云南电网公司各部门、单位要按照全面创先的要求,落实公司中长期发展战略和各单位战略实施(创先)方案明确的创先目标、关键举措和行动计划,实现创先工作的整体推进。厘清思路——聚焦核心业务和关键指标,推动企业决策一级指标的全面改进。要紧紧围绕公司使命,聚焦核心业务,合理调配资源,重点关注南方电网公司明确的省公司、地市级供电单位、县级供电企业层面的企业决策一级指标,着重抓好“城市客户年平均停电时间、第三方客户满意度、综合线损率、安全生产风险管理体系评级”等4项创先关键指标,强化过程管控,关注指标背后的管理因素,促进核心业务领域和企业决策一级指标的持续改进,带动各个业务职能条线管理水平的显著提升。——“软实力”提升优先,“硬实力”改善并重创先应首先在管理“软实力”方面下功夫、挖潜力,尤其是补齐基础管理的短板,实现管理水平的迅 All departments and units of Yunnan Power Grid Company should follow the guidelines of all-round pioneering and fulfill the medium-and-long-term development strategy of the Company and the definite target, key measures and action plan of the plan implementation of each unit strategy . Clarify ideas - focus on core business and key indicators to promote the overall level of business decision-making an overall improvement. We must focus on the company’s mission, focus on core business, rational allocation of resources, with a focus on the Southern Power Grid Company clearly the provincial company, prefectural-level power supply units, county-level power supply enterprises level decision-making level indicators, focusing on “City Customer Year Average outage time, third-party customer satisfaction, comprehensive line loss rate, risk management system rating ”and other four key indicators of a record, to strengthen the process control, focusing on indicators behind the management factors to promote core business areas and business decision-making The continuous improvement of the level indicators led to a significant improvement in the management level of each business function line. - “soft power” to enhance priority, “hard power” to improve and hit the first should be in the management of “soft power” to work hard to tap potential, especially to fill in the basic management of the short board, to achieve management The level of fast