Our, so to speak, construction and life roads with Oleg Ivanovich crossed often and sometimes walked side by side for a long time.

True, this circumstance alone would not be sufficient to write about Lobov in more detail, which is what I am about to do. After all, long-term work in organizations in one industry inevitably gives you acquaintance with hundreds of specialists, and then gives you the opportunity to meet most of them many times over different years. Whatever you say, the construction world is quite small.

The reason is that Oleg Ivanovich is not just a colleague for me, who became an immediate superior at certain steps of the career ladder. He is also the person without whom it is difficult to imagine my past production activities; without him, I would have been deprived of many bright and memorable moments that working together gave me.

At the same time, when talking about Lobov, I will not forget to mention myself, as well as introduce my colleagues and the work itself. It may even turn out that a significant part of the text will be just about them and about her. I don’t undertake to predict the content, because I don’t want to have any limiting frames.

Back in May 1971, I was appointed head of the technical department of the Glavsreduralstroy of the USSR Ministry of Heavy Construction. This service dealt with many areas related to construction, including design documentation for objects. There were enough worries in this part: either its delivery was delayed, then discrepancies were identified in the drawings, then the performers at the sites had proposals for rationalizing solutions, or it was necessary to replace structures and materials with those that were available.

Any change or deviation from the project, even a minor one, had to be coordinated with the institute that developed the documentation, replacing the customer, since it was his direct responsibility, and he did not take the initiative.

The specialists of the technical departments of trusts and customers did not always have enough qualifications and authority to defend their position, so they turned to the technical service of the main department for help. So my colleagues and I had to deal with various approvals.

Since two and a half dozen general contracting trusts of the head office were then constructing facilities in all sectors of the national economy in the Sverdlovsk region, a lot of documentation developers were recruited. They were based both in our region and in the capital. The country's leading sectoral ministries had their own departmental design institutes in Sverdlovsk: Uralgipromez, Ural TEP, Uralgiprotrans, Uralgiprokhim and others. They developed not only the technological parts of the projects, but also carried out the construction design themselves.

In my previous work at the Uraltyazhtrubstroy trust, I had to meet with top officials of institutes, and more often with heads of construction departments. I can’t help but mention Ilya Solomonovich Abezgauz, head of the construction department of the Uralgipromez Institute. He was a highly qualified engineer; his advanced age did not prevent him from supporting new technical proposals.

In the early sixties, the USSR State Construction Committee, pursuing a technical policy to increase the level of industrialization of construction, created Soyuzpromstroyproekt. Its system included several territorial institutions of the country, which were entrusted with the design of the construction part of objects and complexes. Departmental institutes were obliged to transfer their specialists in construction design to them, which met with obvious and hidden resistance.

In the Urals, the Ural PromstroyNIIproekt Institute (“Ural PSP”), formed in the late twenties, became such a basic division of Gosstroy. For the upcoming development, the Institute received building No. 50a on Lenin Street with such a supply of space that a decent share of it was rented by the central office of Glavsreduralstroy for several years. On the outskirts of the city, the scientific part of the institute had a large research base with well-equipped laboratories, a testing ground and production facilities capable of serving its own needs.

The cadre of designers grew mainly from graduates of the construction department of the Ural Polytechnic Institute. Let me say, as an example, that of those who graduated from the institute in 1959 with a degree in industrial and civil engineering, of which I was one, a quarter of the engineers were assigned to work at the Ural PSP. The composition of ordinary performers at the institute was then mainly youth.

When I appeared in the technical department of the main board, the institute was headed by A.V. Mikhailov. He was an accessible and friendly person for people from production, dealt with administrative and economic problems, was near retirement age and therefore, or perhaps due to the caution acquired in a leadership position, did not touch the technical direction of his work.

It was painfully specific and responsible because of the possible unpleasant consequences. The most they counted on when turning to him was his personal instruction to the services to accept issues for consideration. At the same time, he did not add words to his subordinates that they should try to find a solution that suits the petitioner.

The chief engineer of the institute was S.M. Noskov, to be more precise, he acted as chief engineer. The higher authority did not approve Semyon Mikhailovich in this position, since he was not a member of the CPSU, and, therefore, he was not supposed to lead such a large team. It seems that this circumstance bothered him little; he did not seek to change the situation and maintained relative independence from the authorities.

I visited him by appointment quite often. How could you pass by when our offices were exactly located one above the other. Noskov was a handsome and slender man, tall and of considerable age, his face, furrowed with deep wrinkles, did not leave an ironic smile, which not everyone liked. The owner of the office listened to me willingly, easily entered into a discussion of proposals, expressed warnings about certain risky ideas in a friendly manner, and made amendments.

It seemed that we understood each other perfectly, and it was just a matter of giving instructions to the performers. However, he was in no hurry to do this. The obstacle was that S.M. did not allow the thought of increasing the estimated cost of the object, since then the customer would have to re-approve the estimate, and this process turned out to be too complex and lengthy to undertake.

“If you want to use new materials and industrial solutions, then don’t think about compensating costs,” Noskov said.

It was not possible to convince him, he had to agree with this approach, just to get the benefit of reducing labor intensity and deadlines for completing work. Ultimately, both were achieved.

Exactly thirty years after those meetings with S.M. I flew to Sverdlovsk for celebrations on the occasion of the 70th anniversary of the construction department of the Ural Polytechnic Institute. By this time, to please the perestroika transformations that swept the country, the city was renamed Yekaterinburg, and the institute was renamed the Ural State Technical University.

They introduced me then to the new dean of the faculty A.S. Noskov. We sat next to each other at the evening table, and in the conversation it turned out that he was the son of that same Semyon Mikhailovich. Memories came, I told him many kind words about Noskov the elder, who had already passed away by that time, but left a memory of himself.

The construction industry in the late fifties and early sixties experienced great changes associated with the transition to industrialization. The development of capital investments, the volume of which increased every year, and the timing of commissioning of facilities and capacities were the determining indicators of the work of builders. The low qualifications of workers and their chronic shortage forced the engineering services of organizations and enterprises to look for new ways of conducting work that would increase the factory readiness of manufactured products and increase labor productivity on construction sites.

The State Construction Committee of the Union introduced a series of long-span reinforced concrete prestressed rafter and crane beams, rafter and sub-rafter trusses, covering and floor slabs. The institutes provided for their use in design documentation, but the trusts' own bases lagged behind with the beginning of the development and production of structures of the new range. The chaos in this regard was unimaginable for several years.

Counter-proposals from leading construction trusts that had technical achievements, thanks to cooperation with research organizations, turned out to be difficult to implement. An obstacle on the way was the conservatism of design institutes and the fact that new discoveries almost never, naturally, turned out to be cheaper than traditionally used designs and small-piece materials.

The new technology reduced the labor intensity of the work, but not the cost. The institutes were not concerned about reducing labor costs in the construction business, since they did not plan for such an indicator. Each party had its own planned targets, according to which their work was assessed as a matter of priority: for institutes it was a reduction in construction costs, for trusts it was an increase in labor productivity. In such an environment we had to work and seek mutual understanding.

To some extent, it was possible to find him with the leaders of the Ural PromstroyNIIproekt institute, but the age of the organization’s top officials predisposed him to take conservative steps, when old, life-tested decisions are made more willingly than even those new products that are recommended by its own research department. This almost always happens, and here representatives of the younger generation, brought up on other principles, which I would like to call progressive, must come to the rescue.

One day, in the office of the chief engineer of the institute, where I went again, there was a stranger, although it seemed to me that I knew everyone from the design and research department, and he was, nevertheless, one of them.

Of course, I had already heard about the change of chief engineer, but I never had the habit of making inquiries about anyone. I built my relationship with a new person from scratch, relying only on the impression that the person made on me. Others' assessments would only get in the way. Perhaps this is not the best way to get in touch with people, but I didn’t know any other way, and this one didn’t let me down.

The owner of the office’s height turned out to match Noskov’s, but he was clearly tailored to his sporting interests. The face is open, short hair is combed to the side, although individual cowlicks did not yield to his strong hand. He looked very, well, very young, but he behaved confidently, as if he had been working in this position for a long time. As soon as we got to know each other, we moved on to discussing issues related to the construction of a cold rolling shop at the Verkh-Isetsky Metallurgical Plant (TsKHP VIZ) in Sverdlovsk.

Metallurgical workshops are complex in execution. Deep laying of foundations for the building frame and technological equipment, scale pits, trays, passage tunnels, etc. Everything is monolithic, which means there is a lot of wooden formwork and knitted reinforcement on the sites. The abundance of workers creates crowded conditions and confusion.

Thousands of people flock to the launch complex. By their number, the ministerial authorities assessed the sufficiency of the measures taken on the spot. In such cases, output in rubles per worker fell and led to a decrease in this indicator throughout the organization as a whole.

We prepared proposals for the use of prefabricated reinforced concrete structures instead of monolithic reinforced concrete, but the chief engineer of the institute had more of them. He looked at the problem broadly and approached its solution on a grand scale, judging by the institute's standards. I couldn't believe it was real. Only a builder could reason like that, and he was a designer. Where did he get his deep understanding of the essence of the construction business? I was struck by his approach - “our” man ended up in the chair of the chief engineer of the institute.

I would have retained a respectful attitude towards him only for that conversation, for mutual understanding, for the opportunity to exchange opinions on an important topic for the head office. But the meeting did not end with a conversation, but with the implementation of the ideas expressed by the parties. He took upon himself the processing of documentation that had already been put into production, coordination of related issues with the customer ministry, justification and defense of proposals in Moscow.

The construction of the Central Chemical Processing Plant VIZ, which had previously proceeded with great effort, was completed by the Main Directorate on time, which would hardly have been possible with a different attitude of the chief engineer of the institute to the construction of one of the most important national economic capacities of the country.

Builders started talking about Oleg Ivanovich Lobov, who held this position, and he immediately became a well-known and respected person among them. Lobov's rational approach to solving problems for builders has become the norm when designing both residential buildings and industrial complexes.

In the construction industry, a bright star has appeared on the peripheral horizon.

I learned about Oleg Ivanovich’s personal data, the beginning of his career, as well as some related details that I heard from him personally, many years later. Lobov was born on September 7, 1937 in Kyiv. It turned out that we were both from Ukraine, and I was only nine months older than him, although I didn’t look as young as him either at the first meeting or at subsequent ones. They also say that over the years the age difference disappears.

He received a diploma in civil engineering in 1960, graduating with honors from the Rostov-on-Don Institute of Railway Transport Engineers. A year earlier, I defended my thesis project with excellent marks on the topic: “Long-span arched railway bridge made of prefabricated prestressed structures.” I bring up such parallels not in order to compare myself with the famous statesman that he eventually became. I don’t claim this, since everyone has their own destiny, but, in my opinion, some coincidences are simply interesting.

According to the distribution of graduates, in the same year Lobov arrived in Sverdlovsk, where he began working as an engineer in the construction department at the Uralgiprokhim Institute. For me, who by this time had lived in the Sverdlovsk region for almost thirty years, the Middle Urals had long become a second homeland.

He quickly moved up the ranks: senior engineer, group leader, chief designer of the department. From 1963, for two years, holding the same position, he worked at the Ural PSP Institute. Probably, such a movement was associated with the transfer of specialists to the institutes of the State Construction Committee, which I mentioned above.

It may seem strange that I express myself so uncertainly, while I continue to see Oleg Ivanovich now, and I could turn to him for clarification, but I don’t do this on purpose. I will try to give an explanation: I am not writing an authentic biography from his words, which would deprive me of the pleasant opportunity to speculate and speculate, but I am retelling only my memories and impressions of him that remain in my memory.

It was in those years that I headed the technical service of the Uraltyazhtrubstroy trust in Pervouralsk, which is forty-five kilometers from Sverdlovsk, I often visited the regional center on work issues and visited this institute, but our paths did not intersect.

For one year O.I. for some reason he returns to Uralgiprokhim, and since 1966 he has been working at Ural PSP for six years. He works as the head of the foundations sector in the scientific part of the institute, having previously entered correspondence graduate school. Soon Lobov defended his Ph.D. thesis. I knew well and communicated with his leaders and colleagues at that time, they were R.S. Frolov, V.B. Shvets, A.N. Tetior, but fate did not bring him together.

The fact is that he was engaged in research and implementation of pile foundations in the Tyumen region, where great construction projects were taking place. Oleg Ivanovich spent a lot of time on business trips to bring scientific research to practical implementation, which was required by his character.

During that period, I also traveled a lot on business trips, but they were in the Sverdlovsk region. It was adjacent to Tyumenskaya, but the gigantic spaces occupied by them made it impossible for us to meet earlier.

It must be assumed that Oleg Ivanovich’s business and organizational skills were so bright that they were noticed not only by his work colleagues, but also by the leaders of the institute and the USSR State Construction Committee. They were appreciated, he received an offer to take the position of chief engineer of the Ural PSP. Lobov was in no hurry to give his consent and thought about it for almost a year. Moreover, he was not a party member at that time.

When the appointment took place, the director of the institute, Mikhailov, told him: “Do what you want. I'm retiring soon. I won’t interfere with my work.” A person whose abilities are even slightly doubted will never hear such words. So Lobov began to do what he considered right, and set a course for bringing closer the positions of the design organization and the construction department.

Not opposition to each other, but sometimes relationships developed in such a way that did not benefit the common cause, but the participation of the parties in the design process, taking into account the capabilities of construction trusts and their production bases, joint work to reduce labor costs at all stages of construction even at the design stage of objects .

It was necessary to have brilliant abilities in order to grasp the main link in the absence of production experience. He didn’t work at a construction site, didn’t know its driving mechanisms from the inside, could only see and observe everything from the outside. However, this was enough for him, he understood the essence and, in the opinion of production workers, took the right course. Just expressing good intentions is not enough, they need to be implemented. This is hard work, it requires a fighting spirit, perseverance, the ability to prove and convince.

I believe that the staff of the institute did not greet the newcomer with applause. Some have envy, others have mistrust, and others have a commitment to established traditions. We don’t like, or at least we didn’t like then, young people’s careers. That’s why they happened rarely, and were perceived as something out of the ordinary, and the “appointees” sometimes ended up in failure, to the quiet joy of those who did not want to help the new leader, but regularly created obstacles.

The “appointee” often leans towards rigidity, formality, commands and orders, and a wall grows between him and his subordinates as an insurmountable obstacle to mutual understanding. The executor is serving his duty, is indifferent to the matter, feels like a small cog, of which there are many, and there is someone to replace him. We know how it all ends. Oleg Ivanovich chose not such a path.

In fact, many people are capable of reasoning correctly, and they can give good advice to others and know what to do themselves, and set themselves up for the required line of behavior. All that remains is to play the chosen role as he himself wrote in the script. This is where the misfires begin. Your own nature wins, you can’t escape it. You hold on, you hold on, and suddenly you fall through.

You can not be yourself, but you won’t be able to constantly be in someone else’s guise, since your insides will still come out in the end. And without embellishment, in one moment you will appear before your colleagues, and your camouflage secret will be revealed, and they will know what kind of creature you really are. It's better to be the way you were born.

I wrote that Oleg Ivanovich did not choose the command path, and made a mistake. Yes, he did not choose anything, he simply remained himself. His manner of dealing with people was not commanding or bossy. Believe me, because I’ve known him for decades, and I’ve seen him in the most difficult situations, when not only his fate, but also the fates of other people depended on his decision, and he managed without commanding notes or straining his voice. I didn’t see a “cog” in a subordinate, but a colleague.

He did not force people to carry out instructions, but explained why it needed to be done, convinced, proved, and captivated. And the subordinate became his supporter. You must have such patience that you can spend a lot of time talking even on a topic that is not of fundamental importance.

I have observed such cases more than once, the impatience that was boiling in me had to be suppressed, and I could not cope with the phrase hanging in my head and kept repeating to myself: “Well, why is he wasting his time on trifles?” Lobov, remaining calm, reached for another sheet of paper and continued to draw some diagrams explaining the essence in order to convert his colleague to his faith. And he did.

It was not difficult for him to sketch a plan of a building, a facade, or some kind of structure; on the contrary, he felt pleasure in doing so. This was also felt in the result obtained: his hand, most often armed with a fountain pen, produced not drawn lines, but drawn ones; the drawing did not become a painting, but came to life. He had a gift for drawing.

At the Uralgiprokhim Institute, the staff list did not include the position of an architect, so Oleg Ivanovich, in his projects, was both a designer and an architect at the same time. In later years, drawing would captivate him, and he would try his hand at painting. He will give one of them to me one day.

Our industrial relationship with Lobov quickly strengthened. Old questions came up. Solutions were laid down with changes in construction costs. I don’t know how he managed to do this with the involvement of Gosstroy, but his abilities were enough for this. Only soon everything changed.

In 1971, he was included in the number of specialists from the region who traveled to construction sites in Finland. The group was headed by B.N. Yeltsin is the head of the construction department of the Sverdlovsk regional party committee. The party leader had the opportunity to get to know Lobov better on the trip and evaluate his business qualities.

Yeltsin found it difficult to get along with people and was very wary of workers he did not know. In this case, events developed rapidly. The reason, as one might assume, was that O.I. made a strong impression on him.

I am personally convinced that this is exactly what happened. He realized who he was missing for the department to function properly. Precisely a designer by profession, and even with a scientific degree, because the volume of capital investment development was largely predetermined at the stage of project development.

The very next year, at a meeting of the bureau of the regional party committee, Lobov was approved as Boris Nikolaevich’s deputy. Lobov's work as chief engineer of the institute turned out to be short, but memorable for me and the technical service of the headquarters. It was a pity that he abandoned the design work that had begun so freshly and progressively.

However, his new place of work gave him the opportunity to influence the technical policy of all regional construction projects. The regional party committee was the main governing body; it stood above all economic structures, regardless of their departmental subordination.

Designers, builders, customers, having their immediate superiors locally, as well as in ministries and departments in the center, knew very well that no matter how strong the vertical of economic power was, it was not the main one. In difficult times, she will not protect. Above it there is also Soviet power, in other words executive, and even higher - party power. She has the last word, which is law for party members.

Recommendations of the party body coming from the party bureau, party secretaries, and department heads were accepted for guidance and implementation. Let us not get the impression that then all of life was reduced only to receiving instructions and their formal implementation. Organizations had plenty of their own initiatives.

The regional party committee did not set targets for economic structures; the USSR State Planning Committee and ministries did this, but in some cases it could seek their adjustment. He was involved in mobilizing workers to exceed targets, for example, for the commissioning of housing, which helped solve social issues in the region.

For this purpose, the regional committee controlled the acceptance and fulfillment of socialist obligations by labor collectives. He supported various initiatives, which, as a rule, originated within its walls, and then some organization came forward with them. On his instructions, measures were developed aimed at increasing the technical level of construction. They set tasks for everyone who was at least indirectly related to the construction. I was involved in the preparation of such documents and saw this as a benefit for the headquarters.

Oleg Ivanovich often invited me to his place. At that time, the regional committee apparatus was located in a building on Pushkinskaya Street. His office, with one window, was so narrow that it could barely accommodate the desk, which stood almost opposite the front door. But the length of the office made it possible, if necessary, to accommodate another employee.

The owner clearly did not strive to maintain order on the table, overloaded with business papers, sketches, and drawings. One could even say that he was indifferent to such a trifle. Memory helped him understand the documents and find the paper he needed.

Lobov was always overwhelmed with ideas. He traveled a lot, observed, evaluated and remembered. However, he did not copy the new items he spied and did not suggest that others do so. His creative nature processed what he saw, made changes and improvements to them. Moreover, he came up with proposals that were ahead of their analogues in terms of the boldness of their decisions. His area of ​​attention covered a variety of topics, and they were not always related to the construction business. Over time, I will get used to Lobov’s unexpected switches of attention from one direction in his creative search to another.

He conducted conversations calmly, without bossy pressure, in an atmosphere of respect for his interlocutor. In the office opposite, occupied by Yeltsin, the situation was different. Although there was twice as much space, the room did not seem more spacious. The problem was that the scope of the assignments was predetermined; the situation demanded that they be accepted with readiness and satisfaction. Official conversations did not bring warmth to the soul.

Lobov somehow managed to get along with the reserved and formalized boss, but he did not copy his demeanor. Perhaps, alone with Oleg Ivanovich, Yeltsin was more soulful than in front of strangers. However, I dare to suggest that he did not know how to be otherwise. Despite this, I never heard from Lobov even a hint of the shortcomings or weaknesses of his immediate superior. He didn't touch on this topic.

In fact, it must be said that Lobov was in no hurry to evaluate the qualities of not only his leaders, but even the workers directly subordinate to him. To be more precise, he simply did not do this, diplomatically avoiding such conversations if they arose in his presence. I was not in the habit of discussing someone behind their backs. This is how he was then and many years later.

It cannot be that he sometimes did not want to speak out, because negative emotions accumulate in everyone, and a release is needed, but he did not splash out his assessments. He kept everything to himself. For a leader holding high positions, this, by the way, is an absolutely necessary quality, because the consequences of any careless remark can be fatal.

As for the comments about the production oversights of the performers, he made them, but did not overdo it and did not degrade the dignity. He didn’t get scolded, especially in public, and didn’t demonstrate the capabilities of his vocal cords.

During our meetings, we did not leave the circle outlined by production interests. Conversations only on the topic that served as the reason for the invitation. An obsessive attitude towards work, which was the main business of life, did not allow deviations to the side. Moreover, it was not in my nature to crowd into friends and ask questions regarding personal time or interests. “If he wants this himself, then I will support it,” I reasoned. Lobov is senior in position and only on his part, in my opinion, could the initiative come.

Time flew quickly, let’s say, not at the same speed as it moves now, when an unknown hand clicks its knuckles to count at an increasing pace without breaks to rest and think about what is happening, but it still flew. An order was issued for my transfer to work in Nizhny Tagil as chief engineer of the Tagiltyazhstroy construction and installation plant, and on January 6, 1975, I began to perform new duties. Now it was not street blocks that separated Lobov and me, but 140 km.

I plunged into the problems of construction trusts, construction industry enterprises and specialized organizations and remained immersed in them. Grandiose plans were drawn up for the technical re-equipment of the plant’s own production base, and the construction of a universal beam mill for rolling wide-flange metal profiles was underway at the Nizhny Tagil Metallurgical Plant.

Much of what was planned for execution would have remained on paper if the regional party committee and Glavsreduralstroy, with whose support the construction and installation plant was created, had not provided assistance to the newborn structure in the allocation of financial resources, material and human resources by customers.

Lobov was involved in resolving issues that arose, but we began to see him much less often. However, there was still regularity in our meetings. Either I was invited to the construction department with information about the state of affairs, or he, alone or with his boss, came to Tagil on production matters.

In Sverdlovsk, conditions were ideal for detailed negotiations, and when the heads of the construction department arrived and Lobov accompanied Yeltsin, the tour took place strictly according to schedule. This meant seeing with my own eyes the state of the work, hearing posed questions, giving answers to them and making comments. This went on for about a year.

After Yeltsin was elected secretary of the regional party committee in 1975, Lobov was appointed head of the construction department. Oleg Ivanovich’s promotion to the position did not cause any gossip among the region’s builders. This step was to be expected. The authority of the department was incredibly high at that time; Lobov worked as a deputy for three years, which means his efforts fully contributed to this. He became, without making mistakes or blunders in his work, a bright party leader of the new wave.

A party position is a special thing: you are in everyone’s sight, your words are listened to carefully, your every gesture is then discussed. Rudeness, tactlessness, arrogance, and arrogance, which to some extent can be forgiven by their economic leaders, although this does not bring pleasure to their subordinates, are completely unacceptable for a party boss. They will not go unnoticed, he will not see the respect of ordinary party members, fear and wariness will take their place.

Lobov is still a young party member in terms of experience, but he easily entered the party elite, quickly became “one of us” in it, and his authority grew among builders. You must have remarkable abilities, the ability to control emotions, reveal yourself both to your superiors and to people with exactly those character traits that they value, and, most importantly, not to play someone else’s role.

After his appointment, his job responsibilities expanded, and he had to pay less attention to technical problems. The department in the regional committee apparatus does not exist in isolation; it is connected with other areas of party work, which distracts and fragments attention into a plurality of topics. But Lobov is enough for everything: preparing materials for reports and speeches of secretaries, all kinds of certificates, working with letters from workers, knowing the state of affairs at start-up facilities, in housing construction, and for this it is necessary to regularly visit construction sites.

We also met in Tagil during this period. It was noticeable how his horizons expanded, how he discussed party, organizational, engineering and technical issues with the same knowledge of the essence of the matter.

It seemed to me that he treated me and the work I was doing approvingly, even warmly. He didn’t make any comments, but tried to provide support when it was needed. He willingly expressed various ideas for implementation and did it as if he was pleased to address them to me, to the person who, from a technical standpoint, could understand and appreciate them.

Perhaps, with my excessive impressionability, I exaggerated the attention to my person; perhaps he treated other specialists in the same way. Only I didn’t know about others, but I felt the attitude towards myself and was pleased with it. Praise has always had an encouraging effect on me.

In October 1976, the head of the main department, S.V. Bashilov, not without the “help” of the regional party committee, leaves his job in Sverdlovsk, and O.I. is appointed head of the largest territorial construction organization in the country. Lobov. Tagil is far from the regional center, and this news quickly spread there. What can I say about this? It turned out to be unexpected, even impossible, and did not resemble the truth.

Lobov is still a year away from turning 40. Previous leaders P.D. Girenko and S.V. The Bashilovs were older when they held this post. Well, so what? Years are a gain, they add up quickly. Is it bad that our headquarters has the youngest leader in the ministry system?

What about production experience? With experience working in construction structures as a foreman, foreman, site manager, management, trust manager? He didn't work in any of these capacities! No facilities were built under his direct supervision. The headquarters organizations are building hundreds of production facilities at the same time, and this is done by a team of huge numbers of workers. How can this circumstance be discounted?

Lobov's predecessor had a tough, demanding character, a strong will that subjugated everyone, he was respected for his knowledge of the construction business, for his organizational abilities, for his ability to ask and support, for being faithful to his word, for the fact that he did not offend his workers and did not set them up. There are only a few such people, and it is difficult to find an equal replacement for them overnight. It takes years before a boss of this level appears.

Of course, Lobov headed a large institute for construction design and established himself well. He proved that he understood the problems of construction projects, met the builders halfway, supported them, and defended their interests. He is a candidate of technical sciences, but is design experience and an academic degree enough to head the construction department?

In the central administration system there were only a few specialists who defended their Ph.D. dissertation. He had a degree, for example, the manager of the Tagilstroy trust A.I. Bizyaev. He often began his speeches at meetings of the board of directors with the words:

- “We are scientists, we believe....

The scientist believed one thing, and the trust under his leadership was technically backward. During the construction of Blooming 1500 at NTMK, the trust simply choked in busy wooden formwork. Bizyaev had to leave Tagilstroy and go to teaching. There he earned the genuine respect of his colleagues.

Lobov has proven himself excellent in party work. He did not become boring, did not denounce, did not lose his sense of proportion and dignity, and did not fall into criticism. How many such people can be found in the party apparatus? Not enough, but why should he be sent to a construction organization for economic work? Let him remain in his previous position, because only a year has passed since he became the head of the construction department.

The headquarters employees asked themselves similar questions and gave themselves answers. And it turned out that Lobov should not have agreed with the proposal made to him.

We talked and gossiped in corners, but we had to work. As far as I know, no one in the central administration apparatus made any open demarches. An office is an office, managers come and go, but the apparatus must remain, adapt to changing requirements and continue to pull the strap in the indicated direction. So what if it’s a different boss, he won’t work for the staff. We need to add momentum ourselves. Is anything changing in the nature of hardware work?

As for the outback, i.e. trusts, then there was one misfire. The head of the Tagiltyazhstroy plant, Boris Mikhailovich Tikhomirov, did not accept this turn of events. By this time, he had worked in the main board system for almost twenty years, rose from a foreman to the manager of the Kachkanarrudstroy trust, became the first deputy head of the main board, and, on behalf of the regional committee, went to Tagil to create the Tagiltyazhstroy construction and installation plant. With such a track record, he had the right to count on promotion without any doubt.

It is quite understandable that he took Lobov’s appointment with hostility, since he could not allow him to be led by a person who did not work on the construction site. B.M. got involved in an open conflict, which, naturally, did not please either the new boss, with whom he had a frank conversation, or the secretaries of the regional party committee. Tikhomirov had to leave the plant in February 1977 and leave the region forever. The ministry transferred him to work in Cherepovets. I talked about this in the previous chapter, as well as what events preceded it.

Instead, E.E. will become the head of the plant. Rossel.

Lobov could not help but guess what reaction the production workers would have to his appointment. In order to relieve tension in relations, he himself touched on this topic when introducing the headquarters staff to the staff, and then upon his arrival in Nizhny Tagil at a meeting with the management staff of the plant’s organizations. Oleg Ivanovich frankly, which could not fail to impress, explained why he accepted the offer to head the main board. I can’t quote verbatim what he said then, but I’ll try to convey the meaning.

First of all, he noted the positive aspects in Bashilov’s work. Then he added that if he wanted to copy his leadership style, imitate him, then this idea would be doomed to failure, since their characters are too different. It has many considerations, the implementation of which through joint efforts will increase the efficiency of construction and the solution of the tasks facing the teams. Moving further to assessing the state of affairs in organizations and at startup construction sites, he, without using certificates, demonstrated full awareness.

Most of those present knew him well as an employee of the regional party committee; they met repeatedly at various events on economic and political occasions. Now he appeared before them not as an ideological leader, not as a party functionary, but as a production worker. And he succeeded. One could disagree with some of his conclusions and notice inaccuracies, but at the same time it was absolutely clear that he would cope with the leadership of the headquarters.

In Nizhny Tagil, Oleg Ivanovich, having become the head of the main department, became a frequent visitor. I came with the heads of the central administration services twice a week. There was a good reason for this. NTMK was building a universal beam mill for rolling wide-flange profiles. It was included in the list of objects of special national importance; both the central administration and the regional party committee were responsible for its timely commissioning, not to mention the direct executors.

The mill's products were mainly intended for the needs of the construction industry itself. The fact is that metal columns, beams, I-profile purlins, which had large dimensions in diameter, were welded from separate strips of sheet metal. The new mill made it possible to roll I-beams with a wall height of up to one meter and a flange width of up to 40 cm. For the most common loads on the load-bearing structures of buildings, the mill could thus immediately produce finished rolled products. This promised revolutionary changes in the design, manufacture and construction of building frames for various purposes, technological shelves, etc.

The launch complex was a multi-span building, more than a kilometer long, the area occupied by it was stuffed with monolithic reinforced concrete foundations and deep structures. Many trusts of the central administration were involved in the construction of a unique facility; they received tasks to carry out certain volumes of work. Up to six thousand people sometimes worked at the starting power at the same time. Less than a year and a half remained before its commissioning.

Among the organizations involved in the construction of the mill was the Uraltyazhtrubstroy trust, the manager of which was my father Furmanov Alexander Rodionovich. I accompanied him during his first visit from Pervouralsk to the site. We then drove around a huge construction site; it was almost just unfolding; in the rear part of the workshop, vertical land leveling was still underway. My father built many large projects during his life, but he remembered the scale of this construction.

At the end of the day, he said: “Not every builder has the good fortune to work on such a site. If you introduce a workshop next year, you will need to give everyone Hero stars. But I doubt that the object can be handed over. There is little time left." My father was an experienced builder and rarely made mistakes.

His prediction would definitely come true. No matter how stressed the construction teams are, no matter how much emergency work they do, they will not be able to put the power into operation on time. For this to happen, something special and fundamentally important had to happen. It happened on the initiative, insistence and with the direct participation of Oleg Ivanovich. More on this later.

As soon as he headed the main board, Lobov paid attention to design documentation for construction projects. I have already said earlier that the technical level of design solutions determines the pace of work on site. Every builder knew this dependence, no one disputed it, but it was necessary to be able to resist the designers in those conditions when the institutions that issued the documentation were under the control of the customers, and not the general contractor, when the assessments of these parties on the same issues did not coincide.

It was necessary not only to have a high position in order to defend the interests of builders at the appropriate levels, not only to represent in detail what is necessary for their subordinate organizations, but also to thoroughly know the design standards and the process of developing documentation. Only in this case could negotiations with designers be conducted on equal terms and yield results.

Lobov combined the much-needed conditions for successful discussions with customers and institutions on design issues. His position as head of the main department, experience in research and design work made it possible to attract the attention of top officials of customer organizations and designers to the negotiations. I had the opportunity to take part in them, and I will say that the boss looked dignified during the discussion; he found himself in his native element, in which he had no equal.

The matter is usually not limited to approvals alone; it is necessary to develop proposals, defend them, and participate in implementation at the stages of design and processing of documentation. It is impossible for one person to cover the range of listed responsibilities, so Lobov obtained the consent of the ministry and created the Bureau of Expertise and Improvement of Design Solutions (BEiSPR) at the head office. This was a fundamentally new direction; local builders had always dreamed of such a service, but in the system of the Ministry of Heavy Construction of the USSR it did not exist in any territorial main construction department.

The bureau was headed by Vsevolod Aleksandrovich Zaitsev, invited by Lobov from the design institute. The surname did not suit him at all. He was, although older, slender, stately, and wore a graying beard, which suited his noble face very well. He dressed elegantly, paying attention to every detail in his suit: he wore bright ties and the corner of a neatly folded handkerchief always peeked out of his jacket pocket to match them. In the construction environment, you rarely meet such an intelligent person and interesting conversationalist.

He was from another world, since he had an architectural education, but among architects you won’t immediately find someone like him, someone who would pay so much attention to his appearance and persona. The main thing was that he was an erudite specialist on a wide range of issues related to construction design. He confused his opponents by the fact that, making references to building codes and regulations (SNiP), the most revered document among developers, he could recite the contents of the clauses by heart.

The words “they are greeted by their clothes, but seen off by their mind” suggest that the assessments given to a person before and after meeting him may not coincide. Zaitsev was greeted and seen off with equal respect. And he deserved it.

Aimed by Lobov at the industrialization of design solutions, he and a few colleagues looked through project after project, preparing expert opinions on the documentation previously issued for the production of work. The head office's examination bureau did not have the right to make final decisions or insist on changes based on its comments, but it assessed the quality of the project, confirming it with examples, and drew attention to the increased complexity of the work provided for in the documentation.

To some extent, similar comments were previously prepared by the technical services of the trusts, but the institutes did not take the opinions of practitioners seriously. They looked down on their appeals, as if they were petitioners who could be ignored. In this case, the conclusion was made by an official body in which professional designers worked. This body had few rights, but its conclusion cannot be easily dismissed. The materials could have been transferred to the state expert structure, then sort it out and prove your case. It is better to solve problems peacefully.

The very appearance of the expert body also had a psychological impact on design institutes; they saw in it a protector of construction organizations. And the content of the conclusions forced the documentation developers to perceive the builders as partners. The effect of BEiSPR's activities was noticeable.

Lobov created and strengthened another unit that worked in conjunction with BEiSPR. It was called the Experimental Design Bureau (EKB). Mokronosov G.A., who headed it, did not look as flashy as Zaitsev, but he knew his job and performed it with persistence and creativity. EKB was engaged in prompt processing of technical documentation based on the proposals of experts.

Thus, Oleg Ivanovich built a clear scheme for working with documentation: examination, followed by the implementation of its proposals in drawings. Considerations for improving projects also came from construction organizations, and they were also taken into account by the EKB. The responsibility of the expert bureau soon became to provide assistance to trusts in agreeing with customers on technical conditions for the design of future facilities. The existing developments were included in them as mandatory for use even before the design of objects began.

I remember such a case. Uralvagonzavod, the world's largest tank production enterprise, which according to this indicator appeared on the pages of the Guinness Book of Records, was part of the USSR Ministry of Defense Industry. The enterprise had such a regime of secrecy that, for example, I was simply not allowed into the workshops that produced military equipment. There was nothing upsetting about this, and I remembered the plant not to complain about the disrespectful attitude towards myself. The established procedure, especially in this area of ​​activity, must be strictly observed.

The closed enterprise, which was constantly engaged in modernizing its products, namely tanks and carriages, turned out to be extremely conservative when attempts were made to interfere with the design decisions of the construction part of the workshops and engineering buildings.

A significant portion of the commissioned capacities was accounted for by engineering buildings, which had clearly inflated floor heights, partitions made of small-piece materials, wet plaster and similar antiquities and backwardness, which led to enormous labor costs in their construction.

Of course, I tried to change the situation, but even the good relationship that had developed with the head of the capital construction department of the plant Terlikov I.F. did not give the desired result.

“This is how it is accepted, there are special requirements and regulations,” I heard from him in response.

Once, at my request, Lobov held a meeting with the participation of the first managers of the plant and the main design institute to discuss technical proposals. Both Zaitsev and I took part in the conversation. And then we agreed on many points, the customer and the institute agreed with the arguments. They were influenced by the authority and knowledge of those present. For the boss it was an ordinary victory, but for the Tagiltyazhstroy construction and installation plant it meant a lot.

The Bureau of Expertise and EKB had a strong say in processing the technical documentation of the wide-flange mill in order to increase the level of industrialization of construction work.

In the launch year, the volume of construction and installation work had to be doubled in comparison with what was completed in the previous 1976. Solving this problem by increasing the number of workers was a futile task. Where to get labor from, given the constant shortage of qualified construction personnel? Remove the main building from other construction sites? Only these construction projects are planned and started. In addition, there is a limit to the saturation of an object with people; when you exceed it, the workers begin to interfere with each other so much that this leads to a decrease in output and, in general, to a slowdown in the process. It was necessary to increase labor productivity.

In this difficult situation, the young head of the headquarters acted purposefully and decisively. In the end, he managed to achieve a lot. He agreed with the customer’s ministry on the massive use of industrial solutions: prefabricated reinforced concrete products and structures for retaining walls, tanks, tanks, tunnels, trays, channels, floors, formwork made of perforated blocks and thin-walled slabs left in the body of structures, anchor bolts installed on epoxy glue, etc.

Each of these innovations, and some of them were just being mastered in the head office system, provided a significant reduction in the labor intensity of the work performed, and, therefore, made it possible to get by on the construction site with fewer workers than required if what the project envisaged was implemented.

Now it was necessary to rework the technical documentation that had been issued for the work for five years, and there was only a little over a year left before the start-up of power. Deciding to take such a step means taking responsibility on yourself.

Let’s assume that the construction would continue to roll along the well-trodden rails, and the power would not be put into operation within the time period established by the state plan. There would be explanations, since there are always many accompanying reasons. What could be the demand from the head of the headquarters in this case? He had only recently been appointed to the position, the facility was in serious condition, there was not enough time to correct the situation, although all possible measures were taken. That's the whole story!

And when, a year and a half before the launch, the head of the main department deliberately changed a significant part of the construction documentation for the complex, misled the higher management, who believed his promises, and ultimately failed to commission the facility, then the culprit turns out to be one person - Lobov.

And the reasons lie on the surface - excessive self-confidence, insufficient practical experience, ignoring the opinions of those who dissuaded from a risky step and warned about the consequences, and there will always be such. But no, he insisted on his own! The boss could have tripped at the very beginning of his production career.

Of course, Oleg Ivanovich understood that the risk was great and the consequences might not be rosy. But there is no doubt that he did not make the decision at random; he weighed all the pros and cons, calculated the options and settled on the one whose positive outcome he was confident of. Life confirmed the correctness of the choice made.

Not everything was as simple as I imagine now. Decision making must be followed by implementation. This process, stretched out over time, cannot be accomplished at once; it requires constant attention, continuous monitoring, frequent presence at the construction site, and regular analysis of issues.

You must have perseverance and patience, be able to overcome failures made by others, and this is very difficult, since there is a great temptation to blame the performers for the mistakes, dissociate themselves from them, indulge in criticism and reproaches, to which no objections will follow, since they will be fair . Just don’t expect any return in this case, the business will end in failure.

Therefore, we have to explain again and again, convince, suggest, set new deadlines for completing the work, but they once again turn out to be disrupted. And you need to start again from the stove: explain, demand, insist, order, but in such a way as not to discourage the performers from working, not to provoke a protest, not to enter into a conflict, which will certainly result in even greater losses.

It is in such an environment that the abilities of a production organizer are tested. The manager will hold several operational meetings at the construction site and it will immediately be clear to his subordinates what can be expected from him, whether he is able to firmly and for a long time stand at the head of the team entrusted to him. If the boss has shown himself to be objective and knowledgeable, believes in achieving the goal, and does not lose optimism, then he can count on the trust and support of the team.

Lobov coped with difficulties, they believed in him, but he managed to achieve this with great difficulty, it was necessary to pay not only constant attention to the construction, but also to personally be present at the complex, regularly hold meetings of party headquarters and operational meetings, solve minor current issues, and look to tomorrow day.

I talked about the progress of construction of the universal beam mill, so there is no need to repeat myself. Moreover, on these pages I talk about Oleg Ivanovich, about his role, about the methods and techniques of work that predetermined the success of organizations at start-up and pre-production facilities. There were so many examples before our eyes when managers at various levels achieved their goal at a launch facility in a different way. They rolled up their sleeves, took power into their own hands, became the head of the process on the construction site, subjugated everyone to their will and staged a protracted race that exhausted the performers.

They managed to achieve success at a specific site, while suffering heavy losses at others. Their trouble is that they did not consider construction a creative process. They had enough willpower and character to overcome difficulties on the thorny path, but lacked the ingenuity to make sure that fewer difficulties were encountered. They approached their duties dogmatically, their eyes full of enthusiasm, but fixed only in front of themselves. They are not given the opportunity to look at the work ahead and at themselves from the outside, and see other ways to achieve the goal.

Lobov had the gift of seeing the task as a whole and finding, even before starting action, an effective way to carry it out. He was always in a state of search, and it was impossible to guess what topic was occupying his thoughts at the moment. For example, there is a meeting of the plenum of the regional party committee, and he has to speak. There is no ready-made text, only a few pieces of paper with numbers. He looks through them while sitting in the hall and makes sketches. In quick, small handwriting, he writes words between the lines along and across them, in the margins, on the back of the sheets of paper. He finishes preparing for his speech, and he will do it brilliantly, and immediately switches to another topic.

He takes the first page that comes to hand and begins to make sketches. Passes it on to me. I open up and don’t understand how it is possible now, when his speech is about to be announced, to come up with a new idea with diagrams and explanations. An idea that has nothing to do with what is happening.

After the successful completion of the construction of the camp in December 1977, there could no longer be any doubt that the new head of the main department had succeeded. In my opinion, it was at this facility that he underwent his baptism of fire. Lobov demonstrated the abilities of a major organizer of production, an organizer equally strong in matters of design and construction.

I have no doubt that the first months of work as head of the main department were difficult for him. Despite the apparent simplicity of the production process in construction, there are many features and subtleties in it. You don’t read about them in books; you understand them with experience. Therefore, I admit, although I myself was not a witness to it, that Oleg Ivanovich found himself in difficult situations at the construction site. However, he came out of them with dignity, and his hesitations or inaccuracies were not noticed. Otherwise, they would have known about them, because rumors about the manager’s mistakes spread quickly.

After the introduction of the wide shelf, the attention to the Tagil builders from the headquarters weakened, which was quite natural, since the center of application of the forces of the apparatus moved to other objects. This is the fate of any construction organization: large objects attract everyone’s attention until the hour of their completion comes.

For this reason, Lobov’s visits to Tagil became less frequent, and most of our meetings with him now took place in Sverdlovsk. I received invitations either to a board meeting, or to a scientific and technical council, or to consider some issue.

In November 1978, by order of the USSR Ministry of Heavy Construction, I was appointed deputy head of the main department. The proposal to move from Nizhny Tagil to Sverdlovsk was made to me by the first secretary of the regional party committee B.N. Yeltsin. I have already talked about this. I will only add that, most likely, it was Lobov who approved my transfer at the ministry and the regional party committee. But there was a procedure that the proposal for appointment to a position that was part of the nomenklatura of the regional committee was made by the first secretary, and not someone else. Those others who knew about it or even were the initiators remained silent. And they remained silent even after the appointment took place. The discipline was strong.

And now, less than four years later, I again become an employee of the central office of the central administration. I left as the head of the technical department, but returned in a different position, and therefore my office was now not on the fifth, but on the third floor, where the management staff of the main department was located. The building had not changed during this time, the varnished parquet floor also shone, and everything smacked of freshness, and most of the hardware workers remained in their places. It seemed that I had returned from a long vacation spent in Tagil.

There were still several personnel changes. The leadership of the head office at that time looked like this: O.I. Lobov is the boss who replaced S.V. in this position. Bashilova, G.I. Petrushin is the first deputy, replacing B.M. Tikhomirov, deputies P.E. Agafonov, N.L. Bievets, E.A. Voroshilin, A.I. Lukach, N.G. Oliferenko and B.A. Furmanov. I had the opportunity previously to introduce some of my colleagues, but not all.

Nikolai Leontievich Bievets. Sometimes his colleagues jokingly called him Mykola, hinting at his Ukrainian roots. He was five years older than me. Before moving to the central administration, he worked as the head of the Sverdlovsk DSK, the largest house-building plant in the country. DSK included the reinforced concrete plant named after. Lenin Komsomol. I don't know why it was called that. Perhaps it was commissioned for the next anniversary of the Komsomol, or maybe because this construction was a shock project for the Komsomol and youth. I remember well how, before the launch of the plant, students from the construction department of the Ural Polytechnic Institute were taken to clean-up days. I also took part in them. We were trusted to clean up construction waste on factory floors and on site.

Before this, I had not imagined that the piles of garbage and waste left behind by construction workers could be of such impressive size that it begged to be compared in volume to production workshops. Perhaps we were useful, but our visits to the plant were detrimental to us, since they taught us the idea that later, when we start working on our own, someone else at the construction site should clean up after us.

Bievets was of average height and strong build. His muscles somewhat limited his mobility when playing volleyball and basketball, but he fought selflessly. He had such a character: both in the game and in work, not to yield to others, to be the first. His fighting spirit and focus on victory could be envied. The words that said that don’t put your finger in such a person’s mouth, otherwise he’ll bite it off, fully applied to him. He had a habit of interrupting his opponent, confusing him with remarks, in order to seize the initiative. Sometimes his colleagues made fun of him about this, but it never got to the point of being offended, since the honest truth was being told, and he didn’t go into his pocket for an answer.

Bievets was an intelligent, efficient and proactive specialist. He was responsible at the headquarters for the work of enterprises in the construction industry. These duties were troublesome and often thankless, only inexhaustible energy and efficiency helped him cope with them and be in good standing. Soon N.L. received an invitation to work in the ministry apparatus and moved to the capital. He will be the first of the deputies to leave the headquarters.

At the ministry, Bievets headed the main department of the construction industry. It will happen that over time I will be appointed deputy minister, and in technical areas we will work together. During the first years, it seemed to me that Nikolai Leontievich was excessively jealous of my appointment. The sense of competition in him was still strongly developed. However, there was no friction between us.

When, while working in the ministry, I received an allotment in the gardening partnership “Mintyazhstroevets”, which was located behind Iksha, sixty kilometers from the Moscow apartment, I had the opportunity to get to know Bievets as a gardener. I will say that on the then six hundred square meters he had perfect order, and he worked on the land with zeal and diligence.

Despite Nikolai Leontievich’s manner of undermining and undermining his colleague at every opportunity, he turned out to be the only one of the deputy chiefs of the main department who, over the years, voluntarily took on the role of a liaison. He still maintains contacts with former colleagues and does not forget to congratulate them on various occasions. As life has shown, such kind-hearted and open-to-contact people are, unfortunately, rare.

I always treated Bievets with respect, it seems, and he reciprocated. This allowed us, without causing offense, to make fun of each other from the very first days of our acquaintance.

Gennady Ignatievich Petrushin. We met him when he worked as the manager of the Boxitstroy trust, and I worked as the head of the technical department of the main office. The reason for my arrival in Severouralsk was the collapse of the mine shaft collar at the moment when it was driven to a depth of 60 meters. I was then appointed head of the main commission to investigate the causes of the accident. Arriving the next day, I still found work to save people and eliminate the consequences of the accident.

At the edge of the crater, formed after the collapse of the lifting mechanism and soil, miners and relatives of those trapped in the rubble stood day and night. Rescue work did not stop for an hour. Excavators removed the collapsed soil, under which metal and wooden structures folded into an accordion. Voids have formed between the fastening elements, panel formwork, reinforcement cages and the walls of the shaft. Along them, expanding the bottlenecks, rescuers descended tens of meters down to the victims. Both Petrushin and his chief engineer Valery Yurievich Shtan took part in these risky underground movements.

I then had the opportunity to make sure that Petrushin could not be denied courage and courage, he always remained that way. Gennady Ignatievich was tall and thin, his face had a grayish tint, like miners have. He usually looked like a gloomy person, although he often joked. He behaved simply, relaxed, and did not adhere to formality in relationships. He spoke briefly, did not complicate his speech with pretentious words and did not twist ornate phrases. He repeated certain expressions very often without any special need. All the employees of the headquarters knew them.

When one of his subordinates began to make excuses or explain himself in a confusing manner, I immediately heard from him: “Don’t start a cancer for a stone.” If G.I., after listening to the information, agreed with the arguments presented, then he immediately followed: “Even a goat understands this.” He often used the word “laces.” It had nothing to do with his shoes or those of his colleagues. He called the employees of the central administration, the ministry and any institution that way, and did it without the desire to offend or humiliate.

At the first opportunity, he switched to “you” in conversation. He preferred to address employees and colleagues by name. For example, he will invite me and formulate a problem of any complexity like this:

Listen, Boris. You should go to these laces and figure it out. Why are they making crayfish a stone?

Or another example:

Well, you are a lace, Lukachik. This is how he stops the deputy chief of the supply department when he has already confused everyone and is now trying to outwit himself. Lukach Saul Izralevich (Alexander Ilyich) is not offended by such an attack and continues further, looking into the eyes of his colleagues, to outline the situation.

It may seem strange that Petrushin’s colleagues and colleagues were not offended by such comments, made not in accordance with the regulations. This was because they were not said out of malice and with an obligatory grin, but, most importantly, they were objective and to the point. He often said things to his face that others, thinking in the same way, did not dare to say out loud.

He smoked incredibly heavily, taking puffs quickly three or four times in a row. At the same time, he looked like a guilty schoolboy, trying to finish his cigarette before the approach of the director, whose approach he noticed. There was no tobacco left in his “chinariki”. He did not refuse to drink and could willingly take large quantities of alcohol. He loved the game of preference, and could sit at this game for a long time. He was kept company by the deputy chiefs of the main department, and sometimes by the chief himself.

Under S.V. For Bashilov, even the mention of cards and drinking that accompanies the game would not have occurred to anyone, but times were changing.

The subordinates were not afraid and did not shy away from Petrushin; they knew that he was incapable of evil and harm. They treated him not just with respect, but with warmth. They could retell all sorts of stories connected with him, mention his expressions, but at the same time they did not pursue the goal of undermining his authority. On the contrary, many would come to Petrushin’s defense if necessary.

When the deputy heads of the main department and their wives gathered at the dacha on Lake Baltym, Petrushin set everyone an example of correctness towards women. He never addressed his wife Tamara by name, but only with the words “my beauty.” Perhaps this was also because she really was a beautiful, intelligent and patient woman who forgave her husband’s various tricks.

In the mid-90s G.I. seriously ill. Shortly before his death he visited me in Moscow. What can be said about this meeting - life can be merciless towards a person.

So I introduced Petrushin in several phrases, which could be continued for a long time, but they did not contain an assessment of his professional qualities. He was a mine builder by profession and knew his job well. When he found himself “on the mountain,” as the miners put it, it was difficult for him.

In the changed conditions, he was somehow unable to fully open up and show himself as a creative worker. He treated me friendly, took my opinion into account and, as it seemed to me, completely trusted me in matters of work. And I was sure that he would never let me down or set me up. He is not that kind of person by nature.

Over the past four years, while I was absent, two of the seven deputy chiefs of the main department were replaced, and there were even fewer personnel changes among the heads of departments. In fact, it should be noted that they were not keen on frequent changes of management personnel back then; specialists were carefully selected for positions: they looked closely for a long time, checked their efficiency, giving various tasks and instructions, and only then promoted them to a high position. That's why misfires rarely happened.

Thus, the team with which I started my new job and the building itself had changed little and were familiar. But the nature of the boss’s relationship with his deputies and administrative workers could not be compared with previous times. The trepidation among subordinates at the sight of the leader disappeared somewhere, they behaved more relaxed, and expressed their own opinions.

There were still ten years before the start of democratic changes in the country, but a warming of the climate in relations between the employees of our headquarters had occurred. These changes could be interpreted as a deterioration in discipline in the team, and Yeltsin, whose words I quote in another chapter, noted this among the shortcomings in the work of the central administration, but I believed then, and can now confirm, that it has become more comfortable to work in the changed conditions .

We were not serving in the army, but in civilian life. When there are fewer orders, workers have more initiative, independence in decision making, and job satisfaction. “And I mean something in the creative process,” the performer could now say, and he was absolutely right. Lobov introduced a new style into official relations.

Earlier, I complained about the fact that the department’s services were exhausted by participating in the preparation of reports and reports for the head, with which he had to speak at various events on a regional scale and in the ministry. I had to report to the first person often and not of my own free will. When, on issues considered in the regional party committee, in the regional executive committee, in the regional trade union committee, the indicators of the head office were satisfactory, then the boss was not given the floor. And if there was a lag, failure was allowed, then it was necessary to report.

Polishing the text of speeches ultimately had little effect. If the results of the work were unsatisfactory, comments were still made, and they were expressed directly, regardless of the completeness and correctness of the report. Therefore, finishing the text to perfection did not bring success, but it took a lot of time and greatly frayed the nerves of everyone in the apparatus.

Lobov did not burden the central apparatus with such tasks. He was content to receive digital information and conclusions from the departments, presented in any form. He did everything else himself, wrote speeches without stress, and often did not do even that. Before going to the podium, he sketches out a list of questions and he has enough to say fully, smoothly, meaningfully and with business proposals.

When he went up to the podium, people in the hall stopped talking and listened. They knew that they would hear a meaningful speech, in which there would be a mention of the role of the party and the government, but they would not be given the main place. The basis will be fresh proposals, reasoning, ideas. I will say that speaking in the regional party committee, in the ministry, at major meetings where he had to report, came equally easily to him and, as it seemed to me, completely without anxiety.

Perhaps I am mistaken when I say this, you can’t get into the soul of another person, but many times I had to be next to him in the hall or at the presidium table and observe his behavior. He did not play to the public, but in fact was calm, did not withdraw into himself, did not withdraw, did not brush aside his neighbor who asked a question, even at the moment when his performance had already been announced. The podium and the audience, whom he treated with respect, did not awe him and did not change his behavior.

I dare to suggest that the explanation for this must be sought in Lobov’s amazing ability to split his attention: to keep the content of the upcoming speech in his head, and to conduct a conversation on another topic. From the outside it seemed that at any moment he was ready to brilliantly explain or defend the cases he was involved in. Among my colleagues there was no other person with such a gift.

In every team there is someone who, as a full-time speaker, makes incendiary speeches, who rushes to the podium on any issue, and, having nothing in his soul, will speak until he is torn away from the microphone by force. The team cannot do without home-grown demagogues, without people with a disordered nervous system, without those who repeat one single record, repeating it not as an encore, but to hooting. There are still few such “speakers”; most people experience anxiety and anxiety before being forced to address their own kind, and only a rare person knows how to speak fluently and competently to the point.

To avoid the impression that I only mention positive qualities and thereby idealize my leader, I will say that I did not like everything about him. For example, at staff meetings with deputies held on Mondays, Oleg Ivanovich could sometimes get carried away with excessive detail when distributing tasks, which I then perceived not as a feature of creative nature, but as an underestimation of our mental abilities. Moreover, he had a habit, after giving an explanation, to always ask and ask again: “Is it clear, right?”

He probably did this mechanically, without thinking about what reaction these words would cause among his subordinates. He did not doubt the intelligence of his colleagues, but these questions bothered me. They say: “The thief’s hat is on fire.”

Perhaps Petrushin reacted most calmly of all; in such cases, he uttered his signature phrase with all seriousness: “Well, even a goat understands this.” After which the boss moved on to the next topic. I, trying not to show displeasure, most often remained silent, and maybe that’s why the boss had to ask the question again.

Previously, at the head office, members of the board kept themselves apart; they communicated with the boss at staff meetings, at board meetings, or on joint trips, if they happened. The relationship was exclusively official, only production issues were discussed, only the boss could be distracted, only the boss could joke, and he was not in the mood for that.

No one dared to continue the joke. This would amount to an emergency. Strictness in every phrase and every gesture. You are a performer, and it is your responsibility to accept orders and carry them out.

S.V. Bashilov was a participant in the war, and it seemed that this explained his rigidity and clarity in everything. When I attended the ministry board for the first time, I noticed that Minister N.V. Goldin, who was not even indirectly related to the army, behaved the same way. Nobody contradicted him. The authority of the first person was indisputable. It turned out not to be Goldin and Bashilov, this was the system of management of production and the country, and it was imposed from above.

What other unusual things did I encounter as soon as I started working in the headquarters office? It turned out that before the start of the working day on Monday, Wednesday and Saturday, deputies visit the gym, where they play volleyball and basketball. Lobov introduced this order and headed the trips.

I was immediately included in the group, and a car began to come for me at 6.30 in the morning. She made a detour along the route, fortunately that all the deputies lived in the city center, and in one trip she brought the team, led by the boss, to the gym. A quick change of clothes, warm-up, a few games, a shower, putting on suits and by the beginning of the ninth hour everyone was already at work.

Played volleyball. The preparation of the participants was poor; some of them only now, in adulthood, began to master the intricacies of this gambling game. Lobov played for the institute’s national team, so he was a grandmaster on the court, he could do everything, he was great at hitting balls. The composition of the teams changed during the game in order to achieve equality of strength between the opponents. They fought furiously for victory, regardless of position.

The boss was surprisingly patient and calmly accepted his partners’ mistakes. He did not lose hope that something could come of his deputies on the court. There was progress, but the main thing was that we were in good physical shape, and it was equally important that the games contributed to team unity and resolved contradictions and conflicts between colleagues already at the nascent stage.

With my appearance, they began to pay more attention to basketball. We managed to run wild, playing with different lineups until exhaustion. Oleg Ivanovich also ruled in basketball. There were collisions and injuries. We also acted as a single team against the leaders of trusts, sometimes we won and received certificates. We also had coach Zhora. The chief enthusiastically promoted sports competitions among the leaders of the headquarters organizations and contributed to the development of mass sports.

Gradually, we all got so involved in the classes that we couldn’t do without them, it became a necessity. There is even a rule that classes are attended in any case: when you return from a business trip at night, when you take a morning flight on a business trip. The result of regular classes was that the members of the board were a well-coordinated team not only in the sport, but also in work, which took first place in our minds.

Even under Bashilov, a dacha was built near Sverdlovsk on the shore of Lake Baltym for members of the college. I was responsible for the development of technical documentation and supervised its construction. In a long one-story building, from a common corridor along one of the outer walls one could get into compact apartments, consisting of a room, a kitchen and a bathroom. The head of the headquarters had a separate house. We went there reluctantly. On top of that, I almost never had to visit the dacha, since soon after its construction was completed, I was transferred to work in Nizhny Tagil. After returning to Sverdlovsk, I, like other deputies, visited the dacha.

Under Lobov, a lot has changed here. They gathered on Sundays, not every time, but when they agreed to meet. Everyone came with their wives and children. We celebrated holidays together, played football in the snow, skied, went to the bathhouse, barbecued, there were a lot of jokes and laughter. The initiator in all cases and in every undertaking was Oleg Ivanovich. Somehow he managed it without any stress, naturally and by itself.

When the heating system seized up in severe frosts, we figured out the reasons ourselves and warmed up the pipes. Never before and never since have there been more of that kind and friendly atmosphere in the teams where I will work. Later, I myself became the first leader, but I didn’t even try to repeat the past. To do this, you had to have Lobov's gift.

Sometimes after work in Petrushin’s office, they celebrated some event and played preference. The chief was with his deputies.

On various occasions, I composed poems about my deputies, about my boss, and then read them. Here are a few lines that give an idea of ​​the nature of the relationship between us:

The sky has become a mouse color,

The night moved towards morning.

Waiting for the car

The deputies are freezing in the wind:

Sports are clearly their thing.

Turned sideways in a circle

The boss gave it in a whisper

Installation for the game:

“Don’t you Lukacs stand in the corner,

And pass at recess

From me Oliferenko,

And then vice versa,

If the ball finds you."

Having said everything, the boss will ask:

“Is it clear, brothers or not?”

“I see,” is the answer.

And went to attack

There is a big army against two.

We are at the initial stage

They knew exactly who the boss was,

And then, alas and ah,

It's no coincidence that he's in bandages.

There is no place where there are no scars

From their legal deputies.

Or another example. Congratulating Lobov on his 45th birthday on September 7, 1982, I read out a long dedication at the festive table among my colleagues. Let me give you one excerpt:

Will it ever be possible again, hardly?

Tell us how we called you.

For comprehending things immediately,

We sometimes called you Oleg the prophetic.

It’s not difficult for me to interpret the meaning of the word:

Well, prophetic means very wise.

Oleg Ivanovich was often called

Between themselves - Oleg or the boss,

And there were, mentioned no less often,

Another name for you is our Olezhek.

Lobov wrote me an incredible amount of official notes with tasks and instructions. Sometimes their content was limited to a few words, and sometimes it took up a page, including an abundance of points. He did not adhere to any particular form of address and presentation, which would once be chosen and accepted by him forever.

Could write "t. Furmanov B.A.,” and often just “B.A.!” with an exclamation point. He changed his style of presentation and even his handwriting, moving from neat to sweeping, and sometimes wrote words in block letters. Architects often do this. He did without clerical stamps, wrote, as he said, freely and easily.

I don’t remember a case when, when composing a letter, not to me, of course, but to a higher authority, when preparing an explanatory note, an appeal, when editing documents written by other employees, he would experience a moment’s difficulty in selecting the necessary phrase, phrase, or giving a different shade and a more precise presentation of the essence of the issue. Lobov entered into the semantic content of the document with amazing ease, and without hesitation, as it was perceived from the outside, he set about correcting it.

He quite rarely began notes to me with the words “Please.” Apparently, the fact that we had known each other for a long time gave him the opportunity to get straight to the point, and perhaps he had this manner of addressing all his colleagues. As an example, I will give the initial phrases from his various notes to me:

- “I completely forgot. We urgently need to ask Comrade Necheukhin for 250 sq. m of good marble for the swimming pool of the hospital for disabled veterans of the Second World War.

What you heard from the report of B.N. (Yeltsin), about the deployment of social services. competitions among collective and state farms to achieve record results for each farm in 1983...

It is necessary to take part in the development of the “Ural” program, which B.N. spoke about, so that the development of the construction industry and enterprises of building materials, road construction, etc. are not overlooked.

Did everyone have their own opinion? I can't think of a worse option.

According to my information, you recently received sandwiches (a type of wall panels). Where are they intended?

Excellent! More attention should be paid to the implementation of the experiment.

Today I met with V.K. Pavlyuchenko. on examination of the base in Berezovsk. It was possible to make him receptive to the proposals of the examination. For the final decision you need: (the following are six points).

Lobov did not formally approach the resolution of emerging issues, which I wanted to show in the case when we both already worked in the apparatus of the regional party committee. He was a secretary, I went to work on my first day as head of the construction department. It’s the first day, and I’m already handing him a statement: “I ask you to allow me to be absent from work from July 8 to July 12 of this year for family reasons. inclusive. Painting. July 7, 1982."

My message was not sent to the accounting department, but was returned with the following resolution: “B.A.! I allow it. The design is complicated, so you’ll work on it later. You will have such an opportunity. Lobov." Regarding the opportunity to work, he was three times right. It was provided more than once, and I did not remain in debt to the party body.

His notes often contain diagrams, sketches, and drawings. Their topics are extensive: a mechanism for excavating soil, a planning solution for an individual rural house, an underground structure of an arched multi-purpose type, a technology for concreting reinforced concrete U-shaped modules and others. The sketches are provided with dimensions; calculations for the productivity of installations, etc. are also provided. His proposals do not consider abstract topics, but those that production needs to address.

To analyze the results of the implementation of the capital construction plan for cities and districts of the region, for enterprises, in his next note he proposes a diagram of a special table, describing all the columns in it in detail. With these examples, which do not cover the range of his interests, I only wanted to give an idea of ​​O.I.’s creative approach. to a wide variety of topics. It should be noted that his proposals most often arose and were formalized by him in the form of diagrams during major events held by the commander-in-chief, regional committee, and other structures.

During meetings that Lobov led himself, he took notes on a sheet of paper, which he divided into two unequal parts with a vertical line. In the wide one, located on the left, he wrote down the questions of the speakers, and in the narrow one, a summary of his answers. He boiled this summary down to one, two, and very rarely three words.

The chief treated his own notes with absolutely no respect; when he rose from the presidium table, he did not take them with him. It would even be strange to see him collecting papers, notes, etc. after the meetings are completed. He didn't like waste paper. It happened that I could leave material for an upcoming performance on the table in the office, but I didn’t worry about it.

Not long ago, Oleg Ivanovich and his wife Valentina Pavlovna visited us. We were talking about our past work, and it seemed appropriate for some reason to show him archival materials. I went into the office and soon brought out a whole heap of his notes, diagrams, notes.

He was distrustful of the fact that the very existence of such papers was possible, and then looked through some of them with curiosity, recognizing his authorship. I was sincerely amazed at what I saw. However, as in previous times, he did not even for a second have the desire to own what rightfully belonged to him.

I don’t know what he thought about me and my passion for keeping correspondence then. After all, some notes are almost thirty years old. When collecting correspondence with colleagues and managers, I did not set myself any goal and, believe me, I did not make far-reaching plans. I was just sorry to part with what made up my life. So the archive existed; I didn’t disturb it until I started writing my memoirs.

And here the archival accumulations provided me with invaluable help. The point is not that I quote reliable phrases from my own and other people’s notes. I use this and quote paragraphs, but they occupy too little space in my books. They provided help in another way - with their help, the course of events that happened long ago was restored. I consider the reliability and authenticity of what I mention to be an important advantage of what I have written.

There are people whose interests go beyond their main specialty and work profile. I’m not talking about hobbies, since these hobbies, as a rule, help a person not to burden himself, but on the contrary, distract him from everyday worries, allow him to retire, and forget about everything for a while. This is a completely different article. Even mediocre individuals have hobbies. Gifted people are able to achieve a high level of knowledge not only in their field, but can easily master others.

Lobov was interested not only in construction, he was interested in various areas of agriculture, industrial methods of reforestation and fish farming, medicine, etc. From time to time, his attachments and hobbies changed. He worked a lot on himself, studied specialized literature, so that at some point he could appear before his colleagues with ease discussing topics completely unfamiliar to them.

It is interesting to note that in these areas he did not strive only to accumulate knowledge, to expand his horizons, but approached the acquired knowledge creatively, put forward his ideas and unexpected proposals for streamlining processes. Perhaps most often this concerned medicine, or more precisely, methods of treating diseases.

I remember that at one time he enthusiastically promoted his method of using ascorbic acid for general strengthening of the body. It was a whole reasoned theory. Conducted experiments on himself. Once, after a sharp deterioration in his health, he stopped taking the “saving” remedy, but in his heart, he probably remained confident in the correctness of his method.

It’s so difficult to describe the work in the central administration’s apparatus that I can’t even attempt it. It was painfully diverse and multi-purpose. Each of the deputies led several directions. Some trusts were assigned to them, the work of which had to be supervised, and additional industry areas were added, for example, ferrous metallurgy, and certain issues. However, even taking into account all sorts of additions, the deputy most often did not have contact with all the trusts, and at that time there were already exactly three dozen of them.

The peculiarity of my duties was that all the issues assigned to me were of a common nature for the organizations. New technology, labor productivity, safety precautions, the development of our own production base and others affected each division that was part of the headquarters.

For this reason, I had to work with all organizations without exception, which meant visiting them, often traveling, and knowing the state of affairs. I had to wander around the region a lot, making trips during the day or going on business trips for several days.

Since it is impossible to tell about everything, and simply listing topics and dates will only bore the reader, I did this. I chose only one of the works in which Lobov and I took part from beginning to completion. It was connected with the construction of gas compressor stations in Ivdel, I talk about it in detail in the next chapter.

In 1982, Lobov was elected secretary, and a year later - second secretary of the Sverdlovsk regional party committee, and he worked in this post until mid-1985. His transition was natural and opened up great prospects for growth.

I think that my transfer to the regional committee in July 1982 and appointment to the position of head of the construction department did not happen without his recommendation. He again became my immediate supervisor for three whole years. I will tell you more about this period of work.

In 1985, Lobov, after being elected chairman of the executive committee of the Sverdlovsk Regional Council of People's Deputies, became the second person in the region. Personal meetings with him became very rare; you had to see him when he was at the presidium table or on the podium at various meetings, sessions and other similar events.

In July 1986, I was appointed Deputy Minister of the USSR Ministry of Heavy Construction. Leaving Sverdlovsk, I, of course, could not imagine that our production paths with O.I. Lobov may someday cross paths, and I may even be destined to work with him, sometimes at some distance, sometimes in his direct subordination.

But it so happened that in 1987 Lobov became an inspector of the CPSU Central Committee, and a few months later - Deputy Chairman of the Council of Ministers of the RSFSR. In 1989, he was sent to work as the second secretary of the Central Committee of the Communist Party of Armenia, in 1991 he was already the first deputy chairman of the Council of Ministers of the RSFSR.

Since Lobov, being at these positions, oversaw the construction industry, from time to time I had to turn to him on production matters; this happened even in Armenia, which I will still have time to talk about.

Sometimes O.I. invited me to take part in discussions of various issues. It was pleasant to be in the atmosphere of the meetings he held, which I remembered from previous years. When it came to technical innovations and mastering the production of advanced technologies, Lobov liked to refer to the experience of builders in the Sverdlovsk region when giving explanations to those present. There was nothing unusual about this, since in technical terms the builders of our region occupied one of the leading places in the Union, significantly ahead of other territorial construction departments.

When he talked about the successes of our region and gave figures about the deadlines for completing tasks and the volume of innovations, he noticed that not everyone trusted the information. Sometimes she looked painfully unbelievable. To dispel doubts, he added along the way, and sometimes several times: “Boris Alexandrovich can confirm. We worked on this matter together. Am I right?"

He made a gesture with his hand in my direction, everyone turned their heads and looked at me. I did not show the pleasure that I felt at these moments, and in confirmation of Oleg Ivanovich’s words, I nodded my head and added:

Yes, that's exactly what happened.

Sometimes I made clarifying amendments, but, naturally, they were such that they only emphasized the significance of what we had once done. Lobov always and often made references to me when we were together. Here we must give him credit not only for his excellent memory, but also for his decency in relationships.

I probably won’t exaggerate if I say that any leader doesn’t like to be interrupted without listening to the end with counter questions. And the higher the position and the more power a person has, the more difficult it is for him to listen to appeals to himself at the moment when he is making a speech, being in a circle of subordinates. “When I finish my explanation, then ask your questions,” the boss will cut off. At the same time, a bunch of words “stupid questions” will flash through his head, but he may omit the first word when voicing it. Another time, neither the harasser nor anyone else will appear at an inopportune moment.

Perhaps Oleg Ivanovich didn’t like being interrupted, but go and find out about it. He did not betray his attitude in any way: he would pause and begin to answer both questions. Answer patiently, calmly, reasonably, without a hint of displeasure on your face. How many times have I witnessed this, I myself have repeatedly intervened at those moments when he spoke. No matter what level of social status Lobov was at, he behaved the same in such situations. He always had enough endurance and self-control.

Over many years of working together, I cannot remember at least one case in which Lobov used a rude word or raised his voice, although it was simply impossible to do without it. He got by. He had the ability to attract people to himself and help those who turned to him. It also happened that some took advantage of this beyond reasonable limits.

When Oleg Ivanovich headed the Expert Council under the President of the Russian Federation in 1991 - 1993, and then became Deputy Chairman of the Council of Ministers, Minister of Economy of Russia, at his suggestion I was his deputy. I talk about these periods of our joint work in other chapters.

At the end of the 70s and the beginning of the 80s, with which I began the chapter, introducing Oleg Ivanovich Lobov, the perestroika years were still far away. The concepts of “glasnost” and “democracy” will appear in our country only years later, when M.S. Gorbachev will become General Secretary of the CPSU Central Committee. However, builders in the Sverdlovsk region sensed the coming changes earlier than others. And this happened thanks to the emergence of a new type of leader, which Oleg Ivanovich Lobov was already then.

(and about.)

Successor: Egor Timurovich Gaidar (acting) January 23 - July 9 Predecessor: Anatoly Aleksandrovich Mekhrentsev Successor: Vladimir Mikhailovich Vlasov May - January Predecessor: Leonid Fedorovich Bobykin Successor: Viktor Mitrofanovich Manyukhin Religion: Birth: September 7(1937-09-07 ) (age 81)
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Oleg Ivanovich Lobov(born September 7, Kyiv) - Soviet and Russian statesman, first deputy chairman of the Council of Ministers of the RSFSR (April-November 1991), in fact. O. Chairman of the Council of Ministers of the RSFSR in September-November 1991, First Deputy Chairman of the Council of Ministers of the Russian Federation - Minister of Economy of the Russian Federation (April-September 1993), Secretary (1993-1996), First Deputy Chairman of the Government of the Russian Federation (June-August 1996) .

Biography

Born in 1937 in Kyiv, his father is the chief engineer of the Kyiv Dairy Plant. In 1960 he graduated and was sent to Sverdlovsk, to the Uralgiprokhim design institute, where he worked as an engineer, then as a senior engineer and chief designer of the department. In 1963-1965 he worked as the head of the construction department at the UralpromstroyNIIproekt institute, in 1965-1966 - again at Uralgiprokhim in a similar position, in 1966 he again moved to UralpromstroyNIIproekt, where in 1969 he became chief engineer. In December 1971 he defended his Ph.D. thesis.

In August 1972, Lobov switched to party work and was appointed deputy head of the construction department of the Sverdlovsk regional committee of the CPSU. In April 1975, the head of the construction department, Boris Yeltsin, was promoted to secretary of the regional committee for construction, and Lobov took over as its head. A year and a half later, in October 1976, Yeltsin became the 1st secretary of the regional committee, and Lobov was appointed head of the Glavsreduralstroy trust. In June 1982, he returned to the regional committee as secretary for construction, and from May 1983 - 2nd secretary of the regional committee. In January 1985, he was elected chairman of the regional executive committee instead of Anatoly Mekhrentsev, who died suddenly.

In July 1987 he was transferred to Moscow to the position of Deputy Chairman of the Council of Ministers of the RSFSR. Over the next ten years, Lobov served four times in the governments of the RSFSR and the Russian Federation. In January 1989, he was returned to party work and appointed second secretary of the Central Committee of the Communist Party of Armenia. In June 1990, at the founding congress of the Communist Party of the RSFSR, he ran for the post of First Secretary of the Central Committee of the Communist Party of the RSFSR, but lost the election to Ivan Polozkov. Member of the CPSU Central Committee (1990-1991).

From April 19 to November 15, 1991 - First Deputy Chairman of the Council of Ministers of the RSFSR (reappointed on July 15, 1991). During the August events of 1991, he headed the reserve composition of the Council of Ministers in Sverdlovsk. After the resignation of the head of government Ivan Silaev (September 26, 1991), Lobov actually served as chairman of the Council of Ministers of the RSFSR until the formation of the “government of reforms” led by Yeltsin on November 6 and the resignation of the Council of Ministers of the RSFSR on November 15, 1991.

From November 1991 to September 1992 - Chairman of the Expert Council under the Chairman of the Government of the RSFSR (in fact, under the President of the RSFSR, since B. N. Yeltsin personally headed the government). Since September 2, 1992 - Chairman of the Expert Council under the President of the Russian Federation.

Since 1991, he headed the so-called “Russian-Japanese University,” which maintained ties with Shoko Asahara and his sect Aum Shinrikyo. According to the testimony of doctor Ikuo Hayashi, documentation on the production of sarin for carrying out a sarin attack in the Tokyo subway was purchased in 1993 in Russia from Lobov. According to him, members of the sect paid Oleg Lobov about 10 million yen (or 79 thousand dollars) for the sarin production technology. His testimony was confirmed by the “intelligence chief” of the sect, Yoshihiro Inoue, who admitted that the gas could not have been produced without the help of Lobov.

On April 15, 1993, he joined the government for the third time, becoming First Deputy Chairman of the Council of Ministers - the Government of the Russian Federation - Minister of Economy of the Russian Federation. Less than six months later, on September 18, he was removed from the government and appointed Secretary of the Security Council of the Russian Federation. He was actively involved in the “Chechen issue”, at the same time being (from August 29, 1995 to August 10, 1996) the plenipotentiary representative of the President of the Russian Federation in the Chechen Republic.

On June 18, 1996, he was returned to the government, briefly becoming First Deputy Chairman of the Government of the Russian Federation. On August 14, 1996, during the formation of the “second Chernomyrdin government,” he was demoted to the “regular” deputy prime minister, and on March 17, 1997, he was relieved of his post.

After leaving the Government of the Russian Federation, he went into business and organized two companies - the Republican Innovation Company "RINKO" and "TsentrEKOMMASH". Currently, he is the President of the Association for International Cooperation.

Participation in the work of elected central government bodies

• member of the CPSU Central Committee (1990-1991)
• Deputy of the Supreme Soviet of the USSR of the 11th convocation (since February 1985)
• People's Deputy of the USSR (1989-1991), member of the Supreme Soviet of the USSR (1990-1991)
• Deputy of the Supreme Soviet of the RSFSR of the 10th convocation
• delegate of the XXVI and XXVII Congresses of the CPSU and the XIX All-Union Party Conference

Awards

The Resolution of the Council of Ministers of the RSFSR of April 19, 1991 and the Decree of the President of the RSFSR of July 15, 1991 on the appointment of O. I. Lobov as Deputy Chairman of the Council of Ministers of the RSFSR formally defined Lobov’s powers as the “first” deputy. However, in official use, Lobov's position did not include the definition of "first". For example, in resolutions of the Council of Ministers, Lobov signed “deputy” instead of “first deputy”.

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Notes

5. // Gazette of the Congress of People's Deputies of the RSFSR and the Supreme Council of the RSFSR - 1991, No. 48, Art. 1662
10. . Retrieved April 23, 2016.
18. for the fulfillment of civic duty in protecting democracy and the constitutional order on August 19-21, 1991, great contribution to the implementation of democratic reforms, strengthening friendship and cooperation between peoples,

Literature

• Sushkov A.V., Razinkov S.L. Ekaterinburg: Bank of cultural information, 2003. pp. 132-135.

Links

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Excerpt characterizing Lobov, Oleg Ivanovich

- People like you? – I asked, smiling.
- Oh, no, of course! I probably got here by mistake. – The girl said completely sincerely. – Do you know what’s most interesting? From this “floor” we can walk everywhere, but from the others no one can get here... Isn’t that interesting?..
Yes, it was very strange and very excitingly interesting for my “starved” brain, and I really wanted to know more!.. Maybe because until that day no one had ever really explained anything to me, but just sometimes someone - gave (like, for example, my “star friends”), and therefore, even such a simple childish explanation already made me unusually happy and made me delve even more furiously into my experiments, conclusions and mistakes... as usual, finding in everything that was happening even more unclear. My problem was that I could do or create “unusual” very easily, but the whole problem was that I also wanted to understand how I create it all... And this is precisely what I have not been very successful in yet ...
– What about the other “floors”? Do you know how many there are? Are they completely different, unlike this one?.. – unable to stop, I impatiently bombarded Stella with questions.
- Oh, I promise you, we will definitely go there for a walk! You will see how interesting it is there!.. Only there it is also dangerous, especially in one place. There are such monsters walking around there!.. And the people are not very nice either.
“I think I’ve already seen similar monsters,” I said, not very confidently, remembering something. - Look...
And I tried to show her the first astral creatures I met in my life, who attacked baby Vesta’s drunken dad.
- Oh, so these are the same! Where did you see them? On the ground?!..
- Well, yes, they came when I was helping one good little girl say goodbye to her dad...
“So they come to the living too?..” my friend was very surprised.
– I don’t know, Stella. I still know almost nothing at all... And I would really like not to walk in the dark and not learn everything only by “touch”... or from my own experience, when they constantly “hit me on the head” for it... What do you think , your grandmother wouldn’t have taught me something?..
– I don’t know... You should probably ask her about it yourself?
The girl thought deeply about something, then laughed loudly and said cheerfully:
– It was so funny when I just started “creating”!!! Oh, you would know how funny and amusing it was!.. At the beginning, when everyone “left” me, I was very sad, and I cried a lot... I didn’t know where they were, my mother and my brother. .. I didn’t know anything yet. That’s when, apparently, my grandmother felt sorry for me and she began to teach me a little. And... oh, what happened!.. At first I constantly fell through somewhere, created everything “topsy-turvy” and my grandmother had to watch me almost all the time. And then I learned... It’s even a pity, because now she comes less often... and I’m afraid that maybe someday she won’t come at all...
For the first time I saw how sad this little lonely girl was sometimes, despite all these amazing worlds she created!.. And no matter how happy and kind she was “from birth,” she was still just a very small, all family of an unexpectedly abandoned child, who was terrified that her only loved one - her grandmother - would also one day leave her...
- Oh, please don’t think so! – I exclaimed. - She loves you so much! And she will never leave you.
- No... she said that we all have our own lives, and we must live it the way each of us is destined... It's sad, isn't it?
But Stella, apparently, simply could not remain in a sad state for a long time, since her face lit up joyfully again, and she asked in a completely different voice:
- Well, shall we continue watching or have you already forgotten everything?
- Well, of course we will! – as if I had just woken up from a dream, I answered more readily now.
I couldn’t yet say with certainty that I even truly understood anything. But it was incredibly interesting, and some of Stella’s actions were already becoming more understandable than they were at the very beginning. The little girl concentrated for a second, and we found ourselves in France again, as if starting from exactly the same moment where we had recently stopped... Again there was the same rich crew and the same beautiful couple who couldn’t think of anything come to an agreement... Finally, completely desperate to prove something to his young and capricious lady, the young man leaned back in the rhythmically swaying seat and said sadly:
- Well, if it’s your way, Margarita, I don’t ask for your help anymore... Although, only God knows who else could help me see Her?.. The only thing I don’t understand is when did you manage to do so? change?.. And does this mean that we are not friends now?
The girl just smiled sparingly and turned back to the window... She was very beautiful, but it was a cruel, cold beauty. The impatient and, at the same time, bored expression frozen in her radiant blue eyes perfectly showed how much she wanted to end this protracted conversation as quickly as possible.
The carriage stopped near a beautiful large house, and she finally breathed a sigh of relief.
- Goodbye, Axel! – she easily fluttered out and said coldly in a secular way. - And let me finally give you some good advice - stop being a romantic, you are no longer a child!..
The crew set off. A young man named Axel looked steadily at the road and sadly whispered to himself:
– My cheerful “daisy”, what happened to you?.. Is this really all that remains of us, having grown up?!..
The vision disappeared and another one appeared... It was still the same young man named Axel, but around him lived a completely different “reality”, stunning in its beauty, which was more like some kind of unreal, implausible dream...
Thousands of candles sparkled dizzyingly in the huge mirrors of some fairy-tale hall. Apparently, it was someone’s very rich palace, perhaps even a royal one... An incredible number of “to the nines” dressed guests stood, sat and walked in this wonderful hall, smiling dazzlingly at each other and, from time to time, as one , looking back at the heavy, gilded door, expecting something. Somewhere music was playing quietly, lovely ladies, one more beautiful than the other, fluttered like multi-colored butterflies under the admiring glances of equally stunningly dressed men. Everything around sparkled, sparkled, shone with reflections of a variety of precious stones, silks rustled softly, huge intricate wigs strewn with fabulous flowers swayed coquettishly...
Axel stood leaning against a marble column and watched with an absent look all this brilliant, bright crowd, remaining completely indifferent to all its charms, and it was felt that, just like everyone else, he was waiting for something.
Finally, everything around began to move, and this entire magnificently dressed crowd, as if by magic, divided into two parts, forming a very wide, “ballroom” passage exactly in the middle. And an absolutely stunning woman was slowly moving along this aisle... Or rather, a couple was moving, but the man next to her was so simple-minded and inconspicuous that, despite his magnificent clothes, his whole appearance simply faded away next to his stunning partner.
The beautiful lady looked like spring - her blue dress was entirely embroidered with fancy birds of paradise and amazing silver-pink flowers, and whole garlands of real fresh flowers rested in a fragile pink cloud on her silky, intricately styled, ashen hair. Many threads of delicate pearls wrapped around her long neck and literally glowed, set off by the extraordinary whiteness of her amazing skin. Huge sparkling blue eyes looked welcomingly at the people around her. She smiled happily and was stunningly beautiful....

French Queen Marie Antoinette

Right there, standing apart from everyone, Axel was literally transformed!.. The bored young man disappeared somewhere, in the blink of an eye, and in his place... stood the living embodiment of the most beautiful feelings on earth, who literally “devoured” him with a flaming gaze. a beautiful lady approaching him...
“Oh-oh... how beautiful she is!..” Stella breathed out enthusiastically. – She is always so beautiful!..
- What, have you seen her many times? – I asked interestedly.
- Oh yeah! I go look at her very often. She's like spring, isn't she?
- And you know her?.. Do you know who she is?
“Of course!.. She is a very unhappy queen,” the little girl became a little sad.
- Why unhappy? Looks like she’s very happy to me,” I was surprised.
“This is just now... And then she will die... She will die very scary - they will cut off her head... But I don’t like to watch that,” Stella whispered sadly.
Meanwhile, the beautiful lady caught up with our young Axel and, seeing him, froze for a moment in surprise, and then, blushing charmingly, smiled at him very sweetly. For some reason, I had the impression that around these two people the world froze for a moment... As if for a very short moment there was nothing and no one around for them except the two of them... But the lady moved on , and the magical moment fell apart into thousands of short moments that wove between these two people into a strong sparkling thread, never to let them go...
Axel stood completely stunned and, again not noticing anyone around, looked after his beautiful lady, and his conquered heart slowly left with her... He did not notice the looks of the passing young beauties looking at him, and did not respond to their shining, inviting smiles.

Count Axel Fersen Marie Antoinette

As a person, Axel was, as they say, “both inside and out” very attractive. He was tall and graceful, with huge serious gray eyes, always amiable, reserved and modest, which attracted both women and men equally. His correct, serious face rarely lit up with a smile, but if this happened, then at such a moment Axel became simply irresistible... Therefore, it was completely natural for the charming female half to intensify the attention towards him, but, to their common regret, Axel was only interested in there is only one creature in the whole wide world - its irresistible, beautiful queen...
– Will they be together? – I couldn’t stand it. - They are both so beautiful!..
Stella just smiled sadly and immediately plunged us into the next “episode” of this unusual and somehow very touching story...
We found ourselves in a very cozy, flower-scented, small summer garden. All around, as far as the eye could see, there was a magnificent green park, decorated with many statues, and in the distance a stunningly huge stone palace, looking like a small city, could be seen. And among all this “grandiose”, slightly oppressive, surrounding grandeur, only this garden, completely protected from prying eyes, created a feeling of real comfort and some kind of warm, “homely” beauty...
Intensified by the warmth of the summer evening, the dizzyingly sweet smells of blooming acacias, roses and something else that I could not identify were in the air. Above the clear surface of the small pond, as if in a mirror, huge cups of soft pink water lilies and the snow-white “fur coats” of lazy, royal swans, ready for sleep, were reflected. A beautiful young couple was walking along a small, narrow path around a pond. Somewhere in the distance, music was heard, cheerful female laughter shimmered like bells, the joyful voices of many people sounded, and only for these two the world stopped right here, in this small corner of the earth, where at that moment the gentle voices of birds sounded only for them; only for them a playful, light breeze rustled in the rose petals; and only for them, for a moment, time helpfully stopped, giving them the opportunity to be alone - just a man and a woman who came here to say goodbye, not even knowing whether it would be forever...
The lady was charming and somehow “airy” in her modest, white summer dress, embroidered with small green flowers. Her wonderful ashen hair was tied back with a green ribbon, which made her look like a lovely forest fairy. She looked so young, pure and modest that I did not immediately recognize in her the majestic and brilliant beauty of the queen whom I had seen just a few minutes ago in all her magnificent “ceremonial” beauty.

Institute of Railway Engineers, Civil Engineer
1 960 - Sverdlovsk. Engineer, senior engineer, group leader, chief designer, acting. Head of the Construction Department of the Uralgiprokhim Institute, Chief Designer of the Construction Department, Head of the Sector, Chief Engineer - Deputy Director of the UralpromstroyNIIproekt Institute 1970 - Defends his Ph.D. thesis 1971 - Candidate member of the CPSU 1972 - Deputy Head, Head of the Construction Department of the Sverdlovsk Regional Party Committee 1976 - Head of "Glavsreduralstroy" of the Ministry of Construction of Heavy Industry Enterprises of the USSR 1982 - Secretary, Second Secretary of the Sverdlovsk Regional Party Committee 1985 - Chairman of the Sverdlovsk Regional Executive Committee 1987 - inspector of the CPSU Central Committee, then Deputy Chairman of the Council of Ministers of the RSFSR 1989 - Second Secretary of the Central Committee of the Communist Party of Armenia 1989 - People's Deputy of the USSR. Elected deputy of the USSR Supreme Council of the 11th convocation, deputy of the RSFSR Supreme Council of the 10th convocation 1990 - member of the CPSU Central Committee 1991 - April 19. First Deputy Chairman of the Council of Ministers 1991 - August. Leaving the CPSU. During the August 1991 putsch, he was the shadow prime minister of Boris Yeltsin’s team and was stationed at a reserve bridgehead - a secret anti-nuclear bunker in Sverdlovsk (Svobodny Kurs newspaper, Barnaul, July 4, 1996) 1991 - January. General Director of the Russian-Japanese University (RYU), which was involved in promoting the ideas of "AUM Shinrikyo" 1991 - November 06. Resignation of the Government 1991 - November 15. Handing over affairs to the Reform Government 1992 - January. Headed the Russian-Japanese Committee on Economic Cooperation 1992 - Chairman under the Chairman of the Government of the RSFSR 1993 - January. Headed the Board of Founders of the Russian Conversion Center 1993 - Creates the Association of International Cooperation with budgetary funding 1993 - April 15. First Deputy of the Chernomyrdin Government and at the same time Minister of Economy of Russia 1993 - September 18. 1995 - August. In rag - Plenipotentiary Representative of the President of the Russian Federation in Chechnya 1995 - September 20. Grozny. The car in which Lobov was traveling was blown up by a mine. Four wounded. Lobov was not injured 1995 - December. Participant in the decision to send troops to Chechnya 1996 - June 18. Deputy Chairman of the Government of the Russian Federation, oversees a block of industrial ministries 1996 - August 14. Deputy Chairman of the Government of the Russian Federation for Transport, Communications and Construction
1997 - April 01. Leaves his position in the Government 1997 - Summer. Creates LLC "Republican Innovation Company", "Rinko" 1998 - Head of the development company Tverskaya Finance B.V.
He has state awards: the Order of Lenin, the October Revolution, the Order of Honor, the medal “For the development of virgin lands”, “Defender of Free Russia” "AUM Shinrikyo"
In 1991-1995, he repeatedly met with the leader of the religious sect "AUM Shinrikyo" Shoko Asahara, and organized his first official visits to Moscow.
After the initiation of a case accusing the sect of organizing a gas attack in the cities of Matsumoto and Tokyo, Lobov said: “Indeed, I met with Asahara. But the Japanese government, their intelligence services should have warned me if he is such a bad person” (“Komsomolskaya Pravda” , October 19, 1995).

1996 - During the investigation into the case of the AUM Shinrikyo sect, accused of organizing a gas attack in the cities of Matsumoto and Tokyo, doctor Ikuo Hayashi testified against Lobov. He said that the drawings of the installation for the production of the nerve gas sarin and the technology for its production were purchased in 1993 from Oleg Lobov for 10 million yen ($79 thousand).
His testimony was confirmed by the sect’s “intelligence chief” Yoshihiro Inue, who admitted that the gas could not have been produced without Lobov’s help, and that he was personally present at the transfer of the bribe. According to the Kommersant Daily newspaper, the Russian FSB doubts Lobov’s involvement in the sale of sarin production technology. The Japanese investigative system - multi-day continuous interrogations ("conveyor") - is aimed at forcing the suspect to confess to what happened and what did not happen, and information about the production of sarin is not secret.

In the fall of 1991, Lobov created and headed the Russian-Japanese Foundation, which was subsequently re-registered as the Russian-Japanese University (RYU), which was engaged in promoting the ideas of AUM Shinrikyo. And in January 1992 he headed the Russian-Japanese Committee on Economic Cooperation. Alexander Muravyov became Lobov’s deputy in these structures, and Leonid Zapalsky, Vladimir Lukin, and Arkady Volsky participated in their creation.
Asahara managed to convince Lobov that the creation of the Russian-Japanese University would help the preachers provide humanitarian aid and loans to Russia. The creation of the university was approved by Russian President Boris Yeltsin, but Japanese officials and major businessmen refused to deal with RNU.
The Izvestia newspaper (April 6, 1995) named Lobov's deputy at the Russian-Japanese University, Alexander Muravyov, as a "privy adviser". According to the newspaper, it was Muravyov who was entrusted with the mission of establishing contacts with AUM Shinrikyo; it was he who prepared the first and subsequent meetings of the leader of the Asahara sect with Oleg Lobov, coordinating all the “joint work” with the sect. The newspaper "Komsomolskaya Pravda" (October 19, 1995) wrote that Muravyov is "a KGB colonel and part-time employee of the Ministry of Foreign Economic Relations"

Lobov, Oleg Ivanovich

President of the Association for International Cooperation; born September 7, 1937; graduated from the Institute of Railway Transport Engineers (Rostov-on-Don), Candidate of Technical Sciences; worked in various positions at the Uralpromkhim and UralpromstroyNIIproekt institutes in Sverdlovsk; since 1972 - in party work; 1983-1987 - Second Secretary of the Sverdlovsk Regional Committee of the CPSU, Chairman of the Sverdlovsk Regional Council, then Second Secretary of the Central Committee of the Communist Party of Armenia; in 1987 appointed inspector of the CPSU Central Committee; 1990-1991 - First Deputy Chairman of the Council of Ministers of the RSFSR; in 1989 elected people's deputy of the USSR; since July 1990 - member of the CPSU Central Committee; 1990-1991 - First Deputy Chairman of the Council of Ministers of the RSFSR; headed the Expert Council under the President of the Russian Federation; from April 1993 - First Deputy Prime Minister of the Government of the Russian Federation, at the same time from May 1993 - Minister of Economy; from September 1993 to July 1996 - Secretary of the Security Council of the Russian Federation; August 1996 - March 1997 - Deputy Chairman of the Government of the Russian Federation; Honored Builder of the RSFSR; married, has three children; loves volleyball.

During the putsch of the State Emergency Committee in August 1991, he headed the second (reserve) composition of the government of the RSFSR, which was then located in Sverdlovsk. He played an important role in the political hierarchy, being the head of the Expert Council - in fact, the leading presidential structure, since the visa of this council was necessary as an official launch in the production of the most important documents. Thus, through the expert council, he controlled the main decisions coming out of the presidential office, and at the entrance - projects and proposals or recommendations. Such important functions of state life as state security, government, regions, defense, legislation at the intersection of government and parliament, the system of government and presidential communications, and the mass media system fell under this leadership and control. According to the magazine “Free Thought” (No. 1, 1993), the grouping of the political elite that formed around President Yeltsin, that “personal team” to which O. Lobov belonged, was not a single and friendly team. There was intense competition for spheres of influence and for attention from the President between two main groups: experienced and personally loyal to Yeltsin old nomenklatura cadres, in which, along with Lobov, there were Ilyushin and Petrov, on the one hand, and on the other - politicians of the new call, including Burbulis , Shakhrai, Skokov, Poltoranin and others.

Large biographical encyclopedia. 2009 .

See what “Lobov, Oleg Ivanovich” is in other dictionaries:

- (b. 1937) Russian statesman. Since 1985, Chairman of the Sverdlovsk Regional Executive Committee. Since 1987, Deputy Chairman of the Council of Ministers of the RSFSR. Since 1989, 2nd Secretary of the Central Committee of the Communist Party of Armenia. In 1991 92 1st Deputy Chairman of the Council of Ministers of the RSFSR. In 1993 deputy... ... Big Encyclopedic Dictionary

- (b. 1937), statesman and politician. Since 1985, Chairman of the Sverdlovsk Regional Executive Committee. Since 1987, Deputy Chairman of the Council of Ministers of the RSFSR. Since 1989, Second Secretary of the Central Committee of the Communist Party of Armenia. In 1991 92, first deputy chairman of the Council of Ministers of the RSFSR. In 1993 the first... ... encyclopedic Dictionary

Oleg Ivanovich Lobov ... Wikipedia

A prominent Soviet and Russian statesman first gained fame during the liquidation of the consequences of a devastating earthquake in the Armenian city of Spitak. During the most difficult years of the “Chechen conflict,” Oleg Ivanovich Lobov was the secretary of the Security Council and the presidential representative in the Chechen Republic. He made a great contribution to the formation of Russian statehood, having worked in the government of the country for ten years.

Beginning of the biography

Oleg Ivanovich Lobov was born into a family of employees on September 7, 1937 in the city of Kyiv. My father worked as the chief engineer of a local dairy plant. After graduating from high school, the young man went to Rostov-on-Don, where he entered the Institute of Railway Transport Engineers

He was assigned to Sverdlovsk, where he began working as an engineer at the Uralgiprokhim design institute. A competent specialist was noticed and gradually began to be assigned more and more responsible tasks and promoted. In 1963, he was appointed chief designer of the department.

In design organizations

In 1963-1965 he worked at another design institute in Sverdlovsk - UralpromstroyNIIproekt. Then he returned to his native institute, where in 1969 he was appointed to the position of chief engineer. Experts especially noted his work on the design and construction of the cold rolling shop at the Verkh-Isetsky Metallurgical Plant, located in Sverdlovsk.

Oleg Ivanovich Lobov took responsibility for processing construction documentation, coordinating changes with the customer, justifying and defending them in the parent organization in Moscow. He was distinguished by a rational, pragmatic approach to solving construction issues when designing industrial complexes and residential buildings. In 1971, he defended his Ph.D. thesis and was engaged in research and implementation of pile foundations in Siberia.

At party work

The excellent engineer was noticed by the regional party leadership. In 1972, a new period began in the work biography of Oleg Ivanovich Lobov. An experienced builder was invited to work at the Sverdlovsk Regional Committee of the CPSU as deputy head of the construction department. His immediate superior was the future first Russian president.

When Yeltsin was promoted in 1975, Lobov took over his former position as department head. He managed to establish relations with his boss, but he did not copy Boris Nikolaevich’s work style and never discussed his immediate supervisor.

All builders in the region recognized Oleg Ivanovich’s promotion as well-deserved; the authority of the department was then incredibly high. This was his contribution; Lobov worked for three years as a deputy. Then still a young party member, he easily entered the local party elite.

At a managerial job

After Yeltsin's appointment as first secretary in 1976, Lobov was appointed to the post of head of the Glavsreduralstroy trust in Tagil. At 39 years old, he becomes one of the youngest heads of construction departments, and the largest territorial organization. In 1982 he was awarded the title "Honored Builder of the RSFSR".

In the same year he returned to party work, first taking Yeltsin’s former position as secretary for construction, and in 1983 he was appointed to the post of 2nd secretary of the regional committee. In 1985, he was elected chairman of the regional executive committee and worked in the city administration for two years.

In 1987 he was transferred to Moscow to the post of Deputy Chairman of the Government of the RSFSR. The following year, Oleg Ivanovich Lobov was appointed deputy head of the RSFSR headquarters for eliminating the consequences of the earthquake in Spitak. He made a great contribution to helping the victims and families of disaster victims. Here he became closely acquainted with the leadership of the republic, who, appreciating his work style and organizational skills, offered to move to work as the second secretary of the Central Committee of the Communist Party of Armenia. He worked in the republic from 1989 to 1991, but forever retained close ties with the Armenian elite.

Return to Moscow

In 1991, he returned to work in the Russian government as First Deputy Chairman of the Council of Ministers. In total, Oleg Ivanovich Lobov worked in four governments of the RSFSR and the Russian Federation. In the same year, he ran for the post of first secretary of the newly formed Communist Party of the RSFSR, but lost the election.

In 1991, the Russian government established the Russian-Japanese University, which was supposed to promote the development of relations and attract Japanese investment into the country. However, the institution became famous primarily for its connections with the totalitarian sect Aum Shinrikyo, which gained worldwide fame after the sarin gas attack in the Tokyo subway. The sect immediately invested 5 million US dollars in RNU and began to expand its presence in Russia. Subsequently, after the terrorist attack, the arrested members of the sect testified that the documentation for the production of the chemical warfare agent was bought from Oleg Ivanovich Lobov for 79 thousand dollars. However, Japanese prosecutors were unable to prove his participation in the activities of the sect.

From 1993 to 1996, Lobov worked directly under the leadership of President Yeltsin as Secretary of the Security Council. In this post, he was actively involved in resolving the “Chechen issue,” which may have been the reason for the assassination attempt on him in 1995. In connection with these events, a photo of Oleg Ivanovich Lobov appeared in all leading publications in the country.

In 1993, the Turkish army came close to the borders of Armenia to take the side of Azerbaijan in the Nagorno-Karabakh conflict. It was Oleg Ivanovich who initiated the sending of Pavel Grachev to Ankara. Who told the Turks that they would get a third world war in case of aggression.

personal information

After retiring, he was engaged in business and until the end of his life he was president of the Association for International Cooperation, created during the administration of President Yeltsin. My wife worked as an emergency doctor and is now retired. The couple have two daughters and a son. It is known about his son, Pavel Lobov, that he was a shareholder of a company specializing in satellite communications.

From his youth, Oleg Ivanovich loved volleyball and played for the institute team. When he was a manager in Sverdlovsk, he organized “almost mandatory” sports activities for employees. When I worked with Boris Yeltsin, I played with him. In addition, they were neighbors in a state dacha.

Oleg Ivanovich Lobov died on September 6, 2018, just one day short of his 81st birthday. Many government organizations expressed their condolences. The Armenian community especially honored his memory as a man who did a lot for the country at critical moments in history. At the funeral of Oleg Ivanovich Lobov, numerous government awards were carried, including the Order of Lenin and the Order of the October Revolution.