For the second year in a row, the Precision Electromechanics Plant has been ranked among the top three most successful enterprises in the Dzerzhinsky District. In 2025, ZTEM won the “Best Organization in the Industrial Sector” award. This landmark achievement owes much to Anatoly Skripinsky, who took over as the plant’s head in February 2026 (he previously held the position of Deputy Director and Chief Engineer). We spoke with the new director about the company’s growth prospects and what helps the team achieve impressive results.
– Anatoly Ivanovich, how do you view this new stage of your professional career, and what goals do you set for yourself?
– Taking on this new position is a great honor for me, and certainly a tremendous responsibility. Our company, as you know, operates in the defense industry and is subordinate to the State Military-Industrial Committee, which is tasked with ensuring the country’s defense capability. Therefore, the responsibility assumed by the director of an enterprise within the State Military-Industrial Committee is very high. By this, I mean a combination of high personal discipline and a focus on the smooth fulfillment of state defense orders, strict contract deadlines, and the need to modernize production and products.
For me, personal discipline is inseparable from high personal responsibility and personal involvement in every stage of production: from component delivery to final product delivery and testing.
I have been associated with the plant for over seven years: I have risen from deputy chief engineer to director of the plant. During this time, I’ve become convinced that only a focus on results, a desire to improve my competencies, and a commitment to effective collaboration with the team can provide impetus for both my own professional growth and the company’s overall success.
– What does knowing the plant “from the inside” give you as a new director?
– I believe this is one of the key advantages – the foundation I was directly involved in strengthening through close collaboration with the team and associated companies. Therefore, I have a deep understanding of the existing production processes; I know the strengths and bottlenecks of each section; I see where there is potential and which areas require strengthening, and where product design and manufacturing parameters need to be improved. All this allows me to anticipate potential problems and make more informed and timely decisions based not on formal reports, but on the real picture of the situation.
– Being recognized as the best industrial enterprise in the region once again proves that things are going well at the plant. What was the basis for this success?
– I’ll put it this way: in terms of production volumes, sales, and other key financial and economic indicators, we have achieved the goals outlined in the 2021-2025 strategy. Although, I admit, some of them seemed difficult to achieve. But the high level of responsibility of the plant’s management and employees in the offices and workshops, the coordinated actions, and the understanding of the need to fulfill the exceptionally important tasks set before us by the State Military Industrial Committee, have become the foundation for successful development.
Today, I can confirm that we are in a stage of confident growth.
Full version of the material is available at the link: dzr.by
