1月1日，山西焦煤召開2026年安全(quan)環(huan)保工(gong)作會。班(ban)(ban)(ban)(ban)前會上(shang)，西山(shan)煤電官(guan)地礦(kuang)采煤管理部綜采一(yi)隊(dui)檢(jian)修班(ban)(ban)(ban)(ban)組(zu)長(chang)趙(zhao)宏巖逐人觀察當(dang)班(ban)(ban)(ban)(ban)職(zhi)工(gong)的精神狀(zhuang)態，發現有人狀(zhuang)態不佳立馬做出工(gong)作調整；井下一(yi)線，霍州煤電辛置(zhi)礦(kuang)掘進一(yi)隊(dui)機電班(ban)(ban)(ban)(ban)組(zu)長(chang)豆(dou)建鋒(feng)帶(dai)著職(zhi)工(gong)們(men)按照“三不過”安全(quan)管理法細(xi)細(xi)檢(jian)修設(she)備，以確(que)保設(she)備安全(quan)可(ke)靠；班(ban)(ban)(ban)(ban)后會上(shang)，華(hua)晉(jin)焦煤吉寧公司(si)綜采隊(dui)班(ban)(ban)(ban)(ban)組(zu)長(chang)荀(xun)偉與職(zhi)工(gong)們(men)一(yi)起認真回顧(gu)當(dang)班(ban)(ban)(ban)(ban)生產的管理細(xi)節和操(cao)作行為，逐項查找存在(zai)的問題……在(zai)山(shan)西焦煤安全(quan)生產一(yi)線，每天都活躍著班(ban)(ban)(ban)(ban)組(zu)長(chang)們(men)忙碌的身影。
上(shang)有千條(tiao)(tiao)線(xian)，下(xia)有一(yi)根針(zhen)。班(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)(chang)(chang)們扎根現(xian)場(chang)(chang)、直面(mian)挑戰(zhan)，是(shi)上(shang)下(xia)貫(guan)通的(de)(de)(de)(de)穿針(zhen)引線(xian)人，也是(shi)確保企業(ye)高質(zhi)量發展的(de)(de)(de)(de)堅(jian)實基礎(chu)(chu)。如何將山西焦(jiao)煤的(de)(de)(de)(de)各項要求無(wu)偏(pian)差、無(wu)遺漏地(di)傳(chuan)達(da)給全體一(yi)線(xian)職工(gong)(gong)？如何把(ba)安(an)(an)全措施(shi)精準落(luo)實到每個作業(ye)環節(jie)？如何在復雜地(di)質(zhi)條(tiao)(tiao)件(jian)下(xia)高效組(zu)織(zhi)生(sheng)(sheng)產？如何把(ba)幾十名性(xing)格各異的(de)(de)(de)(de)職工(gong)(gong)緊(jin)緊(jin)“擰成一(yi)股(gu)繩”？……凡此種(zhong)種(zhong)，考(kao)驗著班(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)(chang)(chang)的(de)(de)(de)(de)吃(chi)苦(ku)耐勞(lao)精神、責任擔當意(yi)識和(he)專業(ye)管理(li)素(su)養。班(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)(chang)(chang)隊(dui)伍建(jian)設(she)(she)是(shi)關乎企業(ye)長(chang)(chang)(chang)遠(yuan)發展的(de)(de)(de)(de)戰(zhan)略性(xing)、基礎(chu)(chu)性(xing)工(gong)(gong)程。我們必須在能(neng)力(li)建(jian)設(she)(she)上(shang)持續(xu)用力(li)，才能(neng)讓班(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)(chang)(chang)成長(chang)(chang)(chang)為工(gong)(gong)作中的(de)(de)(de)(de)多面(mian)手，更好(hao)地(di)守牢班(ban)(ban)(ban)(ban)(ban)組(zu)這塊事關安(an)(an)全、生(sheng)(sheng)產、效益的(de)(de)(de)(de)前沿陣地(di)。山西焦(jiao)煤黨委(wei)在2026年安(an)(an)全環保工(gong)(gong)作會上(shang)提出“12335”工(gong)(gong)作路徑(jing)，要求狠抓五項重點工(gong)(gong)作，班(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)(chang)(chang)能(neng)力(li)提升就是(shi)其中一(yi)項。大會提出要“通過(guo)調整考(kao)核機(ji)制、加強待遇保障等(deng)措施(shi)，進一(yi)步引導班(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)(chang)(chang)、跟班(ban)(ban)(ban)(ban)(ban)隊(dui)干把(ba)更多精力(li)聚焦(jiao)到現(xian)場(chang)(chang)安(an)(an)全管理(li)上(shang)來”，這一(yi)舉措直面(mian)班(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)(chang)(chang)隊(dui)伍建(jian)設(she)(she)最迫切、最集中、最需要解決的(de)(de)(de)(de)問題，是(shi)山西焦(jiao)煤針(zhen)對性(xing)作出的(de)(de)(de)(de)科(ke)學(xue)頂層設(she)(she)計。
狠抓班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)能(neng)力(li)(li)(li)提升(sheng)，還必(bi)須強(qiang)化專業能(neng)力(li)(li)(li)、調整(zheng)考核(he)機(ji)制、明確權責劃分(fen)。強(qiang)化班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)專業能(neng)力(li)(li)(li)提升(sheng)，是(shi)鑄(zhu)就(jiu)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)安(an)(an)(an)全(quan)(quan)(quan)管理(li)“硬實力(li)(li)(li)”的(de)(de)重要(yao)(yao)抓手。要(yao)(yao)改(gai)“大水漫灌(guan)”為“靶向教(jiao)學”，通過專題培訓、現場實操(cao)(cao)指導(dao)等方式，不(bu)(bu)斷(duan)提升(sheng)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)隊伍的(de)(de)安(an)(an)(an)全(quan)(quan)(quan)管理(li)、風險防控與(yu)(yu)應急處置(zhi)能(neng)力(li)(li)(li)，使(shi)其(qi)(qi)(qi)真(zhen)正成(cheng)(cheng)為守護安(an)(an)(an)全(quan)(quan)(quan)的(de)(de)行家(jia)里(li)手。要(yao)(yao)調整(zheng)考核(he)機(ji)制，形(xing)成(cheng)(cheng)與(yu)(yu)崗位(wei)職(zhi)(zhi)責、工作(zuo)成(cheng)(cheng)效相匹配的(de)(de)考核(he)體系，對實現安(an)(an)(an)全(quan)(quan)(quan)生產、隱患排查到位(wei)、應急處置(zhi)得當的(de)(de)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)給予重獎，對出現安(an)(an)(an)全(quan)(quan)(quan)問題、履職(zhi)(zhi)不(bu)(bu)到位(wei)的(de)(de)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)追責問責，以(yi)此(ci)激發他們主(zhu)動抓安(an)(an)(an)全(quan)(quan)(quan)、全(quan)(quan)(quan)力(li)(li)(li)保安(an)(an)(an)全(quan)(quan)(quan)的(de)(de)內生力(li)(li)(li)。要(yao)(yao)明確權責劃分(fen)，清晰界定(ding)跟班(ban)(ban)(ban)(ban)(ban)隊干(gan)和班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)的(de)(de)職(zhi)(zhi)責定(ding)位(wei)，讓跟班(ban)(ban)(ban)(ban)(ban)隊干(gan)與(yu)(yu)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)各司其(qi)(qi)(qi)職(zhi)(zhi)、各負其(qi)(qi)(qi)責，避免(mian)因“既(ji)當指揮員，又當操(cao)(cao)作(zuo)員”而導(dao)致職(zhi)(zhi)責混淆帶(dai)來(lai)的(de)(de)安(an)(an)(an)全(quan)(quan)(quan)風險，有(you)的(de)(de)放矢地(di)聚焦現場安(an)(an)(an)全(quan)(quan)(quan)管理(li)。此(ci)外，還要(yao)(yao)注重構(gou)建班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)的(de)(de)發展平(ping)臺(tai)和上升(sheng)通道，進一步增強(qiang)班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)崗位(wei)的(de)(de)吸引(yin)力(li)(li)(li)。各級各單位(wei)要(yao)(yao)形(xing)成(cheng)(cheng)合力(li)(li)(li)，多措并(bing)舉(ju)，著力(li)(li)(li)改(gai)善班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)專業技(ji)能(neng)不(bu)(bu)全(quan)(quan)(quan)面、職(zhi)(zhi)業認同感(gan)不(bu)(bu)強(qiang)、上升(sheng)通道不(bu)(bu)順暢等狀況，讓班(ban)(ban)(ban)(ban)(ban)組(zu)(zu)長(chang)(chang)在(zai)成(cheng)(cheng)長(chang)(chang)上有(you)盼頭、工作(zuo)上有(you)奔頭、生活(huo)上有(you)甜頭，不(bu)(bu)斷(duan)激發他們“人努力(li)(li)(li)”的(de)(de)工作(zuo)勁頭。
當然，作為班組長(chang)(chang)(chang)也要端正自(zi)(zi)身態度、瞄準自(zi)(zi)身定(ding)位(wei)，改變“自(zi)(zi)己只是帶(dai)頭(tou)干活(huo)”“每(mei)天干的(de)活(huo)兒很簡(jian)單”“前途沒盼(pan)頭(tou)”等傳統認(ren)知(zhi)，將“人(ren)努力”的(de)主(zhu)觀(guan)能動性融(rong)入(ru)崗位(wei)，在(zai)穩(wen)(wen)扎(zha)穩(wen)(wen)打中(zhong)增(zeng)(zeng)長(chang)(chang)(chang)本領。班組長(chang)(chang)(chang)們要認(ren)識到，自(zi)(zi)己的(de)成(cheng)長(chang)(chang)(chang)是一(yi)場馬拉松長(chang)(chang)(chang)跑，而絕非一(yi)蹴而就(jiu)的(de)短(duan)期行為，要多(duo)一(yi)些(xie)“十年磨(mo)一(yi)劍”的(de)潛心耕耘(yun)，少(shao)一(yi)些(xie)“心急吃熱豆腐”的(de)功利心態；多(duo)一(yi)些(xie)久久為功的(de)戰略(lve)定(ding)力，少(shao)一(yi)些(xie)淺嘗(chang)輒(zhe)止的(de)短(duan)視思維。班組長(chang)(chang)(chang)唯有在(zai)崗位(wei)上主(zhu)動擔當、迎難(nan)(nan)而上，在(zai)攻(gong)堅克難(nan)(nan)中(zhong)磨(mo)礪本領、增(zeng)(zeng)長(chang)(chang)(chang)才干，才能積(ji)蓄成(cheng)長(chang)(chang)(chang)勢能，帶(dai)領員工們披荊斬棘、攻(gong)堅克難(nan)(nan)，真正發(fa)揮(hui)好“兵頭(tou)將尾(wei)”的(de)作用(yong)。
班(ban)(ban)組長優(you)，則班(ban)(ban)組強。只要以(yi)務實(shi)的舉措選用好、培養好、發(fa)展好每一個班(ban)(ban)組長，就一定能(neng)打(da)造(zao)出一支素質優(you)良、能(neng)力突出、敬業奉獻(xian)的班(ban)(ban)組長隊伍，為企業高質量發(fa)展構筑起最堅實(shi)、最活躍的“戰斗單元”。
