強化(hua)憂患危機意(yi)識、強化(hua)擔當奮斗(dou)意(yi)識、強化(hua)改革創(chuang)新(xin)(xin)意(yi)識，保證(zheng)‘十三五(wu)’圓滿(man)收官和‘十四五(wu)’順利開(kai)局目(mu)(mu)標的實現、保證(zheng)2020年任務(wu)目(mu)(mu)標的實現，這是能源(yuan)集團、集團公司(si)黨委對(dui)我們的要求，作為基層管(guan)理者(zhe)的我們，更(geng)要認清新(xin)(xin)形勢，順應新(xin)(xin)變化(hua)，勇于擔當作為，為實現“3211” 發展目(mu)(mu)標奠定基礎。
主動擔當作為，抗疫彰顯凝聚力
2020年的(de)(de)春節，一場突如(ru)其來的(de)(de)新(xin)冠(guan)病毒打(da)了(le)(le)我(wo)們一個措手(shou)不(bu)(bu)及(ji)。面(mian)對疫情(qing)期(qi)間(jian)復工(gong)(gong)(gong)復產(chan)工(gong)(gong)(gong)作，治疫環境的(de)(de)不(bu)(bu)確定(ding)性和企(qi)業自身的(de)(de)嚴(yan)峻形勢，所有榆(yu)樹井人(ren)不(bu)(bu)等(deng)不(bu)(bu)靠，出(chu)人(ren)出(chu)力助力企(qi)業快(kuai)(kuai)速復工(gong)(gong)(gong)復產(chan)。采用(yong)省內(nei)包車“點對點”方式，組(zu)織職(zhi)工(gong)(gong)(gong)返(fan)礦兩批次(ci)，榆(yu)樹井職(zhi)工(gong)(gong)(gong)共(gong)計363人(ren)，有效減少了(le)(le)人(ren)員的(de)(de)密(mi)切(qie)接觸(chu)，降低了(le)(le)感染(ran)機率。職(zhi)工(gong)(gong)(gong)到(dao)礦后，直接進(jin)入隔(ge)(ge)離(li)(li)(li)樓，按規定(ding)隔(ge)(ge)離(li)(li)(li)14天(tian)(tian)，每(mei)天(tian)(tian)由礦組(zu)織人(ren)員送飯，醫務室對隔(ge)(ge)離(li)(li)(li)人(ren)員每(mei)天(tian)(tian)測(ce)溫(wen)(wen)2次(ci)，做到(dao)及(ji)時(shi)發現、及(ji)時(shi)處(chu)理(li)。餐廳、井口、礦門口安(an)設測(ce)溫(wen)(wen)點，對進(jin)出(chu)職(zhi)工(gong)(gong)(gong)嚴(yan)格執行測(ce)溫(wen)(wen)制(zhi)度。為(wei)防止人(ren)員聚集，鼓勵職(zhi)工(gong)(gong)(gong)打(da)菜回(hui)自已宿舍用(yong)餐。為(wei)加強對隔(ge)(ge)離(li)(li)(li)人(ren)員管(guan)(guan)理(li)，制(zhi)定(ding)專項(xiang)考核(he)管(guan)(guan)理(li)辦(ban)法，采用(yong)打(da)分(fen)、扣(kou)分(fen)辦(ban)式，確定(ding)隔(ge)(ge)離(li)(li)(li)期(qi)補貼。種種措施制(zhi)度的(de)(de)實施，疫情(qing)管(guan)(guan)控工(gong)(gong)(gong)作有條不(bu)(bu)紊(wen)，最(zui)終我(wo)們實現了(le)(le)零(ling)病例，并以最(zui)快(kuai)(kuai)的(de)(de)速度實現了(le)(le)復工(gong)(gong)(gong)復產(chan)。在企(qi)業管(guan)(guan)理(li)過(guo)程中，可能(neng)會遇(yu)到(dao)這樣那樣的(de)(de)問題(ti)(ti)，這些問題(ti)(ti)可能(neng)會使你(ni)束(shu)手(shou)無(wu)策(ce)，要正確地(di)看(kan)待困(kun)難，不(bu)(bu)要放棄，不(bu)(bu)能(neng)退縮，創造解決困(kun)難的(de)(de)條件，扭(niu)轉逆境，克服困(kun)難。
勇于創新管理，助力企業發展
作(zuo)為一(yi)(yi)名基層管(guan)理(li)者，一(yi)(yi)個部門的負責人(ren)，更要(yao)牢固樹立“創新興企(qi)”意識，緊盯今年生產經營任務(wu)目標(biao)，推進生產組織科學化、內部運(yun)行(xing)市場化、強化全(quan)面預(yu)算(suan)管(guan)理(li)，加(jia)強預(yu)算(suan)編制和預(yu)算(suan)執行(xing)。
加強勞(lao)(lao)動組織變革與技(ji)術升級(ji)，繼續推行(xing)(xing)共(gong)享科(ke)(ke)(ke)室(shi)和(he)一礦(kuang)(kuang)兩井模(mo)式，有效(xiao)控制(zhi)(zhi)(zhi)后勤科(ke)(ke)(ke)室(shi)管(guan)(guan)(guan)(guan)理(li)人(ren)員(yuan)(yuan)數(shu)量。2.制(zhi)(zhi)(zhi)度(du)建設與流程(cheng)優(you)化方面，重(zhong)新修訂(ding)了(le)(le)《內(nei)(nei)部(bu)(bu)工(gong)(gong)(gong)資(zi)(zi)(zi)分(fen)配(pei)辦法》、《勞(lao)(lao)動紀律管(guan)(guan)(guan)(guan)理(li)辦法》、《工(gong)(gong)(gong)傷(shang)管(guan)(guan)(guan)(guan)理(li)辦法》等(deng)(deng)。另(ling)外，礦(kuang)(kuang)建立科(ke)(ke)(ke)室(shi)部(bu)(bu)門負責(ze)人(ren)績(ji)效(xiao)考(kao)(kao)核(he)(he)(he)和(he)科(ke)(ke)(ke)室(shi)內(nei)(nei)部(bu)(bu)工(gong)(gong)(gong)作人(ren)員(yuan)(yuan)績(ji)效(xiao)考(kao)(kao)核(he)(he)(he)制(zhi)(zhi)(zhi)度(du)，對科(ke)(ke)(ke)室(shi)績(ji)效(xiao)采取(qu)分(fen)級(ji)管(guan)(guan)(guan)(guan)控方式，礦(kuang)(kuang)績(ji)效(xiao)考(kao)(kao)核(he)(he)(he)小組考(kao)(kao)核(he)(he)(he)各科(ke)(ke)(ke)室(shi)負責(ze)人(ren)，各科(ke)(ke)(ke)室(shi)負責(ze)人(ren)考(kao)(kao)核(he)(he)(he)內(nei)(nei)部(bu)(bu)工(gong)(gong)(gong)作人(ren)員(yuan)(yuan)。定(ding)(ding)崗定(ding)(ding)編定(ding)(ding)員(yuan)(yuan)方面，今年對機電(dian)工(gong)(gong)(gong)區(qu)(qu)(qu)及(ji)運輸(shu)工(gong)(gong)(gong)區(qu)(qu)(qu)實(shi)行(xing)(xing)了(le)(le)內(nei)(nei)部(bu)(bu)承包(bao)(bao)管(guan)(guan)(guan)(guan)理(li)，簽(qian)訂(ding)了(le)(le)內(nei)(nei)部(bu)(bu)承包(bao)(bao)協議，包(bao)(bao)人(ren)工(gong)(gong)(gong)費、包(bao)(bao)材(cai)料(liao)費、包(bao)(bao)電(dian)費，推行(xing)(xing)“增人(ren)不增資(zi)(zi)(zi)、減(jian)人(ren)不減(jian)資(zi)(zi)(zi)”的(de)(de)(de)措(cuo)施，倒逼人(ren)工(gong)(gong)(gong)成(cheng)本(ben)管(guan)(guan)(guan)(guan)控。薪酬分(fen)配(pei)方面，根據(ju)(ju)收(shou)入(ru)和(he)利潤(run)倒逼成(cheng)本(ben)，根據(ju)(ju)發生的(de)(de)(de)材(cai)料(liao)成(cheng)本(ben)費用(yong)倒逼工(gong)(gong)(gong)資(zi)(zi)(zi)額。工(gong)(gong)(gong)資(zi)(zi)(zi)額管(guan)(guan)(guan)(guan)控遵循“提(ti)(ti)多少(shao)發多少(shao)”的(de)(de)(de)原則，若(ruo)通過增產、提(ti)(ti)質及(ji)控本(ben)等(deng)(deng)方式超額完成(cheng)基本(ben)考(kao)(kao)核(he)(he)(he)指標(biao)，工(gong)(gong)(gong)資(zi)(zi)(zi)總(zong)額可提(ti)(ti)高1～1.3倍(bei)。改(gai)革機關(guan)工(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)構(gou)，機關(guan)科(ke)(ke)(ke)室(shi)坐實(shi)基本(ben)工(gong)(gong)(gong)資(zi)(zi)(zi)占30%、績(ji)效(xiao)工(gong)(gong)(gong)資(zi)(zi)(zi)占30%、安全工(gong)(gong)(gong)資(zi)(zi)(zi)占40%的(de)(de)(de)結(jie)構(gou)工(gong)(gong)(gong)資(zi)(zi)(zi)，在實(shi)行(xing)(xing)年薪或崗位(wei)績(ji)效(xiao)工(gong)(gong)(gong)資(zi)(zi)(zi)的(de)(de)(de)基礎上(shang)分(fen)項考(kao)(kao)核(he)(he)(he)計發。改(gai)革區(qu)(qu)(qu)隊(dui)工(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)構(gou)，區(qu)(qu)(qu)隊(dui)確(que)立了(le)(le)以新頒勞(lao)(lao)動定(ding)(ding)額為(wei)依據(ju)(ju)的(de)(de)(de)結(jie)算體(ti)系，借助(zhu)內(nei)(nei)部(bu)(bu)承包(bao)(bao)模(mo)式進(jin)一步提(ti)(ti)高計件標(biao)準工(gong)(gong)(gong)資(zi)(zi)(zi)占比，按(an)(an)不低于80%的(de)(de)(de)規(gui)定(ding)(ding)編制(zhi)(zhi)(zhi)工(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)算結(jie)構(gou)，將(jiang)計件標(biao)準工(gong)(gong)(gong)資(zi)(zi)(zi)由2019年的(de)(de)(de)280元(yuan)/工(gong)(gong)(gong)初(chu)步提(ti)(ti)高到380元(yuan)/工(gong)(gong)(gong)，增幅(fu)36%，進(jin)一步突出工(gong)(gong)(gong)效(xiao)管(guan)(guan)(guan)(guan)理(li)，并嚴格按(an)(an)計件單(dan)價確(que)定(ding)(ding)流程(cheng)進(jin)行(xing)(xing)結(jie)算。在機構(gou)配(pei)置(zhi)方面，為(wei)深入(ru)開展定(ding)(ding)額管(guan)(guan)(guan)(guan)理(li)工(gong)(gong)(gong)作，將(jiang)原勞(lao)(lao)資(zi)(zi)(zi)社保科(ke)(ke)(ke)與結(jie)算中心(xin)進(jin)行(xing)(xing)了(le)(le)業務整合(he)，成(cheng)立定(ding)(ding)額管(guan)(guan)(guan)(guan)理(li)組，同時將(jiang)“區(qu)(qu)(qu)隊(dui)-班組-個(ge)人(ren)”核(he)(he)(he)算業務與原勞(lao)(lao)資(zi)(zi)(zi)科(ke)(ke)(ke)工(gong)(gong)(gong)資(zi)(zi)(zi)核(he)(he)(he)算業務整合(he)到一起，為(wei)下一步對接(jie)五級(ji)核(he)(he)(he)算體(ti)系做準備。
綜上，開展(zhan)好“三強化兩保證”形勢(shi)任務教育(yu)，必須引導(dao)教育(yu)員工既(ji)不(bu)(bu)能怨天尤人、牢騷滿(man)腹，要主動創新，勇(yong)于(yu)擔當(dang)作為，不(bu)(bu)斷迎難而上、攻堅克難，勇(yong)于(yu)挑戰困難，為企業的穩健發(fa)展(zhan)貢獻力量(liang)。
