強化(hua)憂患(huan)危機意(yi)識(shi)、強化(hua)擔當奮斗意(yi)識(shi)、強化(hua)改革創新(xin)(xin)意(yi)識(shi)，保證(zheng)‘十三五’圓滿收官和‘十四五’順利開局(ju)目標的實現(xian)、保證(zheng)2020年任務目標的實現(xian)，這是(shi)能源集(ji)團、集(ji)團公司黨委對我(wo)們的要(yao)求，作為基層管(guan)理者的我(wo)們，更要(yao)認(ren)清新(xin)(xin)形勢，順應(ying)新(xin)(xin)變化(hua)，勇于擔當作為，為實現(xian)“3211” 發展(zhan)目標奠定基礎(chu)。
主動擔當作為，抗疫彰顯凝聚力
2020年(nian)的(de)(de)春(chun)節，一(yi)場突如其來的(de)(de)新冠病(bing)毒打(da)了我們(men)(men)一(yi)個(ge)措手(shou)不(bu)(bu)及(ji)。面對(dui)疫情期間(jian)復(fu)工(gong)(gong)復(fu)產(chan)工(gong)(gong)作，治(zhi)疫環境的(de)(de)不(bu)(bu)確定(ding)(ding)性(xing)和企(qi)(qi)業自身的(de)(de)嚴峻(jun)形勢，所有(you)榆(yu)樹井人(ren)不(bu)(bu)等不(bu)(bu)靠(kao)，出人(ren)出力助力企(qi)(qi)業快速復(fu)工(gong)(gong)復(fu)產(chan)。采用省(sheng)內(nei)包車“點對(dui)點”方式，組織職(zhi)工(gong)(gong)返礦兩批次(ci)，榆(yu)樹井職(zhi)工(gong)(gong)共計363人(ren)，有(you)效(xiao)減(jian)少(shao)了人(ren)員(yuan)(yuan)的(de)(de)密切接觸(chu)，降低(di)了感染機(ji)率(lv)。職(zhi)工(gong)(gong)到礦后(hou)，直(zhi)接進入隔(ge)(ge)離(li)樓(lou)，按規(gui)定(ding)(ding)隔(ge)(ge)離(li)14天，每天由礦組織人(ren)員(yuan)(yuan)送飯，醫(yi)務室對(dui)隔(ge)(ge)離(li)人(ren)員(yuan)(yuan)每天測溫(wen)2次(ci)，做到及(ji)時發現、及(ji)時處(chu)理(li)。餐廳、井口(kou)、礦門(men)口(kou)安設測溫(wen)點，對(dui)進出職(zhi)工(gong)(gong)嚴格執行測溫(wen)制度。為防止人(ren)員(yuan)(yuan)聚集(ji)，鼓(gu)勵職(zhi)工(gong)(gong)打(da)菜回自已宿舍用餐。為加強對(dui)隔(ge)(ge)離(li)人(ren)員(yuan)(yuan)管理(li)，制定(ding)(ding)專項(xiang)考核管理(li)辦(ban)法，采用打(da)分、扣分辦(ban)式，確定(ding)(ding)隔(ge)(ge)離(li)期補(bu)貼。種種措施制度的(de)(de)實施，疫情管控工(gong)(gong)作有(you)條(tiao)不(bu)(bu)紊(wen)，最終(zhong)我們(men)(men)實現了零病(bing)例，并以最快的(de)(de)速度實現了復(fu)工(gong)(gong)復(fu)產(chan)。在企(qi)(qi)業管理(li)過程中，可能(neng)會遇到這樣那(nei)樣的(de)(de)問(wen)題(ti)，這些(xie)問(wen)題(ti)可能(neng)會使你束(shu)手(shou)無(wu)策，要(yao)正確地(di)看待困難，不(bu)(bu)要(yao)放(fang)棄，不(bu)(bu)能(neng)退縮，創造解決困難的(de)(de)條(tiao)件，扭轉逆境，克(ke)服困難。
勇于創新管理，助力企業發展
作為一(yi)名基(ji)層管理者，一(yi)個(ge)部(bu)門的負責人，更(geng)要牢固樹立“創新興企”意識，緊(jin)盯今年(nian)生產經(jing)營任務目(mu)標，推(tui)進生產組織科學(xue)化、內部(bu)運(yun)行(xing)市(shi)場化、強化全(quan)面預(yu)算管理，加強預(yu)算編制和(he)預(yu)算執行(xing)。
加強勞(lao)(lao)動(dong)組(zu)(zu)織(zhi)變革與(yu)技術升級(ji)，繼(ji)續推(tui)行共享科(ke)(ke)室和(he)一(yi)(yi)礦(kuang)兩(liang)井(jing)模式(shi)，有效(xiao)(xiao)控(kong)制(zhi)后勤科(ke)(ke)室管(guan)(guan)(guan)理人(ren)(ren)(ren)員(yuan)數量。2.制(zhi)度建(jian)設與(yu)流(liu)程優化方(fang)面，重新(xin)修訂(ding)(ding)了《內部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)分配辦法(fa)(fa)》、《勞(lao)(lao)動(dong)紀律管(guan)(guan)(guan)理辦法(fa)(fa)》、《工(gong)(gong)(gong)(gong)(gong)傷管(guan)(guan)(guan)理辦法(fa)(fa)》等。另外，礦(kuang)建(jian)立(li)科(ke)(ke)室部(bu)(bu)門(men)負(fu)責人(ren)(ren)(ren)績效(xiao)(xiao)考核(he)和(he)科(ke)(ke)室內部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)作人(ren)(ren)(ren)員(yuan)績效(xiao)(xiao)考核(he)制(zhi)度，對(dui)科(ke)(ke)室績效(xiao)(xiao)采取分級(ji)管(guan)(guan)(guan)控(kong)方(fang)式(shi)，礦(kuang)績效(xiao)(xiao)考核(he)小組(zu)(zu)考核(he)各(ge)科(ke)(ke)室負(fu)責人(ren)(ren)(ren)，各(ge)科(ke)(ke)室負(fu)責人(ren)(ren)(ren)考核(he)內部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)作人(ren)(ren)(ren)員(yuan)。定崗定編定員(yuan)方(fang)面，今年對(dui)機電(dian)工(gong)(gong)(gong)(gong)(gong)區(qu)(qu)及運輸工(gong)(gong)(gong)(gong)(gong)區(qu)(qu)實行了內部(bu)(bu)承(cheng)(cheng)包管(guan)(guan)(guan)理，簽(qian)訂(ding)(ding)了內部(bu)(bu)承(cheng)(cheng)包協議，包人(ren)(ren)(ren)工(gong)(gong)(gong)(gong)(gong)費、包材(cai)料費、包電(dian)費，推(tui)行“增(zeng)人(ren)(ren)(ren)不(bu)增(zeng)資(zi)(zi)(zi)、減(jian)人(ren)(ren)(ren)不(bu)減(jian)資(zi)(zi)(zi)”的(de)(de)措施(shi)，倒逼(bi)(bi)人(ren)(ren)(ren)工(gong)(gong)(gong)(gong)(gong)成(cheng)本管(guan)(guan)(guan)控(kong)。薪酬分配方(fang)面，根據收入和(he)利潤倒逼(bi)(bi)成(cheng)本，根據發生的(de)(de)材(cai)料成(cheng)本費用倒逼(bi)(bi)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)額。工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)額管(guan)(guan)(guan)控(kong)遵循“提多少(shao)(shao)發多少(shao)(shao)”的(de)(de)原(yuan)則，若(ruo)通過增(zeng)產、提質及控(kong)本等方(fang)式(shi)超額完成(cheng)基本考核(he)指標(biao)，工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)總額可提高1～1.3倍(bei)。改革機關工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)(jie)構(gou)(gou)，機關科(ke)(ke)室坐實基本工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)30%、績效(xiao)(xiao)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)30%、安全工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)40%的(de)(de)結(jie)(jie)構(gou)(gou)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)，在實行年薪或崗位績效(xiao)(xiao)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)的(de)(de)基礎上分項考核(he)計(ji)發。改革區(qu)(qu)隊(dui)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)(jie)構(gou)(gou)，區(qu)(qu)隊(dui)確立(li)了以新(xin)頒(ban)勞(lao)(lao)動(dong)定額為依據的(de)(de)結(jie)(jie)算(suan)體系(xi)，借助(zhu)內部(bu)(bu)承(cheng)(cheng)包模式(shi)進一(yi)(yi)步(bu)提高計(ji)件標(biao)準工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)比(bi)，按不(bu)低于80%的(de)(de)規定編制(zhi)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)(jie)算(suan)結(jie)(jie)構(gou)(gou)，將計(ji)件標(biao)準工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)由2019年的(de)(de)280元(yuan)/工(gong)(gong)(gong)(gong)(gong)初步(bu)提高到380元(yuan)/工(gong)(gong)(gong)(gong)(gong)，增(zeng)幅36%，進一(yi)(yi)步(bu)突(tu)出工(gong)(gong)(gong)(gong)(gong)效(xiao)(xiao)管(guan)(guan)(guan)理，并嚴格按計(ji)件單價(jia)確定流(liu)程進行結(jie)(jie)算(suan)。在機構(gou)(gou)配置方(fang)面，為深入開展定額管(guan)(guan)(guan)理工(gong)(gong)(gong)(gong)(gong)作，將原(yuan)勞(lao)(lao)資(zi)(zi)(zi)社保科(ke)(ke)與(yu)結(jie)(jie)算(suan)中(zhong)心進行了業(ye)務(wu)整合，成(cheng)立(li)定額管(guan)(guan)(guan)理組(zu)(zu)，同(tong)時將“區(qu)(qu)隊(dui)-班組(zu)(zu)-個人(ren)(ren)(ren)”核(he)算(suan)業(ye)務(wu)與(yu)原(yuan)勞(lao)(lao)資(zi)(zi)(zi)科(ke)(ke)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)核(he)算(suan)業(ye)務(wu)整合到一(yi)(yi)起(qi)，為下一(yi)(yi)步(bu)對(dui)接五級(ji)核(he)算(suan)體系(xi)做(zuo)準備。
綜上，開展好“三(san)強化兩保證(zheng)”形勢任務(wu)教(jiao)育(yu)，必須引導教(jiao)育(yu)員工既不能怨天(tian)尤人、牢騷滿腹，要主(zhu)動創(chuang)新，勇(yong)于(yu)(yu)擔(dan)當作為，不斷迎難而上、攻堅克難，勇(yong)于(yu)(yu)挑戰困難，為企業的穩健發展貢獻力量。
