| Chinese deep-sea fishery started from 1985, it has made great achievements after 30-years development. In 2014, the total productions and output value of national deep-sea fishery reached 2.03 million tons and 18.5 billion yuan respectively, fishing vessels reached more than 2460 and total power nearly 1million kilowatts, both the size of fleet and deep-sea fishery productions stood in the front rank of the world.Africa as the starting place of Chinese deep-sea fishery, nowadays there are 34 fishery enterprises, 593 fishing vessels which fishing in 16 countries of Africa. Mauritania is a coastal state which located in the northwest of Africa,because of the long coastline, special marine environment and climate conditions, it becomes one of the most abundant fishing ground in the world, has attracted many foreign fishing fleets to fishing there. Since 1990, Representing by Shanghai Fishery Group Cooperation(SFGC) of Chinese deep-sea fishery enterprises has accessed fishing, after 20 years of persistent development, they made an important contribution in enriching our country aquatic products supply, promoting the fishers’ income, international exchanges and cooperation and maintaining the Marine rights. However, in recent years, as the fishery resources declining, constantly improving the threshold of fishing, fishery enterprise internal management problem is becoming more and more highlighted, single management structure, poor ability to resist risks will severely restrict the long-term development of these enterprises.The article analyses the main problems in enterprise management of the current Chinese fishery enterprises, combining with author’s internship experience in SFGC Mauritania, for discussing how to solve these problems and the countermeasures in the future, so as to make contributions for sustainable development of our country’s fishery enterprises in Mauritania. The article is divided into five chapters:Chapter I is introduction part, it expounds the background and significance of the selected topic, oversea and domestic research status and evaluation, writing ideas and methods. Chapter II introduces the relevant background of Mauritania, including the generalization of the whole country, fishing ground, resources and its development status, and makes a simple description of local fishery production, management, marketing, export situation. In the chapter III, summarizing the current situation of Chinese fishery enterprises, based on Shanghai Fishery Group Cooperation, making a detailed analysis for cooperation pattern, fishing production and economic benefits and so on. Chapter IV is the core part of this article, this chapter points out the main problems faced by Chinese fishery enterprises, and through the relevant data, expounding that there are a series of problems in staff team construction, management structure, fishing resources and market risks. it makes these Chinese fishery enterprises have to innovate and transform urgently. At the last of the article, combining with my internship experience in Mauritania for two years and a series of the current official policy documents, author propounds that: intensifying the building of talent reserve system, Optimizing the industrial structure, transforming the development mode, developing and utilizing the upper-middle-class fishery resources, enhancing the risk resistance ability. Meanwhile, the author hopes to strengthen dialogue between the two countries, guarantee the legitimate interests of the Chinese fishery enterprises in Mauritania, in order to promote its sustainable development in most abundant fishery resources country in the world. |
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