強化(hua)憂患危機意識(shi)、強化(hua)擔(dan)(dan)當(dang)奮斗意識(shi)、強化(hua)改革創新(xin)(xin)意識(shi)，保證‘十三五(wu)’圓滿(man)收官和‘十四五(wu)’順利開局目標(biao)的(de)實現、保證2020年(nian)任務目標(biao)的(de)實現，這(zhe)是能源(yuan)集團、集團公司黨委對我(wo)們的(de)要求，作(zuo)為(wei)基層管理(li)者的(de)我(wo)們，更要認清新(xin)(xin)形(xing)勢，順應新(xin)(xin)變化(hua)，勇于擔(dan)(dan)當(dang)作(zuo)為(wei)，為(wei)實現“3211” 發展目標(biao)奠定基礎。
主動擔當作為，抗疫彰顯凝聚力
2020年的春節，一場突(tu)如其(qi)來的新冠病毒打(da)(da)了(le)我(wo)們一個(ge)措手不(bu)及。面對(dui)疫情期(qi)間復(fu)(fu)工(gong)(gong)(gong)復(fu)(fu)產工(gong)(gong)(gong)作，治(zhi)疫環境的不(bu)確(que)(que)定(ding)(ding)性(xing)和企(qi)業(ye)自(zi)身的嚴峻形勢，所(suo)有榆樹井(jing)人不(bu)等不(bu)靠(kao)，出(chu)人出(chu)力(li)助力(li)企(qi)業(ye)快速復(fu)(fu)工(gong)(gong)(gong)復(fu)(fu)產。采用(yong)省(sheng)內包(bao)車“點對(dui)點”方式(shi)，組織(zhi)職(zhi)工(gong)(gong)(gong)返礦(kuang)兩批(pi)次，榆樹井(jing)職(zhi)工(gong)(gong)(gong)共計363人，有效減少了(le)人員(yuan)的密切接(jie)觸，降低了(le)感染機率。職(zhi)工(gong)(gong)(gong)到礦(kuang)后，直接(jie)進(jin)入(ru)隔(ge)離(li)(li)樓(lou)，按規定(ding)(ding)隔(ge)離(li)(li)14天(tian)，每(mei)天(tian)由礦(kuang)組織(zhi)人員(yuan)送飯，醫務(wu)室對(dui)隔(ge)離(li)(li)人員(yuan)每(mei)天(tian)測(ce)溫2次，做到及時發現、及時處理(li)(li)。餐廳、井(jing)口、礦(kuang)門口安(an)設測(ce)溫點，對(dui)進(jin)出(chu)職(zhi)工(gong)(gong)(gong)嚴格執行測(ce)溫制度(du)。為防止人員(yuan)聚集，鼓勵職(zhi)工(gong)(gong)(gong)打(da)(da)菜回(hui)自(zi)已宿舍(she)用(yong)餐。為加強對(dui)隔(ge)離(li)(li)人員(yuan)管(guan)(guan)理(li)(li)，制定(ding)(ding)專(zhuan)項考核(he)管(guan)(guan)理(li)(li)辦法，采用(yong)打(da)(da)分、扣分辦式(shi)，確(que)(que)定(ding)(ding)隔(ge)離(li)(li)期(qi)補貼(tie)。種(zhong)種(zhong)措施(shi)制度(du)的實(shi)(shi)施(shi)，疫情管(guan)(guan)控(kong)工(gong)(gong)(gong)作有條不(bu)紊，最終我(wo)們實(shi)(shi)現了(le)零病例，并以最快的速度(du)實(shi)(shi)現了(le)復(fu)(fu)工(gong)(gong)(gong)復(fu)(fu)產。在企(qi)業(ye)管(guan)(guan)理(li)(li)過程中，可(ke)能(neng)會(hui)遇到這樣(yang)(yang)那樣(yang)(yang)的問題，這些問題可(ke)能(neng)會(hui)使你(ni)束手無策，要正確(que)(que)地看(kan)待困難(nan)，不(bu)要放棄(qi)，不(bu)能(neng)退縮，創造解(jie)決困難(nan)的條件，扭轉逆(ni)境，克服困難(nan)。
勇于創新管理，助力企業發展
作為一名(ming)基層管理者，一個部門的負責人，更要牢固樹立“創(chuang)新興企”意識(shi)，緊盯今年生(sheng)(sheng)產經營任務目標，推進生(sheng)(sheng)產組織科(ke)學化(hua)(hua)、內(nei)部運行市場化(hua)(hua)、強化(hua)(hua)全面預(yu)算管理，加(jia)強預(yu)算編制和預(yu)算執行。
加強勞(lao)(lao)(lao)動組(zu)(zu)(zu)織(zhi)變革(ge)(ge)與技術升級(ji)，繼續推行共(gong)享科(ke)室(shi)(shi)和一(yi)礦(kuang)兩井(jing)模式(shi)，有效(xiao)控(kong)制后勤科(ke)室(shi)(shi)管(guan)(guan)(guan)(guan)理人(ren)(ren)(ren)員(yuan)(yuan)數量。2.制度(du)建設(she)與流(liu)程優化(hua)方(fang)面(mian)(mian)，重新修(xiu)訂了《內(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)分配辦法(fa)(fa)》、《勞(lao)(lao)(lao)動紀律管(guan)(guan)(guan)(guan)理辦法(fa)(fa)》、《工(gong)(gong)(gong)(gong)(gong)(gong)傷管(guan)(guan)(guan)(guan)理辦法(fa)(fa)》等。另外，礦(kuang)建立科(ke)室(shi)(shi)部(bu)(bu)門負(fu)責(ze)人(ren)(ren)(ren)績(ji)(ji)(ji)效(xiao)考(kao)核(he)和科(ke)室(shi)(shi)內(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)(gong)作人(ren)(ren)(ren)員(yuan)(yuan)績(ji)(ji)(ji)效(xiao)考(kao)核(he)制度(du)，對科(ke)室(shi)(shi)績(ji)(ji)(ji)效(xiao)采(cai)取分級(ji)管(guan)(guan)(guan)(guan)控(kong)方(fang)式(shi)，礦(kuang)績(ji)(ji)(ji)效(xiao)考(kao)核(he)小組(zu)(zu)(zu)考(kao)核(he)各科(ke)室(shi)(shi)負(fu)責(ze)人(ren)(ren)(ren)，各科(ke)室(shi)(shi)負(fu)責(ze)人(ren)(ren)(ren)考(kao)核(he)內(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)(gong)作人(ren)(ren)(ren)員(yuan)(yuan)。定(ding)(ding)崗定(ding)(ding)編(bian)定(ding)(ding)員(yuan)(yuan)方(fang)面(mian)(mian)，今年(nian)對機(ji)電工(gong)(gong)(gong)(gong)(gong)(gong)區(qu)(qu)及(ji)運輸工(gong)(gong)(gong)(gong)(gong)(gong)區(qu)(qu)實行了內(nei)部(bu)(bu)承(cheng)包(bao)(bao)管(guan)(guan)(guan)(guan)理，簽訂了內(nei)部(bu)(bu)承(cheng)包(bao)(bao)協議，包(bao)(bao)人(ren)(ren)(ren)工(gong)(gong)(gong)(gong)(gong)(gong)費、包(bao)(bao)材料(liao)費、包(bao)(bao)電費，推行“增(zeng)人(ren)(ren)(ren)不(bu)增(zeng)資(zi)(zi)(zi)、減(jian)(jian)人(ren)(ren)(ren)不(bu)減(jian)(jian)資(zi)(zi)(zi)”的(de)(de)(de)措(cuo)施，倒逼(bi)人(ren)(ren)(ren)工(gong)(gong)(gong)(gong)(gong)(gong)成本(ben)(ben)管(guan)(guan)(guan)(guan)控(kong)。薪酬分配方(fang)面(mian)(mian)，根據收入和利潤倒逼(bi)成本(ben)(ben)，根據發生的(de)(de)(de)材料(liao)成本(ben)(ben)費用倒逼(bi)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)額(e)(e)(e)。工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)額(e)(e)(e)管(guan)(guan)(guan)(guan)控(kong)遵循(xun)“提(ti)多少發多少”的(de)(de)(de)原(yuan)則，若(ruo)通過增(zeng)產、提(ti)質及(ji)控(kong)本(ben)(ben)等方(fang)式(shi)超額(e)(e)(e)完成基(ji)(ji)本(ben)(ben)考(kao)核(he)指標(biao)，工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)總額(e)(e)(e)可提(ti)高1～1.3倍(bei)。改(gai)革(ge)(ge)機(ji)關工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結構，機(ji)關科(ke)室(shi)(shi)坐實基(ji)(ji)本(ben)(ben)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)(zhan)30%、績(ji)(ji)(ji)效(xiao)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)(zhan)30%、安全(quan)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)(zhan)40%的(de)(de)(de)結構工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)，在實行年(nian)薪或崗位績(ji)(ji)(ji)效(xiao)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)的(de)(de)(de)基(ji)(ji)礎(chu)上分項考(kao)核(he)計發。改(gai)革(ge)(ge)區(qu)(qu)隊工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結構，區(qu)(qu)隊確(que)立了以(yi)新頒(ban)勞(lao)(lao)(lao)動定(ding)(ding)額(e)(e)(e)為(wei)(wei)(wei)依據的(de)(de)(de)結算(suan)(suan)(suan)(suan)體系(xi)(xi)，借助內(nei)部(bu)(bu)承(cheng)包(bao)(bao)模式(shi)進一(yi)步(bu)提(ti)高計件標(biao)準工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)(zhan)比(bi)，按(an)(an)不(bu)低于80%的(de)(de)(de)規定(ding)(ding)編(bian)制工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結算(suan)(suan)(suan)(suan)結構，將(jiang)計件標(biao)準工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)由2019年(nian)的(de)(de)(de)280元/工(gong)(gong)(gong)(gong)(gong)(gong)初步(bu)提(ti)高到(dao)380元/工(gong)(gong)(gong)(gong)(gong)(gong)，增(zeng)幅(fu)36%，進一(yi)步(bu)突出工(gong)(gong)(gong)(gong)(gong)(gong)效(xiao)管(guan)(guan)(guan)(guan)理，并嚴格按(an)(an)計件單價確(que)定(ding)(ding)流(liu)程進行結算(suan)(suan)(suan)(suan)。在機(ji)構配置方(fang)面(mian)(mian)，為(wei)(wei)(wei)深入開(kai)展定(ding)(ding)額(e)(e)(e)管(guan)(guan)(guan)(guan)理工(gong)(gong)(gong)(gong)(gong)(gong)作，將(jiang)原(yuan)勞(lao)(lao)(lao)資(zi)(zi)(zi)社(she)保(bao)科(ke)與結算(suan)(suan)(suan)(suan)中心進行了業(ye)(ye)務整合，成立定(ding)(ding)額(e)(e)(e)管(guan)(guan)(guan)(guan)理組(zu)(zu)(zu)，同時(shi)將(jiang)“區(qu)(qu)隊-班組(zu)(zu)(zu)-個人(ren)(ren)(ren)”核(he)算(suan)(suan)(suan)(suan)業(ye)(ye)務與原(yuan)勞(lao)(lao)(lao)資(zi)(zi)(zi)科(ke)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)核(he)算(suan)(suan)(suan)(suan)業(ye)(ye)務整合到(dao)一(yi)起，為(wei)(wei)(wei)下一(yi)步(bu)對接五級(ji)核(he)算(suan)(suan)(suan)(suan)體系(xi)(xi)做準備。
綜(zong)上(shang)，開展好“三強化兩保證”形勢任(ren)務教(jiao)育，必須引導教(jiao)育員工既不能怨天(tian)尤人、牢(lao)騷滿腹，要主(zhu)動創新(xin)，勇(yong)于擔當作為，不斷(duan)迎難(nan)而上(shang)、攻堅克(ke)難(nan)，勇(yong)于挑(tiao)戰困難(nan)，為企業的穩健發展貢獻力量(liang)。
