強(qiang)化(hua)(hua)憂患(huan)危(wei)機意識(shi)、強(qiang)化(hua)(hua)擔當奮斗意識(shi)、強(qiang)化(hua)(hua)改革創新(xin)(xin)意識(shi)，保證‘十三五’圓滿收(shou)官和‘十四五’順利開(kai)局(ju)目(mu)標(biao)(biao)的實(shi)現、保證2020年任務(wu)目(mu)標(biao)(biao)的實(shi)現，這是能源集團(tuan)、集團(tuan)公司(si)黨委對我(wo)們的要求，作(zuo)為(wei)基(ji)(ji)層管理者的我(wo)們，更(geng)要認(ren)清新(xin)(xin)形勢(shi)，順應新(xin)(xin)變化(hua)(hua)，勇于擔當作(zuo)為(wei)，為(wei)實(shi)現“3211” 發展目(mu)標(biao)(biao)奠定基(ji)(ji)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)冠病(bing)毒打了(le)我(wo)們一個措(cuo)(cuo)手不(bu)及(ji)。面對疫(yi)情(qing)期(qi)間復(fu)工(gong)(gong)(gong)(gong)復(fu)產(chan)工(gong)(gong)(gong)(gong)作，治疫(yi)環境的(de)(de)不(bu)確(que)(que)定性和企業自身的(de)(de)嚴峻形勢(shi)，所有榆(yu)樹(shu)井(jing)人(ren)(ren)(ren)不(bu)等不(bu)靠，出(chu)人(ren)(ren)(ren)出(chu)力助力企業快速復(fu)工(gong)(gong)(gong)(gong)復(fu)產(chan)。采(cai)用(yong)省內包車“點對點”方式，組織職(zhi)(zhi)(zhi)工(gong)(gong)(gong)(gong)返礦兩(liang)批次(ci)(ci)，榆(yu)樹(shu)井(jing)職(zhi)(zhi)(zhi)工(gong)(gong)(gong)(gong)共(gong)計363人(ren)(ren)(ren)，有效(xiao)減(jian)少了(le)人(ren)(ren)(ren)員(yuan)的(de)(de)密(mi)切接觸，降低了(le)感染(ran)機率。職(zhi)(zhi)(zhi)工(gong)(gong)(gong)(gong)到(dao)礦后，直接進入隔離樓，按規定隔離14天(tian)，每(mei)天(tian)由礦組織人(ren)(ren)(ren)員(yuan)送飯，醫務室對隔離人(ren)(ren)(ren)員(yuan)每(mei)天(tian)測(ce)溫2次(ci)(ci)，做到(dao)及(ji)時發現(xian)、及(ji)時處理(li)(li)。餐廳、井(jing)口(kou)、礦門口(kou)安設測(ce)溫點，對進出(chu)職(zhi)(zhi)(zhi)工(gong)(gong)(gong)(gong)嚴格(ge)執行測(ce)溫制度。為防止人(ren)(ren)(ren)員(yuan)聚集(ji)，鼓勵(li)職(zhi)(zhi)(zhi)工(gong)(gong)(gong)(gong)打菜(cai)回自已(yi)宿舍用(yong)餐。為加強(qiang)對隔離人(ren)(ren)(ren)員(yuan)管(guan)(guan)理(li)(li)，制定專項考核管(guan)(guan)理(li)(li)辦法，采(cai)用(yong)打分、扣分辦式，確(que)(que)定隔離期(qi)補貼。種種措(cuo)(cuo)施制度的(de)(de)實(shi)施，疫(yi)情(qing)管(guan)(guan)控工(gong)(gong)(gong)(gong)作有條(tiao)(tiao)不(bu)紊，最終我(wo)們實(shi)現(xian)了(le)零病(bing)例(li)，并以最快的(de)(de)速度實(shi)現(xian)了(le)復(fu)工(gong)(gong)(gong)(gong)復(fu)產(chan)。在企業管(guan)(guan)理(li)(li)過程中(zhong)，可能會遇(yu)到(dao)這樣那樣的(de)(de)問(wen)題，這些問(wen)題可能會使你束手無策(ce)，要正(zheng)確(que)(que)地(di)看(kan)待(dai)困難(nan)(nan)，不(bu)要放(fang)棄(qi)，不(bu)能退縮，創(chuang)造解決(jue)困難(nan)(nan)的(de)(de)條(tiao)(tiao)件，扭轉逆境，克服困難(nan)(nan)。
勇于創新管理，助力企業發展
作(zuo)為一名基層管理者(zhe)，一個部門(men)的負責人，更要牢固樹立“創新興企”意識，緊盯今(jin)年生(sheng)產(chan)經營任務目(mu)標，推(tui)進生(sheng)產(chan)組織科學化(hua)、內部運行(xing)市場化(hua)、強化(hua)全面預(yu)算管理，加強預(yu)算編制和(he)預(yu)算執行(xing)。
加強勞(lao)動(dong)組(zu)(zu)織(zhi)變革與(yu)技術升級，繼續推(tui)行(xing)共享科(ke)室(shi)(shi)(shi)和(he)一(yi)礦(kuang)兩井模(mo)(mo)式(shi)(shi)，有效(xiao)控(kong)制后勤科(ke)室(shi)(shi)(shi)管(guan)理人(ren)(ren)員(yuan)(yuan)數量。2.制度建設與(yu)流(liu)程優化方面(mian)，重新修訂了(le)《內(nei)(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)分配辦(ban)法(fa)》、《勞(lao)動(dong)紀律管(guan)理辦(ban)法(fa)》、《工(gong)(gong)(gong)(gong)(gong)傷管(guan)理辦(ban)法(fa)》等(deng)。另外(wai)，礦(kuang)建立科(ke)室(shi)(shi)(shi)部(bu)(bu)門(men)負(fu)責人(ren)(ren)績(ji)(ji)效(xiao)考(kao)(kao)核和(he)科(ke)室(shi)(shi)(shi)內(nei)(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)作人(ren)(ren)員(yuan)(yuan)績(ji)(ji)效(xiao)考(kao)(kao)核制度，對(dui)科(ke)室(shi)(shi)(shi)績(ji)(ji)效(xiao)采(cai)取分級管(guan)控(kong)方式(shi)(shi)，礦(kuang)績(ji)(ji)效(xiao)考(kao)(kao)核小組(zu)(zu)考(kao)(kao)核各科(ke)室(shi)(shi)(shi)負(fu)責人(ren)(ren)，各科(ke)室(shi)(shi)(shi)負(fu)責人(ren)(ren)考(kao)(kao)核內(nei)(nei)部(bu)(bu)工(gong)(gong)(gong)(gong)(gong)作人(ren)(ren)員(yuan)(yuan)。定(ding)崗定(ding)編定(ding)員(yuan)(yuan)方面(mian)，今年對(dui)機電工(gong)(gong)(gong)(gong)(gong)區及運輸(shu)工(gong)(gong)(gong)(gong)(gong)區實(shi)行(xing)了(le)內(nei)(nei)部(bu)(bu)承包(bao)管(guan)理，簽訂了(le)內(nei)(nei)部(bu)(bu)承包(bao)協議，包(bao)人(ren)(ren)工(gong)(gong)(gong)(gong)(gong)費(fei)、包(bao)材料費(fei)、包(bao)電費(fei)，推(tui)行(xing)“增人(ren)(ren)不增資(zi)(zi)(zi)、減人(ren)(ren)不減資(zi)(zi)(zi)”的(de)措(cuo)施，倒(dao)逼(bi)人(ren)(ren)工(gong)(gong)(gong)(gong)(gong)成(cheng)本管(guan)控(kong)。薪(xin)酬分配方面(mian)，根據收入(ru)和(he)利潤(run)倒(dao)逼(bi)成(cheng)本，根據發(fa)(fa)生的(de)材料成(cheng)本費(fei)用倒(dao)逼(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)控(kong)遵循“提多(duo)少發(fa)(fa)多(duo)少”的(de)原則，若通過增產、提質及控(kong)本等(deng)方式(shi)(shi)超額完成(cheng)基本考(kao)(kao)核指標(biao)，工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)總額可(ke)提高1～1.3倍。改革機關工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)構，機關科(ke)室(shi)(shi)(shi)坐實(shi)基本工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)30%、績(ji)(ji)效(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)結(jie)構工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)，在(zai)實(shi)行(xing)年薪(xin)或(huo)崗位績(ji)(ji)效(xiao)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)的(de)基礎上分項考(kao)(kao)核計(ji)發(fa)(fa)。改革區隊工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)構，區隊確立了(le)以(yi)新頒勞(lao)動(dong)定(ding)額為(wei)(wei)依(yi)據的(de)結(jie)算(suan)體系，借(jie)助內(nei)(nei)部(bu)(bu)承包(bao)模(mo)(mo)式(shi)(shi)進一(yi)步(bu)(bu)提高計(ji)件標(biao)準(zhun)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)占(zhan)比，按不低于80%的(de)規(gui)定(ding)編制工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)算(suan)結(jie)構，將(jiang)計(ji)件標(biao)準(zhun)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)由2019年的(de)280元/工(gong)(gong)(gong)(gong)(gong)初步(bu)(bu)提高到(dao)380元/工(gong)(gong)(gong)(gong)(gong)，增幅36%，進一(yi)步(bu)(bu)突出工(gong)(gong)(gong)(gong)(gong)效(xiao)管(guan)理，并嚴格按計(ji)件單(dan)價(jia)確定(ding)流(liu)程進行(xing)結(jie)算(suan)。在(zai)機構配置(zhi)方面(mian)，為(wei)(wei)深入(ru)開(kai)展定(ding)額管(guan)理工(gong)(gong)(gong)(gong)(gong)作，將(jiang)原勞(lao)資(zi)(zi)(zi)社保科(ke)與(yu)結(jie)算(suan)中(zhong)心進行(xing)了(le)業(ye)務整合，成(cheng)立定(ding)額管(guan)理組(zu)(zu)，同時(shi)將(jiang)“區隊-班組(zu)(zu)-個人(ren)(ren)”核算(suan)業(ye)務與(yu)原勞(lao)資(zi)(zi)(zi)科(ke)工(gong)(gong)(gong)(gong)(gong)資(zi)(zi)(zi)核算(suan)業(ye)務整合到(dao)一(yi)起，為(wei)(wei)下一(yi)步(bu)(bu)對(dui)接(jie)五(wu)級核算(suan)體系做準(zhun)備。
綜上，開展好“三強(qiang)化兩保證”形勢任務教(jiao)育，必須引導(dao)教(jiao)育員工既不能怨天尤人(ren)、牢騷滿腹，要主動創新(xin)，勇于(yu)擔當作為，不斷迎(ying)難(nan)而上、攻(gong)堅克難(nan)，勇于(yu)挑戰困(kun)難(nan)，為企業的穩健發展貢獻(xian)力量。
