development, which is especially dangerous due to the objective need to transition to an innovative type of development.

Reducing technological risk and introducing innovations into production may be hampered by weak scientific, methodological and development support for developments to create innovative technologies and equipment, new food products, etc., which requires an increase in the level of funding for research, development and implementation activities in sphere of agro-industrial production.

Institutional risk is expressed in insufficient perfection legislative framework on the regulation of the agri-food market and the relationship between its economic entities, the lack of harmonization of Russian and international food safety requirements.

Micro-risks at the level of individual manufacturers are associated with the impossibility of updating the material and technical base to modernize production due to the lack of the necessary own financial resources. Suffice it to say that in 2010, every fourth organization in the food and processing industry was unprofitable, and average level profitability for the entire industry was 12.2 percent. This does not allow them to introduce resource-energy-saving technologies, achieve the required depth of processing of raw materials, solve environmental problems related to environmental protection, and enter the foreign market with competitive products.

The risk for each individual manufacturer may be a shortage qualified personnel, especially middle management, which will limit the possibility of introducing innovative technologies into production, as well as environmental risks caused by unfavorable climatic conditions, as well as the consequences of natural and man-made emergencies.

XI. Sources of financing

Currently, state support for food and processing industry organizations is carried out in accordance with the State Program for 2008 - 2012 and is expressed in the provision of subsidies to organizations of the agro-industrial complex, regardless of their organizational and legal form, from the federal budget to reimburse part of the cost of paying interest on loans received on the:

purchase of agricultural raw materials for primary and industrial processing;

construction, reconstruction and modernization of storage facilities for potatoes, vegetables and fruits, meat slaughterhouses, points for receiving or primary processing of farm animals and milk, including refrigeration processing and storage of meat and dairy products;

construction of facilities for deep processing of high-protein agricultural crops;

acquisition of technological equipment for primary processing of farm animals and milk;

acquisition of equipment for refrigeration processing and storage of the meat and dairy industries during primary processing of agricultural raw materials;

purchase of equipment for primary processing of flax raw materials;

construction, reconstruction and modernization of sugar factories.

Financial resources for implementing the provisions of the Strategy will consist of funds from private investors and bank loans.

XII. Monitoring and control of the implementation of the Strategy

Integrated management of the implementation of the Strategy is carried out by the Ministry of Agriculture of the Russian Federation, which:

determines the most effective forms and procedures for organizing work to implement the Strategy;

coordinates the volume of financing for the next financial year and for the entire period of implementation of the Strategy;

coordinates the work of those implementing the Strategy’s activities;

determines priorities, takes measures to attract funds from extra-budgetary sources to finance the Strategy;

ensures control over the implementation of the Strategy, including the effective and targeted use of allocated financial resources, the quality of the Strategy’s activities, and the fulfillment of deadlines for their implementation;

collects reports on the progress of implementation of the Strategy's activities, prepares and, in accordance with the established procedure, submits information on their implementation to the Government of the Russian Federation.

It is advisable to assess the effectiveness of the implementation of the Strategy’s measures based on the use of target indicators that allow monitoring the dynamics of development of food industry sectors throughout the entire period of implementation of the Strategy.

Appendix No. 1
to the development of food and
processing industry

until 2020

Indicators of development of the food and processing industry

	year 2013	year 2014	2015	2016	2017	2018	2019	2020
I. Flour and cereal industry
Flour production (thousand tons)	10020	10060	10080	10100	10150	10200	10250	10300
Cereal production (thousand tons)	1295	1340	1350	1360	1370	1380	1390	1400
II. Bakery industry
Fixed assets renewal rate (percent)	11,5	11,7	12	12,2	12,5	13	14	15
Production of dietary and micronutrient-enriched bakery products (thousand tons)	105	110	120	130	150	200	250	300
III. Sugar industry
Sugar production (million tons)	4,4	4,5	4,6	4,7	4,8	5,2	5,3	5,4
Equivalent fuel consumption (percent)	4,7	4,6	4,4	4,2	4,1	4	3,8	3,7
IV. Dairy industry
Production of whole milk products (million tons)	11,5	11,8	12,2	12,5	12,8	13	13,2	13,5
Production of cheeses and cheese products (thousand tons)	522	522	527	529	531	536	541	546
Production of butter (thousand tons)	264	264	265	267	270	273	276	280
V. Meat industry
Increase in capacity for livestock slaughter and its primary processing (thousand tons of meat on bones per year)	266	301	364	259	259	259	249	210
VI. Fruit and vegetable canning industry
Production of canned fruits and vegetables (mub) - total	9485	9773	10064	10372	10659	10963	11276	11597
including:
canned tomatoes	1020	1083	1113	1143	1148	1160	1173	1185
canned vegetables	1019	1021	1052	1093	1131	1171	1212	1255
canned fruit (including juices)	7446	7669	7899	8136	8380	8632	8891	9157
VII. Oil and fat industry
Sunflower oil production (thousand tons)	3000	3040	3080	3120	3170	3200	3260	3300
Soybean oil production (thousand tons)	259	291	328	371	375	390	400	423
Production of oilseed cakes and meal of all types (thousand tons)	4706	4849	5018	5122	5239	5317	5460	5564
VIII. Confectionery industry
Production of confectionery products (thousand tons)	2955	2965	2974	3005	3040	3065	3100	3175
IX. Starch industry
Starch production (thousand tons)	180	190	220	230	250	260	280	320
Production of sugar products (thousand tons)	560	650	720	790	840	900	950	1000
X. Salt industry
Table salt (extraction) (thousand tons)	1150	1170	1185	1200	1220	1240	1260	1290
XI. Production of food products to provide food for organized groups
Production of ready-made meals and semi-finished products to provide food for organized groups at newly commissioned facilities (thousand tons)	100	175	250	300	350	400	450	500
XII. Fish processing industry
Production of fish and fish products, processed and canned (thousand tons)	3886	4032	4200	4345	4450	4590	4826	5255
Average per capita consumption of fishery products (kg)	23	24	24,5	25	25,3	26,2	27,1	28
Share of Russian food fish products on the domestic market (percent)	80,1	80,5	81	81,5	82	83	84	85
Index of production of food products, including beverages, and tobacco (percentage)	103	103,1	103,5	104,1	104	104,1	104,3	104,3

______________________________

*Based on household survey.

Appendix No. 2
to the development of food and
processing industry
Russian Federation for the period
until 2020

Volumes of investments in the development of a number of sectors of the food and processing industry

(million rubles)

	2013-2020 - total	Including
	2013-2020 - total	year 2013	year 2014	2015	2016	2017	2018	2019	2020
Flour and cereal industry	18360	1628	1978	2399	2448	2779	2186	2489	2455
Bakery industry	98232	10608	10800	11016	11304	12672	13128	14328	14376
Sugar industry	136700	17600	18600	20300	18800	13100	15800	15900	16600
Dairy industry	99700	12078	12141	11688	11585	12672	12788	13172	13576
Meat industry	99150	14300	14200	14900	11000	11350	11100	11500	10800
Fruit and vegetable canning industry	27110	3200	3260	3300	3500	3250	3430	3530	3640
Oil and fat industry	98000	13060	13660	8860	12000	14800	12000	12020	11600
Confectionery industry	79900	8500	8900	9200	9700	10400	10900	11000	11300
Starch industry	25600	2500	2800	3000	3200	3300	3400	3600	3800
Salt industry	16300	1500	1800	2000	2100	2150	2200	2250	2300
Fishing industry	36856	3386	3592	3960	4389	4784	5169	5638	5938
Production of food products to provide food for organized groups	41918	1873	2745	5374	6363	6363	6400	6400	6400
Total	777826	90233	94476	95997	96389	97620	98501	101827	102785
Index of physical volume of investments in fixed capital of food industry sectors (percent)		103,1	102,7	101,8	102	101,2	100,9	101,3	102,2

Document overview

The Strategy for the Development of the Food and Processing Industry of Russia for the period until 2020 was approved.

The goal of this industry is to ensure a guaranteed and sustainable supply of safe and high-quality food to the country's population.

The state of the industry is analyzed, its main systemic problems and ways to solve them are identified. Goals, objectives and time frames for implementing the strategy have been determined.

Thus, by 2020 it is planned to implement more than 50 investment projects, including the construction of enterprises for the production of canned fruits and vegetables, bottling juices, drying and freezing vegetables. By the end of 2016, the production of canned fruits and vegetables should increase to 10,372 mb, canned tomatoes - 1,143 mb, canned fruit (including juices) - to 8,136 mb.

As part of the development of the oil and fat industry in the Southern Federal District and Volga Federal District, it is planned to build 2 new oil production plants with a total capacity of 3 thousand tons of seed processing per day and reconstruct 12 existing ones.

Certain types of production and technological flows of the confectionery industry will be re-equipped with equipment that will allow them to produce products of high, stable quality at the lowest cost. It is planned to build 5 confectionery factories with a capacity of 30-75 thousand tons of products per year and reconstruct and modernize 86 more.

To develop food production to provide nutrition to certain categories of the population, the following is necessary. Increase the production of semi-finished products of varying degrees of readiness, ready-made meals and certain types of food products with specified properties by 5.9%. Put into operation up to 40 plants for the production of semi-finished products of varying degrees of readiness and ready-made dishes.

increase food production by 1.4 times with an average annual growth rate of 3.5-5% compared to 2010. The projected volumes of production of agricultural products and food products for most of their types will make it possible (taking into account permissible imports) to provide nutrition to the country's population in accordance with rational standards of food consumption.

The implementation of the main provisions of the Strategy requires the creation of the necessary conditions for the technical re-equipment of industry and the formation of a new technological structure. And in this context, the development of innovative technologies and modern types of equipment becomes an indispensable imperative for achieving the set goals.

The main direction of industrial development should be the rational use of all types of agricultural resources subject to storage and industrial processing at food industry enterprises. The solution to this problem occupies a central place in the basic documents adopted by the government on the development of the agro-industrial complex. And the sustainable supply of safe and high-quality food to the population, as well as the level of competitiveness of the food and processing industries, will largely depend on how successfully it will be resolved under the conditions of the country’s membership in the Customs Union and the WTO.

In the modern economy, to accelerate the innovative development of industrial sectors, various principles of organizing interaction between business, science and the state are used to increase the competitiveness of national producers. One of the forms that has become widespread in industrialized countries and based on the principles of public-private partnership is the development of technological platforms such as effective tool increasing coordination and stimulating interaction between various industries and the research and development sector, creating additional incentives for business representatives to invest in the development of innovation.

Technological platform “Competitive food products: technologies for storing and processing agricultural products 2013-2030 in the conditions of the WTO” (Storage and processing - 2030), developed by the Moscow state university technology and management named after K.P. Razumovsky together with the Department of Storage and Transfer

work on agricultural products of the Russian Academy of Agricultural Sciences is aimed at solving precisely these priority tasks.

The implementation of technological platform programs will be achieved on the basis of the development of modern technologies for storage and industrial processing of agricultural products, the creation of modern infrastructure and logistics for delivering food to consumers, the development of a national quality control system based on the traceability of raw materials and food - this is the strategic reserve that Russia is obliged to use in the conditions growing threats and challenges from global agri-food markets.

Today Russia is losing its domestic market to foreign companies in a number of positions, not because we lack certain types of agricultural raw materials. The fact is that our technologies are often inferior to our competitors in terms of the depth of processing of raw materials, energy costs, infrastructure development and logistics for the distribution of finished products.

Taken together, these factors negatively affect the volume of finished products, their quality, range and prices. At the same time, the price range imported goods taking into account the protectionist measures of exporting countries, provides them with competitive advantage compared to Russian producers in the domestic food market.

Innovative storage and distribution systems, industrial processing technologies and modern types of equipment included in the Technological Platform programs will allow us to comprehensively conduct industrial processing of agricultural raw materials, achieving maximum economic effect. It is through this that we can ensure a dominant position for Russian producers in the country’s agricultural and food market.

The transfer of industries producing socially important food products (flour, cereals and bakery products, meat and dairy products, sugar, fat and oil and fruit and vegetable products) to a zone of high profitability will create economic prerequisites for working on the principles of expanded reproduction. And this is a necessary condition for diversifying the economy and increasing its competitiveness.

The objective need to develop a technology platform is due to a number of reasons.

Firstly, currently the volumes of production of raw materials and food in Russia are insufficient to cover domestic needs, this forces the import of missing resources in large volumes and, as a result, import dependence increases. In 2011, food imports reached $42 billion. In the structure of imports, the largest share of products belongs to the meat and dairy industries. IN in value terms it amounted to $9.8 billion (25% of total imports). According to preliminary results, imports in 2012 exceeded $50 billion.

The second important factor is that against the background high level imports, our country is losing produced agricultural and food resources due to the lack of modern storage systems for raw materials and finished products. The fact is that at present in Russia at least 180 million tons of food are required to be stored, including more than 90 million tons using artificial cold, half of which is processed with cold.

The lack of modern storage systems, taking into account their territorial location, leads to significant losses of both raw materials and food when moving them “from field to counter.” In value terms, losses, according to expert estimates from specialists, are estimated at 84-90 billion rubles. (Table 1).

The scale of agricultural production as a key factor in ensuring the viability of the country and its sovereignty requires the creation of modern technologies and equipment for its timely processing with minimal losses. Today, the annual volumes of processed raw materials are about 100 million tons; by 2020 they will exceed 130 million tons (Table 2).

The use of outdated technologies and equipment at many industrial enterprises generates a large volume of secondary resources, which are often not involved in economic circulation and are discharged into the environment, disturbing the ecology in the regions where the enterprises operate (Table 3). The annual volumes of obtained secondary resources exceed 30 million tons.

Fundamental changes in the external environment associated with Russia’s accession to the WTO and the formation of the Eurasian Economic Space create fundamentally new conditions for the functioning of the agri-food market and other competitive conditions for Russian food producers, especially in industries that produce socially significant goods.

washed food products. Imperfect technologies, outdated types of equipment at many industrial enterprises, and undeveloped commodity distribution infrastructure will hinder the economic growth of industry. As a result, the struggle for the domestic food market with transnational corporations will intensify (Fig. 1).

Maintaining a dominant position in important segments of the food market, which determine the country's food security, lies in the plane of technological modernization of the industrial production base, new forms of organization and production management. The creation of a new technological structure in industry on an innovative basis will ensure comprehensive and waste-free processing of raw materials and solve environmental protection issues.

When developing the technological platform, basic documents were used to create the necessary socio-economic and institutional conditions for the implementation of program activities of the platform.

The main goals for creating a technology platform:

Combining the efforts of business, education, science, government, industry unions and associations to transfer to an innovative model of industrial development in order to create and implement competitive, energy- and resource-saving and environmentally friendly technologies for storing and processing agricultural products in the WTO environment.

Key problems solved by the technology platform:

Creation modern system storage and processing of agricultural products, infrastructure and logistics for delivering products to the consumer;

Development of innovative technologies and energy-saving equipment to modernize industry and increase the competitiveness of national manufacturers;

Ensuring the safety and quality of agricultural raw materials and food products;

Production of a new generation of environmentally friendly food products that ensure a rational consumption pattern;

Stimulating research and development, supporting scientific and technical activities,

Improving legal regulation in the food and processing industry.

Annual losses of raw materials and food

Table 1 on the way to the consumer

Types of storage of raw materials Annual production volumes, million tons Physical losses, % of procurement Economic losses, billion rubles

Part-time work, storage and transshipment of grain 90.0-93.0 to 10 24.0-26.0

Part-time processing, storage and transportation of oil seeds 8.0-9.0 to 6.0 6.0-6.5

Part-time processing, storage and transportation of sugar beets 28.0-35.0 to 11.0 5.0-7.0

Slaughter of livestock and primary processing and storage of meat 6.0-6.5 to 8.0 24.0-25.0

Primary processing and storage of milk 31.0-32.0 to 4.0 9.5-11.0

Vegetables 12.5-13.0 to 30.0 4.0-5.5

Fruits, berries 4.5-5.0 to 35.0 4.5-5.5

Potatoes 27.0-28.0 to 30.0 4.5-5.0

table 2

Annual volumes of agricultural raw materials (for industrial processing) required to achieve the criteria for food security in Russia, million tons

Agricultural raw materials 2011 2020

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IVANOVA VALENTINA NIKOLAEVNA, SERYOGIN SERGEY NIKOLAEVICH - 2014

PRINCIPLES AND FEATURES OF THE TERRITORIAL LOCATION OF THE PRODUCTION BASE OF THE FOOD INDUSTRY OF RUSSIA

KASHIRINA OLGA NIKOLAEVNA, KOLONCHIN KIRILL VIKTOROVICH, SEREGIN SERGEY NIKOLAEVICH - 2012

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V. Industry target programs and a set of supporting measures to solve problems

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Bakery industry

Fish processing industry

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Dairy industry

Meat industry

Fruit and vegetable canning industry

Oil and fat industry

Confectionery industry

Starch industry

Salt industry

Production of food products to provide nutrition to certain categories of the population

VI. Regional development of food and processing industries

VII. Time frames and stages of implementation of the Strategy

VIII. Organizational and economic mechanism for implementing the Strategy

IX. Scientific support for the development of the food and processing industry

X. Risks of implementing the Strategy

XI. Sources of financing

XII. Monitoring and control of the implementation of the Strategy

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Document overview