This archived research article from Huada Stone Mining Research Institute examines why China’s stone industry struggled to recruit, train and retain people while mines and factories were becoming more automated, digital and environmentally regulated. The figures and policy references describe the period in which Dr. Wu wrote the paper; they are not current labor statistics.
- Industry scale in the source
- More than 2,000 stone companies, a market of 500 billion CNY and nearly 10 million workers are cited.
- Qualification indicator
- The paper says only 1.5% of workers held both education above junior college and an intermediate technical title.
- Industry development
- The analysis looks back over the 40 years after reform and opening and identifies clusters in Fujian, Guangdong, Shandong, Hubei, Xinjiang and Sichuan.
- Training capacity
- Named stone-industry institutes are described as teaching fewer than 200 people per year, well below the author’s estimate of demand.
The personnel gap described in the archive
The paper sees an uneven labor distribution: coastal areas attract more people, older plant workers are retiring, and the workforce contains too few younger entrants, high-skill technicians and innovation leaders. It also criticizes recruitment that copies another company’s requirements without a clear job or workforce plan, leaving some qualified people underused while vacancies remain elsewhere.
Retention is presented as a separate problem. Experienced employees can move frequently, some sales and management staff start their own businesses, and difficult work or an unattractive environment can push workers toward other industries. The author argues that stone has a weaker public image than newer or more visible sectors, even though mining and processing technology has advanced.
Why training supply was considered too small
The article says China’s vocational-training system had developed for nearly 70 years, but stone-specific capacity remained limited. It names Nantong Stone Association, Fuyue Stone company and Huada Superabrasive Equipment company, together with the Stone Industrial School of Nantong Vocational College, a Stone Class in Sanyi Vocational College and Huada Stone Mining Research Institute.
The Occupational Dictionary of the People’s Republic of China, Edition 2015, is cited for the occupation “stone producer,” including stone miner, processor, carving worker and care worker. The paper’s concern is that most working people in those roles had not received formal training.
Policy milestones used by the author
The paper references the Professional Skills Enhancement Project (2019–2023), published on May 18, 2019; the Vocational Education Improvement Project (2020–2023), issued on September 16, 2020; and an employment project for the Fourteenth Five-year Plan introduced on August 30, 2021. It also cites 10.066 million students in vocational colleges at that time.
In March 2020, the Occupational Skill Authority of the Ministry of Human Resources and Social Security asked the Stone Carving and Inscription Institute of China Planning Academy of Building Materials Industry to work on an occupational standard for stone-production workers. The article says experts from Huada Stone Mining Research Institute and other organizations participated.
Connect vocational schools with real work
The recommended model combines classroom education with company practice. Students enter companies for experience, while industry specialists teach in colleges. The paper draws on Germany’s post-World War II dual vocational-education system and calls for companies, colleges and government to share responsibility.
Build an internal training path
Companies are encouraged to recruit through labor markets and colleges, rotate new employees through processing jobs and offer both internal and external training. The goal is a renewable skill base that is less vulnerable to one accidental vacancy.
Use pay and progression deliberately
Time-rate and piece-rate pay are discussed as different tools for new and experienced workers. Skill allowances, partnership, “amoeba” management and stock incentives are also mentioned. The article offers possibilities, not a tested compensation result.
Protect health, safety and employment rights
The paper links worker retention to clean and organized workplaces, safety training, protective equipment, health management, warning signs and regular physical examinations. It also calls for complete employment procedures, contracts and insurance when work is outsourced.
Train people for digital equipment
Automation can replace some manual tasks, but the source does not treat equipment as a substitute for skills. Workers still need training to operate new systems correctly, while companies need managers and technicians who can connect quality, efficiency and cost.
How to use this research now
The article is valuable as a structured record of the industry’s concerns and proposed responses. Its company counts, market value, workforce size, qualification share, policy status and training capacity require fresh evidence before being quoted as current. The durable argument is narrower: sustainable stone production depends on people, and recruitment, training, safe work, lawful employment and technology adoption have to be managed together.
