Viewing the revitalization of China's steel industry from the audit department's special audit of steel enterprises

At the beginning of 2009, in order to cope with the impact of the international financial crisis and implement the overall requirements of the Party Central Committee and the State Council to maintain growth, expand domestic demand, and adjust the structure, the “Steel Industry Adjustment and Revitalization Plan” (hereinafter referred to as “Planning”) was promulgated and clearly defined for three years. The implementation period, and this year happens to be the last year of the implementation of the Plan. Recently, a special audit investigation organized by the National Audit Office is being carried out in large steel enterprises such as Baosteel, Wuhan Iron and Steel and Anshan Iron and Steel. Since June this year, the Audit Office in Zhengzhou Office, Chongqing Office and Lanzhou Office have successively sent audit investigation teams to the above enterprises. The purpose of the special audit investigation is to find out what problems are worth studying in the implementation of merger and reorganization policies and independent innovation capabilities of steel enterprises, to solve the long-term and institutional problems in the development of the steel industry, and to ensure the smooth operation of the steel industry. To speed up structural adjustment and promote industrial upgrading." Zheng Xinju, the head of the audit investigation team of Baosteel Group and the special representative of the Zhengzhou Office of the National Audit Office. Business performance: Basically returning to the crisis If the "Planning" is a major test for major domestic steel companies, with the test time coming to an end, Baosteel Group's current answer is satisfactory. "If we simply evaluate from the figures, Baosteel Group's operating performance has basically recovered to the pre-crisis level, and the effect of Baosteel Group's implementation of the "Planning" is still very significant." Zheng Xinju said. From the perspective of the development quality of enterprises, compared with the financial crisis, Baosteel has made breakthroughs in strengthening key products such as product export, elimination of backward production capacity, promotion of strategic restructuring, technological progress and independent innovation, energy conservation and emission reduction. Strategic Restructuring: Ninggang is a good example to play the role of the big group, promote joint reorganization of enterprises, foster large-scale and extra-large steel groups with international competitiveness, optimize industrial layout, and improve industrial concentration. It is the six goals of the Plan. one. After comprehensively interpreting the national steel industry policy, Baosteel Group took aim at the opportunity and made a decisive attempt. In March 2009, it signed an agreement with Hangzhou Iron and Steel Group Co., Ltd. to reorganize Ningbo Iron and Steel Co., Ltd. Baosteel Group acquired Ningbo Iron and Steel in March 2009 and was involved in the restructuring of private steel companies for the first time. After the acquisition, with the understanding and support of the joint venture party, Baosteel dispatched a capable and strong management team and implemented a 100-day integration plan. The Group also continuously supports the technology transfer, management, financing, culture and human resources. It provides a strong guarantee for Ninggang to stop bleeding and resume production and then turn losses into profits. After the reorganization of Ninggang, the target of stop loss was realized in the month, and the next month began to turn losses into profit. The reorganization of Ninggang became the best interpretation of Baosteel's implementation of the national steel industry policy of “promoting corporate restructuring, increasing industrial concentration”, “optimizing the layout of the steel industry, and coordinating and coordinating development”. Industrial safety: iron ore still lacks pricing power In 2010, Brazil's Vale, Australia Rio Tinto, BHP Billiton three major mines total annual profit of 4.8 billion US dollars, and 77 large and medium-sized steel enterprises included in the China Iron and Steel Association statistics only achieve net profit 89.7 billion yuan, less than one-third of the total profits of the three major mines. The lack of the iron ore pricing discourse power in China's steel industry has led to a sharp increase in the profit margin between mining companies and steel companies, which has put a lot of pressure on steel companies to further produce and operate. To this end, the "Planning" put forward two key tasks of "maintaining the stability of imported iron ore resources, rectifying the market order" and "developing domestic and foreign resources to ensure industrial safety", emphasizing the issue of strategic resources such as iron ore. . The audit investigation found that in order to implement the above tasks, Baosteel vigorously promoted the internationalization of strategic resource industry based on the model of long-term procurement, offshore pricing and quarterly pricing, and signed a strategic cooperation with the Xinjiang Uygur Autonomous Region government to accelerate the development of Xinjiang's steel industry. protocol. In terms of foreign investment in strategic resources industry, Baosteel also carried out a series of innovative explorations. For example, Baosteel Group established an online store of iron ore strategic resource industry investment in Australia, Brazil, South Africa and Indonesia through its subsidiary Baosteel Resources, and in the strategic resource industry. A series of innovative explorations on investment. At present, Baosteel Group owns 16 million tons/year of overseas equity mineral resources and obtains investment income. Zhao Kun, deputy general manager of Baosteel Group, believes that China has passively accepted the conditions of the three major mines in iron ore pricing. In addition to the monopoly of the three major mining companies, the steel industry’s large and scattered situation has also led to the negotiating capacity of the steel mills. Significantly weakened, in addition, China's steel production capacity still has the problem of expanding too fast. “In 2011, China's crude steel output will continue to increase on the basis of 626 million tons in 2010, and the total volume may exceed 680 million tons. The growth of China's steel output is not proportional to actual demand, resulting in an overall excess of steel production capacity.” Zheng Xinju Tell reporters that through audit or audit investigations to promote the relevant government departments to guide steel companies to establish an effective negotiation mechanism, increase the exploration of domestic iron ore resources and "going out" and other ways to enhance the power of resources support and pricing, this is also A key content of this audit. Technological innovation: It is an important goal mentioned in the “Planning” to increase the technological transformation of science and technology and promote technological progress. Technological innovation requires a lot of manpower, financial and material resources, and it also faces the risk of innovation failure. This is an area that many small steel companies are not willing to try. Therefore, this task naturally fell to the industry leader such as Baosteel. Zhao Kun proudly introduced the "COREX-C3000" iron making process to the reporter. As the first industrialized production in the steel industry, it is also the most mature ironmaking method. At present, there are 4 sets of COREX units in production in the world. One set in South Africa and two sets in India are COREX-C2000”. In terms of terms, Baosteel is the last one. In general, the 'COREX' technology is non-blast furnace ironmaking, which omits two procedures of sintering and coking, so that the emission of sulfur dioxide, carbon dioxide and dioxins is only 30% of blast furnace ironmaking. It is of great significance for reducing ironmaking costs, improving economic and technical indicators, and improving process competitiveness. Zhao Kun said: "The reason why we attach so much importance to technological innovation is because it is getting harder and harder to introduce technology now, with the development of Baosteel. Has become a competitor of technology transfer parties. But this is also a good thing, let us make up our minds to do research and development. Wei Qiang, Director of the Audit Department of the Audit Commission, told reporters that in the implementation of the audit project, the auditors focused on the multi-faceted enterprises to strengthen their independent innovation and analyze the existing weak links, such as the state-level innovation system construction from the national level, from the industry. Focus on the determination of the focus of independent innovation development, pay attention to the support of relevant fiscal, financial, taxation and other supporting policies for independent innovation from the external policy level, and pay attention to core technology investment and breakthroughs from the enterprise level, and these situations will be reflected in the audit. In the proposal, for decision makers' reference. Audit investigation: For the national industrial policy, from June this year, the audit team's 48 auditors in Zhengzhou special office were divided into 7 groups to conduct audit investigations on Baosteel Group and its 9 subsidiaries. "Since entering Baosteel, we have proposed six requirements to the auditors: more learning, more understanding, more research, more communication, more suggestions, more summary. We hope that through audit investigations, we will inspect and urge steel enterprises to implement the contents of the "Planning" so that the country's major industrial policies can be truly implemented. Zhao Xilin, director of the Zhengzhou Special Office, said that on the basis of this, the audit team has clearly defined the three major investigation objectives: First, investigate and understand the phased achievements of Baosteel Group in implementing the “Planning”, and pay attention to the realization of the planning objectives and tasks. The implementation of the completion situation and policy measures; the second is to investigate the specific measures taken by the relevant departments, regions and Baosteel Group during the implementation of the “Planning” to reveal the possible defects and deficiencies in the implementation of policies, systems and supporting measures; The reasons for the problems are put forward corresponding countermeasures and suggestions from the aspects of national policies and enterprise management, further improving and perfecting relevant policies, and promoting the in-depth development of industrial adjustment and revitalization work. "This year is the first year of the '12th Five-Year Plan'. In this audit investigation, we take the implementation of the adjustment of the "plan" as an entry point, further highlight the theme of scientific development and accelerate the transformation of the development mode, and strive to find and promote the solution of institutional mechanisms through audit investigations. The problem is to promote steady and rapid economic development. Wei Qiang, Director of the Audit Department of the Audit Commission, concluded this.

L Lower Abrasive Slurry Pump

1. Naipu L series lower abrasive slurry pump description

L series Rugged heavy duty slurry pump for medium to lower heads.It incorporates the same design points of the NP-AH(R) and plus higher efficiency impellers at an attractive initial cost.Designed for rugged duties while offering higher efficiencies, the NP-L series is a combination of the proven NP-AH(R) unique features.The pump is available with interchangeable liner options including both metal and various grades of elastomer depending on the application.

Typical Applications---

Chemical Process
Heavy Minerals
Plant Water Supply
Thickener Overflow
Paper and Pulp

Slag Granulation

2.L series lower abrasive slurry pump construction drawing

3. L lower abrasive slurry pump select chart

4. L Lower abrasive slurry pump performance parameters

Type	Allowable Mating Max. Power(Kw)	Clear Water Performance				Impeller
		Capacity/Q m³/hr	Head/m	Speed/rpm	Max Efficiency/%	NPSH/m	Nos of Vane	Impeller Diameter/mm
20A--NP-L	7.5	2.34-10.8	6--37	1400--3000	30		4	152.4
50B-NP-L	15	16.2--76	9--44	1400--2800	55	3.5--8	5	190
75C-NP-L	30	18-151	4--45	900--2400	57	3--6	4	229
100D-NP-L	60	50-252	7-46	800--1800	60	2--3.5	4	305
150E-NP-L	120	115--486	12-51.5	800--1500	65	2--6	4	381
200E-NP-L	120	234--910	9.5--40	600--1100	64	3-6	4	457
250F-NP-L	120	396--1425	8--30	500--800	77	2--10	5	550
300S-NP-L	560	468--2538	8--60	400--950	79	2-10	5	653
350S-NP-L	560	650--2800	10--59	400--840	81	3--10	5	736
400ST-NP-L	560	720--3312	7--51	300--700	80	2--10	5	825
450ST-NP-L	560	1008--4356	9--48	300--600	80	2--9	5	933
550TU-NP-L	1200	1980-7920	10-50	250-475	86	4-10	5	1213

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Shijiazhuang Naipu Pump Co., Ltd. , https://www.naipu-pump.com