September 2 1 day is the second anniversary of the company's establishment. To this end, this newspaper specially opened a column "Crossing the Second Anniversary". In the past two years, the company has withstood the impact of the international financial crisis and the severe test of iron and steel concentrate market fluctuation. Under the correct leadership of the group company, the company has achieved leap-forward development, overcome one difficulty after another and achieved fruitful results one after another. We found that every keyword recorded the journey the company had traveled, so we tried to review the development and changes of the company through these keywords. If readers can really feel this way, that is the original intention of this newspaper ... 1, "China is the largest and world-class": On September 2 1 2008, when the mining company was founded, Wang, chairman and general manager of the group company, proposed at the inaugural meeting and unveiling ceremony of Hebei Iron and Steel Group Mining Co., Ltd. that the mining company should be built into "China's largest and world-class". This goal has become a long-term grand goal of mining companies. In 2009, the company added 3.5 billion tons of control resources. On this basis, we will accelerate the implementation of the resource strategy, vigorously promote the integration of iron ore resources in Jidong, Laiyuan, Rizo, Hanxing and other areas, actively prepare for the super-large iron ore mining in Macheng, and strive to achieve resource control of 6.6 billion tons by the end of the Twelfth Five-Year Plan and become the "first in China" with an iron concentrate production capacity of 35 million tons.
2. "Building a steel granary": In May 2009, the company put forward the specific goal of "promoting scientific development, building a first-class mine and building a steel granary" in the "Implementation Plan for Further Study and Practice of Scientific Outlook on Development Activities". This strategic goal is in line with the important purpose of Hebei Iron and Steel Group to complete vertical integration and ensure the safety of the industrial chain. This formulation has been widely recognized by employees of Hebei Iron and Steel Group Corporation and mining companies, and it should include the following contents:
Construction scale of steel granary: Hebei Iron and Steel Group will be built as the largest and world-class mining base in China. By the end of the Twelfth Five-Year Plan, the iron concentrate production capacity will reach 35 million tons, and the ore self-sufficiency rate of the Group will be 35%-40%.
The construction standard of steel granary is "high starting point planning, high quality construction and high efficiency promotion", and the construction standard is "first-class management, first-class team, first-class products and first-class environment" to build a scientific development demonstration mine.
Steel granary reserve construction: focus on controlling resources, seize the opportunity to deepen the pace of integration and promote the construction of key projects. The controlled iron ore resources amount to 4.4 billion tons, and the planned controlled resources amount to 6.6 billion tons.
Steel granary varieties: the development strategy of "double 12 1" is implemented, with iron ore mining and processing as the main body, nonferrous metals, vanadium and titanium mining and processing as the two wings, supplemented by mine construction, mining machinery, initiating explosive device manufacturing and modern logistics; In terms of resource layout, Jidong area is the main body, Rizo and Hanxing areas are the two wings, supplemented by developing resources outside the province and overseas and integrating private resources, which provides a strong resource support for the Group to accelerate its development.
33,500 tons: When Wang, the chairman and general manager of the group company, came to the company for investigation and guidance on July 20 1-2, 2000, according to the severe situation of international iron ore monopoly and domestic steel industry competition, he proposed that the iron concentrate production capacity of mining companies would reach 35 million tons at the end of the Twelfth Five-Year Plan. Wang, chairman and general manager of the company, proposed that the production capacity of iron concentrate should be increased by 5 million tons on the basis of 30 million tons at the end of the Twelfth Five-Year Plan, and the company should revise and improve its development plan according to the principle of "increasing production and expanding capacity, becoming bigger and stronger, being economical and reasonable, and accelerating development". In the next five years, the company will focus on increasing production and capacity in Sijiaying area, and on the basis of solving the two bottlenecks of stripping rock and soil and discharging tailings, expand the production capacity as much as possible and shorten the service life of the mine. Intensify the efforts to tackle key problems in the early stage of the project, concentrate all efforts to overcome difficulties, and speed up the planning and development of Macheng and Dushan mining areas, and the underground engineering construction of Shirengou Iron Mine Phase III and Heishan Iron Mine. After the implementation of the plan, the self-sufficiency rate of finished iron ore of Hebei Iron and Steel Group will reach 35-40%, which will provide guarantee for the safety of the industrial chain of the Group.
4. "Three highs": On September 2, 2008, Chairman Wang proposed the construction standard of steel granary, that is, "high starting point planning, high quality construction and high efficiency promotion". Previously, Wang proposed at the meeting of leading cadres of mining companies held on September 6 +07, 2008 that we should take Scientific Outlook on Development as the guide, aim at serving the main steel industry, aim at becoming bigger and stronger, and "plan from a high starting point, build with high quality and promote with high efficiency". In terms of high starting point planning, starting with the project design scheme, implementing the principle of "going out, please come in", investigating and studying advanced mines at home and abroad, and inviting domestic first-class design institutes and experts to guide and further optimize the design scheme; In terms of equipment, all key equipment of each mine is imported to ensure that it is in line with international first-class technology; In the project construction, adhere to the requirements of time limit, quality, investment, safety and construction content, and solidly promote the project construction. In terms of efficient promotion, the company promotes the projects under construction step by step, and at the same time prepares for the next batch of projects to be built and plans new projects; In the construction, there is no procrastination in the middle, and the pace keeps going. At present, the project under construction has the shortest cycle in China. Through hard work, three projects, Dajiazhuang Iron Mine, Longyan near Beizhuang Open-pit to Underground and Heishan Iron Mine Open-pit to Underground, were approved by the Group this year. In terms of high-quality construction, all mining methods adopt the most advanced filling method in China; Sijiaying Iron Mine transports tailings to Caofeidian, Tangshan, to reclaim land through Sicao Railway, and strives to build a circular economy.
5. "Five highs": Chairman Wang stressed at the weekly production and operation meeting on April 26th, 20 10 that all mining units should seize the market opportunity, keep a clear head, overcome blind optimism and strive to achieve "high production level, high operation efficiency, high construction speed, high work efficiency and high safety standards". The proposal of the "five highs" standard has raised five aspects of the company's work to a new standard, so that these five tasks can be promoted efficiently according to this standard.
6. "Consolidate a foundation, highlight a main line and highlight five key points": Wang, the chairman of the company, proposed at the company's 2009 work conference that the work center in 2009 should be "Consolidate a foundation, highlight a main line and highlight five key points", that is, take in-depth study and practice of Scientific Outlook on Development as the driving force, consolidate the foundation of safe production and do a good job in production, operation and project construction.
7. "Focus on one main line, highlight three key points and fight six tough battles": The key work of the company in 20 10 is "focus on one main line, highlight three key points and fight six tough battles". Guided by the spirit of the Fourth Plenary Session of the Seventeenth Central Committee of the Communist Party of China and the Central Economic Work Conference, driven by the implementation of the spirit of the group work conference, and focusing on deepening integration, fine management and scientific and technological innovation, the company should lay a good job in six tough battles: safe production, increasing production and efficiency, resource development, project construction, creating first-class mines and achieving harmonious development, and make great strides toward the grand goal of building a "domestic largest and world-class" mining base.
8. "The third stage": Wang, the chairman of the company, put forward at the second workers' congress of the first session of 20 10+ 18 that the growing new mining industry and large mining industry are in the "opportunity period of accelerating development, the golden period of achieving career and the critical period of promoting work". The opportunity period of accelerating development means that the central and local governments attach great importance to mine development and have issued a series of policies and measures to accelerate mine development. The golden period of success means that Hebei Iron and Steel, as the largest iron and steel enterprise in China, is in the growth period of structural adjustment, industrial upgrading and deepening integration. By the end of this year, 50 million tons of high-quality production capacity will be basically formed, which conforms to the national industrial policy and can stand the market test. In the critical period of promoting the work, whether it is resource integration and control, pre-project operation, land acquisition and demolition, project construction, fund raising, cost reduction and efficiency improvement, every work and every link has its particularity and complexity, which requires us to tackle key problems and make breakthroughs.
9. Two major tasks: The chairman and general manager of Wang Company put forward at the company's work meeting on July 27th, 20 10 that we should concentrate on the two major tasks of "increasing production and increasing efficiency and accelerating development" at present. The first task is to increase production and increase efficiency, that is, to do a solid job in production and operation to ensure the full completion of the annual target. The second task is to accelerate development, that is, to actively plan the realization path and promotion measures around the new goal of iron concentrate production capacity of 35 million tons. Strengthening the confidence to win and accelerating the two major tasks are the current priorities of the company.
Working concept article
10, climbing with heavy load, pioneering hard: Chairman Wang proposed "climbing with heavy load, pioneering hard" at the second workers' congress of the first session of the company on 2065438+206543818. Focusing on the arduous tasks of the 50 billion, 30 million and 6-year bases, Wang pointed out that "the so-called climbing with heavy load, The so-called hard work means making up your mind, throwing yourself down, doing practical things in a down-to-earth manner, and determined to create great things. " 1 1. Index decomposition system: At the meeting of cost-profit benchmarking and index decomposition on February 27th, 2009, the company proposed "learning from the experience of cost rejection in Handan Iron and Steel Company, and popularizing Miaogou index decomposition model in the whole company". Together with the employees of Miaogou Iron Mine, the Assets and Finance Department decomposes the factors that affect the mine cost and profit horizontally and vertically, and calculates the advanced and reasonable mine cost. The mine cost is summarized into 65 tables and subdivided into 1 192 indicators, which constitutes a scientific, standardized and mine-specific cost index system. According to the index system, it is decomposed and implemented layer by layer, forming the target cost responsibility system of "everyone carries the heavy burden and everyone has indicators on his shoulders". The company overcame the difficulty of no standard, changed the benchmark index from incomparable to comparable, and the cost index decomposition system was formed. Since then, the company has rules to follow and evidence to follow, which has played a positive role in further refining benchmarking work, controlling costs and deepening potential.
12, tackling key problems: since the company was established two years ago, it has carried out various forms of tackling key problems in production and operation. In 2009, the company established six key research teams, namely, cost and profit research team, labor employment system optimization research team, energy saving and consumption reduction research team, key project process investment optimization research team, outsourcing business cleaning and standardization research team, and production increase and quality improvement research team. 20 10 based on the six research teams last year, the research teams for the preliminary work of the project were added and seven special research teams were established. The research group has clear goals and key breakthroughs, paving the way for completing the annual production and operation goals and escorting them.
13. measures to tap potential and increase efficiency: at the bidding meeting on March 27th, 2009, the company put forward ten measures to tap potential and increase efficiency. In order to further tap the potential and create benefits, the company formulated ten new measures to tap the potential in line with the situation at the 10 18+09 cost-profit benchmarking and mobilization meeting. First of all, reasonable rock stripping and scientific mining are needed to reduce the cost of rock stripping. Secondly, reducing the dilution rate of mined ore and improving the grade of mined ore benefit from ore blending management; Third, carefully organize production, carry out technical research, and improve the output and quality of iron concentrate. The fourth is to import raw material resources, process foreign ores and ask for benefits from idle equipment. Fifth, strengthen price management, reduce the price of purchased materials, and seek benefits from the market. Sixth, tap the potential of benchmarking, save energy and reduce material consumption. Seventh, strictly control expenses, limit post consumption, and reduce the inclination of various expenses to benefits. Eighth, study tax policy, financial policy and fiscal policy, and seek benefits from policies. Nine is to optimize labor organization, improve the productivity of employees' physical labor, and reduce outsourcing and outsourcing. Tenth, the assessment system of economic responsibility system should be serious, and unrealistic assessment terms should be adjusted in time to benefit from management. Ten measures to tap the potential and increase efficiency plan to create benefits of more than 500 million yuan.
14. working group of cost consultation and diagnosis: in view of the heavy tasks and burdens of some mines, the cost index has remained high. According to the company's arrangement, from August 20 to 22, 2008, led by the Asset Finance Department, together with the production and operation department, equipment mobility department, labor and personnel department, discipline inspection commission and other departments, a cost consultation and diagnosis working group was formed to go to Chengde Heishan Iron Mine to diagnose and analyze the problems existing in cost management and the measures to be taken next. From August 24 to 26, 2008, the working group of cost consultation and diagnosis went to Longyan Mining Company to diagnose and analyze the problems existing in cost management and the measures to be taken next. The diagnosis team went deep into the mine department and mine site in batches to diagnose, find out the loopholes and gaps in the mine, analyze the diagnosis results, and sort out the projects that can continue to tap the potential. Finally, the diagnosis team communicated with mine leaders and collected opinions from various departments of the mine, and put forward directional suggestions for the next potential tapping work of the mine, which is helpful for the mine to improve its internal potential tapping ability and complete the cost index.
15, Production and Operation Support Group: Since June 2009 1 1, Ningcheng Hongda Company has been in a state of production suspension for four consecutive months due to unstable production and frequent equipment failures. In order to help Ningcheng Hongda Company reverse the passive situation of production, on March 3, 20 10, the company dispatched ten production backbones from the production and operation department, motor supply department and Chengde Branch to form a helping group and went to Ningcheng Hongda Company to help it straighten out production. On March 20th, the company transferred 12 capable maintenance personnel from bangmoshan iron mine and Shirengou Iron Mines to support Ningcheng Hongda Company's ore crushing maintenance work. During the period of assistance, the members of the mission overcame the harsh climatic conditions and developed a work style that is particularly hard-working and particularly capable of fighting. On April 13, the company went to the help team of Ningcheng Hongda Company to successfully complete all the help tasks and returned home in triumph. After more than 40 days of assistance, the assistance group put forward 64 written suggestions, focusing on solving the company's problems in equipment management, production, technology and daily management. With the joint efforts of the members of the aid group and Ningcheng Hongda Company, the equipment condition of Ningcheng Hongda Company has been improved in stages, and the operating rate has increased from 88.48% in March to 96%. 49866.88686888686
16. Production and operation performance: 2009 was the first complete year of the company's overall development. Within one year, the company's production and operation developed healthily, and the objectives and tasks issued by the group were fully completed. In the case that some mines stopped production or semi-stopped production due to market and resource conditions, the output of iron concentrate reached 52 1 10,000 tons, setting a new historical level. The effect of reducing cost and increasing efficiency is gratifying. The unit cost of iron concentrate decreased by 29.3%, and the annual potential was tapped to increase efficiency by 766 million yuan, with a profit of 432 million yuan. In the first half of 20 10, * * company produced 2.807 million tons of iron concentrate, with a cumulative profit of 677 million yuan.