強(qiang)化憂患危機意(yi)識、強(qiang)化擔(dan)當(dang)奮斗意(yi)識、強(qiang)化改革創新(xin)(xin)意(yi)識，保(bao)證‘十三五’圓滿收官和‘十四(si)五’順(shun)利開(kai)局(ju)目標(biao)(biao)的(de)實現(xian)、保(bao)證2020年任務目標(biao)(biao)的(de)實現(xian)，這是能源(yuan)集團、集團公司黨委對我們的(de)要求，作(zuo)為基層管理者的(de)我們，更要認清新(xin)(xin)形勢，順(shun)應(ying)新(xin)(xin)變化，勇于擔(dan)當(dang)作(zuo)為，為實現(xian)“3211” 發展目標(biao)(biao)奠定基礎(chu)。
主動擔當作為，抗疫彰顯凝聚力
2020年(nian)的(de)(de)春節，一場突如(ru)其來的(de)(de)新(xin)冠病毒打(da)了我(wo)們(men)一個措手(shou)不(bu)(bu)及。面對(dui)(dui)疫情(qing)期(qi)間復(fu)(fu)工(gong)(gong)復(fu)(fu)產(chan)工(gong)(gong)作，治疫環境的(de)(de)不(bu)(bu)確(que)定(ding)性和企業自身的(de)(de)嚴峻形勢，所有榆樹井人不(bu)(bu)等不(bu)(bu)靠，出人出力助力企業快(kuai)速復(fu)(fu)工(gong)(gong)復(fu)(fu)產(chan)。采用(yong)省內包車“點(dian)對(dui)(dui)點(dian)”方式，組織(zhi)職(zhi)工(gong)(gong)返礦兩批次，榆樹井職(zhi)工(gong)(gong)共計363人，有效減少了人員(yuan)的(de)(de)密切接(jie)(jie)觸，降(jiang)低了感染(ran)機率。職(zhi)工(gong)(gong)到礦后，直接(jie)(jie)進入隔(ge)離(li)(li)樓，按(an)規(gui)定(ding)隔(ge)離(li)(li)14天(tian)(tian)，每天(tian)(tian)由礦組織(zhi)人員(yuan)送(song)飯，醫務室對(dui)(dui)隔(ge)離(li)(li)人員(yuan)每天(tian)(tian)測溫2次，做到及時發現(xian)、及時處理。餐(can)廳、井口、礦門(men)口安設測溫點(dian)，對(dui)(dui)進出職(zhi)工(gong)(gong)嚴格執(zhi)行測溫制度(du)。為(wei)防止人員(yuan)聚集，鼓(gu)勵職(zhi)工(gong)(gong)打(da)菜回自已(yi)宿舍用(yong)餐(can)。為(wei)加(jia)強(qiang)對(dui)(dui)隔(ge)離(li)(li)人員(yuan)管(guan)(guan)理，制定(ding)專(zhuan)項考核管(guan)(guan)理辦法(fa)，采用(yong)打(da)分、扣分辦式，確(que)定(ding)隔(ge)離(li)(li)期(qi)補(bu)貼(tie)。種種措施(shi)制度(du)的(de)(de)實(shi)施(shi)，疫情(qing)管(guan)(guan)控(kong)工(gong)(gong)作有條不(bu)(bu)紊(wen)，最終(zhong)我(wo)們(men)實(shi)現(xian)了零病例，并以最快(kuai)的(de)(de)速度(du)實(shi)現(xian)了復(fu)(fu)工(gong)(gong)復(fu)(fu)產(chan)。在企業管(guan)(guan)理過程中(zhong)，可能會遇到這樣那樣的(de)(de)問(wen)題(ti)，這些問(wen)題(ti)可能會使你(ni)束手(shou)無策(ce)，要正確(que)地看待困難，不(bu)(bu)要放(fang)棄，不(bu)(bu)能退(tui)縮，創造解決困難的(de)(de)條件，扭轉逆境，克(ke)服困難。
勇于創新管理，助力企業發展
作為一名基(ji)層管理(li)者，一個部門的負責人，更要牢固樹立“創(chuang)新興企(qi)”意識，緊(jin)盯今年生產經營任務目標，推進生產組織科(ke)學化、內部運行市場化、強化全面預算管理(li)，加強預算編制(zhi)和預算執(zhi)行。
加強勞(lao)(lao)動(dong)組織(zhi)變革(ge)與技術(shu)升級，繼續推行(xing)(xing)共(gong)享(xiang)科(ke)(ke)室(shi)(shi)和(he)(he)一(yi)礦兩井模(mo)(mo)式，有(you)效(xiao)(xiao)控制(zhi)后勤科(ke)(ke)室(shi)(shi)管(guan)(guan)理(li)(li)(li)(li)(li)人(ren)員(yuan)數(shu)量。2.制(zhi)度建(jian)設與流程優化方(fang)(fang)面(mian)，重(zhong)新修訂(ding)了(le)(le)《內(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)分配辦(ban)法》、《勞(lao)(lao)動(dong)紀律管(guan)(guan)理(li)(li)(li)(li)(li)辦(ban)法》、《工(gong)(gong)(gong)(gong)(gong)傷管(guan)(guan)理(li)(li)(li)(li)(li)辦(ban)法》等。另外，礦建(jian)立科(ke)(ke)室(shi)(shi)部(bu)(bu)門負(fu)責人(ren)績(ji)(ji)(ji)效(xiao)(xiao)考(kao)核和(he)(he)科(ke)(ke)室(shi)(shi)內(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)人(ren)員(yuan)績(ji)(ji)(ji)效(xiao)(xiao)考(kao)核制(zhi)度，對科(ke)(ke)室(shi)(shi)績(ji)(ji)(ji)效(xiao)(xiao)采取分級管(guan)(guan)控方(fang)(fang)式，礦績(ji)(ji)(ji)效(xiao)(xiao)考(kao)核小組考(kao)核各(ge)科(ke)(ke)室(shi)(shi)負(fu)責人(ren)，各(ge)科(ke)(ke)室(shi)(shi)負(fu)責人(ren)考(kao)核內(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)人(ren)員(yuan)。定崗定編定員(yuan)方(fang)(fang)面(mian)，今年(nian)對機電工(gong)(gong)(gong)(gong)(gong)區及運輸工(gong)(gong)(gong)(gong)(gong)區實(shi)行(xing)(xing)了(le)(le)內(nei)部(bu)(bu)承包(bao)管(guan)(guan)理(li)(li)(li)(li)(li)，簽(qian)訂(ding)了(le)(le)內(nei)部(bu)(bu)承包(bao)協議(yi)，包(bao)人(ren)工(gong)(gong)(gong)(gong)(gong)費、包(bao)材(cai)料(liao)(liao)費、包(bao)電費，推行(xing)(xing)“增人(ren)不增資(zi)(zi)(zi)、減人(ren)不減資(zi)(zi)(zi)”的措(cuo)施，倒逼人(ren)工(gong)(gong)(gong)(gong)(gong)成(cheng)本管(guan)(guan)控。薪(xin)酬分配方(fang)(fang)面(mian)，根(gen)據收(shou)入和(he)(he)利潤倒逼成(cheng)本，根(gen)據發生的材(cai)料(liao)(liao)成(cheng)本費用倒逼工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)額(e)(e)。工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)額(e)(e)管(guan)(guan)控遵循“提(ti)多少發多少”的原則，若通過增產、提(ti)質及控本等方(fang)(fang)式超額(e)(e)完(wan)成(cheng)基本考(kao)核指標(biao)，工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)總額(e)(e)可提(ti)高(gao)1～1.3倍。改(gai)(gai)革(ge)機關工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)構(gou)，機關科(ke)(ke)室(shi)(shi)坐(zuo)實(shi)基本工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占30%、績(ji)(ji)(ji)效(xiao)(xiao)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占30%、安全工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占40%的結(jie)構(gou)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)，在實(shi)行(xing)(xing)年(nian)薪(xin)或崗位績(ji)(ji)(ji)效(xiao)(xiao)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)的基礎上分項(xiang)考(kao)核計(ji)發。改(gai)(gai)革(ge)區隊工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)構(gou)，區隊確立了(le)(le)以(yi)新頒勞(lao)(lao)動(dong)定額(e)(e)為(wei)依據的結(jie)算(suan)(suan)(suan)體系，借助內(nei)部(bu)(bu)承包(bao)模(mo)(mo)式進(jin)(jin)一(yi)步提(ti)高(gao)計(ji)件標(biao)準(zhun)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占比(bi)，按不低于80%的規定編制(zhi)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)算(suan)(suan)(suan)結(jie)構(gou)，將(jiang)計(ji)件標(biao)準(zhun)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)由2019年(nian)的280元/工(gong)(gong)(gong)(gong)(gong)初步提(ti)高(gao)到(dao)380元/工(gong)(gong)(gong)(gong)(gong)，增幅36%，進(jin)(jin)一(yi)步突出工(gong)(gong)(gong)(gong)(gong)效(xiao)(xiao)管(guan)(guan)理(li)(li)(li)(li)(li)，并(bing)嚴(yan)格按計(ji)件單價確定流程進(jin)(jin)行(xing)(xing)結(jie)算(suan)(suan)(suan)。在機構(gou)配置方(fang)(fang)面(mian)，為(wei)深入開展定額(e)(e)管(guan)(guan)理(li)(li)(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，將(jiang)原勞(lao)(lao)資(zi)(zi)(zi)社(she)保科(ke)(ke)與結(jie)算(suan)(suan)(suan)中(zhong)心進(jin)(jin)行(xing)(xing)了(le)(le)業(ye)(ye)務(wu)整(zheng)合(he)，成(cheng)立定額(e)(e)管(guan)(guan)理(li)(li)(li)(li)(li)組，同(tong)時(shi)將(jiang)“區隊-班組-個人(ren)”核算(suan)(suan)(suan)業(ye)(ye)務(wu)與原勞(lao)(lao)資(zi)(zi)(zi)科(ke)(ke)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)核算(suan)(suan)(suan)業(ye)(ye)務(wu)整(zheng)合(he)到(dao)一(yi)起，為(wei)下一(yi)步對接五級核算(suan)(suan)(suan)體系做準(zhun)備。
綜(zong)上(shang)，開展(zhan)好“三強化(hua)兩保證”形勢任務(wu)教育，必須引導(dao)教育員(yuan)工既不能(neng)怨天尤(you)人、牢騷滿(man)腹，要主動創(chuang)新，勇于(yu)擔(dan)當作為(wei)，不斷(duan)迎難(nan)而上(shang)、攻堅克難(nan)，勇于(yu)挑(tiao)戰(zhan)困難(nan)，為(wei)企業的(de)穩(wen)健發展(zhan)貢獻力量。
