In the current situation that the cement industry is facing severe challenges, the normalization of peak staggering production has become one of the important measures to alleviate the contradiction between supply and demand. However, how can the income stability of employees be guaranteed during the 180 or 200 days of off-peak shutdown?
According to the survey, during the shutdown period, the cement enterprises mainly have the following coping strategies:
First, direct layoffs: at a time when the profits of cement enterprises have shrunk significantly or even lost money. Reducing labor costs by optimizing layoffs has become one of the key strategies for some enterprises to improve operational efficiency.
Second, salary adjustment: in the shutdown stage, according to local laws and regulations, enterprises pay minimum wages to employees, or reduce or deduct performance pay, and the actual wages are greatly reduced.
The third is personnel transfer: the subsidiaries in the region are transferred to each other, for example, when factory A stops production, employees go to work in factory B, and when factory B stops production, employees go to work in factory A.
Fourth, the merger of positions: the merger of similar or complementary positions, so that employees take on more work, but the salary does not increase.
Fifth, transfer posts: transfer the optimized employees after the post merger to the canteen, security, greening and other previously outsourced posts.
"Enterprises are difficult, and our employees are even more difficult." Many employees of cement enterprises said helplessly.
To sum up, the continuous extension of peak staggering days in the downturn of the industry has had a great impact on the income of employees. In the critical period of transformation and upgrading of the cement industry, the future of employees is not only an economic issue, but also a social responsibility issue, which requires careful consideration and thorough planning by enterprises.
In the Notice on Further Improving the Normalized Peak-Staggered Production of Cement (MIIT Lianyuan [2020] No.201), it is required to coordinate and plan as a whole and properly handle the relationship between peak-staggered production and operation management: all cement enterprises should plan ahead and organize scientifically to ensure the supply of cement market and the wages and benefits of employees. During the peak-staggered production period, we should coordinate the maintenance and technical transformation of cement kilns and environmental protection facilities, focus on improving the production environment, deepen environmental management, give full play to the role of trade unions, and carry out colorful staff activities in combination with business work. Key enterprises should give full play to their leading role, continue to promote the modernization of industry governance system and governance capacity, do a good job of "six stability" and implement the task of "six guarantees".
Stabilizing employment, ensuring the employment of residents and ensuring the basic livelihood of the people are the important contents of "six stability" and "six guarantees", which are the major events that cement enterprises must plan ahead during the period of peak staggering and shutdown. As a cement enterprise, how to place employees should be subordinated to the overall situation of "six stability" and "six guarantees".
