A high level of labor management and its regulation largely determine the profitability of production and, ultimately, the competitiveness of the enterprise. Currently in distress economic mechanism countries, where production is sometimes spontaneous in nature, the problem of labor rationing has sharply worsened.

The key element of the labor standardization process, its fundamental basis, is specific standards labor. According to the legislator, the latter - these are production standards, time standards, headcount standards and other standards - are established in accordance with the achieved level of technology, technology, organization of production and labor (Part 1 of Article 160 of the Labor Code of the Russian Federation).

Labor standards are developed both for individual operations (operational standards) and for complexes of work (enlarged, complex standards). The full standard labor intensity is also determined - the totality of costs of all categories of industrial production personnel of the enterprise engaged directly in technological processes (technological labor intensity), production maintenance (production maintenance labor intensity) and management (management labor intensity).

Labor standards may be revised as new equipment, technology, and organizational or other measures are improved or introduced to ensure an increase in labor productivity, as well as in the case of the use of physically and morally outdated equipment.

The development and implementation of labor standards is the main responsibility of the administration of an enterprise (organization), which carries it out taking into account the opinion of the elected representative body of workers.

Regulatory materials for labor standards serve as the basis for calculating reasonable standards for labor costs and must meet the following basic requirements:

* correspond to the modern level of technology and technology, organization of production and labor;

* take into account to the maximum extent the influence of technical, technological, organizational, economic and psychophysiological factors;

* ensure high quality of established labor standards, optimal level of labor intensity;

* meet the required level of accuracy;

* be convenient for calculating labor costs at enterprises (institutions, organizations) and determining the labor intensity of work;

* provide the possibility of using them in automated systems and personal electronic computers for collecting and processing information, developing labor standards.

Labor standards are established:

* for a separate operation - operational or differentiated norm;

* interconnected group of operations - enlarged norms;

* for a completed set of works - a comprehensive norm.

The degree of differentiation or consolidation of norms is determined by the specific conditions of the organization of production and labor.

Article 160 of the Labor Code of the Russian Federation, as mentioned above, focuses on 3 basic labor standards:

* production standards;

* time standards;

* service standards.

In the coal, mining, oil and other industries, complex production standards are widely used, which are established on the basis of individual standards for individual processes.

Time standards are the amount of working time set by the employer, which an employee of a certain qualification will be forced to spend on the production of a single product in the data technical conditions.

The time a worker spends at production consists of work time and breaks. Working time consists of main, auxiliary, preparatory and final work hours, as well as workplace maintenance time.

The main time is the time during which the immediate goal is achieved technological process, i.e. there is a qualitative change in the subject of labor, and auxiliary - the time spent by the worker on actions related to ensuring the completion of the main work.

The main and auxiliary time in total constitute operational time.

Workplace maintenance time is necessary to maintain the workplace in proper condition. It consists of organizational service time and time Maintenance workplace. In manual and machine-manual labor processes, the time required to maintain a workplace is not divided into organizational and technical.

Preparatory and final time is required to prepare the worker and means of production for execution given work and its completion. Its duration, unlike main and auxiliary time, does not depend on the number of products processed. Break time includes the time of breaks depending on the worker and the time of breaks associated with production problems.

Breaks depending on working time are divided into two types: breaks for rest and personal needs of the worker and breaks caused by violation of labor discipline (lateness to the start of the shift and after the lunch break, early leaving work before the lunch break and at the end of the shift), and also self-distraction of performers from the work they perform.

All losses of working time for organizational and technical reasons are combined into one group of interruptions associated with production problems.

Time standards are established, as a rule, for workers. For them, the standardized time is divided into piece and preparatory-final. Piece production is the time required to manufacture a unit of product under certain organizational and technical production conditions. It consists of main and auxiliary time, time for servicing the workplace and breaks for rest and personal needs of the worker.

The standard working time for certain periods is calculated according to the five-day calculated schedule working week with two days off on Saturday and Sunday, based on the following duration daily work(shifts):

* with a 40-hour work week - 8 hours;

* if the working week is less than 40 hours - the number of hours obtained as a result of division set duration working week for 5 days;

* on the eve of non-working days holidays working time is reduced by 1 hour.

The standard working time calculated in the specified order applies to all work and rest regimes.

In accordance with time standards, other labor standards are calculated, for example, production standards, service standards.

The object of labor regulation is a production operation, which is understood as part production process performed by one worker or a group of them at one workplace and on one object of labor. Thus, the operation is characterized by constant workplace, performer and subject of labor.

To establish time standards for each element of a production operation, regardless of the form of labor organization (individual or team), analytical and calculation work is carried out separately. Time standards and their development in various types production and industries have their own characteristics.

Service standards are the volume of work (number of objects) established by order (instruction) of the head of the organization (enterprise, institution) that an employee must service per unit of accounting time (shift, hour, working day, week, etc.) in specific technical conditions .

Service standards are intended to standardize the labor of workers engaged in servicing equipment, production areas, workplaces, etc. In particular, the establishment of service standards is associated with the activities of workers engaged in servicing equipment, production areas, workplaces, as well as for persons servicing computers and cleaners. In addition, service standards are developed to establish time (output) standards for multi-machine work, as well as in cases where it is inappropriate to standardize the work of workers based on time (output) standards, i.e. with full automation of work, on hardware processes, etc. The value of the service norm is derived from the established norm of time per unit of serviced objects and from the norm of working hours.

A variation of the service standard is the controllability standard, which determines the number of employees who must be managed by one manager.

Associated with the service standard is the concept of service time standard, which is understood as the amount of working time required to service a unit of equipment, production space or other production units in certain organizational and technical conditions.

Along with those legally proclaimed at individual enterprises (organizations), there are other labor standards approved by local regulations, such, in particular, may be the norms for the number of personnel involved in production.

Staffing standards are the established number of employees of the relevant professional qualifications required to perform a specific amount of work, both production and managerial.

Based on headcount standards, labor costs are determined by profession, specialty, group or type of work, individual functions, for the enterprise or workshop as a whole, and their structural divisions.

The division of labor standards is possible not only vertically, taking into account various types of characteristics that have a significant impact on the production process, but also horizontally, when the division of labor standards is based on legal basis their existence, validity periods, etc. circumstances.

In this regard, according to the scope of application, regulatory materials for labor standards are divided into intersectoral, sectoral - departmental, professional and local.

Intersectoral standards are intended to regulate labor in work performed at enterprises (institutions, organizations) of two or more sectors of the economy.

Industry (departmental, professional) standards are intended to regulate labor in work performed at enterprises (institutions, organizations) of one sector of the economy.

Local labor standards are developed at enterprises (institutions, organizations) in cases where there are no intersectoral and sectoral regulatory materials, as well as when more progressive organizational and technical conditions are created or their inconsistency compared with those taken into account when developing existing industry regulatory materials.

The specifics of individual industries require the development of unified complexes that combine labor regulation in a particular sphere of the domestic economy. In this regard, a distinction is made between standard and local norms.

Standard labor standards according to Art. 161 of the Labor Code of the Russian Federation are developed and approved in the manner established by the Government of the Russian Federation. Local ones are developed for certain types of work in cases where there are no standard regulatory materials and are approved by the administration.

Norms can be established both for stable work (permanent norms), and for the period of mastering certain types of work in the absence of regulatory materials for rationing labor (temporary norms), or for certain types of work that are of an isolated nature (one-time or single norms) .

Norms can be established for an indefinite period or temporarily. Labor standards established for an indefinite period are valid until they are revised or replaced in connection with organizational and technical measures. Temporary standards are established for the period of development of products, equipment, technology or organization of production and labor in the absence of approved regulatory materials for labor standardization. Standards can be established for individual works that are of a single (one-time) nature: emergency, accidental and others not provided for by technology or plan, and apply while these works are being carried out, unless temporary or permanent standards have been introduced for them. After completing the work for which a one-time rate has been established, the latter loses its significance.

The main content of activities on labor standards: development of labor standards, establishment of labor standards, their verification, replacement, control based on the study and analysis of production processes, labor organization, working time costs, research of work methods, rationalization of labor processes. Labor standards must take into account the entire set of technical, organizational, economic, social, and psychophysiological factors that influence labor costs and the performance of workers.

Standards for rationing labor are the initial values ​​used to calculate the duration of completion of individual elements of work under specific organizational and technical production conditions.

There are standards for operating modes of equipment, time standards, maintenance time standards and headcount standards.

Standards for operating modes of equipment are necessary for calculating the main machine (hardware) and machine-manual time (spindle speed, cutting tool feed rate, temperature in the furnace, time the part is in the hardening bath, etc.).

Time standards are standards that determine the required amount of time to complete individual elements of work. They are divided into standards for operational time, time for servicing the workplace, time for breaks for rest and personal needs, and preparatory and final time.

Service time standards are regulated amounts of labor costs for servicing a piece of equipment or a workplace for an individual or collective performer of work.

Number standards are regulated values ​​for the number of performers for a certain amount of work or part of it (unit of work, full amount of work, separate labor function, etc.).

All types of standards reflect a certain level of development of technology and production organization, taking into account the accumulated experience of advanced workers. As already indicated, there are local or factory standards, and industry and inter-industry standards.

Local regulations apply only to the facility where they were developed.

Industry standards are developed taking into account the organizational and technical state and work experience of a group of similar production enterprises (machine tool industry, textile production, coal industry, etc.). They take into account the industry conditions of production at enterprises of this group, as well as the specifics of the forms and methods of labor organization used at them.

Intersectoral standards are developed and used to standardize labor in a number of sectors of the economy (for example, unified standards for construction, installation and loading and unloading work, standards for metal processing, cutting, etc.). These standards are unified in nature; they mainly reflect generalized organizational and technical conditions and best practices in performing work.

Based on the complexity of their structure, standards are divided into differentiated (elemental) and enlarged. The first ones are intended for standardization of labor for individual techniques or more small elements labor process. The latter are used to standardize labor costs for performing a set of organizationally and technologically interconnected labor techniques encountered when performing various operations. Integrated standards are usually divided by type of working time spent (primary, auxiliary, preparatory and final, operational, incomplete piece, etc.). They can also be subdivided according to the degree of enlargement (complexes of techniques, part, assembly unit, etc.).

When rationing labor, analytical and summary methods are used. The first are divided into analytical-calculation and analytical-research. Analytical and calculation methods of standardization are based on time standards and operating modes of equipment; analytical and research - based on data from studies of equipment operating modes and working time costs when performing certain operations. Analytical and calculation methods are used in industry to calculate technically sound standards at existing and new enterprises. Analytical and research methods are used in conditions of mass production, as well as in other types of production in the absence of the necessary regulatory materials.

The analytical method of labor standardization is carried out in the following order: first, the normalized operation is divided into its constituent elements, then all factors influencing the duration of each element of the operation are determined (technical, organizational, psychophysical, economic and social), then the rational composition of the operation and the sequence of execution are designed its elements, taking into account the best combination of factors influencing its duration. After all this, the time spent on each designed element is calculated and the time standard for the operation as a whole is determined. At the same time, organizational and technical measures are being developed to ensure the implementation of the designed labor process and the established norm.

When using summary methods, standards are established based on the experience of the standardizer (experimental method) or on the basis of statistical data on the performance of similar work (statistical method). Experimental statistical standards are significantly less effective compared to analytical ones.

Thus, the effective choice of labor standardization methodology depends on the nature of the work performed and the type of production. Thus, the most differentiated method of standardization involves calculating time based on labor movements, actions and techniques in conditions of mass production.

1.1. The concept, objectives and role of labor regulation at oil and gas enterprises

Modern production with complex and varied equipment and technology, a large number of workers requires the establishment and regulation of the necessary quantitative proportions between different types of labor. To do this, it is necessary to know the measure of labor costs in terms of quantity and quality, for each area of ​​production and each type of work. This measure of labor is work time, necessary to perform each individual job (operation) in the existing organizational and technical conditions.

The measure of labor as the absolute amount of total working time required to produce a unit of a certain type of product or perform a certain job at a specific enterprise takes on a specific form, expressed in the labor rate. The latter contains the structure and amount of required working time, taking into account specific technical and organizational conditions production at the enterprise, in the workshop, on the site and in the workplace. Labor standards are established using standardization methods. (Fig. 1) Consequently, labor rationing is the process of establishing the amount of working time spent in the form of labor standards for performing certain work in the most rational organizational and technical conditions for a given production.

Rice. 1 Methods of labor standardization

In the above definition, it is important that labor standards must correspond to the most effective options for the technological process, labor organization, production and management for the conditions of a particular workplace, i.e. optimal operating modes of equipment, rational content of technological and labor processes, advanced methods and techniques of labor, the most appropriate systems and procedures for servicing and providing workplaces. In addition, labor standards must determine the conditions in which the employee’s work will be less tiring, more productive and meaningful.

Thus, the labor standard determines the amount and structure of working time costs required to perform a specific job, and is the standard with which actual time costs are compared in order to establish their rationality. Expressing the measure of labor at each workplace, labor standards, on the one hand, are a means of making a profit, on the other hand, they should contribute to the solution of social problems, providing workers with normal intensity of work and its content.

Labor standardization includes a technical, economic and physiological justification of the necessary (normative) labor costs, measurement and assessment of labor costs based on standards, as well as the development of measures for the implementation of these standards in production.

The most important part of standardization work is the establishment of a scientifically based system of labor standards.

Labor rationing serves as the basis for the scientific justification of the labor and wage plan.

The main tasks of labor standardization include: constant improvement of methods and techniques for establishing labor standards, increasing the scientific validity and maintaining the constant progressiveness of standards, ensuring the widespread use of mathematical methods for substantiating standards and modern technology when studying the costs of working time, expanding the scope of labor regulation in order to cover all categories of workers, introducing labor and labor measures in the workplace and progressive technology for performing production operations.

To standardize labor at oil industry enterprises, the following types of standards are applied: time, production, maintenance and headcount standards.

Sectoral ones are intended to standardize labor at enterprises of one sectoral ministry (department), and intersectoral ones are applicable at enterprises of two or more ministries (departments).

Differentiated standards are intended for conditions of mass, large-scale and batch production, and consolidated ones are effective when rationing labor in small-scale and single-piece production.

Therefore, when rationing labor, in order to analyze and identify production reserves, it is necessary to classify and study time in relation to the performer (worker), to the machine and the production process as a whole.

The main task of technical standardization is to study working time, identify necessary and unnecessary costs, and reflect in the standards only such time costs that are actually necessary to complete production tasks.

In the practice of work on labor standardization at oil and other industries, two standardization methods are used: summary and analytical.

For the purposes of technical standardization, the choice of work meter for which the standard is set is very important.

It must meet the following basic requirements: be convenient for recording the volume of work and settlements with workers, understandable for a wide range of performers, convenient for operational rationing and consolidation of standards, and comply with accepted forms of labor organization.

Direct standardization of working hours and subsequent determination of the total labor intensity and the annual volume of work, highlighting the labor intensity by type of work.

IN modern conditions the purpose of labor standardization is to actively influence the potential capabilities and results of enterprises to achieve two interrelated economic and social goals: ensuring the process of production of competitive goods and services and the rational use of human resources. In accordance with this, the requirements for labor standards are increasing, which can be formulated as follows:

 the greatest possible coverage of labor standards for all categories of workers, ensuring objective measurement and assessment of their labor costs;

 high quality of standards established by the analytical method of standardization using progressive regulatory materials;

 A complex approach when calculating and establishing standards for labor costs by taking into account organizational, technical, economic, psychophysiological and social factors;

 ensuring normal intensity of work for workers in order to preserve their long-term performance and health.

 analysis of the production process, dividing it into parts; — selection of the optimal technology and labor organization;

 designing rational equipment operating modes, work techniques and methods, workplace maintenance systems, work and rest modes;

 calculation of standards in accordance with the characteristics of technological and labor processes;

 implementation and subsequent adjustment of standards as the organizational and technical conditions of production change.

Therefore, labor standardization is an important link in both technological and organizational preparation of production, and operational management them.

In a market economy, the most important is the connection between rationing and labor planning.

1. Based on pre-established standards of labor costs for different kinds operations, the labor intensity of the work and the need for the required number of personnel are determined.

2. The connection between labor standardization and the development of bonus systems, depending on the accuracy and magnitude of labor cost standards and the degree of their intensity. This is explained by the requirements for the rational use of workers’ labor potential, and therefore, in labor standards not only the pace of work (labor intensity), but also neuropsychological and intellectual stress, which increases under conditions of use, is laid down the latest technology. In this regard, I would like to especially note the process of individualization of standards in order to more fully use the labor potential of each employee based on his real abilities and personal material interest.

3. Standardization of labor processes is closely related to the task of increasing labor productivity and improving its organization at each workplace, which corresponds to the concept adopted in countries with developed market economies.

In addition, the facts currently noted by employees of the Research Institute of Labor and Social Insurance suggest the demand for labor standardization as a tool for managing the activities of any organization.

Firstly, there is a sharp increase in the interest of various enterprises (oil and gas sector, metallurgy, mechanical engineering, food industry, transport) in developing and improving a local labor standardization system. This implies the development of both the labor standards themselves (time, service, number, etc.) and the creation of an effective management system for this area (a mechanism for systematically assessing the quality of standards, timely revision, etc.).

For example, at present, more than 900 thousand standards are in force at the enterprises of OAO TATNEFT, grouped by type of work and listed in 518 collections of labor standards. Every year, the research station (NIS) analyzes the coverage of employees of OAO Tatneft enterprises with labor standards. The share of workers whose labor is standardized in OAO TATNEFT, including subsidiaries, is 97%, including workers - 99.8%.

Secondly, the demand for intersectoral regulatory reference books distributed by the Institute, developed by the Central Bureau of Labor Standards, has sharply increased. Most of these collections are outdated and should not be distributed, since their validity period, adopted back in the Soviet period, was 5 years. It seems that in modern conditions of constant updating of equipment and technology, this period should be even shorter. At the same time, individual reference books contain a good starting point for the development of local labor standards systems, but can only be used by professionals.

However, significant changes in economic conditions currently occurring create a favorable environment for the development of a labor standardization system. Of course, the formation competitive environment in a number of sectors of the economy and the arrival of Western manufacturers. Based on the results of numerous scientific research Western experts can see that the main factor in the development of a labor standardization system at the enterprise level is the presence of a competitive environment and, accordingly, the desire to increase labor productivity, reduce costs, etc. In addition, the launch of new production capacity and equipment modernization. Effective planning of the volume of new production and the necessary human resources is impossible without “serious” labor rationing. An additional factor was the desire of individual Russian companies to enter international capital markets, for which the openness and transparency of management methods in the social and labor sphere is increased. A striking example of such openness is the conduct by individual companies of an annual social audit and the publication of social reporting. At the same time, the main principle of this work is the principle of voluntariness. Constant growth of wages and shortage of qualified specialists. In these conditions, the employer is forced to increase the efficiency of use labor resources, as well as the emergence of financial opportunities for successful producers to carry out research work.

1.2. Legal regulation of labor at oil and gas enterprises in the Russian Federation

The foundations of legal regulation of the Russian oil and gas industry were laid back in the 19th century.

Today, the regulatory framework of the country's fuel and energy complex is a fairly extensive system, which is based on the laws of the federal level and constituent entities of the Russian Federation. Federal laws, by-laws, Presidential decrees, Government decrees, departmental acts, laws, decrees and orders of the executive authorities of the constituent entities of the Russian Federation - this entire huge array, which continues to multiply exponentially, is designed to regulate the oil and gas industry. Many experts analyzing the state of legal support in the industry say that the current fuel and energy sector legislation is not yet sufficiently developed. It is cumbersome and often impossible to track a large number of by-laws of various executive authorities, determine their compliance with other documents. It is necessary to update and eliminate existing contradictions and inconsistencies.

The legal status of economic entities, including oil producing enterprises, is legally determined by the rules of law. The determining role in the legal framework is played by the provisions of the Constitution of the Russian Federation on the unity of economic space, freedom of movement of goods, services and financial resources in Russia, support for competition, freedom entrepreneurial activity. Mention should be made here of the Civil Code of the Russian Federation, the Tax Code of the Russian Federation, as well as the federal laws “On Joint Stock Companies”, “On Limited Liability Companies”, “On State Registration” legal entities And individual entrepreneurs", "On the protection of the rights of legal entities and individual entrepreneurs during state control(supervision)". All these documents refer to legal acts general action and apply to business entities in all spheres of activity.

Legal acts that apply directly to the oil and gas complex include federal laws: “On subsoil”, “On production sharing agreements”, “On the continental shelf” Russian Federation", "On industrial safety of hazardous production facilities", "On gas exports". An important role in regulating the fuel and energy sector belongs to the “Energy Strategy of Russia for the period until 2030”, which became the successor to the “Strategy until 2020”.

One of the most pressing and long-overdue tasks is the need to reform the gas complex of the Russian Federation.

The directions of transformation in the gas industry are obvious:

 overcoming imbalances in the development of the gas industry and the difficulties of market formation;

 further development of forms and methods government regulation;

 removal of administrative restrictions and expansion of the scope of application of market mechanisms.

In this regard, carrying out institutional reforms in the gas industry is perhaps the most relevant and priority to date. We need the development of market infrastructure, in particular, the institution of exchange trading to sell part of the gas at market prices.

To the most important issues, the solution of which is related to legislative activity in the field of liberalization of the gas market, it should be noted: gradual deregulation of the gas market with the establishment of differentiated prices for different consumers; equal access to pipelines of all its producers; resolving the issue of access to exports for all gas producers; use of gas as a motor fuel; use of associated petroleum gas; deep processing of hydrocarbon raw materials; resolving the issue of state registration of low-pressure gas pipelines. In form, these may be amendments to the current law “On Gas Supply in the Russian Federation” or independent bills.

Representatives of both legal and economic science are increasingly advocating that the legal regime of oil resources be established in one law, which would establish the legal regimes of natural resources. In this case, we may be talking about the adoption of the federal law “On Petroleum Activities” or “On Natural Resources”.

Another pressing task for legislators is preparing new version Law "On Subsoil". Russia is a raw materials power; oil and gas exports provide the majority of foreign exchange earnings to the state budget. In addition, in some constituent entities of the Russian Federation, on the territory of which oil and gas fields are located, along with their own legal framework regulating relations among production enterprises, there was also a Regional Law “On Oil and Gas”. For example, in the Republic of Tatarstan such a law, which came into force in June 1997, lasted for almost five years. According to the Republican Law, hydrocarbons located in the subsoil were assigned to state property; by-laws were also developed and put into effect, for example, on the procedure for licensing subsoil use, on fees for subsoil use, on the right of the Cabinet of Ministers of Tatarstan to set excise tax rates. It is not surprising that the Regional Law “On Oil and Gas” did not comply federal legislation. Here it is enough to recall the provisions from the Constitution of the Russian Federation.

Since all legislative and regulatory activities in the oil and gas sector are guided by constitutional postulates, the Law “On Oil and Gas” of the Republic of Tatarstan became invalid in February 2002. A similar situation developed in the Tyumen region. These examples show that one of the most pressing problems today is the problem of compliance of the legislation of the constituent entities of the Russian Federation with federal legislation, including on issues of regulation of oil activities. And the adoption of the Federal Law “On Petroleum Activities” could give harmony and restore order in this area.

This point of view has enough opponents who believe that the main the legislative framework, which regulates the industry, exists; it just needs to be used effectively.

There have been several attempts to pass the “Oil” law in Russia. The most memorable attempt was made in 1995, when the draft law “On Oil Activities” was approved by the Federal Assembly, but Russian President Boris Yeltsin used his veto. And the law did not pass.

The current Law “On Subsoil”, despite the abundance of amendments, no longer reflects the specifics of exploration, development and use of oil as a natural resource, does not approve the specifics legal regime, does not create conditions for the influx of investment.

Many amendments have been made to the Subsoil Law. According to one of them, the “two keys” rule was abolished, when the constituent entities of the federation were excluded from participating in the management and financing of geological exploration. In 2004, subsoil management was centralized. Federal authorities executive power began to manage the resources of the continental shelf, territorial and inland seas. Resources of local importance remained under the control of the federal subjects.

The source of financing for geological exploration from the trust fund, formed through contributions from mining companies, was abolished. The Law “On Subsoil” has serious inconsistencies with the Land, Forestry and Water Codes. As a result, when obtaining a license, dozens of approvals are required, which take one and a half to two years.

As experts note, the Law “On Subsoil” does not have priority even in relation to strategic types of minerals. Priority here is given to land legislation and the land owner. Often in regions where 65-70% of land is privatized, the organization of geological exploration and production work is a big question.

One of the authors of the Law “On Subsoil”, President of the Russian Geological Society Viktor Orlov noted on the pages of the magazine “Fuel and Energy Complex of Russia” that: the essence of the law comes down to one thing - how to distribute licenses, how to put a site into circulation. It says practically nothing directly about the geological study of the subsoil, about geological exploration, about the mineral resource base and its reproduction.

the federal law dated November 30, 1995 No. 187-FZ “On the Continental Shelf of the Russian Federation” is essentially declarative in nature. The text of the law notes that it “defines the status of the continental shelf of the Russian Federation, the sovereign rights and jurisdiction of the Russian Federation on its continental shelf and their implementation in accordance with the Constitution of the Russian Federation, generally recognized principles and norms international law and international treaties of the Russian Federation. Issues related to the continental shelf of the Russian Federation and activities on it, not provided for by this Federal Law, are regulated by other federal laws applicable to the continental shelf of the Russian Federation.”

For example, the requirements for subsoil users on the continental shelf are specified in the Law “On Subsoil” in Article 9. Let us recall that such users must have at least five years of experience in developing subsoil areas on the continental shelf of the Russian Federation. In addition, these must be state-owned companies, that is, “the Russian Federation’s share in authorized capitals must be more than 50%."

At the end of 2012, changes to the Federal Law “On the Continental Shelf of the Russian Federation” were approved. The changes concerned the improvement of legal regulation in the field of conservation and protection of the marine environment from pollution by oil and petroleum products.

The Federal Law of July 18, 2006 No. 117-FZ “On Gas Export” has only three articles. The first of them states that the law determines the basis for state regulation of gas exports based on the need to protect the economic interests of the Russian Federation, fulfill international obligations on gas exports, ensuring the receipt of federal budget revenues and maintaining the fuel and energy balance of the Russian Federation. The document grants exclusive rights to export gas to the organization that owns the unified gas supply system (that is, Gazprom) or its subsidiary, “in the authorized capital of which the share of participation of the organization that owns the unified gas supply system is 100%.”

It is important to note that this law applies to gas extracted from all types of hydrocarbon deposits and transported in a gaseous or liquefied state. However, the requirements do not apply to the export of gas produced in accordance with production sharing agreements concluded before the date of entry into force of this law.

The authors of the bill noted in the explanatory note that natural gas is recognized as a strategically important raw material, the export of which must be carried out through a single channel “in order to ensure the fulfillment of the international obligations of the Russian Federation, to prevent the depletion of its irreplaceable natural resources, to optimally protect the fiscal interests of the state and to respect the interests of the country’s energy security "

Despite the strict parameters set by law, lawmaking does not stand still. In 2013, the Ministry of Energy of the Russian Federation completed the development of amendments to the Federal Law “On Gas Export”, which allowed independent producers to independently export LNG.

In accordance with the bill, companies whose field development licenses provide for the construction of a gas liquefaction plant or sending gas for liquefaction, as well as companies developing offshore fields, are allowed to export LNG. It is also allowed to export LNG, which is produced from gas produced under production sharing agreements.

Russia's first production sharing agreements (PSAs) were signed at a time when world oil prices were low. According to experts, for investors entering into PSA agreements, this moment is considered the most profitable.

Federal Law No. 225-FZ “On Production Sharing Agreements” was signed by the President of the Russian Federation on December 30, 1995. It is worth noting that the average annual price of Brent oil then was $17.1.

Soon after this, the State Duma approved a list of subsoil areas, the right to use which could be granted under the terms of a PSA. A total of 250 fields were included in this list, including 213 hydrocarbon fields located on the territory of 32 constituent entities of the Russian Federation.

For various reasons, only three agreements were concluded at that time. In this case we're talking about about the Sakhalin-1, Sakhalin-2 and Kharyaga PSA projects.

The PSA principle is based on the fact that an investor who has entered into a government agencies agreement, a special taxation procedure is provided. It is charged only income tax and payments for the use of subsoil, which include one-time payments (bonuses), annual payments for prospecting and exploration work (rentals) and regular payments (royalties). The PSA includes two stages: the investment period (when the investor makes only payments) and the capital return period (taxes and payments). At the second stage, the division of products into compensatory and profitable products begins in a specified proportion. At this stage, the investor is reimbursed for investment costs.

The Federal Law “On Production Sharing Agreements” provided for some restrictions on the activities of investors. Thus, a procedure has been established for the State Duma to approve not only the list of fields that could be developed under the terms of a PSA, but also the contracts to be concluded. In addition, at least 80% of the workers involved in the project must be Russian citizens; at least 70% of the total amount of orders for equipment, technical means and materials must be placed at Russian enterprises.

It should be recalled that according to the Law “On Production Sharing Agreements”, the state leases fields located in strategically important areas to users for a long period of time. And according to international law, in the event of a conflict or unstable situation in order to protect property foreign companies UN troops may be sent there. It is not surprising that the PSA regime often gets the nuts from its opponents.

One of the provisions of the Constitution of the Russian Federation (Chapter 1, Article 15) states that “the generally recognized principles and norms of international law and international treaties of the Russian Federation are integral part its legal system. If an international treaty of the Russian Federation establishes rules other than those provided for by law, then the rules of the international treaty apply.” That is, the norms of international law have an advantage over the rules established by legal acts of the Russian Federation in case of their contradiction. They can be used when considering specific cases, and business entities can resort to them in order to protect their rights.

Generally recognized principles and norms of international law are contained in the UN Charter, declarations and resolutions of the UN General Assembly (UN Convention on Contracts for the International Sale of Goods, UN Convention on the Carriage of Goods by Sea), documents of other international organizations on the most general and global issues of international law and order, decisions of the International Court of Justice.

1.3 Foreign experience in labor standardization in oil and gas companies

Labor regulation is an organic part of the enterprise management function. This is evidenced by the experience of economically developed countries, where labor regulation is associated with all areas of enterprise activity: production, technical, organizational, financial, economic and social.

It so happened that many modern methods of labor standardization were developed by foreign specialists. The founder of this institute is considered to be the American engineer Frederick Winslow Taylor, who studied labor processes in detail, analyzed the movements of workers, labor functions which were supposed to be used production equipment. The results obtained by Taylor made it possible to significantly increase the pace and productivity of work.

Today, the concept of “labor rationing” in the foreign interpretation combines various methods of establishing the volume of labor costs required to perform a certain production task, in conjunction with the subsequent development on their basis of a system of performance indicators.

One of the methods for rationing labor in Western enterprises is timing, the purpose of which is not so much to study the costs of working time, but to design their minimum values, taking into account the assessment of the pace of work, which should be included in the time standard. The timing method is implemented in some computer programs, which allow you to instantly process the results obtained, providing the final information in an accessible and easy-to-read form. For example, software UmtPlus™ from the Canadian company Laubrass Inc. allows you to measure multiple sequential operations of a certain production task, recording the name and start time of each operation. Any aspect of the results obtained can be presented in the form of histograms or charts, demonstrating in any degree of detail, for example, the percentage of time spent on certain categories of operations or on various groups of actions. This software allows you to carry out labor standards 85% faster than using a stopwatch. The WorkStudy+ program of the Canadian company Quetech Ltd. has similar functions, whose users include such well-known corporations as General Motors, Boeing, Deloitte & Touch.

To standardize production maintenance work, as well as processes that cannot be time-measured, the method of momentary observations is used. It consists of statistical processing of the results of observation of a single group of mechanisms, processes or workers, carried out over a certain period. When using this method, the observer systematically or at random times notes exactly what actions are performed by an employee or group of employees at the time of observation. To calculate the required number of observations for a certain time or for the need for accuracy of results, special formulas have been developed that simplify the development of labor standardization software based on this method.

A very unique approach to labor regulation is implemented in the so-called physiological method. The essence of this method is that labor standards are determined on the basis of the employee’s energy costs incurred when performing a particular job. The energy costs themselves are determined based on the amount of oxygen consumed by the employee, heart rate, pulmonary ventilation, body temperature and the concentration of lactic acid in the blood. The physiological method has proven itself in rationing physical labor. The advantage of this method is the exceptionally high accuracy and objectivity of its results, which is uncharacteristic of most other methods.

Currently, the main method is based on the use of time standards for labor movements, namely microelements. The founder of the microelement rationing method (MRM) is our compatriot - professor of the St. Petersburg Engineering and Economic Institute V. I. Ioffe. Currently, in the USA, Canada, Sweden, Germany, Japan and other countries, various systems of microelement standards and their modifications are used (MTM-1, MTM-2, MTM-3, MOST, MODAPT, WORKFACTOR, etc.), which differ in composition microelements, the procedure for taking into account factors influencing their duration, and a number of other indicators.

Unfortunately, most existing labor standardization methods are subjective, as they are based on assumptions, assumptions and generalizations. Of course, modern technologies make it possible to eliminate a number of problems associated with human factor- fatigue, inattention, insufficient qualifications of the observer. But achieving one hundred percent accuracy in this area is quite difficult, since the reality of labor processes being studied is not stable and can change under the influence of various factors. Therefore, all methods of labor standardization require validity in their practical application.

Foreign experts note that today the competent use modern methods labor rationing allows corporations to save hundreds of thousands of dollars a year by effectively using available financial and human resources, avoiding economically unjustified staff reductions and unreasonable expenses for the purchase of equipment. An employer who does not pay due attention to labor standardization deprives himself of the opportunity to reliably determine ways to increase the profitability of his activities as a whole or its individual areas.

Based on world experience, in the Russian Federation there is a need for a transition from traditional methods of labor standardization, based on the use of time-keeping observations, which does not imply a thorough quantitative analysis methods and methods of performing the labor process, to methods of analyzing labor processes using microelements and applied mathematics to find optimal options for the labor process.

Thus, studying foreign experience in the field of labor regulation can provide serious support from Russian specialists, allowing us to present in advance all the advantages and disadvantages of modern methods that have proven themselves in practice.

1.4. Management of the wage system at oil and gas industry enterprises

To analyze emerging trends in the management of labor relations, the specifics of these processes in special natural, climatic and production conditions, it seems relevant to study foreign experience in this area.

It should be noted that approaches to managing labor markets, including at the territorial level, have serious differences in different countries related to historical conditions, geographical location, national structure, level of economic development, etc. The regulation of labor relations depends on the general concept regional policy adopted in a given state system. However, these general principles specific features northern regions leave a noticeable imprint. Here the strategic interests of the state are manifested to a greater extent, in some cases blurring the standard criteria. The nature of the regional impact on labor relations is determined primarily by what functions and powers are transferred to this level in the general state management system (Table 1).

Less than 1.5% of its inhabitants live in the northern regions of Canada (70% of the territory), which are very rich in natural resources. These are indigenous peoples and visiting residents of small villages. The industries of the “resource” sector produce about 4% of the gross internal product of the country, while less than 2% are employed economically active population. If private entrepreneurs prefer ready-made personnel, then the state, fulfilling its social functions, strives to attract local residents to the jobs it needs. For this purpose the state will organize professional education indigenous people, and also encourages private firms to do the same (promising in return various benefits, assistance in the development of production and social infrastructure). State policy only turns out to be effective when it acts in accordance with objective economic factors.

Table 1

Comparative analysis of foreign experience in state systems with northern territories

Country Distribution of functions in labor regulation

USA Production principle: by the nature and scale of sales of manufactured products. Federal labor laws apply to businesses whose products enter markets in other states. Labor in domestic enterprises is regulated by state laws. The minimum is determined by law wages. The payment of unemployment benefits is governed primarily by state laws.

Canada Regions are endowed with the broadest powers of government. The process of distribution of powers between levels of management depends on the size of territorial entities, population, and scale of economic activity.

Sweden Virtually absent. Influence of provinces and authorities municipal government on the scope of labor relations regulation is very limited. Wage regulation is based on the terms of collective agreements. Industry agreements include a scale of wage rates, local agreements include wage supplements

The real problem of labor resources in the North is to find ways and methods of attracting skilled workers(through directed migration or advanced training of local residents) to certain objects in the required quantity. Therefore, we can say that the regulation of labor markets in the foreign North is determined by the economic policy of the state in relation to these territories, although the influence of their strategic position cannot be denied. Direct government assistance in the development of the North in world practice is quite diverse and comes through many channels, including those related to infrastructure development. This is, first of all, the construction of highways - “roads to resources.” In the process of developing the territory, the state also bears the costs of other types of infrastructure - the construction and operation of marinas, airfields, communication systems, and residential settlements. Indirect assistance in the form of licensing, tax, transport tariff and other benefits is becoming widespread. The state carries out orders for research and development work. In cases where production activity involves special risks or is determined by long-term government strategic interests, state-owned firms are created.

Most individual firms operating in the North are not directly interested in creating a permanent population and improving the skills of workers at the place of work. Transnational oil and gas production companies provide high mobility of personnel capable of deploying teams of thousands of highly qualified workers in areas with difficult conditions in a matter of months. natural conditions. The rotational method is widely used in world practice in the development of new industrial territories, in the mining and forestry industries, in pioneering construction in hard-to-reach areas and areas with extreme natural and climatic conditions, which are characterized by a “separation from civilization” that is psychologically difficult for the non-indigenous population to bear. Another area of ​​effective application rotation method is to relieve peak loads in industrial development programs and industries that attract labor force seasonally.

Private companies developing the North are characterized by a differentiated approach to different categories of workers. Supplements to the wages of family qualified workers who plan to settle in the North for a long time are 40-70% higher than those received by low-skilled youth who have arrived for an obviously short period of time. Measures to improve housing, cultural and living conditions are also aimed at retaining qualified workers, in which the state provides significant assistance to companies through programs housing construction, preferential loans. Measures to improve the quality of life are considered in the foreign North to be a more effective means of securing workers for the required period than increasing wage rates, which make it possible to reduce the length of stay in the “inhospitable” North. The higher the earnings, the sooner a person will accumulate the amount he needs for a better settlement and leave the North. The excess of hourly rates for hired workers compared to rates in developed areas is, in general, small - 10-20%.

A number of benefits are often introduced - free travel to a holiday destination during vacation, preferential loans, etc. The majority of workers in the North are obviously temporary, whom companies do not try to retain. To make fuller use of workers in this group, they are widely used overtime work and extension of the working day in summer time, which eliminates additional hiring and dismissal of workers. These measures usually correspond to the interests of the workers themselves: maximum earnings in the shortest possible time. Allows employers to make better use of summer daylight. It should be noted that both central and regional authorities and even trade unions in these cases meet the interests of the contracting parties. For example, the length of the working day is exempt from restrictions, but it is required that work over 40 hours per week be paid at time and a half.

For Russia innovative development It is the oil and gas complex that can and should become the locomotive that can pull out and promote the innovative development of the entire country. At the same time, the economic effect of the development of the oil and gas complex in modern conditions is determined not only and not so much by the quantitative growth of the complex as a whole and its constituent industries, but by the development of the system for managing the payment of labor resources and, accordingly, productivity growth social labor and quality of human life.

The modern oil and gas complex of Russia is shown mainly by vertically integrated companies, whose wages link different markets. One of the main problems in organizing wages is to find a mechanism that can ensure the closest possible relationship between wages and the actual labor contribution of workers.

Control wages- the most complex and responsible type of management in common system labor management. It reflects the conflict between labor and capital.

The relationship between labor and capital largely shapes the modern worker. The wage rate is central to the terms of exchange. Labor market as a system public relations harmonizes the interests of employers and employees. The dynamics of the labor market require consideration because various categories workers, changes in the general level of wages occur unevenly, and this can lead to a discrepancy between wages within the enterprise and in the labor market.

Of course, at domestic enterprises there is a gradual transition from the organization of wages to its management. OJSC Rosneft (4th place in the ranking of the 250 most productive energy companies World, 2012) strengthens monitoring of the regional labor market to ensure competitive conditions for stimulating workers, introduces new remuneration systems based on job grades. 80% of oil and gas companies review wages annually. Data on market salary levels were used by 60% of oil and gas companies in 2011 to review employee remuneration, in 2012 – 66%, in 2013 – 68%.

In the Russian economy, the oil and gas complex is a leader in ensuring the attractiveness of intra-company labor markets through the introduction of advanced methods of working with personnel.

An economic enterprise is interested in a worker until ultimate performance his labor exceeds the enterprise's costs for this worker. Otherwise, the company will begin to subsidize the employee, which defeats the purpose commercial enterprise. How much income each employee brings to the enterprise depends on three factors: individual productivity, labor prices, and the level of market prices for products. Thus, labor determines the profitability of an enterprise and its success in the market.

Many large enterprises are increasingly investing in personnel training, as the external labor market and education system are increasingly less able to satisfy their needs. The development of labor potential is turning from a cost item into an investment object. Efficiency wage theory has proven that businesses gain some benefit from paying above-equilibrium wages and thereby reduce the risks associated with hiring and firing.

Investments in education, which require lengthy training, increase the cost of labor, and therefore the price of labor. The bulk of wages becomes income from human capital. The share of experience in setting wages in the Russian labor market is low – 1–3%. At the same time, the rate of return on investment in education has increased to 6–8% of wage growth for every extra year education. Determinants include regional differences and the history of the enterprise's development. Recent studies highlight factors such as the employee’s professional affiliation and his professional mobility. Investments in human capital are encouraged by: low individual costs of education, high expected additional income due to the education received, and a long working life.

Innovations provide a significant increase in production efficiency. Employees who implement innovations should be rewarded for the resulting effect. Most remuneration systems have a significant drawback: wages are set for the employee before completing the production task and obtaining specific labor results. Without taking into account the employee’s labor efficiency, an assessment of his work is given, focusing on average results. This approach suits neither the employer nor the employee. The employer, when paying wages, expects a full return on the investment. He expects to ultimately increase profits. Business thrives when it does. creative work personnel. The only measure of the quantity and quality of an employee’s invested labor is the profit of the enterprise. The main principle of implementing the incentive function of remuneration is differentiation of its level according to the criteria of productivity and labor efficiency.

Payroll management should be focused on increasing overall productivity and meeting the needs of staff. Wage-earners are interested in receiving for their work funds sufficient to support the livelihoods of both themselves and their family members.

In the oil and gas complex, natural factors have a significant influence on the level of labor productivity. The level of wages at oil and gas enterprises allows the employee to provide for himself and his family through earnings from his own labor and meets the requirements of market relations. It is necessary to emphasize, firstly, that oil and gas are produced in the harsh natural and climatic conditions of the North, where regional coefficients and percentage increases in wages apply. These payments amount to up to 25% of the average salary in the oil complex and more than 30% in the gas sector. Secondly, in oil and gas companies there is a great differentiation in wage levels between ordinary employees and top management.

However, the problem remains: the range of tariff rates used by the enterprise is determined from below by the legally established minimum, and from above by the actually formed wage fund. Depending on the terms of the industry tariff agreement and the specific social policy Enterprise range may vary.

For example, to improve the living conditions of low-paid categories of personnel, the minimum wage guaranteed by enterprise funds may be increased. When implementing policies to stimulate growth professional excellence the difference in pay between lower and higher grades is increasing. When choosing a tariff scale range, it is necessary to take into account differences in the complexity of the work, the economic situation of the enterprise, as well as socio-psychological factors, both within the enterprise and outside it. The lower the standard of living in the country and the worse the economic situation of the enterprise, the smaller the range of differences in wages should be. Real differences in income may exceed the range of the tariff scale due to individual allowances and bonuses that reflect the employee’s contribution to increasing the profit of the enterprise.

If we focus on global experience, the greatest difference in the income of enterprise workers is typical for the United States, where the income of the company president can exceed the worker’s earnings by more than 100 times. In Germany the average income range is 20–25 times, in Japan 15–20 times. These data refer to total income, which includes not only the tariff part, but also other items of earnings. Sweden has successfully pursued a policy of uniform solidarity (egalitarian) wages, the essence of which is that, in accordance with industry and inter-industry agreements, all enterprises pay equal wages for equal work, regardless of the level of profits. Thus, the basis for unjustified staff turnover due to differences in salary levels disappears. Most foreign experts consider the practice of income differentiation in Germany and Japan to be more effective compared to the United States.

The oil and gas complex is constantly improving the tariff system. To increase the incentive function of wages, enterprises develop ranged tariff rates using a spread. Most often the spread leadership positions more than specialists, and they, in turn, have a larger spread than junior staff and workers.

The sequential increase in tariff rates (and salaries) implies the minimum value of each subsequent category at the level of the maximum previous one. Overlapping growth is considered more appropriate, when the lower limit of the fork of each subsequent digit is within the range of the previous one. Behind best option take such an overlap in which the maximum of one fork is at the level of the midpoint of the fork one step higher. With such a transformation, it becomes possible to interest the employee in more intensive use of his capabilities in the workplace and at the same time guarantee to prevent the blurring of the boundaries of categories.

With the development of automation and modern technologies the scope of wage differentiation is decreasing in the part that depends on labor productivity, while at the same time it is increasing in relation to wages based on the criterion of labor efficiency. Currently being developed flexible systems payments that can quickly and objectively respond to changes in the efficiency and quality of workers’ work. At the same time, the individualization of wages is determined not only by traditional indicators (length of service, qualifications and experience), but also individual qualities employee based on an assessment of his abilities and the possibility of their implementation). This approach involves regular and detailed recording of labor merits and systematic assessment of personnel, which increases the labor intensity of payroll calculations. The main factor in increasing earnings in this model is increasing individual result activities. In all cases, it is necessary that each employee has maximum information about the possibilities of increasing his earnings in accordance with the goals of the enterprise.

Thus, flexible tariff systems differ from conventional tariff systems in that they are developed for a specific enterprise based on existing tariff systems. this enterprise works with different levels of complexity and the qualifications required to perform them. At the same time with tariff system For certain categories of enterprise employees, an individual (personal) remuneration system is used.

In general, remuneration at oil and gas enterprises performs the main functions: reproductive, regulating and stimulating. The reproduction function of remuneration is implemented through the assessment of the cost of labor, stimulating through the optimization of forms and systems of remuneration (level differentiation), and regulating through pricing in the labor market (segmentation of the level of remuneration).

The fulfillment of its stimulating function by wages is largely due to compliance with the principles of simplicity, consistency and accessibility to the understanding of workers of the current forms and systems of remuneration. Performers must clearly understand the dependence of the level of payment on the quantitative and qualitative results of their activities, labor and innovation activity, and the expansion of professional knowledge and experience.

In our opinion, to increase productivity and motivational potential, wages should consist of three components:

– basic salary according to the tariff;

- individual Additional income;

– bonus for collective results (productivity and quality).

At the same time, remuneration for unmotivated workers should be carried out within the limits of the tariff part of earnings. More productive workers will increase their compensation through the variable portion of their earnings.

An individual bonus, as an element independent of the tariff and focused on labor results, is determined on the basis of an assessment. Evaluation of work performed should be carried out using a uniform methodology for all employees by their managers. Strengthening the role of managers in remuneration while simultaneously devolving responsibility for the decentralized use of the remuneration system is of particular importance. Consequently, such a remuneration system is flexible and adaptable to various organizational structures and production functions.

As an option for distributing the incentive fund between departments, it is proposed to use the hierarchy analysis method. To assess the contributions of departments to the overall result of the enterprise, a hierarchy is built, which includes general and specific goals, factors of the external and internal environment. Each level of the hierarchy can be considered as a unique set of alternatives, evaluated in terms of criteria. The assessment procedure begins with the construction of a matrix of criteria, the main elements of which will be assessments of pairwise comparisons, formed using a special scale of the relative importance of the criteria in relation to the overall goal. Priority vectors determine the relative importance of each criterion to achieve the global goal. Elements having a significance of less than 10% should be excluded from the hierarchy.

The proposals made will harmonize the interests of employers and employees, as they ensure an increase in wages while reducing their costs per unit of production. At the same time, production efficiency and job satisfaction increase through increased personal responsibility. Thus, in modern conditions, labor productivity can be increased at oil and gas enterprises.

Chapter 2. Characteristics of the company OJSC Gazprom

By Decree of the Council of Ministers - Government of the Russian Federation of February 17, 1993 No. 138 in pursuance of the Decree of the President of the Russian Federation, the State Gas Concern Gazprom was transformed into a Russian joint-stock company.

OJSC Gazprom is a global energy company. The main activities are geological exploration, production, transportation, storage, processing and sale of gas, gas condensate and oil, sale of gas as motor fuel, as well as production and sale of heat and electricity.

Location: Russia, Moscow, st. Nametkina, 16.

Gazprom sees its mission in reliable, efficient and balanced provision of consumers with natural gas, other types of energy resources and their processed products.

Gazprom has the world's richest natural gas reserves. Its share in world gas reserves is 17%, in Russian - 72%. Gazprom accounts for 13% of global and 73% of Russian gas production. Currently, the company is actively implementing large-scale projects to develop gas resources of the Yamal Peninsula, the Arctic shelf, Eastern Siberia and Far East, as well as a number of hydrocarbon exploration and production projects abroad.

Gazprom is a reliable gas supplier to Russian and foreign consumers. The company owns the world's largest gas transportation network - the Unified Gas Supply System of Russia, the length of which exceeds 168 thousand km. Gazprom sells more than half of the gas it sells on the domestic market. In addition, the company supplies gas to more than 30 countries near and far abroad.

Gazprom is the only producer and exporter of burnt natural gas in Russia.

Essential facts, information about transportation services and a list of insider information

The company is among the top five largest producers oil in the Russian Federation, and is also the largest owner of generating assets on its territory. Their total installed capacity is 17% of the total installed capacity of the Russian energy system.

The strategic goal is to establish OAO Gazprom as a leader among global energy companies by diversifying sales markets, ensuring reliability of supplies, increasing operational efficiency, and using scientific and technical potential.

The peculiarity of Gazprom and one of its advantages is that it is both a producer and a supplier of energy resources, having a powerful resource base and an extensive gas transportation infrastructure. Due to Russia’s geographic location, the company has the opportunity to become a kind of energy “bridge” between the markets of Europe and Asia, supplying its own gas and providing gas transit services to other producers. This determines the content of the company's strategies in its key areas of activity.

Gazprom sees its mission in reliable, efficient and balanced provision of consumers with natural gas, other types of energy resources and their processed products.

The main task marketing strategy Gazprom's goal in the domestic market is to ensure uninterrupted gas supply to the country while increasing the profitability of sales.

The highest governing body of the Open joint stock company Gazprom's General Meeting of Shareholders is held annually. General meetings of shareholders held in addition to the annual meeting are extraordinary.

Shareholders who own ordinary shares have the right to vote at the General Meeting of Shareholders. Any shareholder personally or through his representative has the right to participate in the General Meeting of Shareholders. The meeting is valid if it was attended by shareholders holding in aggregate more than half of the votes.

Into competence General meeting shareholders, in particular, includes introducing amendments to the Company’s Charter, approving annual reports and the Company’s auditor, distribution of profits, election of members of the Board of Directors and Audit Commission, making decisions on the reorganization or liquidation of the Company, as well as on increasing or decreasing its authorized capital.

The Board of Directors carries out general management of the Company's activities, with the exception of resolving issues within the competence of the General Meeting of Shareholders. Members of the Company Council are elected by the General Meeting of Shareholders for the period until the next annual General Meeting of Shareholders.

The Board of Directors, in particular, determines the priority areas of the Company's activities, approves the annual budget and investment programs, makes decisions on convening General Meetings of Shareholders, on the formation of the Company's executive bodies, and makes recommendations on the amount of dividends on shares.

The Chairman of the Management Board (sole executive body) and the Management Board (collegial executive body) manage the current activities of the Company. They organize the implementation of decisions of the General Meeting of Shareholders and the Board of Directors and are accountable to them.

The Chairman of the Management Board and members of the Management Board are elected by the Board of Directors for a term of 5 years. The Board, in particular, develops the annual budget, investment programs, long-term and current plans activities of the Company, prepares reports, organizes gas flow management, monitors the functioning Unified system gas supply to Russia.

In most cases, for oil and gas companies there is such a chain: production of the product, its processing, storage, transportation and, finally, sale of the product to the end consumer. A company that controls all or several links of such a chain will be vertically integrated.

The formation of such multi-level systems in the Russian oil and gas sector was caused by the need to ensure control over the possibility of effective development of the most profitable enterprises in the relevant industries and to ensure the entire technological process within one production complex, which allows organizing the efficient supply of structural units with raw materials and the sale of final products. (Annex 1)

In general, this trend towards vertical integration is characteristic of the whole world. Currently, almost all the largest oil and gas companies in the world include links in the technological chain - from the well to the gas station. As a rule, they include subsidiaries that have national status if they are located in other countries. Herself oil and gas company acts in relation to them as a parent company and has joint ventures with other companies.

The regulatory framework governing the Russian gas market consists of:

 Federal Law of the Russian Federation “On Gas Supply in the Russian Federation” dated March 31, 1999 No. 69-FZ;

 Decree of the Government of the Russian Federation (with amendments and additions) “On measures to streamline state regulation of prices (tariffs)” dated March 7, 1995 No. 239;

 Decree of the Government of the Russian Federation “On state regulation of gas prices and tariffs for services for its transportation on the territory of the Russian Federation” dated December 29, 2000 No. 1021;

 Decree of the Government of the Russian Federation “On the procedure for establishing special surcharges for gas transportation tariffs by gas distribution organizations to finance gasification programs” dated May 3, 2001 No. 335;

 Decree of the Government of the Russian Federation “On conducting an experiment on the sale of gas on electronic trading platform" dated September 2, 2006 No. 534;

 Decree of the Government of the Russian Federation “On improving state regulation of gas prices” dated May 28, 2007 No. 333;

 Decree of the Government of the Russian Federation “On improving state regulation of gas prices” dated December 31, 2010 No. 1205.

2.1 Analysis of the qualitative composition of labor resources

Analysis of the state of labor resources for last years shows a change in its age characteristics and an increase in the share of young employees in the Company, which should ensure in the future replacement of highly qualified personnel in connection with their reaching retirement age.

The qualitative composition of employees in 2014 remained virtually unchanged and is due to the specifics of the Company’s activities. The main share of personnel consists of specialists (67.3%) and managers (18.7%). The total share of workers and employees, mainly employed in service departments, is 14%.

Table 1

High-quality staff

Managers 318 18.7%

Specialists 1143 67.3

Other employees 64 3.8%

Workers 174 10.2%

Total 1699 100%

The average age of employees is 41 years. Of the list number of employees in the Company (1,699 people) higher education 1,418 people or 83.5% have. At the same time, work is constantly underway to improve the qualifications of personnel, including in 2014 in various educational institutions 610 employees of the Company completed mandatory training, 230 employees underwent targeted training, and 301 employees underwent periodic training. (see Table 2)

table 2

Number of personnel

Up to 30 years old 351 20.7%

30 – 40 years 633 37.3%

40 – 50 years 242 14.2%

50 years and above 473 27.8%

Total 1699 100%

Along with quantitative support, the qualitative composition of workers is studied, which is characterized by qualification, educational, gender and age structure, structure by length of service.

First, it is important to study the distribution of workers by gender. Dynamics of the share of men and women at the enterprise for 2013-2014. illustrated in Table 3.

Table 3

Distribution of OAO Gazprom employees by gender for 2013-2014.

Floor Basic

period Reporting period Changes

people % people % people %

Total number of employees 1699 100 1684 100 -15 -0.5

Including women 680 40 707 42 27 3.9%

Of these, busy heavy and harmful labor 170 10 135 8 -35 20,5%

Share of work with harmful and difficult working conditions 1019 60 1010 60 -9 0.9%0

Based on studying this information, the following conclusions can be drawn:

— the enterprise quite widely uses female labor, about 40% of the total number of employees;

— the share of work with harmful and difficult working conditions fluctuates within 0.9%, therefore, decreases in the reporting period.

The final results of an enterprise's activities largely depend on labor productivity, which in turn is influenced by the constancy of the workforce. The constancy of the composition can be characterized by changes in the length of service of employees (Table 4).

From Table 4 it can be seen that the composition of employees of OAO Gazprom by length of service for 2013-2014. changes slightly. In general, during the period under review, there was a decrease in the share of workers with work experience of up to 3 years and an increase in the share of workers with long work experience. This indicates that the organization is committed to retaining employees with long tenure and extensive experience.

Table 4

Dynamics of distribution of Gazprom employees by length of service

for 2013-2014

Work experience, years 2013 2014

Person % People %

Up to 3 620 36.8 616 36.2

3-5 490 29,1 485 28,5

6-10 280 16,6 272 16

11-20 185 11 193 11,3

20-30 92 5,4 85 5

Over 30 17 1 18 1.1

Total 1684 1699

Data for analyzing the compliance of workers’ qualifications with the complexity of the work they perform are given in Table 5.

Table 5

Analysis of the qualification level of enterprise workers

Category Base period Reporting period

People % People x category Person % Person. x rank

I 358 21.2 358 298 17.6 298

II 220 13.1 440 191 11.2 382

III 316 18.8 948 593 34.9 1779

VI 502 29.8 2008 411 24.2 1644

V 120 7.1 600 102 6 510

VI 168 10 1008 104 6.1 624

Total 1684 100 5362 1699 100 5237

Middle rank

Table 5 shows that the structure of workers in the reporting year 2014 differs from the structure of workers in 2013. The number of working categories (II, IV, V, VI) in the reporting year was lower than in the previous year, and the number of higher (VI) categories was higher. The change in the structure of workers makes it necessary to study their qualification level.

2.2. Labor standardization at OAO Gazprom

In modern conditions, the purpose of standardized labor is to actively influence the potential capabilities and results of the activities of construction organizations to achieve two interrelated economic and social goals: ensuring the construction process of constructing modern buildings and structures at the optimal cost, established at construction competitions and auctions, and the rational use of human resources resource.

In accordance with this, the requirements for labor standards are increasing, which can be formulated as follows:

– the greatest possible coverage of labor standards for all categories of workers, ensuring objective measurement and assessment of their labor costs;

– high quality of standards established by the analytical method of standardization using progressive regulatory materials;

– an integrated approach to calculating and establishing standards for labor costs by taking into account organizational, technical, economic, psychophysiological and social indicators;

– required qualification level training of workers who have undergone vocational training.

The standard setting process includes:

– designing the composition, regulations and sequence of labor processes;

– technical, economic, psychological and social justification for performing standardized work;

– determination of the value of the labor norm.

In the context of the transition to market relations, the methodological foundations of standardization, organization of remuneration and improvement of management have undergone virtually no changes. At the same time, new forms of ownership have modified the organization of this work at the level of Gazprom OJSC enterprises.

Currently, the requirements for constant work to ensure economic stability, reduce costs for manufactured products and, first of all, reduce the costs of living and material labor have increased immeasurably. In solving these problems, along with improving management structures at all levels, effective remuneration and creating favorable working conditions, labor regulation is of paramount importance.

Within the structure of the Company’s administration, as part of the Personnel Management Department, a Labor Standardization and Remuneration Department has been created, which includes a labor standardization department, a management improvement department and organizational structures and the payroll department. In addition, a regulatory research station has been created, as well as regulatory research stations and laboratories in various regions.

NIS activities:

 Development and revision of time standards, manpower standards for all types of work based on technical data on equipment performance, results of photo-chronometric observations (FCH), taking into account advanced techniques and working methods.

 Taking photographs of the working day in order to identify lost working time, irrational expenditure of working time, equipment downtime and develop recommendations for improving the organization of work.

 Conducting an analysis of the state of the organization and labor standards.

 Checking the validity of calculations of labor costs for the performance of work, services, production of products by structural divisions, subsidiaries of OJSC Gazprom and third-party organizations.

Areas of activity of the department for standardization of material resources:

 Development and revision of standards for the consumption of materials for repairs, maintenance, as well as for the manufacture of parts and assemblies of various equipment.

 Development of fuel consumption standards and lubricants for the operation of automobile, tractor and other equipment.

 Participation in surveys and examination of the activities of oil complex enterprises.

 Development and revision of consumption standards for auxiliary materials in all areas of activity of OJSC Gazprom, oil service enterprises, and third-party enterprises.

 Examination of material consumption standards used in structural divisions and oil service enterprises.

The creation of these structural divisions makes it possible at the Gazprom level to implement a unified policy in the field of organizing labor standards, improving organizational structures of production management, forms and systems of wages, material incentives, and social security in the main areas of the Company’s activities.

The Department began its work in the field of labor standardization by staffing regulatory stations and laboratories, since these units were small in number, and it was not easy to select qualified specialists in the field of labor standardization.

The emphasis was placed on young workers, and to deepen their knowledge in this area, training was organized in Kaliningrad in Otsledovoe research training center, as well as in Training center Gazprom".

In parallel with this work, the following documents were prepared and approved regulating the interaction of structural divisions and their main functions in managing labor standards in the Company at the level of the administration of OJSC Gazprom, enterprises and organizations:

 regulations on the organization and planning of regulatory and research work on labor at OAO Gazprom;

 standard provision on the regulatory research station (laboratory) of the organization OJSC Gazprom.

In addition, an internal form was prepared statistical reporting on labor standardization, an analysis of the state of labor standardization, etc.

At the same time, work began on developing collections (the first edition has been prepared) of standards for the number of workers employed in gas production and servicing communications equipment. A package of documents has been prepared for organizing and conducting work on certification of workplaces at enterprises and organizations of the Company. Work continued to improve the management structure of OAO Gazprom. As a result of restructuring, 135 different organizations were removed from the subsidiaries, including 67 auxiliary ones rural farms, 34 construction organizations, construction and industry enterprises. IN municipal property part of the housing and communal services organizations was transferred to the company.

These transformations required changes to the structure of the Company's administration. Currently, OAO Gazprom operates four main units: production, marketing, financial and social.

Responsibility for the operation of each unit is assigned to the corresponding Deputy Chairman of the Management Board of the Company. Departments and departments have been created that are responsible for resolving key issues in the field of finance, economics, accounting and etc.

Significant work has been done in the field of wages, material incentives and social benefits. The first thing that was done in this direction was to streamline the remuneration of workers employed in the main areas of Gazprom’s activities. For this purpose, regulations.

Subsequently, on the basis of this document, the conditions for remuneration of workers employed in road transport, communications, construction, mechanical engineering and other activities of the Company.

The issues of social payments have been streamlined. For this purpose, “Recommendations for social security employees and non-working pensioners of enterprises and organizations of OAO Gazprom.

A number of other documents related to issues in this area have been prepared and implemented.

At the same time, there remains a number of unresolved problems on which Gazprom specialists involved in this area need to continue to work. Firstly, it is necessary to determine socially acceptable labor costs in each type of activity and, most importantly, the cost of a unit of labor, which would meet three criteria - high economic, labor and production efficiency. Secondly, a systematic approach is needed to research, design and analyze the impact of standards on reducing labor intensity and production costs. Thirdly, it is necessary to study and master new approaches to labor regulation.

Work on restructuring management should continue economic activity Society. New approaches are also needed to improve the remuneration system, since the applied Unified Tariff Schedule has one drawback - it requires the adoption of additional centralized management decisions depending on the changing economic situation in the country.

The labor incentive system should be flexible, give an immediate effect and be able to immediately reward every positive result of a specialist’s work.

The implementation of these and other measures will be an important direction in increasing the efficiency of enterprises and organizations of OAO Gazprom.

The standards must keep pace with the introduction of new and modernized equipment, with the introduction of progressive technologies and materials, with the improvement of product designs, improvement of equipment, tools, with an increase in the level of mechanization and automation, rationalization of jobs, with the introduction of rationalization proposals and, finally, correspond with industry , intersectoral labor standards.

The basis for changing labor standards is also the expiration of temporary standards. In order to systematically work to reduce labor costs and improve existing standards, the enterprise is developing a calendar plan for replacing and revising labor standards before the beginning of the year.

The introduction and revision of labor standards is ongoing. The standards cannot remain unchanged due to the constant decrease in the labor intensity of manufacturing products. Therefore, enterprises are working to use reserves for increasing labor productivity and establishing progressive standards. This work is carried out comprehensively and includes: certification of workplaces, development and implementation of a plan for technical development and improvement of production organization.

Planned certification of labor standards is also carried out, when assessing the quality of existing standards involves checking each standard for compliance with the level of production and labor.

Analysis of labor regulation is carried out with the aim of checking the rationality of the established norms and their compliance with socially necessary labor costs. At the same time, a search is being made to reduce time costs by eliminating individual elements of technological operations and replacing them with more rational labor methods. The main thing is to overlap the time of manual labor with the time of machine operation. Studying the worker's operating costs is necessary to improve labor standards.

Salary. General provisions.

The economic basis of labor income, wages themselves, is the compensation received by the employee for the costs of his labor in the process of creating and selling a socially necessary product that is in demand by the consumer.

Wages are part of the consumption fund, which comes as compensation to employees for the results of their work, in accordance with its quantity and quality, received in the form of a sum of money from employers. The amount of wages is determined by the quantity and quality of labor and its effectiveness, as well as by the employment agreement (contract), the laws of supply and demand.

Wages are paid in the form of bonuses, fees, monthly salaries and social benefits, remuneration to workers, managers, and employees.

The organization of remuneration at an enterprise and in an institution consists of the following sequential actions:

determination of remuneration systems and accounting methods for payment in accordance with labor results;

determination of labor responsibilities, labor cost standards;

determining the terms of remuneration, that is, payment for the standard of work;

determining the order of changes in all of the above elements and working conditions;

Tariff system and non-tariff approach.

The tariff system is a set of standards with the help of which the wages of workers and employees are differentiated depending on working conditions and its complexity.

The tariff system of remuneration includes tariff and qualification reference books, tariff schedules, and tariff rates. Its application in market conditions is not limited in any way and can be traced by the degree of application of its individual elements.

Based on tariff and qualification reference books, workers are assigned tariff categories in accordance with their knowledge, skills and abilities. The Unified Tariff and Qualification Handbook (UTKS) defines all types of work by profession, according to their degree of complexity.

The tariff scale used to establish the ratio of wages depending on the level of qualifications takes the form of a table of tariff categories and the corresponding tariff coefficients.

The tariff schedule allows, using tariff coefficients, to correlate the hourly wages of workers of various categories to the first category (minimum wage level), that is, it is necessary to determine hourly rates for workers of various categories.

The non-tariff option for organizing wages bases the assessment of labor contribution on the qualification level of the employee, characterized by a very specific set of characteristics agreed upon between the employee and the employer. It is assumed that this skill potential of the employee remains constantly used and does not fluctuate much, whatever the specific production circumstances.

In the most general view a tariff-free option for organizing wages could be characterized by the following main features:

predetermination of the level of remuneration of an employee from the size of the wage fund accrued based on collective work results;

the relative degree of payment guarantee, based on the assignment to each employee of relatively constant labor participation rates;

constantly carried out “assessment of the merits” of the employee in his work team;

With a “tariff-free” model of wage organization, the assignment of a certain qualification level to an employee is not accompanied by the parallel establishment of a corresponding tariff salary rate.

Since “tariff-free” remuneration systems make the employee’s earnings completely dependent on the final results of the work of the work collective, they can only be used where the work collective is fully responsible for these results.

Labor regulation is an integral part and basis of the scientific organization of labor. With the help of labor standards, each enterprise determines the labor intensity of products for various types of work, on the basis of which the need for labor is determined by profession and qualification. Similar calculations are performed on the scale of industries and the national economy as a whole. For this purpose, various standards are used - time, production, service and number of employees. Labor regulation is the basis for the organization of labor and production, the division and cooperation of labor, the organization and maintenance of workplaces, and the study of labor processes.

Such a diverse application of labor standardization requires its constant improvement, which is carried out in two directions: the extension of labor standardization to all workers in both material and non-material production; continuous improvement of the quality of applied standards. To this end, enterprises must constantly study and analyze the level of compliance with standards, and revise them in a timely manner, thereby ensuring their progressive nature. Employees of the labor organization and wages departments need to systematically study the costs of working time (timing, photography of the working day) and develop organizational and technical measures to eliminate losses of working time.

The main issues and tasks dealt with by labor standardization are discussed in more detail in Chapter. 4, 5 and 6.

1. Economic efficiency of music events

The scientific organization of labor has an economic, psychophysiological and social orientation, and, accordingly, gives an economic, psychophysiological and social effect. Economic effect is achieved directly through improving the organization of labor processes, leading to saving working time, better use of equipment, saving raw materials, materials, energy and other sources. Psychophysiological effect manifests itself in increasing people's performance and maintaining their health. Social effect manifests itself in increased job satisfaction. But both psychophysiological and social effects are manifested in an increase in labor productivity and, consequently, in a reduction in production costs and, ultimately, are reflected in the economic effect.

The calculation of economic efficiency is made by comparing the ratios of overall production results to labor, material and financial costs before and after the implementation of activities on NOT. These indicators are assessed in accordance with the methodology of the Labor Research Institute. The most direct indicators of the economic effect of measures to improve the scientific organization of labor can be the following indicators:

– reducing the labor intensity of products;

– relative savings (release) of personnel;

– saving working time;

– increase in production volume;

– increase in labor productivity;

– increase in income (profit) per ruble of costs;

– savings on individual cost items in production costs;

– general (annual) economic effect;

– payback period for investments (one-time costs for implementing NOT activities).

1. Reduced labor intensity of products from the implementation of NOT activities, the result of which may be a reduction in human labor costs (reduction of time standards),

where and is the standard time for manufacturing a unit of product (work) before and after the implementation of the NOT action, respectively, person-hour/unit; Q 2 - annual volume of production after the implementation of the NOT measure, units.

2. Relative savings (release) of personnel

– by reducing the labor intensity of productsTr

where ΔTr - reduction in labor intensity of products, person-hours; - coefficient of fulfillment of production standards in the base year; - calendar fund of working time per worker, person-hour.

Calculations for all indicators are usually carried out on an annual basis, so the working time fund can be determined as follows:

F r.vr1 = = 52 weeks. ∙ 40 workers h per week = 2080 h/y ∙ ( TO nv = 0.6) = 1248 h/g, where TO nb is a coefficient that takes into account absenteeism due to weekends and holidays. For example, according to the 2013 calendar there are 118 such days. plus 28 calendar days. vacation, total -146 days; 365 – 146 = 219 days, then TO nv = 219/365 = 0.6. This coefficient can be taken in calculations as a constant amount of adjustment of the useful fund of working time from the calendar;

– due to a reduction in lost working time and an increase in the useful fund of working time due to this

,

where N 1 is the number of workers before the introduction of NOT measures, people; F r.v.1 and F r.v2 - working time fund on average per employee before and after the implementation of the NOT action, h.

If, as initial data, lost working time is presented as a percentage, then

Where t p1 and t p2 - loss of working time before and after the implementation of the NOT action, %;

– due to an increase in production volume

people,

where N 1 is the number of workers in this structural unit (before the implementation of the NOT action), people; Q- increase in production volume as a result of the implementation of NOT measures,%;

– by improving the skills of workers, which will lead to an increase in output per worker(other things being equal, i.e. Н exp = const)

where Пн.в - the number of workers who increased the level of fulfillment of production standards as a result of advanced training, people; q n.v - increase in the percentage of fulfillment of production standards, %,

Where q n.v1 and q n.v2 - percentage of fulfillment of production standards before and after advanced training.

3. Saving working time determined on a case-by-case basis depending on the nature of the NOT event. The simplest and most common way to determine savings in working time is to take a photograph of the working day before and after the implementation of the NOT event.

4. Production volume increase is also determined in each specific case depending on the nature of the NOT event.

5. Increase in labor productivity(R) as a percentage as a result of the implementation of NOT activities is determined by the following indicators:

– from an increase in output per worker -  R Q ;

– from the relative savings (release) of the number of employees -  R h;

– from reducing the labor intensity of products -  R T. ;

– from improving working conditions -  R u.t.

These indicators are calculated using the following formulas.

Increase in labor productivity -R Q from increased outputproducts per worker - Q is equal to the percentage of increase in production output, i.e. % R Q = %Q(since output per worker is the concept of labor productivity).

Increase in labor productivity as a result of saving in the number of employees

,

where H i - relative savings (release) in the number of employees after the implementation of certain NOT measures i-th structural unit (workshop, site, district, etc.), people; - average number of employees by i- division, calculated based on the production volume of the planned period based on the output of the base period, people.

Increased labor productivity as a result of reduced labor intensity products

,

where Tr i- reducing the labor intensity of products i- department as a result of the implementation of activities on NOT, person-hours; Tr i- total labor intensity of products i- division, person-hours

If the initial data is a reduction in labor intensity as a percentage, then

%,

where Tr i- percentage reduction in product labor intensity by i-th division.

Increased labor productivity as a result of improved conditionslabor. Labor efficiency largely depends on human performance, which is the physiological basis of labor productivity. A person’s working capacity is constantly changing; in its dynamics, two levels are distinguished: a) high working capacity and the corresponding high output, and b) reduced working capacity and the corresponding low output. When working conditions improve, the phase of stable performance increases due to a corresponding decrease in the duration of the phase of reduced performance. The increase in labor productivity as a result of an increase in the long-term phase of stable performance due to improved working conditions is defined as

%,

Where at 1 - specific weight (share) of the duration of the phase of sustainable performance in the total working time fund before the introduction of measures that improve working conditions; at 2 - the same after the implementation of the event; TO n is a correction factor reflecting the share of the increase in labor productivity due to the functional state of the human body in various working conditions, taken equal to 0.20.

This formula is applicable for calculating both actual and planned effects. Its disadvantages:

– it does not take into account actual production by operational phases;

– in this formula the indicator of the increase in the specific gravity of the duration of the phase of increased performance ( at) is equal to the indicator R- increase in labor productivity, which in practice often does not correspond to reality.

These shortcomings necessitated the introduction of a correction factor TO n, which was obtained as a result of statistical processing of actual data.

6. Increase in income (profit) per ruble of costs is determined by those NOT activities for which the amount of increase in income or profit can be directly calculated.

7. Savings on individual cost items in production costs. Among such items, savings in wages, fuel consumption, electricity, etc. are usually determined.

8. Total (annual) economic effect. A general indicator of the economic effect is a reduction in production costs and an increase in profits. The economic effect is expressed in cost terms and is calculated in general terms as the difference between the received (or expected) savings in operating costs (E p) and the costs (C) for the implementation of IOT measures

To assess the results of an enterprise’s activities, another indicator can be used - economic efficiency, which is determined by the ratio of the obtained result - Q(production volume expressed in monetary form - rub.) to costs - Z (rub.):

Index efficiency implementation of an IOT event is determined by the ratio of the resulting annual economic effect from implementation to the costs of implementation, i.e. E/Z.

In general, the annual economic effect can be determined by the formula

where C 1 and C 2 are the cost of production before and after the implementation of activities on NOT, rub./unit; Q 2 - expected volume of production after the implementation of the NOT measure, units; E n - standard coefficient of efficiency of one-time (capital) costs, accepted at the discretion of the investor (to assess the effectiveness of implementing measures NOT E n = 0.15); it characterizes the share of one-time costs that should pay off in a year; Z ed - one-time costs for the implementation of NOT activities, rub.

The payback period for one-time costs will be

t ok =, g.

When implementing NOT activities, one-time costs are usually small. With significant capital expenditures and the current influence of various factors (inflation, etc.) on them, the effectiveness of capital investments is assessed by bringing cash flows to a certain point in time, i.e. discounting. Technically, bringing results and costs to the base point is carried out by multiplying them by discount coefficient(TO d), calculated by the formula

where E is the discount rate, expressed in fractions of a unit; t- period (end moment i-th step, i.e. calculation period).

When evaluating investment projects, the discount rate is a pre-established basic economic standard. In this case, the assessment of the effectiveness of capital investments is carried out using the net present value indicator.

Net present value(NPV) is the difference between income and capital investment indicators discounted at a point in time (usually the year the project began). Income is determined in each time interval. This is the income received from production activities minus all current costs associated with its receipt (costs of raw materials, materials, energy, wages, contributions to extra-budgetary funds), without depreciation. Depreciation does not apply to current costs, as it is a source of financing capital investments. Net present value represents the accumulated discounted effect for billing period time. It is usually calculated using the formula

where is DP ti- cash flow (investments) for the estimated period of time.

If during the calculation period there is no inflationary change in prices or the calculation is made in base prices, then the value of net present value for a constant discount rate is calculated using the formula

,

Where R t- results achieved by t-th calculation step, rub.; Z t- costs incurred for t-th step, rub.; ( R t – Z t) - the effect achieved on t-th step, rub.

In practice, another formula is used to calculate net present value

,

where K is the amount of discounted capital investments, i.e.

where K t - capital investments for t-th step, rub.

This formula expresses the difference between the sum of the reduced effects and the amount of capital investments reduced to the same point in time. If the NPV of an investment project is positive, then the project is effective at a given discount rate and the issue of its acceptance can be considered. The larger the NPV, the more effective the project. If an investment project is carried out with a negative NPV, then the investor suffers losses, i.e. the project is ineffective.

9. Payback period of investment(one-time costs for the implementation of NOT activities) - the period of time during which the investment will be returned from the income received from the implementation of the investment project. Without taking into account the time factor, i.e. when equal amounts of income received at different times are considered equal, the payback period is calculated using the formula

where K is the amount of capital investment (investment) in the project, rub.

In this case, it is proposed to use the payback period not as a criterion for choosing an investment project, but only as a limitation when making a decision. If the payback period is greater than a certain accepted limit value, then the investment project is considered unacceptable.

Self-test questions

1. Name the main directions for improving the scientific organization of work.

2. Name the main forms of division and cooperation of labor.

3. Name the main elements of the content of the labor process.

4. Give a description of the basic conditions of labor organization and their impact on human performance.

5. What is the impact of the organization and maintenance of workplaces on labor productivity?

6. How is the rationalization of work and rest regimes ensured at various levels of production?

7. Name the main types of labor discipline. What is their impact on labor efficiency?

8. What indicators evaluate the economic efficiency of NOT activities?

Literature

1. Gastev A.K. How to work. Practical introduction to the science of labor organization / A. K. Gastev. - M.: Economics, 1996. - 472 p.

2. Ford G. My life, my achievements / G. Ford. - M.: Finance and Statistics, 1989. - 206 p.

3. Hygienic assessment criteria and classification of working conditions according to indicators of harmfulness and danger of factors in the working environment, severity and intensity of the labor process: guidance. - M.: Federal Center for State Sanitary and Epidemiological Surveillance of the Ministry of Health of Russia, 1999. - 192 p.

4. Golinev V. I. Organization, rationing and remuneration: textbook. allowance / V.I. Golinev. - St. Petersburg: Publishing house SPGUVK, 2003. - 223 p.

5. Golinev V. I. Economics and sociology of labor: textbook. allowance / V. I. Golinev, I. K. Marat. - St. Petersburg: SP GUVK, 2010. - 253 p.

6. Egorshin A.P. Organization of personnel labor: textbook / A. P. Egorshin, A. K. Zaitsev. - M.: INFRA-M, 2008. - 320 p.

7. Ermansky O. A. Scientific organization of labor and the Taylor system / O. A. Yermansky. - 3rd ed. - M.: State Publishing House, 1924.

8. Kazantsev A. M. Scientific organization of labor in river transport: a textbook for universities of water transport / A. M. Kazantsev, S. S. Slutsky. - 2nd ed., revised. and additional - M.: Transport, 1983. - 223 p.

9. Quantitative assessment of the severity of work. Guidelines. M.: Publishing House of the Scientific Research Institute of Labor, 1997. - 94 p.

10. Methodological basis for rationing the labor of workers in national economy. - M.: Economics, 1987.

11. Methodology for determining the economic efficiency of activities based on NOT / edited by. ed. A.P. Head. - 3rd ed., revised. and additional - M.: Economics, 1978. - 135 p.

12. Mikhailov A. V. Taylor system / A. V. Mikhailov. - L.: Publishing house Leningrad. Sov. Trade Unions, 1928. - 105 s.

13. Rofe A. I. Scientific organization of labor: textbook. allowance / A. I. Rofe. - M.: MIC, 1998. - 320 s.

14. At the origins of NOT. Forgotten discussions and unrealized ideas. - Leningrad State University Publishing House, 1990. - 336 p.

15. Management is a science and an art: A. Fayol, G. Emerson, F. Taylor, G. Ford. - M.: Republic, 1992. - 351 p.

Ways to improve the standardization and organization of labor remuneration at Garant LLC

Measures to improve standardization at Garant LLC

Labor standardization technologies should be applied in modern economy to justify the number and formation of standards for the performance of operations of workers, sales and service personnel. The results of such work are: reducing lost working time, increasing labor productivity, optimizing staff and wages, and ultimately - growth financial indicators enterprises.

After the introduction of a labor standardization system at the enterprise, output volumes increase, the quality of products (services) increases, costs are reduced, staff turnover decreases, and the number of labor conflicts decreases. The employer is interested in the rational use of employee labor, in optimizing the number of personnel, and minimizing the cost of working time. Labor standardization programs are interrelated measures aimed at maximizing the use of the labor potential of all workers by expanding the scope of standardization, as well as through ensuring High Quality norms and standards.

When rationing the work of workers, they use the standards of time, production, service, number, and controllability.

Let us consider and calculate these basic standards using the example of employees of Garant LLC. To establish the standard time, it is necessary to find out the composition of working time costs and their specific values ​​for performing this work.

In trade, the work of sellers in a traditional sales scheme consists of repetitive operations to serve customers. When organizing work in sales areas and arranging goods on shelves, the work of consultants and sales managers comes down to advising customers and writing sales receipts. Knowing the flow of customers, you can determine the required number of workers in this category.

Let's make a calculation required quantity cashiers

Cashiers spend time directly on working hours, which is equal to the total time of the shift (12 hours) minus the preparatory and final time, the time of breaks for rest (1.5 hours).

Nvr=12-1.5=10.5 hours

A cashier spends an average of 5 minutes of working time per person; approximately 350 customers pass through the store per day.

350*5=1750 minutes or 29.16 hours required to serve customers.

LF = 29.16 hours/10.5 hours = 2.8 people.

That is, to service such a flow of customers, at least 3 cashiers are needed, but since the store has 2 halls (grocery and department store), the number of cashiers is 4.

When calculating both standard and staffing levels, results are often expressed in fractional numbers that must be rounded. In practice, it is customary to operate with staffing units of at least 0.25 rates.

Let's establish the production rate for salespersons and packers theoretically. They spend time directly on working hours, which is equal to the total shift time (12 hours) minus preparatory and final time, rest breaks (1.5 hours).

Nvr=12-1.5=10.5 hours

The productivity of the scale is 50 kg per hour or 60 min / 50 kg = 1.2 min. per 1 kg.

We determine the production rate per shift for 1 person.

Nvyr=50 kg*10.5 hours = 525 kg

Based on the photograph of the working day, it can be found that the actual time spent on work operations is 9.3 hours. (Fig. 1), that is, in reality, the packer’s output is 465 kg.

N exp = 50 kg *9.3 = 465 kg

The production rate is actually less, that is, to optimize the process it is necessary to carry out a number of measures (ensure timely supply of goods for packaging, etc.).

Let's consider calculating the standard number of cleaners cleaning the sales floor, corridors and toilets. Maintenance standards and maintenance time for these types of work are given in table. 3 and are determined on the basis of “Time standards for cleaning office and cultural premises” (2001).

Table 13 - Maintenance standards and service times for individual species work performed by office cleaners

Cleaners daily, with a 12-hour working day, in one shift, clean 830 m2 of floors in the sales area, corridors and office building, as well as wash 5 m2 of floors in toilets. At the same time, the standard time for performing auxiliary functions is 3%, the standard time for rest and personal needs of employees is 2%.

K = 1+(3+2)/100=1.05

When calculating the standard number of personnel based on service standards

LF = 1.05((830/2500)+(830/990)+(5/420))=1.24 people.

When calculating the standard number of personnel based on service time standards

Tn.o. = 1.05*((830*0.191*1)+(830*0.484*1)+(5*1.146*1))=6.57 hours.

Nch=6.57/12=0.54 people.

Thus, the standard number of cleaners performing these works should be 1 person. per shift.

Calculation of the required number of loaders.

According to the provisions of R 2.2.755-99 and the requirements of POT RM 007-98, the total mass of cargo moved from the floor during each hour of a shift for men under an acceptable class of working conditions is up to 435 kg per 1 hour of a work shift.

We will calculate the total mass of goods moved by one store loader during the month using the formula:

Mgr = Ngr * Tcm;

where Tcm is the permissible mass of the lifted and moved load in 1 hour = 435 kg (from the position table P 2.2.755-99)

Ngr - shift duration (standard 11 hours)

Consequently, the total mass of goods moved by one worker

Mgr = 435*11 = 4785 kg (per day).

Part of the loading and unloading work and intra-store movement of goods is carried out using mechanization equipment (electric forklifts, carts), so using expert advice we will increase the calculated figure by 15%.

Thus, the standard for cargo turnover per one store loader (loader) per day will be equal to 5503 kg. According to the invoices, about 3,000 kg are brought to the store in one shift.

LF = 3000/5503 = 0.54 people, that is, one loader per shift is enough to perform all loading and unloading operations of the store. The actual number of loaders is 2 loaders.

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