Mission Statement

Russian Helicopters is focused on maintaining its leading position in the Russian helicopter industry and further strengthening its position in the global helicopter market with the goal of achieving market shares of at least 15% worldwide and up to 90% domestically by 2020. In order to achieve these objectives, and to ensure significant value for its shareholders, the company has developed the following strategies:

Our mid-term aim is to maintain our products’ competitive advantages based on the extension of proven technologies and existing platforms, such as the modernized Mi-171A2, Mi-26T2 and Ka-226T, as well as the development of new models such as the Mi-38 and Ka-62. We believe this approach helps to reduce the extent of technology risk in developing new programmes.

Our long-term product developments are aimed at enhancing competitiveness and include new advanced high-speed, advanced ultra-heavy and advanced light helicopters, as well as unmanned aircraft systems.

According to our estimates, our installed helicopter base consists of more than 8,500 units globally, and servicing them represents a significant business opportunity. To this end we plan to:

Develop spare parts logistics by opening seven logistics hubs, open pilot service centres to strengthen our service presence in key growth markets (e.g. India, China, Latin America);

Progressive certification and modernisation of third-party service centres to obtain greater value from the aftermarket cycle;

Arrange framework agreements with certified third party service centres to increase the share of spare parts sourced directly from Russian Helicopters and our suppliers; and

Offer integrated full-cycle services package to helicopter operators.

We will target growth in international markets by maintaining a regional presence through a network of representative offices, with employees specialising in the sale of Russian Helicopters models.

We are implementing a comprehensive facility upgrade programme designed to improve the efficiency of our production process. Planned upgrades include equipment refurbishment, improvements to IT design capabilities, production management systems, and engineering data management systems. We are also introducing lean technologies with the goal of increasing energy efficiency, minimizing environmental impact, optimising headcount, increasing employee productivity and decreasing overall costs.

We are implementing a 10-year industrial restructuring programme, which presently envisages the operation of five assembly facilities and two “centres of excellence”. Currently we are restructuring our research and development and testing organisation by combining the capacities of the renowned Mil and Kamov design bureaus into a single research and design complex located at Tomilino, near Moscow.

Strategy