Otar Abdushelishvili - The man who has occupied one of the prominent places in among brilliant patriots

Published in Society
Friday, 16 July 2021 11:42

The history of our country counts the whole breadth of state and public figures, real heroes, thinkers or just decent human beings. Otar Abdushelishvili is among such prominent ones. The freedom-loving man who could not be the follower of the totalitarian age, regime propaganda and ideology in the common narrative of the Soviet Union. The person who lived with audacity and pride, patriotism, intellectual analysis and acted with high citizenship goal with the view of loving his motherland. The person who, even in those hopeless 90ies never gave up and adapt to the chaotic rules. He loved with gratitude and lived in a way which would have been desirable for God.  

Mr. Abdushelishvili, as the man living his life with dignity, tremendous love towards his family, was distinguished with his personal relations as well. High moral traditions, calm and balanced nature with noble manly behavior were deeply rooted in his personality.

Without exaggeration I would like to note that it is impossible to get familiarized with his life and not feel how special he was. He had his goals and knew that he would have to achieve them. He was the source of great motivation, a progressive, purposeful and uncompromising manager. The patriot of his country always praying for it, the distinguished public figure who occupies one of the prominent places among brilliant fellow countrymen. 

Otar Abdushelishvili was born on September 21, 1941 in the family of a teacher. He spent his youth in the oldest part of his country. In 1958 he successfully finished secondary school N 5 in Poty and in the same year started studying at the Poty port repair workshop first as an apprentice and then as an electric-metal worker. In 1959 he started studying at the Politechnic Institute of Georgia which he graduated with the specialism of chemical technology of plastic masses. Then he worked for one year at Poty large-scale bakery as a technologist and in 1966 his maritime life starts.  He became the master of Poty Ocean Fishery division fish fleet production on long-distance ships and then moved to the position of the assistant of the ship captain for demonstrating hard work and special skills in the field of fishing. From 1986 he was approinted as the head of the department of fish processing and selling of the same division and in parallel manner fulfilled the duties of the head of fish production on fish-catching ships. He has been granted numerous awards and gratitude dimplomas for efficient management of the fish catching process.   

The most active years of his activities start from 1971 when he was moved to Tbilisi at the position of the engineer of the division of ocean fish catching of the Georgian Socialist Republic. In the same year he was enrolled in the Astrakhan technical institute of industry and economy and finished its faculty of technology of fish products in 1975. In the process of workihg he has been granted state awards for successfully meeting the objectives of the state plan of fish production and efficient organization of the production process. Since 1975 he has been appointed as the head of production division of the same department. He was granted gratitude for efficient organization of the operation of the workshop of Poty fish factory, which significantly improved meeting the objectives of the fishing season.

Since 1975 he was transferred to Tbilisi and appointed as the director of the fourth refrigerator where he demonstrated efficient skills of the manager and entrepreneur in various fields.

Then ministry of trade of Georgia granted numerous certificates of gratitudes to him for efficient management. He achieved  a lot of success in the field of effective organization of the system of civil protection of production. He was given gratitude by the civil defence management annually for achieved success and maintaining good condition of the sites of the civil defence system, their constant readiness for urgent situations, providing workers with protection means, storing chemical substances in shelters accordingly well and providing high quality work, exemplary discipline and fulfilling the general plan well.    

In 1975 he was transferred to the position of the managing deputy head  - chief engineer of the “Georgian Fish Production and Selling” union of the Soviet Republic of Georgia where he worked until 1992. He demonstrated his top management skills here as well. It was under his supervision that fish storing refrigerators for tinned food  were constructed in various regional centres of Georgia. He was the initiator of many innovations in technical processes. As a result of famous events of 1992 the division was reorganized, sites changed into joint-stock companies and, as a result, he resigned.    

In 1985 he went through numeous courses at the management institute of state people’s economy of Georgia and prepared work on modern management methods in production organizations in terms of planning and organizing modern management methods using economic-mathematical methods and computer science.

In 1994 the “Saktevzi” concern was established and he was elected as its president. Later on, this service was reorganized and Otari was transferred to the newly-created fish economy department as the head of the fish economy department where he worked until 2002.

For the significant contribution to the field he was awarded with the Order of Honor in 2002 after which he stepped down from the position and spent the rest of the period in his beloved village of Gorisa in Sachkhere region where he maintained agricultural activities.

When people like Otar Abdushelishvili pass away to rest in peace, the universe gets devastated for a while and this very moment  gets fixed in our memory as the true one which helps us to recall personal relations in which joy and pain are of equal value. Afterwards, everything gets back to normal, the world which is much more massive than all of us, suddenly gets filled up and continues to exist.  

Sometimes, in relations both sides simply consider that they have obigations towards one another. However, this is the lucky case when I am proud that I knew the person who was indeed distinguished with his joyful nature, internal culture, tact, elevated thought and brilliant intellect.

Today is the day to commemorate Otar Abdushelishvili. He was unmatched with his way of life – similar to Pavarotti in the field of culture and I urge everyone to light candles for him.  A real state and public figure, a husband, an uncle, a grandfather, a brother, a real professional, an elderly friend and just a decent human being has passed away to rest in peace. We will all miss his wise pieces of advice and positive atmosphere. May him rest in peace.

Read 324 times

Related items

  • He Did it His Way

    Corona has taken away best Georgian, magnanimous and noble person, a wonderful individual, high level professional, successful and prominent organizer and innovator, defender of traditions and values, best friend, father, spouse and grandfather Otar Abdushelishvili.

    Mr. Otar – a successful fish specialist, twice holder of the Order of Honor has been heading the fish department of the Ministry of Agriculture of Georgia, implemented numerous successful projects, brought up a great number of youngsters and made significant contribution to the development of the field.  He has made a worthy and ponderable contribution to fish industry inside and outside Georgia.

    Mr. Abdushelishvili was distinguished by his excellent personality, kindness and love, human warmth. He was always friendly towards colleagues, coworkers and partners as well as caring, prescient, discreet and tactful.

    We were very distressed! We will never forget his smiling face and eyes full of warmth. Our gratitude to him for giving us lessons of humanity, warmth and kindness, support. We have always been and will be proud to have had the opportunity of having relations with you.

    7 June, 2022 - Tbilisi, Georgia

  • You Can Learn A Lot About Ukraine By Watching Its Football

    Ukrainian football, which managed to survive shortly after the collapse of the Soviet Union, embarked on a new model of development beginning from the 2000s. The start of the new millennium in Ukrainian football was marked by wealthy businessmen and oligarchs buying or gaining control over the clubs, thereby reflecting the developments that had been occurring in the socio-political and economic life of the country.

    Ukrainian football has become a favourite toy of Ukrainian oligarchs. On the one hand, it gave a short-term boost to football with the impression of a flourishing future; but, on the other hand, it has led to disastrous consequences, with many clubs ceasing to exist, a reducing in the number of clubs able to perform in the national tournament, the Premier League, and huge fall in attendances at games, among other things. So, when you see football declining, this means oligarchs have less money than before.


    In the early 1990s, Dynamo Kyiv, the most decorated Ukrainian football club, came  under the control of Hryhoriy Surkis, a Ukrainian businessman and politician, and then passed to his younger brother, Ihor Surkis. Rinat Akhmetov, reportedly the richest man in Ukraine, laid his hands on Shakhtar Donetsk FC carrying his team to the biggest success in the history of Ukrainian football in independent times -- victory in the 2007/2008 UEFA CUP tournament.

    Other oligarchs have taken the path of these two: Oleksandr Yaroslavskiy, a Kharkiv-based business tycoon, bought Metalist FC from the same city;  Ihor Kolomoyskiy, one of the most scandalous oligarchs, became the owner of Dnipro FC, while allegedly keeping the financial influence over the Kryvbas (Kryviy Rih), Volyn (Lutsk) and Arsenal (Kyiv) football clubs. Other clubs have also fallen under the control of oligarchs. Petro Dyminskiy, a Lviv-based businessman, became the president of Karpaty (Lviv), Kostiantyn Zhevaho, a Ukrainian billionaire, became sponsor of Vorskla (Poltava), Yevhen Heller, a businessman and former MP, started financing Zorya (Luhansk), etc. 

    Because of this, football has turned into a game of oligarchic nature, with clubs playing the role of toys in the hands of business tycoons and being overwhelmingly dependent on the financial injections of their owners.

    Such a state of play reflects developments within the country. The oligarchic and clannish model that has been prevailing in Ukraine's economic and socio-political life has moved to national football. Clubs have become a tool to "do a little muscle-flexing" and play political games between competing rivals. Moreover, they also served, in some cases, as a source to partially legalize revenues invested in football, which had been obtained while committing allegedly corrupt activities. Successful clubs have also showed that there is a lot of "free money" in the economy that oligarchs invested into sports entertainment.

    On the one side, backed by some local successes on the international arena, the rising flow of well-skilled foreign players coming to Ukraine and increase in the number of fans coming to games, it provided an imaginary conviction that Ukrainian football has become as wealthy as European football. 

    But, on the other hand, this model showed its key weakness too: total non-resilience amid economic and socio-political hardships that the country may face and great losses that the moguls who own clubs may sustain.  

    This trend has become most evident after Euromaidan and the start of Russia's war against Ukraine. The harsh economic situation in the country has hit oligarchs as well: they massively began to give up on their football-related commitments by drastically cutting spending on the clubs they owned or even abandoned them. In such harsh circumstances, oligarchs realized that their clubs had become "suitcases without a handle". As a result, just three years on from 2014, and 20 professional clubs in Ukraine ceased to exist, while many others are eking out a miserable existence. Moreover, many people stopped visiting stadiums, which led to  record-low attendances at stadiums.


    One of reasons that led to such bad consequences is that, over the years of their functioning, national clubs had failed to profit from football. Despite the fact that wealthy businessmen owned Ukrainian clubs, football has hardly developed as a business. Contrary to the Western model, where football and sports is seen primarily as a business activity, in Ukraine it was perceived, to one extent or another, as a way of competition between dissenting business and political camps.

    In the West, the understanding of football as a business is common knowledge. According to the 2018 Football Money League report provided annually by Deloitte Touche Tohmatsu, revenues of the 20 most-generating clubs reached EUR 7.9 billion in 2016/2017, with England's Manchester United securing its position at the top of the rating with more than EUR 676 million revenue in 2017. By comparison, the budget for the whole Ukrainian Premier League (UPL) tournament in 2018 was UAH 13 million (approximately USD 480,000), as former UPL head Volodymyr Heninson said.

    The English Premier League (EPL) has best mastered such a business model. Among the TOP-5 European football leagues, it is first in terms of revenues. In 2017, EPL's revenues came to EUR 5.340 billion, followed by the Spanish La Liga (EUR 2.899 billion) and German Bundesliga (EUR 2.799 billion). Out of the EPL's entire amount of revenue, more than half (EUR 2.910 billion) was generated by TV broadcasting contracts and EUR 1.250 billion was earned due to sponsorship deals and other commercial activities.

    Thus, the Premier League remains the most intensely marketed football league in the world. The EPL has the biggest representation in the TOP-10 list of the most valuable brands, with six clubs being there, alongside 2 Spanish clubs, and just 1 German and 1 French. The marketable value of all players that play in the EPL is also record-breaking and reached EUR 8.3 billion. By comparison, the total market value of all the players of Ukrainian Premier League in 2018/2019, was according to Transfermarkt, evaluated at almost EUR 285 million.

    The poor condition of national football has on many occasions been confirmed by club owners. In 2009, Oleksandr Yaroslavskiy, the then-owner of Metalist FC, admitted that his club is "a non-performing asset," saying, moreover, that there will be no possibility to make money out of national football in the next 10 years.  Nine years later, Ihor Kolomoyskiy, ex-owner of Dnipro FC, confirmed Yaroslavskiy's words, describing his former football club as a project that leads to losses. "Football [in Ukraine] has almost died," he stressed. In an interview with Viktor Vatsko, one of the most prominent Ukrainian football commentators, in early 2019 Ihor Surkis, President of Dynamo Kyiv, answering the question about the business attractiveness of the club he owns, confessed that only if Dynamo was controlled by a true businessman could it have been seen as an asset capable of generating profit.

    Such a trend is confirmed by statistical data. The figures presented by a report by UEFA, the body that runs European football, shows that Ukrainian Premier League clubs suffered losses of EUR 60 million in 2017.


    The oligarchic model of football management has been dominant in Ukraine for many years. However, the transformations that have been taking place in Ukrainian football since 2014 may finally become a game changer for the whole sector and lead to its future step-by-step revival.

    Financial optimization is one of the tools that may, in the long-term, help Ukrainian football to get back on track. Denys Bosianok, a Ukrainian football commentator, even advocates making football salaries match the real situation in the country

    Andriy Kovalenko, in his article for Dilova Stolytsia, predicts that full deoligarchisation and drastic changes in deeply rooted approaches of managing football in Ukraine are key preconditions for the game of millions in the country to begin getting up from its knees. This may, first of all, result in the total decadence of the professional football in Ukraine. However, in the long-run, it might open a new window of opportunities for the clubs, which, after years of stagnation, should realize that living within their means is precisely the way it should be done.

    After the rehabilitation, new investors, in cooperation with local authorities and communities, as well as professional football managers, should become the force that will provide a helping hand for a club to survive and develop based on internationally-accepted business models. However, in order for this to become true, the overall economic prosperity of the country should also increase significantly. And the transfer from oligarchic and clannish model in the country's socio-political and economic life is paramount in this regard.

    The German model of football management may serve as an example in this situation, subject to certain specifics that Ukrainian football has been living with for years. According to the German legislative framework, at least 51% of shareholders in a club, with some concrete exemptions, should constitute sport communities and football fans. It significantly minimizes the possibility for big moguls, including from those outside the country, to come into German football and establish control over its clubs. On the contrary, this, alongside professional football managers that are involved, provides for maintaining sound economic policy, which allows for profits to be earned from  organizing football with further investment in a club's development. Such a model has already confirmed its feasibility: the German Bundesliga ranks third is in the TOP-5 European leagues in terms of revenues it generates (EUR 2.799 billion in 2017), just slightly behind Spain's La Liga.

    Thus, the evolution of Ukrainian football from the oligarchic nature of management to the business model, alongside a rise in living standards in the country, may become the factor that will change the rules of the game and contribute to football getting back on track.


    Analyst and journalist, Internews Ukraine and UkraineWorld


  • Package of Turkmenistan–Azerbaijan Documents Signed in Ashgabat

    The expanded talks were followed by the signing ceremony of bilateral documents. The existing legislative and regulatory framework was reinforced by 21 documents.

    In the presence of the heads of state, the following documents were signed:

    The Agreement between the Government of Turkmenistan and the Government of the Republic of Azerbaijan on Long-term Trade and Economic Cooperation;

    the Program of Trade and Economic Cooperation between the Government of Turkmenistan and the Government of the Republic of Azerbaijan for 2019-2021;

    the Agreement between the Government of Turkmenistan and the Government of the Republic of Azerbaijan on Promotion and Reciprocal Protection of Investments;

    the Agreement between the Government of Turkmenistan and the Government of the Republic of Azerbaijan on Avoidance of Double Taxation with Respect to Taxes on Income and Property;

    the Agreement between the Government of Turkmenistan and the Government of the Republic of Azerbaijan on Cooperation in the Field of Industry;

    the Program of Cooperation between the Government of Turkmenistan and the Government of the Republic of Azerbaijan in the Field of Transport for 2019-2022;

    the Agreement between the Government of Turkmenistan and the Government of the Republic of Azerbaijan on the Establishment of the Turkmenistan–Azerbaijan Joint Commission for Transport, Transit and Logistics;

    the Agreement between the Government of Turkmenistan and the Government of the Republic of Azerbaijan on Development of International Maritime Shipping through the Ports of the Two Countries;

    the Agreement between the Government of Turkmenistan and the Government of the Republic of Azerbaijan on Visa Facilitation for Actors Conducting International Transportation through the Territories of the Republic of Azerbaijan and Turkmenistan;

    the Program of Cooperation between the Government of Turkmenistan and the Government of the Republic of Azerbaijan in the Field of Science, Education, Culture and Art for 2019-2021;

    the Agreement between the Turkmenbashi International Seaport and the Baku International Sea Trade Port CJSC on Automated Exchange of Information;

    the Agreement between the Ministry of Railways of Turkmenistan and the Azerbaijan Railways CJSC on Transport and Transit;

    the Agreement between the State Service of Maritime and River Transportation of Turkmenistan and the Baku International Sea Trade Port CJSC on Increased Trans-shipment between the Turkmenbashi International Seaport and the Baku International Sea Trade Port;

    the Agreement between the Ministry of Motor Transport of Turkmenistan and the Ministry of Transport, Communications and High Technologies of the Republic of Azerbaijan on Development of International Road Transport;

    the Agreement between the State Service of Maritime and River Transportation of Turkmenistan and the Azerbaijan State Caspian Shipping Closed Joint-Stock Company on Development of Maritime Merchant Shipping;

    the Agreement on Cooperation between the Academy of Sciences of Turkmenistan and the National Academy of Sciences of the Republic of Azerbaijan;

    the Agreement between the State Customs Service of Turkmenistan and the State Customs Committee of the Republic of Azerbaijan on Organizing the Exchange of Preliminary Information on Goods and Means of Transport Crossing Turkmenistan and the Republic of Azerbaijan;

    the Memorandum of Understanding between the Union of Industrialists and Entrepreneurs of Turkmenistan and the National Confederation of the Entrepreneurs (Employers’) Organizations of the Republic of Azerbaijan;

    the Memorandum of Understanding between the Institute of International Relations of the Ministry of Foreign Affairs of Turkmenistan and the ADA University of the Ministry of Foreign Affairs of the Republic of Azerbaijan;

    the Memorandum of Understanding between the International University of Humanities and Development and the ADA University of the Ministry of Foreign Affairs of the Republic of Azerbaijan.

    Presidents Gurbanguly Berdimuhamedov and Ilham Aliyev signed the Joint Statement to the public applause.

    The state news agency of Turkmenistan 

  • SES and Gilat Join Forces to Make Connectivity at Sea More Accessible

    Maritime+ Regional solution combines all-in-one antenna with wide beam and HTS satellite capacity in affordable package aimed at untapped small vessels connectivity market

    LUXEMBOURG and PETAH TIKVA, ISRAEL - 15 February 2017 -- SES S.A. (Euronext Paris and Luxembourg Stock Exchange: SESG) and Gilat Satellite Networks (NASDAQ, TASE: GILT) today announced a strategic collaboration focused on delivering affordable connectivity to a broad range of small ships and vessels left underserved at sea in the Caribbean and beyond.

    Set for commercial launch in April 2017, the plug-and-play platform is the latest offering within the SES Maritime+ service, which was first introduced late last year. The new collaborative solution bundles Gilat’s MarineRay 60P all-in-one Ku-band maritime VSAT (very small aperture terminal) antenna package with SES’s tailored maritime capacity on both wide beam and upcoming high throughput satellite (HTS) capacity to help small yachts and ship operators break through barriers to entry.

    Until now, the cost of antennas, installation, satellite capacity, and fleet and network management has kept many small vessels out of the VSAT market and unable to access high-speed connectivity to link crews and entertain passengers. The SES Maritime+ solution eliminates these constraints with affordable equipment, bandwidth, installation and network management pricing for operators of even the smallest of fishing boats and yachts.

    The collaborative solution, sold through a network of authorised dealers across the globe, will be available first to small yachts and vessels traversing Caribbean waters, followed by small craft operating in the Mediterranean Sea, North Sea, and ocean waters throughout Southeast Asia.

    “This collaborative breakthrough is all about leveraging and utilising SES’s robust and diverse network of satellite capacity and Gilat’s all-in-one VSAT terminals to make high-speed, high quality connectivity much more accessible to even the smallest maritime operators. There are hundreds of thousands of small fishing and cargo vessels that simply haven’t been able to offer affordable high-speed internet access to their crews and passengers – until now,” explained Elias Zaccack, SVP of Global Mobility and the Americas Region for SES. “SES’s Maritime+ regional offering makes access to connectivity at sea easier and more affordable than ever before.”

    “This first Maritime+ regional agreement between Gilat and SES is opening access to high-speed maritime connectivity to small vessel operators throughout the Caribbean. Our MarineRay all-in-one terminal package in combination with SES’s wide beam and HTS capacity is a game changer for operators of small yachts and ships who’ve been left behind and underserved in the Caribbean and other vital maritime regions,” noted Ron Levin, Director Strategic Accounts at Gilat Satellite Networks. “This initiative is in-line with Gilat’s strategic direction of bringing affordable broadband to underserved markets on the ground, in the air, and now - at sea.”

    About SES
    SES is the world-leading satellite operator and the first to deliver a differentiated and scalable GEO-MEO offering worldwide, with more than 50 satellites in Geostationary Earth Orbit (GEO) and 12 in Medium Earth Orbit (MEO). SES focuses on value-added, end-to-end solutions in four key market verticals (Video, Enterprise, Mobility and Government). It provides satellite communications services to broadcasters, content and internet service providers, mobile and fixed network operators, governments and institutions, and businesses worldwide. SES’s portfolio includes the ASTRA satellite system, which has the largest Direct-to-Home (DTH) television reach in Europe, and O3b Networks, a global managed data communications service provider. Another SES subsidiary, MX1, is a leading media service provider and offers a full suite of innovative digital video and media services. Further information available at: www.ses.com

    Follow SES on:
    Twitter: https://twitter.com/SES_Satellites
    Facebook: https://www.facebook.com/SES.YourSatelliteCompany
    YouTube: http://www.youtube.com/SESVideoChannel
    Blog: https://www.ses.com/news/blogs
    SES White papers are available under https://www.ses.com/news/whitepapers

    About Gilat
    Gilat Satellite Networks Ltd. (NASDAQ: GILT, TASE: GILT) is a leading global provider of satellite-based broadband communications. With 30 years of experience, we design and manufacture cutting-edge ground segment equipment, and provide comprehensive solutions and end-to-end services, powered by our innovative technology. Delivering high value competitive solutions, our portfolio comprises of a cloud based VSAT network platform, high-speed modems, high performance on-the-move antennas and high efficiency, high power Solid State Amplifiers (SSPA) and Block Upconverters (BUC). Gilat’s comprehensive solutions support multiple applications with a full portfolio of products to address key applications including broadband access, cellular backhaul, enterprise, in-flight connectivity, maritime, trains, defense and public safety, all while meeting the most stringent service level requirements. For more information, please visit: www.gilat.com
    Certain statements made herein that are not historical are forward-looking within the meaning of the Private Securities Litigation Reform Act of 1995. The words "estimate", "project", "intend", "expect", "believe" and similar expressions are intended to identify forward-looking statements. These forward-look ing statements involve known and unknown risks and uncertainties. Many factors could cause the actual results, performance or achievements of Gilat to be materially different from any future results, performance or achievements that may be expressed or implied by such forward-looking statements, including, among others, changes in general economic and business conditions, inability to maintain market acceptance to Gilat's products, inability to timely develop and introduce new technologies, products and applications, rapid changes in the market for Gilat's products, loss of market share and pressure on prices resulting from competition, introduction of competing products by other companies, inability to manage growth and expansion, loss of key OEM partners, inability to attract and retain qualified personnel, inability to protect the Company's proprietary technology and risks associated with Gilat's international operations and its location in Israel. We undertake no obligation to update or revise any forward-looking statements for any reason. For additional information regarding these and other risks and uncertainties associated with Gilat's business, reference is made to Gilat's reports filed from time to time with the Securities and Exchange Commission.

Business News

Silk Road Tbilisi Forum 2015 has started

Silk Road Tbilisi Forum 2015 has started

Silk Road Tbilisi 2015 forum started today. Following the success of the inaugural Routes Silk Road...

Agreement between SES and GEE

Agreement between SES and GEE

A new multi-year agreement was signed between worldwide satellite operator SES and Global Eagle Ente...

Visa free regime to impose for 15 February

Visa free regime to impose for 15 February

The visa regime imposed by Georgia to Iran has been cancelled for 15 February,” -the Deputy Ambassad...

Session of Economic Council was held under the leadership of Prime Minister

Session of Economic Council was held under the leadership of Prime Minister

Plan of acceleration of infrastructural projects, financial support scheme for startups and activiti...


« August 2022 »
Mon Tue Wed Thu Fri Sat Sun
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31        


The News Agency,
a part of STARVISION
Media Group.
It made its first
appearance on the Internet..More



Lechkhumi street.43


Phone: (+995 32) 257 91 11
E-mail: avtandil@yahoo.com




Social Media