The implementation of the "Belt and Road" development strategy is a major strategic decision made by the new central leadership collective, and it is also the development strategy of China's expansion of opening up, and China's implementation of "going out" has experienced successes, setbacks and failures, through the analysis of the problems existing in the implementation of the "going out" development strategy of mining enterprises, some useful experience and countermeasures have been inspired from it.
I. China's mining enterprises have made certain achievements in implementing the development strategy of going global, but there are still some outstanding problems
1. There is a shortage of international project management professional qualification certifiers. In the case of overseas M&A and listing of Chinese mining enterprises "going global", IPMA needs to hire qualified persons with signing rights to sign the report in accordance with the IPMA Competence Baseline, which provides an important basis for review and decision-making. Many factors such as language, national conditions and mismatch between domestic mining standards and foreign mining standards have caused many difficulties in the exchange of mergers and acquisitions and listings of Chinese enterprises, and China's working standards cannot meet the requirements of international standards. Therefore, in the process of "going global" of Chinese mining enterprises, there is an urgent need for professional engineers and qualified personnel with international registration, effectively guiding Chinese enterprises to develop and operate in accordance with international standards, and signing securities transaction reports.
2. There is a big gap between the operation management standards of China's mining industry and international standards. There is a big gap between the relevant management standards of mining enterprises and international standards, especially in geological exploration, mining optimization design, engineering geology, environmental protection evaluation and economic evaluation, how to narrow the gap, Chinese enterprises in overseas listing or overseas development projects, to meet international standards to meet international mining requirements, is the main problem faced by Chinese mining enterprises going global. Chinese enterprises are in line with international standards in the formulation of standards, production management and analysis software, and need to train people with international project management professional qualifications. (International Project Management Professional, IPMP).
IPMP is a comprehensive assessment of the knowledge, experience and ability level of project management professionals, with wide international recognition and professional authority, representing the international level of today's project management qualification certification, and has international brand value. At present, more than 30 major developed countries in the world are equivalent to the use of IPMP, international companies have gradually taken IPMP certificate, as one of the basic requirements for their project management practitioners, in the domestic IPMP certificate will also be used as the main reference factor for the quality assessment of project management personnel by major enterprises, and now it has gradually evolved into the basic requirements and qualifications for project management personnel. According to the needs, some engineering technology and management talents are introduced from the international mining market in a timely manner, and training is carried out in the form of forming a passing on and helping belt, and the backbone force reaches the international level and forms an international talent base. In the whole process from geological exploration to project development, construction, operation and mine closure, cultivate a group of international talents urgently needed and in short supply by the group company, and provide talent guarantee for the group company to "go out" to develop mining and realize the "Belt and Road" concept.
3. China's mineral resources assessment cannot be effectively integrated with international mineral resources assessment. At present, the main standards of the mineral resources industry applied internationally include CIM standards in Canada, JORC standards in Australia, SAMREC standards in South Africa, Chapter 18 standards of the Listing Rules in Hong Kong, China, IMEC standards in Chile, PERC standards in Europe, MRC standards in Mongolia, SME standards in the United States, NAEN standards in Russia and standards in China. Canada's CIM standard stands for international best practice standards and is followed by TSX's NI 43-101 Independent Technical Report. After the revision of the Australian JORC standard in 2012, some of the requirements have been effectively aligned with CIM and NI 43-101, but there are still gaps in the independence of qualified persons, the use of inferred resources and the requirements for financial models. South Africa's SAMREC standard is considered equivalent to CIM and JORC standards. The Hong Kong Stock Exchange implements CIM, JORC and SAMREC standards. The standards of Chile, Europe, Mongolia, the United States and Russia are limited to their local countries and regions, and the SME standards do not require QP and are not currently recognized by the SEC. Although China switched from the former Soviet Union standard to the current standard in 1999, because it is not recognized by the International Committee for Reserve Reporting Standards (CRIRSCO), it must be determined to formulate industry standards for Chinese mining enterprises as soon as possible, and the industry standards represented by NI 43-101 can reflect international best practices to meet the urgent needs of Chinese mining enterprises to "go global".
4. There is a gap between China's mineral resources industry standards and international mining standards. At present, there is a big gap between the industry standards adopted by China's mineral resources and the international mining standards, mainly reflected in the gaps in geological exploration methods, resource and reserve estimation and grade division, mining design optimization concepts and technical and economic assessment methods. Relevant data provided by China, such as resource estimation and classification classification, mining design and technical and economic assessment provided by design institutes, are difficult to be fully recognized by overseas consulting institutions and securities regulators. The reason for this is that there is a conceptual difference between China's technical standards and industry management policies and systems in the mineral resources industry and internationally accepted norms. Therefore, when Chinese mining enterprises list overseas, they inevitably encounter difficulties in meeting the standard requirements of the target stock exchange and the CSRC of the host country. For example, the Toronto Stock Exchange of Canada's CIM standard implements the NI 43-101 Independent Technical Reporting Specification. In view of the gap in the difference between China's mineral resources industry standards and international standards, establish an operation and technical management system that meets international standards, introduce and train core technical and operation management talents with working experience in geology, mining, mineral processing, technology and economics and other professional international large mining companies, enrich them to the international technology center of enterprises, and establish processes and rules for preliminary economic assessment, pre-feasibility study and feasibility study of projects that meet the requirements of Canadian CIM standards and NI 43-101. Improving the internationalization level of domestic engineering technology and management talents is an urgent need
for China's mineral industry to establish a standard system and strengthen the training of relevant technical and management personnel 5. The internationally accepted mine design method has not been widely used in Chinese enterprises. Mine design determines the economic benefits, operating efficiency, environmental protection and safety, scientific and technological level of mines, among which planning software plays an extremely important role in the general study, pre-feasibility study, feasibility study and daily production of mining projects. However, at present, most of the domestic mines are still in the stage of using AutoCAD and Excel for mine design and mining schedule. Even if individual mines purchase special software for mine design, they only have the ability to complete the 3D model of the development system, and there is no stope design, let alone an animated model of the mining plan, so it is impossible to get a reliable mining schedule based on the resource model of the deposit. Therefore, it is urgent to promote internationally accepted design methods in Chinese mining enterprises.
2. Key conditions for Chinese mining enterprises to "go global"
1. One of the key conditions is the need to form an international team. Chinese mining enterprises face many risks when they go global, including political risks, economic risks, legal risks, resource risks, cultural integration risks, social security, regional diseases, etc., which will always accompany the whole process of overseas exploration and development. We have paid attention to the intricacies of overseas mineral exploration and development risks and the seriousness of the consequences. Chinese enterprises need to have a full understanding of these risks before going global, implement scientific decision-making and management, and carry out effective risk control or avoidance. Understanding the factors of neighboring countries and forming an international team are the key conditions for success.
2. The second key condition is to attract and cultivate international talents. In the process of China's going out to acquire resources, there are great political, legal, social and cultural differences, and the key factors to achieve policy communication, facility connectivity, unimpeded trade and financial integration are people. Due to the constraints of language, culture, national conditions and other conditions, most Chinese mining enterprises do not have a good understanding of various foreign factors, and lack sufficient and profound understanding of the internationally accepted mine operation rules, resulting in repeated setbacks in the acquisition process of Chinese mining enterprises. Proving with clear success stories that attracting and cultivating international talents is the importance of going global.
When I was planning to acquire a gold mine in Western Australia of an Australian mining company, after investigating the resources, reserves and production plan of the gold mine, I made the judgment that "it is difficult to sustain when there is no project, and when there is a project, not only the overall effect is not good, but the incremental effect is not good", which provides an important basis for the mining company to make the decision to abandon the acquisition in a timely manner. Another example is that when an enterprise acquired the Guizhou Jinfeng Gold Mine under Canada's Ellardo Company, it pointed out the problems in the mine design, scheduling plan and financial model, and made accurate judgments, which won the initiative to reduce the purchase price. In overseas projects, for example, he has presided over the completion of the basic design of the Congo (Brazzaville) Soremi copper project according to domestic standards and the preparation of feasibility study according to Canadian CIM standards, and the NI 43-101 independent technical report was successfully released on the Toronto Stock Exchange in Canada. We have international talents, using our experience in the acquisition of international mining companies, to promote Chinese mining enterprises to carry out mergers and acquisitions and due diligence activities of different metal projects around the world, identify projects with internationally accepted standard concepts, and effectively avoid investment risks.
3. The third key condition is to promote foreign advanced technology and improve the international mining level of Chinese mining enterprises. The first is to deeply learn the key technologies and experience of deep mining in old foreign mining areas, such as learning at the Sudbury nickel base in Canada, promoting the deep mining technology of China's old mines and some new mines, and improving resource utilization. The second is to introduce the new technology of continuous mining of internationally leading mines into China's mining enterprises in order to improve mining efficiency and reduce production costs. Study at OCP Group in Morocco and gain insight into five phosphate minesThe experience accumulated in the research of continuous mining technology in Shanshan Continuous Mining Technology, technological innovation, green investment, and the international strategic positioning of the Group are determined, injecting new vitality into China's mine technological transformation. The third is to vigorously promote the application and promotion of directional drilling technology in mine engineering geological survey in China's mines. In order to obtain the joint distribution characteristics of rocks, provide necessary engineering geological parameters for mine open-pit mining realm optimization or underground mining development engineering and cutting engineering design to ensure the rationalization of mine mining design.
3. Have excellent international talent resources to promote the construction of "Belt and Road" international mines The "Belt and Road" is a national strategy to realize the great rejuvenation of the Chinese nation, involving diplomacy, finance, investment, trade and other fields, and mining enterprises undertake the heavy responsibility of mine project construction in the "Belt and Road
" strategy. A large number of "wide-field, multi-level, international, and complex" international talents with strong professional knowledge, high enterprise management level and proficiency in foreign languages are required.
1. Strengthen cooperation and effectively integrate human resources. Under the influence of the world trend of economic globalization and internationalization, Chinese mining enterprises must cultivate professional and technical talents with international vision, proficient in foreign languages, and mastering regional laws and culture and customs in order to start the international mine construction of the "Belt and Road". Introduce the experience and methods of talent training in developed countries to promote our training model to reach a new level as soon as possible; On the other hand, China's mining industry should go out, learn from each other, learn from each other's strengths, and make progress together. Jointly cultivate high-quality, internationalized and talented.
2. Introduce internationally renowned mining consulting companies for training and cultivate localized international talents. Drawing on the core technology and project management methods of internationally renowned mining consulting companies, we train engineers and technicians involved in overseas resource mergers and acquisitions and due diligence, so that they can gradually grasp the essence of technical and economic assessment, and discover the potential and risks of projects in a timely manner in their work, so as to realize their potential and resolve risks. For example, on June 1-2, 2015, China National Gold Group invited experts from SRK, a world-renowned mining consulting company, to give a lecture on mining project evaluation to employees, and achieved good results. It will adopt the introduction of the most cutting-edge core technology and management talents of internationally renowned mining consulting companies and large mining companies with international work experience and localized international talents trained in China, and gradually promote the technical and operational management level of international mines in Guizhou, Jiama in Tibet, Changshan Trench in Inner Mongolia, Soremi in Congo (Brazzaville), Kyrgyz Kuru and Dahu in the Democratic Republic of the Congo (Brazzaville). Train engineering and technical personnel in geological exploration, feasibility study, mine design and mining production according to CIM standards, improve their business level, and enable them to meet the domestic and foreign resource reserve classification and estimation, feasibility study content and depth and other regulations and specifications to engage in relevant work and provide reports.
3. Establish an international operation and technical management system. Learn from the operation and management experience of large international mining companies, establish an organizational, operational and technical management system suitable for production development in production mines, train and improve the internationalization level of engineering and technical personnel and management personnel, and improve the economic efficiency and international competitiveness of Chinese mines. By improving the system, clarifying the responsibilities, work processes and standard operating procedures of departments and employees, labor productivity can be effectively improved.
Establish an international operation and technical management system, including: 1) geological information management system; 2) Mine design, mining schedule and production and operation ore grade control system; 3) Open-pit and underground mine transportation and personnel three-dimensional positioning information management system; 4) Information management system for monitoring pressure on open slope and underground ground; 5) Plant selection automation and laboratory information management system; 6) Mine production report and decision-making command management system.
4. Cultivate people with international project management professional qualification certification. International Project Management Professional (IPMP) is the general name of the four-level project management professional qualification certification system implemented by the International Project Management Association (IPMA) around the world. IPMP is a comprehensive assessment of the knowledge, experience and ability level of project management personnel to prove that the personnel who have obtained IPMP project management certification at all levels according to the IPMP certification level will have the ability to be responsible for large-scale international projects, large-scale complex projects, general complex projects or engage in project management professional work.
At present, domestic mining enterprises urgently need international practitioners with wide international recognition in the "going out" and "Belt and Road" construction to sign a circular on the disclosure of overseas listed companies' reserve information. Solve the problem that Chinese mining enterprises do not meet international standards in overseas listings, and escort the realization of the "going out" strategy. In overseas mergers and acquisitions, technical and economic assessment methods and industry rules common to the international mining industry are used to review projects, screen high-quality projects for mining enterprises, and avoid investment risks. Establish an international professional team, build an international platform and achieve international standards. Through this team, the team has implemented the international operation and technical management of mines such as Jiama in Tibet, Changshan Trench in Inner Mongolia, Soremi in Congo (Brazzaville), Kyrgyz Kuru and Dahu, and gradually promotes the internationalization level of technology and operation management of other mines in China.
5. Promote the talent ecosystem and promote the "Belt and Road" projects to gradually "four modernizations". The talent ecosystem is gradually moving towards four modernizations. First, openness, we must have an open vision and not stick to the traditional employment path; Second, dataization, we must effectively use the means of big data to explore talents more comprehensively, perceive talent needs more deeply, and use talents more accurately; The third is intelligence, it is necessary to stimulate the potential of talents to the right place, respond to talents with wisdom, stimulate wisdom with talents, and realize that people at the wisdom level make the best use of their talents and talents; The fourth is ecology, which will eventually form a situation where everyone has a place and everyone has a place and a talent ecosystem that works together to promote the specific projects of the "Belt and Road".