（原标题：专访中国海洋大学教授陈旭光：深海采矿要来了吗？） 深海采矿正由勘探逐步转向开发阶段。 陈旭光是中国海洋大学二级教授、博士生导师，长期从事海洋岩土及海底工程方向研究，也是国内首位 深海采矿方向的国家杰出青年基金获得者。他向经济观察报表示："当前技术已发展到能够实现深海采 矿的水平，同时社会对深海金属的需求快速增长，这让深海采矿重新成为行业关注的重点。" 陈旭光说，当前深海采矿仍面临一系列成本效益、环境与法律层面的问题，距离商业化依然存在距离。 国内深海采矿始于20世纪70年代末80年代初。1983年，我国启动海底矿区勘查工作，原国家冶金工业部 开始组织所属长沙矿冶院，开始研究多金属结核（海底矿物的一种）的开采、提升和冶炼技术。 陈旭光进一步表示，对我国而言，深海采矿还能弥补陆上矿产资源的不足。以钴为例，全球钴资源具有 分布高度集中的特点，在已探明陆地钴储量中，刚果（金）储量占比超过50%，而中国仅占比约1.7%。 然而，深海采矿仍长期陷于争议之中。 截至目前，已有37个国家宣布支持暂停、预防性暂停或禁止深海采矿。这些国家主张，在充分认识深海 采矿对环境的影响，健全开发规章，明确支撑规章的科学证据之前， ...

陈旭光说，当前深海采矿仍面临一系列成本效益、环境与法律 层面的问题，距离商业化依然存在距离。 作者：潘俊田 封图：图虫创意 深海采矿正由勘探逐步转向开发阶段。 陈旭光是中国海洋大学二级教授、博士生导师，长期从事海洋岩土及海底工程方向研究，也是国内 首位深海采矿方向的国家杰出青年基金获得者。他向经济观察报表示："当前技术已发展到能够实 现深海采矿的水平，同时社会对深海金属的需求快速增长，这让深海采矿重新成为行业关注的重 点。" 陈旭光说，当前深海采矿仍面临一系列成本效益、环境与法律层面的问题，距离商业化依然存在距 离。 深海采矿已来，但仍有争议 深海蕴含着丰富的金属资源。海底储存着铜、钴、镍、锰、铅、铂、锌、金、银等60多种金属。 根据中国大洋矿产资源研究开发协会数据，海底矿产资源量约3万亿吨，可采潜力约750亿吨。其 中锰、铜、钴、镍、铝、铅总储量分别是陆地资源的779倍、36倍、5250倍、405倍、75倍和33 倍。 近年来，多种金属价格大幅上涨，铜、钴等更是"炙手可热"，价格飙涨数倍。价格的上涨，让深 海采矿在经济性上具备了可行性。 据陈旭光介绍，早在19世纪末20世纪初，国际上就已经发现海底存在矿产资 ...

Core Viewpoint - The merger of China Shipbuilding and China Heavy Industry marks the largest restructuring in the global shipbuilding industry, with a transaction value of 115.15 billion yuan, signifying a major step towards high-end and international development in China's shipbuilding sector [1] Group 1: Strategic Synergy - The merger aims to eliminate historical competition between the two companies, enhancing the overall industry chain synergy [2] - Post-merger, the new entity will integrate key shipyards, optimizing production capacity and potentially increasing utilization rates from 72% and 53% to over 85%, reducing unit costs by approximately 12% [3] Group 2: Technological Collaboration - The merger will leverage the complementary technological strengths of both companies, accelerating the commercialization of advanced technologies such as smart ships and green power systems [4] - Shared R&D resources will enhance capabilities in high-value ship types, with significant improvements in production processes [4] Group 3: Management Efficiency - Unified management will reduce redundant investments and optimize order management, potentially decreasing production switching costs by about 15% and shortening delivery times by 10-20% [5] - The merger is expected to lower the total debt ratio from 69% to 58%, with annual interest savings exceeding 1 billion yuan [5] Group 4: Global Competitive Landscape - The merger positions the new company as the largest shipbuilding entity globally, with total assets of 401.5 billion yuan and a market share increase from 11% to 18% [7] - The company is set to dominate high-end ship types, capturing over 50% of global LNG dual-fuel orders and leading in the delivery of large vessels [9] Group 5: National Strategy Alignment - The merger exemplifies a significant case of state-owned enterprise reform, focusing on strategic security and high-end industrial development [10] - The new company will play a crucial role in national defense, handling over 90% of military shipbuilding tasks and enhancing domestic production capabilities [11] Group 6: Future Development - A 20 billion yuan technology fund will be established to focus on advanced technologies, with expectations for smart ships to increase from 5% to 30% by 2030 [12] - The restructuring is anticipated to improve the return on equity from 8.34% to 12%, aligning with international standards for leading shipbuilding firms [13] Conclusion - The restructuring is a systematic transformation aimed at enhancing global competitiveness, eliminating internal inefficiencies, and positioning the new company as a key player in China's transition from a shipbuilding power to a shipbuilding stronghold [14]