一季度，冀中能源股份公司经营压力巨大。一方面，内部复杂的生产条件给成本管控带来了巨大的困难；另一方面，煤与非煤主要产品市场的持续下行给经营效益带来了巨大挑战。面对新形势、新变化、新挑战，公司上下树立“过紧日子”的思想，深挖内潜，全力稳规模、提质量、创效益，经济运行逆势保持稳健高效。

“大精煤”战略，确保产品当期市场最大价值

抓源头，提质增量。受地质条件影响，该公司各生产矿井煤种煤质的“含金量”越来越低。越是这样，越要从源头管控煤质。为此，公司有针对性地加大商品煤考核权重，强化生产全流程煤质管控，想法设法降低原煤灰分、提高精煤回收率。邢东矿做好影响煤质因素的预测预判，从源头上确保原煤质量，使商品煤灰分一季度降低了2.03%。

在优化洗选上下功夫，全力破解工艺制约，“向创新要效益”。加快洗煤厂智能化升级改造，持续强化两级浮选浮精、煤泥干燥等技术攻关，着力打破效益“瓶颈”。东庞矿洗煤厂二次浮选项目已进入清水负荷联动试车阶段。投用后，可有效控制浮选精煤灰分，预计年创效1300余万元；郭二庄矿变“原煤全入洗”为“8毫米筛分”，有效解决了细粒机分选精度低等一系列问题，使得商品煤综合售价每吨提高了58元。

舞活销售龙头保效益。在集团公司率先建成了煤炭销售信息系统，实现了河北、山西、内蒙古一体化集中销售，提高了调煤、配煤、销售等工作效率，全力推动公司从生产煤炭向经营煤炭转变。实施产品“定制化”销售，根据市场需求，配销配发东庞矿6号煤、2号煤、9号煤，加大邢台矿肥精煤配洗力度，季度增收2000多万元。发挥“焦煤在线”平台优势，拓展网上竞拍业务，做到了产品价格的随行就市，最大限度地确保了煤炭价格。

精打细算，持续保持低成本运行态势

年初，公司党委一届五次全体会议明确提出“坚定不移实施‘低成本战略’，在巩固现有降本成果基础上，全面向重点领域和隐性成本靶向发力”的要求。该公司上下迅速响应，积极践行“过紧日子”思想，眼睛向内，苦练内功，坚决把成本控制在低位合理水平，守住经营底线。

强化“对标看齐”意识，基层各单位优先在公司内部选定立标对象，建立常态化对标分析改进机制，适时召开对标成果交流会，检验评估对标成效。

刚性执行11项成本费用提级管控措施，严格按照资金预算拨付使用，倒逼各单位各战线加强成本管控。章村矿仔细分析了过去5年成本支出费情况，并细化梳理可控成本费用13项，将整体预算指标分解到区队、到班组、到个人，激发全员降本增效积极性，一季度，仅材料费用就较计划降低近400万元。

坚持“有保有压”原则，把降本控费重点放在采面设计、巷道支护、打钻注浆等隐性浪费上面，放在物资采购、项目招标、工程施工等大额资金支出上面，实现了源头集成降本。大淑村矿加大172406工作面的资源回收力度，实施“双错布置”回采工艺，最大限度回收“三角煤”，确保了“颗粒归仓”，也进一步助推精煤回收率保持在50%以上。

全员参与，节支降耗氛围浓厚

2月18日，东庞矿机修厂制铆车间职工李清江制作“过渡顶托辊架”时，先到分拣中心查看是否有废旧材料可用。经过一番“淘宝”，他利用变形报废的H架搭配新料，完成加工制作。他介绍说：“在日常工作中，我们坚持能用旧不领新，因为我们的成本越低，浮动工资越高，收入也能更好。”

正如李清江所说，该矿不断加强独立核算单位约束和激励机制建设，将成本和费用等指标考核同职工收入挂钩，带动成本管理和经营效果全面提升。

降本增效的关键在管理，根子还在职工。冀中股份广泛开展形势任务教育，树牢“过紧日子”的思想，动员职工从自身做起、从岗位和点滴小事做起，努力培养节支降耗的“小”意识、“小”习惯。严把材料计划审批、控制、用料监督、交旧领新“四道关口”，健全完善废旧物资分类回收使用台账制度，按照谁发放谁签字、谁使用谁签字、谁回收谁签字的原则，深入挖掘物资管理的降本潜力。以岗位增值增效为立足点，广泛开展“百千万”活动，全员参与修旧利废、回收复用，想方设法“抠”效益，降低生产成本。

In the first quarter, Jizhong Energy joint-stock company operating pressure is huge. On the one hand, the internal complex production conditions bring great difficulties to cost control; On the other hand, the continuous decline in the main coal and non-coal product markets has brought great challenges to operating efficiency. In the face of new situations, new changes and new challenges, the company has established the idea of "tightening the day", dug deep inside, made every effort to stabilize the scale, improve the quality and create benefits, and maintained steady and efficient economic operation against the trend.

"Big clean coal" strategy to ensure the maximum value of products in the current market

Grasp the source, improve quality increment. Affected by geological conditions, the "gold content" of coal quality in each production mine of the company is getting lower and lower. The more this is the case, the more important it is to control coal quality at the source. To this end, the company has targeted to increase the weight of commercial coal assessment, strengthen the coal quality control of the whole production process, and find ways to reduce the ash content of raw coal and improve the recovery rate of cleaned coal. Xingdong Mine did a good job in predicting the factors affecting coal quality and ensuring the raw coal quality from the source, which reduced the commercial coal ash content by 2.03% in the first quarter.

In the optimization of washing efforts, to crack the process constraints, "innovation to benefit." Accelerate the intelligent upgrading and transformation of coal washing plants, continue to strengthen technical research such as two-stage flotation flotation and coal slime drying, and strive to break the "bottleneck" of efficiency. The secondary flotation project of Dongpang Coal washing plant has entered the test stage of clean water load linkage. After being put into use, it can effectively control the flotation of cleaned coal ash, and the annual effect is expected to be more than 13 million yuan. Guo Erzhuang mine changed "raw coal washing" to "8mm screening", which effectively solved a series of problems of low sorting accuracy of fine granulator, making the comprehensive price of commercial coal increased by 58 yuan per ton.

Dance live sales lead to ensure benefits. The Group took the lead in building the coal sales information system, realized the integration of Hebei, Shanxi and Inner Mongolia centralized sales, improved the efficiency of coal blending, coal blending and sales, and fully promoted the company's transformation from coal production to coal management. The implementation of product "customized" sales, according to market demand, distribution and distribution of Dongpang Mine No. 6 coal, No. 2 coal, No. 9 coal, increase the strength of Xingtai mine fertilizer cleaning coal, quarterly revenue of more than 20 million yuan. Give full play to the advantages of the "coking coal online" platform, expand the online bidding business, and achieve the product price with the market, to ensure the maximum price of coal.

Budget carefully, continue to maintain a low cost of operation

At the beginning of the year, the fifth plenary meeting of the company's Party Committee clearly put forward the requirements of "unswervingly implementing the 'low-cost strategy' and comprehensively targeting key areas and hidden costs on the basis of consolidating the existing cost reduction results". The company responded quickly, actively practiced the idea of "tightening the day", looked inward, practiced internal skills, resolutely controlled costs at a low and reasonable level, and defended the bottom line of operations.

Strengthen the awareness of "matching the standard", the grass-roots units give priority to selecting the standard object within the company, establish a normal standard analysis and improvement mechanism, hold a standard results exchange meeting in a timely manner, and test and eva luate the effectiveness of the standard.

Rigidly implement 11 cost and expense upgrading control measures, allocate funds in strict accordance with the budget, and force all units and all fronts to strengthen cost control. Zhangcun mine carefully analyzed the cost of the past 5 years, and detailed the controllable cost of 13 items, the overall budget indicators are broken down to the district team, to the team, to the individual, to stimulate the enthusiasm of all staff to reduce costs and increase efficiency, the first quarter, only the material cost than the plan to reduce nearly 4 million yuan.

Adhere to the principle of "have and keep pressure", focus on the cost control cost reduction on mining face design, roadway support, drilling and grouting and other hidden waste, on material procurement, project bidding, engineering construction and other large capital expenditure, to achieve the source integrated cost reduction. Dasukun Mine increased the resources recovery of 172406 working face, implemented the "double fault layout" mining process, and maximize the recovery of "triangle coal", ensuring that the "particles return to the warehouse", and further boosted the recovery rate of cleaned coal to maintain more than 50%.

Full participation, the atmosphere of savings and consumption

On February 18, Li Qingjiang, an employee of the riveting workshop of Dongpang Mine Machinery Repair Factory, made the "transition top roller frame" and first went to the sorting center to see if there were waste materials available. After some "Taobao", he used the deformed scrapped H frame with new materials to complete the processing and production. "In our daily work, we insist that we can use the old but not the new, because the lower our costs, the higher the variable salary, and the better the income," he said.

As Li Qingjiang said, the mine has continuously strengthened the construction of the constraint and incentive mechanism of the independent accounting unit, linked the assessment of costs and expenses and other indicators to the income of employees, and led to the overall improvement of cost management and operation results.

The key to reducing costs and increasing efficiency lies in management, while the root lies in workers. Jizhong shares widely carry out the situation task education, tree firm "tight day" thought, mobilize employees to start from their own, start from the post and little things, and strive to cultivate the "small" consciousness and "small" habits of saving expenses and reducing consumption. Strict material plan approval, control, material supervision, old and new "four gates", improve the classification and recycling of waste materials ledger system, in accordance with the principles of who issued who signed, who used who signed, who recycled who signed, and deeply tap the cost reduction potential of material management. Taking post value-added and efficiency as a foothold, we have extensively carried out "tens of millions" activities, and all employees have participated in repairing old benefits and waste, recycling and reuse, trying to "cut" benefits and reduce production costs.