The Russian Far East

Strategic Priorities for Sustainable Development

Sergey Darkin, Vladimir Kvint

• Publisher: Apple Academic Press
• Year: 2017
• eBook ISBN: 9781315341828
• Edition: 1
• Topic: Economics
• Subtopic: Government & Business
• Index: Economics

The Russian Far East is one of the most strategically important regions of Russia. The Russian Far East and the development of its manufacturing strength determine Russia's role in a major economic area of the world: the Asia-Pacific region. The degree to which the transportation, telecommunications, and social infrastructure of the Pacific coast of Russia are developed will predetermine the export potential of the country. This important research presents the strategic scenario for the most effective use of resources of the Russian Far East.

CONTENTS

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1. About the Authors
2. Acknowledgments
3. Key Definitions
4. List of Abbreviations
5. Introduction: The Strategic Vision
6. 1. Strategic Approach to the Study of Regional Prospects: the Selection of Development Priorities in the Macro-Regions of the Russian Federation in the Next 10 Years
7. 1.1 First-Degree Priorities
8. 1.2 Second-Degree Priorities
9. 2. Strategies, Plans, and Programs for the Economic-Social ? Development of the Russian Federation's Far Eastern Federal District and Its Regions
10. 2.1 Far Eastern Federal District
11. 2.1.1 The Strategy
12. 2.1.2 Action Plans
13. 2.1.3 State Programs
14. 2.2 The Sakha (Yakutia) Republic
15. 2.2.1 The Strategy
16. 2.2.2 Action Plans
17. 2.2.3 State Programs
18. 2.2.4 Projects, Listed in Strategy and State Programs
19. 2.3 Kamchatka Krai
20. 2.3.1 The Strategy
21. 2.3.2 Action Plans
22. 2.3.3 State Programs
23. 2.3.4 Projects, Listed in Strategy and State Programs
24. 2.4 Primorsky Krai
25. 2.4.1 The Strategy
26. 2.4.2 Action Plans
27. 2.4.3 State Programs
28. 2.4.4 Projects, Listed in strategy and State Programs
29. 2.5 Khabarovsk Krai
30. 2.5.1 The Strategy
31. 2.5.2 Action Plans
32. 2.5.3 State Programs
33. 2.5.4 Projects, Listed in Strategy and State Programs
34. 2.6 Amur Oblast
35. 2.6.1 The Strategy
36. 2.6.2 Action Plans
37. 2.6.3 State Programs
38. 2.6.4 Projects, Listed in Strategy and State Programs
39. 2.7 Magadan Oblast
40. 2.7.1 The Strategy
41. 2.7.2 Action Plans
42. 2.7.3 State Programs
43. 2.7.4 Projects, Listed in Strategy and State Programs
44. 2.8 Sakhalin Oblast
45. 2.8.1 The Strategy
46. 2.8.2 Action Plans
47. 2.8.3 State Programs
48. 2.8.4 Projects, Listed in Strategy and State Programs
49. 2.9 Jewish Autonomous Oblast
50. 2.9.1 The Strategy
51. 2.9.2 Action Plans
52. 2.9.3 State Programs
53. 2.9.4 Projects, Listed in Strategy and State Programs
54. 2.10 Chukotka Autonomous Okrug
55. 2.10.1 The Strategy
56. 2.10.2 Action Plans
57. 2.10.3 State Programs
58. 2.10.4 Projects, Listed in Strategy and State Programs
59. 2.11 Strategic Observations
60. 3. Strategies and Plans for the Federal Executive Power and State-Owned Companies in the Constituent Territories of the Russian Federation Included in the Far Eastern Federal District
61. 3.1 Federal Ministry for the Development of the Russian Pacific Coast Region
62. 3.1.1 “Economic and Social Development of the Far East and Baikal Regions for the Period Until 2025” Federal Target Program
63. 3.1.2 Territories of Priority Development
64. 3.1.3 Priority Investment Projects
65. 3.2 Ministry of Natural Resources and Environment of the Russian Federation
66. 3.3 Ministry of Industry and Trade of the Russian Federation
67. 3.4 Ministry of Agriculture of the Russian Federation
68. 3.5 Ministry of Communications and Mass Media of the Russian Federation
69. 3.6 Ministry of Transport of the Russian Federation
70. 3.7 Ministry of Economic Development of the Russian Federation
71. 3.8 Vnesheconombank State Corporation
72. 3.9 Rosatom State Atomic Energy Corporation
73. 3.10 Rostec State Company
74. 3.11 Federal Special Construction Agency (Spetsstroy)
75. 3.12 Russian Federal Space Agency (Roscosmos)
76. 3.13 The Federal Agency for the Development of the State Border Facilities of the Russian Federation (Rosgranitsa)
77. 3.14 Vneshtorgbank (VTB) Group
78. 3.15 United Shipbuilding State Corporation
79. 3.16 Gazprom JSC
80. 3.17 RusHydro
81. 3.18 FSK EES
82. 3.19 Rosneft
83. 3.20 Russian Railways (RZD)
84. 3.21 Sukhoi Company
85. 3.22 ALROSA OJSC
86. 3.23 Fund for the Development of the Far East and the Baikal Region JSC
87. 3.24 OJSC Rostelecom
88. 3.25 JSC Inter RAO UES
89. 3.26 Sberbank
90. 3.27 Transneft JSC
91. 3.28 Rosvertol
92. 3.29 OJSC Aeroflot – Russian Airlines
93. 3.30 OJSC Transaero Airlines
94. 3.31 Strategic Observations
95. 4. Strategic Priority Development Industries in the Far Eastern Federal District
96. 4.1 Mining of Mineral Resources
97. 4.1.1 Coal
98. 4.1.2 Oil and Natural Gas
99. 4.1.3 Gold
100. 4.1.4 Platinum
101. 4.1.5 Iron ore
102. 4.1.6 Lead, Zinc, Tin, and Rare Earth Metals
103. 4.1.7 Uranium Ore
104. 4.1.8 Diamonds
105. 4.1.9 Mineral Fertilizers
106. 4.2 Fishing Industry
107. 4.3 Forestry Industry
108. 4.4 Seaports of the Pacific Coast Region and the Northern Sea Route
109. 4.4.1 Seaports of the Pacific Coast Region
110. 4.4.2 Northern Sea Route
111. 4.5 Power
112. 4.6 Chemical Industry
113. 4.7 Mechanical Engineering and Steel Industry
114. 5. Defining Competitive Strategic Advantages of the Russian Federation Regions in the Far Eastern Federal District
115. 5.1 Competitive Strategic Advantages of the Russian Federation Regions Allocated in the Far Eastern Federal District
116. 5.2 Industry-Specific Competitive Strategic Advantages in the Far Eastern Federal District
117. 5.3 Strategic Observations
118. 6. Strategic Prospects for the Development of Public–Private Partnership
119. 6.1 Public–Private Partnership: The Global Practice
120. 6.2 Public–Private Partnership in the Regions of the Russian Federation
121. 6.3 Strategic Success Factors and Difficulties in Implementing PPP Projects on the Regional Level
122. 6.4 Strategic Management Forms and Instruments for the Implementation of Projects Under the Public–Private Partnership in Russia
123. 6.4.1 Investment Fund Projects
124. 6.4.2 Concession Projects
125. 6.4.3 Rent and Leasing
126. 6.4.4 Production Sharing Agreement
127. 6.4.5 State Contracts
128. 6.4.6 Infrastructure Bonds
129. 6.4.7 Contract Life Cycle (LCC)
130. 6.5 Strategic Observations
131. Bibliography
132. Appendix
133. Index

ABOUT THE AUTHORS

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Sergey Darkin, PhD, was the Governor of the Primorsky Region of the Russian Federation from 2001 to 2012, Deputy Minister of Regional Development of the Russian Federation from 2012 to 2014, and is currently President of the Pacific Investment Group (TIGR) since 2014. Dr. Darkin currently serves as a board member of several leading companies and banks. He is an authority in issues of Asia-Pacific economic development, and a well-established professional in regional cooperation and the shipping and fishing industries, among other areas.

Vladimir Kvint, PhD, has been a professor of strategy, management systems and international economics at Fordham University, New York University’s Stern School of Business, American and LaSalle Universities, and Babson College and serves as chair of the Financial Strategy Department in the Moscow School of Economics at Moscow State University. He is also Research Director at the Center for Strategic Studies at the Institute of Complex Systems Mathematical Research (CSS ICSMR). Dr. Kvint is a member of the Bretton Woods Committee, a lifetime foreign member of the Russian Academy of Sciences, a U.S. Fulbright Scholar, and a well-established strategic advisor.

Other Contributors

M. Alimuradov, PhD

A. Karpov

R. Kapinos

A. Korbukh, PhD

I. Tushkanov, PhD

D. Ugolkov, PhD

I. Malenkov

A. Fedyaev

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Table of contents

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