The first geological brigade of Xinjiang Bureau of Geology and Mineral Resources (hereinafter referred to as Xinjiang No.1 Team) is located in Shanshan County, Xinjiang, formerly known as the first geological brigade of the Ministry of Geology. 1976 During the iron ore exploration conference, it was transferred from Yunnan to Xinjiang, and then to Xinjiang Bureau of Geology and Mineral Resources, and then took root in Xinjiang. In 2006, the number of employees in the whole team was 58 1 person, and there were 125 people with middle and senior titles. Retired workers 1089.
At present, the total assets of the team are 233 million yuan, including 200 million yuan in fixed assets. In 2004, the total output value of the whole team exceeded 400 million yuan, accounting for 1/3 of the output value of Xinjiang Bureau of Geology and Mineral Resources. Its mining development output value has exceeded 300 million yuan, and it is also one of the geological teams with a large mining output value in China, with an annual profit of 654.38 billion yuan and an annual tax payment of 60 million yuan. From 2002 to 2006, the total economic output was 2.2 billion yuan, the income was 2.08 billion yuan, the added value of production was 975 million yuan, the profit was 500 million yuan, and the tax paid was 300 million yuan. Compared with 200 1, the total economic output in 2006 increased from 654.38+65 million yuan to 727 million yuan, an increase of nearly 4.4 times, with an average annual growth rate of 34.49%. The per capita annual income of employees reaches 40,000 yuan.
In the early 1990s, internal enterprise management was tried out, and Turpan Jinyuan Mining and Metallurgy Co., Ltd. was established in 1996, and operated as an enterprise with "one organization and two brands". In addition to the functional management department, the second-level unit of the team also includes 7 geological and mineral exploration institutes, laboratories, exploration companies and Baodi Company, which operate Wutonggou and other 12 mines. The local related mines are: Yingshitan Gold Mine No.1 Plant, Matoutan Gold Mine (concentrator), Hongyuntan Iron Mine and Baodi Pelletizing Plant. Xinjiang Baodi Mining Company, Hami Xinfuyuan Mining Company, Xinjiang Tongxing Mining Company, Shanshan Cai Hong Mining Company, Shanshan Yinxing Mining Company, Shanshan Zhonghe Mining Company, Xinjiang Shengbao Mining Company, Xinjiang Huayuan Tongsheng Mining and Metallurgy Company, etc. At present, the team is not only engaged in geological exploration and engineering exploration, but also engaged in iron, gold, silver, copper and metallurgy.
Over the past 40 years, especially since 10, the brigade has developed from a single geological exploration team into a resource-based group enterprise integrating exploration, mining, metallurgy, engineering, repair, commerce and property. Specializing in geological exploration, applied geophysical exploration, applied geochemical exploration, experimental testing, core drilling, heavy oil well drilling, engineering exploration, engineering surveying and mapping, computer drawing and other projects, engaged in the mining, smelting and deep processing of iron ore, gold ore, silver copper mine, lead-zinc mine and other minerals, producing iron concentrate, silver concentrate, copper concentrate, lead-zinc concentrate, magnesite powder and lead-zinc concentrate. Product production and sales are booming, and demand exceeds supply. Since the establishment of the team, * * * has undertaken 246 geological projects and discovered, explored and evaluated 170 mineral deposits. Major prospecting breakthroughs have been made in Hami Tuwu super-large copper mine, Shanshan Quanda silver-copper mine, Hami Kuzishan large-scale potash mine, Changji Saridara large-scale gold mine and Shanshan Caixiashan large-scale lead-zinc mine. Five polymetallic deposits with good development prospects, such as Jiyuan, Huanglongshan, Caixiashan, Dongxia and Feng Bing, have been newly discovered. It is one of the geological prospecting teams that undertake the most geological projects and make the most breakthroughs in prospecting in China.
Second, the reform and development model.
The current reform and development model of Xinjiang No.1 Team can be summarized as the integration of exploration and development and the integration of exploration, mining, industry and trade.
(A) the background of choosing an integrated exploration and development model
The integrated development road of exploration and development of Xinjiang No.1 Team has gradually come out in the long-term practice. It has gone through three stages:
(1) Early mining development stage (1980s). Since 1980s, the whole geological exploration task has been reduced year by year, and the geological exploration economy has fallen into a trough. In particular, Xinjiang No.1 Team is located in a remote area where "four do not rely on", and under the great pressure of survival and development, it began to explore new development paths. Among them, a mining team was set up under the permission of the national policy at that time, and a small-scale mining development road began. In 1980s, a team mined three iron ores, one chrome ore, one salt mine, one coal mine and one magnesite. At this stage, about 90% employees are engaged in geological exploration, and the rest are mainly engaged in mining activities. The "first bucket of gold" earned by mining development laid the embryonic form of the development model of Xinjiang No.1 Mine.
(2) Mining and development stage (1990s). The promulgation of "People's Republic of China (PRC) Mineral Resources Law" and its three supporting laws and regulations clarified the property right status of mining rights. On the basis of summing up many years' development experience, Xinjiang No.1 Team, in view of the new situation of geological prospecting reform and development, established geological prospecting as the main business, and implemented "one team, two systems", that is, the professional forces of geological prospecting actively undertook the tasks inside and outside the national budget, liberalized and enlivened diversified businesses focusing on mining development, established Turpan Jinyuan Mining and Metallurgy Company, and adjusted the industrial structure, focusing on mining and selling, supplemented by gold selection and metallurgy. By the end of 1990s, four joint gold beneficiation and smelting plants had been established, and two iron mines had been expanded. The total economic output value of the whole team exceeded 1 100 million yuan.
(3) Comprehensive development stage (since the end of 1990s). After nearly 20 years of practical exploration and the recovery of mining market, Xinjiang No.1 Team decided to make mining development a pillar industry bigger and stronger. On the one hand, actively strive for exploration projects, carry out rolling project establishment, strive to achieve a breakthrough in prospecting, and lay a resource foundation for mining development; On the other hand, by integrating the strength of mineral development, expanding the scale of development, marching into the field of mineral deep processing, forming an industrial chain of mining, selection, smelting and trade. During the Tenth Five-Year Plan period, Xinjiang No.1 Team established six mining companies, built six rare and expensive nonferrous metal concentrator and built two industrial parks (Shandong Precious Metal Industrial Park and Lianmuqin Ferrous Metal Industrial Park) based on its own resource base. In this way, by extending the industrial chain to downstream deep processing, the profit space is greatly increased and industrial upgrading is realized.
(two) the main institutional arrangements and operational ideas of the exploration and development integration model.
The integrated exploration and development mode of Xinjiang No.1 Team is mainly to try out the management mode of "one team, two systems", that is, to separate the personnel and equipment engaged in geological prospecting and mining development and implement different management mechanisms, policy guidance and management methods.
The general idea is: take geological prospecting as the center, promote mining by prospecting and promote prospecting by mining. Form a virtuous cycle mechanism of "prospecting-mining-return compensation-re-investment in prospecting": ① The geological prospecting team is relatively independent of the whole team's economy and is a "lean small geological team", independently undertaking geological prospecting projects inside and outside the budget, actively serving the mining development of the brigade and implementing the management of the business mechanism. ② Turpan Jinyuan Mining and Metallurgy Co., Ltd. shall be established for subordinate mining development entities, and the business model of "first-class legal person, unified management, classified accounting and self-financing" shall be implemented. Establish an independent legal person mining company through various investment forms such as investment holding and equity participation, straighten out the property rights relationship, ensure the preservation and appreciation of state-owned assets, and fully implement the modern enterprise system.
(3) the mode of operation and its characteristics
In the management mechanism, we should implement "one team with multiple systems" to promote the internal management of enterprises. Geological exploration teams and mining development entities operate separately. The former implements business mechanism management, while the latter implements enterprise management. Affiliated institutions implement asset contract management, and non-productive units implement fixed subsidy target management, earning their own price difference, bearing their own losses and retaining all profits. Organs and other institutions refer to the institutional management of institutions, and the funds of institutions are paid in one lump sum.
Carry out the economic responsibility system combining responsibility with rights. Implement full-time labor contract management for all employees in the team, establish an internal labor market, implement the method of combining internal adjustment and two-way selection between employers and workers, break the identity boundary between cadres and workers, select the best employees and compete for posts; Introduce the wage distribution control mechanism with efficiency and benefit as the core, implement the method of linking work efficiency, try out the wage distribution system for junior workers in enterprises, change the year-end payment of benefit wages into quarterly reward payment, and reward those who have made outstanding contributions.
Third, the results achieved.
The main achievements of the integrated development model of exploration and development of Xinjiang No.1 Team are as follows:
(A) to enhance economic strength and industrial competitiveness
Xinjiang No.1 Team has developed from a single geological prospecting industry to a diversified economic development pattern based on geological exploration, mining development as the leading industry, engineering exploration and diversified operations, and has made great efforts to build a "land mining industry", with obvious results. First, the economic strength has been significantly enhanced. Through mining development, a number of economic growth points have been cultivated and built, and two second-and third-class enterprises 12 with output value exceeding 20 million yuan have been built. The comprehensive strength of the brigade ranks first among the top ten enterprises in Turpan. Second, industrial competitiveness has improved significantly. The basic position of Xinjiang No.1 geological prospecting industry has been strengthened, and the leading advantages of ferrous metal, precious metal, nonferrous metal and nonmetal mining industry have been highlighted. Two industrial communities have begun to take shape, and 90% of the 14 development project has achieved results. The output value of mining development increased from 65.438+0.8 billion yuan in the Ninth Five-Year Plan to 570 million yuan at the end of the Tenth Five-Year Plan, with an average annual growth rate of 39.43%, accounting for 965.438+0% of the team's total economic output. The income of employees has increased rapidly. The average annual income of registered employees increased from 20,000 yuan in 2002 to 40,000 yuan in 2006, with an average annual increase of 20%. Employees' welfare, medical insurance, pension and housing accumulation fund have been effectively guaranteed, working conditions and living environment have been greatly improved, and employees have enjoyed various benefits brought about by economic growth.
(2) Continuous breakthroughs have been made in prospecting achievements.
Benefiting from the virtuous circle of exploration and development, it directly stimulated the enthusiasm and initiative of the geological prospecting team. Over the years, Xinjiang No.1 Team has invested more than 654.38+0.5 billion yuan in exploration funds. According to the general idea of "deepening the northern Tianshan Mountains, focusing on the central and southern Tianshan Mountains, opening up the western Tianshan Mountains, exploring new areas, and making key breakthroughs", making full use of the latest geological science and technology theory, relying on advanced geophysical and geochemical exploration, prospecting engineering, experimental testing and other detection technologies and excellent geological equipment, more than 40 ore occurrences of various types have been discovered. Some deep blind ore bodies have been delineated, and the comprehensive research on the periphery of the mine has made a breakthrough. The rights-safeguarding copper-silver mine has filled the prospecting gap of medium-sized silver mines in the autonomous region, and the scale of Caixiashan lead-zinc mine, Jianshan magnesite mine, Yuquanshan graphite mine and Montenegro polymetallic mine is expected to reach a larger scale.
(3) A smooth linkage mechanism for exploration and development has been formed.
On the one hand, it breaks through the limitation of prospecting in geological prospecting units in the past and avoids the disadvantages of not considering the technical and economic conditions of subsequent development of resources (forming a large number of mines). On the other hand, the integration of exploration and development has promoted the orderly connection between exploration and development and the subsequent mining, selection, metallurgy and trade industrial chain. The integration of exploration and development has created a successful profit model for the geological prospecting industry and formed a stable industrial chain, that is, geological exploration is regarded as one of the important links of the whole industrial chain. The integration of exploration and development has broken through the limitation that geological prospecting units only manage mineral rights. Development and exploration are not separated, and exploration is the main business of geological prospecting units. As far as the current situation is concerned, for geological prospecting units, simple labor or simple development is unsustainable. Only when the two are effectively connected can a stable industrial chain be formed.
(d) Promote the integration of geological prospecting units into local economic development.
The implementation of the integration of exploration and development has promoted the direct transformation of exploration results into real productive forces and clarified the role of geological prospecting units in promoting regional economic development. After the localization of geological prospecting units, through the implementation of exploration and development projects, the links between geological prospecting units and localities in economy, trade, industry and commerce, taxation and environmental protection have been greatly deepened. The localized geological prospecting units are closely integrated with the local economy for common development, and the "fence" between the geological team and the local society is demolished. Nowadays, the first team of mining development enterprises in Xinjiang has become a local financial giant and made great contributions to the local economy. From 2002 to now, various local taxes have reached 300 million yuan. In 2006 alone, the tax paid was close to 1 100 million yuan. As a leading enterprise in local mining development, Mining Development First Group has also promoted the development of local related industries, promoted social employment, and the local departments and the masses have generally improved their understanding of geological teams. The captain of Xinjiang No.1 Team is also the deputy magistrate of Shanshan County, and plays an important role in directly participating in local economic and social affairs.
Fourth, the problems reflected.
The main problems reflected in the investigation of the integrated development model of exploration and development of Xinjiang No.1 Team are as follows:
(A) exploration and development integration model has certain limitations.
While seeing the positive effect of integrated exploration and development model on the development of geological prospecting economy, we should also objectively see that compared with domestic and foreign mining companies, geological teams do not have the advantages of technology and talents in mining development at present, and the mining development is low-level and irregular. At present, all the mines and concentrator of Xinjiang No.1 Team belong to small and medium-sized scale. Some mining development projects also follow the practice of "exploration while mining" in the past, and most of them belong to resettlement mining development projects, and their production is not very standardized. Moreover, mining is a high-risk and high-risk industry, which challenges the traditional management of geological prospecting units such as safety management and environmental management. In the survey, the comrades of the geological team also admitted that they were not competitive compared with large mining companies, especially in mining, mineral processing and metallurgical technology and talents.
(2) The talent problem is very prominent.
It is reflected in two aspects: first, mining development challenges the talent structure of geological prospecting units, and the integration of exploration and development requires geological prospecting units to adjust the existing talent team structure; Second, the integration of exploration and development has aggravated the shortage of geological professionals in geological prospecting units. At present, the geological and technical strength of local exploration units is facing a shortage, and the development of various mines requires a certain number of mine geologists, who are often drawn from field geological and technical personnel. This further aggravates the demand contradiction of field geologists who are already very nervous. We are worried that it may weaken the exploration technical strength of geological prospecting units to some extent.
(3) Can the existing integrated exploration and development model form a sustainable industrial operation model?
The foundation of integrated exploration and development mode is the guarantee of resources, which requires continuous exploration investment and continuous exploration of new discoveries. Most of the existing exploration and development integration projects of geological prospecting units are based on the accumulated results of long-term geological work in the past. Most of the development projects are the result of the combination of state investment and self-financing investment, and at least a considerable part of them are "living on their laurels", which can also be said to be "another form of dual-track system" (of course, this can also be regarded as a policy support for the reform of geological prospecting units by the state). In the investigation, it was found that the development risk of most mines was extremely high, because they did not reach the level of detailed exploration. Concentrators built on these mines often face the situation of exhausted ore sources. Many mines have to explore and increase their reserves while mining to ensure a certain third-class mine reserves. According to the investigation, if the new resources are not expanded, the existing resources of Xinjiang No.1 Team can only be exploited and developed for 3-5 years.
(D) The lagging reform of property rights system has become the bottleneck of reform and development.
At present, geological prospecting units basically stay in the reform stage of internal enterprise management, that is, the so-called "wearing the hat of public institutions and taking the road of enterprise". This kind of reform in the state of "no business, no enterprise" will inevitably make the reform of geological prospecting units stay at the shallow level of internal management system adjustment because it does not touch the deep-seated problems such as property rights system. Especially for some geological prospecting units that have developed rapidly in recent years, because the reform of property rights system is not in place, it is impossible to make deep breakthroughs in income distribution system, personnel system and enterprise capital operation. According to the investigation of Xinjiang No.1 Team, with the increase of monetary economy, besides the geological prospecting expenses, the cash flow of mining industry has reached several hundred million to several billion yuan. The financial management is complex, and the capital flows frequently and frequently, which brings challenges to the financial management of a geological prospecting unit with public institutions as its shell. The bank granted it a grade credit, but the geological team's investment of 100 million yuan was all its own funds. In the concept of capital operation and risk sharing mechanism, geological prospecting units are relatively backward. In terms of personnel system and distribution system, due to the unbalanced development of various units under the Geological Exploration Bureau, the reform and development of each unit are mutually restricted under the current system, which restricts the rapid development of geological exploration units. In the investigation, we realize that the reform within the system can only solve the problem of survival, but not the sustainable development of geological prospecting units. Without the reform of property rights system, it is difficult to avoid repeating the old road of state-owned enterprises in the past, even if it develops faster and on a larger scale. Reforming the property right system and establishing a modern enterprise system is an important task and link for the next development of geological prospecting units like Xinjiang No.1 Team.
Verb (abbreviation of verb) conclusion and suggestion
Through the practical investigation of Xinjiang's "exploration and development integration, exploration and mining industry and trade integration", we can form the following understanding:
(1) The theoretical basis of the integrated operation mode of exploration and development is that mineral exploration is a high-risk and high-input production activity, and it must rely on the subsequent mining development to realize the return on income and form a complete cash flow of industrial investment. Under the planned economy system, exploration and development are two independent departments in the mining economy ("production workshop"), and exploration investment realizes capital turnover through "financial cycle"; Under the current system, public welfare geological work and commercial exploration run separately, and enterprises become the main body of exploration and prospecting, which inevitably requires mineral exploration investment to be realized in the "small cycle within enterprises". The integration of exploration and development is one of the important profit models of mineral exploration industry.
(2) From the legal point of view, the integration of exploration and development is one of the concrete manifestations of "priority" of mining rights. Article 6 of the Mineral Resources Law of People's Republic of China (PRC) stipulates: "The prospecting right holder has the right to carry out the specified exploration operations in the designated exploration operation area and has the right to obtain the mining right of mineral resources in the exploration operation area first." The State Council's Decision on Strengthening Geological Work also clearly points out: "Encourage state-owned mining enterprises to combine exploration and mining, set up internationally competitive mining companies or enterprise groups, and improve their ability to participate in exploration and mining of mineral resources at home and abroad. Encourage state-owned geological prospecting units to establish joint ventures and cooperation with social capital to form mining companies or geological technology companies. " The advantages of geological prospecting units in mining development are as follows: first, geological prospecting units have geological data formed for a long time in the past; Second, geological prospecting units have mastered the law of mineral occurrence in this area; Third, geological prospecting units have the advantage of mining rights; Fourth, geological prospecting units have preferential policies and conditions endowed by policies and regulations. This will easily form the core competitiveness of enterprises.
(3) The integration of exploration and development is of great practical significance to the reform and development of geological prospecting units. First, the integration of exploration and development has solved the problem that mineral exploration is gradually integrated into the mining industry in practice ("melting land into mines"); Second, it provides an important way for the reform and development of state-owned geological prospecting units and forms one of the sustainable and stable profit models of geological prospecting industry. Mining projects that have been successfully explored and transferred to development have provided relatively sustained and stable cash flow for geological prospecting units, forming pillar industries and leading industries of geological prospecting units. The formation of leading industries is a necessary prerequisite for geological prospecting units to carry out enterprise reform. Whether an industrial chain can be formed and how to construct it are the core of the reform and development of geological prospecting units. The premise of enterprise geological prospecting units is that geological prospecting units should have industries, main businesses and leading industries. Can a stable industry be formed simply by groping? There are primary mining companies (resource companies) abroad that specialize in exploration. However, foreign first-class companies are generally small, with 3-5 people, flexible management mechanism and no burden. An enterprise may "grow bigger on the spot" because of a major prospecting discovery, but it may also lose all its money. For geological prospecting units, only by extending downstream and forming a stable industrial chain can a sustainable and stable profit model be established. The mining industry itself has life cycle problems. If we simply engage in mining rights management, the life cycle will be shorter and it will be more difficult to form a sustainable industrial model. This is the significance of the integration of exploration and development to the development of geological prospecting units.
(4) The integrated mode of exploration and development needs correct guidance. The integration mode of exploration and development conforms to the inherent economic law of mining production and is conducive to promoting the reform and development of state-owned geological prospecting units. However, the direction of exploration and development integration should not be limited to the exploitation of geological teams. The way to realize the integration of exploration and development can not be limited to the direct development of mining industry by geological teams, but also should be based on local conditions, such as "opening when appropriate, turning when appropriate, and combining when appropriate". For large mines, geological prospecting units should be encouraged to cooperate with large mining groups, improve technology and scale, improve the level of development and utilization, and realize complementary advantages with mining groups. In addition, on the whole, the advantages of most state-owned geological prospecting units are still in exploration. To implement the integration of exploration and development, we should give full play to the technical advantages of exploration talents in geological prospecting units, use their exploration technology and mining rights to form their own core competitiveness, strengthen the complementary advantages with relevant development units, and effectively guide geological prospecting units to embark on a higher level and sustainable mining development road. Therefore, it is necessary to actively guide geological prospecting units to take the development road of integration of exploration and development and promote their standardized and healthy development.
(July 2007)