Main experience

As a national institution, geological prospecting units have an early start in management system reform, many difficulties, few methods, great resistance, and slow progress. So far, the public welfare geological work team has not yet been established. The rest of the geological prospecting units are Carrying out internal corporate management with a business motto is far from the reform goals proposed by the State Council's Notice No. 37 [1999]. People in the industry generally believe that this is a difficult problem, and it is necessary to carefully sum up experience, make great determination, and spend great efforts to improve it further.

To summarize the main experience in geological work reform, it can be analyzed from two aspects.

Firstly, "the central and provincial levels retain some of the backbone forces responsible for basic, public welfare, and strategic geological exploration tasks." This reform design is very good. However, it only requires the Ministry of Land and Resources to establish the China Geological Survey. It does not clarify: which units, which majors, which personnel, and which equipment will be retained; how many will be retained; how to retain it; the relationship between the central and provincial retained forces is also not clear. In particular, the lack of reservation first and then localization has caused great difficulties in establishing a public welfare geological work team.

The China Geological Survey was established in mid-July 2004 as a deputy ministerial-level institution directly under the Ministry of Land and Resources, responsible for the unified deployment and organization of the implementation of national basic, public welfare, and strategic geological and mineral resources. Exploration work and unified management of the national public welfare geological survey team. It has been clarified that the bureau's establishment is 140 people, and the investigation team is required to be gradually formed. Premier Wen Jiabao has repeatedly urged the establishment of a "field army" as soon as possible, requiring the recruitment of some professional and technical backbones nationwide and improving the team structure and personnel professional structure. The current basic situation is:

(1) In the past 12 years, the China Geological Survey has been mainly responsible for the geological survey and mineral resource evaluation tasks in the new round of land and resources survey by the central government, which has improved the level of small and medium-sized enterprises in my country. Based on the scale geological survey, geochemical survey and geological environment survey, a number of mineral deposits were discovered and resource assessments were made, which provided conditions for attracting enterprises to carry out further exploration.

(2) The team of the unit under the jurisdiction of the China Geological Survey is small in size, professionally unmatched, and structurally unreasonable. In addition to the recently centralized Golden Armed Police Force, the number is only more than 10,000. The unit responsible for the China Geological Survey cannot undertake the special geological work projects of the land and resources survey, and 2/3 must be entrusted or outsourced to other geological units to implement project liaison and business guidance relationships.

(3) Other special geological work projects funded by the central government, such as oil and gas geological surveys, crisis mine replacement resource prospecting, foreign mineral resource risk exploration, and geological exploration funds and other exploration projects, are organized by different agencies. implementation.

The practice of reform has proved that without a first-class geological survey team, it is impossible to support the first-class China Geological Survey. The reasons for the failure of the China Geological Survey to build strength are:

(1) In the overall plan for the formation of the "field army" of the geological team No. 406 of the National Land and Resources Development Bureau [2001], the composition of the "field army" includes the reorganization of the geological exploration industry A more capable geological survey team and local geological survey team. In fact, the former has neither been officially designated as an organizational unit nor has it ever been listed as a unit directly under the China Geological Survey. The latter are retained by local governments and do not belong to the "field army" that takes advantage of the central government's finances. Most of them are reorganized from the ranks of the Bureau of Geology and Mineral Resources. Geological colleges have also organized geological survey institutes. They all contact the China Geological Survey through projects. The centralized units of the China Geological Survey are mainly scientific research units, with a small field investigation team and insufficient strength in geophysical, geochemical, hydraulic, oil and gas, and marine geological surveys. Units participating in land and resources survey projects through project contact and business guidance are actually an employment relationship. The contactees have projects this year but do not know whether there will be projects next year, let alone what projects there will be. In this unstable and loose relationship, the contacted party cannot be proactive and will inevitably find ways to survive.

(2) As an institution responsible for national basic, public welfare, and strategic geological and mineral exploration, the China Geological Survey should have fixed subjects in central fiscal expenditures. In the past 12 years, the new The replacement of the special round of land and resources survey can only be regarded as a temporary measure. In practice, some projects are contracted from the regional geological survey center to the geological survey institute and then subcontracted to the geological team. There are many procedures for project design and results acceptance, high operating costs, low individual project quotas, and low project prices. Some of these are reflected in the project There are deductions at every level during the contracting process, and there is a phenomenon of filling the "small treasury", which makes the construction units receive less funds, and some construction units have to pay out of their own pockets to ensure the minimum work requirements. Tight funding will inevitably lead to a decline in the quality of geological work.

(3) Basic geological surveys are holistic and continuous and require nationwide overall planning and orderly conduct. Geological work also has the characteristics of practice, understanding, practice, understanding again, and repeated understanding from shallow to deep. Therefore, dividing geological survey projects into very small and fragmented projects, with short construction periods, market-based contracting, and frequent replacement of construction geological teams is very detrimental to the accumulation of data, deepening of understanding, research and innovation, and talent cultivation.

Secondly, "the remaining geological exploration units have gradually been reorganized into economic entities operated and managed in accordance with market rules" and "mainly engaged in resource exploration, development and engineering exploration, while actively developing a variety of operations and services Generate income”.

It pointed out the direction of enterpriseization of geological exploration units, but did not clarify how to organize it and how to gradually separate from the business mechanism and realize the enterprise mechanism in terms of personnel system, financial management and income distribution. The current situation is:

(1) Localized geological survey units in various places retain their business nature, most of them maintain their original organizational structure, and a very few merge with bureau-level agencies. Geological exploration units continue to use central fiscal appropriations, and provide varying degrees of supplements depending on provincial fiscal conditions to provide employees with pension insurance, medical insurance, and housing subsidies, but most of them rely on the geological exploration units themselves to increase their own revenue. Retired employees in many places reported that they could not meet the "community treatment", and there were many cases of petitioning to complain.

(2) Localized geological exploration units break the boundaries of mineral types and regions by contracting with central government agencies such as regional geological survey centers, provincial geological survey institutes, crisis mine replacement resource prospecting offices, and geological prospecting fund offices. Financial projects, while undertaking exploration and engineering construction tasks from geological exploration funds and social enterprises supported by local finance. After the exploration rights were obtained for a fee, geological exploration units received very little, and many geological prospecting bureaus and teams had to go abroad through various channels to prospect for minerals and explore for development.

(3) Under the guidance of the reform idea of ??"wearing a career hat and taking the road of enterprise", the vast majority of geological exploration units adopt the approach of one set of people and two brands, and established the Bureau of Geology and Mineral Resources Or a mineral development company or engineering survey company run by the geological team. In order to adapt to the changes in job positions, the geological team has undergone internal reorganization. While employees are working in the company, they will receive corporate wages. Some supervisors will implement an annual salary system. When they retire or leave the company, they will still be handled according to the business mechanism. Some implement "new methods for new employees and old methods for old people". They sign contracts with new employees who enter the company and implement the company's employment regulations. Some companies implement a joint-stock system. Geological teams can invest in companies run by bureaus, and employees can invest in companies run by teams. Many geological exploration units have made plans and transition preparations for enterpriseization. For example, the Anhui Provincial Bureau of Geology and Mineral Exploration proposed a 10-year enterpriseization plan in the Geological Exploration Herald on July 6, 2010. Relying on high-quality exploration rights, many geological exploration units have envisioned an entrepreneurial path that integrates exploration and mineral development, planning one bureau, one group, one team, one mine, and some have already achieved preliminary results.

(4) Since geological exploration units are backed by financial allocations, in the early stages of entering the social market, in order to win projects, they often compete at low prices, providing distorted information to the market, resulting in the adverse consequences of self-deprecation. . A geological team has to do hundreds of projects a year. Many projects are only done by a few people or even one person. To complete them in the shortest possible time, they will inevitably oversimplify the geological observation and data cataloging, let alone work on in-depth research. If the investment in intellectual capital is not reflected in value, there will be less or no investment, which will have a significant impact on the quality and effect of geological work.

(5) After the Measures for the Management of Bidding, Auction and Listing of Exploration Rights and Mining Rights were promulgated in 2003, in only five or six years, the registration of exploration rights nationwide has been basically completed. According to preliminary understanding, due to poor financial strength, professional geological exploration units have only obtained about 20%, and the remaining 80% is occupied by private individuals and enterprises. Geological exploration units are often reduced to "wage workers" for mining bosses, and the value of intellectual investment is also not considered in exploration services. Geological exploration units only receive construction funds and do not enjoy a share of the value of exploration results. The consequence of the bidding, auction and listing of exploration rights is that geological exploration units do not receive preferential support and are difficult to realize the enterprise integration of exploration and mining. First, they cannot compete with social enterprises and mine owners in the registration process, and then they are deprived of the right to distribute exploration results. Geological exploration units have lost their long-standing monopoly on geological prospecting, and there is a general feeling of being marginalized. The geological survey unit's strategy is to invest less in part-time work projects, just fulfill the contract requirements, and do more with small profits. On the other hand, they actively seek development opportunities abroad. Obviously, it will ultimately have an extremely negative impact on my country's geological prospecting industry.

(6) The geological exploration funds established by the central and local governments come from fiscal revenue such as mineral resource compensation fees and from mining development to feed back the upstream geological exploration work. This is a good mechanism. However, the fund is positioned as working capital, and the income from the transfer of exploration results is required to be handed over to the finance, so it has an investment nature, and the government finance will gain the most. In addition, information must be disclosed when applying for fund projects, and the recipients will be determined through bidding. Therefore, many projects applying for funds do not have clear mining clues, and projects with mining prospects are generally unwilling to apply for fear of being snatched away by others during the bidding process.

(7) Several opinions of the Ministry of Land and Resources on building a new mechanism for geological prospecting were issued in 2010. They summarized the experience of Henan’s “Songxian Model” and “Order Prospecting” and reformed the geological work system. Many problems discovered during the process were standardized and regulated. Among them, it is required to coordinate the national geological work in order to overcome fragmentation and chaos; to promote the implementation of integrated exploration is to organically combine and arrange it in an orderly manner according to the laws of geological work; in particular, geological exploration units can participate in the sharing of knowledge, technology, management and other elements. The idea of ??risk investment and sharing of profits from prospecting results is very good, but the problem is that it must be determined through legislation and approved by the national finance and taxation authorities, and can only be implemented with relevant documents.