冀中(zhong)能源峰(feng)峰(feng)集團(tuan)機構改革效果顯

連日來，峰峰集團通過下放機關部分職能、推進“一型六制”改革、重新定編定崗等一系列改革舉措帶來了顯著效果；機關管(guan)技人員由358人減(jian)至336人；生產礦(kuang)井(jing)管(guan)技人員減(jian)少332人，區科單位(wei)壓減(jian)42個(ge)；招收新型學徒制技校生737人，清(qing)退井(jing)下外委施工隊3183人。

峰峰集(ji)團深(shen)入推進“一型六制”改(gai)革，堅持崗位(wei)創造價值，每個崗位都有生產力、都是效益源。推進地面單位和專業化公司機構改革，實行專業化公司區域化管理，理順管理職能。按照“精干高效”原則，機關機構、管理人員控制在規定范圍內，力爭三年內精減一半人員。持續優化用工結構，規避用工風險，制定激勵政策，推進  “五工轉移”，實施減人提效，全年減少用工1000人以上。機關實行新的崗位績效工資制，“活工資”比例占到40％—60％，與績效考核和安全效益掛鉤。取消單項獎勵，設立創新創效工資。形成效益決定薪酬、業績決定薪酬、薪酬能升能降的收入分配機制。

九(jiu)龍礦(kuang)科(ke)學編制(zhi)(zhi)管理崗(gang)(gang)，實現年內管理人(ren)員(yuan)占(zhan)比符合峰峰集團要(yao)求(qiu)；強(qiang)化(hua)(hua)干部(bu)人(ren)才管理，堅持“好干部(bu)”標(biao)準，形成“能(neng)(neng)進(jin)能(neng)(neng)出(chu)、能(neng)(neng)上能(neng)(neng)下、優勝劣(lie)汰、充滿活力”的(de)(de)用(yong)人(ren)機制(zhi)(zhi)，為改革(ge)者負(fu)責，為擔(dan)(dan)當者擔(dan)(dan)當；實行“導(dao)師(shi)制(zhi)(zhi)”幫帶(dai)，各專業一(yi)對一(yi)培養。不(bu)斷優化(hua)(hua)用(yong)工結構，規避(bi)用(yong)工風(feng)險(xian)，清理地面用(yong)工，職工內部(bu)余缺調劑，清退地面臨時工。及時調整工資(zi)結構，提高安(an)全(quan)工資(zi)占(zhan)比，激發各級人(ren)員(yuan)抓安(an)全(quan)工作(zuo)的(de)(de)積極性(xing)和主(zhu)動性(xing)；突出(chu)“多勞多得”，分配(pei)重點向生(sheng)產一(yi)線崗(gang)(gang)位(wei)、關鍵(jian)崗(gang)(gang)位(wei)、技術含量高的(de)(de)崗(gang)(gang)位(wei)傾(qing)斜，向業務骨干、突出(chu)貢(gong)獻(xian)的(de)(de)人(ren)員(yuan)傾(qing)斜。截至目前，該礦減少基層單位2個，整合機關部室1個，清退外委隊伍15支、外包工551人，526名勞務派遣工轉招為合同制。

新(xin)(xin)屯礦按(an)照“精(jing)干高(gao)效(xiao)”原則，全力打(da)造構(gou)(gou)(gou)建復(fu)合型組織(zhi)機(ji)構(gou)(gou)(gou)模式。優(you)化(hua)用(yong)(yong)工(gong)(gong)(gong)結(jie)構(gou)(gou)(gou)，規避(bi)用(yong)(yong)工(gong)(gong)(gong)風險，年(nian)底(di)前(qian)逐步取消井下勞務(wu)派(pai)遣(qian)工(gong)(gong)(gong)。落(luo)實峰峰集團政(zheng)策，從勞務(wu)派(pai)遣(qian)工(gong)(gong)(gong)中(zhong)，擇優(you)招(zhao)收(shou)合同(tong)制工(gong)(gong)(gong)，穩定(ding)井下采掘一線隊(dui)伍。清理(li)地(di)(di)面(mian)用(yong)(yong)工(gong)(gong)(gong)，推(tui)進“五工(gong)(gong)(gong)轉(zhuan)移”。清退地(di)(di)面(mian)臨時性用(yong)(yong)工(gong)(gong)(gong)，探索推(tui)行地(di)(di)面(mian)部分(fen)崗位(wei)承(cheng)包(bao)或(huo)業(ye)務(wu)外包(bao)。深化(hua)工(gong)(gong)(gong)資(zi)(zi)(zi)分(fen)配改革(ge)(ge)，形成(cheng)效(xiao)益決(jue)定(ding)薪(xin)酬、業(ye)績決(jue)定(ding)薪(xin)酬、薪(xin)酬能(neng)升能(neng)降的收(shou)入分(fen)配機(ji)制。優(you)化(hua)調整機(ji)關(guan)、基(ji)層工(gong)(gong)(gong)資(zi)(zi)(zi)結(jie)構(gou)(gou)(gou)和計件、計時工(gong)(gong)(gong)資(zi)(zi)(zi)薪(xin)酬結(jie)構(gou)(gou)(gou)，體現創(chuang)(chuang)新(xin)(xin)創(chuang)(chuang)效(xiao)工(gong)(gong)(gong)資(zi)(zi)(zi)。提高(gao)安全工(gong)(gong)(gong)資(zi)(zi)(zi)占比(bi)，參與考核(he)的安全工(gong)(gong)(gong)資(zi)(zi)(zi)比(bi)重(zhong)達到  40%。持續深入推(tui)進“全角度、全方位(wei)、全過程、全員”“四全”創(chuang)(chuang)新(xin)(xin)活(huo)動，圍(wei)繞“科技創(chuang)(chuang)新(xin)(xin)、管理(li)創(chuang)(chuang)新(xin)(xin)、工(gong)(gong)(gong)藝創(chuang)(chuang)新(xin)(xin)、崗位(wei)革(ge)(ge)新(xin)(xin)”開(kai)展立項攻關(guan)，不斷解決(jue)難題。截至(zhi)目前，該礦減少(shao)基層單位2個(ge)。

大(da)社礦持續推進(jin)機構(gou)改(gai)革，兼崗(gang)并崗(gang)，實行一(yi)體化管(guan)(guan)理，管(guan)(guan)理人員(yuan)(yuan)占比(bi)控制在(zai)(zai)  5%以(yi)內；優(you)化用工(gong)(gong)(gong)(gong)結(jie)構(gou)，逐步(bu)取消勞務派遣工(gong)(gong)(gong)(gong)，實施“五(wu)工(gong)(gong)(gong)(gong)轉移”，堅持做好(hao)地面臨時(shi)工(gong)(gong)(gong)(gong)、在(zai)(zai)冊(ce)不在(zai)(zai)崗(gang)、曠(kuang)勤、長病(bing)長休(xiu)人員(yuan)(yuan)清(qing)退(tui)工(gong)(gong)(gong)(gong)作(zuo)，減少(shao)用工(gong)(gong)(gong)(gong)總(zong)量(liang)。積極探索扁平化管(guan)(guan)理，減少(shao)管(guan)(guan)理環節，加大(da)管(guan)(guan)理力度，解決(jue)職能(neng)部(bu)門和(he)基層(ceng)領導(dao)班(ban)子中存在(zai)(zai)的業(ye)務交(jiao)叉、流程繁瑣(suo)、效(xiao)率(lv)低(di)下等(deng)問題。深化定額管(guan)(guan)理，發揮薪酬激勵作(zuo)用，進(jin)一(yi)步(bu)細化崗(gang)位、工(gong)(gong)(gong)(gong)作(zuo)量(liang)和(he)每班(ban)工(gong)(gong)(gong)(gong)值的測算，提高安全(quan)工(gong)(gong)(gong)(gong)資占比(bi)，加大(da)績效(xiao)工(gong)(gong)(gong)(gong)資考核比(bi)例(li)，使工(gong)(gong)(gong)(gong)資分配機制更加科學(xue)、合(he)理，鼓勵和(he)引導(dao)干部(bu)職工(gong)(gong)(gong)(gong)“想干活(huo)、能(neng)干活(huo)、多干活(huo)、干成活(huo)”。

辛(xin)安礦(kuang)嚴格落實采煤工(gong)(gong)作(zuo)面定(ding)員管理，深入推廣(guang)“四六”制作(zuo)業(ye)，煤巷綜掘工(gong)(gong)作(zuo)面全部采用(yong)綜掘，縮短職(zhi)工(gong)(gong)勞(lao)動(dong)時間(jian)，降低職(zhi)工(gong)(gong)勞(lao)動(dong)強度。通(tong)過(guo)崗位(wei)減崗并崗，檢修班(ban)作(zuo)業(ye)人(ren)員由17人(ren)降至(zhi)16人(ren)，生產(chan)班(ban)作(zuo)業(ye)人(ren)員由18人(ren)縮減至(zhi)13人(ren)，工(gong)(gong)作(zuo)面定(ding)員確(que)保在(zai)規(gui)定(ding)范(fan)圍內(nei)。

（峰峰集團新聞傳媒(mei)通信中心    李騰(teng)）