"Kadrovik.ru", 2013, N 8

The indicator of staff turnover is considered one of the most common criteria by which the effectiveness of HR services is assessed. The high turnover of personnel negatively affects the activities of the enterprise, does not allow the formation of the team, and therefore the corporate spirit, which invariably entails a decrease in production indicators and work efficiency.

At first glance, staff turnover is only detrimental to the organization. But is this always an extremely negative phenomenon, entailing excessive costs and losses for her? In fact, this is not the case. Personnel turnover also carries certain "health-improving" functions.

Natural turnover (3 - 6% per year) contributes to the timely renewal of the team and does not require special "corrective" measures on the part of the management and personnel service. High (excessive) turnover causes significant economic losses, and also creates organizational, personnel, technological, psychological difficulties.

First, let's define this concept. In practice, staff turnover often refers to the movement of the workforce due to employee dissatisfaction with the workplace or the organization’s dissatisfaction with a particular employee. This indicator is calculated by the formula:

where is the staff turnover;

The number of people who left the company for a certain period;

P is the average headcount for the same period.

For example if during the quarter 30 people left the company with an average headcount of 300 people during this period, then the staff turnover rate is 0.1 (10%). Here is an example of calculating staff turnover (see table 1).

Table 1

Calculation of the employee turnover rate of the enterprise for the period from 2010 to 2012

Table 1 shows that staff turnover is increasing annually. Only a small part of the retired employees associate their dismissal with objective reasons: retirement, conscription. Most employees leave of their own accord. The indicators of the movement of labor force indicate an unfavorable tendency at the enterprise.

Excessive staff turnover negatively affects the morale of the remaining workers, their work motivation and dedication to the organization. With the departure of people, the established ties in the team fall apart, and the turnover can acquire an avalanche-like character. In recent years, Russian enterprises have often seen cases of “layoffs by departments,” when work collectives, due to the same motivation and established contacts, prefer to move to another organization as a whole.

For example, a study of the reasons for the excessive turnover of staff in one of the kindergartens in St. Petersburg showed that 4 employees quit due to the reduction of one senior teacher's job. In total, for the third quarter of 2012, the number of dismissed was 5 people. With an average headcount of 23 people, the turnover rate was 21% (5: 23 x 100) - this is a high indicator.

For a more complete analysis, the turnover rate should be calculated by divisions, reasons for dismissal, and the period of work in the company. Let's calculate this indicator by divisions using the example of one fiberglass plant - those divisions where the number of layoffs was the greatest (see table 2).

table 2

Indicators of turnover by division

As can be seen from the table, staff turnover rates differ from department to department, especially the difference between the production unit (workshop) and management (departments and services). In two divisions (shops No. 1 and No. 3) the turnover rate is higher than the average for the enterprise, and in the rest it is lower. It is necessary to pay attention to the fact that this indicator in the management block (3.8%) is not only lower than the average for the enterprise (7.4%), but also corresponds to the rate of natural turnover (3 - 6%).

If in one of the divisions the turnover rate is significantly higher than the average in the company, you should find out the reasons for this. And they can be different - from the style of management in the unit and ending with the working conditions of employees.

To identify the true reasons for dismissal you can use either oral conversation, survey or interviews, or questionnaires. The verbal method can yield more results, as face-to-face contact implies a greater degree of trust. In this format, everything depends on the skill of the HR manager to unobtrusively but effectively find out the actual reason for the dismissal. The written method can also be very effective, especially if the survey involves anonymity, but this method cannot provide for all the nuances that are not repeated from time to time. It is better to offer the resigner both options of the survey to choose from.

During the interview, it is necessary to follow the moral requirements and not ask provocative questions that are too personal or even intimate. Sometimes it is advisable to confine ourselves to a few obligatory formal questions: it is better if the interlocutor takes a reciprocal initiative and shares a little more than he was ready to tell at the beginning of the conversation.

The following questions are quite appropriate to begin with and expected:

• When did you decide to quit?
• Note the positive in your life / work that you are sorry to part with.
• Your assessment of the psychological climate in the company.
• Was your work in line with your previous goals and expectations?
• What have you been able to achieve here and what have you failed to achieve?
• What was the real reason for the dismissal?
• What would you change in the organization?
• Is there something in the company that could change your decision to leave?

Of course, this is not an exhaustive list of questions. Since people leave for various reasons, it is necessary to approach each conversation individually and remember the main reason for dismissal in each specific case. Those leaving for a good place, for a higher salary, will complain that they did not have enough money in your company, those going for promotion will complain that they were not allowed to grow up the career ladder here.

As a way of obtaining information about their organization, polling quitting employees can solve a variety of problems. For example, you can find out the degree of satisfaction of the team with the work as a whole, the level of salaries, find out the hopes of people connected with the company. In general, identify weaknesses that the remaining colleagues are unlikely to talk about directly.

The reasons for the dismissal of workers from the enterprise can be analyzed in two aspects. The first is based on a formal criterion dividing the grounds for dismissals by law. In this case, the list of reasons will be exhaustive, since they are listed in the Labor Code of the Russian Federation, which does not provide for fundamentally different grounds for terminating labor relations. The personnel statistics of the plant names the following most frequent reasons for layoffs: voluntarily, in connection with the transfer, completion of temporary work, absenteeism without good reason, childcare, for being drunk at work, retirement, and some others. The absence or appearance of precedents of dismissals for one reason or another leads, respectively, to narrowing or expanding this list.

The second aspect is related to the motivational structure of staff retirement. It is based on real reasons prompting the employee to make the decision to leave the enterprise. At the same time, the statistics of the personnel department, at best, can only partially answer the question of why a person quit. So, one basis "at will" can be represented as:

• remoteness of the place of residence;
• unresolved housing issue;
• delays in the payment of wages;
• dissatisfaction with the level of wages;
• personal reasons.

For example, a study of the reasons for layoffs at the fiberglass plant in question showed that the main ones in workshops No. 1 and No. 3 were low wages, difficult working conditions (harmfulness), the inability to fully and effectively work under the guidance of the immediate supervisor - the head of the shop.

The staff turnover rate in workshop No. 2 (6.5%) is less than in workshops No. 1 and No. 3 (more than 8%), and the reasons for dismissal in this division, as well as in divisions of the management block, where the turnover rate is within the natural turnover (3 - 6%), others, namely: the remote location of the enterprise from the majority of "sleeping" areas, poor health, moving to another place of residence.

The above material indicates that for an expanded assessment of staff turnover, it is necessary to analyze the turnover rate on the grounds of dismissal.

However, the calculation of the turnover rate by divisions and its analysis on the grounds of dismissal is also not enough to draw final conclusions, therefore, we will calculate the turnover rate by the period of work in the company. This period depends primarily on the average length of work of employees in the company and can range from six months to three years.

It is possible to highlight the staff turnover associated with the operational and strategic activities of the enterprise. In the first case, or rather, when determining the turnover associated with the work of the personnel management service, the effectiveness of activities in the field of external and internal recruiting and adaptation of people is assessed. This is the percentage of employees who left the company in the first year. And the coefficient of personnel turnover in the field of strategic work shows the level of the socio-psychological climate of the team, the correctness of strategic decisions made in the organization, the commitment of employees to the organization.

For example, among the laid-off workers of the plant in 2010 - 2012. the majority are newcomers who are students (in 2010 - 39, in 2011 - 45, in 2012 - 57). Of course, without analysis, it could be concluded that the high turnover of staff at the enterprise is associated with low wages, since this reason was often indicated in the questionnaires. However, when calculating the turnover rate by divisions, it turned out that it differs in them, in addition, different divisions name different reasons for dismissal. The analysis of turnover depending on the length of work in the organization showed that mostly newcomers leave and the reason for this is not always a low salary; often they pointed to completely different motives: a long probationary period (in workshop No. 1 - 3 - 3.5 months), a discrepancy between the employee's expectations and reality. By the way, this is no longer a direct reason for staff turnover, but a consequence of the ineffective work of the personnel management service, namely, an incorrectly organized system of recruiting and selecting personnel.

Hence the conclusion follows. The staff of the enterprise includes those who work long enough, have high qualifications, great length of service and experience. The problem is that new employees lack experience and qualifications, their training is required, which takes a lot of time and money, negatively affecting the results of activities. The existing problem is exacerbated by staff turnover.

It was also revealed that most of the newcomers leave in March. One could not take into account this fact, but after contacting the planning and economic department, interesting details emerged. Most often, the employees of the enterprise receive quarterly bonuses in the first quarter (in March). The analysis of the situation shows that the reason for the high turnover among newcomers-apprentices lies in the bonus system for employees, which is twofold. On the one hand, there is a possibility that newcomers will quit after receiving a bonus, because this payment is due to employees of all divisions, regardless of the result. On the other hand, it is possible that employees who have been working in the shops for a long time want to receive the maximum part of the bonus fund and are not interested in expanding the staff. As a result, the "oldies" "survive" the newcomers.

Thus, the indicator of turnover among new employees in this situation indicates that the bonus system is not built correctly and requires improvements.

So, the main tasks of a HR manager in assessing and analyzing employee turnover are as follows:

• identify the reason for the dismissal of each employee;
• keep statistics of these reasons by the number of layoffs per month, quarter, year;
• analyze dismissal by department, position, length of service of dismissed employees.

Such statistics can be provided only by considering the turnover rate by divisions, reasons for dismissal and the period of work in the company and drawing the appropriate conclusions.

I. Vardanyan

Work description

The aim of the work is to identify the problem of staff turnover in the organization and find ways to reduce it.
Achieving this goal is impossible without solving a number of tasks:
- to reveal the theoretical foundations of the problem of staff turnover in the organization;
- to give a general production and economic characteristics of LLC CHS Krasnoyarsk;
- to identify the problems of staff turnover in LLC "CNS Krasnoyarsk";
- find ways to reduce the turnover of personnel in LLC "CNS Krasnoyarsk" and substantiate their effectiveness for the organization.

INTRODUCTION 3
1. THEORETICAL BASIS OF THE PROBLEM OF PERSONNEL TURNOVER IN AN ORGANIZATION 5
1.1. The concept of staff turnover and modern approaches to its assessment 5
1.2. Factors of staff turnover in trade organizations 10
1.3. Management of staff turnover and methods of its reduction 12
2. ANALYSIS OF PERSONNEL CURRENT IN LLC "SNS KRASNOYARSK" 14

2.2. Analysis of the human resources potential of SNS Krasnoyarsk LLC 20
2.3. Diagnostics of staff turnover in LLC "SNS Krasnoyarsk" 23
3. WAYS OF REDUCING PERSONNEL FLOW IN LLC "SNS KRASNOYARSK" 27
3.1. Organization turnover reduction program 27
3.2. Resource support of the proposed activities and their effectiveness 32
CONCLUSION 36
LIST OF USED LITERATURE 39

Files: 1 file

Introduction 3

1. Theoretical foundations of the problem of employee turnover in the organization 5

1.1. The concept of staff turnover and modern approaches to its assessment 5

1.2. Factors of staff turnover in trade organizations 10

1.3. Management of staff turnover and methods of its reduction 12

2. Analysis of staff turnover at SNS Krasnoyarsk LLC 14

2.1. General characteristics of the organization 14

2.2. Analysis of the human resources potential of SNS Krasnoyarsk LLC 20

2.3. Diagnostics of staff turnover in LLC "SNS Krasnoyarsk" 23

3. Ways to reduce staff turnover at SNS Krasnoyarsk LLC 27

3.1. Organization turnover reduction program 27

3.2. Resource support of the proposed activities and their effectiveness 32

Conclusion 36

List of used literature 39

APPENDIX ………………………………………………………………… .41

Introduction

In modern conditions of economic development, the personnel of the organization is the main resource of the company. Modern leaders attach particular importance to personnel policy issues, since no matter how good a business idea is, employees of the organization bring it to life. And only a well-chosen workforce, a team of like-minded people are capable of realizing the serious tasks facing the company.

One of the important and complex problems of management is to ensure stability in the functioning of enterprises and organizations. Today, the instability of economic development is directly manifested in the growth of staff turnover in organizations of all types and forms of ownership.

The turnover depends on many factors (the specifics of the business, the territorial location of the company, the stage of development of the company, qualifications, education and age of the employee), therefore each company determines its own ideal level of personnel turnover.

In the Russian manufacturing sector, the optimal turnover rate is about 10%. In an actively growing business, especially at the stage of mass hiring, the turnover rate can be just over 20%. In the restaurant and insurance business, 30% of the annual turnover of employees is not a concern, and for some retail chains even 80% turnover is considered normal.

In large cities with a large labor market, the average rates for all sectors vary from 10% to 20%. And in a small provincial town, this figure may be as low as 5% just because there are much fewer opportunities to find another job in this area.

And yet, the rate of employee turnover depends not so much on any standards as on the company's personnel strategy. Practice shows that the main reason for dismissal is employee dissatisfaction with their position.

For many companies, high employee turnover is one of the most pressing problems. Therefore, it is important to learn how to manage staff turnover: to identify its causes, keep statistics and take appropriate measures in time.

The object of the research is the personnel of OOO SNS Krasnoyarsk.

The subject of the research is methods and ways to reduce employee turnover in an organization.

The relevance of the research topic determined the purpose of the research.

The aim of the work is to identify the problem of staff turnover in the organization and find ways to reduce it.

Achieving this goal is impossible without solving a number of tasks:

Expand the theoretical foundations of the problem of employee turnover in the organization;

Provide a general production and economic characteristics of LLC CHS Krasnoyarsk;

To identify the problems of personnel turnover in LLC "CNS Krasnoyarsk";

Find ways to reduce staff turnover at CNS Krasnoyarsk LLC and substantiate their effectiveness for the organization.

The research methods were the study and analysis of scientific literature on the presented problem, study and generalization of the practice of staff turnover in trade organizations, analysis of various parameters of the organization's activities, observation, survey, interviewing.

1. Theoretical foundations of the problem of employee turnover in the organization

1.1. The concept of staff turnover and modern approaches to its assessment

Personnel turnover in the theory of personnel management refers to the movement of the labor force caused by the employee's dissatisfaction with the workplace or the organization's dissatisfaction with a specific employee.

When analyzing labor turnover, it is generally accepted to start with the concept of "staff movement". The movement of personnel of the enterprise is understood as the totality of all cases of employees entering the enterprise from outside and all cases of leaving the enterprise.

Fluidity and its influence on the activities of the organization L. Nikiforova proposes to consider in two aspects: quantitative and qualitative.

In the first case, it is necessary to distinguish between natural and increased levels of turnover: a natural level within 3-5% of the number of personnel and an increased level that causes significant economic losses.

The natural level contributes to the renewal of production teams. This process is ongoing and does not require any extraordinary measures on the part of personnel services and management. Some employees retire, some quit for various reasons, new employees come to their place - every enterprise lives in this mode. As a result, there are opportunities for staff reshuffles and career growth of the remaining best employees, which is an additional incentive for them.

It's another matter when the fluidity significantly exceeds 3-5%. In this case, the costs become significant and increase with the increase in staff outflow. Then the company suffers losses, which increase with the increase in the outflow of personnel.

First of all, these are lost profits and a drop in labor productivity. High turnover reduces the staffing of jobs with performers, distracts highly qualified specialists from work, who are forced to help newcomers, worsens the moral and psychological climate in the team, which prevents the creation of a team, and reduces the productivity of those who are about to leave.

The staff of the enterprise in terms of the number of employees, the level of qualifications is not a constant, it changes all the time: some workers are fired, others are hired. Various indicators are used to analyze (reflect) changes in the number and composition of personnel.

O.P. Korobeynikov, D.V. Khavin and V.V. Nozdrin is proposed to be used such as: the indicator of the average number of employees, the rates of admission, retirement, stability and turnover of personnel:

1. The indicator of the average number of employees () is determined by the formula:

where P 1, P 2, P 3 ... P 11, P 12 - the number of employees by months.

2. The coefficient of recruitment of personnel (K p) is determined by the ratio of the number of employees hired by the enterprise for a certain period of time to the average number of personnel for the same period:

where R p is the number of hired workers, people; - the average number of personnel, people.

3. The retirement rate (K c) is determined by the ratio of the number of employees dismissed for all reasons during a given period of time to the average number of employees for the same period:

K in = 100 (3)

where R uv - the number of dismissed workers, people; - the average number of personnel, people.

4. The coefficient of personnel stability (K c) is recommended to be used when assessing the level of organization of production management both at the enterprise as a whole and in individual departments:

K s = 1- + R n 100, K s = 100 (4)

where is the number of employees who quit the enterprise of their own free will and due to violation of labor discipline for the reporting period, people; - the average number of employees at this enterprise in the period preceding the reporting period, people: P n - the number of employees newly hired for the reporting period, people.

5. The coefficient of staff turnover (K ​​T) is determined by dividing the number of employees of the enterprise (workshop, site), retired or dismissed for a given period of time, by the average number for the same period:

K T = 100 (5)

where R uv - the number of retired or dismissed workers, people; - the average number of personnel, people.

When shaping the personnel potential of the company, it is necessary to choose a middle ground and strive to achieve a reasonable percentage of staff turnover.

In this case, the degree of validity is determined:

Industry specifics;

Seasonality of production;

The competitiveness of the company in the labor market;

The territorial location of the company (for example, for companies in megacities, turnover is higher than for companies located in small cities);

The individual characteristics of the company (management style, personnel policy, attitudes towards hiring and firing personnel on the part of the management).

When determining your normal level of turnover, you need to take into account many factors, analyze staff turnover statistics, and focus on similar indicators of other companies in your market sector.

V. Svistunov and M. Tyuleneva talk about the following forms and types of staff turnover:

Active,

Passive,

Intra-organizational,

External.

In the case when it comes to the movement of labor, caused by the dissatisfaction of the employee with the workplace (working conditions, the amount of compensation, the content of the work), it is customary to talk about an active form of turnover.

The turnover arising from the dissatisfaction of the organization with the employee (non-observance of labor discipline, unsatisfactory performance results) is usually attributed to the passive form of the organization's staff turnover. Thus, the active and passive forms of turnover are distinguished by the reasons for the dismissal of the organization's personnel.

When assessing the turnover of an organization's personnel, it is customary to distinguish between internal and external staff turnover.

Intraorganizational turnover is associated with labor movements of employees within one organization.

External - characterized by the movement of personnel between various organizations, industries and sectors of the economy.

Staff turnover has both negative and constructive consequences. If we analyze the turnover process in more detail, then it can be noted that the consequences of turnover depend both on its quantitative size and on the qualitative composition of the organization’s employees who quit / quit. The consequences of high turnover can be felt over the years in the form of demotivation of the remaining employees, their distrust of managers, and a decrease in labor productivity. Taking this into account, it becomes clear that the management of the release of personnel is one of the most important functions of personnel management and requires coordinated actions of the management of the organization and the personnel management service. Naturally, the organization must take measures to bring the number of employees in line with its real needs, that is, to manage staff turnover. To do this, it is necessary to investigate the factors causing staff turnover.

1.2. Factors of staff turnover in trade organizations

The current stage of development of the sphere of trade is determined by the growth in the number of wholesale and retail trade organizations, an increase in the share of people employed in this sector of the national economy. In the process of modern development of trade, most enterprises in this area have faced many problems, the key one of which is high staff turnover. It is this reason that is an important means of diagnosing problems in the organization's personnel policy.

In recent years, trade has received new impulses for its development, significantly expanding the scope of its activities. Instead of Soviet forms, such forms of customer service as kiosks and pavilions, wholesale and retail markets, supermarkets, distribution companies, etc. are becoming widespread. marketing technologies. The low qualification of the sales staff and the slow transition to new service standards remain a serious problem.

The top three priorities of factors influencing the decision to fire sales workers are:

Lack of material incentives, real monetary reward for individual achievements in the overall result;

Lack of career development, opportunities for self-realization of the employee;

Analysis of staff turnover of LLC "Karavai"

We will analyze the movement of personnel and turnover of personnel in LLC "Karavai" according to the data for 2013-2015.

In the process of calculating, we will use the following system of formulas:

1. The total turnover of labor is determined by the formula:

Oob = Op + Oy, (7)

where Oob is the total turnover of labor;

Op - the absolute value of the turnover for admission;

Oy - the absolute value of the turnover on dismissal.

2. The absolute size of labor turnover is calculated as follows:

Edema = Oszh + He, (8)

where Edema is the absolute size of the labor force turnover;

OSZH - the number of those dismissed of their own free will;

He is the number of those dismissed for absenteeism and other violations of labor discipline.

3. The indicator of the total turnover of the labor force is defined as:

Pob = (Oob: T) x 100%, (9)

where T is the average number of employees.

4. The indicator of frame stability is defined as:

Pstab = 100% - Cob, (10)

5. The indicator of turnover on acceptance (Кn), is calculated as:

Pn = (Op: T) x 100%, (11)

6. The indicator of turnover by dismissal (K) is calculated as:

Pu = (Oh: T) x 100%, (12)

7. The indicator of labor turnover (Ktek) is calculated as:

Ptek = (Edema: T) x 100%, (13)

Let's perform the calculation based on formulas (7-13). For this purpose, we will use the data in Table 20.

Table 20 - Analysis of indicators of personnel movement and staff turnover in Karavai LLC by personnel category

As established in the course of the study, the number of employees hired by Karavai LLC increased over 2013-2015. from 21 people up to 35 people Moreover, if in 2013-2015. all employees were hired to replace those who quit, then in 2015 8 people. was accepted for new jobs in the confectionery shop. The number of employees who left for 2013-2015 also increased from 21 people. up to 35 people

The absolute size of staff turnover is made up of employees who quit at their own request and at the initiative of the administration of Karavai LLC.

Thus, the number of employees who voluntarily left their jobs increased in 2013-2015. from 17 people up to 29 people In 2014, the number of employees who quit voluntarily increased by 35.29%, and in 2015 by 26.09%

For violation of labor discipline in 2013-2015. 1 person was dismissed. Other reasons for dismissal of employees in 2013-2015 the retirement of employees arrived. So, in 2013, 3 people retired, in 2014 - 4 people, in 2015 - 5 people.

If we consider the structure of employees dismissed of their own free will, then the first place is occupied by workers. So, if in 2013 12 workers voluntarily resigned, then in 2015 there are already 20 workers. In general, the absolute size of staff turnover is shown in Figure 6.

Figure 6 - Dynamics of the absolute size of staff turnover of Karavai LLC, people

The indicator of staff turnover in general for Karavai LLC in 2014 increased by 1.25%, in 2015 - by 1.13% (Figure 7).

Figure 7 - Dynamics of the staff turnover indicator as a whole for Karavai LLC,%

So, if in 2013 the staff turnover rate was 7.188%, then in 2015 it was already 9.568%. As noted in the course of the theoretical study, the natural turnover (3-5% per year) contributes to the timely renewal of the team and does not require special measures from the management and personnel department. Excessive turnover causes significant economic losses, and also creates organizational, personnel, technological, psychological difficulties. Thus, in LLC "Karavai" in 2013-2015. excessive staff turnover was noted.

As a result, the indicator of staff stability decreased from 83.75% to 75.31%. Consider the dynamics of the staff turnover rate for certain categories of personnel (Figure 8).

Figure 8 - Dynamics of the staff turnover indicator for certain categories of personnel,%

As the data in Figure 8 show, the highest staff turnover was noted among workers.

Let us analyze the economic losses of the enterprise due to staff turnover. For this purpose, we will use formulas (3-6). The calculation results are presented in table 21.

Table 21 - Analysis of the economic losses of the enterprise due to staff turnover

As established in the course of the study, the total economic losses of the enterprise associated with staff turnover increased over the analyzed period from 2857.57 thousand rubles. up to 5216.15 thousand rubles. The dynamics and structure of the economic losses of the enterprise associated with staff turnover is shown in Figure 9.

Figure 9 - Dynamics and structure of economic losses of the enterprise associated with staff turnover, thousand rubles

As the data in Figure 9 show, the greatest losses of the enterprise are due to the insufficient labor productivity of the newly hired workers.

In 2015, the personnel department interviewed all 20 workers who quit at their own request to identify the reasons for the layoffs. The survey results are presented in Table 22.

Table 22 - The results of a survey of workers who quit their own free will on the subject of the reasons for quitting

As the data in Table 22 show, the largest number of layoffs among workers was noted due to difficult working conditions, as well as the difficulty of adaptation in the team and poor relations with management.

Oil and oil and gas fields are accumulations of hydrocarbons in the earth's crust, confined to one or more localized geological structures, i.e. structures located near the same geographical point. A deposit is a natural local single accumulation of oil in one or several interconnected reservoirs, i.e., in rocks that can contain and release oil during development.

The hydrocarbon deposits included in the fields are usually located in strata or rock massifs with different distributions underground, often with different geological and physical properties. In many cases, individual oil and gas reservoirs are separated by significant strata of impermeable rocks or are located only in certain areas of the field.

Such isolated or differing in properties formations are developed by different groups of wells, sometimes using different technologies. The size and multi-layer nature of fields with reservoir properties determine the overall value and density of oil reserves, and, in combination with the depth of occurrence, determine the choice of a development system and oil production methods.

An oil field development system should be called a set of interrelated engineering solutions that determine development targets; the sequence and pace of their drilling and construction; the presence of impact on formations in order to extract oil and gas from them; number, ratio and location of injection and production wells; number of reserve wells, field development management, subsurface and environmental protection. To build a field development system means to find and implement the above set of engineering solutions.

The field development system must meet the requirements for maximum extraction of oil or gas from the subsoil in the shortest possible time at the lowest cost.

The development project determines the number and system of location of production and injection wells, the level of oil and gas production, methods of maintaining reservoir pressure, etc.

The development of individual oil or gas deposits is carried out through a system of production and injection wells that provide oil or gas production from the reservoir. The complex of all measures to ensure the development of a deposit determines the development system.

The main elements of the reservoir development system are: the method of stimulating the formation, the placement of production and injection wells, the rate and procedure for drilling production and injection wells.

The most important elements of the development system are methods of stimulation of the reservoir, since depending on them other issues of reservoir development will be resolved.

To increase the efficiency of natural reservoir regimes and ensure the most rational development, it is necessary to apply various methods of stimulating the reservoir. These methods can be various types of waterflooding, gas injection into the gas cap or into the oil part of the reservoir, hydrochloric acid treatments, hydraulic fracturing and a number of other measures aimed at maintaining reservoir pressure and increasing well productivity.

Currently, without maintaining reservoir pressure, either deposits are being developed that have an active natural regime capable of maintaining pressure during the entire development period and obtaining a high final oil recovery factor, or fields of small reserves, where the organization of work to maintain pressure is economically inexpedient.

§ 1. OBJECT AND DEVELOPMENT SYSTEM

Petroleum and non-petroleum resources are industrial accumulations of hydrocarbons in the earth's crust, confined to one or more localized geological structures , i.e. structures located near the same geographical point. The hydrocarbon deposits included in the fields are usually located in strata or rock massifs with different distributions underground, often with different geological and physical properties. In many cases, individual oil and gas reservoirs are separated by significant strata of impermeable rocks or are located only in certain areas of the field.

Such isolated or differing in properties formations are developed by different groups of wells, sometimes using different technologies.

Let's introduce the concept of a field development object. A geological formation (layer, massif, structure, aggregate of layers), which contains commercial reserves of hydrocarbons, which are extracted from the subsoil with the help of a certain group of wells. Developers, using common oil industry terminology, usually consider that each object is developed by “its own pattern of wells”. It should be emphasized that nature itself does not create development objects - they are distinguished by people who develop the field. The development object can include one, several or all formations of the field.

The main features of the development object are the presence of commercial oil reserves in it and a certain group of wells inherent in this object, with the help of which it has been developed.

A e Fig. 1. Multi-layer section

first oil field kY niya

/// // l /// w w /? /

disappears. At the same time, the opposite cannot be stated, since the same wells can be used to develop different objects by using technical means for simultaneous-separate operation.

To better understand the concept of a development object, consider an example. Let us have a field, the section of which is shown in Fig. 1. This field contains three strata, differing in thickness, areas of distribution of saturating hydrocarbons and physical properties (Table 1). In this case, the bottom of the layer 1 is located at a distance of 15 m from the top of layer 2, and the bottom of the layer 2 vertically spaced from the top of the reservoir 3 per 1000 m. The table (see Fig. 1) shows the main properties of the layers 1, 2 and 3, occurring within the field. It can be argued that it is advisable to single out two development targets in the considered field, combining the layers 1 and 2 into one development object (object I), and the reservoir 3 develop as a separate object (object II).

Table 1

Inclusion of layers 1 and 2 into one object is due to the fact that they have close values ​​of oil permeability and viscosity and are located at a small vertical distance from each other. In addition, recoverable oil reserves in the reservoir 2 relatively small. Stratum 3 although it has less than the reservoir 1 recoverable oil reserves, but contains low-viscosity oil and highly permeable. Consequently, the wells that have penetrated this formation will be highly productive. In addition, if reservoir 3 containing low-viscosity oil can be developed using conventional waterflooding, then during reservoir development 1 and 2, characterized by high-viscosity oil, it will be necessary to use a different technology from the beginning of development, for example, oil displacement with hot water, solutions of polyacrylamide (water thickener) or using in-situ combustion.

At the same time, it should be borne in mind that, despite the significant difference in the parameters of layers 1, 2 and 3, the final decision on the allocation of development targets is made based on the analysis of technological and technical and economic indicators of various options for combining reservoirs into development targets.

Development objects are sometimes subdivided into the following types: independent, i.e. currently being developed, and returnable, i.e. one that will be developed by wells operating another object during this period.

The system of development of an oil field should be called a set of interrelated engineering solutions that determine the development objects; the sequence and pace of their drilling and construction; methods of stimulating reservoirs in order to extract oil and gas from them; number, ratio and location of injection and production wells; number of reserve wells, field development management, subsurface and environmental protection. To build a field development system means to find and implement the above set of engineering solutions.

An important part of creating such a system is the selection of development objects. Therefore, we will consider this issue in more detail. It can be said in advance that at first glance, combining as many layers as possible into one object is always advantageous, since such a combination will require fewer wells to develop the field as a whole. However, excessive consolidation of reservoirs into one object can lead to significant losses in oil recovery and, ultimately, to deterioration of technical and economic indicators.

The following factors affect the selection of development objects.

1. Geological and physical properties of oil and gas reservoir rocks. In many cases, it is impractical to develop formations that are sharply different in permeability, total and effective thickness, as well as inhomogeneity, since they can differ significantly in productivity, reservoir pressure during their development and, consequently, in the way of operation of wells, the rate of recovery of oil reserves. and a change in the water cut of the product.

For reservoirs of different areal heterogeneity, different well grids can be effective, so it may be impractical to combine such reservoirs into one development target. In highly heterogeneous vertically formations with separate low-permeability interlayers not communicating with high-permeability ones, it can be difficult to ensure acceptable coverage of the object by vertical action due to the fact that only high-permeability interlayers will be included in active development, and low-permeability interlayers will not be affected by an agent injected into the formation (water , gas). In order to increase the coverage of such layers by development, they tend to be divided into several objects.

2. Physical and chemical properties of oil and gas. Oil properties are of great importance in identifying development targets. It is sometimes impractical to combine reservoirs with significantly different oil viscosities into one object, since they can be developed using different technologies for extracting oil from the subsoil, with different layouts and density of wells. The sharply different content of paraffin, hydrogen sulfide, valuable hydrocarbon components, the industrial content of other minerals can also make it impossible to jointly develop formations as a single object due to the need to use significantly different technologies for extracting oil and other minerals from formations.

3. Phase state of hydrocarbons and reservoir regime. Different formations, which lie relatively close to each other vertically and have similar geological and physical properties, in some cases it is impractical to combine into one object as a result of the different phase state of reservoir hydrocarbons and the regime of the formations. So, if there is a significant gas cap in one reservoir, and the other is being developed under a natural elastic-water-pressure regime, then combining them into one object may be impractical, since their development will require different layouts and numbers of wells, as well as different technologies for oil and gas extraction. ...

4. Conditions for managing the development of oil fields. The more reservoirs and interlayers are included in one object, the more technically and technologically it is more difficult to control the movement of sections of oil and its displacing agent (water-oil and gas-oil “contacts”) in separate layers and interlayers, it is more difficult to carry out separate impact on interlayers and oil extraction from them and gas, it is more difficult to change the rate of production of seams and interlayers. Deterioration of the field development management conditions leads to a decrease in oil recovery.

5. Technique and technology of well operation. There can be numerous technical and technological reasons leading to the expediency or inappropriateness of the use of certain options for selecting objects. For example, if it is planned to extract such significant fluid rates from wells operating a certain reservoir or groups of reservoirs, allocated to one development target, that they will be limiting for modern means of well operation, then further enlargement of the facilities will be impossible for technical reasons.

In conclusion, it should be emphasized once again that the influence of each of the listed factors on the choice of development objects should first be subjected to technological and technical and economic analysis, and only after it can a decision be made on the selection of development objects.

§ 2. CLASSIFICATION AND CHARACTERISTICS OF DEVELOPMENT SYSTEMS

The definition of an oil field development system given in § 1 is general, covering the entire range of engineering solutions that ensure its construction for the effective extraction of minerals from the subsoil. A large number of parameters need to be used to characterize different field development systems in accordance with this system definition. However, in practice, oilfield development systems are distinguished by two of the most characteristic features:

the presence or absence of impact on the reservoir in order to extract oil from the subsoil;

location of wells in the field.

On these grounds, oil field development systems are classified.

You can specify four main parameters that characterize a particular development system.

1. The parameter of the density of the grid of wells 5 s, equal to the oil-bearing area per one well, regardless of whether the well is a production or injection well. If the oil-bearing area of ​​the field is S, and the number of wells in the field is n, then

S, = S / n.(I.1)

Dimension)