ESG Practices | 以ESG实践筑牢可持续发展基石！2025年中国建材ESG探索实践集第五期- 大数跨境

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ESG Practices | 以ESG实践筑牢可持续发展基石！2025年中国建材ESG探索实践集第五期

中国建材股份

2025-11-24

中国建材ESG探索实践集

CNBM × ESG

随着全球可持续发展浪潮奔涌，ESG已成为企业高质量发展的核心引擎。中国建材勇立潮头，多年来深耕ESG领域，从合规遵循者成长为价值创造者，以创新驱动绿色转型，以责任担当践行央企使命，持续为"双碳"目标与人类命运共同体建设注入强劲动能。

2025年，中国建材在ESG赛道持续发力，携7期主题案例以创新视角捕捉ESG实践操作，以鲜活案例展现可持续发展卓越成果。

As the global momentum for sustainable development continues to accelerate, ESG has become a key driver for high-quality growth. CNBM stands at the forefront of this transformation, have cultivated deep expertise in ESG over the years. Evolving from a compliance-oriented enterprise into a creator of long-term value, CNBM promotes green transformation through innovation and fulfills its mission as a central state-owned enterprise with strong sense of responsibility. CNBM remains committed to supporting China's "Dual Carbon" goals and contributing to the building of a shared future for mankind.

In 2025, CNBM will continue to advance on its ESG journey by releasing 7 thematic practices studies. These practices capture ESG practices from an innovative perspective and demonstrate the company's outstanding achievements in sustainable development.

第一期：全链协同推进，绿色低碳筑基

第二期：绿色低碳产品，落实“双碳”行动

第三期：数智赋能产业，科技引领转型

第四期：守护自然生态，永续万物共生

第五期：育才厚植根基，多元共创未来

第六期：助力乡村振兴，共建丝路繁荣

第七期照片特辑：工业对话山川，文明栖居自然

第五期“育才厚植根基，多元共创未来”由内外部共同评选出6项优秀案例，在此与大家进行分享！

Series 5 "Nurturing Talent to Strengthen Foundations, Diversity, and Co-creation for the Future" has selected 6 outstanding practices through joint internal and external expert evaluations, which are now available for public viewing.

人才是企业可持续发展的核心根基，ESG实践中“育才厚植”更是央企担当的重要体现。中国建材深耕人才发展领域，从工匠队伍培育到专业化培训、再到全周期权益保障，不断创新培养模式、完善保障机制，构建起全面多元的人才发展体系。依托这一坚实体系，中国建材人才团队有力赋能产业升级，实现人才成长与企业高质量发展相辅相成。

Talent is the core foundation of sustainable corporate development, with "talent cultivation" in ESG practices being a vital reflection of a state-owned enterprise's responsibility. CNBM is dedicated to talent development, from nurturing skilled craftsmen teams to providing specialized training and ensuring full-cycle rights protection, the company aims to continuously innovate cultivation models and improve safeguard mechanisms,——building a comprehensive and diverse talent development system. Supported by this robust system, CNBM's talent team effectively empowers industrial upgrades, achieving synergistic growth between employee growth and high-quality development.

01 锚定数智转型战略深耕人才专项培训

中材智科

中材智科为顺应自身从传统工程向智能科技转型的战略导向，保障公司运营平稳过渡与员工职业发展连续性，将数智化专题培训作为加速业务与IT深度融合、推动公司转型发展的关键抓手。

2024年，中材智科共计举办28场智能化与数字化领域专题培训，员工综合参与率达82%，全面提升员工数字化素养与专业技能；截至2025年10月，中材智科已组织开展4次数智化专题培训，累计覆盖198人次，通过“理论授课+案例拆解+小组研讨”的教学模式，深度解读数智化转型核心逻辑、行业实践案例及公司实施路径。

在数智转型实践中，同步倡导研发人员深入项目一线，鼓励其在工程实践中挖掘新课题，既提升研发工作的针对性与实效性，更推动数智研发创新与工程实施深度融合，实现技术创新与落地应用的无缝衔接。

经系列培训，公司员工既了解数字化转型内涵，也初步具备数智化设计实施能力，为公司数字化转型筑牢人才根基，推动其在智能科技领域扎实起步。数智化培训以工程与数智业务融合为核心，搭建技术线和业务线人员深度交流协作平台，打破数智转型认知壁垒与协同鸿沟；既提升工程技术线人员数字技术认知与应用能力，也强化数智业务线人员市场敏感度、行业痛点认知及协作意识，为后续业务技术双向耦合、团队互融及培育转型核心竞争力筑牢基础。

Sinoma Intelligent Technology: Anchoring Digital-Intelligent Transformation Strategy with Specialized Talent Training

In 2024, Sinoma Intelligent Technology conducted 28 thematic training sessions in intelligentization and digitalization, with a comprehensive employee participation rate of 82%. As of October 2025, it has organized four digital-intelligence thematic training courses, covering 198 participants in total. In its digital-intelligent transformation practice, the company simultaneously advocates for R&D personnel to engage deeply at project sites, encouraging them to identify new challenges in engineering practice, thereby enhancing the relevance and effectiveness of R&D work and promoting the deep integration of digital-intelligent R&D innovation with engineering implementation.

02 育才强基多元共筑发展新篇

泰山玻纤

泰山玻纤以“育才厚植根基，多元共创未来”为导向，构建一套兼具系统性与创新性的人才培养体系，为公司高质量发展注入强劲动力。

泰山玻纤精准施策，打造特色培养模式。聚焦核心人才梯队建设，实施“1号工程”重点人才培养计划，通过能力素质模型对标，筛选出10名涵盖经营管理、科技领军、财务管理、国际化领域的骨干人才，为其定制包含业务培训、实践锻炼、岗位交流等维度的个人发展计划（IDP），为关键岗位储备了中坚力量。深化校企协同，泰山玻纤与济南大学共建教授工作室，联合开设材料工程与科学专业在职硕士班，推选52名技术管理骨干参与“学时+学分+答辩”的系统培养，为技术创新储备高层次人才。同时，针对新入职大学生推出“技术培养生”计划，通过基层实操历练，让专业人才在一线发现并破解工艺难题，夯实成长根基。编制5年青年人才培养方案，构建“1年基层高潜-3年高职级高潜-5年中高层后备”的递进式发展路径，形成“岗位历练-精准培养-动态精选”的闭环机制。针对2025届大学生，严抓一线实践考核，建立责任连带机制，以能力适配为核心优化考评体系，助力新人快速融入企业文化、提升岗位胜任力。

从精准化培养到多元化协同，从短期赋能到长期规划，泰山玻纤通过层层递进的育才举措，不仅为自身发展筑牢人才根基，更以人才链的“强”支撑产业链的“优”，彰显了企业在ESG实践中以人才驱动可持续发展的坚定决心。

Taishan Fiberglass: Cultivating Talent to Strengthen Foundations and Co-creating a New Chapter of Development through Diversity

Taishan Fiberglass implements targeted measures to create a distinctive cultivation model,focusing on the construction of a cadre talent echelon and implementing key talent cultivation plans. Through competency model benchmarking, Taishan Fiberglass has selected 10 Individual Development Plans (IDPs) covering different dimensions. Taishan Fiberglass deepens university-enterprise collaboration, establishing a professor studio with Jinan University and jointly offering a part-time master's program in Materials Engineering and Science, recommending 52 technical management cadre employees to participate in the program. At the same time, Taishan Fiberglass launches special programs for newly hired university graduates, strictly enforcing frontline practical assessments and establishing joint responsibility mechanisms, optimizing the evaluation system with competency matching as the core. In addition, Taishan Fiberglass has formulated a five-year youth talent cultivation plan, building a progressive development path of "1 year at grassroots level – 3 years at mid-to-high level – 5 years at middle and senior levels".

03 匠心筑基创新赋能

克州天山水泥

新质生产力发展下传统制造业转型需工匠精神支撑，克州天山水泥地处边疆，面临地理位置偏远、多民族员工结构（少数民族职工占比35.86%）及区域发展瓶颈等挑战，公司以系统化人才工作机制筑牢发展根基，破解边疆制造企业转型困局。

构建“引育管用”一体化路径：“引才”上成立人才工作领导小组，建立三维评价体系，近三年引进5名技术骨干，内部培育24名少数民族骨干；“育才”上分层培训82场次，覆盖4,497人次，开设双语课堂助力54名少数民族职工学技能，组织177人次外出培训，推行师带徒及交叉任职模式；“管才”上建立廉政档案，开展人文关怀活动；“用才”上投入5%收入用于创新研发，建立双团队模式，完成14个课题研究，取得30余项专利，推行双通道管理。

通过人才梯队优化，克州天山水泥现有职称人数占比28.96%，关键岗位少数民族人才24人，占比16.66%。克州天山水泥通过建设多民族工匠人才队伍，充分展现民族团结与工匠精神融合魅力，为边疆地区公司工匠培育提供可复制经验。

Kezhou Tianshan Cement: Building Foundations with Craftsmanship, Empowering with Innovation

Located in a border region, Kezhou Tianshan Cement faces challenges such as remote geography, a multi-ethnic workforce (ethnic minority employees account for 35.86% of total workforce), and regional development bottlenecks. However, the company has established a systematic talent managing mechanism to strengthen its development foundation, forming a talent work leadership group and creating a three-dimensional evaluation system. In the past three years, it has recruited 5 technical cadre employees and internally cultivated 24 ethnic minority cadre employees. At the same time, Kenzhou Tianshan Cement has conducted 82 training sessions covering 4,497 participants, offering bilingual classes to help 54 ethnic minority employees acquire skills, as well as organizing 177 external training sessions, implementing mentorship and cross-posting models. Through talent optimization, Kezhou Tianshan Cement now has 28.96% of employees holding professional titles, including 24 ethnic minority employees in key positions, accounting for 16.66% of the total workforce.

04 多元人才培育筑根基权益保障促发展

库尔勒天山

库尔勒天山将人才战略置于发展核心，以员工权益保障为基石、人才成长为抓手，构建多元共融的人才发展体系，为公司在复杂市场环境中稳健前行注入强劲动力。

围绕人才培育，从多维度发力，构建完善体系，助力员工成长与公司发展同频共振。深化校企合作，搭建学历进阶通道，让员工在工作之余系统学习专业知识，弥补知识短板。目前，公司大专以上学历员工占比达70%，26人正参与学历提升学习。

聚焦岗位核心技能需求，定制针对性培训课程，邀请专业讲师授课，通过 “理论+实操”模式，帮助员工熟练掌握技能要点。已有46人通过培训取得技能等级证书，岗位胜任力显著提升，有效满足公司对技能型人才的需求。同时，打造“1+N”培训模式，以“内训师、金牌员工、新疆工匠”为核心导师团队，通过一对一指导、经验分享、实操示范，传承专业技能与优秀经验，加速青年员工成长，培育更多业务骨干。

在后备人才培养上，建立后备人才库，制定专项计划，通过岗位轮换、项目历练、管理课程培训，提升后备人才综合管理能力与全局意识。已有3名青年员工提任至管理层岗位，为公司管理团队注入新鲜血液，保障企业长远发展。

从健康守护到诉求响应，从学历提升到技能传承，库尔勒天山以“权益保障”与“人才培育”为双轮，构建起员工与公司共生共荣的发展生态。

Korla Tianshan: Diverse Talent Cultivation Builds Foundations, Rights Protection Promotes Development

Korla Tianshan continues to deepen university-enterprise cooperation, establishing pathways for academic advancement, enabling employees to systematically acquire professional knowledge while working, thereby addressing knowledge gaps. Currently, 70% of the company's employees have college degrees or above, with 26 participating in further degree programs. Focusing on core skill requirements of positions, Korla Tianshan customizes specialized training courses, inviting professional instructors to teach. As a result of the "theory + practice" model, 46 employees have obtained skill level certificates through training. At the same time, through one-on-one guidance, experience sharing, and practical demonstrations, Korla Tianshan passes on professional skills and experience, accelerating the growth of young employees and cultivating more cadre employees. Korla Tianshan has established a reserve talent pool and formulated special plans, with 3 young employees already promoted to management positions.

05 智能化青年突击队创新创效模式赋能产业链创新链深度融合

槐坎南方

青年人才是科技创新与智能建设的中坚力量，实施人才强企战略，是构筑企业长远竞争优势的核心，更是锻造青年梯队、铸就未来栋梁的根基。

槐坎南方积极落实智能化建设计划，以7500t/d熟料生产线建设为实战平台，组建了一支20人的智能化青年突击队。青年队员分别投身于区域信息化平台、工艺质量、机电设备等专业小组，并依托大数据、云计算等技术，对核心工序开展智能化改造技术攻关，逐项破解生产技术难题，加快了企业从传统制造向数字化转型的步伐。

培养出了一支复合型智能化人才队伍，系统总结了试点经验，形成了一套可复制、可推广的智能化改造模式。相关项目成果先后亮相中国绿色低碳创新大会与乌镇互联网大会，并入选“国家工信部建材工业智能制造数字转型典型案例”及“2025年度卓越级智能工厂项目”。

Huaikan Southern: Intelligent Youth Elites Innovates Efficiency Models, Enabling Deep Integration of Industrial and Innovation Chains

Huaikan Southern actively responded to the intelligent construction plan, forming a 20-member intelligent youth elites using the 7500t/d clinker production line construction as a practical platform. The youth team members engaged in specialized groups such as regional information platforms, process quality, and electromechanical equipment, conducting technical tackle on intelligent transformation of core processes, accelerating the company's transition from traditional manufacturing to digital transformation.

06 点石成金构筑人才发展之路

中国巨石

当前，国家产业工人队伍的建设与发展正处于一个由“量”到“质”的转型关口，在国家战略驱动下，广大产业工人队伍将升级为一支知识型、技能型、创新型的大军，以支撑国家从“制造大国”迈向“制造强国”和“质量强国”的目标。

中国巨石将促进公司发展与增进员工福祉相融合，关切员工成长发展，让广大员工找得到赛道、看得准方向、认得清规则、比得出业绩、获得好发展，不断激发人才内生动力。

构建“全面人才管理”体系，依托“选用育留”四个层面，实施“点石成金”人才发展模式，系统规划“四学四建”行动方案，设立了四大晋升通道，采用双职位体系，实施职称/技能等级评定，搭建“竞聘+考核+任期”的干部选聘模式。为员工制定了多种多样的培育模式，包括专题培训、传帮带、技能比武、创新交流会、文化沙龙、专题讲座、QC发布会、上挂下派、内练外练等，促进个人与企业同步提升。

2021-2024年累计开展玻璃纤维及制品工自主认定超4,800人次，目前产业工人中技能人才比例超47%，员工人均收入连续多年增长超10%。2025年开展各类技能比武200余场次，参与超4,000人次。

China Jushi: Turning Stone into Gold—Building a Path for Talent Development

China Jushi has established a comprehensive talent management system, based on four aspects: selection, utilization, cultivation, and retention, and setting up four promotion channels, adopting a dual-position system, implementing professional title/skill level assessments, and building a cadre selection model of "competition + assessment + tenure". From 2021 to 2024, over 4,800 in-house certifications were issued to glass fiber and product workers. Currently, skilled talent accounts for over 47% of industrial workers, and per capita employee income has increased by over 10% for consecutive years. In 2025, it held more than 200 various skill competitions, with over 4,000 participants.