BRATVA developed as a holding group: individual enterprises had their own management and their own financial results. Five vectors feeding a single budget.
The organisation did not depend on a single source of money. Each commercial line sustained its own operations and generated profit.
Part of the income went to the development of the enterprises, part — to investments, and a separate budget was allocated to social programmes. Charity ceased to depend solely on the personal funds of the founders — this was one of the most important achievements of the early BRATVA.
However, as financial flows grew, a new question arose: who should control the money? And who should make the final decisions?
A holding group in which each enterprise has its own management. Sources of capital: construction, trade, manufacturing, logistics, oil operations. The social budget is formed from profit, not from personal contributions.
Adopted by the circle of founders in 1999. In force in unaltered form until 2003 — until the appointment of a single head.
By 2004 the list of commercial partners had exceeded 700 companies, including international brands of the automotive, technology and manufacturing industries. Part of the names in the file is closed: the organisation had reached state level in its dealings, and part of the correspondence has still not been transferred to the open fund.
No inventory contains a figure that even one of the founders would call final. The archivist regards this not as a defect of accounting but as a sign of economic health: while the figures argue, the money works.
