Article 1 Purpose:
In order to reflect the democratic management of the company, give play to the enthusiasm and innovation of the majority of cadres and employees to participate in the management of the enterprise, improve the level of management of the enterprise, combined with the actual situation of the company, the development of this system.
Article 2 Scope of application:
This system applies to all employees of 22 Company and subordinate coal companies.
Article III Organization and Responsibilities:
1. Rationalization Suggestion Leading Group
Leader: Chairman of the Board of Directors
Vice Leader: Secretary of the Party Committee, General Manager
Members: Executive Vice President, Chief Engineer, Vice President of Safety, Vice President of Mechanical and Transportation, Vice President of Finance, Vice President of Enterprise, Vice President of Management, Assistant to the General Manager, and the head of each mine.
Responsibilities: responsible for rationalization proposal approval and rationalization proposal implementation process of major issues in the decision-making.
2, rationalization proposal working group
Working group office in the Ministry of Human Resources.
Leader: administrative supervisor
Members: deputy mine manager of each mine, the company's functional department heads, the director of the integrated office of each mine. Responsibilities: (1) Responsible for the collection, review and reporting of rationalization proposals.
(2) Responsible for the supervision and assessment of the implementation process of rationalization proposals.
(3) is responsible for the system of rewards and penalties for the supervision and implementation.
(4) Responsible for the establishment of statistical accounts and assessment accounts.
3. The relevant units and departments are responsible for the specific implementation of rationalization proposals.
Article 4 The content of rationalization proposals:
1. The following scope of work can be put forward in the form of rationalization proposals:
(1) standardize the company's rules and regulations, strengthen the process control and improve efficiency.
(2) Use of modern management methods to improve the company's management level and economic efficiency. (3) Develop, promote and apply new technology, new equipment and new techniques. (4) Strengthen cost control, material management, and carry out comprehensive utilization.
(5) Ensure safe production, improve labor protection, environmental protection and other technical measures. (6) New ideas, new approaches and new experiences to strengthen the construction of corporate culture. (7) Other suggestions in favor of the company's development.
2, the following scope of rationalization proposals are not admissible, will be returned to rewrite processing: (1) no substance. (2) The content is not new. (3) The content is outdated. (4) The content has been adopted or repeated. Article V Rationalization Suggestion Workflow: 1. 22 Company:
Human Resources Department collects the rationalization suggestion declaration form? Establish a ledger, first review and fill out the rationalization proposal report form? Reported to the rationalization proposal working group review? Submit the rationalization proposal to the leading group for approval. Fill in the rationalization proposal copy supervisory list? Contractor department to implement? The working group follows up the supervisory situation? The working group tracked and supervised the situation and provided timely feedback to the relevant leaders. 2, the coal companies:
The integrated office collected rationalization proposal declaration form? Establishment of the ledger, the first review and fill in the rationalization proposal report form? Reported to the rationalization proposal working group review? Reported to the rationalization proposal leading group for approval? Fill in the rationalization proposal copy supervisory list? Contractor department to implement? The working group follows up the supervisory situation? Timely feedback to the relevant leaders.
Article 6 Rationalization Suggestions Management Requirements:
1, the middle and above cadres at least one per quarter, general staff at least one per year. 2, quarterly submission, in the last month of each quarter before the 20th submission; annual submission, submitted before December 20th. In order to ensure the timeliness of the rationalization proposal, encourage the writing of the submission. 3, returned to rewrite the need to return within 7 days of the date of submission.
Article VII rationalization proposal rewards and penalties:
1, rationalization proposals innovative, specific content, writing attitude, and by the leading group for approval of the implementation of the parties involved in the award of 100?500 yuan.
2, rationalization proposals have unique insights, the implementation of which can bring greater economic benefits to the company, the leading group reported to the leadership of the Silver Billion Group of companies after the finalization of the parties involved in the award of 1,000 yuan?200,000 yuan. 3, not on time to submit and make up for the submission of the person responsible for a fine of 200 yuan.
4. For those who do not seriously participate in the rationalization proposal activities and have been returned for rewriting many times, 20% of their annual salary will be deducted.
5. If the account is not established according to the requirements, the responsible person will be fined 200 RMB. Article 8 The provisions of this regulation by the company's Human Resources Department is responsible for interpretation.
Article IX This system shall come into effect after approval by the general manager's office of the company, and the same shall apply to the modification. Article 10 This system shall be implemented from the date of issuance, and the old system shall be abolished on the same date. If there is any conflict between this system and the relevant system of Silver Billion Group, it shall be implemented according to the relevant provisions of Silver Billion Group. Attachments:
1, "Rationalization Suggestion Declaration Form", 2, "Rationalization Suggestion Summary Table", 3, "Rationalization Suggestion Copy Supervision Sheet"
September 1, 2013
Attachment 1
Rationalization Suggestion Declaration Form
Declaring Time: Month and Year
Attachment 2
Rationalization Suggestion Summary Table<
Unit: month and year
Description: Remarks: 1, adopt the implementation; 2, in-depth research; 3, to strengthen the daily management; 4, not to be adopted; 5, for reference only. Annex 3
Rationalization of the proposal to copy the supervisory list
No.:
This form in duplicate, the Human Resources Department archives a copy, the other is deposited in the personal file of the proponent.
The rationalization of the work of the proposal of the secondDear leaders of the branch, according to the bank's corporate vision and development planning, combined with the actual work of the branch, the business office of all employees hope to be in the ? The branch? This strong backing support, through a more reasonable strategic deployment, improve internal control and service management, to achieve the expansion of market share, improve customer loyalty, cultivate new high-quality customers. Provide inexhaustible power for the development of the branch.
As a grass-roots branch staff, through the summary in the actual work, the recommendations are as follows:
First, full attention should be paid to the positive role of business outlets in the maintenance of institutional customers, rather than simply ? Chambers and rule?
Take the business office as an example. At present, the institutional class customers under the management of the sub-branch are all historical deposits of stock customers, and they are all deposit business, no credit business. Their account transactions, deposit changes, other bank account opening and other first-hand information are mastered in the business network. However, because of the reason of management caliber, the branch personnel in the maintenance work is not highly involved, resulting in the information asymmetry and lag in the management of the branch. (Suppose, a certain institutional type of customer, the books of a large number of payments to other banks with the same name account. The branch does not know exactly how the communication and interaction between the branch and this customer is. At the same time, based on service and other factors, it cannot intervene too much. As a result, there is a disconnect in understanding the maintenance situation, which inevitably leads to loss of customers and deposits).
On the other hand, in the branch to expand the new institutional customers, if there is no support from the branch, it is inevitable that the power is weak and difficult to win. Under the situation of white-hot competition in the industry, if you want to win a high-quality government customers, you can't win simply by relying on products and services.
Because this type of customer does not have a high demand for products, and at the same time, he will be able to go anywhere to enjoy a better service than ordinary customers. To add a new institutional customer often need to rely on all aspects of social relations and other factors. So when the business network found a lead, without the support and cooperation of the branch, it is also very difficult to complete.
Based on the above two aspects, we suggest that, in the maintenance of institutional customers, the bank leadership to fully emphasize the positive role of the branch. At the same time, provide a channel for potential institutional customers found in the outlets, led by the branch to complete the marketing work, in order to better promote the growth of institutional deposits.
Second, the rational deployment of human resources, the establishment of a dynamic job allocation mechanism
Individual business outlets because of the surrounding environment and different service objects, there will be seasonal business peaks. Therefore, we propose to rationalize the number of branch personnel based on dynamic changes in business volume.
Take the business office as an example. Because of its proximity to the urban and rural areas, every year after the Spring Festival and before the spring plowing, the governments of the neighboring villages and towns have to distribute all kinds of agricultural subsidies. Therefore, the formation of a sudden increase in the volume of business, the business room overcrowded scene. During this period, we especially need to increase the number of integrated tellers, authorized tellers and lobby managers. If there is a shortage of manpower, it is difficult to ensure orderly business and service quality. However, after May 1, the agricultural subsidy business is gradually winding down, and our need for integrated tellers will decrease.
Another example is that the branch now has only one full-time authorized teller and one account information manager to assist in authorization. This is manageable if the business is at its peak. But during peak periods of account management business, such as the annual inspection of enterprises and other times, because they have to undertake the filing work of seven business outlets, so the authorization work is bound to be affected.
To sum up, we suggest that: in the case of staff tension, the establishment of a dynamic job allocation mechanism, in order to achieve the most reasonable and optimal use of human resources.
Third, strengthen brand maintenance, establish a unified corporate image
Brand is a name, noun, symbol or design, or a combination of them. And through these elements and a series of market activities and the results of the performance of the formation of an image of awareness, feeling, quality perception, and through these and the performance of customer loyalty. It is a valuable intangible asset.
Corporate image is the people through the various signs of the enterprise and the establishment of the overall impression of the enterprise, is the core of the construction of corporate culture. Corporate image is an external manifestation of the spiritual culture of the enterprise, is the social public and the enterprise contact in the process of the overall impression felt.
Branding and corporate image is so important, but in our practical work is not better utilized.
I would also like to give an example. In most of our branch outlets, customers withdraw money if we want a withdrawal bag, if it is two or three million, the teller may give an envelope; if it is more than 100,000, the teller may give to find a black plastic bag. Even more ridiculous is that there will be a teller enthusiastically after their own shopping, with other corporate logos of paper bags to customers. Although it is an unintentional move, but inadvertently lost the best opportunity to publicize the brand image of Jilin Bank.
We recommend that we be able to customize withdrawal bags and related customer items with the Bank's logo for our outlets. This is not simply about what bags to use to hold money for customers, but to enhance the corporate brand and establish a good corporate image of our bank.
Rationalization of the work of the thirdfinancial rationalization of the work of the proposal
First, the new financial system of administrative units under the financial management of the problems
(a) financial system is not smooth
In the current accounting management system, the financial staff of the administrative unit of the financial sector in the operation of the financial sector leadership in the administration of the leadership of the unit, resulting in a number of drawbacks. Some of the accounting staff change with the will of the leadership, resulting in instability of the financial and accounting team and the accounting staff's business level is not high. Accounting personnel in the pressure of administrative power and some economic interests, often make some increase in unnecessary expenses and other violations of financial discipline. The financial sector of the accounting staff can not carry out effective assessment and supervision, resulting in some accounting staff have no pressure, no sense of responsibility.
(ii) financial management system is not sound
For a long time, the administrative unit is accustomed to the base incremental budget, the budgetary concept is not strong, even in recent years, the new financial system continues to deepen the situation, most of the administrative unit of the budget preparation and implementation is still rough, the general lack of financial management of the administrative unit of the awareness of the financial management of the construction of the system of financial management is relatively weak. The financial management system of administrative units is not operational. Administrative units of the financial management system is generally too general, vague definition, the implementation of the system is often at a loss. For example, when the administrative unit of the liquidation of the current account, there are some really can not be recovered bad debt how to recognize, can not handle the property rights certificate of the house into the problem, and so on. With the reform of the financial system, the refinement of the division of functions, the operability of the financial management system has a direct impact on the realization of the management objectives, the use of financial resources to improve the effect should be given sufficient attention.
(C) the degree of financial disclosure is not enough
Statistics show that the implementation of the new financial system, the financial monitoring of administrative units to strengthen the administrative unit of the budget for public funds to use a fixed standard, the subordinate units, the special expenses have become a new ? Digging point? Some administrative units special funds expenditure arbitrarily large, often administrative units will be normal public funds in the special funds in the expenditure, the accounting center is not familiar with the unit's business, can not distinguish between what is special funds, which are normal funds, but also can not achieve the purpose of supervision.
(D) lack of financial analysis
The new financial system requires administrative units to strengthen the unit's financial analysis, through the analysis of the administrative unit to find some of the problems in the financial management, measure the current financial situation, predict the future development trend, to provide useful decision-making information for managers. The survey shows that there is a general lack of a financial analysis system suitable for administrative units, and that financial staff often replace the financial analysis reports of administrative units with accounting statements and notes on the presentation of the year-end accounts. Some units of the preparation of the statement is only a few hundred words, can not be objective, in-depth reflection of the unit's financial situation and problems, resulting in the financial sector and the unit decision-makers can not fully understand the unit's financial performance.
Second, the causes of the problem
(a) human resources deficiencies
Due to the lack of financial management of administrative institutions in the personnel of the lack of real and effective supervision and control mechanisms, accounting staff to listen to the departmental leadership of the command, but also to accept the unit leadership of the appointment and dismissal, which determines the accounting staff can not be effective in the implementation of the leadership of the financial supervision of the authority This has resulted in the financial management of the leaders of the unit often appear? Power in lieu of law? The problem is that the company's management is not a good one, and it's not a good one.
(ii) the defects of the management function
Due to the existence of? path dependence? The first time I saw this, I was in the middle of a long journey. Circle, in practice, the concept of financial management is weak, lax financial management, financial management functions are far from being played out. The strange phenomenon of loose financial management system and chaotic management of fixed assets still prevails. The financial department's management of funds is often carried out on the basis of ex post facto accounting, which neglects the predictive control before the use of funds, leading to the phenomenon of general irregularities in the management of administrative units' expenditures. As the source of funding for administrative units are generally directly subsidized by the financial sector, and administrative units of the financial staff are often passive reporting, statements, the unit's business processes and development trends do not understand enough, these lead to the administrative unit of the financial heavy accounting, light financial analysis.
(C) the lack of management information
For a long time, the administrative unit of accounting information work on the basis of weak, technologically backward, inefficient, resulting in distortion of accounting information, management information value failure. The degree of informationization of financial management is not high, it is difficult to adapt to the requirements of modern e-government and the new financial system.
Third, the new financial system under the financial management of administrative units and the impact of the functions
(a) the new financial system under the financial management of administrative units
Mainly: the implementation of the financial system, the state-owned assets management system and other relevant financial rules and regulations; the preparation of the unit of the administrative budget, final accounts, faithfully reflect the implementation of the unit budget; reimbursement of unit expenses, integrated arrangements, savings. Expenditures, co-ordination, saving funds to ensure the normal operation of the unit; responsible for the unit's internal staff salaries, benefits and other subsidies issued; responsible for the unit's meetings, business trips, post and telecommunications, printing, the purchase of office supplies and other costs of borrowing and auditing, reimbursement; responsible for the unit's cash, check management and remittance, to promote the improvement of the system of internal control; responsible for the unit's employees' health care borrowing and reimbursement; responsible for the unit's employees' medical expenses and reimbursement work; responsible for unit retiree funds. Management; establish and improve the unit's internal financial management system, financial control and supervision of the unit's economic activities; responsible for the unit's fixed assets account reconciliation, scrap management, to prevent the loss of state-owned assets; responsible for the unit's financial analysis, to provide a basis for decision-making. Compared with the characteristics of the financial management of administrative units: because the financial management of administrative units at all levels is an integral part of our country at all levels of government, therefore, they are subject to the national government system, especially the financial system reform has a great impact on the special and privileged. The financial management of enterprises is based on the accrual system and requires cost accounting; whereas the financial management of administrative units is based on the cash system and lacks a sense of cost, effectiveness and efficiency. Enterprise units of fixed assets need to be depreciated, value-added; and administrative units of fixed assets, financial allocations, no depreciation. Enterprise units emphasize the fund-raising, value-added, and administrative units more emphasis on budgetary funds, control and final accounts. Enterprise financial management goal is to maximize the pursuit of profit; administrative unit financial management goal is to maximize the utility of financial funds, to provide information to the users of information.
(B) the new financial system on the impact of financial management of administrative units
Administrative units of financial management activities as a financial input and output activities of the management of the new financial system, presented with the previous have many different new features: the content of financial management is more complex. The implementation of departmental budgets, government procurement in-depth, the implementation of centralized payment of the treasury to make the administrative unit of the financial management work more complex and diversified, the administrative unit of the funds from the financial funds, spending taxpayers' money, so that the administrative unit of the financial management not only need to meet the administrative unit of the internal management, but also need to meet the financial and social. The way of financial management has become more diversified. After the implementation of the new financial system, the use of departmental budget software, the implementation of online declaration and approval of government procurement, the use of accounting center financial software, accounting information **** enjoyment, the centralized payment of the treasury after the administrative units, accounting centers, banks, network information interoperability, etc., so that the way of financial management of the administrative unit has changed. The development of information technology, so that the administrative unit within the administrative unit, the administrative unit and the financial and banking communication between the administrative unit has become faster and more efficient, so that the generation of information, transmission, processing has become easier.
Fourth, to solve the current problems of financial management of administrative units countermeasures
(a) sound financial management procedures
Sound procedures are the main way. Standardized financial management procedures throughout the system, exists in the whole process of departmental budget. These include: the reasonable setting of posts, a clear division of responsibilities, the establishment of mutual constraints mechanism; strict standards for the expenditure of various costs and approval authority; legal and reasonable review of original documents, timely preparation of single and physical custody measures; the establishment of budget monitoring and special funding inspection system; strengthen the internal audit and regular review system. Through the perfect financial management system, the formation of both separated from each other at the same time, but also the mutual control of the management process to ensure the safety of property and accounting information is true, to achieve the requirements of the false accounts, to ensure that the unit of money, goods, the true integrity of the accounts.
(B) the implementation of financial disclosure
Financial disclosure, that is, the administrative unit for the masses closely related to financial expenditure, in the party and the state - confidentiality of the premise, to the cadres and the masses and the public, under the supervision of the people. The main content of the financial disclosure: financial income and expenditure; extrabudgetary funds, income, contributions, expenditure, allocation; higher special income and expenditure, allocation; acquisition, use and sale of fixed assets; sources of investment in infrastructure, the economic entities and all the stores rented out by the management fee, profit and use; hospitality expenditure; medical expenses, travel expenses, meeting expenses and so on. Public form: in the public forum or unit of the organization's e-government intranet set up a financial disclosure wall, accept the public supervision.
(C) standardize the use of public funds
In order to improve the operability, to avoid unnecessary expenditures, you can refer to the practice of the enterprise, the payment of funds through the different departments to be internalized to strengthen the control of the process of operation of funds. Controls are carried out at the commitment stage: to confirm that the proposal for the expenditure of funds has been approved; that the funds have been appropriated and utilized in accordance with the intent of the budget, and that sufficient funds have been reserved in each of the categories of expenditure identified in the budget; and that the proposal for the expenditure of funds is made in accordance with the categories identified in the budget. Verification when services or in-kind goods are obtained: verify that in-kind goods have arrived and that services have been completed as contracted and obtain the relevant supporting documentation. Controls before payment: confirm that the payment obligation has been incurred, that there is an appropriate person who can certify that the goods have been delivered, the services have been rendered, that the relevant vouchers are correct, and that the appropriate payee is available. Post-payment audits: scrutinize expenditures and report any possible irregularities. In the design of the internal control system of the administrative unit, the person responsible for payment should be separate from the person who controls these activities above, and this system of checks and balances should be used to control financial compliance, and at the same time be responsible for the implementation of the centralized payment through the treasury, so that the expenditure of public funds can be controlled.