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1993年,矿冶系统面对规模偏大、效益不好、亏损逐年增加的艰难处境,知难而上,自加压力,果断提出并实施了“2+3”调整计划,即用2年时间对铀矿冶的布局进行结构性调整,尔后用3年时间形成具有矿冶特色的转民格局。1998年是“2+3”计划实施的最后一年,该计划实施情况总体如何,下一步又有什么新的发展思路与设想,这是广大读者所关注.的。为此,记者专门采访了中核总矿冶局局长陆有临。陆局长说,矿冶系统在总公司领导和有关司局的支持下,“2+3”调整计划实施较为顺利,关停了一批资源条件差、成本高、亏损严重的矿山,新建或通过技术改造建设了一批地浸、堆浸的
In 1993, the mining and metallurgy system faced with the difficult situation of increasing scale, poor efficiency and increasing losses year by year. With the hard work and hard work, the “2 + 3” adjustment plan was resolutely put forward and implemented. That is, with 2 years Structural adjustment of the layout of uranium mining and metallurgy, with three years after the formation of mining with the characteristics of the pattern of translocation. 1998 is the final year of implementation of the “2 + 3” Plan. It is the general concern of readers that the overall implementation of the plan and the new development ideas and plans for the next stage are still under way. To this end, the reporter interviewed the Director of General Mining and Metallurgical Bureau Lu Youlin. Secretary Lu said that with the support of the leaders of the head office and the relevant departments, the mining and metallurgy system implemented the “2 + 3” adjustment plan more smoothly and shut down a number of mines with poor resource conditions, high costs and serious losses. Technical transformation and construction of a number of immersion, heap leaching