強(qiang)化(hua)(hua)憂患(huan)危機意識、強(qiang)化(hua)(hua)擔當奮斗意識、強(qiang)化(hua)(hua)改革創新意識，保證(zheng)‘十(shi)三(san)五(wu)’圓滿收(shou)官和‘十(shi)四五(wu)’順利(li)開局目標(biao)(biao)的(de)實現、保證(zheng)2020年任務目標(biao)(biao)的(de)實現，這是能(neng)源集團、集團公司黨委對我們的(de)要(yao)求，作為(wei)(wei)基(ji)層管理者的(de)我們，更要(yao)認清(qing)新形(xing)勢，順應新變(bian)化(hua)(hua)，勇于擔當作為(wei)(wei)，為(wei)(wei)實現“3211” 發展目標(biao)(biao)奠(dian)定(ding)基(ji)礎。
主動擔當作為，抗疫彰顯凝聚力
2020年的(de)(de)(de)春(chun)節，一場突如其(qi)來(lai)的(de)(de)(de)新冠病(bing)(bing)毒打(da)(da)了我(wo)們一個措手(shou)不(bu)及。面對(dui)(dui)疫情期(qi)間復(fu)工(gong)(gong)(gong)復(fu)產(chan)(chan)工(gong)(gong)(gong)作(zuo)，治(zhi)疫環境的(de)(de)(de)不(bu)確(que)定性和企(qi)業(ye)自身的(de)(de)(de)嚴峻形勢(shi)，所有(you)榆(yu)樹(shu)井人(ren)(ren)不(bu)等不(bu)靠，出人(ren)(ren)出力助力企(qi)業(ye)快速(su)復(fu)工(gong)(gong)(gong)復(fu)產(chan)(chan)。采用省內包(bao)車“點(dian)對(dui)(dui)點(dian)”方式，組(zu)織(zhi)職(zhi)工(gong)(gong)(gong)返礦兩批次，榆(yu)樹(shu)井職(zhi)工(gong)(gong)(gong)共計363人(ren)(ren)，有(you)效減少了人(ren)(ren)員(yuan)的(de)(de)(de)密切接觸，降低(di)了感染機率。職(zhi)工(gong)(gong)(gong)到(dao)礦后，直接進入隔(ge)離(li)(li)(li)樓，按(an)規定隔(ge)離(li)(li)(li)14天(tian)(tian)，每天(tian)(tian)由(you)礦組(zu)織(zhi)人(ren)(ren)員(yuan)送飯，醫(yi)務室對(dui)(dui)隔(ge)離(li)(li)(li)人(ren)(ren)員(yuan)每天(tian)(tian)測(ce)溫2次，做到(dao)及時發現、及時處(chu)理。餐廳、井口(kou)、礦門(men)口(kou)安設測(ce)溫點(dian)，對(dui)(dui)進出職(zhi)工(gong)(gong)(gong)嚴格(ge)執行(xing)測(ce)溫制(zhi)度(du)。為防止人(ren)(ren)員(yuan)聚集，鼓勵(li)職(zhi)工(gong)(gong)(gong)打(da)(da)菜回自已宿舍用餐。為加強對(dui)(dui)隔(ge)離(li)(li)(li)人(ren)(ren)員(yuan)管(guan)(guan)(guan)理，制(zhi)定專(zhuan)項考核管(guan)(guan)(guan)理辦法，采用打(da)(da)分、扣分辦式，確(que)定隔(ge)離(li)(li)(li)期(qi)補貼(tie)。種種措施制(zhi)度(du)的(de)(de)(de)實施，疫情管(guan)(guan)(guan)控工(gong)(gong)(gong)作(zuo)有(you)條(tiao)不(bu)紊，最終(zhong)我(wo)們實現了零病(bing)(bing)例(li)，并以最快的(de)(de)(de)速(su)度(du)實現了復(fu)工(gong)(gong)(gong)復(fu)產(chan)(chan)。在(zai)企(qi)業(ye)管(guan)(guan)(guan)理過程中，可能(neng)會遇(yu)到(dao)這(zhe)(zhe)樣那樣的(de)(de)(de)問(wen)(wen)題，這(zhe)(zhe)些問(wen)(wen)題可能(neng)會使你束手(shou)無策，要正確(que)地看待困(kun)難(nan)，不(bu)要放棄，不(bu)能(neng)退縮，創(chuang)造解決困(kun)難(nan)的(de)(de)(de)條(tiao)件(jian)，扭轉逆境，克服困(kun)難(nan)。
勇于創新管理，助力企業發展
作為(wei)一名基層管(guan)理者，一個部門(men)的負責人，更要(yao)牢固(gu)樹(shu)立“創新(xin)興企”意識(shi)，緊盯今年(nian)生(sheng)(sheng)產經營任務目標，推進(jin)生(sheng)(sheng)產組織(zhi)科學(xue)化、內部運行市場化、強(qiang)化全面預(yu)(yu)算管(guan)理，加強(qiang)預(yu)(yu)算編(bian)制和預(yu)(yu)算執(zhi)行。
加強勞動(dong)組織(zhi)變革(ge)與(yu)(yu)技術升級，繼(ji)續(xu)推行(xing)(xing)共享科(ke)(ke)(ke)(ke)室(shi)和(he)一(yi)礦兩井(jing)模式(shi)(shi)，有效(xiao)(xiao)(xiao)控(kong)制(zhi)后勤(qin)科(ke)(ke)(ke)(ke)室(shi)管(guan)(guan)(guan)理(li)(li)人(ren)(ren)(ren)員(yuan)數量。2.制(zhi)度(du)建(jian)設與(yu)(yu)流程(cheng)優化(hua)方面，重(zhong)新修(xiu)訂了(le)《內部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)分(fen)配(pei)辦(ban)法》、《勞動(dong)紀律管(guan)(guan)(guan)理(li)(li)辦(ban)法》、《工(gong)(gong)(gong)(gong)(gong)(gong)傷管(guan)(guan)(guan)理(li)(li)辦(ban)法》等。另(ling)外(wai)，礦建(jian)立科(ke)(ke)(ke)(ke)室(shi)部(bu)(bu)門負(fu)(fu)責(ze)人(ren)(ren)(ren)績效(xiao)(xiao)(xiao)考(kao)(kao)核(he)(he)和(he)科(ke)(ke)(ke)(ke)室(shi)內部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)人(ren)(ren)(ren)員(yuan)績效(xiao)(xiao)(xiao)考(kao)(kao)核(he)(he)制(zhi)度(du)，對(dui)科(ke)(ke)(ke)(ke)室(shi)績效(xiao)(xiao)(xiao)采取(qu)分(fen)級管(guan)(guan)(guan)控(kong)方式(shi)(shi)，礦績效(xiao)(xiao)(xiao)考(kao)(kao)核(he)(he)小組考(kao)(kao)核(he)(he)各科(ke)(ke)(ke)(ke)室(shi)負(fu)(fu)責(ze)人(ren)(ren)(ren)，各科(ke)(ke)(ke)(ke)室(shi)負(fu)(fu)責(ze)人(ren)(ren)(ren)考(kao)(kao)核(he)(he)內部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)人(ren)(ren)(ren)員(yuan)。定崗定編(bian)(bian)定員(yuan)方面，今(jin)年對(dui)機(ji)電(dian)工(gong)(gong)(gong)(gong)(gong)(gong)區(qu)(qu)及運輸(shu)工(gong)(gong)(gong)(gong)(gong)(gong)區(qu)(qu)實行(xing)(xing)了(le)內部(bu)(bu)承包(bao)管(guan)(guan)(guan)理(li)(li)，簽訂了(le)內部(bu)(bu)承包(bao)協(xie)議(yi)，包(bao)人(ren)(ren)(ren)工(gong)(gong)(gong)(gong)(gong)(gong)費(fei)、包(bao)材(cai)料(liao)費(fei)、包(bao)電(dian)費(fei)，推行(xing)(xing)“增(zeng)人(ren)(ren)(ren)不增(zeng)資(zi)(zi)(zi)(zi)(zi)、減(jian)人(ren)(ren)(ren)不減(jian)資(zi)(zi)(zi)(zi)(zi)”的(de)措施(shi)，倒(dao)逼(bi)人(ren)(ren)(ren)工(gong)(gong)(gong)(gong)(gong)(gong)成(cheng)本(ben)(ben)管(guan)(guan)(guan)控(kong)。薪(xin)酬分(fen)配(pei)方面，根據收入和(he)利(li)潤倒(dao)逼(bi)成(cheng)本(ben)(ben)，根據發(fa)(fa)生的(de)材(cai)料(liao)成(cheng)本(ben)(ben)費(fei)用倒(dao)逼(bi)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)額(e)。工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)額(e)管(guan)(guan)(guan)控(kong)遵循“提多(duo)少(shao)發(fa)(fa)多(duo)少(shao)”的(de)原(yuan)則，若通(tong)過增(zeng)產、提質及控(kong)本(ben)(ben)等方式(shi)(shi)超額(e)完(wan)成(cheng)基本(ben)(ben)考(kao)(kao)核(he)(he)指(zhi)標，工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)總額(e)可提高(gao)1～1.3倍。改(gai)革(ge)機(ji)關工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)結(jie)(jie)(jie)構(gou)(gou)，機(ji)關科(ke)(ke)(ke)(ke)室(shi)坐實基本(ben)(ben)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)占(zhan)30%、績效(xiao)(xiao)(xiao)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)占(zhan)30%、安全工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)占(zhan)40%的(de)結(jie)(jie)(jie)構(gou)(gou)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)，在實行(xing)(xing)年薪(xin)或崗位績效(xiao)(xiao)(xiao)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)的(de)基礎上(shang)分(fen)項考(kao)(kao)核(he)(he)計發(fa)(fa)。改(gai)革(ge)區(qu)(qu)隊(dui)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)結(jie)(jie)(jie)構(gou)(gou)，區(qu)(qu)隊(dui)確(que)立了(le)以新頒勞動(dong)定額(e)為依據的(de)結(jie)(jie)(jie)算(suan)體系，借(jie)助內部(bu)(bu)承包(bao)模式(shi)(shi)進(jin)一(yi)步提高(gao)計件(jian)(jian)標準(zhun)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)占(zhan)比，按(an)不低于80%的(de)規定編(bian)(bian)制(zhi)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)結(jie)(jie)(jie)算(suan)結(jie)(jie)(jie)構(gou)(gou)，將(jiang)計件(jian)(jian)標準(zhun)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)由2019年的(de)280元/工(gong)(gong)(gong)(gong)(gong)(gong)初步提高(gao)到(dao)380元/工(gong)(gong)(gong)(gong)(gong)(gong)，增(zeng)幅(fu)36%，進(jin)一(yi)步突出(chu)工(gong)(gong)(gong)(gong)(gong)(gong)效(xiao)(xiao)(xiao)管(guan)(guan)(guan)理(li)(li)，并(bing)嚴格按(an)計件(jian)(jian)單價確(que)定流程(cheng)進(jin)行(xing)(xing)結(jie)(jie)(jie)算(suan)。在機(ji)構(gou)(gou)配(pei)置方面，為深入開展(zhan)定額(e)管(guan)(guan)(guan)理(li)(li)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)，將(jiang)原(yuan)勞資(zi)(zi)(zi)(zi)(zi)社(she)保科(ke)(ke)(ke)(ke)與(yu)(yu)結(jie)(jie)(jie)算(suan)中(zhong)心進(jin)行(xing)(xing)了(le)業務整合，成(cheng)立定額(e)管(guan)(guan)(guan)理(li)(li)組，同時將(jiang)“區(qu)(qu)隊(dui)-班組-個(ge)人(ren)(ren)(ren)”核(he)(he)算(suan)業務與(yu)(yu)原(yuan)勞資(zi)(zi)(zi)(zi)(zi)科(ke)(ke)(ke)(ke)工(gong)(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)(zi)(zi)核(he)(he)算(suan)業務整合到(dao)一(yi)起，為下一(yi)步對(dui)接五(wu)級核(he)(he)算(suan)體系做準(zhun)備。
綜上，開展好“三強化兩保證”形勢任務教育，必須引(yin)導教育員工(gong)既(ji)不能怨天尤人(ren)、牢(lao)騷滿腹，要主動創新，勇(yong)于擔當作為(wei)，不斷(duan)迎難而上、攻堅克(ke)難，勇(yong)于挑(tiao)戰困難，為(wei)企業的穩健發展貢(gong)獻力量(liang)。
