Ideological guidance unites us as one. They thoroughly implemented the spirit of the Shandong Energy Group's conference on reform and Innovation as well as High-Quality development through Overcoming Difficulties and Making Progress. Centering on the work deployment of "Five Transformations, Five Increases, and Five Enhancements", they based themselves on reality and carried out multi-dimensional education on the situation and tasks of "Three Transformations and Three Conversions".

A publicity team composed of Party and mass cadres, business managers and female workers' cadres went to the grassroots level, entered teams and work groups, and classified and stratified to publicize the situation, calculate the details and explain the goals. Through down-to-earth publicity, it aroused strong resonance among cadres and workers.

All grassroots units, based on their professional characteristics, have carried out in-depth discussion activities, focusing on efficiency improvement, cost control and other issues to pool wisdom and offer suggestions, thereby stimulating the sense of ownership among employees and their motivation to overcome difficulties and create benefits. All staff carried out the "Source Efficiency Creation, Cost reduction and Efficiency improvement, asset Revitalization, and financial Efficiency Creation" offensive action, which led to a year-on-year reduction of 88.82 yuan per ton in the total cost, representing a decline of 25.26%.

To tap the potential of internal development, calculate the "benefit account" precisely. They have deepened lean management to stimulate vitality, continuously improved systems and mechanisms such as the "Safety and Environmental Protection Performance Evaluation Measures" and the "Piece-rate Wage Contracting Management Measures", and strongly bound the core indicators of the mine with income performance. Through the "wage and efficiency linkage", they have comprehensively mobilized the enthusiasm of cadres and staff for safe production and quality improvement and efficiency creation. They adhere to the principle of "looking inward, calculating meticulously, and attacking pragmatically", striving to save a little more on what seems impossible to cut and reduce a bit more on what seems impossible to lower

Strictly implement the precise management of non-productive expenditures through "quota control + dynamic adjustment", and build a full-process electronic management model of "demand submission - multi-level approval - quota issuance - consumption write-off", strictly controlling the "process" of material usage.

Strengthen team support, equipment guarantee and technological empowerment, solidify recycling and reuse, optimize "repair and reuse + self-made processing", refine material control, and vigorously promote self-repair and self-construction for outsourced projects.

Implement the full-chain management of fund utilization, including "pre-budgeting, in-process monitoring, and post-auditing", activate idle funds, focus on precise cost-cutting, tighten the internal fund "tap", and ensure that every penny is used where it is most needed.

Deepen the coordination between production and sales, adhere to the principle of "stabilizing volume and improving quality, expanding markets and increasing income", and achieve precise matching between production and the market, as well as simultaneous improvement in benefits and scale.

Bidding and procurement strictly adhere to the "cost control". In light of the particularity of mixed-ownership enterprises, they have further standardized the bidding and procurement process, strictly plugged all the loopholes that should be plugged and firmly prevented all the risks that should be prevented, and built a "firewall" for cost control through full-process closed-loop management.

Priority was given to connecting with the centralized procurement suppliers of Shandong Energy and Zaozhuang Mining Group, and pre-inquiry was conducted for the bidding and procurement projects of materials, equipment, engineering, etc., effectively solving the problems of single supplier selection and inflated procurement prices. Since the beginning of this year, 246 pre-inquiry items have been implemented, reducing direct procurement costs by 12.46 million yuan.

We have implemented a centralized procurement and direct supply model for bulk materials, eliminated the middleman link, and reduced procurement costs by 8% year-on-year. We have actively engaged in business cooperation with JD's centralized procurement platform, established a comprehensive procurement channel with transparent prices, and truly implemented the cost-winning concept.

[From January to October]

The operational quality and efficiency of Wujiu Coal Group have been steadily improving

Non-productive expenditure was reduced by 1.75 million yuan year-on-year

Repair and reuse, self-made processing, and recycling and reuse

The cumulative output value reached 21.38 million yuan

The cost of outsourcing equipment repair was saved by 2.21 million yuan

Reduced the funds occupied by inventory materials by 2.27 million yuan

The activation of idle funds generated a profit of 9.3 million yuan

Through measures such as gangue auctions and optimization of transportation and miscellaneous fees, a sales revenue of 11.4 million yuan was generated

At present, the annual work has entered the final sprint and decisive stage. Wujiu Coal Group will continue to maintain strategic resolve, remain committed to its annual goals without slackening, focus on core tasks and make further efforts, continuously explore potential space, expand the achievements of cost reduction and efficiency improvement, and spare no effort to ensure the successful conclusion of the annual targets and tasks.