October 20, 2010
I am a member of the last generation of Soviet people – those who were born and came of age in the USSR. In 1990, the final year of the Soviet Union’s existence, I was 27 years old. The next generation – of which the first of my sons, born in 1985, is part – only knows about “those times” from our stories.
Growing up, an ordinary young man from the outskirts of Moscow from a family of engineers who worked at a Soviet factory, I believed the things that were said on television, written in the newspapers and taught in school. I wanted, like my parents, to work at a factory and serve my country. I wanted to go further than my father, to become a factory director. Like a third of my peers, I studied at a technical institute, and like 90% of them, I was a member of the Young Communist League.
It seemed to me, as it did to everyone else, that the USSR would exist forever. Nobody believed that everything could change in an instant, but that is what happened. In the past two decades, it can be said that Russia has been born anew and has finished with the “socialist choice.”
Many trials and tribulations awaited us. Having found freedom, we had to defend our choice in the brutal internal conflicts of 1991-93. Things came no easier in the economic sphere. The USSR, having fallen to pieces, buried all of the country’s production systems under its wreckage. During the interregnum, specialists left and equipment broke down.
As I became the manager and then co-owner of a huge energy company, production volume in the oil industry nationally fell to 300 million metric tons a year from 600 million metric tons. But our company, Yukos, managed to achieve excellent economic results. In fact, from 1996 to 2003, oil production doubled to 80 million metric tons, wages quintupled and debt was repaid.
We met daunting challenges, including those brought on by Russia’s 1998
financial collapse, when the price of oil fell below the cost of production. In addition to 150,000 employees, I was responsible for the populations of more than two dozen cities and settlements. It’s easy to be bold when you’ve got nothing to lose. But I believe that several million people supported the changes that I put through and that changed their lives as a result.
We staked our claim on efficiency. We reduced costs and competed aggressively. In place of the monster we inherited, one that engaged in everything from beer production to construction, we created a professional oil production company. We spun off all of Yukos’ noncore businesses into independent firms, helping employees become owners.
At the same time, we spurred creation of many jobs in what was then a new industry in Russia, Internet services and programming. We retrained thousands of schoolteachers through the Federation of Internet Education, a nonprofit, nongovernment organization.
We emerged from the crisis as the best oil company in Russia, with good public support. It felt as if Russia was irreversibly moving in the direction of a modern democracy and European values. Along with operating businesses, I began to get actively involved in socio-political projects such as education. I established a foundation to support nonprofits and human rights groups, and I also provided funding to opposition parties.
Now, I am in my seventh year in jail.
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