BIZCHINA / Energy & Mining
10th Five-Year Plan
Updated: 2006-04-18 11:27
The Tenth Five-Year Plan of the Mining Industry and its Development
The mining industry is composed of ferrous metals, non-ferrous metals and
non-metal mining and dressing industries.
The world's mining industry echoes the trend of trade globalization.
Therefore, China's metallurgy industry will be developed on the basis of
a stable supply of iron ore resources and an optimal allocation of
mineral resources in the global context. Making the best of "the two
kinds of resources (domestic and overseas)" will be a long-term strategy
of China's metallurgy industry.
Specific measures include stable supply channels, multinational policies,
diversified trading models, such as common trading and long-term
contracts on buying mines, as well as encouraging companies to jointly
operate mines with overseas companies. On one hand, China should pursue
the maximum economic benefit; on the other hand, a competition pattern
with comprehensive elements through various channels and by different
means is also necessary.
China's coastal and middle and downstream Yangtze River areas enjoy
convenient shipping conditions. However, these regions lack domestic iron
ore resources. Companies in these areas may better import iron ore. While
inland companies are mainly dependent on domestic iron ore, with imported
iron mines as a supplement, inland companies should determine their scale
and production level according to their resource conditions.
Technical innovation can be conducted in ideal domestic iron mines to
boost production capacity and benefits. Mines with favorable resources
and production conditions may be subjected to new construction models to
support their continuing operation.
-- Major policies and measures:
To enhance macro control by economic, legal and administrative means;
when appropriate to amend industrial polices to comply with the demand of
development and trend of science and technology; to accelerate the
formulation and amendment process of current standards, statutes and
regulations; to establish a market-management system gradually guided by
standards, statutes, regulations and other technical and economic means;
to build an effective and standardized market admittance and withdrawal
mechanism.
To reduce the mineral-resources tax of integrated mine complex to the
level of independent mines; to reduce tariffs on imported iron ore; to
lift taxes on exported metallurgical products; to study such problems as
regulatory taxes of backward products and to find solutions in
cooperation with the financial and taxation departments.
To support "dried-up" mines by offering preferential policies on
production conversion funds, closedowns and bankruptcies. Since domestic
iron ore, chromium ore and other resources are not adequate, steel
companies are encouraged to invest overseas and run mines cooperatively
with their foreign counterparts.
Non-ferrous metal mining and dressing industry
1) Guiding principles
To accelerate structural adjustment, with the market as its orientation,
economic benefit as the focus and advanced technology as the driving
force; major efforts go to developing mineral raw materials, properly
adjusting and controlling gross output, exploring the two markets and
making full use of the two kinds of resources and cultivating big company
groups that are competitive in the world market.
2) Planned objectives
Adjustment and control of gross output: In 2005, the expected gross
output of 10 kinds of non-ferrous metals under adjustment and control
will be eight million tons (1.7 million tons in copper, 3.5 million tons
in aluminum, 900,000 tons in lead, 1.7 million tons in zinc, 60,000 tons
each in tin and antimony, 12,000 tons in tungsten and 60,000 tons in
rare-earth oxide).
Product mix: Amount of copper in the copper ore concentrates: 550,000
tons; aluminum output: 6 million tons; lead and zinc ore concentrates
should maintain the current output.
Company organizational structure: Cultivate one or two big company groups
that are competitive in the global market after combination and
restructuring. Set up eight to 10 regional groups with a comparative
edge. Until 2005, the output of each top five companies in copper,
aluminum, lead and zinc should account for 75, 60, 50 and 65 percent of
the gross output respectively.
3) Major tasks
-Structural adjustment of the industry and products:
In terms of the copper industry, the development of mineral raw materials
should be given top priority; take full advantage of domestic and
overseas resources to increase raw-material supply; develop new domestic
mines and opt for an additional production capacity of 100,000 tons of
copper concentrates; overseas resources should be fully tapped by signing
long-term supply contracts, or investing in overseas mines, and
establishing stable raw-material supply bases in other countries and
regions.
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