论文部分内容阅读
在解放后近40年的时间,青城子铅锌矿累计上缴利税3.57亿元。进入八十年代,由于资源枯竭,品位下降,成本上升,利润逐年减少,1985年开始亏损,1986年又亏损131万元。1987年我矿在深化改革的过程中,紧紧围绕矿长任期目标,落实各种形式的经济承包责任制,内部挖潜、对外开放、一业为主、多种经营,一举实现了扭亏增盈,全年实现利润36万元,被有色沈阳公司评为扭亏增盈先进单位。一、正确处理内部搞活与对外开放的关系
Nearly 40 years after liberation, Qingchengzi lead-zinc mine total profits and taxes turned over 357 million yuan. Into the eighties, due to resource depletion, grade decline, rising costs, profits decreased year by year, starting to lose money in 1985, loss of 1.31 million yuan in 1986. In 1987, during the process of deepening the reform, the mine closely followed the tenure of the miners’ targets and implemented various forms of economic contract responsibility system. The internal tapping potential, opening up to the outside world, one industry-based operation and diversified operations achieved the goal of turning losses into profits , The annual profit of 360,000 yuan, by non-ferrous metals company in Shenyang as deficit loss by the more advanced units. First, correctly handle the relationship between invigoration and opening to the outside world