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1、marketing strict internal cost control, business and innovation performance. -Increasing electricity access, price increase, electricity supply is guaranteed. In 2012, the company with coal inventory, get rewards of Jiangsu provincial government power to 266 million kWh. Through the small and bilate
2、ral trade, access to electricity 1.695 billion kWh, seeking removal compensation when the power 50 million-kilowatt, 116% market share in Jiangsu Province ranked first in the same capacity, the same type units. Company closely tracked coal linkage policies on July 1 and August 20 respectively increa
3、se prices 2.08 minutes and 2.5 points, profitability increased significantly. 公 . Job grading, remuneration of labour agreements into long-term contract workers compensation system, stimulating the enthusiasm of the staff. -Further strengthening of human resources management. Full implementation of
4、the performance appraisal regulations, incentive effect. Complete the reserve cadre evaluation and selection, produced 10 primary reserve cadres and 11 secondary reserve cadres. Implementation of operation staff induction gang system, 14 staff posts be promoted. Strengthening the cultivation of prof
5、essional technical leaders, selected coverage 9 13 factory-level professional and technical leaders. To enhance staff skills training, 8 staff technicians. Labor contract law compliance, contracts of up to 100%. -Star team-building to advance further. Establish a holding system implementation, and p
6、romoting the whole team-building goals, strengthen group management. Team building into a performance review, promoting the construction of the star team depth. This year, respectively, 1 track, 4 team four star rated five-star by Datang and the team. Four, insists on six cultural construction of ha
7、rmonious development, really good job of party construction and the independent Commission against corruption, strengthening the humanistic care and psychological counseling, the enterprise culture construction to a new level. -Building of enterprise culture is fruitful. Companies adhere to the Shen
8、hua lead of corporate culture, culture of responsibility at the core, to safety culture, a culture of learning, ethical culture, cost culture culture system-assisted, through various cultural integration, has boosted business centre, this year has won the Chinese cultural management advanced unit, N
9、ational Advanced Unit in the building of enterprise culture of reform and opening up 30 and other honorary titles. The liability of the company culture: solving management problems of corporate culture project was awarded the CEC national electric power enterprise culture achievement award of excell
10、ence. The accident early warning and prevention system was rated as Chinas power of innovation management, innovation management of electric power enterprise in Jiangsu Province. -Party and the independent Commission against corruption continues to strengthen. Was carried out to maintain唐山港陆钢铁有限公司炼钢
11、厂绩效考核制度第一章 总则第一条绩效考核目的：绩效考核的目的是通过客观评价员工的工作绩效，帮助员工提升自身工作水平，从而有效提升炼钢厂整体绩效。其次条适用范围：唐山港陆钢铁有限公司炼钢厂（以下简称炼钢厂）全部员工均需参与考核。厂长、副厂长、厂长助理由公司负责考核，不在本方法考核范围之内。考核对象具体分为中层管理人员、基层管理员工、生产操作员等各类人员。炼钢厂各生产单位及管理部门考核参见唐山港陆钢铁有限公司炼钢厂业绩合同管理方法。第三条考核原则、以提高员工绩效为导向；、定性与定量考核相结合；、公允、公正、公开；、多角度考核。第四条考核用途，考核结果的用途主要体现在以下几个方面：1、薪酬安排；2、
12、职务升降；3、岗位调动；4、员工培训。其次章 考核方法第五条考核周期考核分为月度考核和年度考核。其中月度考核于次月八日前完成；年度考核于次年一月二十日前完成。第六条考核职责划分、炼钢厂考核管理委员会职责由厂长、副厂长、厂长助理、办公室主任组成厂考核管理委员会领导考核工作，担当以下职责：绩效考核方案及最终考核结果的审批；中层管理人员考核等级的综合评定；员工考核申诉的最终处理。、办公室职责作为炼钢厂考核工作具体组织执行机构，主要负责：负责拟订公司绩效考核方案；对各部门、生产单位进行各项考核工作的培训与指导；对各部门、生产单位的考核过程进行监督与检查； 汇总统计总部考核评分结果；协调、处理炼钢厂各级
13、人员关于考核申诉的具体工作； 对各部门、生产单位的月度、年度考核工作状况进行通报； 对考核过程中不规范行为进行订正、指导与惩罚；为炼钢厂每位员工建立考核档案，作为奖金发放、工资调整、职务升降、岗位调动等的依据；3、各部门主管的职责 负责本部门考核工作的整体组织及监督管理；负责处理本部门关于考核工作的申诉；负责对本部门考核工作中不规范行为进行订正和惩罚；负责帮助本部门员工制定月度或季度工作安排和考核标准；负责所属员工的考核评分；负责本部门员工考核等级的综合评定；负责所属员工的绩效面谈，并帮助员工制定改进安排；4、员工职责沟通确定绩效目标和内容负责履行本岗位绩效安排在双向沟通的基础上，按时完成果效
14、小结和改进安排第七条考核关系考核关系分为干脆上级考核、同级人员考核。不同考核对象对应不同的考核关系，见下表。考核关系表考核对象考核关系中层管理人员干脆上级、同级部门一般管理人员干脆上级考核生产、操作人员干脆上级第八条考核维度考核维度是对考核对象考核时的不同角度、不同方面。包括绩效维度、实力维度、看法维度。每一个考核维度由相应的测评指标组成，对不同的考核对象采纳不同的考核维度、不同的测评指标。、绩效：指被考核人员通过努力所取得的工作成果，从以下三个方面考核：管理绩效：体现管理人员对部门工作管理的结果。任务绩效：体现本职工作任务完成的结果。指针对每个岗位的岗位职责的任务绩效指标。、实力：指被考核人
15、完成各项专业性活动所具备的特殊实力和岗位所须要的素养实力。实力维度考核分为素养实力和专业技术实力。其中素养实力主要包括以下几类：人际交往实力影响力领导实力沟通实力推断和决策实力安排和执行实力、看法：指被考核人员对待工作的看法和工作作风。看法考核分为主动性、协作性、责任心、纪律性考核。第九条 考核指标的权重权重表示单个考核指标在指标体系中的相对重要程度，以及该指标由不同的考核人评价时的相对重要程度。具体权重见月度考核、年度考核的相关内容。第十条 考核程序各考核人对被考核人进行考核评分；办公室统计汇总全部人的的评分，然后将统计结果反馈到相关主管；主管依据得分确定被考核人的综合评定等级，上报办公室；办公室将全部综合评定结果报炼钢厂考核管理委员会审批后反馈到部门，由部门主管将最终考核结果反馈给被考核人。第十一条 定性及定量考核评分 定性考核评分标准等级S（S-）A（A-）B（B-）C（C-）D（D-）定义实际表现显著超出预期安排/目标或岗位职责/分工要求，在安排/目标或岗位职责/分工要求所涉及的方面取得特殊精彩的成果实际表现达到或部分超过预期安排/目标或岗位职责/分工要求，在安排/目标或岗位职责/分工要求所涉及的方面取得比较精彩的成果实际表现基本达到预期安排/
