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Sergey A. Pravkin - Candidate of Law, docent, associate professor of the department ‘Administrative Law, Ecological Law, Information Law’, Law Institute, Russian University of Transport

Vera V. Smirnova - Candidate of Law, docent, associate professor of the department ‘Administrative Law, Ecological Law, Information Law’, Law Institute, Russian University of Transport

Abstract. The current paper has analyzed the organizational and legal foundations of property management and transactions with the holding's real estate. The open joint stock company (JSC) “Russian Railways” completed the transition to a vertically-oriented management in accordance with the types of activities and the transition from horizontal management based on the territorial principle to the management of such business units as logistics, infrastructure, passenger traffic, freight traffic, etc. For this purpose, there were created directorates in accordance with the types of activities. These types of activities (management branches) included certain areas of business, which were facilitated by measures for the implementation of corporate building and organizational development. Real estate management is also carried out in the respective divisions vertically with the distribution of competence. There are applied uniform principles of property accounting and control of the parent company over subsidiaries at all levels. Directions in the use of real estate of the JSC “Russian Railways” have been outlined in the Functional Real Estate Management Strategy of the Russian Railways Holding No. 1357R issued on June 29, 2012, in accordance with which an effective real estate management model should be created. Much has already been done. However, there are still unresolved problems in the field of real estate management in the JSC “Russian Railways”. First of all, they are associated with the current deterioration of individual infrastructure facilities, including real estate being on the balance of the holding. In order to ensure a balance of interests of the state, private shareholders, the mechanism of public-private partnership, as well as other models of foreign investment in real estate, did not find proper application in comparison with foreign countries. The current study has analyzed the policy documents, the activities of the holding, corporate legal framework in decision-making. There have been made individual proposals to improve the organizational and legal environment for managing the company's property, including those related to the development of public-private partnerships.

Keywords: organizational and legal environment; property management; public-private partnership; infrastructure projects.

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