Zhuanlongwan concentrator

1. Has zhuanlongwan coal mine in Inner Mongolia returned to work? There is no longer any patience to wait.

2. It's not uncommon to forget your wallet in a taxi. Don't worry. If the driver's elder sister finds it, she will keep it for you and return it to you.

3. About 112.5km in 2 hours and 9 minutes | 17 traffic lights | unimpeded
passing by: Baofu highway Baodong Expressway

Erdos zhuanlongwan coal mine

nameless road
6km

Baofu highway
29.5km

Minzu East Street
9.3km

Minzu West Street
567m

Tianjiao road
2.6km


National Highway 210
2.8km

Baodong Expressway
47.8km


Yanhuang highway
7.9km Km

Jingqi road
4.8km

Weiwu road
1.2km

Yankuang Rongxin

4. Yingpanhao coal mine
shilawusu coal mine
Anyuan coal mine
zhuanlongwan coal mine

5. The answer above is wrong. Zhuanlongwan coal mine is located in the south of Dongsheng, 42 ㎞ Baofu road and 5 ㎞ to the West. Go to Dongsheng passenger station or Erdos long distance bus station, take the bus to Shenmu or Daliuta, and get off at 42 ㎞ Baofu road.

6. According to the national development and Reform Commission's reply to the overall planning of Dongsheng District in Shendong mining area, zhuanlongwan mine has a total area of 43.507 square kilometers and a planned and designed proction capacity of 5 million tons per year. Such a big coal mine should be able to deliver it by express!

7. Did you get there?

8. Why did the former leaders of China's coal instry disappear? What kind of enlightenment does Yankuang fall bring to the instry? What kind of resistance should the new team overcome to get out of the predicament< No. 298 Fushan road is a 13 story white building, which is not noticeable even in the county-level city of Zoucheng, Shandong Province. This is the headquarters office building of Yankuang Group, which has been used for decades. Because of its long history, Yankuang's old people can't remember the specific year when it was built. The year before last, the whole building was repainted, which covered the sense of dilapidation left by some time. On a sunny day, blue curtains will be drawn on the windows outside. Like this small town, it looks monotonous and quiet
but in fact, the illusion of tranquility is rapidly disintegrating. Yankuang, which has been established for nearly half a century, is experiencing unprecedented reform pains
since May 2013, in order to save the predicament of rapid deterioration of performance, Yankuang Group has repeatedly taken measures to break its wrist, not only to cut the salary of the management, but also to cancel the bonus of ordinary employees, and to pay off thousands of non registered employees. It is difficult for outsiders to understand the pain brought to Yankuang employees by this move. Most of the non registered employees are their family members. And the annual recruitment of workers' children has finally stopped
the management of Yankuang Group changed again in July. Zhang Xinwen and Li Xiyong were transferred to the chairman and general manager of Yankuang from Jinan high tech Zone and Shandong energy group, respectively, which changed the traditional internal promotion of Yankuang's main managers (except Geng jiahuai, whose role in Yankuang's development is particularly prominent, which is described later). Zhang Chaochao, vice governor of Shandong Province, stressed at the adjustment meeting of Yankuang's leading group that it is necessary to ensure "smooth handover and smooth transition". At the same time, he also said frankly that Yankuang is facing "three pressures of development, stability and reform". On the "pressure of reform", Zhang Chaochao, vice governor of Shandong Province, made a detailed statement to show his urgency
Yankuang has indeed reached the bottom line of reform. In 2013, Yankuang Group's business income ranked 16th in the coal instry. Besides the ranking, there is a sharp decline in profits. In the first half of 2013, Yankuang had a net loss of more than one billion yuan. In the past decade, Yankuang has been declining from its long-term position as the leader of China's coal instry. Even today, there is still no sign of revival
in order to appease the investors of its listed companies, Yankuang mainly explained the huge loss as the change of exchange rate. However, Yankuang profits in successive years of decline in the failure, the market has been difficult to cover criticism. Inside Yankuang, the situation is even more turbulent. At the group's internal reform meeting, some people have painfully said that Yankuang is "seriously ill": the missed golden opportunity period, the continuous loss of coal chemical business, the inefficient management system, and the unclear strategic positioning have become the targets one by one
under the high light of China's previous ten-year golden period of coal, Yankuang's adverse decline is particularly eye-catching. As a large-scale local state-owned enterprise living in a small city, Yankuang's glory and fading have its insurmountable invisible barriers
the field of vision, resources, personnel, system and intricate local relations are the precious strength for Yankuang to gather strength and make progress, and also the cause of Yankuang's stagnation and even decline in the past decade< Two months after taking office, Zhang Xinwen, the new chairman of Yankuang, summed up four major problems at the leading cadres' meeting of Yankuang: the mode of thinking of planned economy still exists (very serious); the mode of thinking of planned economy still exists (very serious); the mode of thinking of planned economy still exists; The system and mechanism are relatively backward, and the organization is overstaffed; Investment control and risk control are not strict; Non coal instry, auxiliary instry as the main business supplement, the idea is correct (but now it has become a big burden)
obviously, after extensive and careful research, the new management's judgment of problems is in line with its reform direction, which is also the resistance of Yankuang's future reform. And Yankuang in the past ten years of coal gold adverse reasons for the decline, it is composed of more factors. Its failure and decision-making failure reflect the general ecology of local large-scale energy enterprises<

it is difficult to catch up with the strategic period

by 2012, under the influence of the economic environment and the relationship between supply and demand and other factors, China's coal instry, which has been advancing rapidly since the beginning of the century, has bid farewell to the "golden decade". During this decade, not only the overall prosperity of China's coal instry has been created, but also a number of "global top 500" coal enterprises with large volume and long instrial chain have emerged“ Another important sign of the "golden decade" is the unprecedented enclosure and investment frenzy in Shaanxi, Inner Mongolia, Xinjiang and other resource provinces. All the Chinese coal enterprises that can develop rapidly in the first ten years of this century occupy a large amount of resources in these areas
however, in this cycle, Yankuang not only failed to move from the top position of China's coal enterprises to the "global top 500", but also lost its position in Shaanxi, Inner Mongolia, Xinjiang and other new coal resource provinces< On December 11, 2013, Zhao Zhongo, former deputy director of Yanzhou Mining Bureau, received a visiting reporter from energy magazine in the second floor building of Yanzhou painting and Calligraphy Research Institute
"at that time, Yankuang's profits accounted for more than half of the profits of the whole instry." Zhao Zhongo left the post of deputy director in 1997, and then worked as a researcher of Yankuang for three years. He retired completely in 2000, which coincided with the difficult period of the domestic coal instry at the end of last century, and this was the most glorious time of Yankuang. According to historical data, Yankuang's profits accounted for 58% of the profits of the whole instry in 1998 and 90% of the total profits of the instry and enterprises in 1999. Yankuang's reputation peaked ring this period. At that time, Zhao jingche, chairman of the board, wrote Yankuang's strategic concept in 2001, aiming at "the world's top ten coal procers"< However, 2001 is the beginning of a new strategic period. After a few years, a large area of power shortage began to appear in the domestic coal market. From the end of 2002 to the beginning of 2003, after a large number of small coal mines were shut down in the early stage, the policy began to encourage the development of large coal enterprise groups and the construction of large coal bases. Northeast, Beijing and Tianjin, East China and central China are included in the eastern transfer zone, Shanxi, Shaanxi and Inner Mongolia (West) are included in the central coal transfer zone, and southwest and northwest belong to the western coal reserve zone
the coal development for the three west regions (Shanxi, Shaanxi and Mengxi) has begun. As a matter of fact, e to the tendency of Shanxi's resource development towards local enterprises, the competition for resources is more concentrated in Shaanxi and Mengxi. Looking back on that period of history, a coal expert said, "who has grasped Shaanxi and Mongolia will determine its development in the next 30 years."
relying on its own Shendong mining area, Shenhua Group continues to acquire foreign investment, and innovates the mode to acquire exploration rights by means of leasing, so as to seize coal resources. From 1995 to 2003, Shenhua's coal output increased 40 times, and exceeded 100 million tons in that year, becoming the first 100 million tons coal enterprise in China
Yankuang has gone in different directions. Since Zhao jingche put forward the idea of "paying equal attention to coal and non coal" in 1997 and acquired Lunan Chemical Fertilizer Plant in 1999, Yankuang has put its future strategic focus on coal chemical instry. In 2003, Yankuang proposed to invest 40 billion yuan in eight years to form large-scale proction capacity of coal to oil, methanol and alkyd
however, coal chemical instry did not bring huge profits to Yankuang as originally expected. At the end of last century, ring the downturn of coal market, the concept of developing non coal instry to survive the cold winter began to rise. Since then, the "local transformation" policy of Shaanxi and Mongolia and other coal procing provinces also promoted the formation of "every coal must be transformed" situation, and a large number of investment poured into coal chemical instry. Such as methanol, acetic acid after a short period of windfall profits, that is, into the instry losses
Yankuang had high hopes for coal to liquids. Relying on its own experience in coal gasification [- 0.93% capital research report], Yankuang went to Sasol company in South Africa to dig a corner. Yankuang claims to have mastered the independent property rights of low temperature Fischer Tropsch synthetic oil technology, and plans a 10 million tons / year coal to liquid project in Yulin. But to Yankuang's surprise, the project has not been approved by the national development and Reform Commission for the control of coal to liquid policy
after 2005, e to the depletion of resources, Juye Coalfield in the province has been divided up. Yankuang has to go outside the province. But the best time has been missed. Since 2007, Yankuang has made some achievements, but now the division of resources is coming to an end. Yankuang's most important harvest was in 2011. In that year, Yankuang successively won the [2.06% capital research report] shilawusu mine field and zhuanlongwan mine field in Ordos through public bidding, and the bid price also set a new high at that time. The former cost 6.649 billion yuan and the latter 7.8 billion yuan
Yankuang missed the most precious time of resource expansion from silence in the early stage to huge investment in the late stage. Shenhua stands at the top of the coal instry as the biggest beneficiary of coal gold in the past ten years. Early in Yankuang's heyday, Shenhua was catching up with Yankuang, but now it has become Yankuang's benchmarking Shenhua, but the gap is widening. In 2013, Shenhua's output exceeded 400 million tons, and Yankuang's output exceeded 76 million tons, of which more than 26 million tons came from Australia

the leader's dispute

the painful miss of the strategic period makes it difficult to cover up the criticism of Yankuang's management at that time, even if the internal discussion of Yankuang has not been made public
since Yankuang reached its historical peak at the end of last century, it has been led by Zhao jingche, Geng jiahuai, Wang Xin and Zhang Xinwen. Among them, Geng jiahuai, who was in charge of Yankuang from 2003 to 2010, was the most controversial
in April 2003, Geng jiahuai officially took over as the chairman of the board of directors of Yankuang, and began to decide the fate of this coal instry star enterprise. Geng jiahuai is from Zibo Mining Bureau, a resource exhausted mining area, whose annual output is less than one million tons in the most difficult period
when he first came to Yankuang, for at least two or three years, Geng often began with "Yankuang" instead of "we". There are sensitive people that "Yankuang did not regard as their own people."
it is generally acknowledged that Geng jiahuai's predecessor was too brilliant. Zhao jingche served as director of Yanzhou Mining Bureau in May 1991 and resigned as chairman of the board of directors of Yanzhou Mining Group in 2003. Inside and outside Yankuang, Zhao jingche has a reputation of "foresight and great courage". When people in the instry mention Zhao, they are often convinced by him
Zhao jingche led the rise of Yankuang and reached its peak. He continued to invest heavily in the research and development of fully mechanized top coal caving technology against the risk, which is of great significance to Yankuang. Zhao took the lead in putting forward that "coal and non coal" should be paid equal attention to (but it is difficult to assess the merit of this decision today), and in 1999, he received income from Lunan Chemical fertilizer plant to start the process of Yankuang coal chemical instry. Zhao jingche also saw the problem of resource depletion in his headquarters and proposed to rebuild "three Yankuang mines" externally. Yankuang mines then entered Guizhou, Shanxi and Australia
after taking charge of Yankuang, Geng jiahuai also made his own voice and expressed his thoughts on his predecessor's different strategies. At the internal meeting, he called Zhao jingche "bragging". However, according to Yankuang insiders, Geng continued to follow the route set by Zhao jingche ring his term of office. For example, ring his term of office, he successively started chemical projects such as Cathay Pacific and Guohong, as well as Guizhou sustainable development. His projects can be traced back to his predecessor
however, in the period of strategic development of the coal instry, the implementation of the old strategic guidelines has failed to change with the times, so it is difficult to be qualified. Yankuang's internal doubts are concentrated here. In the period of strategic development, Geng jiahuai did not lead Yankuang to expand rapidly by means of acquisition and bidding for mining rights outside the province like Shenhua
not only that, Yankuang also rejected the major opportunities that came to Yankuang. Geng jiahuai