強化(hua)(hua)憂(you)患危機(ji)意(yi)(yi)識、強化(hua)(hua)擔當奮斗意(yi)(yi)識、強化(hua)(hua)改革創新(xin)意(yi)(yi)識，保(bao)證‘十三五’圓滿收官(guan)和(he)‘十四(si)五’順(shun)利(li)開局目標的實現(xian)、保(bao)證2020年任務目標的實現(xian)，這是(shi)能源集(ji)團(tuan)、集(ji)團(tuan)公司黨委對我們的要(yao)求，作為基層管理(li)者的我們，更要(yao)認清新(xin)形勢，順(shun)應(ying)新(xin)變化(hua)(hua)，勇于擔當作為，為實現(xian)“3211” 發(fa)展目標奠定(ding)基礎。
主動擔當作為，抗疫彰顯凝聚力
2020年的(de)春節，一場突(tu)如其來的(de)新(xin)冠病毒打了我(wo)們一個(ge)措手(shou)不(bu)及(ji)。面對疫(yi)情期(qi)間復(fu)(fu)(fu)(fu)工(gong)復(fu)(fu)(fu)(fu)產(chan)工(gong)作(zuo)，治疫(yi)環(huan)境的(de)不(bu)確(que)定性和(he)企(qi)業自身的(de)嚴(yan)峻形勢，所有榆樹(shu)井(jing)人不(bu)等不(bu)靠，出(chu)人出(chu)力助(zhu)力企(qi)業快速(su)復(fu)(fu)(fu)(fu)工(gong)復(fu)(fu)(fu)(fu)產(chan)。采用(yong)省內包(bao)車“點對點”方式(shi)，組(zu)織(zhi)職(zhi)(zhi)工(gong)返礦(kuang)兩批次，榆樹(shu)井(jing)職(zhi)(zhi)工(gong)共計363人，有效(xiao)減少了人員(yuan)(yuan)(yuan)的(de)密切接觸，降低了感染機率。職(zhi)(zhi)工(gong)到(dao)礦(kuang)后，直接進(jin)入(ru)隔(ge)離(li)樓，按規定隔(ge)離(li)14天，每天由(you)礦(kuang)組(zu)織(zhi)人員(yuan)(yuan)(yuan)送(song)飯，醫務室對隔(ge)離(li)人員(yuan)(yuan)(yuan)每天測溫(wen)2次，做到(dao)及(ji)時(shi)發現(xian)、及(ji)時(shi)處理(li)(li)。餐廳、井(jing)口、礦(kuang)門口安設(she)測溫(wen)點，對進(jin)出(chu)職(zhi)(zhi)工(gong)嚴(yan)格執行測溫(wen)制(zhi)度。為防止人員(yuan)(yuan)(yuan)聚(ju)集，鼓(gu)勵(li)職(zhi)(zhi)工(gong)打菜回自已宿舍用(yong)餐。為加強對隔(ge)離(li)人員(yuan)(yuan)(yuan)管理(li)(li)，制(zhi)定專項考核管理(li)(li)辦(ban)法，采用(yong)打分(fen)、扣分(fen)辦(ban)式(shi)，確(que)定隔(ge)離(li)期(qi)補貼。種種措施制(zhi)度的(de)實(shi)施，疫(yi)情管控工(gong)作(zuo)有條不(bu)紊，最終(zhong)我(wo)們實(shi)現(xian)了零病例，并以最快的(de)速(su)度實(shi)現(xian)了復(fu)(fu)(fu)(fu)工(gong)復(fu)(fu)(fu)(fu)產(chan)。在(zai)企(qi)業管理(li)(li)過程中，可(ke)能會(hui)(hui)遇到(dao)這(zhe)樣(yang)那樣(yang)的(de)問題，這(zhe)些問題可(ke)能會(hui)(hui)使你(ni)束手(shou)無策，要正確(que)地看待困(kun)難(nan)，不(bu)要放棄，不(bu)能退縮，創造解決困(kun)難(nan)的(de)條件，扭轉逆(ni)境，克(ke)服困(kun)難(nan)。
勇于創新管理，助力企業發展
作為一名基層管(guan)理(li)者，一個部門(men)的負(fu)責人，更要牢固樹立(li)“創新興(xing)企”意識，緊盯今(jin)年生產經營任務目標，推進生產組織科學化、內部運行市(shi)場化、強化全面預算(suan)管(guan)理(li)，加強預算(suan)編制和預算(suan)執行。
加強勞(lao)動(dong)組織變革(ge)與(yu)技術升級(ji)，繼續推(tui)行共享科(ke)室(shi)和一礦兩井(jing)模式(shi)，有(you)效(xiao)控制后(hou)勤(qin)科(ke)室(shi)管(guan)(guan)(guan)(guan)(guan)理人(ren)(ren)(ren)(ren)員(yuan)數(shu)量。2.制度建設與(yu)流程(cheng)優化(hua)方(fang)面(mian)(mian)，重新修訂(ding)了《內部工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)分配辦(ban)(ban)法(fa)》、《勞(lao)動(dong)紀律管(guan)(guan)(guan)(guan)(guan)理辦(ban)(ban)法(fa)》、《工(gong)(gong)(gong)(gong)傷管(guan)(guan)(guan)(guan)(guan)理辦(ban)(ban)法(fa)》等。另外，礦建立科(ke)室(shi)部門負(fu)(fu)責人(ren)(ren)(ren)(ren)績(ji)(ji)(ji)效(xiao)考核(he)(he)和科(ke)室(shi)內部工(gong)(gong)(gong)(gong)作人(ren)(ren)(ren)(ren)員(yuan)績(ji)(ji)(ji)效(xiao)考核(he)(he)制度，對科(ke)室(shi)績(ji)(ji)(ji)效(xiao)采取分級(ji)管(guan)(guan)(guan)(guan)(guan)控方(fang)式(shi)，礦績(ji)(ji)(ji)效(xiao)考核(he)(he)小組考核(he)(he)各(ge)科(ke)室(shi)負(fu)(fu)責人(ren)(ren)(ren)(ren)，各(ge)科(ke)室(shi)負(fu)(fu)責人(ren)(ren)(ren)(ren)考核(he)(he)內部工(gong)(gong)(gong)(gong)作人(ren)(ren)(ren)(ren)員(yuan)。定(ding)(ding)崗定(ding)(ding)編(bian)定(ding)(ding)員(yuan)方(fang)面(mian)(mian)，今(jin)年(nian)對機(ji)電(dian)工(gong)(gong)(gong)(gong)區及運輸工(gong)(gong)(gong)(gong)區實行了內部承(cheng)(cheng)包(bao)管(guan)(guan)(guan)(guan)(guan)理，簽訂(ding)了內部承(cheng)(cheng)包(bao)協議，包(bao)人(ren)(ren)(ren)(ren)工(gong)(gong)(gong)(gong)費(fei)(fei)、包(bao)材料(liao)費(fei)(fei)、包(bao)電(dian)費(fei)(fei)，推(tui)行“增人(ren)(ren)(ren)(ren)不(bu)(bu)增資(zi)(zi)(zi)(zi)、減(jian)人(ren)(ren)(ren)(ren)不(bu)(bu)減(jian)資(zi)(zi)(zi)(zi)”的措施，倒(dao)(dao)逼人(ren)(ren)(ren)(ren)工(gong)(gong)(gong)(gong)成(cheng)(cheng)本(ben)管(guan)(guan)(guan)(guan)(guan)控。薪酬分配方(fang)面(mian)(mian)，根(gen)據(ju)(ju)收入(ru)和利潤倒(dao)(dao)逼成(cheng)(cheng)本(ben)，根(gen)據(ju)(ju)發生的材料(liao)成(cheng)(cheng)本(ben)費(fei)(fei)用(yong)倒(dao)(dao)逼工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)額(e)(e)(e)。工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)額(e)(e)(e)管(guan)(guan)(guan)(guan)(guan)控遵循“提(ti)多少發多少”的原則，若通(tong)過增產(chan)、提(ti)質及控本(ben)等方(fang)式(shi)超額(e)(e)(e)完成(cheng)(cheng)基(ji)本(ben)考核(he)(he)指標，工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)總(zong)額(e)(e)(e)可提(ti)高1～1.3倍。改(gai)革(ge)機(ji)關(guan)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)結(jie)構(gou)(gou)，機(ji)關(guan)科(ke)室(shi)坐實基(ji)本(ben)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)占(zhan)30%、績(ji)(ji)(ji)效(xiao)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)占(zhan)30%、安全(quan)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)占(zhan)40%的結(jie)構(gou)(gou)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)，在(zai)實行年(nian)薪或崗位績(ji)(ji)(ji)效(xiao)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)的基(ji)礎上分項考核(he)(he)計發。改(gai)革(ge)區隊(dui)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)結(jie)構(gou)(gou)，區隊(dui)確立了以新頒勞(lao)動(dong)定(ding)(ding)額(e)(e)(e)為(wei)(wei)(wei)依據(ju)(ju)的結(jie)算(suan)(suan)(suan)體系，借助內部承(cheng)(cheng)包(bao)模式(shi)進(jin)(jin)一步(bu)提(ti)高計件(jian)(jian)標準工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)占(zhan)比，按不(bu)(bu)低于(yu)80%的規定(ding)(ding)編(bian)制工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)結(jie)算(suan)(suan)(suan)結(jie)構(gou)(gou)，將計件(jian)(jian)標準工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)由2019年(nian)的280元(yuan)/工(gong)(gong)(gong)(gong)初步(bu)提(ti)高到380元(yuan)/工(gong)(gong)(gong)(gong)，增幅36%，進(jin)(jin)一步(bu)突出工(gong)(gong)(gong)(gong)效(xiao)管(guan)(guan)(guan)(guan)(guan)理，并嚴格按計件(jian)(jian)單價確定(ding)(ding)流程(cheng)進(jin)(jin)行結(jie)算(suan)(suan)(suan)。在(zai)機(ji)構(gou)(gou)配置(zhi)方(fang)面(mian)(mian)，為(wei)(wei)(wei)深(shen)入(ru)開(kai)展定(ding)(ding)額(e)(e)(e)管(guan)(guan)(guan)(guan)(guan)理工(gong)(gong)(gong)(gong)作，將原勞(lao)資(zi)(zi)(zi)(zi)社保科(ke)與(yu)結(jie)算(suan)(suan)(suan)中心進(jin)(jin)行了業務整(zheng)合(he)，成(cheng)(cheng)立定(ding)(ding)額(e)(e)(e)管(guan)(guan)(guan)(guan)(guan)理組，同時將“區隊(dui)-班組-個(ge)人(ren)(ren)(ren)(ren)”核(he)(he)算(suan)(suan)(suan)業務與(yu)原勞(lao)資(zi)(zi)(zi)(zi)科(ke)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)核(he)(he)算(suan)(suan)(suan)業務整(zheng)合(he)到一起(qi)，為(wei)(wei)(wei)下一步(bu)對接五(wu)級(ji)核(he)(he)算(suan)(suan)(suan)體系做準備。
綜上(shang)，開展好“三強(qiang)化(hua)兩保證”形勢任務教(jiao)育，必須引(yin)導教(jiao)育員工既(ji)不(bu)能怨天尤(you)人、牢(lao)騷滿腹，要主動創新(xin)，勇于擔當(dang)作為，不(bu)斷迎(ying)難(nan)而上(shang)、攻堅克難(nan)，勇于挑戰困難(nan)，為企業的穩健發展貢獻力量(liang)。
