In the year 201*, *** Electric Power Co., Ltd. experienced a remarkable and challenging period. Under the leadership of the group company's Party Committee, the company remained committed to safe production while focusing on economic efficiency. Despite rising coal prices and financial constraints, the company continuously improved its internal rules and regulations, emphasized safety education and training, strengthened equipment management, and implemented people-centered, scientific management strategies. Through hard work in safety production and effective business management, the company achieved certain accomplishments. To better prepare for future operations, the main tasks of the company in 201* are summarized as follows:
I. Completion of Annual Business Targets
II. Analysis of Measures Taken and Reasons for Not Meeting Annual Goals
**Grasping Costs**
In 201*, cost control was a top priority. The company focused on raw coal costs, emphasizing key areas and strictly managing production expenses under the premise of ensuring safe operations. Non-productive spending was reduced, and a target responsibility system was established to break down responsibilities across all levels. This helped form a more scientific, standardized, and systematic enterprise management approach.
(1) In the procurement of raw coal, this year faced an unprecedented challenge due to national macroeconomic adjustments and coal industry rectifications. The number of available coal suppliers drastically decreased, from dozens of mines in previous years to just a few, leaving little room for flexibility. Additionally, coal production dropped sharply, causing frequent delays in production and even instances where no coal was available. The price of raw coal increased by over 200% compared to the same period last year, raising monthly costs from over 3 million to more than 10 million. Annually, the raw coal cost reached nearly 90 million yuan, creating a significant funding gap and making operations difficult.
To address these challenges, the company took several measures. First, it recruited and trained a dedicated procurement team, using incentives to boost frontline workers' motivation. Personnel were sent directly to mines to secure coal supplies and avoid pre-ordering. Second, a strict management mechanism was introduced for raw coal entering the factory. All inspections, processing, and contract signings were carefully reviewed to prevent high-priced or low-quality coal from entering the plant. Third, the company focused on securing funds and prioritized coal supply. While primarily purchasing large-scale state-owned coal, the company also explored smaller coal sources to take advantage of price differences and reduce costs.
A major factor contributing to the company’s high production costs this year was the tight raw coal market and soaring prices.
(2) In material procurement, the company strictly followed internal guidelines, adhering to the principle of "equal quality with lower price, equal price with better service." A combination of invitation bidding and public tenders was used for purchases exceeding 5,000 yuan, especially for bulk materials and major equipment. This ensured quality while reducing procurement costs. The company also conducted inventory checks, avoiding unnecessary purchases and focusing on urgent needs, thereby maximizing asset revitalization and reducing stockpiles.
(3) Regarding material costs, the company strictly controlled production expenses and minimized non-essential spending. A material cost accountability system was implemented, assigning specific targets to each workshop. Overruns were penalized, and rewards were given based on performance, linking these outcomes to employee wages and bonuses. Additionally, the company launched initiatives to increase revenue and reduce expenses, encouraging employees to save on paper, electricity, and water, significantly improving their awareness of cost-saving and efficiency.
(4) In financial management, the company strengthened fund operations, raised capital from multiple sources, and allocated funds efficiently to ensure optimal use. Comprehensive budget management was implemented, with unnecessary expenses being cut. For small departmental expenses such as office supplies, phone charges, and low-value consumables, clear indicators were set, and actual usage was monitored and controlled.
**Grasping Safety**
Safety is the core focus of the company and the foundation for sustainable development. From the beginning of the year, the company consistently followed the principle of "safety first, prevention foremost." While maintaining economic efficiency, the company paid close attention to safety production, implementing the "implement, assess, be practical" nine-character policy. Effective safety management was carried out, achieving three aspects of thoroughness:
(1) Safety responsibility was fully enforced. The company signed the "Safety Target Responsibility Letter" at all levels, improving the safety network across the factory, workshops, and teams. The reward and punishment assessment system was implemented, with clear safety goals and responsible pressure. Any safety issues were not ignored or violated, and accidents caused by rule violations were strictly addressed, following the "three no-tolerance" principle. Random assessments of the safety responsibility system were conducted, with results linked to salary payments.
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