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　　文 | 新浪財經 張瑾

　　全球能源轉型相關規則正從「自願披露」加速走向「強制合規、市場準入與供應鏈約束」。歐盟《電池法案》正分階段引入碳足跡聲明、碳足跡性能等級、數字電池護照、再生材料比例及供應鏈盡職調查等要求。歐盟碳邊境調節機制（CBAM）已於2026年進入正式實施階段，並正推進向特定鋼鐵、鋁密集型下游產品擴圍；美國則通過《通脹削減法案》（IRA）及其配套政策，從關鍵礦產、電池材料、組件及相關產品的來源端強化 ESG 合規約束，將供應鏈透明度、可追溯性與盡責管理要求與清潔能源稅收抵免資格掛鉤。

　　這些規則雖非全部直接針對新能源裝備製造企業，但正通過下游客戶和全球產業鏈向上遊傳導。對於新能源高端裝備企業而言，一方面，裝備生產所使用的鋼鐵、鋁等高碳材料，其碳排放、碳成本及供應來源的重要性正在上升；另一方面，電池、光伏等下游客戶對產品碳足跡、能源消耗、原材料溯源和供應鏈盡責管理的要求，也將進一步向裝備供應商延伸。這意味着，新能源高端裝備企業的全球競爭已不再侷限於設備性能、交付能力和成本效率，而正在延伸至能源效率、碳數據管理能力、供應鏈透明度以及全球合規能力。ESG 也正從傳統的信息披露與形象加分項，逐漸轉變為與客戶准入、產品競爭和全球化經營直接相關的基礎能力。

　　在這一背景下，新浪財經與無錫先導智能裝備股份有限公司董事長王燕清展開對話。先導智能是連接新能源產業與智能製造的關鍵裝備企業，業務覆蓋鋰電、光伏、氫能等領域，正處在這輪產業變革的多重交匯點，包括：新能源進入「TWh時代」後的產業鏈韌性構建，技術路線快速迭代下的研發創新與不確定性管理，AI加速進入製造業後的效率提升與安全治理平衡，以及中國高端裝備企業全球化進程中 ESG 從合規要求向長期競爭力的轉化。

　　圍繞產業鏈韌性、AI治理、技術創新與全球信任，王燕清的回答勾勒出中國新能源裝備企業面向未來的核心課題：以技術創新增強產業韌性，以治理能力支撐全球化發展。

　　以下為對話原文：

　　新浪財經：近年來，隨着全球供應鏈重構以及ESG相關規則不斷完善，越來越多企業開始將可持續發展視為參與國際競爭的重要能力，而不僅僅是一項社會責任。您如何看待這一趨勢？對於中國製造業而言，它意味着新的競爭門檻，還是孕育着新的發展機遇？

　　王燕清：在我看來，可持續發展正從企業的「加分項」變為參與全球競爭的「入場券」。這背後是全球供應鏈重構和ESG規則深化的必然結果，對此我深有體會。

　　先導是全球領先的新能源智能製造解決方案服務商，本身就是為綠色能源轉型而生。我們不僅自身推行綠色智造，嚴格對標國際ESG標準，更重要的是，我們為鋰電、光伏、氫能等領域提供的裝備，直接幫助全球客戶降低碳足跡、實現清潔生產。可以說，先導的發展邏輯與這一趨勢天然契合。

　　對中國製造業而言，這既是新門檻，更是歷史性的躍遷機遇。門檻在於粗放式增長徹底失效，企業必須補上碳管理、循環設計和合規體系的課。但機遇更加巨大：全球綠色能源革命與供應鏈重構疊加，誰能在低碳技術和智能製造上建立標準，誰就能掌握下一輪全球話語權。先導的選擇是把ESG刻入創新基因，用技術把門檻變成護城河。事實證明，在國際頂尖客戶的選擇中，可持續能力已經成為核心技術之外，贏得訂單與尊重的關鍵砝碼。中國製造完全有能力從追趕者變為領跑者。

　　新浪財經：您曾公開表示，「‘TWh時代’的競爭，不是單一企業的較量，而是整個產業鏈韌性的比拼。」在您看來，一條真正具有韌性的產業鏈應具備哪些核心能力？ESG在其中發揮着怎樣的作用？

　　王燕清：在我看來，「TWh時代」的較量，本質是產業鏈體系能力的對決。一條真正有韌性的產業鏈，必須具備三種核心能力：

　　第一是技術穿透力，能從材料、工藝到裝備進行底層協同創新，例如我們和客戶聯合研發，將產線交付周期大幅壓縮；第二是全球響應力，面對地緣風險與突發事件，供應鏈能「多基地、多樞紐」靈活調配，目前我們在海外佈局的基地，確保了對國際客戶的就近服務；第三是深度耦合的共生力，上下游不是簡單買賣，而是通過數據共享、聯合攻關形成命運共同體。

　　ESG在其中扮演着「連接器」和「篩選器」的角色。我們推行綠色供應鏈標準，優先選擇符合低碳標準的合作伙伴，並共同研發低能耗裝備，這看似增加成本，實則優化了能源與資源效率。更重要的是，在海外，嚴苛的ESG合規體系成為我們贏得頂級客戶長期信任的基石。可以說，沒有ESG貫通的產業鏈，其韌性是經不起碳約束時代考驗的。ESG讓產業鏈從被動捆綁變為有機共生，這正是產業鏈韌性最底層的邏輯。

　　新浪財經：您曾將研發策略形容為「飽和式攻擊」。在新能源裝備行業，技術路線不斷演進、市場需求也在快速變化。面對這種高度不確定性，企業如何提高戰略判斷的準確性？先導智能又是如何在持續投入與控制風險之間找到平衡的？

　　王燕清：所謂「飽和式攻擊」，絕不是遍地撒錢的盲目試錯，而是基於對底層技術邏輯的穿透性理解，在關鍵突破口上集中優勢兵力。面對不確定性，我們提高判斷準確性的核心在於「從產業一線找答案」。先導不是閉門搞研發，而是與全球最頂尖的電池、光伏、氫能頭部客戶結成「創新命運共同體」，根據他們未來3-5年的量產需求，倒推今天的技術佈局，這樣預判就不再是賭博，而是工程化的推導。

　　在平衡持續投入與風險上，我們建立了「技術貨架」和「賽馬機制」。前沿探索階段，允許多支團隊對同一種工藝的不同路線進行低成本、小規模的快速驗證，一旦市場信號清晰，驗證跑通的技術模塊立刻從貨架上抽出，整合放大，推向飽和式量產攻關階段。這種模式既保證了不缺席任何一場技術革命，又避免了在技術路線搖擺時把公司綁上豪賭的戰車。說到底，用工程化的方法來管理研發風險，把對的方向迅速打透，把不確定性關進流程的籠子裏，這就是先導的平衡之道。

　　新浪財經：當前，AI正在重塑製造業的研發、生產和服務模式，也對企業治理提出了新的要求。未來企業競爭的關鍵，不僅是誰率先應用AI，更是誰能夠負責任地使用AI。您是否認同這一判斷？先導智能將如何把握AI創新與風險治理之間的平衡？

　　王燕清：我完全認同。AI的競爭不在於模型炫酷，而在於讓產線更穩定、缺陷更低、交付更短，且必須以安全可信為前提。先導的AI戰略紮根工藝場景，受質量邏輯絕對管轄。

　　創新上，我們打造設備智慧大腦，用行業獨有的鋰電設備機理認知、技術訣竅（Knowhow）以及數十年積累的失效樣本數據訓練AI，實時調優參數、預判異常，LEADACE PHM設備預測性維護系統能提前7-15天發出設備故障預警，預測準確率比傳統方法提升25%以上，讓設備成為守護產線穩定運行的「數據哨兵」。

　　治理上，我們嚴守三條紅線：一是人機協同，AI只建議，最終裁決權歸工程師；二是數據邊界，客戶產線數據全鏈路加密，核心訓練確保「數據可用不可見」；三是所有AI決策可追溯、可解釋，並通過國際安全認證體系固化。負責任地使用AI，如同為智能化劃定護欄。唯有安全、透明、可控，AI才能深度嵌入製造，成為工業底座。

　　新浪財經：您曾表示，未來目標是海外訂單超過公司整體訂單的一半。隨着企業全球化不斷深入，競爭已不僅是產品和技術的競爭，也越來越體現為品牌、治理和信任的競爭。您認為，中國高端裝備製造企業應如何建立國際市場的長期信任？ESG是否正在成為這種信任的重要基礎？

　　王燕清：面對這個問題，我們的答案是肯定的。

　　在國際化的征程中，我們深刻感受到，僅靠產品和技術領先已不足以贏得持續信任。尤其在歐美市場，客戶越來越將碳排放管理、員工權益保障和產品環保性能，視作供應商篩選的硬標準。因此，中國高端裝備企業必須將ESG從「附加項」升級為戰略核心，用透明的治理和紮實的履責表現，回應合規關切，提升品牌信譽，這是建立國際客戶長期信任的關鍵路徑。

　　先導智能正是沿着這一路徑深耕：率先承諾2035年實現核心運營碳中和，成為國內首家發布碳中和目標的新能源智能裝備企業；連續六年披露ESG報告，積極參與CDP、EcoVadis等國際評級（最新EcoVadis評級獲得銀牌，CDP氣候變化與水安全獲B級、供應商合作評級獲A級）；並加入聯合國全球契約組織，積極參與全球可持續發展進程；同時成立3000萬元規模的暖光公益基金，系統化推進社會責任。

　　正是憑藉這些實踐，我們在國際頂尖客戶的嚴格篩選中脫穎而出。可以說，ESG已成為先導智能國際化戰略的重要支撐，也是中國高端裝備贏得全球信任的通行證。

　　新浪財經：作為董事長，您如何確保ESG真正融入公司的戰略和決策，而不是停留在一份報告或一個部門的工作？在推動過程中，最難改變的是什麼——組織、文化，還是管理機制？

　　王燕清：我們構建了「頂層統攝、穿透執行、剛性考覈」的治理架構，確保ESG不是「體外循環」。

　　在頂層，董事會負責指導與監督，由我擔任主任的ESG管理委員會承擔決策管理職責，同時設立外部專家顧問組，提升決策的科學性與前瞻性；執行層面，ESG辦公室負責統籌協調與日常推進，各事業部及分子公司負責人作為委員，並下設執行委員，形成縱向穿透、橫向拉通的矩陣式管理架構。並且ESG績效與相應高管及各層級員工年度績效直接掛鉤，確保戰略不懸空。

　　最難改變的，不是組織架構或制度——這些都容易建立——而是從「被動合規」轉向「主動創造價值」的認知慣性。把短期功利思維轉化為長期價值思維，靠的不是宣貫，而是一個個否決案例和考覈兌現「磨」出來的文化重塑。

　　以下為英文版本：

　　The following is the English version：

　　From Competitive Moats to Symbiotic Ecosystems： How ESG Is Reshaping Supply Chain Resilience as Chinese Equipment Makers Go Global

　　A Conversation with Wang Yanqing， Chairman of Lead Intelligent

　　By Zhang Jin， Sina Finance

　　Global regulatory frameworks for the energy transition are shifting rapidly from 「voluntary disclosure」 toward 「mandatory compliance obligations， market-access requirements， and supply-chain constraints」． The EU Battery Regulation is phasing in requirements covering carbon footprint declarations， carbon footprint performance classes， digital battery passports， recycled-material content， and supply-chain due diligence． The EU’s Carbon Border Adjustment Mechanism （CBAM） entered its full implementation phase in 2026． Meanwhile， the EU is advancing a proposal to extend its scope to certain downstream steel- and aluminum-intensive products． In the United States， the Inflation Reduction Act （IRA） and related policies are tightening ESG requirements across the supply chains for critical minerals， battery materials， components， and related products， linking supply-chain transparency， traceability， and due diligence to eligibility for clean-energy tax credits．

　　Although these rules are not all directly targeted at new-energy equipment manufacturers， their impact is increasingly extending upstream through downstream customers and global supply chains． For high-end new-energy equipment manufacturers， the carbon emissions， carbon costs， and sourcing of carbon-intensive materials such as steel and aluminum are becoming increasingly important． At the same time， downstream customers in batteries， photovoltaics， and other sectors are placing growing emphasis on product carbon footprints， energy consumption， raw-material traceability， and supply-chain due diligence — requirements increasingly extending to equipment suppliers． As a result， global competition among high-end new-energy equipment manufacturers is no longer determined solely by equipment performance， delivery capabilities， and cost efficiency． It increasingly hinges on energy efficiency， carbon data management， supply-chain transparency， and the ability to meet global compliance requirements． ESG is also evolving from a supplementary exercise in information disclosure and corporate image-building into a foundational capability directly linked to supplier qualification， product competitiveness， and global operations．

　　Against this backdrop， Sina Finance spoke with Wang Yanqing， Chairman of Wuxi Lead Intelligent Equipment Co．， Ltd． Lead Intelligent is a key provider of intelligent manufacturing equipment for the new-energy industry， with operations spanning lithium-ion batteries， photovoltaics， hydrogen energy， and other sectors． The company sits at the intersection of several major industrial transformations， including the need to strengthen supply-chain resilience as the new-energy industry enters the 「TWh era」； the need to sustain R&D and manage uncertainty amid rapid technological shifts； the challenge of balancing efficiency gains with safety governance as AI becomes increasingly integrated into manufacturing； and the evolution of ESG from a compliance requirement into a long-term competitive advantage for Chinese high-end equipment companies expanding globally．

　　Focusing on supply-chain resilience， AI governance， technological innovation， and global trust， Wang highlights the key priorities facing Chinese new-energy equipment companies as they expand globally — strengthening industrial resilience through technological innovation and supporting global expansion with robust governance capabilities．

　　The following is a translation of the conversation：

　　Sina Finance： In recent years， amid the ongoing restructuring of global supply chains and the continued evolution of ESG-related standards and requirements， more and more companies have begun to view sustainability as an important capability for competing internationally， rather than simply as a matter of social responsibility． How do you view this trend？ For Chinese manufacturers， does this raise the bar for global competition， or does it create new opportunities for growth？

　　Wang Yanqing： In my view， sustainability is shifting from a nice-to-have to a prerequisite for global competition． This is an inevitable consequence of the restructuring of global supply chains and the evolution of ESG requirements， and it is something we have witnessed firsthand．

　　Lead Intelligent is a leading global provider of intelligent manufacturing solutions in the new-energy industry． We were built for the green-energy transition． We are committed not only to advancing green intelligent manufacturing within our own operations and aligning with international ESG standards， but also to providing equipment for lithium-ion batteries， photovoltaics， hydrogen energy， and other sectors， directly helping our global customers reduce their carbon footprints and achieve cleaner production． In that sense， our growth is inherently aligned with this broader trend．

　　For Chinese manufacturers， this is both a new threshold and a historic opportunity to leapfrog． The threshold is clear： the old model of extensive growth is no longer viable， and companies must strengthen their capabilities in areas such as carbon management， circular design， and compliance systems．

　　But the opportunity is even greater． As the global green-energy transition converges with the restructuring of supply chains， companies that can establish leadership in low-carbon technologies and intelligent manufacturing will have a decisive say in shaping the next phase of global competition． At Lead Intelligent， we choose to embed ESG into our innovation DNA， using technology to turn new barriers into competitive moats．

　　Our experience has shown that， when international customers evaluate suppliers， sustainability capabilities have become an increasingly important consideration alongside core technology． Such capabilities can make a decisive difference in winning orders and earning long-term respect． Chinese manufacturers are fully capable of moving from followers to leaders．

　　Sina Finance： You have publicly said that 「competition in the ‘TWh era’ is not a contest among individual companies， but a test of the resilience of the entire supply chain．」 In your view， what core capabilities does a truly resilient supply chain need？ What role does ESG play in building that resilience？

　　Wang Yanqing： Competition in the 「TWh era」 is ultimately a test of the supply-chain system as a whole． A truly resilient supply chain needs three core capabilities．

　　The first is technological depth and integration — the ability to pursue foundational innovation collaboratively across materials， processes， and equipment． For example， joint R&D with customers has enabled us to significantly shorten the delivery lead times．

　　The second is global responsiveness． In the face of geopolitical risks and unexpected disruptions， supply chains need to be able to allocate resources flexibly across multiple bases and nodes． Today， our overseas facilities allow us to provide local support to our international customers．

　　The third is deep integration and symbiosis． Upstream and downstream companies must go beyond simple buyer-supplier transactions． They need to form a closely connected ecosystem through data sharing and joint efforts to tackle technical challenges．

　　ESG serves as both a connector and a filter． We implement green supply-chain standards， prioritize partners that meet low-carbon requirements， and work with them to develop energy-efficient equipment． While this may appear to increase costs， it ultimately improves energy and resource efficiency．

　　More importantly， in overseas markets， a rigorous ESG compliance system has become a cornerstone for building long-term trust with top-tier customers． A supply chain without ESG integrated throughout cannot withstand the tests of an era defined by carbon constraints． ESG helps transform supply-chain relationships from passive interdependence into organic symbiosis． That is the fundamental logic underpinning supply-chain resilience．

　　Sina Finance： You once described Lead Intelligent’s R&D strategy as a 「saturation attack．」 In the new-energy equipment industry， technology pathways continue to evolve and market demand changes rapidly． Faced with such uncertainty， how can companies improve the accuracy of strategic decision-making？ How does Lead Intelligent balance sustained investment with risk management？

　　Wang Yanqing： The so-called 「saturation attack」 does not mean blindly pouring money into every possible direction． It is based on a deep understanding of underlying technological principles and the concentration of resources on critical breakthroughs．

　　In an uncertain environment， the key to improving the quality of strategic decisions is to 「find the answers on the front lines of the industry．」 Lead Intelligent does not conduct R&D in isolation． Instead， we forge deeply integrated innovation partnerships with leading global customers in batteries， photovoltaics， hydrogen energy， and other fields． We determine today’s technology priorities by working backward from our customers’ expected mass-production needs in the next three to five years． This turns what could be a gamble into strategic forecasting grounded in engineering analysis．

　　To balance ongoing investment with risk control， we built a 「technology shelf」， a library of proven tech modules， and use R&D 「horse-racing」 mechanism． In the early stages， multiple teams test different approaches to the same process on a small scale， at low cost， to quickly find what works． Once market signals become clearer， validated tech modules can be taken off the shelf and scaled up for an intensive engineering push toward mass production． This ensures that we remain engaged in every major wave of technological change while also avoiding excessive commitment to a single technology path when technology pathways remain uncertain．

　　Ultimately， our approach is to use engineering methods to manage R&D risks， identify the right direction quickly， and contain uncertainty within a controlled process．

　　Sina Finance： AI is reshaping R&D， production， and service models in manufacturing， while also creating new requirements for corporate governance． Looking ahead， corporate competitiveness will depend not only on who adopts AI first， but， more importantly， on who uses it responsibly． Do you agree with this assessment？ How will Lead Intelligent balance AI innovation with risk governance？

　　Wang Yanqing： I completely agree． The real competition in AI is not about how sophisticated or impressive a model may appear． It is about whether AI can make production lines more stable， reduce defect rates， and shorten delivery times—while operating on a foundation of safety and reliability．

　　At Lead Intelligent， our AI strategy is firmly grounded in real manufacturing processes， with quality requirements taking absolute precedence．

　　On the innovation side， we have developed an intelligent platform for our equipment that combines our industry-specific knowledge of lithium-ion battery manufacturing， accumulated process know-how， and lessons learned． We use AI to optimize parameters in real time and predict potential anomalies． Our LEADACE PHM predictive-maintenance system can provide equipment-failure warnings 7 to 15 days in advance， with prediction accuracy more than 25 percent higher than traditional methods． In effect， it acts as a 「data sentinel」， helping safeguard the stable operation of production lines．

　　On the governance side， we adhere to three non-negotiable rules． First， human-machine collaboration： AI provides recommendations， but final decisions remain with engineers． Second， data boundaries： customer production-line data is encrypted throughout the process， while our core training mechanisms ensure that data can be used without being exposed． Third， AI decisions must be traceable and explainable， and these requirements are institutionalized through internationally recognized safety certification frameworks．

　　Using AI responsibly is about putting guardrails around intelligence． Only when AI is safe， transparent， and controllable can it become deeply integrated into manufacturing and serve as a foundational capability for industry．

　　Sina Finance： You have said that your future goal is for overseas orders to account for more than half of the company’s total orders． As companies expand globally， competition is no longer just about products and technology； it increasingly involves brand， governance， and trust． How should Chinese high-end equipment manufacturers build long-term trust in international markets？ Is ESG becoming an important foundation for that trust？

　　Wang Yanqing： Our answer is yes．

　　As we have expanded internationally， we have learned that leadership in products and technology alone is no longer enough to build lasting trust． In particular， in European and US markets， customers increasingly view carbon-emissions management， protection of employee rights， and the environmental performance of products as essential criteria for supplier qualification．

　　Chinese high-end equipment manufacturers therefore need to elevate ESG from an 「optional requirement」 to a strategic priority． Transparent governance and consistent performance in fulfilling environmental and social responsibilities can help address compliance concerns and strengthen brand credibility． This is an important path toward building long-term trust with international customers．

　　Lead Intelligent has made sustained efforts along this path． We were the first company in China‘s new-energy intelligent equipment industry to announce a carbon-neutrality target， committing to achieving carbon neutrality in our core operations by 2035． We have published ESG reports for six consecutive years and actively participate in international assessments such as CDP and EcoVadis． Most recently， we received a Silver Medal from EcoVadis， B ratings in CDP’s Climate Change and Water Security assessment， and Grade A in Supplier Engagement Rating．

　　We have also joined the United Nations Global Compact and actively participate in global sustainability initiatives． In addition， we established a RMB 30 million Warm Light Public Welfare Fund to support social-responsibility initiatives in a systematic manner．

　　These practices have helped us stand out in the rigorous supplier selection processes of top-tier international customers． ESG has become an important pillar of Lead Intelligent’s internationalization strategy and a passport to trust in global markets for Chinese high-end equipment companies．

　　Sina Finance： As chairman， how do you ensure that ESG is genuinely integrated into the company’s strategy and decision-making， rather than remaining confined to a report or a single department？ In the process of advancing ESG， what is the hardest thing to change — organizational structure， corporate culture， or management mechanisms？

　　Wang Yanqing： We have established a governance structure based on 「top-level leadership， effective execution， and stringent performance accountability」 to ensure that ESG does not become disconnected from the company’s core operations．

　　At the top level， the board of directors is responsible for strategic guidance and oversight， while the ESG Management Committee， which I chair， is responsible for decision-making and management． We have also established an external expert advisory group to strengthen the rigor and forward-looking nature of our decision-making．

　　At the execution level， the ESG Office is responsible for overall coordination and day-to-day implementation． Heads of business divisions and subsidiaries serve as members of the committee， supported by executive representatives， creating a matrix management structure that operates vertically across the organization while also connecting functions horizontally．

　　In addition， ESG performance is directly linked to the annual performance evaluations of relevant senior executives and employees at different levels． This ensures that ESG strategy is translated into concrete actions rather than remaining disconnected from day-to-day operations．

　　The hardest thing to change is not the organizational structure or management systems—those can be established relatively quickly． The real challenge is changing the mindset from 「passive compliance」 to 「actively creating value．」

　　Moving from short-termism toward long-term value cannot be achieved through slogans or internal communications alone． It requires reshaping the corporate culture through actual enforcement of ESG requirements and meaningful consequences in performance evaluations．

　　新浪財經ESG評級中心簡介

　　新浪財經ESG評級中心是業內首箇中文ESG專業資訊和評級聚合平台，致力於宣傳和推廣可持續發展，責任投資，與ESG（環境、社會和公司治理）價值理念，傳播ESG的企業實踐行動和榜樣力量，推動中國ESG事業的發展，促進中國ESG評估標準的建立和企業評級的提升。

　　依託ESG評級中心，新浪財經發布多隻ESG創新指數，為關注企業ESG表現的投資者提供更多選擇。同時，新浪財經成立中國ESG領導者組織論壇，攜手中國ESG領導企業和合作伙伴，通過環境、社會和公司治理理念，推動建立適合中國時代特徵的ESG評價標準體系，促進中國資產管理行業ESG投資發展。