换肤

主营介绍

  • 产品类型:

    制造业、百货业、酒店业、运输业

  • 产品名称:

    氯化钾 盐湖资源综合利用 化工产品 水泥 百货 碳酸锂 运输

  • 经营范围:

    氢氧化钾、甲醇、盐酸、硫酸、液氨、液氯、次氧酸钠、液氧、液氮、液氩、镁(片状、带状或条状)、电石、液化石油气、粗苯、煤焦油、偶氮、二甲酰氨、乌洛托品、硫化碱、氢氧化钠、硝酸钾、丁烷、戊烷、硫磺、丙烷、金属锂、氢氧化锂的销售(许可证有效期至2016年11月26日);氯化钾(化肥)、硫酸钾、碳酸钾、金属镁、氯化镁、氧化镁、氢氧化镁、纯碱、PVC、合成氨、尿素、氯化铵、碳酸锂、钠浮选药剂、ADC发泡剂、光卤石、低钠光卤石、联二脲、甲醇、次氯酸钠以及塑料编织品的的制造和销售(国家有关项规定的除外)、钾盐露天开采;建设监理、设备安装工程施工(不含特种设备),出口自产化学品(不含危险化学品)、进口本企业生产、研究所需要的原材料、机电设备、仪器仪表及零售件;酒店和物业管理;百货、针纺织品、五金交电、化工产品(不含危险化学品)、日用杂货、仓储、计算机系统工程建设、软件开发、硬件销售、维护、计算机耗材销售、技术培训、有色金属、建材、钢材的销售、房屋租赁、劳务服务;危险货物运输八类(许可证有效期2017年1月21日)。

运营业务数据

最新公告日期:2017-03-31 
业务名称 2016-12-31 2016-06-30 2015-12-31 2015-06-30 2014-12-31
氯化钾制造业销量(吨) 492.01万 - 443.40万 - -
氯化钾制造业产量(吨) 491.73万 - 521.30万 - -
氯化钾销量(吨) - 247.37万 - 177.70万 456.62万
碳酸锂产量(吨) - 958.40 - - -
氯化钾产量(吨) - 192.50万 - 216.11万 464.22万
碳酸锂销量(吨) - 401.02 - - -
化工产品销量(吨) - - - 36.70万 -
化工产品产量(吨) - - - 43.57万 -
水泥销量(吨) - - - - 211.54万
水泥产量(吨) - - - - 206.39万

主营构成分析

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营业收入 X

单位(%) 单位(万元)
注:通常在中报、年报时披露 
业务名称 营业收入(元) 收入比例 营业成本(元) 成本比例 利润比例 毛利率
按行业 制造业 94.66亿 100.00% 51.55亿 100.00% 100.00% 45.54%
按产品 氯化钾 67.80亿 75.85% 19.85亿 43.02% 110.89% 70.72%
盐湖资源综合利用化工产品 18.49亿 20.68% 24.96亿 54.08% -14.96% -35.00%
碳酸锂 3.10亿 3.47% 1.34亿 2.90% 4.08% 56.85%
按地区 国内 103.64亿 100.00% 59.60亿 100.00% 100.00% 42.49%

主要客户及供应商

您对此栏目的评价: 有用 没用 提建议
前5大客户:共销售了41.06亿元,占营业收入的39.61%
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  • 安徽盐湖辉隆南方贸易有限公司
  • 上海申之禾化工集团有限公司
  • 中化化肥有限公司
  • 内蒙古北方盐湖商贸有限公司
  • 北京丰盈兴业农资有限公司
  • 其他
客户名称 销售额(元) 占比
安徽盐湖辉隆南方贸易有限公司
10.54亿 10.17%
上海申之禾化工集团有限公司
10.11亿 9.76%
中化化肥有限公司
8.78亿 8.47%
内蒙古北方盐湖商贸有限公司
6.99亿 6.75%
北京丰盈兴业农资有限公司
4.63亿 4.47%
前5大供应商:共采购了27.73亿元,占总采购额的46.55%
">
  • 代垫铁路运杂费(青藏公司)
  • 中国石油天然气股份有限公司西北化工销售分
  • 青海民光煤业销售有限责任公司鱼卡分公司
  • 国网青海省电力公司海西供电公司客户服务中
  • 西宁供电公司电费管理中心
  • 其他
客户名称 采购额(元) 占比
代垫铁路运杂费(青藏公司)
13.32亿 22.36%
中国石油天然气股份有限公司西北化工销售分
6.81亿 11.43%
青海民光煤业销售有限责任公司鱼卡分公司
2.72亿 4.57%
国网青海省电力公司海西供电公司客户服务中
2.44亿 4.10%
西宁供电公司电费管理中心
2.44亿 4.09%
前5大客户:共销售了49.30亿元,占营业收入的45.30%
">
  • 安徽盐湖辉隆南方贸易有限公司
  • 上海申之禾化工集团有限公司
  • 中化化肥有限公司
  • 内蒙古北方盐湖商贸有限公司
  • 史丹利化肥股份有限公司
  • 其他
客户名称 销售额(元) 占比
安徽盐湖辉隆南方贸易有限公司
15.29亿 14.05%
上海申之禾化工集团有限公司
10.59亿 9.74%
中化化肥有限公司
9.38亿 8.62%
内蒙古北方盐湖商贸有限公司
8.40亿 7.72%
史丹利化肥股份有限公司
5.63亿 5.17%
前5大供应商:共采购了38.17亿元,占总采购额的57.30%
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  • 中国石油天然气股份有限公司天然气销售青海
  • 青藏铁路公司
  • 青海民光煤业销售有限责任公司鱼卡分公司
  • 格尔木盐湖交通运输有限责任公司
  • 上海申之禾化工集团有限公司
  • 其他
客户名称 采购额(元) 占比
中国石油天然气股份有限公司天然气销售青海
17.50亿 26.27%
青藏铁路公司
14.75亿 22.14%
青海民光煤业销售有限责任公司鱼卡分公司
2.97亿 4.45%
格尔木盐湖交通运输有限责任公司
1.67亿 2.52%
上海申之禾化工集团有限公司
1.28亿 1.92%
前5大客户:共销售了40.68亿元,占营业收入的38.83%
">
  • 客户1
  • 客户2
  • 客户3
  • 客户4
  • 客户5
  • 其他
客户名称 销售额(元) 占比
客户1
11.66亿 11.13%
客户2
8.86亿 8.46%
客户3
8.40亿 8.02%
客户4
6.52亿 6.23%
客户5
5.23亿 4.99%
前5大供应商:共采购了13.91亿元,占总采购额的30.37%
">
  • 中国石油天然气股份有限公司
  • 青海民光煤业销售有限责任公司
  • 青海木里能源有限公司
  • 格尔木盐湖交通运输有限责任公司
  • 天祝瑞丰碳材有限公司
  • 其他
客户名称 采购额(元) 占比
中国石油天然气股份有限公司
7.53亿 18.59%
青海民光煤业销售有限责任公司
2.66亿 6.57%
青海木里能源有限公司
1.27亿 3.14%
格尔木盐湖交通运输有限责任公司
1.27亿 3.14%
天祝瑞丰碳材有限公司
7720.00万 1.62%
前5大客户:共销售了11.23亿元,占营业收入的26.91%
  • 客户1
  • 客户2
  • 客户3
  • 客户4
  • 客户5
  • 其他
客户名称 销售额(元) 占比
客户1
3.39亿 8.12%
客户2
2.28亿 5.46%
客户3
2.05亿 4.91%
客户4
1.83亿 4.37%
客户5
1.69亿 4.05%
前5大客户:共销售了28.42亿元,占营业收入的35.12%
">
  • 客户1
  • 客户2
  • 客户3
  • 客户4
  • 客户5
  • 其他
客户名称 销售额(元) 占比
客户1
7.94亿 9.80%
客户2
7.42亿 9.17%
客户3
5.48亿 6.77%
客户4
4.28亿 5.29%
客户5
3.31亿 4.09%
前5大供应商:共采购了9.19亿元,占总采购额的23.30%
">
  • 供应商1
  • 供应商2
  • 供应商3
  • 供应商4
  • 供应商5
  • 其他
客户名称 采购额(元) 占比
供应商1
5.76亿 14.61%
供应商2
1.60亿 4.05%
供应商3
6762.28万 1.72%
供应商4
5805.00万 1.47%
供应商5
5733.60万 1.45%

产品价格

数据截至(20170818)
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20170818,11.01,2450.00,-1.520572450805,0,20170818
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注:近一期报告为3季报数据,如定期报告尚未披露完毕,可能导致数据不够完整。

董事会经营评述

  一、概述。
  2016年,公司对盐湖资源开发利用明确了战略定位,提出以“深化改革、提升管理、做专做精、持续发展”作为指导思想,通过一系列措施的实施,打造盐湖生态“镁锂钾园”的战略目标。8月22日,习近平总书记视察公司并作了重要讲话。习总书记指出,盐湖是青海最重要的资源也是国家的战略性资源,要制定正确的资源战略,加强顶层设计;循环利用是转变经济发展模式的要求,全国都应该走这样的路;青海要把这件事情办好,发挥示范作用;青海资源也是全国资源,要有全国一盘棋思想,在保护生态环境的前提下搞好开发利用。习总书记重要讲话,将盐湖资源开发利用推动上升至国家层面,更加明确和坚定了盐湖生态“镁锂钾园”的战略... 查看全部▼

  一、概述。
  2016年,公司对盐湖资源开发利用明确了战略定位,提出以“深化改革、提升管理、做专做精、持续发展”作为指导思想,通过一系列措施的实施,打造盐湖生态“镁锂钾园”的战略目标。8月22日,习近平总书记视察公司并作了重要讲话。习总书记指出,盐湖是青海最重要的资源也是国家的战略性资源,要制定正确的资源战略,加强顶层设计;循环利用是转变经济发展模式的要求,全国都应该走这样的路;青海要把这件事情办好,发挥示范作用;青海资源也是全国资源,要有全国一盘棋思想,在保护生态环境的前提下搞好开发利用。习总书记重要讲话,将盐湖资源开发利用推动上升至国家层面,更加明确和坚定了盐湖生态“镁锂钾园”的战略方向,在盐湖股份发展史上具有里程碑意义。
  公司共实现营业收入103.64亿元,较上年同期下降4.76%,实现营业利润2.35亿元,较上年同期增加5.13%;实现归属于上市公司股东的净利润3.41亿元,较上年同期下降38.95%;报告期氯化钾产品不含税单价为1505.61元/吨,较上年下降15.27%;经营活动产生的现金流量净额20.28亿元,较上年同期增加169.41%;每股收益0.18元,较上年同期下降47.72%。生产钾肥495.3万吨;销售氯化钾492万吨,较上年同期相比增加49万吨。
  ——生产经营实现了稳中有进。钾肥系统实现了稳增长,化工系统安稳长满优运行,碳酸锂、PVC、纯碱等部分产品市场向好,营销多措并举抵御了市场风险,抗住了钾肥价格持续下降的压力,生产经营整体呈现“稳中有进”,基本完成了年度生产经营任务。
  ——项目试车取得重大突破。“十二五”建设项目全部建成收官,化工一二期、海纳等项目结算、竣工验收顺利开展。金属镁一体化项目按照“三个全面”的总目标,集外协力量和自力更生为一体,安全、质量、投资、进度可控,PVC、钾碱、DMTO、甲醇、核心装置金属镁工艺流程全部打通。
  ——供给侧结构性改革全面破题。供给侧结构性改革成为全年工作的最大亮点。降成本方面,从人、机、料、法、环和十个维度,从化工优化生产、财务、项目、生产、供销、政策等六个方面挖好“六桶金”,降本减亏增效成效显著,化工一二期项目亏损11.13亿元较去年同期减亏4.27亿元。去杠杆方面,积极争取国开行资金支持,协调工行推动债转股,同部分大型央企合作,通过基金谋求降低负债比。去非主业方面,成功处置上海富友地产。强创新方面,取得蓝科锂业纳滤膜技术,开发7型PVC、锌腐酸尿素、优质碳酸钾、熔盐级硝酸钠,引入启迪控股等多家企业深度合作,整合两套硝酸钾助推熔盐发展。强管理方面,推广“三基”建设、四不放过、PDCASC,镁业ERP上线运行,企业管理迈上新台阶。
  ——加强集团管控,提升公司治理。
  系统推进公司治理和集团管控深化改革,总部各部室完成“四定”,财务、纪检、审计实行垂管,科学实施了全面预算管理,化工、钾肥等科学分流人员,克服困难不减薪不裁员,审计独立提高防风险能力,项目建设建立了科学的管理机制,销售实行了统一,盐湖大学各学院构筑培训体系,“四规一制”读诵受持、“晨光计划”、“墩苗计划”等成为长效机制。
  ——盐湖品牌价值和企业形象再提升。品牌价值65.12亿元,较2015年大幅提升;荣获中国首批质量诚信企业,信用等级主体评级均为AAA;位列2016年中国上市公司市值500强第294位,“盐桥牌”氯化钾、两化融合、节能环保、能源管理、内控审计等方面再添新荣誉,提升了公司形象。

  二、核心竞争力分析。
  1.从循环经济角度分析:资源优势依然存在,镁、锂、钾储量全国第一;固钾溶转技术成功,钾肥适当扩能;境内外优势互补、合作发展;镁资源优质,硅铁含量低,打造高端产品;新能源需求增长,锂业潜力较大;氯业过剩突出,新技术新产品值得重点关注。
  2.从生态产业角度分析:青海省着力建设全国生态文明建设先行区,增强盐湖肥业、镁业和锂业与青海生态、清洁能源、旅游业有新业态的发展潜力,调结构拥有更多机会。
  3.从新兴模式角度分析,产融结合推动循环经济,资本运作的空间巨大;推进钾盐、无机盐等盆地优势产业+互联网,工业化信息化两化融合前景广阔。
  4.从技术创新分析:2016年股份公司申请专利17项,其中发明专利8项、实用新型21项。
  获得授权专利15项,其中发明专利3项、实用新型12项。获得1项国家科技进步二等奖(青海盐湖低品位难开发钾盐高效利用技术),2项省部级科学技术进步奖(一种浮箱式采卤泵站获第十七届中国专利优秀奖、冷结晶技术在正浮选工艺中的应用研究获青海省科技进步一等奖),2项地厅级科学技术进步奖(反浮选-冷结晶调浆洗涤工序技术优化研究、氯化钾产品包装及装车方式的研究)。完成5个项目成果登记,2项成果达到国内领先水平,5项成果都应用到实际生产中,这些科研成果的运用提升了公司竞争力,加速了科技成果的转化,实现了科研与生产的有机结合。

  三、公司未来发展的展望。
  (一)发展思路。
  按照“三个有利于”和“四个扎扎实实”的总要求,牢固树立“五大发展理念”,紧密团结在“利用好盐湖资源,建设好循环经济,发挥好示范作用”的旗帜下,以“三部曲”为主要途径,通过实施“降成本、去杠杆、去非主业、强管理、强创新、强党建”等重要措施,打好供给侧结构性改革的攻坚战,1-3年让公司健康“活下来”;通过实施“走出钾、抓住镁、发展锂、整合碱、优化氯”的战略布局,推进“十三五”规划落地,3-5年让公司逐步“好起来”;启动生态“镁锂钾园”战略,利用区域太阳能等清洁能源,生产镁锂轻金属,助推航天航空汽车轻量化;生产高品质锂盐,助推新能源和千亿元锂产业园;生产硝酸钾、硝酸钠等储能熔盐,支持光伏光热产业发展,将清洁能源转化为优质能源。通过供需两侧低炭化,实现全过程绿色生态,打造锂原料、钾工业、熔盐基地、镁工业基地,规划未来十年让公司重新“飞起来”。
  (二)指导原则。
  ——坚持顶层设计,坚定不移地贯彻落实习总书记视察盐湖讲话精神。这是指导盐湖股份近期、中期、远期工作的重要指导思想。坚持在真信真学真懂真用上下功夫,不断把学习贯彻习近平总书记系列讲话精神引向深入,健全制度保障学,启发思考深入学。抓住核心要点,把盐湖资源的开发利用放在全国大局中去谋划去推进,做好资源、资本、资产、管理、技术、机制、党建、市场等各方面的顶层设计,培育更具特色的盐湖经济,着力打造中国循环经济先行区。
  ——坚持发展定力,坚定不移地走好产业报国之路。坚持全球视野、两种资源、两个市场,抓住“一带一路”机遇,力足于国家粮食安全战略稳步保障钾肥发展。
  ——坚持循环利用,坚定不移地走好循环经济之路。坚持走可持续发展道路,认真总结盐湖循环经济建设的经验和做法,解决氯平衡问题,着力在镁、锂、钾产业上做稳做实,镁锂补链延链,调整资本结构,争取优惠政策,化解规模过大与产能过剩的主要矛盾,摆脱高进低出的困境,打造国家柴达木循环经济试验区的升级版。
  ——坚持绿色发展,坚定不移地走好生态环保之路。坚持生态保护优先,健全生态环保机制体制,树立节约集约循环利用的资源观,推动资源型产业优化升级,实现工业化和资源、环境、生态的协调发展,促进供需低碳绿色化。树立大局观、长远观、整体观,坚持尊重自然、顺应自然、保护自然,还老账,不欠新账,编制盐湖生态“镁锂钾园”HSE总体规划,扎扎实实推进生态环境保护。
  ——坚持科技创新,坚定不移地走创新驱动发展之路。围绕提高科技贡献率,实施创新驱动发展战略,加快以科技创新为核心的全面创新,推动科技创新、产业创新、企业创新、市场创新、产品创新、业态创新和管理创新。以市场、问题、利润、战略为导向,加大科技投入,推进科技体制机制改革。依托盐湖大学,建立博士后科研工作站,造就一批高层次科技领军人才和创新团队。着力镁锂钾产业高端突破,镁、镁合金、锂、熔盐技术攻关获取颠覆性成果。着力规划引领,联合各方在技术标准、关键技术、专利保护、成果转化、产业化等方面开展广泛合作,建设产学研合作创新示范基地、国内联盟和世界开放性研发平台。着力与国内外高校和科研机构建立产业技术创新联盟,实现科技成果资本化、产业化,发挥高校和科研院所的积极作用,积极做好关键技术攻关、重大项目研发和技术改造,促进高校、科研机构与企业间的优势互补,科学资源共享,利益与风险共担。加快技术创新孵化器建设,建立新材料公司,促进科研成果的孵化、转化。开展群众性技术创新活动,造成万众创新的局面,一定要把万众创新的工作做实。
  (三)公司存在的风险。
  公司处于效益发展速度爬坡过坎的换档期、项目建设及试车试生产的攻坚克难期、公司发展的大建设大转型大升级的阵痛期,偿债能力、市场竞争、环保及安全运行成为公司主要风险。
  ——市场竞争风险。除钾肥、碳酸锂外,化工产品大多存在高进低出、运距远、运输成本高等因素,市场竞争激烈。需要通过降本增效、开源节流等举措改善和提高盈利能力。
  ——偿债风险。公司目前建设项目较多,综合利用项目尚未产生经济效益,为保障项目建设,需要公司提供稳健和持续的财务保障。公司将提升财务风险管控水平,加大货款回收为度,积极拓展融资渠道,确保公司健康持续发展。
  ——环保及安全运行的风险。国家加大安全环保监管力度,安全环保标准和要求更高更严,综合利用项目试车试生产安全环保风险越来越高,安全环保成为为生产运行的重点工作。
  (四)重要举措。
  牢固树立核心意识、主体意识、目标意识,规范干部“六为”标准,以“严细实快”作风推动各项重大举措落地实施,努力完成2017年目标任务,向董事会和各股东递交一份满意答卷。
  ——深化各项改革,推转型促发展。围绕增强活力、强化监管、优化布局、加强党建四个方面,以目标导向为基准,通过问题导向和发展导向推进改革工作。走出去、大融合,强化与麦肯锡等知名企业的密切合作,学习借鉴并结合实际建立一套先进的管理模式。继续推进分子公司的公司治理和集团管控改革,逐步推动和强化事业部制建设,激发和增强事业部经营活力,强化总部核心职能,优化管控流程,使总部和事业部的职能划分更加清晰,发挥协同合理,提高管理效率,打造精简高效的集团总部。进一步明确各管理层的职责和权力,权衡和匹配正确的权责利对等关系,打造更多企业运营和发展的驱动力。
  ——推进资产重组、资本运作、资源整合。剥离非主业资产,推动镁、锂、机电、海虹等资产重组。充分发挥市场作用,通过资本运作争取低息资金、推进债转股、择机权益融资,降低负债比。
  ——抓好金属镁一体化项目建设,全面达标达产。全面强化生产准备和生产运行,快速系统提升能力和规范管理。控制好安全、进度、质量和成本,实现安稳长满优经济运行,金属镁一体化项目早日具备达产达标能力。
  ——持续降本增效,抓好开源节流。统筹好生产负荷、降本减亏、经济效益三者关系,以追求利润最大化为目标,实行首长负责制,整合组织全员参与,以“4M1E”为着力点,对开源和节流的目标要具体、措施要得力,强化决策部署、周密布置落实、抓好检查督导、考核奖惩到位、建好台账档案、做好上下左右的沟通。以优化和健全内控体系建设为基准,以ERP信息化管理和“两化融合”为突破口,制定方案,明确措施,落实责任,目标倒逼,竭力将各种优势、潜在的能力和资源,以及已经出现的浪费,转化为实实在在的利润,增加收入,压缩库存,节省开支。严格执行边际收益为正的运行标准,紧盯市场,动态管理。积极推进由生产型向经营型、由核算型向管理型转变。
  ——巩固“三基”成果,夯实发展基础。制定明确科学的组织目标,理顺各自基础工作,围绕基础工作建设好基层组织。决策科学、民主、依法,抓根本、察症结、纳众谏、做决策,践行群众路线。执行坚决果断,不打折扣,继续强调“四规一制”读诵受持和5W1H,切实落实岗位责任制。
  ——坚守安全红线,筑牢生态屏障。全面引入杜邦安全管理模式,严格实行领导干部安全工作责任制,思想认识到位,行动责任到位,制度严管重罚,坚持安全发展、改革创新、依法监管、源头防范、系统治理相结合,推进“六位一体三同时”,聚焦重点领域和薄弱环节,排查各类隐患,堵塞安全漏洞,巩固扩大成果,在生态保护的前提下做好资源开发,实现企业发展与社会环境的和谐统一。
  ——强化建章立制,推进依法治企。加强内控体系建设,发挥审计工作在决策层的“耳目”和企业经营运行的“免疫系统”作用,提高风险防范能力。进一步加强和改进企业国有资产监督,完善企业内部监督机制,规范股东(大)会、董事会、监事会和经理层的权责关系,形成定位清晰、权责对等、运转协调、制衡有效的法人治理结构。健全国有资本审计监督体系,增强纪检监察监督作用,加强企业职工民主监督,发挥企业党组保证监督作用,建立高效顺畅的外部监督协同机制。
  ——构建和谐企业,共享发展成果。推进“美丽家园”建设、职工持股改革和薪酬体制的改革,职工工资与企业效益同步;强化工团建设,开展多样的群团活动;加大文化体系建设,丰富文化内涵;履行好社会责任,实现企业发展与社会及相关利益者之间的和谐统一。 收起▲