厦门国贸:XiamenITGGroup2025

2025

XIAMEN ITG GROUP

SUSTAINABILITY REPORT2

CONTENTS

About This Report 01

Chairman's Statement 03 Environmental Society

Strategic Vision 05 Climate Change Tackling 26 Innovation-driven 58

Management of Material Topics 08 Usage of Water Resources 46 Suppliers and Customers 63

Communications with Stakeholders 16 Pollutant Discharge 47 Rural Revitalization and Contribution to the Society 76

Sustainability Governance 17 Waste Disposal 48 Employees 81

Environmental Compliance Management 49

Circular Economy 50

Ecosystems and Biodiversity Protection 52

Governance

Risk Control and Compliance Management 98

Business Conduct 105

Appendix 111About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 01

About This Report

This is the 2025 Sustainability Report (the "Report") of Xiamen ITG Group Corp. Ltd. ("Xiamen ITG Group" the "Company" or

"we"). It is intended to communicate to our stakeholders the efforts we made and the progress we achieved in sustainable

development during 2025.Basis of Preparation

Scope of Disclosure Access and Feedback

This Report has been prepared with reference to the Corporate Sustainability Disclosure Standards—Basic

Standards (Trial Implementation) jointly developed by the Ministry of Finance together with the Ministry of Foreign

Affairs the National Development and Reform Commission the Ministry of Industry and Information Technology This Report covers the period from January This Report is published electronically in

the Ministry of Ecology and Environment the Ministry of Commerce the People's Bank of China the State-owned 1 2025 to December 31 2025 although both Simplified Chinese and English. In the

Assets Supervision and Administration Commission of the State Council the National Financial Regulatory certain content extends beyond the reporting event of any discrepancy between the two

Administration and the China Securities Regulatory Commission; Guidelines No. 14 of Shanghai Stock Exchange period. Unless otherwise specified the versions the Simplified Chinese version shall

for Self-Regulation of Listed Companies—Sustainability Report (Trial); Guide No. 4 of Shanghai Stock Exchange for environmental data disclosed in this Report prevail. The electronic version of the Report

Self-Regulation of Listed Companies—Preparation of Sustainability Reports; the SASB Standards; the Reference covers the Company's major production and is available on the Company's website (www.Indicator System for ESG Special Reports of State-owned Enterprises-Controlled Listed Companies issued by the manufacturing entities while the economic itg.com.cn) and the website of the Shanghai

Research Center of the State-owned Assets Supervision and Administration Commission of the State Council; and social data covers all entities within Stock Exchange (www.sse.com.cn). If you have

the first set of European Sustainability Reporting Standards (ESRS) issued by the European Commission; and the scope of the Company's consolidated any comments or suggestions regarding the

IFRS S1 General Requirements for Disclosure of Sustainability-related Financial Information and IFRS S2 Climate- financial statements. Company's economic environmental or social

related Disclosures issued by the International Sustainability Standards Board (ISSB). It also takes into account the performance please contact us at zqswb@itg.disclosure requirements of the United Nations Sustainable Development Goals (SDGs). com.cn.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 02

Definitions

Abbreviation Full Name Abbreviation Full Name

Xiamen ITG Group/the Company Xiamen ITG Group Corp. Ltd. ITG Paper Xiamen ITG Paper Co. Ltd.ITG Agricultural Products Xiamen ITG Agricultural Products Co. Ltd. ITG Health Technology Xiamen ITG Health Technology Co. Ltd.ITG New Energy Supply Chain Xiamen ITG (Shanghai) New Energy Development Co. Ltd. ITG Baokang Medicine Xiamen ITG Baokang Medicine Technology Co. Ltd

Ningbo Zhencheng Mining Ningbo Zhencheng Mining Co. Ltd. ITG Pulp & Paper Xiamen ITG Pulp & Paper Co. Ltd.Keerun Tire Dezhou Factory Keerun Tire (Dezhou) Co. Ltd. ITG Keerun ITG Keerun (Shanghai) Industrial Co. Ltd.ITG Tidak Xiamen ITG Tidak Logistics Co. Ltd. Qiming Logistics Xiamen ITG Qiming Logistic Co. Ltd.*The abbreviations above are listed in the order of appearance.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 03

Chairman's Statement

On the Voyage of Industrial Chain Organization Toward a Sustainable Future

In 2025 the contours of the global economy are undergoing profound tectonic environment we have not chosen to drift with the current. Instead we have remained

shifts. A sluggish recovery is colliding with geopolitical rivalry while the waves firmly committed to upgrading and transforming our "three-chain integration"

of technological revolution are advancing alongside the pressures of green business model.transition. Global industrial chains supply chains and value chains are all in

the midst of intense restructuring. At this crossroads of uncertainty we are By "three-chain integration" we mean strengthening resilient supply chains building

compelled to reflect on a fundamental question: how should an enterprise stronger specialized industrial chains and enhancing high-quality value chains.committed to the long term stay its course and continue to create value We are no longer satisfied with the traditional role of a trading and distribution

intermediary. Instead through the "five-pronged" approach of internationalization

For Xiamen ITG Group the answer has long been inscribed on our compass. industrialization digitalization specialization and market-oriented development we

This year we formally established our new vision of "being a leading global are reshaping the very DNA of our business. Supported by five enabling capabilities—

value chain integrator" and guided by our strategic framework of "three- strategic leadership industrial investment logistics support risk management and

chain integration five-pronged advancement and five enabling capabilities" resource allocation—we have remained clear-headed amid volatility. In 2025 our

embarked on an ambitious new journey toward the next five years. We supply chain management business generated revenue of RMB 335.88 billion while

understand that true progress is not about blind expansion in scale but about overseas business revenue reached nearly RMB 70 billion with trade volume with

taking responsibility as our foundation anchoring ourselves in long-termism Belt and Road and RCEP countries continuing to grow steadily. Behind these figures

calibrating our direction amid the tides of the times and working with our lies the solid footprint of our transformation from a pure "trader" into an "industrial

partners to build a future that is more resilient and more sustainable. integrator".I. Elevating Strategy: From "Connecting" to "Organizing" II. Fulfilling Responsibility: Embedding ESG into Every Link of the Industrial

Over the past 45 years since the founding of Xiamen ITG Group what has enabled Chain

us to move forward steadily through changing conditions has above all been As a global value chain integratorwe focus not only on closing the loop of business

our commitment to strategic focus. In the face of a complex and volatile external logic but also on creating a virtuous cycle of social value. In 2025 we furtherAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 04

embedded ESG principles into the fabric of our "three-chain" operations making green development not a meaningful growth is not measured only by the numbers on a financial statement but by an enterprise's

slogan but a set of measurable and actionable commitments. ability to respond to the needs of the times and to enhance its capacity to serve people's aspirations for a

better life.In terms of green transition we have made a clear commitment: we will strive to achieve a comprehensive

peak in carbon emissions before 2030 and realize carbon neutrality before 2060. During the year we were IV. Looking Ahead: A Steadfast Practitioner of Long-termism

selected as one of the first industrial bases under the Guangzhou Futures Exchange's "Green Transition As we look ahead to the upcoming Fifteenth Five-Year Plan period competition across global industrial chains

and New Growth" initiative while also integrating digital and lifecycle-based thinking into our supply chain will become even more intense. Yet whatever storms may lie ahead Xiamen ITG Group will continue to set sail

management. We signed a strategic cooperation agreement with Huawei to deepen collaboration in the new with "Integrate Industry to Connect. Create Value to Share." as our banner and "three-chain integration five-

energy supply chain. Through the "ITG Atlas · Sky Eye" system we have used Internet of Things technology pronged advancement and five enabling capabilities" as our course. We will continue to practice the patience

to enhance warehousing safety and risk control efficiency significantly reducing the hidden carbon footprint of long-term investment striving not only to be an allocator of resources but also a guardian of value and a

in the logistics process. In governance and compliance we have built a digital risk control system covering the nurturer of innovation.entire business process. This respect for rules has earned us the trust of the market. The Company retained

its "AAA" issuer credit rating and was honored with recognitions including the "2025 Best Practice Case for Together with our shareholders customers employees and all sectors of society we will demonstrate the

Listed Company Boards of Directors" the "2025 SSE Golden Quality Award for Corporate Governance" and responsibility and commitment of Chinese enterprises through our global development and in this new

inclusion among the "Top 100 ESG-listed Companies in China". Behind these recognitions lies our steadfast journey write a new chapter of high-quality development for Xiamen ITG Group.commitment to the core value of "Responsibility".Thank you.III. Putting People First: Building an Industrial Ecosystem with Warmth

Ultimately the warmth of an enterprise is reflected in how it treats people. In 2025 Xiamen ITG Group's

"Caring for Dreams" public welfare brand marked its 20th anniversary. From special education to rural reading

initiatives from disability support to marine environmental protection we have extended the reach of the Chairman of Xiamen ITG Group Corp. Ltd.Company into the capillaries of society through diversified public welfare practices.At the same time we are actively nurturing future growth drivers. In alignment with the "Healthy China"

strategy our health business segment remains focused on the two core areas of "medical devices + health

services" with the goal of building a more resilient healthcare ecosystem. We firmly believe that trulyAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 05

Strategic Vision

Xiamen ITG Group focuses on its core business of Supply Chain Management. Vested with

the mission of "Integrate Industry to Connect. Create Value to Share" and the core value

of "Leadership Responsibility Hardworking Partnership" we are implementing a new

business model of building a resilient supply Chain a professional industrial chain and a

highvalue chain. By building a sustainable global industrial ecosystem we are committed

to being a leading global value chain integrator.Xiamen ITG Group continues to accelerate the global layout. We have set up more than

150 domestic branches and investment enterprises and more than 50 overseas branches

and investment enterprises in over 20 countries and regions. We have established stable

cooperation with more than ninety thousand industrial customers around more than 170

countries and regions. Our business network covers major procurement and distribution

markets at home and abroad to ensure agile responses to market demand.Xiamen ITG Group provides industry comprehensive services "ITG Solutions" to partners

across the industrial chain. We offer 3 Driving Forces to drive the industrial development

including integration togetherness and growth. Intending to achieve 6 Fundamental

Effects including diverse integration flexible customization industry involvement

profound empowerment multi-perspective innovation and sustainable coexistence

we provide partners with 8 Basic Services including procurement distribution price

management logistics services financial services market research and analysis

digitalization and industrial upgrading.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 06

Economic Environmental and Social Impact in 2025

Economic Impact in 2025 Environmental Impact in 2025

Total Assets Revenue Net Profit Attributable to Shareholders GHG Emissions Intensity Energy Consumption Water Consumption

of the Listed Company Intensity Intensity

RMB RMB RMB

105349.00 million 337116.87million 509.06million 30.88 7.99 13.25

tCO2e/RMB 100 million tce/RMB 100 million m3/RMB 100 million

revenue revenue revenue

Social Impact in 2025

Contribution to Society Contribution to Society Total Occupational Health Volunteer Service Hours

per Share and Safety Investment

RMB RMB RMB

5187.56 million 2.43 25.23million 3903.00hours

Including: ·Tax Contribution to the State: RMB 1441.54 million

·Wages and Benefits Paid to Employees: RMB 1929.15 million Total Number of Number of Work-related Total Employee Training

·Dividends Paid to Shareholders: RMB 974.28 million Employees Fatalities Hours

·Interest Paid on Borrowings to Banks and Other Creditors:

RMB 841.25 million

·External Donations: RMB 1.34 million 6403 0 66820.12hoursAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 07

2025 Sustainability Honors

Ranked No. 1559 Received the following honors from Mysteel:

Top 20 Long-term Integrity Service Providers in Iron Ore at the 8th edition in 2025; 2025

on the Forbes Global 2000 Mysteel Integrity Price Contributor for the Iron Ore Forward Physical Price Index; and

First Global Iron Ore Potential New Capacity Enterprise (2026-2028)

Received the "Black Gold Cup"

Top 20

Global Iron Ore Suppliers award at the 9th Global Iron Ore

Supplier Awards 2024 presented by Shanghai Steel Union

Received the 2025 SSE Golden Quality Award

for Corporate Governance from Shanghai

Securities News and cnstock.com

Received

the 2025 Best ESG Practice Award for Listed Companies

from E-Dong

Received the Special Contribution Award for

Corporate Governance under the 20th "Golden

Recognized by the China Association for Public Companies Round Table Award" for Boards of Directors of

with the 2025 Best Practice Case in Sustainability Chinese Listed Companies

Development for Listed Companies and the 2025 Best presented by Board magazine

Practice Case of Listed Company Boards of Directors

Received

Recognized by the China Federation of Logistics and the title of Outstanding Employer of the Year in Fujian

Purchasing as one of the Received the Top 100 from Liepin

Top 50 ESG-listed Companies in China award from

Logistics Enterprises in China Securities TimesAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 08

Management of Material

Topics Double Materiality Assessment Process

As a key step in our sustainability management and information disclosure Step 1: Background Analysis and Topic Identification

we conducted a double materiality assessment in 2025. In carrying out this

assessment we referred to the methodologies set out in the latest domestic and Drawing on five dimensions—selected reporting standards international initiatives global economic and macro policy trends changes in the market

international sustainability disclosure requirements including the Corporate environment and our own strategic priorities and development needs—we conducted a systematic background analysis and on that basis identified 25

Sustainability Disclosure Standards—Basic Standards (Trial Implementation) sustainability topics relevant to the Company.and the Corporate Sustainability Disclosure Standard No. 1—Climate (Trial

Implementation) jointly developed by the Ministry of Finance together with

relevant government authorities; Guidelines No. 14 of Shanghai Stock Exchange

The Corporate Sustainability Disclosure Standards - Basic Standard (Trial) jointly developed by the Ministry of Finance of the

for Self-Regulation of Listed Companies—Sustainability Report (Trial); Guide

People's Republic of China together with the Ministry of Foreign Affairs the National Development and Reform Commission

No. 4 of Shanghai Stock Exchange for Self-Regulation of Listed Companies—

the Ministry of Industry and Information Technology the Ministry of Ecology and Environment the Ministry of Commerce

Preparation of Sustainability Reports (Revised in January 2026); and IFRS S1

the People's Bank of China the State-owned Assets Supervision and Administration Commission of the State Council the

and IFRS S2 issued by the International Sustainability Standards Board (ISSB). 01

National Financial Regulatory Administration and the China Securities Regulatory Commission; the Guidelines No. 14 of

Based on these frameworks we identified sustainability topics that may have a

Sustainability the Shanghai Stock Exchange for Self-regulation of Listed Companies - Sustainability Report (Trial); the Guide No. 4 of the

significant impact on our long-term value and our stakeholders. Reporting Shanghai Stock Exchange for Self-regulation of Listed Companies - Compilation of Sustainability Reports (January 2026

Standards

In the materiality assessment we applied the principle of double materiality to Revision); the SASB Standards; and the two IFRS Sustainability Disclosure Standards IFRS S1 and IFRS S2 issued by the

determine whether over the short medium and long term our performance on International Sustainability Standards Board (ISSB).a given topic is expected to have a material impact on the economy society and

the environment (impact materiality) and whether that topic is expected to have

a material effect on our business model business operations and other financial

dimensions (financial materiality). We collected assessment input from a total of

321 stakeholders through questionnaire surveys. Based on the survey results we The United Nations Sustainable Development Goals (SDGs) the 30th United Nations Climate Change Conference (COP30)

systematically identified and screened eight topics assessed as material which 02 and the OECD Due Diligence Guidance for Responsible Business Conduct.are addressed in the relevant sections of this Report.International

InitiativesAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 09

List of the Company's Sustainability Topics

The global economy continues to face challenges including slowing growth rising trade barriers tighter

03 Category Topicfinancial conditions and increasing policy uncertainty. In its Economic Outlook the OECD projected that global economic growth would slow from 3.3% in 2024 to 2.9% in both 2025 and 2026. This means companies need to

place greater emphasis on supply chain resilience risk prevention and control and compliance capabilities. · Climate Change Tackling · Pollutant Discharge

Global · Waste Disposal · Ecosystem and Biodiversity

Economic and

Macroeconomic · Environmental Compliance Protection

Policy Trends Management · Energy Usage

Environmental · Usage of Water Resources · Circular Economy

Against the backdrop of the ongoing low-carbon transition supply chain restructuring and increasingly

stringent requirements for transparency and compliance the market is placing higher demands on companies' · Contributions to the Society

04 · Rural Revitalizationperformance in areas such as supply chain security climate response due diligence and governance · Ethics of Science and Technology· Innovation-drivencapabilities. At the same time in light of Xiamen ITG Group's accelerated expansion into the health technology · Equal Treatment to Small and · Supply Chain Security

business the importance of innovation capability product quality and compliance management has become Medium-sized Enterprises

Market Trends · Safety and Quality of Products and even more pronounced. · Data Security and Customer Privacy

Services

Protection

Social · Supporting Industry Development

· Employment Management

· Employee Development and Care

· Occupational Health and Safety

05 Based on its existing business layout and development direction the Company continues to consolidate its core strengths in supply chain management while actively cultivating emerging businesses such as

health technology. Against this backdrop the Company needs to identify sustainability topics that are more · Due Diligence · Communications with Stakeholders

Company systematically and closely aligned with its business development so as to better respond to changes in the · Risk and Compliance Management · Anti-commercial Bribery and Anti-

Strategy and

external environment strengthen its risk response capabilities and support the implementation of its strategy · Anti-unfair Competition corruption

Development Governance

Needs and its long-term steady development.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 10

Step 2-1: Impact Materiality Assessment影响重要性评估结果

We assessed the impact materiality of each topic across two dimensions: impact

severity and likelihood.* Supply Chain Security

* Risk and Compliance Management

* Communications with Stakeholders

* Climate Change Tackling

* Data Security and Customer Privacy

Protection

* Contributions to the Society * Anti-commercial Bribery and Anti-

* Supporting Industry corruption

Development * Employee Development and Care

Dimension 1: Impact Severity Assessment * Occupational Health and Safety * Employment Management

* Due Diligence * Innovation-driven

* Energy Usage

Through stakeholder questionnaires we assessed the "severity * Environmental Compliance Management * Rural Revitalization

of impact" of key sustainability topics across the economic * Circular Economy * Equal Treatment to Small and

environmental and social dimensions. A total of 321 valid * Pollutant Discharge Medium-sized Enterprises

questionnaires were collected in this survey. We used statistical * Usage of Water Resources * Anti-unfair Competition

* Safety and Quality of Products

methods such as weighted averages and variance analysis to quantify * Waste Disposal

and Services

the qualitative ratings assigned to each topic on a scale of 1 to 5. Based * Ethics of Science and Technology

* Ecosystem and Biodiversity Protection

on weight allocation and the resulting composite scores we then

determined the level of impact materiality for each sustainability topic.Impact Materiality

Dimension 2: Likelihood Assessment Impact Materiality: Low Impact Materiality: Medium Impact Materiality: High

We assessed the probability of risk occurrence based on the historical A score below 2.5 indicates that the Company's A score between 2.5 and 2.9 indicates that the A score above 2.9 indicates that the Company's

frequency of similar events and with reference to comparable industry performance on the topic has relatively limited Company's performance on the topic has already performance on the topic has direct extensive and

experience applied a graded quantitative approach to determine the actual or potential impacts on the economy had a certain degree of substantive impact on significant actual or potential material impacts on the

likelihood of impacts associated with each sustainability topic. society and the environment. the economy society and the environment and economy society and the environment.therefore requires attention and corresponding

management measures.Sustainable TopicAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 11

Step 2-2: Financial Materiality Assessment Results of Financial Materiality Assessment

We assessed the financial materiality of each topic across two dimensions: the magnitude of impact and the likelihood of Financial Materiality: Low Financial Materiality: Medium Financial Materiality: High

occurrence.* Employee Development and Care

* Rural Revitalization * Employment Management * Climate Change Tackling

Dimension 1: Magnitude of Impact

* Circular Economy * Occupational Health and Safety * Supply Chain Security

* Pollutant Discharge * Equal Treatment to Small and * Due Diligence

The opportunities and risks associated with each sustainability topic may have direct or indirect positive or negative * Safety and Quality of Products and Medium-sized Enterprises * Risk and Compliance Management

impacts on the Company's financial performance during the reporting period and over the forecast period.Services * Contributions to the Society * Communications with

* Usage of Water Resources * Data Security and Customer Privacy Stakeholders

* Waste Disposal Protection * Innovation-driven

* Ethics of Science and Technology * Anti-unfair Competition * Supporting Industry Development

Dimension 2: Likelihood of Occurrence * Ecosystem and Biodiversity * Energy Usage * Anti-commercial Bribery and Anti-

Protection * Environmental Compliance corruption

We assessed the likelihood that the opportunities and risks associated with each sustainability topic would affect the Management

Company's financial performance over the short medium and long term.Financial Materiality: Low

This indicates that the topic may have financial implications for the Company over the short medium and long term but

that such impacts are limited; specifically the impact on monetary value (such as revenue) is less than RMB 1 million or the

Reference impact on net profit is less than 1%.Parameters and

Indicators Financial Materiality: Medium

Cost Profit This indicates that the topic may have a certain level of financial impact on the Company over the short medium and long

term; specifically the impact on monetary value (such as revenue) is between RMB 1 million and RMB 5 million or the impact

Assessed with comprehensive Assessed by taking into account on net profit is between 1% and 5%.consideration of factors such both costs and returns to evaluate

as market prices of resources the impact on profit Financial Materiality: High

trend forecasts and the

This indicates that the topic may have a relatively significant financial impact on the Company over the short medium and

Company's historical cost

levels long term; specifically the impact on monetary value (such as revenue) exceeds RMB 5 million or the impact on net profit

exceeds 5%.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 12

Step 3: Double Materiality Assessment Analysis Environmental

Based on the results of the impact materiality and financial materiality assessments we developed a materiality matrix and

identified 13 material topics. 1 Climate Change Tackling 5 Environmental Compliance Management

2 Pollutant Discharge 6 Energy Usage

Environmental Social Governance

3 Waste Disposal 7 Usage of Water Resources

4 Ecosystem and Biodiversity Protection 8 Circular Economy

Social

23 9 Rural Revitalization 15 Safety and Quality of Products and Services

10 Contributions to the Society 16 Data Security and Customer Privacy Protection

16 119 2418 11 11 Innovation-driven 17 Supporting Industry Development

20 17 12 Ethics of Science and Technology 18 Employment Management

9621

13 Supply Chain Security 19 Employee Development and Care

15 25 14 Equal Treatment to Small and Medium-sized Enterprises 20 Occupational Health and Safety

327

12 Governance

21 Due Diligence 24 Anti-commercial Bribery and Anti-corruption

22 Communications with Stakeholders 25 Anti-unfair Competition

23 Risk and Compliance Management

Financial Materiality

Impact MaterialityAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 13

Step 4: Using the Findings to Inform Disclosure and Practice

The results of our materiality assessment were reviewed and confirmed by the Board of Directors as an important component of this Sustainability Report. In the relevant sections of this Report we systematically describe the specific management measures and

actions we have taken in response to each material topic.Section on

Material Scope of Impact Time Corresponding

Affected Stakeholders Risks Opportunities 1 Management and Topic Upstream Corporate Downstream

Value Operations Value Chain Community

Horizon SDGs

Actions

· Stronger supply chain resilience can become a competitive

advantage: continuously strengthening resource integration

· Volatility in the international environment may disrupt supply

warehousing and logistics support and end-to-end management

stability: changes in the international trade landscape shipping

· Customers capabilities can enhance the stability of the supply chain system and

fluctuations geopolitical conflicts or unexpected events may interfere

· Suppliers improve market competitiveness.with the Company's procurement logistics transportation and delivery

· Employees · Digital management can improve coordination efficiency: digital Short term

arrangements affecting business continuity. Supply Chain

? ? ? · Banks and intelligent monitoring early warning and dispatch mechanisms Medium term

· Performance risks may be transmitted across the upstream and Security

· Investors can improve supply chain transparency and responsiveness thereby Long term

downstream value chain: unstable supplier deliveries fluctuations in

· Government and strengthening customer trust.customers' fulfillment capabilities or abnormal operating conditions among

Regulatory Authorities · Integrated service capabilities can be further upgraded: stronger

partners may lead to delivery delays delayed collections and inventory

supply chain security management can support the Company's

backlogs.transition from traditional trading services toward higher value-added

integrated supply chain services.· Stricter low-carbon policies may increase transition pressure: as the

· Green supply chain development can drive business upgrading:

· Customers "dual carbon" goals advance and environmental regulation continues

promoting green procurement green logistics and low-carbon

· Suppliers to tighten the Company may face higher requirements for emissions

operations can help improve resource efficiency and business quality.· Employees management green procurement and information disclosure.· Low-carbon services can open new market opportunities:

· Investors · Extreme weather may affect operational stability: typhoons heavy

developing green services low-carbon solutions and energy and Short term

· Government and rainfall extreme heat and other severe weather events may affect logistics Climate Change

? ? ? ? carbon management services around customers' decarbonization Medium term

Regulatory Authorities transportation warehouse management and supply continuity increasing Tackling

needs can help cultivate new growth drivers. Long term

· Local Communities operational uncertainty.· Climate action can enhance brand recognition and capital market

· Non-governmental · Customers' green requirements continue to rise: growing downstream

appeal: continuously strengthening climate governance and related

Organizations focus on low-carbon supply chains green products and environmental

disclosure can improve the Company's brand image financing

· Media Organizations performance may push the Company to accelerate adjustments to its

attractiveness and long-term competitiveness.business model and service capabilities.

1 Short term generally refers to within one year (inclusive) after the end of the reporting period; medium term refers to one to five years (inclusive) after the end of the reporting period; long term refers to more than five years after the end of the reporting period.

Supply Chain Security Climate Change TacklingAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 14

Material Scope of Impact

Section on

Time Corresponding

Affected Stakeholders Risks Opportunities Management and

Topic Upstream Corporate Downstream Horizon1 SDGs

Value Operations Value Chain Community Actions

· Business complexity increases risk exposure: the Company operates

across both bulk supply chain management and health technology with · A sound risk control system can improve business resilience:

complex transaction structures and multiple counterparties; if risks are not continuously improving risk identification early warning tiered

· Investors

adequately identified and controlled operational losses and compliance control and response mechanisms can strengthen the Company's

· Banks

incidents may arise. ability to withstand shocks in complex business environments.· Customers

· Cross-regional operations face changing rules: in cross-regional and · Embedding compliance requirements into business processes: Short term Risk Control

· Suppliers

? ? ? cross-border business policy adjustments changes in trade rules and implementing compliance management throughout the entire Medium term and Compliance

· Employees

uncertainty in the external environment may affect business execution business process can improve management refinement and the ability Long term Management

· Government and

and operating arrangements.Health technology businesses face higher to prevent major risks.Regulatory Authorities

compliance thresholds: businesses related to medical devices are subject · Good governance can strengthen external trust: enhancing risk and

· Media Organizations

to higher requirements in product access marketing quality management compliance management can increase recognition and trust among

and cooperation standards; insufficient control may create new compliance investors banks customers and regulators.risks.· Inadequate communication may affect cooperation and trust: if

· Better identification of key topics and concerns: establishing

· Investors communication with key stakeholders such as investors customers

diversified communication channels can help the Company

· Customers suppliers and employees is insufficient it may lead to perception gaps

understand stakeholder expectations in a timely manner and more

· Suppliers friction in cooperation or declining trust.accurately identify material topics and improvement priorities.· Employees · Delayed responses to major matters may amplify reputational

· Transparent communication can strengthen recognition and

· Government and pressure: failure to respond promptly to market attention public concern Short term Communications

? ? ? ? support: continuously improving information transparency and

Regulatory Authorities or emergency issues may lead to public opinion risks and pressure on brand Medium term with Stakeholders

responsiveness can enhance market confidence cooperation and

· Media Organizations image.social recognition.· Local Communities · Differences in stakeholder expectations may increase coordination

· Long-term interaction can build trust capital: maintaining stable

· Non-governmental difficulty: if effective feedback and closed-loop mechanisms are lacking

and effective engagement with stakeholders can enhance the

Organizations; Banks differing stakeholder priorities may affect decision-making efficiency and

Company's brand reputation and governance standards.resource coordination.· Returns on innovation investment may be uncertain: digitalization · Digital and intelligent transformation can improve supply chain

R&D investment and new business deployment require sustained resource efficiency: promoting the digital and intelligent upgrading of supply

input; if commercialization outcomes fall short of expectations resource chain businesses can improve operating efficiency risk control

· Customers allocation efficiency may be affected. capabilities and customer service levels.· Suppliers · Health technology businesses may face longer cultivation cycles: · Health technology can foster a second growth curve: continuously

· Employees medical devices and related health technology businesses involve advancing the medical device supply chain and upstream R&D and Medium term

? ? ? Innovation-driven

· Investors substantial uncertainty in R&D product iteration channel expansion and production deployment can cultivate new profit growth drivers and Long term

· Government and market validation. optimize the business structure.Regulatory Authorities · Organizational coordination and talent support may be challenging: · Innovation capabilities can create differentiated competitive

successful innovation depends not only on technology and funding but also advantages: through model innovation technology application and

on organizational collaboration and professional talent; inadequate internal industrial collaboration the Company can increase the value added of

support may weaken innovation outcomes. its products and services and strengthen long-term resilience.

Risk and Compliance Management Communications with Stakeholders Innovation-drivenAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 15

Scope of Impact Section on Material Time Corresponding

Affected Stakeholders Risks Opportunities 1 Management and Topic Upstream Corporate Downstream Horizon SDGs

Value Operations Value Chain Community Actions

· Integrity risks may arise in key business processes: in procurement

· Integrity governance can improve operational standardization:

sales cooperation negotiations tendering and bidding and project

· Investors continuously improving integrity-related systems and oversight

advancement insufficient implementation of systems may give rise to

· Banks mechanisms can help create a fair transparent and well-regulated

improper benefit transfer commercial bribery or fraud.· Customers business environment.· Violations may damage corporate reputation and business Short term Anti-commercial

· Suppliers · A more resilient cooperation ecosystem: strengthening integrity

? ? ? relationships: once corruption or improper transactions occur they may Medium term Bribery and Anti-

· Employees requirements for employees and partners can reduce transaction risks

not only trigger legal liability but also undermine the trust of customers Long term corruption

· Government and and improve the quality and stability of cooperation.investors and the public.Regulatory Authorities · Stronger external trust: improvements in anti-commercial bribery

· Weak internal oversight may undermine governance effectiveness: if

· Media Organizations and anti-corruption management can enhance recognition from

oversight mechanisms are incomplete and controls over key positions are

investors banks regulators and the public.insufficient management disorder and operational risks may increase.· Collaborative empowerment of upstream and downstream

· Insufficient industry-driving impact may weaken influence: if the

· Customers development: leveraging the Company's accumulated strengths in

Company plays a limited role in resource integration experience sharing

· Suppliers supply chain management and health technology can help improve

and industry collaboration its influence within the industrial chain may be

· Government and the operating and development capabilities of upstream and

weakened.Regulatory Authorities downstream partners.· Changes in the industry environment may intensify external challenges: Medium term Supporting Industry

? ? ? ? · Investors · Sharing experience can strengthen industry influence: sharing

increased market competition cyclical fluctuations and changes in the Long term Development

· Local Communities experience in digitalization risk control and green development can

industrial landscape may affect the Company's industry leadership.· Media Organizations enhance the Company's professional influence in the industry.· A limited demonstration effect may constrain brand enhancement: if

· Non-governmental · Co-building the industry can increase social recognition: actively

the Company's benchmark role in industry development is not sufficiently

Organizations participating in industry ecosystem development can help shape a

prominent its brand value and long-term strategic position may be affected.responsible corporate image and strengthen social recognition.· Risks associated with business partners may be transmitted to the

Company: insufficient understanding of suppliers' customers' and · Early risk identification can improve cooperation quality:

· Customers

partners' credit standing compliance status and operating conditions may establishing a systematic due diligence mechanism can help the

· Suppliers

lead to credit risks compliance risks or cooperation risks. Company identify risks in advance and optimize partner onboarding.· Employees

· New business cooperation may increase identification difficulty: · End-to-end management can optimize the cooperation ecosystem: Supply Chain

· Investors Short term

in emerging business areas such as health technology counterparties integrating due diligence with onboarding management ongoing Security

? ? ? · Banks Medium term

are more diverse and inadequate due diligence may create subsequent monitoring and cooperation evaluation can improve stability and Risk and Compliance

· Government and Long term

operational risks. value chain quality. Management

Regulatory Authorities

· Complex scenarios raise due diligence requirements: in cross-regional · More robust business expansion: stronger due diligence capabilities

· Non-governmental

cooperation key customer management and the selection of critical can enhance the Company's risk control level and provide stronger

Organizations

partners imperfect due diligence mechanisms may increase transaction support for business expansion.uncertainty and potential losses.

Anti-commercial Bribery and Anti-

corruption Supporting Industry Development Due DiligenceAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 16

Scope of Impact Section on Material Time Corresponding

Affected Stakeholders Risks Opportunities Management and

Topic Upstream Corporate Downstream 1

Value Operations Value Chain Community

Horizon SDGs

Actions

· Systematic training opportunities: Through a well-developed

training system and career development planning together with both

· Losing key talent: Inadequate career development opportunities or an

online and offline training and promotion pathways the Company can

insufficient training system may result in the loss of talent in key positions

enhance employees' professional skills and management capabilities

weakening the Company's innovation capability and long-term operational

thereby strengthening innovation and competitive advantage.resilience.· Employee care can improve satisfaction: Through mental health

· Employees · Risk relating to fairness of incentives: A lack of transparency in

support optimized benefits and employee care programs the Short term

· Investors performance appraisal and incentive mechanisms may lead to lower

? Company can improve employee satisfaction and loyalty foster a Medium term Talent Development

· Government and employee satisfaction and the accumulation of internal tensions thereby

positive organizational culture and build a strong human capital Long term

Regulatory Authorities affecting team cohesion and organizational culture.foundation for long-term development.· Apability mismatch: Strategic transformation and the development of

· Talent reserves and cross-functional rotation: By establishing talent

new businesses place higher demands on talent capabilities. If employee

reserve and job rotation mechanisms the Company can better align

skills do not improve in step with these demands strategic execution and

employee development with organizational strategic goals unlock

business performance may be affected.employee potential and strengthen organizational resilience and

innovation-driven capabilities.· Optimizing localized employment: Through standardized

· Legal and compliance risk in employment: If labor contract management recruitment processes employee care and position planning the

employment practices or policy implementation are not properly carried Company can improve talent acquisition efficiency and retention

out labor disputes regulatory penalties and reputational damage may thereby supporting stable organizational development.· Employees

arise. · Strengthening diversity and inclusion: Advancing diversity in

· Suppliers Short term Equal Employment

· Risk in talent recruitment and retention: A lack of localized recruitment gender age and skills can help create a fair and inclusive workplace

? ? · Local Communities Medium term Human Rights

channels or insufficient talent reserves for key positions may increase enhance organizational innovation and strengthen the Company's

· Government and Long term Protection

recruitment costs and slow business development. image as a socially responsible employer.Regulatory Authorities

· Risk in diversity management: Failure to fully implement equal · Alignment between employment strategy and corporate strategy:

opportunity and inclusion policies may lead to employee dissatisfaction or Through position planning and promotion systems employment

public pressure affecting organizational culture and cohesion. management can be more closely aligned with the Company's

strategy thereby improving overall organizational effectiveness.

Employee Development and Care Employment ManagementAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 17

Section on

Material Scope of Impact Time Corresponding

Affected Stakeholders Risks Opportunities Management and

Topic Upstream Corporate Downstream Horizon1 SDGs

Value Operations Value Chain Community Actions

· Optimization of the safety management system: Improving risk

· Workplace injury accidents: If safety management in production and

assessment emergency drills and monitoring mechanisms can

construction processes is inadequate employee injuries may occur giving

enhance workplace safety and strengthen employee trust.rise to legal liability and reputational risk.· Employees · Occupational health protection: Providing health check-ups

· Occupational health hazards: If occupational disease risks or mental Short term

· Suppliers psychological counseling and health management programs can Occupational Health

? health issues arising from long-term working conditions are not effectively Medium term

· Government and improve employee well-being and deliver benefits both for employee and Safety

controlled work efficiency and employee satisfaction may decline. Long term

Regulatory Authorities development and corporate sustainability.· Risk in safety compliance management: If safety systems are not fully

· Development of a safety culture: Strengthening the awareness of

implemented or monitoring mechanisms are incomplete regulatory

"safety first" can help build a mechanism for continuous improvement

requirements may not be met affecting business continuity.improve production efficiency and enhance compliance.· Strengthening data governance capabilities: Establishing

mechanisms for data classification graded management access

· Data leakage: Improper information systems or data management may

control and monitoring can improve data security and business

· Customers lead to the leakage of sensitive information creating legal and reputational

continuity.· Employees risks. Short term Data Security and

· Enhancing customer trust: Standardizing privacy management

? ? · Suppliers · Compliance review: Failure to strictly comply with data protection Medium term Customer Privacy

and information disclosure processes can improve customers' and

· Government and regulations may result in regulatory penalties and business restrictions. Long term Protection

partners' recognition of the Company's governance capabilities.Regulatory Authorities · Risk of system security vulnerabilities: Inadequate protection of key IT

· Advancing digital compliance development: A strong foundation

systems or networks may cause business interruption or financial loss.for data security can support digital transformation and new business

models thereby promoting sustainable business development.· Deepening community cooperation: Through long-term and

· Underperformance in project execution: If community development

systematic community investment and cooperation the Company can

education or infrastructure projects are not implemented effectively

strengthen mutual trust and shared prosperity with local communities.community dissatisfaction and reputational risk may arise.· Local Communities · Enhancing social impact: Participation in projects relating to

· Insufficient resource input: If funding or other resources for public welfare Short term

· Employees education healthcare rural revitalization and environmental Contributions to the

? ? and social investment are insufficient the intended social impact may not Medium term

· Non-governmental protection can help shape the image of a responsible enterprise. Society

be achieved. Long term

Organizations · Creating shared value: By integrating business resources and social

· Risk relating to project sustainability: A lack of ongoing evaluation and

programs the Company can achieve a two-way improvement in

management may lead to limited long-term effectiveness and affect social

economic returns and social value thereby enhancing its sustainable

trust.development capability.

Occupational Health and Safety Data Security and Customer Privacy Protection Contributions to the SocietyAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 18

Communications with Stakeholders

Through diversified communication mechanisms we maintain active engagement with our stakeholders gain a timely

understanding of their expectations and recommendations and incorporate these into our sustainability planning so as to

continuously strengthen our sustainability capabilities.Employees Customers Suppliers Investors Media Organizations Government and Regulatory Banks Non-governmental Organizations Local CommunitiesAuthorities

Anti-commercial Bribery and Data Security and Customer Risk and Compliance

Supply Chain Security Data Security and Customer Data Security and Customer

Anti-corruption Privacy Protection Anti-unfair Competition Managemen Data Security and Customer

Data Security and Customer Privacy Protection Privacy Protection

Employee Development and Anti-commercial Bribery and Innovation-driven Innovation-driven Privacy Protection Contributions to the Society

Privacy Protection Supporting Industry Anti-commercial Bribery and

Care Anti-corruption Anti-commercial Bribery and Ethics of Science and Supply Chain Security Communications with

Anti-commercial Bribery and Development Anti-corruption

Occupational Health and Safety and Quality of Anti-corruption Technology Supporting Industry Stakeholders

Anti-corruption Communications with Risk and Compliance

Safety Products and Services Supply Chain Security Environmental Compliance Development

Anti-unfair Competition Stakeholders Management

Employment Management Supply Chain Security Management

Employee training and

activities

Customer satisfaction surveys Online communication

Employee satisfaction Supplier conference Listed company disclosures

Customer service and Public welfare activities Visits and field research Site visits

surveys Exhibitions and industry General meetings of Site visits

complaint handling Listed company disclosures Participation in policy official website

Employee feedback and events shareholders Online communication Visits and Field Research

Social media and company Social media and media recommendations social media

grievance channels Visits and field research results presentations Project cooperation Community Co-development

publications communications Cooperation on government Industry events and public

Employee representative Seminars and training investor meetings Business training

Exhibitions and industry Public opinion monitoring projects welfare activities

congresses Big data monitoring Investor hotline / SSE INFO

events Information disclosure

WeChat official account and

internal "Colleague Circle"

Stakeholders Topics of Concern Communication ChannelsAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 19

Governance Structure and Governance Mechanisms

Sustainability We have established a corporate governance structure directors form a majority on three committees each of

that is well regulated science-based efficient in which has an independent director serving as convener. Sustainability Policies Formulated by the Company

Governance operation clear in the allocation of powers and responsibilities and effective in checks and balances. Shareholders' Strategy and Sustainability Committee Code of Business Conduct

Meeting

We have also developed a sound internal institutional

Risk Control Committee

framework based on the Articles of Association clearly Supplier Code of Conduct

We have embedded the concept of sustainable Remuneration and Appraisal defining the duties and authority of the shareholders' Board of Committee

development into the core of our business and meeting the Board of Directors and management. In Directors Budget Committee

throughout our development journey. By fully Environmental Protection Policystrict accordance with applicable laws and regulations

integrating ESG principles into our governance Nomination Committeeregulatory requirements and internal rules and

practices strengthening our governance procedures we standardize the convening holding and Management Labor Rights Protection PolicyAudit Committee

structure improving governance mechanisms voting procedures of shareholders' meetings fully respect

and advancing the professional management and treat all shareholders equally and ensure that all The Board has established a Strategy and Sustainability Community Policy

of sustainability-related topics we enhance shareholders are able to fully exercise their rights to be Committee which is responsible for reviewing and making

governance effectiveness and support high- informed of participate in vote on and oversee major recommendations on the Company's sustainability

quality sustainable development. corporate matters thereby effectively protecting the strategy and objectives as well as its environmental

legitimate interests of minority shareholders. social and governance ("ESG") strategy and goals and

for monitoring and evaluating their implementation

As the Company's decision-making body for business and effectiveness. The Strategy and Sustainability

operations the Board of Directors performs its duties Committee convenes meetings with the Risk Control

diligently and in compliance with applicable laws and Committee the Audit Committee the Remuneration and During the reporting period in accordance with the

regulations regulatory requirements and internal rules Appraisal Committee and other specialized committees latest regulatory requirements issued by the China

and is accountable to the shareholders' meeting. The from time to time to discuss corporate governance and Securities Regulatory Commission and the stock

Board has established six specialized committees: the sustainability-related matters within their respective exchanges the Company further revised a number of

Strategy and Sustainability Committee the Risk Control mandates. Together these committees provide guidance its internal corporate governance policies including the

Committee the Remuneration and Appraisal Committee on the Company's sustainability-related work support Rules of Procedure for Shareholders' Meetings and the

the Budget Committee the Nomination Committee the Board in overseeing and advancing the effective Independent Director Work System. Over the course of the

and the Audit Committee. These committees provide implementation of such work and ensure that the year the Company convened a total of 17 Board meetings

professional advice in support of the Board's scientific and Company's ESG strategy is fully embedded in its business 28 specialized committee meetings and 4 meetings

informed decision-making. Among them independent management and operations. exclusively attended by independent directors.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 20

Selection and Appointment Diversity and Professionalism

of Directors and Senior

Management Our Board consists of nine directors of different genders and age groups with professional We place strong emphasis on the continuous enhancement of the performance capabilities

backgrounds in economics law management finance and accounting. The Board includes of our directors and senior management. On a regular basis we circulate the latest revised or

three independent directors and one female director. Board members bring extensive newly issued regulatory requirements from the China Securities Regulatory Commission and

We actively promote greater diversity and professionalism industry knowledge and corporate management experience and all independent directors the stock exchanges to our directors and senior management for their study. We also actively

on the Board and within senior management to support are senior experts in their respective fields. The professionalism and diversity of the Board organize and encourage their participation in various training programs on new regulations

continued improvement in corporate governance. To provide important support for sound and well-informed decision-making. and the performance of duties by directors supervisors and senior management hosted by

ensure that the nomination and appointment procedures stock exchanges local securities regulators industry associations and external institutions

for directors and senior management are scientific Our senior management team has expertise spanning economics accounting business in order to continuously improve our level of compliant and standardized operations.and democratic the Company's Articles of Association administration and other professional disciplines and possesses extensive experience in During the reporting period we organized a total of 23 attendances by directors and senior

and the Detailed Rules of Procedure of the Nomination corporate management financial management and risk management. At present our senior management in compliance and professional training programs covering topics such as

Committee of the Board of Directors clearly set out the management team includes one female executive. compliance in the performance of duties the governance standards for listed companies

relevant nomination and election procedures. The Board mergers and acquisitions and restructuring and market value management.has established a Nomination Committee which makes

recommendations to the Board on matters including Professional Competence Committee Membership Attendance Rate

Board composition and the qualifications of directors Name Position Age Risk Strategy and Remuneration (Board and Specialized Industry Operations

Experience Management Control and

Finance and

Accounting Sustainability

Risk Control

Committee and Appraisal

Budget Nomination Audit

Compliance Committee Committee Committee Committee Committee

Committees)

and senior management taking into account a range of

Gao Shaoyong (Male) Chairman 53 ? ? ? ? ? ? 100%

diversity factors such as gender age educational and

Cai Yingbin (Male) Vice Chairman and President 46 ? ? ? ? ? ? 100%

professional background expertise work experience Xiao Wei (Male) Director 60 ? ? ? ? ? ? 100%

character and reputation and external appointments. Zeng Yuan (Male) Director 44 ? ? ? ? ? ? ? 100%

Independent directors make independent and explicit Zhang Wenna (Female) Director 46 ? ? ? ? ? ? ? 100%

judgments on whether the procedures for nominating Liu Feng (Male) Independent Director 59 ? ? ? ? ? ? ? 100%

or removing directors and appointing or dismissing Dai Yiyi (Male) Independent Director 58 ? ? ? ? ? ? 100%

senior management are lawful and compliant and Peng Shuijun (Male) Independent Director 50 ? ? ? ? ? 100%

Liu Zhitao (Male) Executive Vice President 45 ? ? ? ? /

issue opinions after overseeing the relevant procedures.Rong Kunming (Male) Vice President 39 ? ? ? ? /

Director candidates are submitted to the shareholders'

Wang Yongqing (Male) Vice President 45 ? ? ? ? /

meeting for approval after review by the Board while

Wang Xiaofeng (Male) Vice President 55 ? ? ? ? /

senior management are appointed upon approval by the

Fan Dan (Female) Vice President and Board Secretary 52 ? ? ? ? /

Board. Zhou Chaohua (Male) Vice President and Chief Financial Officer 47 ? ? ? ? /

Zheng Yongda (Male) Former Director 54 ? ? ? ? ? ? ? 100%

Xu Xiaoxi (Male) Former Director during the Reporting Period 56 ? ? ? ? 100%

Yu Lijie (Female) Former Vice President and Chief Financial Officer during the Reporting Period 50 ? ? ? ? /About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 21

Remuneration of Directors and Senior Management

The Board has established a Remuneration and Appraisal Committee which

is responsible for reviewing and examining remuneration policies and

appraisal plans for directors and senior management as well as overseeing

the implementation of the remuneration system and performance appraisal Equity Incentives

arrangements. In accordance with the Articles of Association and the Detailed

Rules of Procedure of the Remuneration and Appraisal Committee remuneration

To effectively align the interests of shareholders the Company and core

proposals for directors are formulated by the Remuneration and Appraisal

management personnel and to support sustainable corporate development we

Committee reviewed and approved by the Board and submitted to the

implemented restricted share incentive plans in 2020 and 2022 respectively. The

shareholders' meeting for approval before implementation. Remuneration

incentive recipients include directors senior management and key employees.plans for senior management are proposed by the Remuneration and Appraisal

As of the end of the reporting period the restricted share incentive plan

Committee and implemented upon approval by the Board.introduced in 2022 remained in effect.Independent directors receive remuneration in the form of allowances while senior

management are subject to an annual salary system. Through the Remuneration

and Performance Management System for the Chairman and Senior Management Clawback Mechanism

and the Measures for Performance Appraisal of Senior Management we have

clearly defined the remuneration and performance management arrangements

While building a competitive remuneration system for directors and senior

applicable to the Chairman and senior management. The remuneration structure

management we have also established a corresponding clawback mechanism.for the Chairman and senior management consists of two components: a base

For senior management 70% of the performance-based annual salary is settled

annual salary and a performance-based annual salary. Performance is assessed

and paid after the annual performance assessment based on the assessment

through a combination of annual operating performance evaluation and term-of-

results while the remaining 30% is deferred and paid only after the completion

office evaluation. Annual operating performance evaluation includes indicators

of the term-of-office assessment subject to the results of that assessment.such as total profit return on equity attributable to shareholders of the parent

Where senior management engage in violations of laws or regulations

company assessed profit and return on resources and is also linked to the safety

improper business or management conduct false reporting or concealment

and environmental performance of the entities under their management. Term-

of financial conditions or where major safety or quality liability accidents

of-office evaluation covers not only operating performance but also a broader

major environmental pollution liability incidents or major disciplinary or legal

assessment across dimensions such as risk prevention and control sustainable

dispute cases occur causing negative impact or losses to the Company their

development integrity and self-discipline. The Chairman and senior management

performance-based remuneration will be reduced accordingly in line with

are also eligible for the benefits provided under the employee welfare plans

internal accountability mechanisms including recourse and clawback measures.established for trade union members and are entitled to pension benefits upon

retirement at the statutory retirement age in accordance with relevant regulations.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 22

Related Party Transaction Management Avoiding Conflicts of Interest

To regulate related party transactions we continuously revise and improve our Related In accordance with the Articles of Association directors and senior management

Party Transaction Management Policy in light of updates to relevant laws and regulations owe a duty of loyalty to the Company. Without the approval of the shareholders'

and our actual business needs. The policy sets out clear requirements for the types meeting they may not use their positions to appropriate for themselves or others

of related party transactions pricing principles decision-making procedures and any business opportunity that should belong to the Company nor may they

information disclosure. We strictly follow the approval procedures set out in the policy engage either on their own behalf or on behalf of others in any business that

when handling related party transactions. Before such matters are submitted to the competes with the Company. Directors and senior management are required to

Board for review independent directors convene a dedicated meeting to provide their report any actual or potential conflict of interest involving the Company and to

opinions. Related parties are required to abstain from voting during deliberations by both follow the relevant procedures in accordance with applicable laws regulations

the Board and the shareholders' meeting so as to ensure that related party transactions and internal policies. This helps ensure that their ability to perform their duties is

are conducted in a fair impartial transparent and arm's-length manner while fully not affected by conflicts arising from other positions activities or relationships.safeguarding the interests of minority shareholders.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 23

Investor Relations Management

With the objectives of respecting investors delivering returns to investors and

protecting investors we have established and continuously refined our Investor

Relations Management Policy strengthened our investor relations management Investor hotline and investor email Institutional investor engagement activities

mechanisms and enhanced effective communication with investors through

diversified channels and approaches. In doing so we seek to deepen investors'

understanding of the Company and ensure that they are able to fully exercise

We kept our investor hotline open and responded promptly to We participated in more than 150 online and offline engagement

their rights. The Board Secretary is responsible for overseeing investor relations

questions and suggestions from minority investors. Over the sessions with institutional investors with total attendance

management while the Securities Affairs Department as the functional

year we handled more than 100 calls from minority investors and exceeding 200 participants.department for investor relations is responsible for the day-to-day management

replied to 66 questions from minority shareholders on the SSE

of investor relations.e-Interaction platform.At the same time in strict accordance with applicable laws and regulations as

well as internal policies such as the Information Disclosure Management Policy

and the Information Disclosure Management Policy for Corporate Bonds we

fulfill our information disclosure obligations through appropriate disclosure

channels and in compliance with requirements relating to the scope and timing

of disclosure. We also rigorously implement confidentiality management

mechanisms to ensure that Company information is disclosed to investors

and other stakeholders in a truthful accurate and complete manner thereby Results presentations and collective investor Corporate WeChat official account and media

safeguarding the rights and interests of investors and other stakeholders. reception day communications

During the reporting period we carried out investor relations management

through multiple channels platforms and formats and were recognized with We participated in the Collective Investor Reception Day for listed Through our corporate WeChat official account and mainstream

the "Best Practice in Investor Relations Management for Listed Companies (2024)" companies in Xiamen and held three results presentation sessions. media platforms including legal and financial media we actively

award by the China Association for Public Companies. We were also selected for the "Best Practice in 2024 Annual communicated business developments and updates on major

Report Results Presentations for Listed Companies" by the China projects. We also promoted our annual report and sustainability

Association for Public Companies. report through formats such as infographic summaries and

short videos using a variety of approaches to communicate our

corporate value and enhance brand influence.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 24

Party Building

We remain guided by Xi Jinping Thought on Socialism with Chinese Characteristics

for a New Era. We have thoroughly studied and implemented the guiding principles

of the 20th CPC National Congress the Third and Fourth Plenary Sessions of the 20th

CPC Central Committee as well as General Secretary Xi Jinping's important remarks

during his inspection tours in Fujian and Xiamen. With fostering and practicing the core

socialist values as the main thread we have carried out in-depth study and education on

implementing the spirit of the Central Eight-Point Decision comprehensively strengthened

Party development in the political ideological and organizational dimensions and

advanced Party-building work in a systematic and holistic manner. We have also continued

to promote the integration of Party building with business development laying a

solid foundation for formulating our 15th Five-Year strategic objectives and driving the

Company's sustained high-quality development.During the reporting period the Party Committee of the Company upheld the full

leadership of the Party and promoted its effective integration with corporate governance.We continued to revise the Rules of Procedure for Party Committee Meetings and the List

of Major Operational and Management Matters Subject to Prior Review and Deliberation

so as to ensure the effective implementation of the Party Committee's prior review and

deliberation procedures. Through research-based learning thematic seminars themed

Party Day activities the "three meetings and one Party lecture" system and other forms

of engagement the Party Committee leadership team and primary-level Party branches

organized more than 200 themed activities and study sessions on promoting cultural and

ethical progress helping our employees and officers further strengthen their ideological

foundation. We also actively promoted our culture of striving for excellence went deep

into front-line operations to identify exemplary stories and gave full recognition to the

pragmatic work style innovative initiatives and sense of responsibility demonstrated

by front-line Party members officials and overseas employees. At the same time we

continued to strengthen the "ITG Red" Party-building brand and the "Caring for Dreams"

public welfare brand integrating volunteer activities organized by Party and Youth League

members with the social responsibility and charitable initiatives of a listed state-owned

enterprise and putting into practice the responsibilities of a state-owned enterprise.About This About This Chairman's Chairman's Strategic Strategic Management Mofa nagement of CommunicatioCnosm munications SustainabilityS ustainability

Report Report Statement Statement Vision Vision Material TopicMsaterial Topics with Stakeholwdeitrhs Stakeholders Governance Governance EnvironmentaElnvironmenStoacliety Society Governance GovernanceAppendix Appendix 25

ENVIRONMENTAL

? Climate Change Tackling

? Usage of Water Resources

? Pollutant Discharge

? Waste Disposal

? Environmental Compliance Management

? Circular Economy

? Ecosystems and Biodiversity ProtectionAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 26

Climate Change

2025 Management Targets for Key Environmental Topics Progress Status Tackling

1 Promote the development of rooftop photovoltaic systems at the Company's self-owned factories and gradually

increase the share of clean energy used by such factories.According to the latest climate change monitoring results released by China's National

Climate Center the global mean surface temperature in 2025 was 1.40° C above the pre-

2 Give priority to the procurement of FSC/PEFC-certified timber and eliminate any sourcing linked to illegal

logging or deforestation. industrial level (the average for 1850-1900) and 0.52° C above the long-term average (the

average for 1991-2020) making 2025 one of the warmest years since meteorological records

began. In the face of increasingly urgent climate challenges as a leading integrated supply

3 Maintain a 100% compliance rate for the Company's air emissions and wastewater discharges.

chain service provider in China we respect the temperature goals of the Paris Agreement

and uphold the vision of "To Be a Leading Global Value Chain Integrator". We actively

4 Maintain a 100% compliant disposal rate for the Company's industrial solid waste and hazardous waste. promote the safe and stable development of industrial and supply chains while advancing

their low-carbon and clean transition. At the same time we continue to deepen our energy-

5 Strictly implement the waste sorting system continue to carry out environmental training and improve the

saving and carbon-reduction efforts across our own operations and the entire value chain

recycling and utilization rate of office and domestic waste. and are committed to working hand in hand with our industry partners to advance greener

and more sustainable development across the sector.

6 Maintain annual sales of finished recycled paper at no less than 2 million tonnes.

Achieved OngoingAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 27

Climate Governance Climate Strategy

We integrate climate governance into our sustainability governance system and continue to enhance our climate governance Upholding our mission of "Integrate Industry to Connect. Create Value to Share." and our core values of "Leadership

effectiveness by clearly defining responsibilities and management authority at each level of the organization. Responsibility Hardworking Partnership." we closely align with national strategic priorities and pursue the goal of

becoming a leading global value chain integrator while fully supporting the achievement of the United Nations Sustainable

Development Goals (SDGs) and China's "dual carbon" goals. To this end we have established the following carbon peaking

and net zero targets:

Climate Governance

Structure Governance Body Key Responsibilities

Responsible for providing overall guidance on the Company's climate

governance formulating its climate vision strategic objectives and

Board of Directors governance structure identifying major climate-related risks and

opportunities and regularly reviewing the progress and achievement of

Decision-making

climate targets.Level By 2030 Before 2060

Strive to achieve a comprehensive peak Realize our vision of net zero

in carbon emissions

Responsible for studying and formulating strategic objectives related to

Strategy and

climate change putting forward recommendations on relevant plans

Sustainability

and tracking supervising and evaluating their implementation and

Committee

effectiveness.Management Level

Responsible for implementing climate change-related adaptation and

Headquarters

mitigation strategies proposing and carrying out innovative operational

Functional

and practical measures in response to climate-related topics continuously With reference to the core framework set out in the UN Global Compact's "Corporate Net Zero Pathway - Delivering the Paris

Departments

tracking climate-related performance actively promoting improvement Agreement and the Sustainable Development Goals" we have developed a net zero strategy covering five key action areas

Subsidiaries

measures and ensuring the achievement of climate targets.Execution Level while actively exploring a "dual carbon" development pathway that reflects both industry foresight and ITG's own operational

characteristics.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 28

Sustainability Risk Management

Use renewable energy

Design sustainable products

In our operations we actively promote the use

of renewable energy such as solar and wind To implement national strategies on climate change

Leveraging technological innovation we deeply Physical Riskspower continuously reduce the share of fossil

integrate digital and intelligent services green response and sustainable development we have fully energy consumption and steadily advance

development concepts and lifecycle management incorporated climate-related risks and sustainability topics the transition toward green and low-carbon Based on the Shared Socioeconomic Pathways ("SSP")

into our integrated supply chain services energy. into our overall risk management framework ensuring at the

providing comprehensive industrial coordination framework released by the IPCC we selected the SSP5-strategic level that such risks are systematically identified

services to upstream and downstream customers. 8.5 scenario which represents high carbon emissions assessed and addressed.This not only helps reduce greenhouse gas and high economic growth to systematically identify and

emissions from our own operations but

With reference to the scenario models developed by the assess the climate-related physical risks that we may face

also supports low-carbon transition and

Intergovernmental Panel on Climate Change ("IPCC") we over the short medium and long term.decarbonization across the entire industrial chain

continuously driving greener and lower-carbon Expand into sustainable industries systematically identify and assess the physical risks that we

industrial upgrading. Under this scenario global greenhouse gas emissions may face over the short medium and long term including

are expected to continue rising through the end of the

Seizing the opportunities arising from the the potential impacts of natural factors such as extreme

century and global mean surface temperature is projected

green and low-carbon transition and high- weather and resource depletion on our operations assets

quality development we actively expand to increase by 3.3° C to 5.7° C above the pre-industrial and supply chain.into the circular economy and vigorously level (1850-1900) by 2081-2100. The associated climate

grow our green energy business contributing At the same time based on the energy transition scenario impacts include a continued rise in average annual

in practical ways to green and low-carbon

models of the International Energy Agency ("IEA") we temperatures a significant increase in the frequency and

industrial development.Support supply chain decarbonization conduct in-depth analysis of the transition risks and potential

intensity of extreme weather and climate events such as

opportunities that may arise in the shift toward a low-carbon extreme heat heavy precipitation and tropical cyclones

(including typhoons) as well as continued global sea level

In our operations we actively adopt sustainable economy covering multiple factors such as energy transition

policy changes and evolving market demand. rise. These changes may pose multidimensional and long-materials and green low-carbon logistics

models. We are committed to working in close term physical risk challenges to our assets operations

Carry out sustainable actions

collaboration with our supply chain partners Based on the above assessment results we have developed and supply chain.promoting co-development and shared value targeted risk response measures and strategic optimization

creation and jointly building a responsible and Under the theme of "Love Nature Dream of the plans aimed at continuously enhancing our adaptability

sustainable supply chain system to advance Future" we carry out a range of initiatives to

resilience and development capacity in the face of climate

the overall green and low-carbon transition encourage broad participation in green action

and high-quality development of the entire foster harmony co-creation and shared value and environmental change and ensuring that we achieve

industrial chain. and join hands to protect the Earth. our long-term and steady strategic objectives amid the global

transition toward sustainable development.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 29

Physical Risks Management

Scope of Risk

Impact

Time Horizon

Risk Type Risk Description Response Measuresof Risk Impact2

· Deploy backup suppliers in areas not exposed to high typhoon risk and implement a

· Typhoons may cause upstream suppliers and the Company's production bases located in coastal areas to suspend multi-sourcing strategy for key raw materials. Maintain regional safety stock for vulnerable

operations resulting in shortages of key raw materials work-in-progress backlogs and delays in order production materials to support short-term production continuity. Simulate typhoon-related supply

thereby affecting delivery commitments to downstream customers. disruptions assess recovery capabilities and optimize contingency plans.· Strong winds heavy rainfall and storm surges may force ports to close suspend vessel operations and halt yard · Plan alternative options in advance across multiple ports multiple routes and multimodal

activities causing import and export cargo to be stranded and disrupting key nodes in the global maritime network. transport modes. Monitor in-transit cargo and transport node status in real time and

Typhoons may also affect road rail and air transportation leading to disruptions in domestic and cross-border logistics dynamically adjust routes to improve end-to-end visibility and dispatch flexibility.routes longer transit times and reduced end-to-end supply chain visibility. Regional logistics hubs such as distribution · Upgrade wind and flood protection for coastal warehouses and other critical facilities

Short term

centers and warehousing facilities may also be affected by severe weather power outages or flooding significantly and improve the resilience of buildings and equipment. Establish dedicated emergency

Typhoons Medium term ? ? ?

reducing overall supply chain turnover efficiency. repair teams and maintain inventories of critical spare parts to shorten recovery time. Use

Long term

· Typhoons may directly damage warehousing facilities production equipment power supply systems and insurance tools to hedge the financial impacts of asset losses and production disruptions.communication systems resulting in asset losses rising repair costs and business continuity challenges. · Agree with customers and suppliers on mechanisms such as exemptions from liability

· Additional costs related to emergency dispatch alternative transportation insurance claims and liquidated damages delivery grace periods and price adjustment clauses in cases of extreme weather and

for delayed deliveries may rise significantly. At the same time the Company may face the risk of customer claims or promote cost-sharing and flexible contracts.order diversion due to unstable supply. · Ensure communication with internal and external parties through multiple channels such

Acute Physical

· Extreme weather may damage communication infrastructure in certain areas affecting information coordination and as satellite communications mobile networks and radio and clarify information reporting

Risks

dynamic visibility across the supply chain and increasing the difficulty of emergency coordination. sharing and command procedures during disasters to ensure orderly and efficient

emergency response.· Flooding may inundate production facilities and warehousing centers causing equipment damage and inventory

losses and resulting in operational shutdowns. Disruptions to infrastructure such as electricity water supply and

communications may also affect production recovery and information transmission. · Identify whether suppliers warehouses and logistics nodes are located in flood-prone

· Roads and railways may be submerged and bridges may be damaged causing severe disruption to land transportation. areas. Conduct flood risk stress testing to assess the potential impact on each segment of

Ports and terminals may be flooded suspending loading and unloading activities while inland waterways may become the supply chain.inoperable. Airport runways may also close causing cargo delays in air transport. · Establish backup suppliers in non-flood-prone areas and diversify sources of supply.Flooding · Suppliers located in flood-prone areas may be unable to maintain normal deliveries resulting in raw material shortages. Long term ? ? ? · Upgrade flood protection for critical warehousing facilities.Customers located in affected areas may sharply reduce demand or cancel orders intensifying market volatility. · Establish and improve emergency management mechanisms for extreme weather

· Costs related to emergency procurement high-cost logistics insurance claims and customer compensation may surge. strengthen flood control materials reserves and regularly organize flood response drills to

Delayed receivables may tighten cash flow and reduce profitability. comprehensively enhance emergency response and rapid reaction capabilities in the event

· Data centers and servers may be damaged by flooding causing system outages and the loss of order inventory and of extreme rainfall.logistics information. Communication interruptions may reduce transparency across the supply chain and significantly

lower coordination efficiency.

2 The time horizon is divided into short term medium term and long term. Short term refers to within one year (inclusive) in the future; medium term refers to one to five years (inclusive) in the future; long term refers to more than five years in the future.

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Company's

Operations

UpstreamAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 30

Scope of Risk

Impact

Time Horizon

Risk Type Risk Description 2 Response Measuresof Risk Impact

· Implement rotating work and rest schedules for high-temperature operations and provide

· Extreme heat may cause overheating malfunction or shutdown of production equipment transport vehicles

heatstroke prevention medicines cooling beverages and emergency medical points.refrigeration systems and power distribution systems increasing maintenance costs and downtime risks and reducing

· Strengthen real-time monitoring and control of warehouse temperatures and upgrade

operational stability. High temperatures may also lead to heatstroke among personnel lower work efficiency and

insulation and maintenance of key facilities to ensure storage quality and operational

increase the likelihood of safety incidents thereby affecting normal operations.Medium term safety.Extreme Heat · Persistent heat may increase regional electricity demand potentially resulting in power restrictions or staggered ? ? ?

Long term · Add natural ventilation systems shading systems and energy-efficient design features to

production arrangements that limit warehousing logistics and processing activities.warehousing and logistics facilities to lower indoor temperatures reduce air-conditioning

· High-temperature conditions may cause goods to deteriorate melt lose performance or experience shorter shelf life

energy consumption and improve operational stability during extreme heat.affecting transportation safety timeliness and product integrity.· Deploy rooftop photovoltaic systems and energy storage systems to ease power pressure

· Heat allowances and heat-relief expenditures may increase raising labor costs.and improve energy self-sufficiency.Acute Physical · Drought may cause water shortages production restrictions or shutdowns among upstream producers leading to

· Establish backup suppliers in water-abundant areas and maintain safety stock of key raw

Risks inadequate raw material supply and delayed deliveries directly affecting procurement and inventory security for supply

Medium term materials to buffer supply fluctuations.Drought chain enterprises. ? ? ?

Long term · Promote water-saving upgrades among suppliers and jointly build a drought-resilient

· Drought may reduce crop yields and lower product quality causing prices of related raw materials to rise and supply to

supply chain.become unstable thereby increasing procurement and cost risks.· Strictly implement geological disaster risk assessment procedures during the site selection

· Logistics and warehousing facilities located in mountainous or hilly areas may be threatened by landslides mudslides

and design stages of new projects and proactively avoid high-risk areas.and other geological disasters during periods of sustained heavy rainfall potentially causing major property losses

· For existing facilities located in potential geological risk zones carry out engineering

personnel safety risks and business interruption.Landslides Long term ? ? measures such as slope reinforcement and drainage system optimization and establish

· Landslides may interrupt or damage surrounding transport arteries and logistics corridors disrupting cargo

normalized professional geological safety monitoring mechanisms.transportation and delivery routes affecting logistics efficiency and delivery timeliness and leading to supply chain

· Improve emergency response plans for geological disasters and conduct regular emergency

bottlenecks and rising operating costs.drills to enhance employees' response and handling capabilities.

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UpstreamAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 31

Scope of Risk

Impact

Time Horizon

Risk Type Risk Description Response Measuresof Risk Impact2

· When planning new investments and construction projects carefully assess the climate

risk exposure of proposed sites especially avoiding low-lying areas and coastal zones

· Continued sea level rise will significantly increase the risks of storm surges and urban waterlogging in coastal cities. vulnerable to storm surges so as to manage long-term physical risks at the source.Warehousing and logistics facilities located in coastal areas may face direct impacts from frequent flooding seawater · Conduct regular and comprehensive climate risk screening and assessment for existing

Sea Level Rise intrusion and storm damage resulting in operational disruption inventory losses and equipment failures. Over the Long term ? ? ? warehousing facilities in coastal areas. On this basis implement targeted flood moisture

long term some facilities may even need to be relocated or retrofitted bringing challenges such as asset impairment and seepage prevention reinforcement and intelligent upgrades for key components such

higher reconstruction costs and supply chain network restructuring. as warehouse foundations exterior walls drainage systems and power facilities so as to

improve resilience against compound disasters such as extreme rainfall storm surges and

seawater intrusion.· In new construction and renovation projects systematically improve the thermal

· Rising average temperatures may intensify heatwaves causing stored goods to deteriorate more easily and suffer quality

performance of building envelopes for office buildings warehouses and other facilities. By

Rising Average damage thereby increasing the risk of product loss.Long term ? ? ? widely applying high-efficiency insulation materials intelligent adjustable shading systems

Temperature · It may also exacerbate the urban heat island effect increase regional electricity demand and trigger power restrictions

and optimized natural ventilation and daylighting design reduce cooling energy demand

or outages potentially causing operational disruption.Chronic at the source.Physical Risks

· Water shortages may lead to regional water restrictions and production cutbacks affecting normal production among

· Strengthen collaborative water resource management across the supply chain and guide

upstream suppliers and causing raw material supply delays and shortages.upstream and downstream suppliers to improve their water-saving capabilities and risk

Water Supply · In some areas transport controls or reduced navigation capacity may be implemented due to water scarcity affecting Medium term

? ? ? response capacity.Shortages the smooth operation of waterway and land transport. Long term

· Regularly carry out water conservation awareness campaigns and training to strengthen

· Sectors that depend heavily on water resources such as agricultural products food and chemicals may face reduced

employees' awareness of and responsibility for water conservation.supply and greater price volatility increasing procurement costs and supply chain uncertainty.· Throughout project planning design renovation and daily operations strictly implement

ecological impact assessments promote green construction and ecological compensation

· Ecosystem degradation resulting from climate change such as intensified urban heat island effects and reduced green

measures and minimize adverse impacts on regional ecosystems to the greatest extent

Biodiversity and water space may weaken the ability of natural ecosystems to regulate and buffer extreme weather such as flooding

possible.Loss and and heatwaves. This decline in ecosystem services may indirectly increase disaster exposure in the areas where the Long term ? ? ?

· Actively practice sustainable development principles and advocate green action based on

Habitat Shifts Company operates exposing its fixed assets including plants warehouses and production equipment to greater risks

broad participation harmony co-creation and shared benefits in order to jointly protect

of damage and potentially causing operational disruption rising repair costs and financial losses.the ecological environment and promote harmonious coexistence between humanity and

nature.

Downstream

Company's

Operations

UpstreamAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 32

Transition Risks

Based on the International Energy Agency's "Net Zero Emissions by 2050 Scenario" ("NZE") we systematically assessed the transition risks and strategic opportunities

that climate change may bring to our development and formulated targeted response strategies accordingly to enhance our long-term climate resilience and promote

sustainable development. This scenario outlines a pathway for the world to achieve net-zero carbon dioxide emissions by 2050 while limiting global warming to within 1.5° C

above pre-industrial levels. Under this pathway:

Population and Energy mix Global coordinated

economic growth transition action

The global population is expected to High-carbon fossil fuels such as Countries will work together to

increase to approximately 9.7 billion coal will be gradually phased advance the low-carbon transition by

with the growth rate gradually slowing. out while energy efficiency will strengthening policy coordination

The global economy is projected to improve substantially. By 2050 solar reducing the costs of clean energy

grow at an average annual rate of photovoltaic and wind power are technologies broadening supply

around 2.6% although performance expected to jointly account for nearly channels for critical minerals and

will vary across regions and stages of 70% of global electricity supply. clean energy technologies and jointly

development. building more resilient global supply

chains.Against this backdrop we systematically identify and address multidimensional risks arising from policy technology market and reputation while also capturing

development opportunities brought about by innovation in green technologies products and services thereby laying the foundation for our sustained competitiveness in

the low-carbon economy.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 33

Transition Risk Management

Scope of Risk

Impact

Time Horizon

Risk Type Risk Description 3 Response Measuresof Impact

· Global trade-related policy adjustments are becoming more frequent. Special investigations supply chain

access restrictions and geopolitics-related investment and financial controls are increasing creating a high · Closely track changes in global trade policy geopolitics and market conditions; establish policy risk early

degree of trade policy uncertainty for global industrial and supply chains and posing potential impacts on warning and rapid response mechanisms; continuously optimize the global industrial chain layout; and

Short term

compliant operations and market deployment. enhance supply chain resilience and flexibility to support compliant operations and stable market deployment.Policy and Legal Risks Medium term ? ? ?

· Global regulation relating to climate supply chain due diligence data security critical minerals control · Continue to improve the end-to-end compliance management system; strengthen controls over supply chain

Long term

export controls and international tax rules continues to tighten further increasing compliance costs for due diligence data security export controls climate regulation and tax compliance; proactively align with

industrial and supply chains adding operating constraints and exposing the Company to diversified policy international rules and regulatory requirements; and effectively prevent diversified policy and legal risks.and legal risks.· Promote standardized system integration; unify data standards and technical architecture; optimize interface

· In the course of digital and intelligent transformation of the supply chain legacy and new information

compatibility between legacy and new systems; and improve supply chain operating efficiency decision

systems may face issues such as incompatible interfaces and inconsistent data standards which may affect

quality and overall coordination effectiveness.operating efficiency and decision quality and constrain overall supply chain coordination. Medium term

Technology Risks ? ? · Strengthen data security and cybersecurity controls; establish a multi-layered security protection system;

· As cloud adoption becomes more widespread and the degree of data interconnectivity increases risks such Long term

improve data encryption risk monitoring and emergency response mechanisms; and guard against

as cyberattacks data leakage and system interruptions continue to rise potentially causing supply chain

cyberattacks data leakage and similar risks to ensure continuous and stable supply chain operations and

disruption and affecting operational stability and compliance management.compliance.

3 The time horizon is divided into short term medium term and long term. Short term refers to within one year (inclusive) in the future; medium term refers to one to five years (inclusive) in the future; long term refers to more than five years in the future.

Downstream

Company's

Operations

UpstreamAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 34

Scope of Risk

Impact

Time Horizon

Risk Type Risk Description 3 Response Measuresof Impact

· The current global economic environment downstream industry demand and market trends are changing

· Establish a dynamic market demand monitoring and rapid response mechanism to better align with changes

rapidly. If supply chain responsiveness is insufficient problems such as supply-demand imbalance and lower

in downstream industry demand and market trends prevent supply-demand imbalance and improve capacity

capacity utilization may arise.utilization.· The global supply chain landscape continues to adjust under the influence of geopolitics trade policy and

· Closely monitor shifts in the global supply chain landscape and industry competition; proactively optimize

regionalized industrial deployment. Competition is becoming increasingly intense. If the Company fails to Short term

industrial chain deployment; strengthen core competitiveness; and stabilize market share through technology

Market Risks optimize its layout in a timely manner and strengthen its overall competitiveness it may face risks such as Medium term ? ? ?

upgrading and model innovation thereby mitigating risks of margin pressure.declining market share and compressed profit margins. Long term

· Focus on the direction of evolving customer needs iterate service models accordingly increase investment in

· Downstream customers are raising their requirements for low-carbon and environmentally friendly

areas such as low-carbon development and digital traceability continuously improve delivery efficiency and

performance digital traceability delivery efficiency and service quality. If the Company's service model and

service quality strengthen sustainable development capabilities consolidate long-term partnerships and

sustainable development capabilities are not upgraded in parallel it may become difficult to meet market

expand market opportunities.and customer needs thereby affecting long-term customer relationships and market expansion potential.· Strengthen full-process management of upstream and downstream supply chain partners by establishing

· In the course of supply chain transformation and expansion if supervision and control over upstream and

onboarding review and dynamic supervision mechanisms covering environmental management labor rights

downstream partners in areas such as environmental management labor rights and business ethics are

business ethics and other dimensions; enhance compliance empowerment and risk warning; and safeguard

insufficient compliance issues may trigger negative public opinion and adversely affect the Company's brand

the Company's brand image and social reputation.image and social reputation.· Uphold integrity in transformation by translating green low-carbon and digital transformation commitments

· During the advancement of green low-carbon and digital transformation if there is a clear gap between

Medium term into actionable and measurable implementation indicators; strengthen control over the transformation process

Reputational Risks external commitments and actual execution stakeholders may question the Company's credibility ? ? ?

Long term and disclosure of results; proactively accept stakeholder oversight; and continuously enhance market and

weakening market and public trust and ultimately affecting its long-term reputation.public trust to safeguard the Company's long-term reputation.· In the process of business optimization technology upgrading and structural adjustment if the reasonable

· Establish and improve communication and coordination mechanisms for key stakeholders. During business

concerns of key stakeholders such as employees partners and communities are not adequately considered

optimization technology upgrading and structural adjustment fully listen to the reasonable concerns of all

and balanced conflicts and negative publicity may arise thereby affecting the Company's social image and

parties balance interests in a scientific manner and reinforce the defenses protecting the Company's social

brand reputation.image and brand reputation.

Downstream

Company's

Operations

UpstreamAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 35转型机遇管理

Scope of

Opportunity

Impact

Time Horizon

Opportunity Type Opportunity Description 3 Action Measuresof Impact

· By leveraging digital and intelligent technologies to optimize the energy consumption structure across

· Promote the integrated application of digital and intelligent technologies throughout the full operating process. By

production logistics warehousing and other processes the Company can promote clean energy Short term

strengthening data monitoring and system dispatch capabilities at key stages the Company can achieve refined

Resource Efficiency substitution and more refined energy management thereby reducing energy costs and continuously Medium term ? ? ?

analysis and dynamic optimization of energy use thereby comprehensively improving overall energy efficiency

lowering carbon emissions. This also helps meet low-carbon policy requirements and customers' Long term

management.expectations for green supply chains while enhancing the Company's sustainable competitiveness.· By actively promoting the use of renewable energy such as photovoltaic power the Company can · Continue to optimize the energy mix by planning and deploying renewable energy in a coordinated manner and

Short term

gradually reduce the share of fossil fuel consumption optimize its energy supply structure support systematically increasing the proportion of clean energy use. In doing so the Company can actively respond to

Energy Sources Medium term ? ? ?

its low-carbon transition and meet domestic and international green and low-carbon policy and domestic and international green and low-carbon development trends and policy directions steadily build a more

Long term

regulatory requirements. resilient and sustainable energy supply system and support the achievement of its low-carbon transition goals.· By leveraging digital and intelligent technologies the Company can provide customers with value-

· Accelerate digital and intelligent upgrading by building integrated service platforms that combine core supply chain

added services such as supply chain traceability intelligent dispatch logistics optimization and

service modules systematically promoting end-to-end digital service innovation and driving the transformation of the

inventory management thereby transforming itself from a traditional supplier into a provider of

Short term business model from traditional goods trading toward comprehensive supply chain solutions.integrated solutions and broadening its profit potential.Products and Services Medium term ? ? ? · Actively benchmark against downstream customers' green procurement standards continuously improve green

· By aligning with global low-carbon development trends and developing and promoting energy-

Long term service processes and certification systems proactively respond to market demand for greener offerings enhance

saving environmentally friendly and low-carbon products and services the Company can better meet

the overall value added of products and services build differentiated competitive advantages and strengthen the

downstream customers' green procurement needs while enhancing product value added and market

Company's core market competitiveness.competitiveness.· Strengthen green brand building by systematically disclosing the Company's practices and achievements in green

· As global demand for green low-carbon and sustainable supply chains continues to grow the

Medium term transition compliant operations and sustainable development; proactively accept oversight from all parties; and

Markets Company can leverage its compliance capabilities and green strengths to expand into high-end ? ? ?

Long term actively participate in industry exchanges and authoritative certification programs thereby continuously enhancing

customers and international markets thereby increasing market share and brand influence.the Company's credibility and influence in green development and consolidating its market competitive advantage.

Downstream

Company's

Operations

UpstreamAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 36

Greenhouse Gas ("GHG") Emissions Organizational Boundary for GHG Inventory Operational Boundary for GHG Inventory

Management

To systematically advance greenhouse gas emissions and energy management In accordance with the requirements of ISO 14064-1:2018 we adopted the Our 2025 GHG inventory covers Scope 1 direct emissions and Scope 2 indirect

the Strategy and Sustainability Committee has designated dedicated personnel operational control approach in conducting the 2025 GHG inventory for the emissions. Scope 1 includes emissions from natural gas boiler combustion

to coordinate research planning and implementation relating to energy saving following entities over which we have operational control: combustion sources from vessels and vehicles and fugitive emissions from air-

and carbon reduction so as to ensure the effective execution of relevant control conditioning systems among others. Scope 2 includes GHG emissions arising

measures and the steady achievement of targets. from purchased electricity and heat among other forms of purchased energy.Description of the Scope of the 2025 Greenhouse Gas

Inventory

Xiamen ITG Group Corp. Ltd.GHG Definition Main GHG Emission Activities

Direct greenhouse gas emissions · Natural gas stoves

referring to GHG emissions · Liquefied gas stoves

generated by the organization · Diesel generators

itself including emissions from · Gasoline-fueled business vehicles

fossil fuel combustion and · Diesel-fueled business vehicles

Scope 1

industrial processes. These include · Diesel forklifts and other on-site

stationary combustion emissions motor vehicles

mobile combustion emissions · Marine transportation

process emissions and fugitive · Operation of air conditioners and

emissions. other refrigeration equipment

Energy indirect greenhouse

gas emissions referring to

GHG emissions arising from

· Electricity used in production

the electricity heat and other

Scope 2 · Electricity used in office operations

forms of energy consumed by

· Purchased steam

the organization. These include

purchased electricity and

purchased steam.Warehousing

Equipment

Other Regional Companies Office Vehicles

Owned and Leased

Buildings

Office Vehicles

ITG Keerun (Shanghai) Industrial

Co. Ltd. Owned and Leased

Buildings

Office Vehicles

Xiamen ITG Health Technology

Co. Ltd. Owned and Leased

Buildings

Office Vehicles

Xiamen ITG Investment

Co. Ltd. Owned and Leased

Buildings

Operational Vessels

Warehousing

Supply Chain Business Equipment

Clusters and Segments

Office Vehicles

Owned and Leased

Buildings

Office Vehicles

Functional Management

Departments Owned and Leased

Buildings

Organizational Operational

Boundary BoundaryAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 37

Types of Greenhouse Gases Covered 2025 GHG Emissions

Category 2023 2024 2025

The inventory covers seven types of greenhouse gases: carbon dioxide (CO2) methane (CH4) nitrous oxide (N2O)

hydrofluorocarbons (HFCs) perfluorocarbons (PFCs) sulfur hexafluoride (SF6) and nitrogen trifluoride (NF3). Scope 1: Direct Emissions 114173.40 95209.19 7999.29

(tCO2e)

Scope 2: Indirect Emissions

242920.21212834.7496114.07

(tCO2e)

Emission Factors

Total

357093.61308043.93104113.36

(tCO2e)

For different emission sources under Scope 1 and Scope 2 we selected appropriate emission factors to calculate GHG

emissions with reference to the 2006 IPCC Guidelines for National Greenhouse Gas Inventories the General Rules for GHG Emissions Intensity 76.574 86.91 30.88

(tCO2e/RMB 100 million revenue)

Calculation of the Comprehensive Energy Consumption (GB/T 2589-2020) and the 2022 electricity emission factors issued by

the Ministry of Ecology and Environment among other applicable references.GHG Emissions Management

Scope 1: Direct Emissions Scope 2: Indirect Emissions GHG Emissions Intensity

GHG Emissions Performance

Unit: tCO2e Unit: tCO2e/RMB 100 million revenue

86.91

During the reporting period our total GHG emissions amounted to 104113.36tCO2e of which direct GHG emissions 300000.00 9076.57

(Scope 1) were 7999.29tCO2e accounting for 7.68% of total emissions and energy indirect GHG emissions (Scope 2) were 80

250000.00

96114.07tCO2e accounting for 92.32% of total emissions. Our GHG emissions intensity was 30.88 tCO2e/RMB 100 million. 242920.21 212834.74 70

200000.0060

150000.00

114173.4030.8840

95209.19

100000.0030

96114.07

50000.00

7999.2910

202320242025

4 The GHG emissions intensity for 2023 as disclosed inprevious years was 76.26tCO2e/RMB 100 million revenue. Following the retrospective adjustment of relevant financial statement items in accordance with the implementation Q&A on accounting treatment for standard warehouse receipt

transactions issued by the Accounting Department of the Ministry of Finance in July 2025 the GHG emissions intensity for 2023 has been revised to 76.57 tCO2e/RMB 100 million revenue.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 38

GHG Emissions Reduction Design sustainable products

Actions

Leveraging technological innovation we deeply integrate digital and intelligent services green development concepts and product lifecycle management into our integrated supply

chain services providing comprehensive industrial coordination services to upstream and downstream customers. This not only helps reduce greenhouse gas emissions from our own

operations but also supports low-carbon transition and decarbonization across the entire industrial chain continuously driving greener and lower-carbon industrial upgrading."ITG Atlas · eLu Agricultural Support" Agricultural Industry Chain Integrated Service Platform

"ITG Atlas · eLu Agricultural Support" is an integrated agricultural industry chain service platform launched by ITG Agriculture a subsidiary of the Company. The platform integrates

multiple functions including digital operations agricultural product trading logistics and warehousing and supply chain finance. By digitally connecting enterprises across the

upstream and downstream segments of the agricultural industry chain the platform not only provides solutions for agricultural trade production and processing but also promotes

the green transformation and low-carbon development of the agricultural industry chain by optimizing logistics routes reducing carbon emissions and improving resource

efficiency thereby contributing to the achievement of sustainable development goals in the agricultural sector.In 2025 the "ITG Atlas · eLu Agricultural Support" platform served more than 1000 customers and suppliers including 73 logistics service providers. The platform fully connected

participants across the upstream and downstream agricultural value chain handling more than 20000 inbound and outbound warehouse transactions throughout the year. More

than 13000 procurement and sales contracts were executed using electronic signatures. By digitally linking upstream and downstream enterprises with logistics providers the

platform reduced the use of paper-based warehousing documents and offline courier transportation thereby promoting the green transformation and low-carbon development of

the agricultural industry chain through digital means.During the reporting period the "ITG Atlas · eLu Agricultural Support" agricultural industry chain integrated service platform jointly developed by ITG Agriculture Products under

Xiamen ITG Group received a Class B Certificate in the supply chain case competition of the 6th China Artificial Intelligence Competition for its case titled "A1-Driven End-to-End

Operational Management Case for the Agricultural Supply Chain on ITG Atlas · eLu Agricultural Support".About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 39

"ITG Atlas · eSteel Link" Digital Collaborative Service Platform for the Steel Supply Chain

"ITG Atlas · eSteel Link" is a digital collaborative service platform for the steel supply chain independently developed

by Xiamen ITG Group. Built around a customer-centric service model the platform enables a full range of online services

covering intelligent contract execution cargo release fund settlement and invoicing thereby digitalizing the entire business

process from end to end. In addition to improving the efficiency and customer satisfaction of commercial processes the

platform also reduces carbon emissions by optimizing supply chain processes and reducing paper documentation and

logistics transportation helping drive the steel industry toward a greener and lower-carbon transition.In 2025 the core business system of the steel cluster was rebuilt using a new generation of secure and self-controlled

technologies and decoupled from the SAP system enabling full business coverage "across all functions" and end-to-end

connectivity "through the entire supply chain" and creating a core business system for end-to-end process control across

the steel cluster. First it enabled domestically developed secure and self-controlled operations in response to national

"ITG Atlas · Pulp & Paper e-Station" Industrial Internet Platform for the Pulp and Paper Industry

requirements for technological self-reliance with all products and technologies across the full technology stack replaced by

independent and controllable domestic alternatives. Second it significantly improved coordination efficiency. Through digital

tools the platform broke down information barriers across the upstream and downstream value chain enabled end-to- As a digital service platform developed for the pulp and paper industry "ITG Atlas · Pulp & Paper e-Station" breaks down

end information sharing and collaboration reduced delays and errors in information transmission and achieved integrated information barriers across the industrial chain and enables direct order connectivity with upstream mills creating a closed-

information management across procurement sales and finance. It also strengthened horizontal business coordination loop business model spanning "upstream raw materials - midstream production - downstream sales" and effectively

supported vertical cluster-level control moved business processes fully online and enabled penetrating oversight of risk- improving quality and efficiency across the pulp and paper industry. The platform incorporates blockchain technology

related business processes. to address longstanding industry pain points such as low trust among participants and heavy reliance on paper-based

documentation. The immutability and traceability of blockchain provide a trusted foundation for multi-party supply chain

The "ITG Atlas · eSteel Link" platform has onboarded more than 500 external corporate customers. During the reporting collaboration. The secure circulation of on-chain data and documents supports paperless operations throughout the

period it delivered strong operating results: customer self-service cargo pickup exceeded 47000 transactions with cumulative business process significantly reducing the carbon emissions associated with paper document transmission.pickup volume surpassing 3.1 million tonnes and pickup value exceeding RMB 11 billion; self-service collection transactions

exceeded 9400 with collection amounts exceeding RMB 3.9 billion; and self-service inter-contract fund transfers exceeded In 2025 newly added transaction value on the Pulp & Paper e-Station platform exceeded RMB 20 billion with more than

5000 transactions with transfer amounts 70000 new electronic signatures added during the year and cumulative service provided to over 7000 customers. The

exceeding RMB 1 billion. While optimizing internal platform's paperless applications substantially reduced the use of paper documents and offline logistics transportation

resource allocation the platform also significantly providing the industry with a replicable digital solution for green and low-carbon transformation.improved customer satisfaction and cargo

turnover efficiency. During the reporting period the pulp and paper cluster operating platform under "ITG Atlas" was selected by the China

Academy of Information and Communications Technology as a typical case of digital and intelligent transformation among

central and state-owned enterprises for 2024-2025 and was also included as a typical case in the fourth "Dingxin Cup" digital

transformation application case collection. In addition "ITG Cloud Chain · Pulp & Paper e-Station" was recognized by the

Central Procurement Committee as an "Outstanding Case of Dual-Chain Integration in Industrial Supply Chain Finance 2025".About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 40

Support supply chain decarbonization Expand into sustainable industries

In the course of our operations we actively adopt sustainable materials and green low-carbon logistics models. We are committed to working closely with our supply Seizing the opportunities arising from the green and low-carbon transition and

chain partners through collaboration co-development and shared value creation to build a responsible and sustainable supply chain system and to jointly advance the high-quality development we actively expand into the circular economy and

overall green and low-carbon transition and high-quality development of the entire industrial chain. continue to grow our green energy business contributing in practical ways to

greener and lower-carbon industrial development.Low-carbon and energy-efficiency retrofits for self-owned vessels Highlight Integrating the three chains to empower the entire

value chain: building a one-stop service platform for

the lithium battery industry

We carried out energy-efficiency retrofits on our self-owned vessels the "Egert Oasis" and the "Phoenix Ocean":

ITG New Energy Supply Chain is the core platform through which ITG

Installation of duct fins: Installation of electric heaters: Group has expanded into the new energy sector. Deeply rooted in the

01 03 new energy supply chain we focus on the lithium battery value chain and

Guide wheels / pre-swirl fins were installed in front of the propellers Electric heaters were installed in parallel with the steam heaters

leverage our parent company's mature operating model of integrating

to improve the uniformity of inflow and reduce flow separation for auxiliary engine fuel oil lubricating oil separators main engine

industrial chains supply chains and value chains to provide enterprises

thereby generating additional thrust and reducing wake energy cylinder jacket water and

loss. This can increase sailing distance by 3% to 7%. across the new energy value chain with one-stop end-to-end supply domestic hot water. When

chain solutions. These services cover price management support

the vessel is berthed electric

coordinated centralized procurement and distribution intelligent

Addition of propeller cap fins: heating can be used in place inventory control derivatives-based hedging customized supply chain

02 of steam supply enabling fuel

Small fins matching the number of propeller blades were added finance and integrated warehousing and logistics.savings of approximately 1

to the propeller cap to reduce hub vortex energy loss which can Electric heater for the auxiliary engine

tonne per day while at anchor. fuel supply unit

increase sailing distance by 2% to 5%. In 2025 we further strengthened our strategic resource positioning and

continued extending upstream along the value chain. We successfully

Use of anti-corrosion coatings: secured high-quality overseas lithium ore resources and core domestic

04 lithium resource reserves building a resource assurance system that links

Priority use of water-based

domestic and international markets and lays a solid foundation for stable

marine anti-corrosion coatings:

raw material supply. In addition we deepened cooperation with leading

Water-based coatings were given

enterprises in the sector. Through enhanced strategic partnerships with

priority over bitumen-based

industry leaders we established stable relationships in the lithium ore

epoxy coatings to reduce the

and lithium carbonate supply chain with both the scale and depth of

impact of such coatings on ocean

Anti-corrosion Coating on the "Phoenix

Ocean" collaboration increasing significantly.Duct and Propeller Cap Fins on the "Egert Oasis" acidification.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 41

Highlight Integrating industry and finance to drive a greener future: empowering the green transition of Highlight Putting principles first and setting a benchmark for green construction: building a model

the photovoltaic value chain through futures services sustainable park from a full-lifecycle perspective

We have been deeply engaged in industrial silicon a core raw material in the crystalline silicon photovoltaic Hainan ITG Logistics Park a subsidiary of the Company integrates sustainable development principles throughout its

industry for more than 30 years and have built an integrated ecosystem covering industrial silicon production planning construction and operation and is systematically advancing the park's green transformation through three

downstream processing spot trading and the linkage between spot and futures markets. With annual trading core initiatives:

volume exceeding 500000 tonnes our industrial silicon business has long ranked among the leading players

in China. Our product portfolio spans key categories including industrial silicon silicone polysilicon and The park's main structures use full steel-frame construction and high-quality color-

aluminum alloys providing strong support for the coordinated development of the new energy value chain. coated steel exterior walls significantly improving thermal insulation performance

and reducing heating and cooling energy consumption by approximately 15%. At

In 2025 leveraging our deep industry expertise and mature capabilities in integrating futures and spot Promoting the same time this approach reduces the use of auxiliary building materials and

green building

operations we were selected as one of the first "Green Transition and New Growth" industrial bases by the shortens the construction period while achieving 100% recycling and reuse of

and circular

Guangzhou Futures Exchange for industrial silicon services. As one of the first institutions to participate in construction steel scrap effectively reducing the park's construction-phase carbon construction

industrial silicon futures and options trading and as the operator of several delivery warehouses we have been footprint.deeply involved in futures trading delivery practice and market cultivation while also actively supporting the

exchange in simulated delivery exercises and investor education. Through the innovative application of a dual-lane circulation design vehicle traffic

efficiency has increased by more than 30% while exhaust emissions have been

Going forward we will continue to leverage our leading role in the value chain deepen the integration of industry Optimizing reduced by 20% year on year. LED energy-saving lighting has been fully deployed

and finance and advance innovation in risk management so that futures tools can better serve the green infrastructure in public areas reducing electricity consumption by more than 60% compared

and low-carbon transition of the real economy. By empowering industry through financial services we aim to and ecological with conventional lighting. In addition the park has expanded the use of native

enhance the resilience and efficiency of the photovoltaic supply chain and support the new energy industry in operations vegetation adapted to local conditions enhancing its ecological functions in

building a high-quality and sustainable development model. carbon sequestration and oxygen release.The park has adopted an energy strategy centered on "intelligent control + clean

substitution" and established a centralized smart power monitoring system for

Building a

precise energy management. Making full use of 40000 square meters of rooftop

clean and

smart energy space the park is developing a photovoltaic power generation project expected to

system generate 5.2 million to 6.0 million kWh of electricity annually and reduce carbon

emissions by approximately 3200 tCO2e per year substantially increasing both the

share of clean energy consumption and the park's energy self-sufficiency.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 42

Use of Renewable Energy

In the course of our operations we actively promote the use of renewable energy

such as solar and wind power continuously reduce the share of fossil fuels in our

energy mix and steadily advance the transition toward green and low-carbon

energy.Rooftop PV powering operations: building a model for the

efficient use of distributed clean energy

Making full use of idle rooftop space Haicang Keerun Warehouse a subsidiary

of the Company invested in and developed a distributed photovoltaic power

generation project. The project adopts an intelligent operating model of "self-

generation for self-use with surplus power fed into the grid" continuously

improving the park's utilization of clean energy and achieving 100% local

consumption and optimized allocation of the clean electricity generated. After

fully meeting the warehouse's own operational electricity demand any surplus

green power can be safely and reliably supplied to the public grid benefiting the

wider community and society.In 2025 the photovoltaic system at Keerun Warehouse generated a total

of 100170 kWh of electricity effectively replacing electricity derived from

conventional fossil fuels. By continuously advancing clean energy substitution

projects of this kind we have not only significantly reduced the carbon emissions

and environmental impacts associated with traditional energy consumption

in our operations but also systematically optimized our overall energy mix.This represents another concrete step in putting our green and low-carbon

development philosophy into practice and exploring more sustainable operating

models. Photovoltaic System at Keerun WarehouseAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 43

Sustainable Action

Highlight "Caring for Dreams" 20th Anniversary Ocean-Themed Public Welfare Art Initiative

We established the public welfare brand "Caring for

Dreams" and under the theme of "Love Nature Dream

In 2025 marking the 20th anniversary of our public welfare brand "Caring for Dreams" we joined hands with Xiamen Special Education School to plan and host a public welfare

of the Future" have continued to carry out a wide range

themed art exhibition on Ludao's coastline reflecting on two decades of commitment. In this initiative we innovatively integrated the concept of marine environmental protection

of green public welfare initiatives actively fulfilling our

into artistic expression by creating two large-scale art installations from marine waste such as discarded fishing nets and plastic bottles thereby turning waste into reusable

social responsibilities and contributing to the high-quality

resources. The installations vividly illustrated the issue of marine pollution and its ecological impacts enhancing public awareness of and attention to marine environmental

development of ecological and environmental public

protection.welfare. The brand ambassador "AMO" not only strongly

supports our green transformation efforts but also

By organically combining public welfare education with ecological and environmental protection we not only carried forward the social value embodied in the "Caring for Dreams"

advocates a green vision of broad participation harmony

brand but also further expanded the depth and breadth of our public welfare efforts. Through this initiative we actively encouraged broader public participation in marine

co-creation and shared benefits encouraging the public

ecosystem protection and contributed to building a sustainable development model in which humanity and nature coexist in harmony.to take practical action to protect our beautiful home of

blue skies green land and clean water.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 44

Energy Usage

During the reporting period our total comprehensive energy consumption was

approximately 26952.17 tonnes of standard coal. In terms of the energy mix

consumed electricity and marine fuel accounted for the largest share of total

energy consumption representing approximately 87.12% combined. In terms

of greenhouse gas emissions arising from energy use electricity contributed the

largest proportion accounting for 65.68% of total GHG emissions generated from

energy consumption during the year.

2025 Energy Consumption

Share of Total Energy

Energy Type Energy Consumption in 2025 Energy Consumption in 2024 Energy Consumption in 2023 Energy Consumption in 2022

Consumption in 2025 (%)

Electricity (kWh) 128867259.98 336257778.45 342095277.67 271331451.20 58.77

Marine Fuel Oil (t) 0 27688.49 28432.67 12671.97 0

Energy

Steam (t) 80684.28 94244.71 139112.81 74541.45 28.35 Consumption

Structure

Diesel (L) 1047509.16 2457662.26 8156804.16 8346273.39 4.87

Natural Gas (m3) 1255098.50 1180465.38 1169092.15 / 6.19

Gasoline (L) 452609.24 571693.83 433068.61 / 1.80

Electricity 58.77% Natural Gas 6.19%

Liquefied Petroleum Gas

3211.503560.6011120.104268.800.02

(kg) Marine Fuel Oil 0.00% Gasoline 1.80%

Thermal Coal (t) 0 0 10007.03 8012.84 0 Steam 28.35% Liquefied Petroleum Gas 0.02%

Total Energy Diesel 4.87% Thermal Coal 0.00%

26952.1795048.16115244.8956595.37100

Consumption (tce)About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 45

Energy Saving and Efficiency Improvement

We continue to uphold our green development philosophy and regard energy saving and efficiency improvement as an

important means of enhancing resource efficiency reducing operating costs and advancing the low-carbon transition.To this end we have continued to strengthen refined energy management and promote the application of energy-saving

technologies.Highlight Process innovation with dual benefits: reducing energy consumption in manufactured sand

production through upstream optimization

In the production of manufactured sand Ningbo Zhencheng a subsidiary of the Company optimized its production

process at the source by adding sedimentation facilities and adjusting the return-water method thereby effectively

reducing sand loss and lowering the operating load of the recovery system. On the one hand a sedimentation device

was added at the front end of the sand-washing process to pre-settle slurry reducing manufactured sand loss at

the source and largely preventing coarse sand from entering the recovery system which also helps protect pump

impellers. On the other hand in certain production processes slurry water is reused in place of clean water as return

water reducing the operating load of both clean water pumps and wastewater pumps while also reducing the number

of slurry pumps required in the fine sand recovery system thereby significantly lowering overall system energy

consumption.Following the implementation of these system optimizations the number of fine sand recovery pumps was reduced

from four per production line to two to three. Across two production lines this resulted in the elimination of 14 slurry

pumps rated at 37 kW and 6 water pumps rated at 37 kW generating annual electricity cost savings of more than

RMB 2 million. At the same time the sedimentation device achieved a coarse sand interception rate of nearly 100%

extended the service life of pump impellers by approximately three times and reduced equipment maintenance costs

by around 60% delivering the dual benefits of lower energy consumption and improved equipment reliability.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 46

Water is a fundamental and strategic resource for maintaining ecosystem balance and In our daily operations we actively promote water-saving fixtures and high-efficiency

supporting sustainable economic and social development. We remain committed to green water-saving equipment implement differentiated water use management across office

development and sustainable operations and strictly comply with relevant laws and commercial and residential scenarios and prioritize the use of water-saving facilities in the

regulations including the "Water Law of the People's Republic of China" and the "Law of early planning stages of new construction and renovation projects. ITG Center where our

the People's Republic of China on Prevention and Control of Water Pollution". We integrate headquarters is located fully applies green and low-carbon design principles. Sustainability

water resource protection and efficient water use throughout our business management requirements relating to energy efficiency water conservation and material efficiency were

Usage of Water processes. In our operations we continue to improve our water resource management incorporated from the design stage onward. By installing high-efficiency HVAC systems and system promote intensive efficient and well-planned water use and minimize the impact establishing a rainwater collection and reuse system the project has effectively enhanced

Resources of our business activities on the aquatic environment thereby fulfilling our corporate water recycling performance and has been awarded China's Two-Star Green Building Label.responsibility for ecological and environmental protection.Highlight Closed-loop reuse and precise control: building a tiered slurry water reuse system to improve Highlight Intensive water use and precise operations: management practices in

water efficiency water-scarce areas

Ningbo Zhencheng Mining a subsidiary of the Company has achieved circular use of production water by establishing a centralized Xiamen ITG Tidak Logistics Co. Ltd. a subsidiary of the Company has placed refined

collection and tiered reuse system for slurry water. At the collection stage overflow water from the top of the sedimentation unit water management at the core of its operations in response to the realities of operating in

overflow from the sand washer and underflow from the vibrating dewatering screen are all directed into a water collection unit beside water-scarce regions and has achieved efficient and sustainable operations in challenging

the dewatering screen allowing slurry water to be collected in a centralized manner. At the reuse stage upper-layer slurry water from the environments through systematic and ongoing water-saving measures.collection unit is pumped to the raw material washing process replacing part of the clean water requirement. The remaining slurry water

is concentrated through a hydrocyclone system and the fine sand in the underflow is blended back into the finished manufactured sand At six operating sites located in water-scarce areas the Company has fully implemented

product to improve resource utilization. Overflow from the hydrocyclone then enters the wastewater treatment system and the treated an intensive water management model. A dynamic monitoring and control mechanism

clean water is recycled back into production. At the same time by adjusting the proportion of reused slurry water the Company is able to has been established covering the entire process of water withdrawal use and recovery

precisely control the stone powder content of its products achieving a level superior to the requirements of China's Class II standard with ensuring through both institutional arrangements and technical measures that water use

quality stability ensured through regular laboratory testing. at every stage can be measured analyzed and optimized. In 2025 total water withdrawal

at these six sites was only 61.63 cubic meters all of which was used to support basic

Through these process improvements fresh water consumption in production was reduced by approximately 40% the load on wastewater office needs. Through process optimization and management measures production and

treatment was significantly lowered and flocculant usage was reduced by around 50% generating annual savings of approximately RMB operational activities achieved extremely low water consumption and in some cases

2.5 million in chemical costs. This practice has not only substantially improved water efficiency and environmental performance but required no fresh water at all. While effectively supporting the stable operation of logistics

also optimized production costs and enabled more precise product quality control providing a replicable and scalable technical and services this approach significantly reduced dependence on scarce local water resources

management model for the green and low-carbon transition of mining and other water-intensive industries. and helped ease regional water stress through practical action.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 47

Pollutant Discharge

Air Emissions Management Wastewater Management

Air emissions generated in our production and operations mainly came from Ningbo Zhencheng Mining and Keerun Wastewater generated in our production and operations mainly included production wastewater and domestic sewage with Ningbo

Tire Dezhou Factory and primarily included suspended particulates nitrogen oxides sulfur oxides and non-methane Zhencheng Mining being the primary source. To ensure compliant treatment and discharge of all types of wastewater.hydrocarbons. In strict compliance with the "Law of the People's Republic of China on the Prevention and Control

of Atmospheric Pollution" and applicable local regulatory requirements we adopted targeted control measures and

regularly engaged qualified third-party institutions to conduct emissions testing so as to ensure compliant discharge Ningbo Zhencheng Mining adopted the following treatment process:

of air pollutants:

Production wastewater is first collected in a wastewater The filtrate generated during the filter-pressing process

collection tank for temporary storage and buffering is returned to the wastewater collection tank for further

and is then pumped into a thickening tank where treatment.Keerun Tire Dezhou Factory adopted a combined treatment approach of "activated carbon adsorption the flocculant PAM is added for coagulation and

+ filter cotton" for fixed-source air emissions and installed an additional bag filter dust collector in the sedimentation treatment. The supernatant separated after sedimentation is

internal mixing process. This effectively alleviated activated carbon blockage extended the service life of pumped into a clean water tank for temporary storage

filter materials and further reduced particulate emissions. In 2025 the concentration and emission rate The sludge generated after sedimentation is discharged and reused in the sand washer to conserve water

of air pollutants and particulates from Keerun Tire Dezhou Factory were fully compliant with national into a buffer tank for temporary storage and then resources. Any excess clean water is discharged into the

standards and permit requirements with a compliance rate of 100%. pumped to the sludge cake workshop for processing into clean water pond within the tertiary sedimentation tank

sludge cake. for further treatment or storage.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 48

Noise Management Hazardous waste General waste

Hazardous waste generated in our production and operations mainly includes We attach great importance to and actively promote waste sorting for municipal

Noise generated in our production and operations mainly came

used engine oil spent filter cartridges and medical waste. solid waste. We continue to strengthen supervision communication and

from Keerun Tire Dezhou Factory. We strictly implemented noise

training standardize the processes and record management for waste sorting

control measures actively improved the acoustic environment and

For hazardous waste such as used engine oil and spent filter cartridges ITG and disposal and regularly review and summarize waste sorting performance

fulfilled our primary responsibility for noise pollution prevention

Shipping a subsidiary of the Company has adopted the following management through monthly reports and other means. To prevent secondary pollution from

and control:

measures: domestic waste we require all departments and operating units to dispose of

lunch boxes paper used for pressing elevator buttons discarded masks and

other waste in strict accordance with relevant requirements. We also conduct

Keerun Tire Dezhou Factory carried out noise reduction periodic inspections of waste sorting practices on office floors and promptly

upgrades on rooftop motors in the internal mixing Relying on the filing platform of the Xiamen Municipal Bureau of Ecology correct non-compliant behavior.workshop by adding vibration-damping devices and and Environment we record and update in real time information on

sound insulation enclosures. At the same time the 1 the generation storage and transfer of hazardous waste ensuring full-

factory engaged qualified third-party testing institutions process traceability and verification. Highlight Standardized sorting and refined operations: improving

to conduct boundary noise monitoring ensuring that municipal waste recovery through systematic management

noise emissions complied with the requirements of the

"Emission Standard for Industrial Enterprises Noise at

A dedicated temporary hazardous waste storage room has been set

Boundary" (GB 12348-2008) and consistently met the ITG Tidak a subsidiary of the Company places high importance on the

up with management rules and warning signs properly displayed.applicable standards. 2 resource recovery and reduction of municipal solid waste. By establishing

Spent filter cartridges are filtered and then sealed for storage to prevent

a standardized recycling system it has incorporated waste sorting

leakage and spillage.collection and treatment into its routine operational management

processes systematically reducing environmental burdens.In 2025 ITG Tidak generated approximately 5 tonnes of municipal solid

All hazardous waste is entrusted to qualified third-party service providers

3 waste of which approximately 1.8 tonnes were recovered representing a

for compliant collection and disposal. recovery rate of 36%. Through source sorting and standardized recycling

the Company significantly reduced the amount of waste ultimately

requiring end-of-pipe disposal effectively lowering the impact on the

Waste Disposal surrounding environment and demonstrating its concrete efforts to practice green management and promote circular development in daily

operations.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 49

Environmental

Compliance Environmental Environmental Climate impact culture building emergency

assessment management

Management

In the management of new construction We place great emphasis on environmental To effectively respond to the risks of natural

We actively practice the green development philosophy renovation and expansion projects we protection. Through environmental training disasters such as extreme weather that

and strictly comply with relevant laws and regulations strictly implement the environmental impact programs and environmental initiatives we may be triggered by climate change we

including the Environmental Protection Law of the assessment system. From investment continue to raise environmental awareness have formulated and strictly implemented

People's Republic of China and the Law of the People's decision-making planning and design among all employees and actively foster a systems such as the Emergency

Republic of China on Environmental Impact Assessment. and development and construction to green and low-carbon corporate culture. Response Plan for Flood Prevention and

We have formulated internal environmental management operational management environmental Typhoon Control and regularly organize

policies such as the Environmental Protection impact assessment is embedded throughout environmental emergency drills. During

Policy established and continuously improved our project evaluation and decision-making the reporting period we carried out a total

environmental management system gradually refined our processes so as to prevent and reduce of nine environmental emergency drills

environmental management objectives and enhanced the risks of environmental pollution and covering scenarios such as used engine oil

our environmental governance capabilities thereby ecological damage at the source. During leakage and fires involving spent activated

creating an environmentally friendly and comfortable the reporting period we had no major carbon effectively enhancing employees'

working and living environment for our employees environmental pollution incidents and were awareness of environmental risk prevention

partners and the communities where we operate. not subject to any environment-related and their emergency response capabilities

administrative penalties. for environmental incidents.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 50

The "Forest-Pulp-Paper" Industry

By integrating resources across the industrial chain we provide our industrial customers with integrated supply chain services and have upgraded the traditional linear

"forest-pulp-paper" supply chain into a coordinated and efficient networked service system supporting the green and high-quality development of the "forest-pulp-

paper" industry.Sustainable timber sourcing Substitution with green papermaking raw materials

At the upstream end of the value chain we give In the midstream segment of the value chain we have built a

priority to sourcing timber from sustainably managed diversified portfolio of green raw materials for papermaking.resources such as plantation forests in New Zealand ITG Paper's wood fiber business uses wood processing residues

and planned reforestation resources in Europe and as its core raw material. Through the standardized collection

Circular Economy North America. These forest resources are either and resource recovery of forestry by-products such as branches

professionally certified or subject to standardized and and bark we provide downstream paper manufacturers with

sound management practices. Scientific harvesting sustainable wood fiber materials helping extend and upgrade

plans are developed in accordance with ecological the value chain toward a lower-carbon and more circular model.Developing a circular economy is an important pillar for principles and saplings are replanted promptly after

advancing ecological civilization and promoting a comprehensive harvesting to ensure replacement and regeneration At the same time we have actively expanded into the trade of

green transition in economic and social development. It helps thereby enabling the sustainable cycling of forest mechanical pulp. This type of pulp offers high fiber utilization

safeguard national resource security supports the achievement resources. At the same time we actively seek to efficiency while its pollutant generation is only one quarter

of carbon peaking and net zero goals and contributes to tangible deepen cooperation with large timber processing that of conventional chemical pulping methods reducing

improvements in environmental quality. We have consistently suppliers and improve overall timber utilization both environmental pressure and pollution control costs

embedded the principles of resource conservation intensive through refined production and grading processes so in production. In addition we have proactively positioned

utilization and circular use into our overall development as to maximize resource efficiency while supporting ourselves in the "paper-for-plastic" market with a focus on

strategy. By actively promoting the sustainable use and circular forest ecosystem protection. supplying green papermaking materials such as bagasse pulp

development of resources in both our investment projects and the made from sugar production residues and bamboo pulp. By

supply chains for traded commodities we strive to achieve the promoting the resource utilization of agricultural processing

greatest possible economic and social benefits with the lowest waste we provide the pulp molding industry with renewable

possible resource and environmental cost and to contribute to the raw material alternatives that help reduce plastic use and tree

accelerated development of a circular society. felling at the source thereby extending value creation from

resource conservation to reduced ecological burden.Wood fiber materialsAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 51

Resource Utilization of Industrial-grade Used Cooking Oil ("UCO")

Industrial-grade used cooking oil ("UCO") is primarily derived from waste edible oils and fats from the catering industry and serves as a key

Utilization of renewable resources feedstock for the production of biodiesel and various other renewable fuels. We have continued to deepen our operations in the trading and

supply of industrial-grade UCO and on that basis further expanded our clean energy portfolio by adding hydrotreated vegetable oil ("HVO")

and sustainable aviation fuel ("SAF") businesses thereby promoting the circular utilization of renewable resources across the full value chain

At the downstream end of the value chain we have

from feedstock to end product.deepened cooperation with paper mills and recycling

processors to develop recycled paper and recycled

HVO can be widely used in diesel-powered applications such as road transport shipping and construction machinery while SAF as a

wood fiber businesses. These materials are used in the

dedicated green fuel for aviation can be directly used to meet the operating requirements of aircraft. During combustion these clean

manufacture of recycled paperboard cartons yarn tubes

energy products can significantly reduce emissions of conventional air pollutants such as sulfur dioxide and particulate matter while also

cat trees and other products helping advance resource

substantially lowering greenhouse gas emissions. As such they are of great significance in improving air quality optimizing the energy mix

circulation and reuse.and advancing the green and low-carbon transition.During the reporting period our sales of finished recycled

Leveraging our integrated business layout we continue to provide stable and high-quality UCO feedstock as well as clean energy products

paper exceeded 2.2 million tonnes reducing the need to

such as HVO and SAF to bioenergy producers the aviation sector and other industries. In doing so we promote the full-chain resource

fell approximately 22.75 million large trees and helping

recovery and circular utilization of waste edible oils and fats effectively mitigate the environmental risks associated with waste cooking oil

protect approximately 1321 square kilometers of forest.and through the promotion of green and clean energy products continue to reduce greenhouse gas and conventional pollutant emissions

optimize the energy structure of the transport and aviation sectors put our green development philosophy into practice and support

ecological and environmental protection as well as the high-quality and sustainable development of the renewable energy industry.Application of Green Fiber Materials

We are engaged in the trading of Lyocell fiber. Lyocell is a green fiber made from renewable wood sources such as eucalyptus and pine and

produced through a physical dissolution process and a closed-loop manufacturing process. Its production uses the non-toxic organic solvent

NMMO (N-Methylmorpholine N-oxide) which can be repeatedly recovered and reused making the process virtually pollution-free. Lyocell

not only offers the moisture absorption breathability softness and skin-friendly qualities of natural fibers but also the strength and drape

of synthetic fibers. It is also fully biodegradable and is widely regarded as a "green fiber for the 21st century." As an environmentally friendly

option for the fast fashion industry Lyocell is widely used in apparel home textiles and other applications.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 52

Locate

We conducted a comprehensive review of all product categories in our operations and their related value

chains carrying out a systematic screening and assessment based on key dimensions including the share

Ecosystems and of operating value the biodiversity and ecosystem importance of product origins and the level of the

industry's dependence on and impact on ecosystems. On this basis we selected the iron ore and pulp

Biodiversity Protection and paper sectors as priority areas for LEAP analysis. Both categories are included in the High Impact

Commodity List published by the Science Based Targets Network ("SBTN") and involve relatively high

dependence on and potential impacts on natural capital.Biodiversity is the foundation of the Earth's life-support system and is of irreplaceable value in maintaining ecological balance To more precisely identify ecological priority areas we used professional biodiversity assessment tools

safeguarding ecosystem services and supporting sustainable economic and social development. We respect international such as BiA Map of Life and Protected Planet to conduct a systematic ecological review of the upstream

conventions such as the Declaration of the United Nations Conference on the Human Environment the United Nations Framework supply sources of iron ore and pulp and paper mapping the ecological baseline the spatial distribution

Convention on Climate Change and the Kunming-Montreal Global Biodiversity Framework and strictly comply with ecological and of protected areas and the integrity of critical habitats within a 10-20 km radius of supply base sites.environmental laws and regulations including the Environmental Protection Law of the People's Republic of China the Wild Animals Through this analysis we identified areas of significant biodiversity conservation value in three supply

Protection Law of the People's Republic of China and the Regulations of the People's Republic of China on Wild Plants Protection. source regions. On that basis taking into account the number scale and spatial distribution of endangered

We have formulated and implemented the Environmental Protection Policy and continue to improve our full-lifecycle environmental species natural parks nature reserves Key Biodiversity Areas ("KBAs") World Natural Heritage sites

management mechanisms. Throughout the entire process of project investment planning and design development and construction and other important ecological assets within those regions we ultimately designated three locations as

and operational management we integrate environmental impact assessment into our decision-making system avoid carrying out ecological priority areas: Western Australia in Australia Pará in Brazil and Minas Gerais in Brazil. We have

activities that may affect ecological functions in or around ecologically sensitive areas of high conservation importance such as World also promoted focused controls dynamic monitoring and refined conservation measures by suppliers in

Heritage protected areas and areas associated with the IUCN Red List and safeguard regional ecological security and biodiversity. these areas with the aim of jointly building a sustainable and responsible supply chain ecosystem.Our business spans many countries and regions around the world and we have established 50 overseas branches and invested

enterprises. We fully recognize that our operations and development are highly dependent on natural capital such as air water forests Ecological Priority Areas

and mineral resources while also having impacts on natural systems. To achieve sustainable development we have systematically

conducted a comprehensive analysis of our dependence on natural resources and the environmental impacts of our operations and

further assessed the related risks and opportunities arising from them. By reviewing our diversified product portfolio all value chain

segments and our global business footprint we continue to deepen our scientific understanding of how our business interacts with

Pará Brazil

natural systems identify key nature-related topics coordinate internal and external resources to develop and implement systematic

solutions and actively explore and advance a strategic transition toward a "nature-positive" development model.Minas Gerais Brazil Western Australia Australia

Benchmarking against the LEAP methodology of the Taskforce on Nature-related Financial Disclosures ("TNFD") we systematically

identify and assess nature-related topics providing a framework to support biodiversity protection and ecosystem management.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 53

Evaluate Dependency / Ecosystem Services Basic Iron and Steel Manufacturing Pulp Paper and Paper Products ManufacturingImpact

Provisioning

Water Supply

Services

Based on the ENCORE database recommended under the TNFD framework we

Global Climate Regulation

systematically identified and assessed nature-related impacts and dependencies

across key industries. Through a multidimensional analysis of ecological Rainfall Pattern Regulation (Sub-continental Scale)

dependency pathways and potential impact mechanisms we identified the Local (Micro- and Meso-scale) Climate Regulation

linkages between core supply chain products and natural ecosystems. On this

Air Filtration

basis we further clarified the priority areas for supply chain natural capital

management providing a scientific basis and methodological support for Soil and Sediment Retention

formulating targeted risk response strategies optimizing resource allocation

Solid Waste Remediation

and advancing a nature-positive transition across the value chain.Dependency Regulation and Water Purification

Maintenance

Services Water Flow Regulation

Impacts and Dependencies of Xiamen ITG Group's Key Supply Chain Industries

on Nature Flood Mitigation

Very High High Medium Low Very Low Not Applicable Storm Mitigation

Noise Attenuation

Pest Control

Reduction of Sensory Impacts

Dilution by Atmosphere and Ecosystems

Disturbance (e.g. Noise and Light Pollution)

Greenhouse Gas Emissions

Non-greenhouse Gas Emissions

Impact Generation and Discharge of Solid Waste

Land Use

Toxic Pollutants Released to Soil and Water Bodies

Water ConsumptionAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 54

Access

On the basis of our analysis of nature-related impacts and dependencies we further identified and assessed the nature-related risks and potential opportunities faced by the iron ore and pulp industries.Related Product

Dependency/Impact

Nature-related Risk Risk Description Response Measures Relevance

Pulp Iron Ore

· Heavy rainfall flooding forest fires typhoons hurricanes droughts and other extreme

Extreme Weather · Dependency-related

weather events may damage pulp and paper and steel production facilities and raw ? ?

Events · Impact-related

material bases causing logistics disruptions or operational shutdowns.· Encourage suppliers to strengthen the disaster resilience of production facilities raw material bases

and key infrastructure improve contingency plans emergency reserves and emergency drills and

enhance disaster response and rapid recovery capabilities.Acute Physical · Natural geological disasters such as earthquakes landslides and mudslides may

· Incorporate disaster prevention and control ecological security and operational resilience into · Dependency-related

Risks Geological Disasters damage production bases supply chain nodes and key infrastructure resulting in ? ?

supplier management and assessment systems and promote coordinated responses across the · Impact-related

property losses and casualties.upstream and downstream value chain to various nature-related risks so as to safeguard the long-term

stability and sustainability of the supply chain.Sudden Ecological · Pest outbreaks may cause large-scale tree mortality affecting the supply of raw materials · Dependency-related

Events for the pulp and paper industry. · Impact-related

Ecosystem · Forest degradation biodiversity loss and invasive species may affect the sustainable · Dependency-related

Degradation supply of raw materials for pulp and paper production. · Encourage suppliers to carry out regular ecological risk assessments in sourcing areas and disclose · Impact-related

progress.· Actively promote ecological restoration of forest land protection of native vegetation and monitoring

· Water shortages or declining water quality may affect water use in pulping and steel and control of invasive alien species so as to enhance the stability and resilience of forest ecosystems. · Dependency-related

Water Scarcity ? ?

cooling resulting in constrained production capacity or higher costs. · Impact-related

Chronic

· Optimize the raw material procurement mix moderately diversify sourcing regions and supplier origins

Physical Risks

reduce the risk of supply fluctuations caused by climate-related disasters in any single origin and

establish raw material safety stock mechanisms.· Rising average temperatures may slow the growth of certain tree species or cause tree

· Encourage and support upstream enterprises in improving high-temperature work protocols equipping

Rising Average mortality thereby affecting the supply of raw materials for pulp production. · Dependency-related

? ? heat protection facilities and emergency safeguards and strengthening contingency plans for extreme

Temperature · Frequent extreme heat may also affect employee health and production safety leading · Impact-related

weather so as to reduce the impact of extreme heat on employee health production efficiency and

to lower labor productivity.operational continuity.· Guide upstream suppliers to select heat-resistant and highly adaptable tree species and optimize

planting and tending models to improve forest resilience to climate warming.Physical RisksAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 55

Related Product

Dependency/Impact

Nature-related Risk Risk Description Response Measures Relevance

Pulp Iron Ore

· Increasingly stringent domestic and international ecological and environmental policy · Track changes in domestic and international biodiversity protection policies endangered species lists

constraints together with updates to endangered species lists and adjustments to and sensitive area boundaries; strengthen supply chain compliance management and supplier due

Policy and Legal Risks ? ? · Impact-related

the boundaries of biodiversity-sensitive areas may restrict the scope of raw material diligence; prioritize sustainably certified raw materials; and optimize the sourcing layout to ensure that

sourcing increase supply costs and intensify compliance challenges. raw material procurement remains lawful compliant stable and sustainable.· Downstream customers are increasingly inclined to choose brands with sustainable

and environmentally friendly attributes and are paying close attention to the green · Actively respond to downstream customers' sustainability needs continuously improve the green and

· Dependency-related

Market Risks performance of the entire supply chain. Failure to respond promptly to market trends ? ? environmental performance of the supply chain and strengthen end-to-end low-carbon management

· Impact-related

and customer needs may place the Company at a disadvantage in market competition and environmental information disclosure.and lead to a decline in market share.· If suppliers are involved in major environmental violations or pollution incidents the · Establish supplier environmental access standards and dynamic control mechanisms strengthen

Reputational Risks Company may face reputational risks which could in turn affect customer trust and ? ? environmental risk screening and oversight assessment and promptly take corrective actions suspend · Impact-related

market competitiveness. cooperation or terminate cooperation with suppliers involved in major environmental issues.Nature-related Dependency/Impact

Opportunity Opportunity Description Action Measures Relevance

· Continue to deepen collaborative cooperation with suppliers to jointly advance efficient raw material utilization energy

· By improving resource efficiency the Company can promote more efficient use of raw materials continuously reduce · Dependency-related

Resource Efficiency saving and consumption reduction and green transformation and establish a long-term mechanism for improving

energy and water consumption advance green transformation and enhance supply chain resilience. · Impact-related

resource efficiency.· Improve the supply of green products and low-carbon services across the entire supply chain and work with upstream

· Products and services with nature-positive attributes are more likely to gain customer recognition create new business · Dependency-related

Market and downstream partners to build an eco-friendly supply system so as to expand new business opportunities and

growth opportunities and enhance the Company's core competitiveness. · Impact-related

strengthen core competitiveness through differentiated green advantages.· Giving priority to cooperation with suppliers that carry out ecological protection initiatives and obtain green · Incorporate biodiversity protection into the supplier management system and work with upstream and downstream

Reputation certifications can help continuously improve the sustainability of the supply chain build a responsible brand image partners to carry out ecological protection actions jointly building a responsible brand image and gaining the trust and · Impact-related

and gain recognition and trust from stakeholders. support of stakeholders.Transition RisksAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 56

Prepare Highlight Building on green foundations and restoring ecosystems systematically: ecological rehabilitation

of slopes in the Chuannoshan Island mining area

To effectively respond to nature-related risks and capture ecological development opportunities we referred to the

SBTN AR3T framework and with Avoid Reduce Restore & Regenerate and Transform as the core steps developed and Guided by the development philosophy of "safety environmental protection green development and efficiency"

implemented nature-related management measures to continuously enhance the sustainability of resource-dependent Ningbo Zhencheng Mining a subsidiary of the Company has systematically advanced slope rehabilitation and

businesses such as pulp and paper and steel. revegetation works in the Chuannoshan Island mining area with the aim of achieving coordinated development

between mineral resource extraction and ecological and environmental protection. Based on the geological and

climatic conditions of the mining area the Company developed a scientific phased rehabilitation plan to ensure that

restoration measures are targeted and effective over the long term.Iron Ore Pulp

· Give priority to legally compliant timber and pulp certified by third In the course of slope treatment the Company adopted measures such as slope cutting and load reduction

· Strictly screen steel sources and avoid procuring primary

parties such as FSC and PEFC and prohibit the procurement of

steel produced from illegal mining conflict minerals or optimization of interception and drainage systems and vegetation restoration to address slope stability and soil

raw materials sourced from deforestation high conservation value

high-carbon smelting processes. erosion issues. In restoring vegetation the Company carefully selected locally adapted herbaceous and shrub species

forests or protected ecological areas.· Impose access restrictions on raw materials such as iron

· Establish a negative list to exclude cooperation with suppliers with well-developed root systems and optimized the composition of hydroseeding mixtures thereby improving

ore sourced from ecologically sensitive areas so as to avoid

involved in major environmental issues such as deforestation and vegetation survival rates promoting ecosystem restoration and enhancing slope stability.environmental and reputational risks at the source.biodiversity destruction.· Promote a shift in the trading chain toward low-carbon As of the end of 2025 the Chuannoshan Island mining area had completed ecological revegetation across 64000

· Work with upstream suppliers to optimize pulping processes

smelting processes giving priority to steel produced using

promote the resource utilization of forestry by-products reduce square meters with vegetation coverage reaching 85%. Soil erosion has been effectively curbed regional ecological

low-carbon technologies such as electric arc furnaces and

water consumption energy consumption and waste emissions per functions have steadily recovered and biodiversity has shown signs of improvement. At the same time the Company

hydrogen-based reduction.unit of pulp and paper product and lessen environmental impacts.· Optimize inventory management and transportation routes has established a long-term monitoring and evaluation mechanism to regularly track and assess slope stability

· Promote lightweight packaging and efficient logistics solutions in

and reduce carbon emissions across the entire value chain vegetation growth and soil and water conservation outcomes ensuring that rehabilitation results are continuously

the trading process to reduce carbon emissions and resource waste

while improving resource efficiency through measures such

during transportation. consolidated and laying a solid foundation for green and low-carbon operations throughout the full life cycle of the

as multimodal transport and consolidated distribution.mining area.· Expand the scale of recycled scrap steel trading promote · Work with upstream pulp mills and forestry enterprises to participate

the standardization of the full chain of scrap steel recycling in ecological restoration projects for degraded forest land and logged

sorting and processing and increase the recycling and areas and promote the sustainable management of plantation

reuse rate of scrap steel. forests and the restoration of biodiversity.· Support steel enterprises in the resource utilization of · Support the development of recycled fiber recovery systems

industrial solid waste such as tailings and steel slag thereby improve waste paper recycling rates and promote the circular

reducing dependence on virgin mineral resources. regeneration of paper products.· Actively expand into the trading of emerging categories such · Explore trading opportunities for renewable wood fiber as

as green steel and low-carbon steel helping downstream a substitute for conventional wood pulp and promote the

customers achieve their net zero goals. diversification and transformation of the raw material mix. Chuannoshan Island mining area

Avoid Reduce Restore & Regenerate TransformAbout This About This Chairman's Chairman's Strategic Strategic Management Mofa nagement of CommunicatioCnosm munications SustainabilityS ustainability

SOCIAL

? Innovation-driven

? Suppliers and Customers

? Rural Revitalization and Contribution to the Society

? EmployeesAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 58

2025 Management Targets for Key Social Topics Progress Status

1 Continue to advance technological innovation and digital development with no fewer than 50 new intellectual property rights

added during the year and R&D investment of no less than RMB 80 million.

2 No incidents of infringement of others' intellectual property rights occurred during the year.

3 Strengthen information security management with no information security incidents or customer privacy infringement incidents

during the year.

4 Continue to strengthen the agricultural products value chain focusing on grain and agricultural inputs so as to support the high-

quality development of national agriculture and safeguard national food security. Innovation-driven

5 Continue to carry out paired assistance through industrial support contributing to the implementation of the national rural

revitalization strategy.

6 Actively carry out public welfare and volunteer activities with total volunteer service hours of no less than 3000 during the year. Against the backdrop of intensifying global competition and

accelerating green transformation innovation is the fundamental

7 No workplace discrimination or harassment of any kind occurred during the year.

driving force that enables companies to sustain leadership

8 No penalties were imposed during the year for violations of labor-related laws and regulations or for employment discrimination. and build core competitiveness. Closely aligned with the key

dimensions of new quality productive forces including "global

9 Conduct talent reviews carry out comprehensive analysis of key professional talent streams and design a series of innovative connectivity" "digital and intelligent empowerment" "green

optimization measures to support the development of high-quality and professional teams.and low-carbon development" "high value-added services"

10 Provide employees with no less than 18 hours of training per capita during the year. and "high-standard opening-up" we remain customer-centric

and continue to advance the integrated development of the

11 Zero major and extraordinarily serious accidents during the year. industrial chain supply chain and value chain as the direction

for transformation and upgrading. In doing so we provide

12 Zero fatality rate for general accidents during the year.

customized integrated and high value-added supply chain

13 Zero incidents causing direct economic losses of more than RMB 1 million during the year. solutions to partners across the upstream and downstream

of the industrial chain. By deeply integrating resources and

14 Achieve 100% employee coverage for occupational safety and health training. capabilities across the breadth and depth of the industrial chain

we are committed to improving the overall quality and efficiency

Achieved Ongoing of the industrial chain empowering industrial upgrading and

promoting ecosystem collaboration.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 59

R&D Management Mechanism

The ITG Supply Chain Industry Research Institute a supply chain R&D integration Under the overall coordination of the R&D Coordination Leadership Group the

platform established by the Company focuses on specialized research and Company carries out cross-departmental and cross-level R&D planning guidance

consulting in areas such as macro strategy supply chain development trends and oversight while regularly reviewing coordination progress and evaluating the

industrial investment business model innovation and market research. It empowers effectiveness of collaboration. As the department responsible for R&D coordination

the business to improve quality and efficiency supports the advancement of the management the Institute continues to improve the R&D management system

Company's internationalization strategy fosters new growth drivers for the future coordinates and guides the R&D activities of the Company's departments and

creates tangible value for the transformation and upgrading of the Company's "three- subsidiaries and promotes the sharing and optimized allocation of R&D resources

chain integration" model and contributes to the high-quality development of the data and capabilities.Company's business.In addition we continue to strengthen comprehensive research and forward-looking

To strengthen internal and external coordination across R&D functions and better analysis of emerging international markets emerging industries and innovative

align R&D innovation with strategic development operations and investment business models deepen strategic research into our positioning in emerging fields

expansion we have established an R&D coordination management mechanism to and explore pathways for upgrading traditional industries thereby providing strong

promote the integration of R&D resources and the sharing of R&D outcomes. research support and insight for the Company's operational decision-making and

investment expansion.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 60

R&D and Innovation Practices

Digital-Intelligence Guided by our digital transformation objectives of "three competitive moats two new growth curves and three core enablers" we leverage our years of accumulated experience in integrated supply chain services

Integration for and build on our diversified business scenarios to actively apply cutting-edge technologies such as artificial intelligence ("AI") and blockchain. We continue to advance systematic and in-depth digital transformation

Smarter Risk Control across key application areas including supply chain operations data assets smart logistics and intelligent warehousing.Highlight "ITG Atlas" Intelligent Integrated Supply Chain Service Platform

The "ITG Atlas" intelligent integrated supply chain service platform integrates a range of functions including

electronic signatures smart logistics and supply chain finance. It enables flexible supply chain management ITG ATLAS

and addresses longstanding pain points in traditional supply chain services such as cumbersome processes

insufficient operational agility supply-demand mismatches and poor information synchronization.e-signature

Through the "ITG Atlas" intelligent integrated supply chain service platform we have broken down information ITG IRSP

silos between factories and logistics providers enabling the efficient circulation of contract flows information

flows fund flows and logistics flows and facilitating more efficient communication to reduce costs and improve

Key account service model

efficiency. "ITG Atlas" provides industry solutions tailored to a wide range of commodity supply chain scenarios Online self-service model for long-tail customers

covering digital supply chain business platforms for sectors such as paper metals agricultural products energy Integrated supply chain service model

Proxy procurement model

and petrochemicals as well as digital management systems for business scenarios including risk control

Phosphorus chemical

financial services and logistics and warehousing. In doing so it delivers more efficient and higher-quality solutions

integrated services to our industry partners.During the reporting period the "ITG Atlas" intelligent integrated supply chain platform processed more than

120000 orders with cumulative transaction value exceeding RMB 65 billion.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 61

Innovation- We regard technological innovation as a core driver of development. Through sustained Highlight Building the "ITG Smart Brain" Platform to Enable Intelligent End-to-End Risk Management

driven Growth R&D investment we actively explore and develop new products and technologies with in Commodities

and Extended strong market competitiveness and are committed to continuously enriching and

extending our product portfolio and expanding our strategic business presence through

Empowerment

innovation. In this way we continue to strengthen our market competitiveness. At the

In response to the complex and rapidly changing commodity market environment we have innovatively developed

same time we focus on deeply embedding innovation outcomes into every stage of

the "ITG Smart Brain" intelligent risk control platform embedding risk management deeply into the entire front-

our business services providing higher value-added solutions to partners across the

middle- and back-office workflow. This has driven a shift in our risk control model from traditional "after-the-

upstream and downstream of the industrial chain and supporting overall improvements

fact handling" to a more proactive and intelligent approach featuring "pre-event smart warning" and "in-process

in quality efficiency and collaborative development across the value chain.dynamic intervention" thereby enabling closed-loop risk management across the full business value chain.Through multi-system data connectivity and integrated process operation the platform enables real-time detection

and coordinated management of credit market logistics and compliance risks. It is also connected to authoritative Highlight Innovation in Stapler Product Series

external credit data systems significantly improving compliance efficiency and risk-buffering capacity in export

business. Since its launch the platform has substantially reduced the need for manual review and calculation

enabled early risk identification and real-time alerts and successfully intercepted multiple high-risk transactions Panther Healthcare a representative domestic brand in surgical staplers under

helping the Company effectively avoid potential major operational risks. our health technology business has continued to increase R&D investment and

fully leverage its technological strengths to drive ongoing innovation in its stapler

The platform also offers strong scalability and industry adaptability. Its risk control models already cover multiple product series. The intelligent endoscopic stapler developed by Panther Healthcare

industrial chains including ferrous metals and energy and chemicals and can be flexibly configured for different integrates powered operation with advanced functional modules significantly

vertical scenarios such as steel mills and logistics. The platform is now capable of being rapidly replicated and rolled enhancing reliability in clinical application while ensuring precision in stapling.out in other commodity sectors including new energy and agricultural products providing a solid technological

foundation for cross-sector and cross-regional coordinated risk prevention and control across supply chains. During the reporting period Panther Healthcare successfully developed a new

generation of fully powered intelligent staplers obtained domestic registration

In 2025 in recognition of its outstanding achievements in the digitalization and intelligent transformation of risk certificates and EU CE MDR certification and secured first-time product

control the "ITG Smart Brain" platform received the "Digitalized Operations Benchmark Case Award" at the 8th registrations in five countries namely India Ukraine South Korea Brazil and

Digital and Intelligent Transformation and Innovation Awards. Australia. Panther Healthcare also obtained 32 newly authorized invention patents

in China and one patent in the United States.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 62

Intellectual Property Protection

We fully recognize that intellectual property is an important component of our core competitiveness and a key foundation for fostering innovation safeguarding returns on Drawing on our trademark protection management and practical experience

investment and maintaining fair market competition. We are committed to strictly complying with all laws and regulations relating to intellectual property in every aspect we have formulated and continuously updated the "Administrative Measures for

of our business activities respecting and protecting the intellectual property rights of others and never engaging in any form of infringement. At the same time we attach Trademarks and Trade Names" which set out clear requirements for responsible

great importance to the creation protection management and commercialization of our own intellectual property. We have established a well-defined and efficient departments management methods registration and protection transfer and

intellectual property management structure and systematically carry out the application maintenance risk prevention and control and value realization of intellectual authorized use thereby strengthening the protection of trademarks and trade

property rights so as to ensure that our innovation achievements are effectively protected. names.In the course of our supply chain business operations we conduct inspections

of branded products and products involving intellectual property rights in

accordance with the "Supply Chain Business Management Provisions" so as

Intellectual Property Management Structure to prevent potential infringement risks in business expansion. In addition

our Brand Management Department conducts periodic self-inspections and

rectification reviews of publicity channels to identify and address any content

that may involve infringement of the intellectual property rights of others. We

also carry out internal awareness-building and communication activities to

Brand Management Supply Chain Operations Digital Management Risk Control and strengthen employees' awareness of intellectual property protection.Department Management Department Department Compliance Department

During the reporting period

Responsible for the Responsible for the Responsible for Provides legal support intellectual property rights newly registered copyrights

management of trademarks intellectual property computer software in matters relating to obtained

and trade names compliance management of copyrights involved in intellectual property

export goods guiding each the development of the infringement disputes 66 7

unit to understand within Company's information and acts that impair the

a reasonable scope the systems and data Company's intellectual

intellectual property status platforms property rights newly registered trademarks newly granted patents

of its export goods and

submit relevant supporting

documents so as to ensure 26 33

smooth and compliant

operation across the entire

chain No intellectual property infringement

incidents occurred during the year.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 63

Supply Chain Security

Amid the profound restructuring of global supply chains intertwined

geopolitical risks and persistently heightened market volatility supply chain

security has become a strategic cornerstone for ensuring sound operations

and achieving sustainable development. As a company with many years of

experience in bulk commodities trading and supply chain operations we

have always placed supply chain security management at the core of our risk

Suppliers and Customers management and strategic planning. From institutional development and

global resource deployment to end-to-end risk prevention and control as well

as responsibility and collaborative governance we have systematically built

a supply chain security assurance system covering the full cycle of "before

Over more than four decades of development we have remained deeply committed to the fields of bulk commodities trading and supply chain services.during and after" an event with the aim of continuously enhancing the overall

Grounded in end-to-end industry chain operations we have consistently focused on resource integration and industrial ecosystem collaboration. In

resilience adaptability and risk resistance of the industrial chain. By promoting

response to the profound restructuring of global supply chains and the accelerating evolution of global trade patterns we continue to strengthen the

diversified deployment of key resources deepening the application of digital

foundations of supply chain security while enhancing the resilience of industrial chains and our integrated service capabilities.risk control and management tools and establishing tiered and categorized risk

management mechanisms across supplier onboarding in-transit monitoring

Against a backdrop of growing regionalization and localization trends as well as rising uncertainty in international trade we continue to refine our global

inventory management and other key processes we continue to reinforce the

resource channel network and overseas platform layout around strategic priorities such as "global connectivity" "digital and intelligent empowerment"

foundations of secure supply chain operations."green and low-carbon development" and "high value-added services". We are steadily strengthening our control over and assurance of critical

resources and logistics nodes while comprehensively enhancing our global operating capabilities and our ability to respond to risks in complex

environments. Supported by our procurement and sales network spanning key global markets and our efficient multimodal logistics system we actively

promote diversified resource allocation and efficient coordination across the upstream and downstream of the industrial chain significantly enhancing

the stability and reliability of bulk commodity supply. At the same time we actively apply advanced technologies such as the Internet of Things big data

and artificial intelligence to drive end-to-end visibility and digital management across the entire supply chain. This improves operational efficiency and

strengthens our ability to anticipate and respond to market volatility and operational risks. In doing so we are committed to building a cooperative win-

win and sustainable industrial ecosystem that connects all parts of the value chain and continuously enhances product quality and delivery reliability.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 64

Responsible Procurement Supply Chain Risk Management

Responsible procurement is an important safeguard for supply chain security sustainable. At the same time we actively promote the integration of green Under the leadership of the Board's Risk Control Committee we have

and sustainability. We fully integrate environmental social and governance and low-carbon principles into procurement management deepen industrial established a "three lines of defense" supply chain risk prevention and control

("ESG") requirements into procurement decisions and the entire lifecycle collaboration in areas such as new energy supply chains green products and system composed of business-segment subsidiaries risk management functions

of supplier relationships and have systematically established a full-process the circular economy encourage suppliers to improve resource efficiency and and audit and inspection functions. This structure clearly defines business

management mechanism covering institutional development onboarding environmental management and gradually drive the supply chain toward a departments as the first line of responsibility for risk management assigns

review performance monitoring and continuous improvement with a view greener and lower-carbon transition. professional control responsibilities to the risk management and compliance

to fostering an industrial ecosystem that is secure compliant transparent functions and entrusts the audit and inspection function with oversight and

traceable and sustainable. To this end we have formulated and implemented During the course of cooperation we maintain regular communication evaluation responsibilities thereby forming a governance framework with clear

the "Supplier Code of Conduct" which clearly requires all supply chain partners with suppliers through online and offline meetings business follow-up accountabilities effective checks and balances and coordinated operation.to comply with fundamental principles relating to human rights and labor visits and dedicated exchanges to discuss business execution production

rights protection occupational health and safety environmental protection and operations credit standing and evolving risks. We also continue to We have formulated and continuously refined core internal policies

business ethics anti-corruption and fair competition. This Code serves as an communicate the requirements of the "Supplier Code of Conduct" and including the "Supply Chain Business Management Provisions" the "Logistics

important basis for supplier onboarding performance evaluation and ongoing other compliance expectations so as to enhance suppliers' understanding Management Provisions" the "Seal Management Provisions" and the "Credit

cooperation. of and ability to implement responsible standards. For suppliers that fail to Management Provisions". Through an integrated risk prevention and control

meet compliance requirements or present significant risk concerns we take mechanism that brings together risk management legal and compliance

Before any formal cooperation begins all suppliers and contractors are measures in accordance with our internal management policies including functions we have built a comprehensive risk management system covering the

required to sign binding documents such as the "Integrity Notice" the "Integrity corrective supervision risk alerts suspension of cooperation or termination of pre-transaction in-transaction and post-transaction stages and strengthened

Agreement" the "Integrity Purchase and Sales Contract" and the "Labor cooperation. In this way we have established a mechanism of accountability full-process control over key areas such as contract execution credit approval

Compliance Commitment Letter" in order to clearly define and reinforce the and continuous improvement to jointly safeguard the security stability and logistics performance and fund settlement.responsibilities and obligations of all parties in areas such as ethical conduct sustainable development of the supply chain.lawful employment and compliant operations and to systematically prevent

potential business misconduct legal risks and reputational risks from the outset

of cooperation.At the supplier onboarding stage we have established a systematic selection

and evaluation mechanism to comprehensively review suppliers' business

qualifications financial soundness fulfillment capability historical compliance

record and potential risks. For key resources and major product categories

we implement graded management and dynamic monitoring in light of

business characteristics strengthen the assessment of supplier concentration

and substitutability and ensure that supply sources are lawful stable andAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 65

Supplier Onboarding and Tiered Management Supply Chain Human Rights Due Diligence

Leveraging our core operations and management on all existing credit-approved counterparties and We have incorporated supply chain human rights Where due diligence or monitoring identifies that a

platform we have introduced a counterparty profiling classify them using a red-yellow-green traffic light risk management into our overall risk management supplier has caused actual or potential adverse impacts

system and a dynamic credit rating model including system with corresponding adjustments made to credit framework. Under the overall oversight of the Board's Risk on relevant individuals we require the relevant party to

KYC rating and ongoing monitoring modules to limits based on the classification. Each year we carry Control Committee relevant business units together with take immediate corrective action including restoring

support supplier onboarding and credit decisions with out a comprehensive reassessment of credit-approved the risk management and compliance functions work lawful employment status making up unpaid wages or

data-driven insights. The Supply Chain Management counterparties including renewed credit reports and collaboratively to advance a supply chain human rights benefits and improving working conditions. Depending

Committee implements tiered authorization for on-site visits. Based on credit limits and risk levels we due diligence mechanism covering risk identification on the circumstances we may also require appropriate

management at different levels and operating units and formulate differentiated follow-up visit plans under which tiered assessment ongoing monitoring and remediation compensation or remedy arrangements. At the same

conducts comprehensive assessments of counterparties' business managers and risk control managers conduct tracking thereby embedding human rights responsibility time we analyze the root causes of the incident

background operating conditions production capacity regular site visits to continuously track counterparties' into the full lifecycle management of suppliers. We improve internal controls and supplier management

and performance record through on-site visits third-party credit standing and performance. have also formulated the "Compliance Guidelines for systems and prevent similar issues from recurring.credit reports and other means. We have also established Preventing Forced Labor Risks in the Supply Chain" which

a negative list mechanism under which counterparties At the same time we conduct weekly reviews of overdue clearly define the scope of risk identification investigation For partners that refuse to rectify problems or commit

with major adverse findings are in principle denied matters prepare weekly overdue reports and oversee procedures and response processes and identify forced major violations we take measures in accordance

access thereby strengthening risk prevention and control collection and resolution actions accordingly. Based labor child labor discriminatory employment practices with our internal policies including suspension of

at the source. on suppliers' credit standing and performance we and occupational health and safety hazards as key focus cooperation termination of cooperation or inclusion

dynamically update our "prohibited transaction" and areas. on the restricted transaction list thereby forming a

We work with authoritative industry consulting "restricted transaction" lists to ensure that risk matters closed-loop risk response mechanism.institutions to obtain and analyze counterparties' public can be identified in a timely manner handled effectively We conduct due diligence through a variety of means

information in real time establish a tiered counterparty and isolated quickly. including blacklist screening public information

control model and carry out ongoing monitoring. collection document review on-site visits questionnaires In terms of prevention and capability building we

Where high-risk warning signals are identified relevant data analysis and compliance audits. Relying on incorporate human rights compliance requirements into

personnel are required to promptly verify the information our counterparty profiling and rating models we the "Supplier Code of Conduct" and contractual clauses

and assess its risk implications and where necessary comprehensively assess country or regional risks industry explicitly prohibiting all forms of forced labor child

dynamically adjust credit limits. We also continuously risks and historical compliance records associated labor and discrimination. We also enhance suppliers'

monitor the processing margins and overall operating with suppliers in order to identify potentially high- understanding of and ability to implement human rights

conditions of the industries in which our counterparties risk parties. We also carry out targeted reviews around compliance requirements through meetings policy

operate set risk warning thresholds and initiate targeted core forced labor indicators including intimidation and communication and other means. At the same time we

reviews for counterparties that experience sustained threats abuse of vulnerability restriction of movement regularly consolidate and analyze supply chain human

losses or unusual operating fluctuations so as to optimize isolation abusive working conditions and unreasonable rights risks internally and incorporate major risk matters

credit strategies in a timely manner based on the results working hours and apply enhanced scrutiny and ongoing into our risk reporting system so as to ensure that

of risk assessments. monitoring to high-risk regions or product categories. management is able to grasp relevant risk developments

in a timely and comprehensive manner and use this

For existing customer management we have established For suppliers where risk concerns are identified we information as a basis for subsequent risk decisions and

a mechanism for periodic reassessment and tiered formulate remediation plans and conduct follow-up control measures.management. Each quarter we conduct risk analysis reviews:About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 66

Supply Chain Whistleblowing Mechanism Equal Treatment of Small and Medium-sized Enterprises

We encourage suppliers contractors and other stakeholders to report any As a state-owned enterprise we regard the promotion of fair competition and equal development for all types of market participants as an important social responsibility

conduct that violates applicable laws and regulations business ethics human and business principle. In supply chain cooperation we adhere to the principles of openness fairness and impartiality and are committed to creating a market

rights protection requirements or compliance management requirements. We environment in which small and medium-sized enterprises ("SMEs") can participate on an equal footing. In tendering and procurement service outsourcing and other

have established diversified reporting channels support anonymous reporting business processes we expressly prohibit the setting of unreasonable thresholds or discriminatory terms so as to ensure that SMEs enjoy equal rights in areas such as

and provide clear guidance to whistleblowers on reporting procedures required qualification review performance evaluation and payment settlement. At the same time we continue to optimize payment processes and improve payment efficiency for

information and supporting evidence so as to ensure that the reporting mechanism SMEs actively fostering a healthy inclusive and sustainable industrial ecosystem.is convenient transparent and accessible. We maintain strict confidentiality

regarding whistleblowers' information and explicitly prohibit any form of retaliation. Practical Measures for Ensuring Equal Treatment of SMEs

Individuals who raise concerns or provide information in good faith are protected

in accordance with laws and regulations and we safeguard their lawful rights and

interests in order to foster an open transparent and accountable supply chain Strict implementation of contract payment Tiered authorization and credit Ongoing strengthening of overdue

management policies management mechanisms receivables monitoring

compliance environment.We have established a standardized investigation process. After receiving a report the We have established clear limits on payment We allocate credit limits in a reasonable We conduct weekly reviews of overdue items

relevant functional departments conduct a preliminary assessment in accordance terms and approval procedures to safeguard manner based on suppliers' credit profiles and prepare dedicated reports to ensure that

with their respective responsibilities and where necessary carry out investigation the legitimate rights and interests of suppliers. and business needs ensuring that financial risks are identified in a timely manner and

and verification through public information searches document reviews interviews Reasonable upper limits are set for both support is aligned with business scale. corresponding measures are taken thereby

with relevant personnel on-site inspections or by engaging professional institutions. advance payments and credit sales periods. Operating units are permitted to make flexible effectively reducing receivables recovery risk.For reports involving major risks or complex matters the case will be escalated In principle advance payment periods must adjustments within approved credit limits At the same time we apply strict approval

with the risk management or audit and supervision function participating in the not exceed 30 days and credit sales periods and may also apply for temporary internal procedures to contract amendments to

investigation to ensure its independence and objectivity. Where an investigation must not exceed 45 days. Any extension credit reallocations subject to management prevent arbitrary changes to terms that may

confirms violations of human rights protection requirements business ethics or beyond these limits is subject to approval by approval in order to enhance overall supply adversely affect the legitimate rights and

other compliance requirements we require the relevant supplier to take corrective the Supply Chain Management Committee so chain liquidity and ease the operational interests of suppliers. Through end-to-end

action in accordance with our internal policies and follow up on the implementation as to prevent excessively long payment terms pressure on SMEs arising from short-term management of fund flows and dynamic risk

of remediation measures. In cases of serious circumstances or refusal to rectify we from placing undue pressure on suppliers working capital needs. monitoring we are committed to building a

take measures such as suspension of cooperation termination of cooperation or especially SMEs in terms of cash recovery. secure efficient and sustainable fund control

inclusion on the restricted transaction list. Where relevant individuals have already Through these institutional controls we system that supports the operational stability

been adversely affected we require the responsible party to implement remedial and strengthen the management of payment term and development expectations of our supply

corrective arrangements. We also regularly compile statistics on and analyze reported reasonableness and enhance the transparency chain partners including SMEs.matters incorporate typical issues into risk management and policy optimization and predictability of transactions.and continuously improve our supply chain governance mechanisms.About This About This Chairman's Chairman's Strategic Strategic Management Mofa nagement of CommunicatioCnosm munications SustainabilityS ustainability

Safety and Quality of Products and Services

Guided by our mission of "Integrate Industry to Connect. Create Value to Share." and our core values of "Leadership Responsibility Hardworking Partnership." we focus

on supply chain management as our core business while actively expanding health business.Supply Chain Management Health Technology

Supply chain management is our core pillar business and remains firmly in Our health business segment follows a strategic development approach

the first tier of the industry. With more than 40 years of experience in bulk centered on "healthcare supply chain + industrial chain" with a focus on the two

commodities trading and supply chain services we have built eight vertical core areas of "medical devices + health services" within the broader healthcare

industrial chains covering metallurgy energy and chemicals textiles non- sector. Supported by five capability centers we are building a healthcare

ferrous metals pulp and paper agricultural products rubber and new energy ecosystem. Upholding the mission of "Bringing more health and happiness to

as well as general solutions represented by logistics and digital technology. life through technology and care" we are committed to building a platform

This enables us to provide customers with "ITG Solutions" integrated industry and bridge for collaboration among businesses society and government and

services. We have also innovatively advanced the strategic upgrade of our to becoming a trusted industry-leading healthcare enterprise empowered by

"three-chain integration" business model which takes end-to-end supply chain technology and integrated services.services as the core internationally oriented industrial chain operations as

the driver and efficient value chain collaboration as the support. Through this

model we continue to promote the iterative upgrading of our own business and

unlock sustained value creation.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 68

Customer Service Responsible Marketing

Excellent customer service is not only a core expression of market competitiveness but also a key foundation for building We strictly comply with national laws and regulations relating to advertising and publicity unfair competition and

long-term trust and achieving sustainable operations. We adhere to a customer-centric development philosophy incorporate information disclosure and embed the principles of compliance and integrity throughout our brand communications

customer rights protection and service quality enhancement into our supply chain management and risk management and marketing activities. We ensure that all external disclosures are truthful accurate and complete avoid misleading

systems and continuously improve our customer onboarding credit management and service assurance mechanisms with statements or exaggerated claims and uphold a fair and orderly market environment. We have formulated and implemented

the aim of building a standardized transparent and sustainable customer management system. the "Administrative Measures for News and Publicity" and the "Administrative Measures for New Media" which define the

management procedures and approval authorities for publicity content. In accordance with the principles of "review before

We have established institutional documents such as the "Operational Risk Management Provisions" and the "Grey List disclosure" and "case-by-case review" we apply strict review procedures to information involving operating data business

Management Handbook" and built a customer tiering and categorization mechanism to dynamically assess customers' cooperation industry trends and sensitive matters. We also implement a "three-level review mechanism" under which

credit standing fulfillment record and risk profile. Through risk-based classification and ongoing monitoring we are able to content is subject to initial review by the business department secondary review by the relevant functional department and

effectively identify and prevent potential operational risks thereby ensuring transaction security and the stable operation of final review by management so as to ensure that all published information is lawful and compliant factually accurate and

the supply chain. expressed with due caution.To support customer communication and complaint handling we have established a multi-level and traceable customer In market promotion and external communications we adhere to objective descriptions of our operating performance and

grievance and feedback mechanism with communication channels including business contacts management contacts business capabilities and avoid making commitments or forward-looking statements that lack a factual basis. For content

risk control contacts and documentation contacts. We also ensure that customer concerns can be communicated and involving partners customers and third-party information we strictly follow authorization and information verification

addressed in a timely manner through multiple channels including publicly disclosed telephone numbers dedicated email procedures and respect the rights and interests of relevant parties. At the same time we have strengthened the standardized

addresses and the Chairman's mailbox. For customer complaints received we conduct verification and coordination strictly management of new media platforms by clarifying account operation responsibilities and publication requirements and by

in accordance with internal procedures specify the responsible departments and handling timelines and promote timely enhancing mechanisms for monitoring and responding to information security and public opinion risks so as to prevent the

response and proper resolution. dissemination of inappropriate information from adversely affecting market order or the rights and interests of our partners.At the same time we continue to optimize customer service processes and information communication mechanisms

improve business transparency and response efficiency and ensure that customers receive clear and accurate information

support in areas such as contract performance settlement arrangements and risk alerts. For complaints involving major

matters or complex issues cases may be escalated for handling with the relevant management participating in coordination

to ensure that customer rights and interests are fully protected.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 69

Data Security and In the digital era information assets are not only a critical component of a company's core competitiveness but also a foundation for building customer trust fulfilling legal obligations and

assuming corporate social responsibility. Information security is directly related to the continuity of business operations the protection of trade secrets the safeguarding of customer privacy

Customer Privacy and compliance with regulatory requirements. We attach great importance to information security and privacy protection and strictly comply with relevant laws and regulations including the

Protection Cybersecurity Law of the People's Republic of China the Data Security Law of the People's Republic of China and the Personal Information Protection Law of the People's Republic of China. We

have established and continuously improved our information security management system and related management mechanisms to ensure the effective and standardized implementation of

information security management thereby providing solid safeguards for the security of our data and information and the privacy of our customers.Information Security Management

We have established a clearly defined information security The President serves as the head of the Group the Vice President in charge of the Digital Management To strengthen oversight and evaluation of cybersecurity

management structure and formulated and continuously Network and Department serves as the deputy head and the members include the principal members of the Party management and ensure the effective implementation of

Information Committee leadership team and the leaders responsible for digital development.improved internal policies such as the "Information Security Leading information security management we have established Responsible for providing unified guidance on and coordinating information security work across the

Security Management Provisions". These policies set out Group the "Assessment System for the Implementation of the

Company and all operating units.detailed requirements covering network planning and Cybersecurity Management System". Through regular

management internet information security management inspections sample checks surveys and interviews

Its members include the leader in charge of digital functions the head of the President's Office the head of

server room and data security management network and external audits we assess the implementation

the Brand Management Department and the head of the Digital Management Department among others.and information security application and server of cybersecurity policies and control measures the

Network and As the standing body of the Network and Information Security Leading Group it is responsible for

security endpoint security information security incident Information implementing the Group's digital information security management work supervising and inspecting fulfillment of cybersecurity responsibilities the handling

management and information security awareness and Security Office routine network and information security work and handling information security incidents and determining of cybersecurity incidents and the effectiveness of

communication. We strictly implement our responsibilities accountability. cybersecurity training and we put in place corresponding

for cybersecurity and continuously strengthen improvement measures. In addition the Company's

information security management to safeguard network Responsible for the overall planning of the Company's network and information security strategy the Digital Management Department links information

and information security. management of the Company's cybersecurity work the organization and formulation of information security security performance to the performance evaluation of

Digital management policies and the supervision and inspection of information security work across the Company each employee. Using day-to-day information security

Management and its operating units.Department performance as well as information security assurance

at the position and department levels as assessment

Required to comply with the Company's information security management policies actively cooperate with criteria the Department evaluates the execution of

Other Departments

and Operating the Company's network and information security work and promptly report any information security issues cybersecurity work on a quarterly basis.Units or incidents.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 70

Information Security Risk Management Conducting regular cybersecurity inspections: Conducting regular inspections of server rooms and equipment:

We proactively collect employees' views and feedback on the implementation of

information security management policies through questionnaires interviews We perform daily security inspections based on alerts generated We work with security service providers to conduct security equipment

and other means and regularly invite independent external cybersecurity experts by the Security Situational Awareness System and each week inspections once every quarter.to review and assess the reasonableness and effectiveness of our cybersecurity we engage our security service provider to assist with on-site

management system so as to continuously strengthen our information security inspections of risks identified by the system and make optimizations We perform configuration backups for security equipment at least once

management capabilities. We further enhance cybersecurity risk assessment and improvements based on its recommendations. every quarter to ensure the security of configuration data.monitoring and response through the following routine management measures

to safeguard information security: Every half month we conduct a web vulnerability scan of URLs for

web applications exposed to the internet and promptly address Conducting regular IT audits:

any medium- or high-risk vulnerabilities identified to prevent

unauthorized exploitation that could lead to cyber intrusion data We engage external institutions to carry out IT audits covering areas

Optimizing the security protection framework for information systems: leakage or other risks. such as account permissions for key information systems password

policies backup strategies and data recoverability testing; the

Every quarter we carry out host security vulnerability scans

We have deployed security devices and services such as effectiveness of major security management devices or software

remediate identified medium- and high-risk vulnerabilities and

Chuangyudun ADS IPS and firewalls at the network perimeter and the status of self-inspections and routine checks; the reporting

regularly follow up on remediation progress.and newly connected to a unified XDR security operations platform and handling of IT failures or incident events; and the execution and

and a GPT-based anti-phishing email detection service further effectiveness of information security emergency response plans. Each year we engage an external security service provider to

strengthening our security protection capabilities. conduct red-team testing on the Company's internet-facing

application websites. By simulating hacker behavior and attack Carrying out enhanced cybersecurity protection during important periods

For newly launched application systems medium- and high- of the year:

methods through penetration testing we are able to promptly

risk vulnerabilities are identified through measures such as host

identify vulnerabilities and weaknesses in internet application

vulnerability scanning and penetration testing and the systems

systems and complete remediation in a timely manner thereby During major periods requiring heightened security assurance such

are launched only after remediation is completed. For application

ensuring the stable and secure operation of the systems. as the Spring Festival holiday the annual National People's Congress

systems developed by outsourced service providers the data and Chinese People's Political Consultative Conference sessions the

confidentiality responsibilities of those providers are also clearly Qingming Festival holiday the Labor Day holiday the Dragon Boat

defined in outsourcing service contracts. Festival holiday the September 3 military parade period the China

International Fair for Investment and Trade and the Mid-Autumn

In 2025 we completed the cybersecurity classified protection filing

Festival and National Day holiday period we activate Sangfor MSS

for the private cloud of Xiamen ITG Group and the logistics business

enhanced security protection and engage security service providers for

middle platform.on-site support.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 71

Organizing emergency drills on an ad hoc basis to ensure rapid and effective response to

information security incidents:

We conduct cybersecurity emergency drills for the Company's external portal website

using website defacement as a simulated scenario to test the effectiveness of our internal

emergency response mechanism coordinated handling capabilities and technical

recovery capacity.We also conduct fault recovery drills and remediation validation for systems including

the Counterparty Profiling System the Emerging Business Operations and Management

Platform the Investment Management System and the International Applications

Platform.Conducting regular information security training and continuously strengthening information

security awareness and communication: Establishing reporting and feedback channels:

We provide new employees with guidance on the Company's internal information security

We encourage employees to report or

management requirements to ensure that they fully understand and effectively implement the

provide feedback on any information

relevant policies and standards.security issues to their direct supervisors or

the Digital Management Department and

We organize a cybersecurity training course for all employees titled "Digital Security Defense in

we monitor internal employee feedback on

the Age of AI" covering topics such as information security challenges cybersecurity and data

cybersecurity risks on a daily basis.security protection and cybersecurity culture and responsibility.During Cybersecurity Awareness Week we distribute awareness articles to all employees to

promote cybersecurity knowledge and awareness.In response to phishing and scam email incidents we issue security reminders and awareness

articles to all employees through the "iITG" cybersecurity official account and internal news

channels to help employees identify and guard against malicious emails.Cybersecurity Awareness WeekAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 72

Information Security Emergency Customer Privacy Protection

Management

Information Security Response Procedures We attach great importance to customer privacy

We have established a systematic information security incident

protection and apply strict controls over the collection

management mechanism and formulated a dedicated information

use and storage of customer information. We have

security emergency response plan which clearly defines the In the event of an information security incident it shall be reported immediately to the

Emergency Response Working Group. established and continuously improved our information classification and severity levels of information security incidents

security management mechanisms and through

response procedures handling measures and recovery steps. This

technical and management measures such as digital and

ensures that in the event of a security incident we are able to respond

Where an incident is determined to be a P0-level5 incident the head of the Emergency Response information systems localized information deployment

quickly orderly and effectively minimizing the impact and losses to the

Working Group shall immediately report it to the Emergency Response Leading Group. The tiered authorization and internal network management

greatest extent possible.head of the Emergency Response Leading Group shall then issue instructions to activate the prevent data leakage misuse or loss and ensure

emergency response plan and immediately organize and coordinate the Emergency Response

We have established an Information Security Incident Emergency that customers' privacy rights are fully respected and

Working Group to carry out emergency response actions. Where an incident is determined to be

Response Leading Group and an Information Security Incident protected.a P1- or P2-level incident the head or deputy head of the Emergency Response Leading Group

Emergency Response Working Group:

shall issue instructions to activate the emergency response plan and promptly organize and We strictly require all employees to fulfill their

coordinate the Emergency Response Working Group to carry out emergency response actions. confidentiality obligations and prohibit any malicious

theft tampering destruction or disclosure of Company

data or customer privacy information. Important

The Information Security Incident Emergency Response Within 7 days after the incident occurs a timely analysis and review shall be conducted a documents must be stored in encrypted form. Where

Leading Group is responsible for organizing coordinating and written analysis report shall be prepared and the report shall be filed with the Company's

confidential electronic documents need to be transmitted

leading the Company's emergency response to information Digital Management Department.security incidents. Its members include the Company leader they must first be encrypted and then sent via removable

in charge of digital functions and the head of the Digital media or email. Employees are also required to comply

Management Department. with the Company's internal rules when using external

applications and services such as AI tools blogs and

The Information Security Incident Emergency Response To ensure that the emergency response plan can be implemented rapidly and effectively we have established an cloud storage platforms and are strictly prohibited from

Working Group is responsible for the prevention monitoring assessment and evaluation mechanism for the execution of emergency response actions in security incidents. uploading the Company's confidential documents

reporting and emergency response of information security We organize emergency drills on an ad hoc basis each year and continuously improve and refine our response sensitive data or other protected information.incidents. Its members include the heads of relevant operating procedures to ensure their effectiveness and compliance while continuously strengthening the Company's

units security administrators network administrators system

emergency response capabilities for information security incidents. During the reporting period the Company did not

administrators and other relevant personnel.experience any incidents involving infringement of

During the reporting period the Company did not experience any information security incidents. customer privacy.

5 A P0-level incident is the highest-severity category of information security incident and refers to an incident that causes exceptionally serious impact or damage.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 73

Supporting Industry Development Highlight Deepening industry collaboration and supporting the

co-development of the pulp and paper ecosystem

Anchored in supply chain management as our core business we closely align our own development with the broader process of industry transformation and industrial

upgrading and actively play the collaborative and connective role of a hub enterprise within the industrial chain. Against the backdrop of ongoing restructuring of global In March 2025 "Shanghai Pulp Week 2025" hosted by the China

supply chains and the accelerated push toward green transformation we are committed to promoting efficient resource allocation and shared value creation. Guided Paper Chamber of Commerce under the All-China Federation of

by strategic priorities such as "global connectivity" "digital and intelligent empowerment" "green and low-carbon development" and "high value-added services" we Industry and Commerce was held in Shanghai. Focusing on pulp

continue to deepen close collaboration with partners across the upstream and downstream of the industrial chain in an open and cooperative manner jointly building an capacity growth and the trend toward pulp-paper integration the

industrial ecosystem with greater stability resilience and sustainable competitiveness. event called for the building of an industry development pattern

that is "balanced stable and sustainable". As a long-term strategic

2025 Participation in Industry Associations partner ITG Pulp & Paper a subsidiary of Xiamen ITG Group

Participating Participating participated extensively in the event and exclusively sponsored a Association Role Association Role

Entity Entity dedicated exchange session. Together with industry representatives

China Association for Public Companies Council Member Xiamen Free Trade Zone and Special Customs Executive Vice

Supervision Areas Association Chairman Member from the global pulp paper forestry trading logistics and

Xiamen Association of Listed Companies Vice President financial sectors the Company engaged in discussions on topics Member Xiamen ITG China Chamber of Commerce for Import and Export of Machinery and Electronic Products MemberGroup such as "new pulp-paper relationships and the evolving landscape

Modern Supply Chain Research Institute of China Vice Chairman China Chamber of Commerce of Import and Export

Federation of Logistics & Purchasing Member of Foodstuffs Native Produce and Animal By- Member of the market pulp market" and jointly explored pathways for

Products

Executive Council collaborative development and value enhancement across the China Customs Brokers Association Member China Paper Association Vice Chairman pulp and paper value chain.Member

China Chamber of Commerce for Import and Export

of Textiles Council Member Fujian Sanitary Products Chamber of Commerce Vice President Member

China Chamber of Commerce of Metals Minerals & ITG Paper

Chemicals Importers & Exporters Council Member Quanzhou Printing Association Council Member

China Chamber of Commerce for Import and Export

Xiamen ITG Council Member Jinjiang Printing Industry Association

Vice President

of Light Industrial Products and Arts-Crafts Member

Group

China Iron and Steel Association Member ITG Agricultural Xiamen Grain Industry Association Vice President Products Member

Vice President Xiamen Association for Promoting Elderly Care Vice President

Member of the Services Member

China Special Steel Enterprises Association Procurement and ITG Health

Supply Chain Technology Fujian Medical Equipment Chamber of Commerce Vice President

Branch Member

Xiamen Chamber of Commerce for Import and Vice President ITG Baokang Pharmaceutical Distribution Professional Executive

Export Member Medicine Committee of Fujian Pharmacists Association Committee Member

Xiamen Steel Trade Association President Member China Tourist Hotel Association Council Member

Xiamen Chamber of International Commerce Executive Vice Sheraton Wuhan Hubei Tourism Association

Executive Council

Chairman Hankou Member ITG Pulp & Paper at Shanghai Pulp Week 2025

Vice President Hotel Branch of Hubei Tourism Association Vice President Xiamen Modern Supply Chain Association Member MemberAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 74

Highlight Building industry consensus and leading ecosystem development Highlight Showcasing at CIFIT to support the resilient growth of China's supply chains

In September 2025 Xiamen ITG Group participated in the 25th China International Fair for Investment and Trade under

the theme of "Supporting the Resilient Growth of China's Supply Chains" highlighting its practical achievements in

global resource integration and industrial chain collaboration. In the metallurgical sector the Company relied on the

iron ore blending project at Qingdao Port Dongjiakou to integrate ore resources from multiple countries and launch

customized blending solutions leveraging the synergies between port hubs and bulk commodity supply chain

services to help the steel value chain reduce costs and improve efficiency. In the textile sector the Company leveraged

the "Tashkent-Fuzhou" Central Asia freight train service to build an industrial chain corridor linking "Central Asian

cotton yarn - Fujian weaving - global markets" thereby improving cross-regional logistics efficiency and resource

allocation capabilities.At the same time the Company systematically presented its service models and global footprint across industrial

chains including metallurgy energy and chemicals non-ferrous metals textiles pulp and paper agricultural products

rubber and new energy. By participating in national-level economic and trade cooperation platforms the Company

continues to deepen industrial collaboration and international cooperation and promote supply chain systems

Cai Yingbin Vice Chairman and President of Xiamen ITG Group exchanges views with exhibition guests at the event

toward greater security stability and resilience.In July 2025 Xiamen ITG Group participated in the China International Supply Chain Expo for the third time. Under

the theme of "Three-Chain Integration Resilient Coexistence" the Company systematically showcased its practical

achievements in international expansion industrial collaboration and digital transformation. Focusing on industrial

chains such as the "forest-pulp-paper" value chain the Company used physical models and digital scenario displays to

demonstrate its end-to-end supply chain service capabilities from the resource end to finished products highlighting

the hub role of bulk commodity supply chains in resource integration and value creation. Leveraging a global

operating network built through more than 50 overseas branches and invested enterprises the Company continues

to deepen localized services and international cooperation. At the same time it released digital solutions under

"ITG Atlas" for the pulp and paper and agricultural sectors and explored the application of the "AI + supply chain"

model in areas such as demand forecasting resource allocation and risk management. Through participating in the

development of a national-level supply chain cooperation platform the Company actively promotes international

collaboration and stable operation across industrial and supply chains supporting the global industrial system in Gao Shaoyong Chairman of Xiamen ITG Group exchanges views with domestic and international political and business representatives including Jamshid

moving toward greater resilience greener development and stronger sustainability. Khodjaev Deputy Prime Minister of Uzbekistan at the eventAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 75

Highlight Hosting an industry seminar to build consensus on Highlight Hosting the "Connecting Globally" closed-door salon to explore new pathways for supply chain globalization

collaborative development in the pulp and paper industry

In December 2025 Xiamen ITG Group together with Wu Xiaobo Channel and the Huashang Going Global Industry Alliance hosted a closed-door salon in

Xiamen titled "Connecting Globally: Innovative Practices for Supply Chain Globalization" featuring in-depth exchanges on how Chinese enterprises can

expand overseas amid the restructuring of global supply chains. The event brought together economists industrial research experts and representatives

from the supply chain sector focusing on topics such as tariff barriers changes in the geopolitical landscape and regional market opportunities and

exploring how enterprises can transform from simply "going out" to truly "going in" and "taking root". During the discussions the Company shared its more

than 40 years of practical experience in international development and proposed that supply chain globalization should be built on resource integration

logistics deployment technology application and localized services so as to achieve the transition from trade participant to value co-creator through

end-to-end value chain deployment and digital

and intelligent capability building. Participants

reached consensus on support systems including

finance logistics compliance and ecosystem

collaboration believing that companies need

2025 China Pulp Market Situation Seminar to build systematic collaborative capabilities to

enable industrial ecosystems to take root and

grow in overseas markets. By creating a high-

In November 2025 ITG Pulp & Paper a subsidiary of Xiamen level dialogue platform the Company actively

ITG Group successfully co-hosted the "2025 China Pulp Market promotes the sharing of industry experience

Situation Seminar" together with the China Paper Association. and the formation of strategic consensus and

Centered on the theme of "Resilience Collaboration and supports Chinese supply chain enterprises in

Resonance" the event brought together nearly 1200 industry achieving more robust orderly and coordinated

representatives from across the upstream and downstream of the development on a global scale.value chain to discuss the transformation direction of the pulp and

paper industry in the context of global industrial chain restructuring

and sustainable development. Discussions focused on topics Cai Yingbin Vice Chairman and

President of Xiamen ITG Group shares

including the macroeconomic outlook evolving supply-demand practical experience in the Company's

international development at the

dynamics cost and pricing mechanisms and the application of risk event

management tools helping to promote a more systematic industry

understanding of market trends and risk management.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 76

Rural Revitalization

We actively integrate our global supply chain resources and end-to-end industry

chain operating capabilities innovate support mechanisms and collaboration

models and unlock rural resource potential through market-oriented

approaches. In doing so we systematically promote higher-quality and more

efficient agricultural development stable income growth for farmers and the

all-round prosperity of rural areas with the aim of injecting sustainable and

replicable endogenous momentum into rural revitalization.Rural Revitalization and Contribution Strengthening the Foundation of Food Security and Serving National

to the Society Strategic Priorities

Food security is a matter of fundamental national importance and a solid

foundation for rural revitalization. Leveraging our strengths in global resource

We fully recognize that contributing to rural revitalization and promoting common prosperity is not only a political responsibility and social

integration and end-to-end industry chain deployment we have built a dense

commitment for state-owned enterprises in the new era but also a strategic opportunity to achieve sustainable development expand industrial

procurement storage and logistics network across major domestic grain-

布局 Need clean. Rephrase. broaden our industrial footprint and strengthen the foundations for long-term growth. We actively respond to

producing regions to ensure the efficient circulation of grain. At the global

and deeply align ourselves with the national rural revitalization strategy giving full play to the industrial resource and platform advantages

sourcing end we continue to expand diversified import channels and open

of a state-owned enterprise. By internalizing service to national priorities and fulfillment of social responsibility as a core mission of corporate

up strategic pathways for stable supply. Through a market-oriented and

development we are committed to delivering greater impact and making stronger contributions in support of major national strategies.professional modern agricultural supply chain service system we are fulfilling

our role as a stabilizing force in safeguarding national food security.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 77

Highlight Connecting North and South and Linking Production with Sales: Building a New Efficient Grain Highlight Connecting Global Resources and Serving Livelihoods: Building an End-to-End Soybean

Logistics Corridor Supply Chain

Within China's broader north-to-south grain transportation pattern Northeast China as a core commercial As an active participant in and contributor to agricultural cooperation among BRICS countries we have been

grain-producing base has long faced practical challenges in shipping grain southward including high logistics deeply engaged in Brazil's agricultural products market for more than a decade. Our annual procurement of

costs multiple transfer links and room for improvement in circulation efficiency. To address this bottleneck Brazilian soybeans exceeds 2 million tonnes and our cumulative import volume has surpassed 10 million

leveraging our strengths in integrated supply chain services Xiamen ITG Tidak Logistics Co. Ltd. a subsidiary tonnes. Beyond bulk trading we are committed to building an end-to-end integrated and highly resilient supply

of the Company entered into deep cooperation with Jinzhou Port Co. Ltd. By integrating end-to-end resources chain service system extending from origin to end-consumption markets:

across grain procurement port loading and unloading marine transport and terminal distribution the two

parties launched an innovative scheduled bulk grain liner service on the "Jinzhou-Guangzhou" route.Deep engagement at Building a network of Deploying at key logistics

This route has created a modern grain logistics corridor connecting north and south that is stable efficient the source and forward- core partners nodes

looking management

and cost-optimized. Through a liner-based operating model it has significantly improved the timeliness and

predictability of grain transportation providing stable and reliable raw material supply for feed processing We go deep into Brazil's We have established We actively explore and

enterprises in southern China. At the same time the efficient logistics system has effectively reduced overall major soybean-producing stable direct partnerships participate in investment

circulation costs and these benefits flow back to grain-producing areas in Northeast China helping stabilize regions and dynamically with global agribusiness and cooperation in key

and increase farmers' grain-growing income. This multi-party win-win model which improves logistics serves track critical information leaders such as ADM local logistics infrastructure

industry and benefits agriculture rural areas and farmers represents an important practice in strengthening such as climate conditions Bunge Cargill and Louis in Brazil including ports

planting progress and Dreyfus Company as and warehousing facilities

the resilience of the national grain supply chain.transport capacity well as leading Brazilian thereby strengthening

enabling forward-looking agribusiness groups such our control over and the

risk assessment and refined as BTG Pactual and Amaggi stability of international

management at the front ensuring stable access to logistics channels.end of the supply chain. high-quality grain sources.Brazilian soybeans imported by the Company are efficiently transported through major gateways such as the

Port of Santos to key consumption and processing regions in China including the Yangtze River Delta the Pearl

River Delta the Bohai Rim and the Sichuan-Chongqing region. After deep processing in China these soybeans

are transformed into important products such as soybean meal and soybean oil ultimately serving the livestock

breeding industry and daily consumer needs. In this way we effectively safeguard the security and stability of

the domestic grain and edible oil supply chain and closely connect high-quality global agricultural resources

with domestic livelihood needs."Jinzhou-Guangzhou" Liner ServiceAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 78

Focusing on Long-term Industrial Highlight Revitalizing Rural Resources Through Market-based Approaches to Explore New Pathways for Rural Revitalization

Support to Stimulate Endogenous

Rural Vitality

Industrial development is the key to rural revitalization In Hugan Village Tong'an District faced with a parcel of land Strengthening the foundation for development

and long-term sustainability is its core. As a state-owned that had remained idle for more than ten years after being through education and talent cultivation

enterprise with deep roots in supply chain management converted from agricultural use we explored an effective

we have always placed service to national strategies at pathway for revitalizing existing rural assets and strengthening We attach great importance to the village's long-term

the forefront. Guided by market-oriented thinking and self-sustaining development through market-oriented development and soft capacity building and have

professional capabilities we respond to the needs of the thinking and innovative approaches. Through a coordinated strengthened the foundation for revitalization through

times by transforming our industrial operating experience mechanism combining the conversion of procurement educational support and organizational development.into a driver of sustainable rural development and shifting profits and targeted resource support we invested a total On World Book Day we launched a public welfare book

assistance models from "transfusion-style support" to of RMB 1.2 million to complete perimeter fencing and basic donation initiative and donated more than 1700 age-

"self-sustaining development":

site preparation including utility access and land leveling. appropriate books to Hugan Primary School while also

Activating rural resources Through systematic planning and revitalization the site was establishing a dedicated inspirational scholarship fund

successfully listed for lease in March 2025 and is expected to encourage rural students to pursue their studies with

helping rural communities revitalize idle assets and turn them to generate stable annual rental income of more than RMB determination. In addition the Company's Party Committee

into productive factors that can be operated and generate 360000 for the village collective successfully transforming it and the village committee jointly organized themed Party

income.from an idle burden into a sustainable new source of income. lectures to strengthen Party-building leadership. We also

innovatively implemented a "village cadre on-the-job

Building product systems

Focusing on self-sustaining development and building a training" program arranging for young village cadres to

supporting the standardization branding and value chain long-term mechanism for industrial income growth participate in practical work such as project management

development of specialty agricultural products enabling them and market research within the Company thereby Rural Reading Initiative at Hugan Primary School

to move from raw produce to commercialized and branded In our work in Hugan Village we have focused not only on cultivating local backbone talent with market awareness

products. direct financial and project support but also on co-building and management skills.the village's capacity for sustainable development. Leading

Cultivating local capacity members of the Company's Party Committee conducted in- Delivering care during the holiday season

depth field research and provided strategic guidance and

attracting and retaining talent through skills training

resource connections for the village's industrial development. Ahead of the Spring Festival we organized visits to

entrepreneurship support and other initiatives thereby

strengthening the intellectual foundation for rural development Invested enterprises under the Company also supported the households in need and provided financial assistance and

construction of "beautiful countryside" infrastructure such as essential supplies reflecting the social care and sense of

We firmly believe that truly effective support lies in farm access roads and retaining walls through public welfare responsibility of a state-owned enterprise.working with rural communities to identify development donations helping improve local production and living

paths suited to their own characteristics unlocking their conditions. Research Visit on Industrial Assistance

intrinsic vitality and creativity and ultimately enabling

lasting prosperity and revitalization.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 79

Social Contribution

We firmly believe that the vitality of a company is rooted in the cities

and communities in which it operates. We regard communities

as long-term partners in shared growth and prosperity and are

committed to building positive open and trust-based relationships

with local communities throughout our sustainable development

journey giving back to the places where we operate through

practical action.The "Caring for Dreams"

In alignment with the United Nations Sustainable Development Public Welfare Brand

Goal 11 "Sustainable Cities and Communities" we have formulated

and continuously improved our "Community Policy" incorporating

respect for indigenous peoples' rights cultural customs and

heritage protection into the entire process of investment and In 2005 we launched the "Caring for Dreams"

operations. From healthy living equitable healthcare quality public welfare brand focusing on charitable Ocean Day Series Activities in the Logistics Business Segment: "Know the Xiamen ITG Group's "Caring for Dreams" 20th Anniversary Public Welfare Art

Ocean Love the Ocean Protect the Ocean and Build a Harmonious Blue Exhibition; a charity sale was also held at the exhibition with all proceeds

education and decent work to volunteer service charitable relief initiatives that support the healthy growth of Future Together" donated to Xiamen Special Education School.rural revitalization and sustainable urban development we have children and adolescents and introduced the

systematically developed a community support framework and brand mascot "AMO". Over the past 20 years the

strive to inject lasting momentum into community development footprint of "AMO" has extended across cities and

through the Company's expertise. rural areas in Xiamen and surrounding regions

bringing care and support to left-behind children

To facilitate smoother communication and more timely responses

in rural areas migrant children in cities and

we have established dedicated functions to coordinate community

children from special groups.relations regularly receive and respond to residents' concerns and

conduct community risk assessments throughout the full project "Caring for Dreams" will continue to focus on

lifecycle so as to minimize the impact of our operations on local public welfare for children with special needs and

communities. We integrate community-related considerations together with people from all walks of life do all

into investment decision-making at an early stage respecting it can to help build an inclusive harmonious and

local culture and safeguarding diverse values from the source and accepting environment and provide strong social

honoring our commitment to "growing with the city and creating Shanghai Headquarters' "AMO Chasing the Light New Dreams Setting Sail" Parent-Child Environmental Initiative by the Iron Ore Business Cluster: "Little support for these children. Disability Support Program Hands for the Earth Action for the Future"

shared benefits with the community" in every site selection

construction and operational decision.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 80

Though Each Light Is Faint

Together They Form a Beacon

Leveraging our industrial strengths and local resources we have long

been committed to volunteer service. We continue to take action across

a wide range of areas including community clean-up traffic guidance

legal awareness campaigns emergency preparedness education

tree planting and greening initiatives voluntary blood donation

and support for major exhibitions and events bringing warmth and

care to everyday urban life through countless small acts of service.Through institutionalized organization and ongoing implementation

volunteer service has become embedded in the fabric of our operations

and has grown into an important link connecting the Company with

communities and development with responsibility. In this way we

contribute greater resilience warmth and civic vitality to modern urban

life while carrying the spirit of our culture of striving for excellence into

the streets and neighborhoods of the city.Public Welfare Book

Donation Initiative

During the reporting period

we organized a total of

271 volunteer service

Coastline Protection Initiative

1731

volunteer participations

3903

volunteer service hours

Free Health Consultation for Young ChildrenAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 81

Awarding Institution Award Received

HRTechChina 2025 Going Global HR Management Practice Award

Zhongqi HRflag 2025 Best Human Resources Management Team

Beisen Talent Management Pioneer Award

Xuanxing Smart Tech Institute for Organization Talent and The "Xinrui Program" – Xiamen ITG Group's Outstanding Young Management Talent Development Program (Phase VII and Phase VIII) won

Development and CEIBS Business Review the Gold Award in the Digital Enterprise Learning and Talent Development category at the 7th Yuntu Awards 2025

Jointly organized by Xuanxing Smart Tech the Institute for Xiamen ITG Group's Pulp & Paper Business Cluster Talent Development System won the Excellence Award in the Digital Enterprise Learning

Talent and Development and CEIBS Business Review for Business Enablement category at the 7th Yuntu Awards 2025

Employees The Jingyi Program International Talent Development Project won the Outstanding Award in the Business Scenario-based Learning Online Education Information Network Application category at the 17th Boao Awards 2025

Liepin Extraordinary Employer of the Year in Fujian

Employees are our most valuable asset and the fundamental force CEIBS Online The Zhurui Program for Mid-level Reserve Talent in Business Clusters won the FUTURE 50 Best Practice Award for Future Management Talent Development

that drives innovation delivers strategy and creates value. The

wisdom dedication and growth of every employee are closely tied Training magazine and YunTTT The 2025 New Employee Boot Camp won the Teaching Craftsmanship · 2025 Teachers' Day TOP Short Video Award

to the Company's vitality resilience and capacity for sustainable

Training magazine and YunTTT The Jingyi Program International Talent Development Project (Phase III) won the Teaching Craftsmanship · 2025 Teachers' Day TOP Short

development. We therefore place talent development at the heart Video Award

of our strategy and continue to deepen the development of our China Enterprise Confederation and China Enterprise Directors Second Prize of the 16th National Enterprise Culture Achievement Awards

"Striving for Excellence" culture centered on the core values of Association

"Leadership Responsibility Hardworking Partnership." Through

Shanghai International Studies University and the Shanghai

culture we build shared understanding; through values we guide Northeast Five Universities

Best Partner

action. In doing so we foster an organizational environment that

Shanghai University of Finance and Economics Best Employer Organization

respects individuals unlocks potential and shares achievements

enabling employees and the Company to grow together and Shanghai University of International Business and Economics Best Employer Enterprise

achieve harmony between individual fulfillment and organizational Zhongqi United Best Employer Enterprise

development.Zhongqi United ESG Excellence Enterprise

During the reporting period our employer brand received broad Zhilian Zhaopin Best Employer in Xiamen

recognition and we won a number of Best Employer awards from

authoritative institutions: Training magazine The New Employee Learning Program won the Talent Development Excellence Award – Branded Learning Program

Yunsheng Group Annual HR Leadership Award for Enterprise Global ExpansionAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 82

Equal Employment Human Rights Protection

We uphold the principle of equal employment and are We fully recognize that respecting and protecting human

committed to fostering a diverse and inclusive workplace. rights is both an ethical cornerstone and a legal baseline

In recruitment promotion and incentives we follow Employee Profile for business operations as well as an essential component

the principles of fairness impartiality and openness of building a sustainable and responsible business

ensuring equal development opportunities for all talent ecosystem. In line with the Universal Declaration of Human

and prohibiting differential treatment on the basis of Rights the Guiding Principles on Business and Human

gender nationality race religion age disability sexual Rights: Implementing the United Nations 'Protect Respect

orientation or any other personal characteristic. We and Remedy' Framework and the ILO Declaration on

firmly prohibit and continuously guard against all forms Gender Distribution

Educational

Fundamental Principles and Rights at Work we strictly

of Employees Background of

of discrimination and harassment in the workplace Employees comply with the Labor Law of the People's Republic of China

including but not limited to sexual harassment threats the Labor Contract Law of the People's Republic of China

and intimidation so as to ensure that every employee can and other applicable laws and regulations relating to the

work in an environment of respect and dignity. 59% 17% protection of labor rights and interests in the jurisdictions Male Master's Degree or Above

where we operate. We have formulated the "Labor Rights

During the reporting period the Company had no Female 41% Bachelor's Degree 70% Protection Policy" which applies to the Company and all

substantiated cases of discrimination or harassment nor Others 13% entities under its full financial and operational control and

any violations of the principles of compliance fairness extends to all employees including contractor personnel. The

and transparency in recruitment and hiring procedures. Policy is intended to systematically safeguard employees'

fundamental human rights occupational health and safety

fair treatment and development opportunities. At the

same time we actively advocate supply chain responsibility

Age Distribution of Nationality Distribution of and call on and expect suppliers partners and other Employees

Employees stakeholders to recognize and implement the principles and

requirements set out in our "Labor Rights Protection Policy".During the reporting period the Company strictly

As of the end of the reporting period Under 30 26% China 93%

implemented the "Labor Rights Protection Policy" and

30-50 65% Others 7% other internal rules and regulations relating to employee

the Company had a total of

Above 50 9% employment and benefits and was not subject to any

6403 penalties for violations of applicable labor rights protection employees

laws and regulations in the jurisdictions where it operates.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 83

Protection of the Rights and Interests of Female Employees Prohibition of Forced Labor and Child

Labor

We attach great importance to protecting the rights and

interests of female employees uphold the principle We firmly oppose and prohibit all forms of forced labor

of equal pay for equal work and prohibit all forms child labor slavery or servitude and human trafficking.of gender discrimination. We have signed a "Special In internal policies such as the "Employee Management

Collective Contract on the Protection of the Rights and Measures" we have set out clear age requirements

Interests of Female Employees" which clearly guarantees for job applicants and outsourced personnel and we

female employees their lawful rights to maternity leave conduct strict age verification during the recruitment

childbirth leave breastfeeding leave and parental leave process to ensure compliance with all applicable laws

while continuously upgrading supporting facilities and and regulations in the jurisdictions where we operate

care services: regarding minimum working age.Enhanced facilities During the reporting period no child labor forced labor

or related risks were identified in any of the jurisdictions

The nursing room established by the Company is Nursing Room at the Company's Headquarters where the Company operates and no incidents occurred

equipped with a full range of facilities including

involving violations of laws or regulations prohibiting

a refrigerator sterilizer sink air conditioner baby

child labor hazardous work by minors or forced labor.crib and sofa chairs providing female employees

during the breastfeeding period with a safe

hygienic and private space for rest and care.Ongoing support services

The Women's Committee of the Company's trade

union organizes parenting experience-sharing International Women's Day Activity

activities from time to time providing working

mothers with a platform for mutual support During the reporting period the Company organized a total of six themed activities and health seminars focusing

communication and emotional encouragement. on women's health and career development including International Women's Day activities psychological care

sessions stress relief courses and eye health awareness clinics with total participation by female employees

exceeding 400 person-times. Through these practical actions the Company has fulfilled its commitment to "doing

During the reporting period the nursing room at the

practical things for female employees" and actively fostered an inclusive working environment that respects gender

Company's headquarters was recognized by the Xiamen

differences responds to women's needs and supports career development.Federation of Trade Unions as one of the city's "Most

Welcoming Mothers' Rooms".About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 84

Employee Communication Employee Complaints and Suggestions

Open transparent and effective employee communication is an important foundation for democratic corporate We have established a systematic mechanism for handling employee complaints and suggestions while fully safeguarding

management harmonious labor relations and sustained innovation. We fully respect and protect employees' democratic employees' rights to democratic participation with the aim of fostering a respectful fair and transparent working

rights and freedom of expression as guaranteed by the Constitution and laws and are committed to safeguarding their rights environment.to information participation expression and supervision.Complaint Handling and Protection of Rights and Interests

Collective Consultation and Dispute Mediation Mechanisms We have established clear complaint channels and standardized handling procedures for any conduct in the

workplace that may violate human rights or labor rights ensuring that complaints are investigated and addressed in

We attach great importance to the development of internal communication mechanisms and actively promote collective a timely fair and comprehensive manner.consultation and dispute mediation mechanisms providing employees with diversified and institutionalized channels

to express their views and concerns. When formulating or revising policies and rules that directly affect employees' vital

interests we strictly follow democratic procedures widely solicit the views of employee representatives and give practical Employees who encounter any infringement of their rights may file a complaint

effect to employees' democratic rights through legally binding documents such as the "Collective Contract" the "Special Complaint either under their real name or anonymously through the Company's Human

channels

Collective Contract on the Protection of the Rights and Interests of Female Employees" and the "Collective Wage Agreement". Resources Department or the trade union.During the reporting period trade unions at all levels across the Company organized 29 members' representative congresses

127 trade union committee meetings and 100 employees' congresses conducting collective deliberation and democratic The Office of the President the Human Resources Department and the Risk Control

decision-making on important matters. Trade unions in Xiamen were also guided to renew upon expiration the "Collective Investigation and Compliance Department carry out independent and objective investigations

and handling

Wage Agreement" the "Collective Contract" and the "Special Collective Contract on the Protection of the Rights and Interests in accordance with their respective responsibilities and properly handle labor

of Female Employees". disputes and rights infringement complaints based on facts and evidence.Where an investigation confirms that an infringement has occurred the Company

Employee Satisfaction Survey

Outcomes and will take appropriate corrective and disciplinary measures against the responsible

remedies party in accordance with applicable laws regulations and internal policies while

Through democratic assessment activities we seek to gain a practical understanding of employees' needs and expectations also providing the affected employee with necessary support and remedies. The

in areas such as career development occupational health and compensation and benefits effectively manage potential Company strictly protects the personal information and privacy of complainants

human rights risks such as workplace discrimination harassment and excessive workloads and take preventive and and affected employees.corrective measures accordingly so as to foster a more inclusive healthy and diverse working environment.During the reporting period we conducted an employee satisfaction survey and collected feedback from 2233 employees. During the reporting period the Company did not experience any major labor disputes.The average satisfaction score was 9.03 out of 10. Among respondents nearly 90% reported a high sense of well-being.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 85

Talent Development Employee Performance Management

We integrate our "Pioneering Culture" culture with talent In employee performance management we have established a comprehensive

development uphold the principles of openness fairness performance management system centered on KPI (Key Performance Indicators) with

Suggestion Collection and Democratic Participation and impartiality in employee promotion management semi-annual and annual assessment cycles. The system links departmental/team

and continue to improve our talent development and performance with individual performance plans and meaningfully applies assessment

We attach great importance to and continue to expand channels for incentive mechanisms align development mechanisms results to key areas such as bonus allocation salary adjustment grade promotion

employees' democratic participation and suggestions transforming with co-creation and shared success and foster a strong training and development and excellence awards thereby fully leveraging performance

employees' insights into momentum for management improvement. culture of organizational learning. In doing so we are management to guide behavior motivate employees and support their development.Through the trade union portal website we have innovatively committed to building a more sustainable inclusive and

established the "Listening to Voices" employee suggestion platform. internationalized talent development system. We place strong emphasis on performance communication throughout the entire

Employees may submit constructive suggestions at any time on process and clearly require managers to conduct at least one formal performance

matters such as trade union work the workplace environment review meeting with each subordinate every year. These discussions cover employees'

benefits and support management systems and business processes. work results for the period behavioral performance and capability development

Through the platform employees can also view in real time the as well as goal setting improvement plans and development support for the next

acceptance status handling progress and final feedback relating stage. Through regular reviews and ongoing guidance managers are expected to track

to their suggestions enabling visualized and closed-loop process performance progress provide timely feedback and coaching and help employees

management. formulate improvement measures thereby creating a closed-loop performance

management cycle of "goal-setting - execution - evaluation - feedback - improvement"

This platform breaks through the time and space limitations of and enabling a virtuous cycle of sound evaluation effective incentives and value

traditional communication and has created a normalized interaction creation.mechanism under which employees can raise suggestions at any

time receive timely responses and see concrete follow-up and If an employee disagrees with the results of a performance evaluation he or she may

feedback. It ensures that employees' voices are heard respected file an appeal with the Company's performance appraisal group or the designated

and adopted and has effectively strengthened employees' sense of department. The relevant department must complete its review and provide the

belonging participation and organizational identity. employee with a fair and objective response within 10 working days after the appeal is

submitted ensuring smooth appeal channels standardized handling procedures and

effective protection of employees' legitimate rights and interests.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 86

Employee Training

We continue to improve our talent development system and have established

the "FIRST" talent development framework which is designed to cultivate

talent through a "three-dimensional two-oriented" approach. Centered on the

transformation and upgrading of our "three-chain integration" model across the

industrial chain supply chain and value chain we continue to cultivate "strivers

for excellence" who pursue excellence embrace responsibility and dedication

uphold integrity while driving innovation and collaborate efficiently using talent

development to power business upgrading and support the Company's progress

toward becoming a first-class enterprise.Built around our strategic talent model for key roles we have developed a

tiered leadership development system covering mid-level managers young

managers reserve talent and new employees. At the same time we carry out

dedicated strategic talent development programs for key groups including

international talent industrial operations talent digital talent and investment

and M&A talent. Through a range of diversified initiatives including onboarding

programs for new employees function-specific professional capability building

and hands-on business training we continue to strengthen the frontline teams'

operational effectiveness and organizational professionalism with the aim of

forging first-class professional and management talent who are both highly

capable in business and strong in leadership.During the reporting period we organized a total of 470 employee training

sessions reaching approximately 31200 participant attendances. Owing

to their forward-looking design and strong practical impact these training

programs received six awards from authoritative organizations in the fields of

organizational learning and talent development. The "FIRST" Talent Development FrameworkAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 87

Highlight "Jingrui Program" for High-performing Management Talent Highlight "Xinrui Program" for Young Management Talent Highlight "Zhurui Program" for Mid-level Reserve Talent

The "Jingrui Program" focuses on strengthening the resilience The "Zhurui Program" is designed to cultivate reserve talent for

and capabilities of management teams in complex operating mid-level management positions within the Company's business

environments and for the first time provided systematic capability- clusters and strengthen the managerial backbone of those clusters

building support to the executive teams of all subsidiaries. Based by systematically building a high-potential talent pool with strong

on the Company's strategic talent model the program established strategic thinking and efficient execution capabilities. Based on

a four-dimensional development framework comprising master their respective talent characteristics the Company's six business

classes executive sharing sessions action learning and cultural clusters focused on thematic training in areas such as team

activities. It is designed to enhance the leadership and professional management project management and coaching and mentoring.capabilities of subsidiary executives enabling them to lead Through a variety of methods including sessions led by external

business teams in tackling tough challenges and delivering strong experts and internal instructors action learning and mentor-led

results in complex market conditions. In 2025 a total of 104 "Xinrui Program" Training Project development the program helps participants build management

participants took part in the "Jingrui Program". awareness enhance management capabilities and lay a solid

Through the "Xinrui Program" the Company continues to foundation for taking on future team management responsibilities.strengthen the development of its young management talent In 2025 a total of 212 participants took part in the "Zhurui

pipeline. The program has upgraded the cultivation of young Program".managers across four dimensions: cultural guidance systematic

capability building practical application and operational

optimization thereby supporting the development of a strong talent

pipeline. With a strong focus on practical application the "Xinrui

Program" encourages participants to propose innovative solutions

grounded in business realities to drive business upgrading. It

also focuses on the key management scenarios faced by frontline

team leaders optimizes the curriculum system and enhances

management capabilities. In addition the program organized an

AI-themed mobile classroom in Hangzhou to broaden participants'

forward-looking perspectives and deepen their awareness of cross-

"Jingrui Program" Training Project

sector innovation. In 2025 a total of 55 participants took part in the

"Xinrui Program". "Zhurui Program" Training ProjectAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 88

Highlight "Fenghua Zhengmao" New Employee Boot Camp

The "Fenghua Zhengmao" New Employee Boot Camp focuses

on building an international talent pipeline deepening strategic

understanding and fostering a sense of belonging among young

employees. Through a rich combination of learning modules

team-building activities and cultural engagement the program

comprehensively enhances the capabilities of new employees. It is

designed to help them integrate quickly into the corporate culture

strengthen professional skills adapt to the working environment

Xiamen ITG Group Foreign Talent Open Day

and lay a solid foundation for their career development. In 2025 a

total of 253 participants attended the "Fenghua Zhengmao" New

Employee Boot Camp. University-Enterprise Collaboration

Deepening collaboration between enterprises and universities is an important way to drive industrial innovation and cultivate future talent. Through coordinated

industry-academia-research efforts we have partnered with a number of universities to establish talent development bases and promote deeper integration among

the education chain talent chain and industrial chain. Through initiatives such as joint research projects the co-establishment of internship and practical training

bases and the appointment of corporate mentors to participate in teaching we bring real business challenges and frontier industry needs into educational and

practical settings. In doing so we help young students develop real capabilities by solving real-world problems and contribute to the cultivation of interdisciplinary

talent equipped with both theoretical knowledge and practical skills for industry and society.At the same time we actively support the national policy priorities of stabilizing and protecting employment and regard the promotion of local employment

and regional talent development as an important part of our corporate social responsibility. In our 2025 recruitment efforts we proactively engaged with leading

universities and high-quality talent pools expanded localized recruitment and continued to improve our campus recruitment processes and support services with

the aim of providing graduating students with a more convenient welcoming and efficient job application experience. From resume submission and interview

"Fenghua Zhengmao" New Employee Boot Camp

communication to onboarding guidance and development support we are committed to smoothing the critical transition from campus to the workplace helping

more young talent launch their careers at Xiamen ITG Group and achieve shared growth between individual aspirations and corporate development.About This About This Chairman's Chairman's Strategic Strategic Management Mofa nagement of CommunicatioCnosm munications SustainabilityS ustainability

Employee We uphold the principles of fairness and reasonableness performance linkage and the motivation and attraction of talent. In accordance with relevant laws and

Compensation regulations including the Labor Contract Law of the People's Republic of China the "Regulations for the Implementation of the Labor Contract Law of the People's

and Benefits Republic of China" and the "Company Law of the People's Republic of China" we have formulated internal policies such as the "Compensation Management

Policy" the "Performance Management Provisions" the "Administrative Measures for Salary and Benefits of Seconded Employees" and the "Detailed Rules for

the Implementation of the Enterprise Annuity Plan". We are committed to paying no less than the statutory minimum wage required by applicable laws and

regulations ensuring equal pay for equal work and providing employees with competitive fair and reasonable compensation and benefits.Employee Compensation Equity Incentives Employee Benefits

Our employee compensation system consists of position-based pay To promote the shared growth of employees and the Company we We provide employees with a broad range of leave benefits including

including base salary and position-based performance pay various continue to improve our long-term incentive mechanisms. Through marriage leave maternity leave prenatal check-up leave family

allowances variable performance-based compensation as well as the implementation of equity incentive plans we closely align the care leave nursing breaks and breastfeeding leave parental leave

statutory and supplementary benefits. By lawfully entering into and development of our core management team and key employees with caregiving leave bereavement leave and annual leave. We make

performing the "Collective Wage Agreement" we formally commit to the Company's long-term value creation. With performance targets social insurance and housing provident fund contributions for

ensuring that the wage standards for all employees are not lower than as the guiding principle we link business results with incentive employees in accordance with the law and provide supplementary

the minimum wage standards stipulated by the state and the local mechanisms encouraging employees to focus more on the Company's medical insurance to strengthen health protection. Employees are also

jurisdictions in which we operate. In determining compensation we long-term development and sustained value enhancement and entitled to a range of allowances and welfare benefits including lunch

take into account local and industry pay levels as well as the outcomes helping foster a development model characterized by shared interests subsidies transportation subsidies heat allowance holiday benefits

of collective wage consultations and comprehensively consider factors and shared responsibility. and annual health check-ups. In addition we have established an

such as job value employee capability and performance. On this basis enterprise annuity plan to provide employees with supplementary

we carry out scientific job evaluation and determine position grades and retirement security. Employees' children may also benefit from

compensation levels accordingly. We have also established an ongoing summer childcare programs organized centrally by Xiamen ITG Holding

compensation review and adjustment mechanism under which we helping employees better balance work and family responsibilities.regularly review and optimize the alignment between employees' salary

grades and compensation levels so as to ensure both internal fairness

and external competitiveness in our compensation system.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 90

Highlight Introducing Caregiving Leave to Respond to Employees' Family Care Needs Highlight Fostering a Warm and Supportive Workplace Atmosphere

To respond more effectively to employees' practical family caregiving needs ITG Keerun (Shanghai) Industrial To further enhance employees'

Co. Ltd. actively improved channels for employees to express their concerns and promoted the conversion sense of belonging and well-

of employee representative proposals into tangible care measures. In 2025 based on caregiving needs raised being strengthen team cohesion

by frontline employees in their day-to-day work and lives the Company's trade union promptly initiated a and inspire greater enthusiasm

review and consultation process after receiving an employee representative proposal to introduce leave for for work the trade union at

only children to care for their parents. In coordination with the human resources function and relevant teams the Company's headquarters

at headquarters the Company completed policy design system configuration and internal communication launched the quarterly employee

formally incorporating "caregiving leave" into its leave management system and launching mobile OA access birthday program titled "Shining

for convenient online application. This initiative vividly reflects the Company's people-oriented management Stars A Joyful New Journey"

philosophy. Through digital tools and policy innovation it has precisely addressed employees' concerns relating starting in the third quarter

to family caregiving while enhancing employees' sense of belonging and organizational cohesion. of 2025. By building a regular

and thoughtful employee care

initiative the Company continues

OA to foster a united friendly and

positive workplace atmosphere.Key Policy Eligibility Leave arrangement Convenient application

Points and On September 24 2025 the first

Application

Process employee birthday celebration The parents of an Eligible employees Employees may submit

was held in the training room on

employee who is an may apply with applications online

only child must be valid supporting through the mobile OA the 5th floor of Building A of ITG Center. The event featured collective birthday celebrations interactive games

aged 60 or above documentation for up system by uploading and sharing sessions in a warm and relaxed setting. Employees celebrating their birthdays made wishes blew

and hospitalized for to 10 days of caregiving the required supporting out candles and cut the cake together experiencing the Company's care and best wishes through sincere

medical treatment. leave per year in total. materials. The process is and friendly interaction. During the event employees actively took part in various fun activities which further

clear and easy to follow brought colleagues closer together strengthened cross-department communication and created a more

significantly improving harmonious team atmosphere for future collaboration.accessibility and user

experience.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 91

Occupational Health and Safety

Safety and health are prerequisites for safeguarding employee well-being maintaining stable operations and

achieving sustainable development. Upholding the core principle of "safety first prevention foremost" the

Company fully benchmarks against the "Work Safety Law of the People's Republic of China" and the ISO 45001

Occupational Health and Safety Management System standard and continues to strengthen the foundation of safety

compliance. Driven by digital transformation the Company has established a full-spectrum safety risk management

and control mechanism through the "ITG Intelligent Brain - Safety Management System" enabling a shift from

passive supervision to proactive prevention.To address the complex risks arising from global operations during the reporting period the Company in

accordance with the "Guidelines on Overseas Security Risk Prevention of Xiamen ITG Group (Trial)" systematically

established a dual risk prevention and emergency management system covering both domestic and overseas

operations significantly enhancing the resilience emergency response capability and crisis recovery capability of

its cross-border business. At the same time the Company comprehensively deepened and implemented the full-

staff work safety accountability system extending safety responsibilities vertically to each business cluster operating

unit and frontline position and horizontally across all functional departments thereby forming a grid-based

accountability matrix in which responsibilities are clearly defined and assigned to specific individuals. The Company

also continued to advance and upgrade work safety standardization across all units.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 92

Work Safety Management Structure

The Company has established a vertically integrated work safety governance structure with the Board of Directors at the owned assets the current and deferred performance-based annual salary of the principal responsible person will be directly

core and management as the main implementing body. It has set up a Work Safety Committee chaired by the Chairman of reduced. Through the step-by-step signing of the "Work Safety Target Management Responsibility Statement" the Company

the Board with the President and the Deputy Secretary of the Party Committee serving as deputy directors as the highest has assigned safety responsibilities down to every position thereby building a full-staff accountability matrix that extends

decision-making body for work safety management. Under the Committee a Work Safety Committee Office has been across all functions and through all levels.established coordinated by the Deputy Secretary of the Party Committee with the Safety and Environmental Protection

Department and the responsible leaders of key operating units forming an execution network. This has created an The Company strictly implements the full-staff work safety accountability system. Through the step-by-step signing of the

organizational system with close coordination among the decision-making level the management level and the execution "Work Safety Target Management Responsibility Statement" annual safety targets are broken down and assigned in detail

level. to each functional department and operating entity ensuring full coverage with no gaps in accountability. Through the joint

efforts of all employees the Company maintained its safety baseline during the reporting period with no serious or more

To ensure governance effectiveness the Company has established a rigorous safety performance assessment mechanism. severe workplace safety accidents and no new cases of occupational disease successfully achieving its annual work safety

Safety and environmental protection indicators are incorporated into the compensation system for management and a strict and occupational health management targets."one-vote veto" system for work safety is implemented. Where a major liability accident occurs or there is a loss of state-

Work Safety Committee Office of the Work Safety Committee Business Clusters and Segments Key Production and Operating Units

Director Chairman of the Board Director Deputy Secretary of the Party Committee Primary Person Principal person in charge of each business Primary Person

Responsible cluster or segment Responsible Principal person in charge of each key unit

Deputy Directors President; Deputy Secretary of the Party Head of the Safety and Environmental leaders in charge of work safety and other leaders in charge of work safety and other Committee Deputy Directors Protection Department Members work safety management personnel of Members work safety management personnel of

each business cluster or segment each key unit

leaders in charge of work safety at key

Members Board members senior management and units and full-time safety management principal persons in charge of key units Members personnel of the Safety and Environmental

Protection DepartmentAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 93

Safety Risk Management Safety Hazard Investigation

The Company has continued to strengthen the institutional foundation for safety management by revising and improving the The Company implements safety hazard investigation and remediation requirements in accordance

"Administrative Provisions on the Identification Assessment Classification and Control of Safety Risks" the "Administrative Provisions with the "Administrative Provisions on the Investigation and Governance of Safety Hazards" and the

on the Investigation and Governance of Safety Hazards" and the "Administrative Provisions on Public Notices and Warnings for Major "Administrative Provisions on Public Notices and Warnings for Major Safety Risks". Following the principle

Safety Risks" thereby establishing a closed-loop management mechanism featuring institutional guidance tiered control and hazard that those responsible for industries business operations and production and operations must also be

investigation. responsible for safety it has strengthened safety hazard investigation and remediation to prevent safety

risks. The Company actively organized all departments and operating units to carry out special inspections

The Company adheres to the principle of "moving the control gate forward and addressing risks at the source" and carries out full- covering production safety hazards building safety hazards fire safety in high-rise buildings flood control

coverage identification and dynamic monitoring of potential risks hazardous factors and major hazards throughout the entire and typhoon prevention and gas safety. Employees and tenants were also broadly mobilized to conduct

production and operation process ensuring that risks remain within a preventable and controllable threshold. comprehensive self-inspections within their respective areas of responsibility ensuring that all operating

facilities were properly inspected for safety.Hazard Identification and Risk Control Process Emergency Response Drills

Hazard identification is carried out for key areas key locations key procedures as well as operational practices

01 The Company regards emergency drills as an important means of strengthening occupational safety occupational health environmental conditions and safety management through annual quarterly and daily hazard

identification and risk assessment. protection for employees. Based on the characteristics of different business operations it carries out

targeted emergency response drills with the aim of turning safety awareness into habitual behavior. While

strengthening the safety of physical facilities the Company continuously improves interdepartmental

coordination efficiency through simulated drills and enhances employees' emergency response capabilities

Methods such as the LEC assessment method and the risk matrix method are used to identify and assess hazards

02 and determine safety risk levels. From high to low risks are classified into four levels: major risk relatively major risk and self-protection awareness making every effort to safeguard employee lives and Company assets while

general risk and low risk and are marked in red orange yellow and blue respectively. also testing the scientific soundness practicality and operability of emergency response plans.During the reporting period the Company's operating units organized 240 emergency drills in accordance

with their annual drill plans and actual operating conditions covering scenarios such as flood prevention

Based on the safety risk assessment and in light of the type and level of each safety risk responsibilities are

03 assigned from high to low across four levels—operating unit department team and position—and are cascaded fire response lifting injuries vehicle injuries and electric shock accidents. A total of 5086 participant down to the management and operational personnel at each level ensuring that every risk is managed monitored attendances were recorded.

and owned by designated personnel.After risk grading is completed a safety risk register and database are compiled and established clearly setting out

04 details such as the time and area of identification the risks identified and their levels as well as control measures

and recommendations so as to further improve safety risk control measures.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 94

Safety Culture Development Safety Management for Outsourced Personnel

The Company continues to provide occupational health training for employees contractors and other stakeholders and encourages suppliers and contractors to improve The Company regards outsourced personnel as an important part of the

their occupational health and safety management mechanisms with reference to international standards such as ISO 45001 Occupational Health and Safety Management broader corporate family and is committed to extending labor rights protection

Systems so as to jointly foster a safe and healthy working environment. mechanisms to the supply chain. During the reporting period the Company

continued to update and refine its "Labor Rights Protection Policy" and the

In terms of safety education and training the Company continues to strengthen its safety culture by carrying out themed communication and education activities to "Guidelines for Risk Control of Labor Outsourcing and Labor Dispatch Entities

enhance safety awareness among all employees. During important periods such as the "Work Safety Month" and the "Fire Safety Awareness Month" the Company and Personnel (Trial)" thereby building a rights protection system covering the

produces safety slogans and displays them on screens in office building reception areas. It also distributes communication materials to operating units and conducts full outsourcing lifecycle.safety awareness campaigns through multiple channels including digital displays notice boards banners the Company's WeChat official account and its official

website thereby creating a strong atmosphere for work safety. At the same time the Company organizes employees to take part in activities such as the online knowledge The Company applies strict onboarding and process controls to outsourcing

competition themed "Everyone Talks About Safety Everyone Knows How to Respond in Emergencies" and continues to promote work safety policies and emergency partners mandatorily requiring them to fulfill their statutory obligations for

response knowledge so as to further enhance employees' safety awareness and emergency response capabilities. social insurance contributions and in addition to purchase employer liability

insurance thereby establishing a dual protection framework. In terms of

operational safety the Company strictly implements national standards to

ensure that outsourced personnel are provided with adequate and compliant

Highlight Work Safety Education and Training personal protective equipment ("PPE"). For special positions involving toxic

or hazardous work the Company safeguards the physical and mental health

and occupational safety of outsourced personnel through regular occupational

disease screening and health record management thereby achieving "equal

In 2025 Qiming Logistic a subsidiary of the Company formulated a "Work Safety Education and Training Plan". In line with the Plan it released 12 work safety

protection for all personnel working on the same site."

training courses to all employees through the "Digital Work Safety Management Platform" and organized 13 sessions of three-level safety training for new

employees. Total safety training participation reached 2654 person-times with total training hours amounting to 3261 and a total of 239 employees receiving

safety training including 102 female employees. These efforts not only fulfilled relevant work safety requirements by systematically covering all employees

with structured training to promote safety knowledge and standardized operating behavior but also leveraged the convenience of a digital platform to deliver

training more effectively enhance employees' safety awareness and risk prevention capabilities reduce risks at the source strengthen the foundation of the

Company's work safety management and support stable and orderly operations.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 95

Occupational Health

The Company promotes healthy work and lifestyle practices and has established

Highlight

an occupational health consultation mechanism to provide employees with Building the "Xinshouhu" Brand to Upgrade the Employee

Highlight Protecting Health - Employee Health Management and

Care Service System Care Initiative

services relating to disease prevention and occupational health protection so

as to help prevent occupational diseases. The Company also provides regular

mental health assessments to help reduce the impact of work-related stress on The Company is committed to supporting employee development To enhance employees' awareness of health management and

employees' psychological well-being and to safeguard their physical and mental with care and continues to improve its employee care system by promote scientific health knowledge the Company's Federation

health and safety. actively exploring more professional branded and digitalized of Trade Unions together with the Health Technology business

service approaches. segment organized a health lecture and free consultation

event themed "Unlocking the Secrets of Health Check-ups and

During the reporting period the Federation of Trade Unions of

Employee Assistance Program (EAP) Opening the Door to Health" attracting nearly 100 employees

Xiamen ITG Group officially launched the "Xinshouhu" trade union from headquarters and various business clusters. Experts from a

brand and the smart employee home system. This represented an number of medical institutions including Xiamen First Hospital

Xiamen ITG Group pays close attention to employees' mental health and respects important move to respond to the digital era and improve service were invited to deliver thematic lectures focusing on common

the personal value of every employee. The Company's long-standing Employee efficiency as well as a contemporary expression of the enduring issues among office workers such as spleen and stomach

Assistance Program (EAP) is designed to provide comprehensive mental spirit of the labor movement. Leveraging the "Xinshouhu" brand imbalance fatigue and sub-health conditions. They introduced

health care support and assistance to all employees and their immediate and the smart system the Company has further advanced employee practical health management methods covering dietary care

family members through around-the-clock counseling services regular health care services toward greater precision convenience and long- acupoint-based wellness practices and scientific exercise while

knowledge sharing online educational courses and on-site offline consultation term effectiveness striving to build a warmer and more supportive also offering professional guidance from both traditional Chinese

services. By paying close attention to employees' inner needs and respecting platform for employee development and care effectively enhancing medicine and Western medicine perspectives. The event also

their individual value the program helps employees manage stress more employees' sense of gain well-being and belonging and bringing included interpretation of health examination reports and health

effectively. During the reporting period the Company's EAP included more than together stronger talent support for the Company's high-quality consultation sessions during which multiple physicians provided

10 online live-sharing sessions and themed communications on mental health development. one-on-one health advice and intervention recommendations to

knowledge and provided psychological counseling services to 295 participants. help employees better understand their own health conditions. By

continuously carrying out health education and free consultation

activities the Company has further improved its employee health

care system promoted scientifically informed healthy lifestyles

and supported employees in engaging in work and life with a better

physical and mental state.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 96

Highlight Caring for Bright Vision at Work - Employee Eye Health Initiative

A Rich Variety of Sports and Cultural

Activities

To continue caring for employees' physical and

mental well-being and to improve awareness

The Company strictly manages leave

of eye care the Company's Federation of Trade

and working hours in accordance

Unions together with the Health Technology

with relevant requirements to ensure

business segment organized an eye health

that employees enjoy reasonable and

education lecture and free consultation event

adequate rest time. Through a rich

themed "Caring for Eye Health and Bringing Clear

variety of sports and cultural activities

Vision Closer" attracting active participation from

the Company supports employees'

employees of the Company and its subsidiaries

physical and mental well-being and

in Xiamen. An ophthalmologist from Xiamen

fosters a healthy working environment.Children's Hospital was invited to deliver a

thematic lecture covering common eye problems

such as myopia dry eye syndrome and eye

fatigue explaining their causes preventive

measures and practical eye care knowledge

relevant to office-based work scenarios. The

session was highly interactive and well received.Following the lecture a professional ophthalmology team provided employees with basic examinations

including vision testing computerized optometry intraocular pressure measurement and dry eye screening

as well as services such as eye steaming treatment and eyeglass cleaning helping employees gain a timely

understanding of their eye health status. Through these health education and free consultation activities the

Company continues to foster a caring atmosphere that values employee health and supports employees in

approaching work and life in a healthier condition.About This About This Chairman's Chairman's Strategic Strategic Management Mofa nagement of CommunicatioCnosm munications SustainabilityS ustainability

Report Report Statement Statement Vision Vision Material TopicMsaterial Topics with Stakeholwdeitrhs Stakeholders Governance Governance EnvironmentaElnvironmenStoacl iety Society Governance GovernanceAppendix Appendix 97

GOVERNANCE

? Risk Control and Compliance Management

? Business ConductAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 98

2025 Management Targets for Key Governance Topics Progress Status Risk Control and

1 No incidents of commercial bribery corruption or

embezzlement occurred during the year. Compliance Management

2 No conflict of interest incidents occurred during the year.

Based on the Company's development plans and operational realities we continue to advance and optimize our comprehensive risk

3 No money laundering or insider trading incidents management system improve the long-term mechanisms for risk control and compliance that cover all business areas and management

occurred during the year.processes and continuously enhance our risk prevention and management capabilities through risk identification monitoring and early

warning risk review and culture building thereby providing solid support for the Company's sound operations.

4 No litigation or administrative penalty cases arose during

the year as a result of unfair competition.The Company has established a risk management structure led by the Board's Risk Control Committee with the Specialized Risk

5 100% of employees received the anti-corruption policy

Management Working Group under the Supply Chain Management Committee serving as the key center for business decision-making and

and procedures during the year. approval and supported by a three lines of defense framework comprising functional departments business clusters subsidiaries and

business departments. Through the coordinated operation of these three lines of defense the Company manages various operational risks in

6 100% of employees received training on business ethics a comprehensive and effective manner:

during the year.

7 No tax-related violations occurred during the year.

the Board's Risk Control Committee consists of five directors with professional expertise in risk management. By

Continue to optimize and improve the risk control formulating the Company's overall risk appetite assessing major risk matters that may arise from the Company's business

8 and compliance management structure and policy At the

framework. reviewing major risk events above a specified threshold that have already occurred and conducting comprehensive Board level

reviews of operating conditions and risk assessments the Committee supervises and guides the Company's risk

9 Continue to improve and revise sustainability policies in management work.

line with business development needs.

10 Disclose sustainability reports to stakeholders on a

regular basis.the President's Executive Meeting organizes and implements risk management work in accordance with the fundamental

At the risk management policies and systems approved by the Board. The Company has also established the Specialized Risk

management

level Management Working Group under the Supply Chain Management Committee to approve business matters at specified

Achieved Ongoing authorization levels and strengthen risk control over key business activities.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 99

Enterprise Risk Management Structure

Board's Risk Control Committee:

Board's Risk Control Committee Responsible for studying macro and systemic risks formulating risk appetite and risk

tolerance and determining the overall risk tone

Secretary of the Commission for

Chairman of the Board Discipline Inspection

Audit Department:Through its audit oversight function it urges subsidiaries to

Third Line of implement risk control management requirements.Audit Department Supervision Office Defense Supervision Office: Through its discipline inspection and supervision functions it

prevents integrity risks.Functional Leaders

General Counsel Chief Financial Officer in Charge Risk Control and Compliance Department: The executive body of the Risk

Control Committee and the central coordinating department for the Company's risk

management.Second Line of Supply Chain Operations Management Department: The business risk management

Risk Control and Supply Chain Operations Finance Other Functional Defense

Compliance Department Management Department Department Departments department responsible for appointing and evaluating the managers and personnel of

the business cluster operations management departments.Finance Department: The financial risk management department directly responsible

for managing the financial personnel of subsidiaries.Other Functional Departments: Other risk management departments for example

the Treasury Department is responsible for preventing funding risks and the Human

Resources Department is responsible for preventing human resources risks.Person in Charge of Internal Control: The management personnel at subsidiaries

Business Leaders Business Cluster Operations Business Cluster Business Cluster responsible for the overall control of business risks and internal control.in Charge Management Department Finance Department Futures Department Others Business Cluster Operations Management Department: Frontline business risk

control personnel whose managers are appointed and whose personnel are evaluated

First Line of by the Supply Chain Operations Management Department.General Subsidiary Business Other Functional Defense

Manager Departments Departments of Subsidiaries Business Cluster Finance Department: Frontline financial risk control personnel

directly managed by the Finance Department.Subsidiary Documentation Internal Control Property Management etc.: Frontline

Vice President / Person in Subsidiary Documentation Internal

Charge of Internal Control Control Property Management etc. risk control personnel directly managed by the Vice President of the subsidiary in charge

of internal control.Risk

The Specialized Risk Management Working Group under the Supply Chain Management Committee:

Responsible for managing credit risk asset risk market risk and special business activities that may give rise to risks.Supervision

Supervision

and Guidance

Line

Management

Line

Management

Central

Coordinating

Function for

Risk Control

Audit

Company Business Clusters

Headquarters and Subsidiaries

Specialized Risk Management Working Group under the Supply Chain Management CommitteeAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 100

The first line of defense consists of the functional departments established at the business

During the reporting period the Company continued to promote the establishment of

cluster level including the Operations Management Department as well as business

management structures featuring a separation between business operations and control

departments and other frontline functional personnel at the subsidiary level. They

functions at its operating units clearly distinguishing the responsibilities of business

THE FIRST LINE are responsible for identifying assessing and responding to risks in the course of the personnel from those of internal support and internal control personnel and specifically

Company's operations.assigning dedicated internal control management staff to strengthen internal supervision

1 and checks and balances. At the same time to reinforce the accountability of internal control management staff at each operating unit and improve the effectiveness of internal control management the Company formulated and implemented the "Performance

Assessment Plan for Internal Control Management Personnel of Operating Units (Trial)"

The second line of defense consists of the Company's risk management functions at linking indicators such as internal control system development compliance of internal

headquarters. Among them the Risk Control and Compliance Department serves as control processes and major risk events to the annual performance assessments and

the central coordinating department for risk management and works together with the compensation of internal control management personnel.Supply Chain Operations Management Department the Finance Department and other

THE SECOND LINE functional departments to build and maintain a comprehensive and multi-dimensional In terms of institutional development the Company has established a "1+N" risk

risk management policy and procedural system and reports to the President's Executive control and compliance policy framework with the "Comprehensive Risk Management

Meeting. The General Counsel of the Company is responsible for overseeing risk Policy" serving as the overarching policy for risk management across the Company

management and compliance matters. 2 and a series of specific risk management policies including the "Compliance Risk Management Provisions" the "Operational Risk Management Provisions" and the "Risk Indicator Monitoring Management Provisions" forming a comprehensive and highly

executable system. The Company continues to revise and improve policies across

The third line of defense consists of the Company's supervision and inspection functions different risk control areas thereby providing institutional support for risk prevention

including the Audit Department and the Supervision Office which are led by the Chairman and compliant operations. During the reporting period the Company revised policies

of the Board and the Secretary of the Commission for Discipline Inspection respectively. including the "Compliance Risk Management Provisions" and the "Operational Risk

These functions are responsible for conducting independent reviews of the effectiveness

THE THIRD LINE Management Provisions" prepared the "three compliance lists" and refined the list of

of the Company's risk management processes urging the responsible parties to rectify major operational risks further strengthening its policy framework. It also organized all

identified issues and ensuring the effective implementation and timely improvement of operating units to comprehensively revise their "Internal Control Manuals" translating

risk management. The Audit Department also reports regularly to the Audit

3 headquarters-level policies into specific procedures and control measures that are Committee of the Board on the results of supervision and inspection and the executable and operational at the level of each operating unit so as to ensure the progress of corrective actions. effective implementation of policy requirements at the grassroots level.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 101

Risk Identification and Assessment

With reference to COSO's Enterprise Risk Management Likelihood of Severity of

Risk Type Risk Description Risk Level Response Measures

Framework and in light of its own management needs Occurrence Impact

and business realities the Company systematically Accelerate the development of overseas business

carries out risk identification and assessment. Each year platforms expand overseas operations and capture

the Risk Control and Compliance Department organizes greater market share; strengthen R&D-enabled business

The Company's supply chain business development actively develop new products and

the functional departments and invested enterprises

is primarily concentrated in pro-cyclical business models expand business growth drivers and

to determine the annual list of key risks for focused products and is therefore highly sensitive to improve operating quality; establish a policy tracking

Challenges and Opportunities

attention formulate management plans for specific risk macroeconomic factors. Changes in the market and research mechanism continue to monitor domestic Arising from Macroeconomic High High High

categories and define standards or limits for major risk environment industry cycles national policies and international macroeconomic conditions and policy Policy

and industry policies may affect the future developments and in light of the actual operation of the

events. Where material changes in the macroeconomic potential returns of the Company's supply chain Company's supply chain business maintain a prudent risk

environment market conditions or corporate strategy business. appetite and adopt risk control measures such as credit

make it necessary to adjust the annual list of key risks limit control authorization management and stricter

admission standards for new projects so as to minimize

each invested enterprise is required to assess the various

operational risks as far as possible.impacts on its own operations and report them to the Risk

Control and Compliance Department which will take the Formulate annual investment plans and investment

lead in dynamically updating the list. budgets based on strategic planning investment scale

In the course of industrial integration and investment structure and Company resources and strictly

the refocusing of business segments on core perform approval procedures; strengthen talent pipeline

During the reporting period the Company organized a

Risks Related to Industrial tracks risks may arise such as uneven resource development and capability enhancement in line with

2026 major risk assessment through extensive large-scale Development and allocation imbalance in team structure talent High Medium High business and management needs continue to recruit

questionnaires and other methods. Based on the survey Transformation loss and low management efficiency which professional talent and establish effective incentive

results the Company identified and assessed the list of may in turn hinder business operations and mechanisms; continue to invest in digital innovation

transformation. optimize existing digital business platforms improve and

key risks for 2026 by considering dimensions such as the

strengthen digital management capabilities and enhance

likelihood of occurrence and the degree of impact and management and operational efficiency.prepared corresponding risk management plans. These

plans clearly define the priority level risk exposure risk

appetite risk tolerance and targeted monitoring and

control measures for each key risk. Taking the challenges In addition the Company places great importance on end-to-end risk control for key projects. From multiple dimensions including operating model control measures exit mechanisms and

and opportunities arising from macroeconomic emergency response it conducts comprehensive and prudent risk assessments of proposed projects and strictly controls new project admission standards. For projects already underway the

policy and risks related to industrial development and Company has established a regular review and reassessment mechanism to periodically evaluate project operating risks and promptly optimize control measures ensuring that project risks

transformation as examples: remain known controllable and within an acceptable range.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 102

Risk Monitoring and

Reporting

Based on the results of dynamic risk identification For operational risks For compliance risks

and assessment as well as the occurrence of major

risk events the Company continues to improve its risk Routine monitoring of operational risks: Under Each operating unit or department must report any non-

monitoring system enabling dynamic risk monitoring the leadership of the Risk Control and Compliance major compliance risk event to the Risk Control and

and establishing a rapid response mechanism so that Department each business cluster and operating unit Compliance Department and the relevant functional

risks can be addressed and resolved effectively in a formulates operational risk factors and indicators in line departments within one working day after the event

timely manner thereby safeguarding the Company's with its own risk policies and carries out monitoring early occurs.sound operations. In accordance with institutional warning and control accordingly. In the event of a major compliance risk event the

documents such as the "Operational Risk Management Reporting of major operational risk events: Each relevant operating unit or department must report it

Provisions" and the "Compliance Risk Management business cluster and operating unit must follow the within 12 hours to the Risk Control and Compliance

Provisions" the Company strictly implements its risk relevant reporting procedures either within 24 hours Department the relevant functional departments the

indicator monitoring and risk information reporting after the occurrence of a major operational risk event person responsible for compliance risk management and

mechanisms: or where the event cannot be substantially resolved the principal responsible leaders. The person responsible

within one month three months or six months after its for compliance risk management will then organize a

occurrence. The Risk Control and Compliance Department meeting to study the matter and arrange the necessary

is responsible for following up on the handling progress response actions.of such events. Each business cluster and operating unit

is also required to submit progress updates on major

operational risk events in the form of biweekly reports

with assessment and dynamic updates conducted every

two weeks. The Risk Control and Compliance Department

then reports major operational risk events to the Risk

Control Committee through biweekly reports.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 103

Risk Review

Risk Oversight and Inspection Internal Control Audit and Inspection

Based on risk monitoring results the Company regularly

conducts risk reviews of its business clusters and invested

During the reporting period the Company carried out a series of risk and compliance oversight and During the reporting period the Company carried out a series of

enterprises to promptly identify operational risks as well

inspection initiatives and through systematic risk screening and targeted supervision promptly internal control audits and inspections including the following:

as deficiencies in management processes and execution.identified and closed risk gaps:

It urges relevant units to optimize their practices and

Conducting multiple categories of audits and inspections: The

implement corrective actions and strengthens risk

Seal and records management: The Company carried out an "annual mutual inspection + targeted Company organized a total of 17 internal control audits economic

oversight by reviewing and evaluating the adequacy

spot checks" of seal management across domestic and overseas business units identified risk responsibility audits and other inspections. Through remediation

and effectiveness of the risk management system

points and established a closed-loop management mechanism of "remediation ledger + time-bound ledgers monthly tracking on-site verification and other methods

through audits internal control evaluations and other

closure" through targeted guidance and process optimization. It also conducted a comprehensive it urged relevant units to rectify audit findings in a timely and

means. At the same time where personnel engaged in

review of records management covering 14 functional departments at headquarters 8 business effective manner.risk management are found to have failed in the proper

clusters and 30 operating units under the Health Technology business segment fully examining Implementing special internal control and compliance

performance of their duties acted negligently failed to

matters such as the accountability system for records management the scope of filing and document inspections: The Company organized two rounds of internal

report or concealed information implemented corrective

lending procedures. control and compliance inspections covering multiple business

actions inadequately or engaged in other improper

Control over joint ventures: The Company organized a series of inspections including a follow- clusters and operating units focusing on key processes such as

conduct the Company will pursue accountability in

up review of rectification from previous inspections a special self-inspection into situations where controlling equity and effective control separation of management

accordance with relevant accountability policies and

the Company held a controlling equity stake but lacked effective control over joint ventures and and operations quotation management futures management

depending on the circumstances may impose measures

reviews of key investment terms resource occupation business authorization and credit matters credit management and overdue account control.such as internal criticism or position adjustments to

in controlled joint ventures. Through rectification supervision and policy revision it continued to Completing evaluations of internal control effectiveness:

ensure the effective implementation of risk management

improve its investment control system. The Company conducted a comprehensive evaluation of the

responsibilities.Investment management: The Company tracked and supervised monthly operating conditions and design and operational effectiveness of internal controls over

key matters of concern for 14 major investment projects and completed targeted post-investment major business activities and matters including procurement

evaluations for all 14 projects as well as comprehensive post-investment evaluations of loss-making asset management sales engineering projects risk assessment

enterprises thereby improving the efficiency of risk response in investment projects. and internal supervision. The evaluation focused in particular

Procurement management: The Company strengthened supervision over the entire tendering and on high-risk areas such as sales management and procurement

procurement process and conducted substantive reviews of engineering cost settlements. It also management and the Company also engaged an independent

provided oversight and compliance guidance for bid opening and bid evaluation in major projects third-party professional institution to conduct an external audit of

and carried out strict verification of 26 engineering projects through on-site measurement drilling the effectiveness of its internal control system.inspection and other methods to ensure the standardization and cost-effectiveness of procurement

activities and engineering projects.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 104

Risk Control and Compliance Training

In addition the Company has established a normalized

compliance information communication mechanism.The Company attaches great importance to the development of a risk culture and places risk control and compliance Led by the Risk Control and Compliance Department

education and training at the core of its efforts. Through diversified and systematic communication and training it seeks to and supported by compliance liaison personnel the

accurately convey risk control and compliance concepts and specific requirements to the business frontline continuously Company regularly collects and compiles information

strengthen risk awareness and compliance consciousness across the workforce and effectively enhance the professional risk on penalties and rectification of violations identified

management capabilities of employees in key positions. by external regulators including market regulation

customs taxation and environmental protection

During the reporting period authorities as well as issues identified through

internal self-inspections so as to ensure timely escalation and sharing of various types of risk information. At the

same time the Risk Control and Compliance Department provides day-to-day consultation and support to operating

Through the intranet columns "Risk Control Insights" and "Compliance Vision" the Company issued

01 units on sensitive issues such as international sanctions and export compliance helping business units effectively monthly communications on risk points policy requirements cases and reminders relating to risk

respond to complex compliance challenges and safeguarding the legality and stability of operations. The Company

control and compliance.also actively encourages employees to proactively identify and report potential risk and compliance issues fully

It organized special training on compliance risks in overseas operations and together with the Maritime leveraging the important role of the first line of defense in identifying and escalating potential compliance risks

02 Silk Road Central Legal Services District held a legal services matchmaking event themed "Entering ITG and internal control deficiencies in business processes while also contributing suggestions for the continuous

Going Global to the UAE" as well as country-specific legal analysis and training covering jurisdictions improvement of the Company's risk management system and jointly reinforcing the safeguards for sustainable

such as Indonesia and the United Arab Emirates in order to enhance the Company's ability to respond to corporate development.risks in overseas business.Leveraging the training brands "Fangyuan Youdao" and "Fangyuan Think & Share" the Company

03 organized thematic training on "Sharing Typical Supply Chain Cases" and a series of lectures on legal Digital Risk Control Development

and compliance topics. It also continued to update various communication materials including "Case-

Based Legal Interpretation" "Compliance Vision" "Risk Control Insights" "New Rules Express" and

To enhance the effectiveness of risk control and compliance management the Company continues to advance digital risk

"International Sanctions and Control Risk Updates" to strengthen legal and compliance awareness.control development. During the reporting period the Company launched the trial operation of a legal case management

It organized training sessions on "Updates to the Investment Management Policy Framework and the system. The system integrates multiple functional modules including dispute management case management laws 04 Promotion of Investment and M&A Activities" and "Investment Approval and Commercial Registration and regulations search policy and rules library management legal awareness promotion contract template library and

Procedures" reinforcing the standardized implementation of internal and external investment knowledge base. It enables full-process online closed-loop management of legal affairs from acceptance and handling

management processes and ensuring that investment activities are carried out in a compliant and to filing and archiving. Through data integration and system interconnection the system presents key information in an

orderly manner. intuitive and visualized manner providing strong support for data analysis and informed decision-making in risk control and

compliance management. In addition the system offers convenient access to laws and regulations internal policies and

other reference materials providing comprehensive efficient and timely knowledge support for all employees.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 105

Anti-commercial Bribery and Anti-corruption

The Company upholds integrity advocates clean conduct and firmly opposes for Party Conduct Integrity Building and Anti-corruption Work to coordinate

all forms of corruption and bribery. It is committed to strictly complying with the and organize the cooperation and support of departments such as audit and

laws and regulations on anti-corruption and anti-commercial bribery applicable finance and to assist in advancing relevant work in Party conduct and anti-

in the jurisdictions where it operates the rules and guidelines of multilateral corruption.international financial institutions on anti-corruption and anti-commercial

bribery as well as the Company's internal policies and procedures. To ensure The Company implements policies and rules such as the "Implementation

that business ethics requirements are effectively implemented the Company has Measures for Further Strengthening the '1+X' Oversight Mechanism" and

Business Conduct incorporated ethical standards such as honesty trustworthiness and avoidance continues to advance the "1+X" special supervision mechanism thereby of conflicts of interest into the employee performance appraisal system thereby building a closed-loop oversight system of "identifying issues urging

reinforcing behavioral standards and management discipline. During the rectification and tracking results". Based on its role of exercising "oversight over

reporting period the Company did not record any business ethics violations oversight" the Company's Commission for Discipline Inspection is specifically

Operating with integrity and compliance is the Company's solemn arising from commercial bribery corruption or embezzlement. responsible for Party conduct development integrity education oversight and

commitment to its stakeholders and the public. The Company management lead acceptance verification and case handling giving full play

conducts business cooperation in accordance with high standards to its role in ensuring effective implementation and promoting improvement

of business ethics and corporate governance and continues Oversight and Management System and development.to build and reinforce a responsible and trustworthy corporate

image and market reputation. The Company has formulated the To fully leverage the role of discipline inspection committee members and

"Code of Business Conduct" which sets out requirements for The Company has established an integrated "1+6+N" oversight framework integrity officers at the grassroots level and further strengthen primary-level

all employees in areas including anti-corruption anti-bribery led by Party supervision and supported by coordinated communication and oversight during the reporting period the Company established mechanisms

anti-fraud avoidance of conflicts of interest protection of trade collaboration among six professional oversight functions namely Party building for quarterly experience sharing by integrity officers and semi-annual reporting

secrets anti-monopoly and anti-unfair competition. The Company supervision human resources audit risk control and finance while also on the performance of their duties. It also continued to improve its training

also encourages suppliers contractors and other partners to giving full play to the oversight role of primary-level Party organizations. By system through multiple channels including the "Mini Classroom on Discipline

comply with these standards so as to jointly foster a regulated embedding oversight throughout the entire process of corporate governance and Law" the "Discipline and Law Practice Ground" and "Discipline and Law

harmonious honest and transparent business environment. and development the Company ensures effective integration between oversight at the Grassroots Level" thereby continuously enhancing the capabilities of

and business operations providing strong support for the Company's sound and grassroots discipline inspection committee members and integrity officers and

stable development. The Company has also established a Coordination Group safeguarding compliant business operations and management.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 106

Integrity Risk Prevention and Control

The Company embeds integrity risk prevention and control During the reporting period

into its overall business risk management system. In light of the

actual operations of the Company's functional departments and

business segments and focusing on key areas such as property The Company organized its functional departments and subordinate operating units

rights transactions tendering and bidding engineering and to revise the "Integrity Risk Prevention and Control Manual" in light of actual business

construction and bulk commodities trading as well as the critical operations. It also formulated the "General Manual for Integrity Risk Prevention

positions involved the Company has formulated and refined and Control for Overseas Platforms" to address integrity risks relating to overseas

management policies including the "Administrative Measures for platforms and further reinforce accountability for risk prevention and control.Integrating Integrity Risk Prevention and Control into Business

Risk Management (Trial)". Through a combination of education

In line with the goal of achieving "full coverage in three years" the Company

early warning institutional controls and oversight the Company

extended the "Clean Breeze Safeguarding the Enterprise" initiative to its second-

carries out prevention in advance monitoring during the process

tier operating units and off-site enterprises and organized each business cluster to

and follow-up handling afterward thereby effectively preventing

formulate a tailored oversight plan for each enterprise. This resulted in 36 oversight

identifying and addressing potential corrupt conduct in business

priorities in key areas promoted the deep integration of integrity risks with business Special Oversight on Rectifying Unhealthy Work Styles and Promoting Healthy New Practices

and management activities.risks and led to the completion of 12 targeted oversight initiatives in key areas.The Company identifies corresponding integrity risks in key areas

and critical positions. For example in supply chain business units The Company further intensified special rectification efforts in areas including "the

relevant business personnel may face risks such as improper development and operation of the risk control and compliance system" "the seeking

benefit transfers involving suppliers or collusion with suppliers of improper personal gain through commissions and intermediary fees in overseas

in malicious bidding. In response the Company has formulated projects" and "formalism at the fingertips" and urged relevant units to implement

the "Integrity Risk Prevention and Control Manual" which sets corrective actions.out corresponding control measures. Through dynamic tracking

and management of integrity risks the Company has normalized

integrity risk identification and review conducts regular risk The Company also carried out self-inspections and self-corrections relating to

assessments updates control measures in a timely manner and leading officials' improper engagement in business activities pre-appointment

continuously improves its integrity risk prevention and control integrity tests for management personnel and reviews of matters relating to cadre

mechanism. By deepening routine oversight enhancing targeted promotion thereby strengthening routine oversight of the management team. Resident Oversight for the Eastern Cities Synergy Platform

oversight and strengthening grassroots oversight the Company

effectively prevents and mitigates integrity risks.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 107

Integrity Risk Prevention and Control Strengthening the Accountability Mechanism

The Company embeds integrity risk prevention and To address all forms of conduct that violate business ethics or undermine the Company's

control into its overall business risk management system. interests and compliance standards the Company has formulated the "Administrative

In light of the actual operations of the Company's Measures for Accountability for Non-compliant Operations and Investment" and the

functional departments and business segments and "Guidelines for Handling Clues Relating to Non-compliant Operations and Investment"

focusing on key areas such as property rights transactions and continues to improve its mechanisms for investigating handling and pursuing

tendering and bidding engineering and construction and accountability for non-compliant operations and investment activities adhering to the

bulk commodities trading as well as the critical positions principle of strict investigation and accountability wherever responsibility arises.involved the Company has formulated and refined

management policies including the "Administrative The Company has established a Leading Group for Accountability for Non-compliant

Measures for Integrating Integrity Risk Prevention and Operations and Investment which carries out relevant work under the leadership of

Control into Business Risk Management (Trial)". Through the Company's Party Committee. The leader in charge of the Audit Department serves

a combination of education early warning institutional as head of the Group and its members include the heads of the Audit Department the

controls and oversight the Company carries out Party Committee Office the Risk Control and Compliance Department the Supervision

prevention in advance monitoring during the process Office and other relevant departments. The Audit Department serves as the dedicated

and follow-up handling afterward thereby effectively department responsible for accountability for non-compliant operations and investment

preventing identifying and addressing potential corrupt and carries out accountability work in accordance with the prescribed procedures for

conduct in business and management activities. handling relevant clues. Upon receiving a related complaint or report the Company will

initiate an investigation into non-compliant operations and investment in accordance

with applicable procedures and may also proactively launch an investigation where

required for oversight purposes. A clue verification task force composed of personnel

from the dedicated department relevant functional departments subordinate operating

units and relevant intermediary institutions will be formed to conduct the verification

work and ultimately prepare a verification report. Based on the verification conclusions

the task force will put forward clear accountability recommendations and in accordance

with the Company's authority framework for cadre management submit them to the

appropriate decision-making body for deliberation and formal disposition. Accountability

measures may include but are not limited to internal criticism reassignment

suspension for inspection termination of employment and reduction of performance-

based compensation with the aim of enforcing accountability strengthening deterrence

and upholding the seriousness of discipline.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 108

Integrity Education and Training

The Company places integrity education and training in an important position within corporate culture development and During the reporting period

risk prevention and control. It continues to innovate its integrity education model and further strengthen the "Clean Breeze

Forging the Chain" integrity culture brand. Through diversified comprehensive and ongoing integrity communication and

education activities the Company actively promotes integrity values and positive conduct and effectively enhances all The Company carried out the themed integrity culture publicity and education month campaign titled "Integrity

employees' awareness of compliance discipline and the rule of law. Nourishes the Heart and Promotes Uprightness; a Clean Breeze at ITG Safeguards Development" and made full

use of communication channels including newspapers websites mobile platforms social media periodicals

book publications and the Company intranet pushing a total of 129 integrity-related articles both online and

offline.We developed four themed courses on Party conduct and clean governance including "Coordinating

Accountability for Non-compliant Operations and Investment with Party Discipline and Legal Responsibility" and

carried out on-site discipline education sessions delivering a total of seven sessions to newly hired employees

mid-level managers in business clusters and other groups.The Company integrated family values development into the education and management of Party members

officials and employees in key positions and organized the themed family values book-sharing activity "Passing

on Integrity Through the Family Advancing Through the Fragrance of Books" with cumulative participation

"Bamboo Wind Chime" Integrity Culture Themed Activity Viewing the Warning Education Film "Voices of the Absent"

exceeding 800 person-times.We continued to advance the "Youth Integrity Initiative" by organizing young managers and newly promoted

managers to visit Xiamen No. 1 Detention Center for immersive warning education.We organized 11 viewings of the warning education film "Voices of the Absent" for mid-level managers of

second-tier operating units with cumulative attendance exceeding 270 person-times."Talking About Integrity Together" Paper-cutting Activity Organizing Study and Exchange Sessions on Party DisciplineAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 109

Anti-unfair Competition Tax Compliance

In its business practices the Company adheres to the In the course of its operations the Company strictly complies with national tax laws and regulations

requirements of relevant international conventions including the Enterprise Income Tax Law of the People's Republic of China as well as relevant tax rules

strictly complies with the laws and regulations of China in the jurisdictions where it operates and follows internal policies and procedures such as the "Tax

and the countries and regions where it operates and Administration Measures" the "Detailed Rules for Tax Administration Operations" and the "Handbook

has formulated the "Code of Business Conduct" which of Guidelines for Overseas Finance and Taxation Work". The Company consistently fulfills its tax

explicitly opposes any form of unfair competition obligations in good faith and in accordance with the law. The Finance Department is responsible for tax

improper transactions or other conduct that disrupts management and prepares guidance documents relating to matters such as routine tax filing and tax Specialized Training for Tax Personnel

market order. The Company remains committed to calculation so as to guide and regulate the tax work of the Company and its subsidiaries.operating with integrity and to safeguarding a fair The Company has signed a "Tax Compliance Cooperation Agreement" with

and open market environment. In the early stages The Company attaches great importance to tax risk management and adopts a full-process approach local tax authorities establishing a regular communication mechanism based

of implementing investment projects the Company covering "prior planning" "in-process supervision" and "post-event management" in order to on mutual trust transparency and collaboration. Through regular exchanges

prudently assesses whether any merger control filing continuously improve the standard of tax compliance management and effectively control tax risks: and day-to-day consultation with tax authorities the Company is able to stay

obligations may be triggered and seeks the advice of informed of policy developments in a timely manner and proactively identify

external professional institutions in advance so as to Prior planning and prevent tax risks. At the same time the Company continues to strengthen

ensure compliance with applicable filing procedures and employees' awareness of tax-related risks and improve its tax management

systematically prevent potential unfair competition risks. The Company keeps abreast of changes in tax laws regulations and policies in a timely capabilities through ongoing internal and external tax compliance training

manner strengthens tax risk awareness across the organization through interpretation and

thereby safeguarding the transparency integrity and compliance of its tax work.communication of relevant legal and policy developments and prevents tax risks by providing

During the reporting period the Company was not tax-related advice at the early stage of business activities.involved in any litigation or administrative penalties During the reporting period the Company organized a themed training session

arising from acts of unfair competition. In-process supervision on "Interpretation of Overseas Tax Policies and Tax Management" for overseas

finance talent reserves and also held a seminar titled "Special Sharing and

The Company handles tax-related matters accurately and in accordance with laws and

regulations during the course of operations files tax returns on time and pays taxes promptly. Discussion on the Pillar Two Rules" for all finance and tax personnel. These

For disputed matters it seeks the combined advice of external professional institutions tax activities promoted the sharing and joint learning of new tax rules effectively

authorities and internal experts in order to effectively supervise and control tax risks and strengthened the international business finance and tax teams' understanding

ensure that tax practices remain lawful and compliant.of policy developments and their ability to respond to tax-related risks and laid

a solid foundation for tax compliance in overseas operations. The term "Pillar

Post-event management

Two" is used here in line with the OECD's "Global Anti-Base Erosion Model Rules

After the fact the Company revisits tax risk matters by reviewing and analyzing the substance (Pillar Two)".of the business and the relevant tax laws and regulations responds actively and effectively to

tax-related risks and conducts internal reviews of tax risk points so as to proactively control tax

During the reporting period the Company paid a total of RMB 1599194500 in

risks and keep them within a reasonable and manageable range.taxes and did not record any tax-related violations.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 110

Complaint Mechanism and Whistleblower Protection System

We welcome and value complaints and reports from

stakeholders regarding any conduct that is suspected of

or may potentially constitute a violation of our "Code of

Business Conduct" or applicable laws and regulations. We are committed to respecting and protecting the lawful rights of every complainant

We strictly implement the working rules governing and suggestion provider and maintains zero tolerance for any form of retaliation.We have formulated the "Administrative Provisions on the Protection of Petitioners

supervision and discipline enforcement by disciplinary

and Whistleblowers" which set out clear protection measures for complainants and

inspection bodies standardize the full process of whistleblowers:

receiving handling and responding to complaints and

reports and improve the consistency and efficiency of

complaint handling. We also keeps multiple reporting

Complaint and reporting materials are managed as confidential documents and neither the identity of

channels open including in-person visits written Whistleblowers may file reports under their

real names or anonymously through the the whistleblower nor the content of the report may be disclosed without the whistleblower's consent. correspondence and telephone reporting so as to

following channels: Where other departments need access to relevant materials for cooperation purposes they must sign a

safeguard the supervision rights of employees and other

"Confidentiality Undertaking" in accordance with the rules clearly acknowledging their confidentiality

relevant parties. Through regular integrity education and

obligations.training as well as the signing of integrity agreements

Reporting hotline: Anonymous reporting is permitted. Except where necessary for case investigation and handling anonymous and commitment letters we clearly communicate to

complaint and reporting materials may not be subjected without authorization to handwriting comparison

employees suppliers and other partners the available 0592-5898586

or forensic document examination.reporting channels and the relevant procedures.No department or individual may under any pretext suppress or obstruct a whistleblower from lawfully

Reporting address: submitting a complaint or report nor may anyone privately investigate the identity of a whistleblower.No department or individual may under any pretext or by any means retaliate against a whistleblower the

whistleblower's relatives or any person presumed to be a whistleblower.

26/F ITG Center No. 4688 Xianyue

Road Huli District Xiamen Any person who violates confidentiality obligations or retaliates against a whistleblower will be dealt with

strictly and severely in accordance with applicable rules and may also be held legally liable.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 111

Data Overview

Environmental

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

Environmental Protection Investment Air Pollutants3

Environmental protection investment RMB Ten-thousand 226.53 1005.95 141.83 Nitrogen oxides (NOx) 2.99 41.08 3.47

Number of environmental violations 0 0 0 Sulfur oxides (SOx) 1.40 26.22 0

Cases t

Number of environmental emergency drills 21 11 20 Suspended particulates (PM) 3.15 130.96 154.45

Greenhouse Gases Non-methane hydrocarbons 0.13 5.35 5.82

Scope 1: Direct greenhouse gas emissions1 105619.97 95209.19 7999.29 Wastewater Pollutants

Scope 2: Indirect greenhouse gas emissions2 242920.21 212834.74 96114.07 Wastewater discharge m3 523389.00 344993.34 339855.76 (location-based)

Scope 2: Indirect greenhouse gas emissions tCO e COD discharge / / 3.782

(market-based) 242920.21 212834.74 96114.07

BOD discharge t / / 1.33

Total greenhouse gas emissions (location-based) 348540.18 308043.93 104113.36

Ammonia nitrogen discharge / / 0.98

Total greenhouse gas emissions (market-based) 348540.18 308043.93 104113.36

Energy

tCO2e/RMB one-

Greenhouse gas emissions intensity hundred million 76.57 86.91 30.88

revenue Electricity consumption4 kWh 342095277.67 336257778.45 128867259.98

1 The Company's Scope 1 (direct) greenhouse gas emissions decreased in 2025 compared with the same period of the previous year primarily due to adjustments in the Company's vessel operation model which led to reduced consumption of shipping fuels.

2 The Company's Scope 2 (indirect) greenhouse gas emissions decreased in 2025 compared with the same period of the previous year mainly because certain production units in the Company's manufacturing segment reduced electricity consumption in line with market conditions and operational strategy adjustments.

3 Emissions of nitrogen oxides (NOx) and sulfur oxides (SOx) decreased in 2025 compared with the same period of the previous year primarily due to adjustments in the Company's manufacturing segment which led to lower emissions of air pollutants from the relevant production units.

4 Electricity consumption decreased in 2025 compared with the same period of the previous year mainly due to adjustments in the Company's manufacturing segment resulting in reduced electricity use by the relevant production units.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 112

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

kWh/RMB one- m3/RMB one-

Electricity intensity hundred million 73058.74 94870.26 38226.27 Water consumption intensity hundred million 84.19 95.48 13.25

revenue revenue

Steam consumption 139112.81 94244.71 80684.28 Waste

LPG consumption t 11.12 3.56 3.21 Hazardous waste9

Thermal coal consumption 10007.03 0 0 Hazardous waste generated 62.81 78.37 53.61

Natural gas consumption m3 1169092.15 1180465.38 1255098.50 Hazardous waste transferred and disposed 59.64 84.70 53.61

Gasoline consumption 433068.61 571693.83 452609.24 General waste10

Diesel consumption5 5249827.42 2457662.26 1047509.16 Industrial waste generated / 322494.51 935968.41

Marine fuel oil consumption 6 t 28432.67 27668.49 0 Industrial waste recycled / 322442.51 118.61

Total energy consumption tce 115244.89 95048.16 26952.17 Domestic waste generated 2755.04 772.40 2165.20

Water Resources Domestic waste recycled 37.42 3.96 46.80

Water withdrawal7 917616.80 683428.39 322280.85 Packaging Materials

Water consumption8 394227.80 338435.05 44678.83 Plastic products consumed t 63.45 60.09 226.06

5 Diesel consumption decreased in 2025 compared with the same period of the previous year mainly because the number of diesel-powered vehicles in use was reduced.

6 In 2025 the Company adjusted its vessel operation model and ceased the use of marine fuel oil.

7 Water consumption decreased in 2025 compared with the same period of the previous year primarily due to adjustments in the Company's manufacturing segment resulting in lower water usage by the relevant production units.

8 The generation and off-site transfer/disposal of hazardous waste decreased in 2025 compared with the same period of the previous year mainly because certain production units in the Company's manufacturing segment reduced hazardous waste generation in line with market conditions and operational strategy adjustments.

9 The generation of general waste increased in 2025 compared with the same period of the previous year mainly due to the expansion of operations at Ningbo Zhencheng Mining Co. Ltd.

10 Changes in employee-related data in 2025 were primarily due to changes in the Company's consolidation scope and adjustments in business structure during the reporting period.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 113

Employment

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

Employee Profile Ethnic Composition of Employees

Total number of employees 6947 6913 6403 Han ethnicity / 6222 5768

Persons

of which: employees under labor contracts Persons / 6888 6401 Other / 691 635

other workers / 25 2 Functional Distribution of Employees

Gender Distribution of Employees Sales personnel 2876 2717 2833

Male 4305 4168 3795 of which: female sales personnel 1141 1080 1138

Persons

Female 2642 2745 2608 Technical personnel 369 511 363

Age Distribution of Employees of which: female technical personnel 74 145 164

Under 30 2058 1901 1661 Finance personnel 430 471 494

30 to 50 Persons 4303 4361 4189 of which: female finance personnel 300 322 334

Above 50 586 651 553 Administrative personnel Persons 800 762 720

Educational Background of Employees of which: female administrative personnel 415 447 407

Master's degree or above 725 768 770 Production personnel 2472 2452 1993

Bachelor's degree Persons 3101 3254 3090 of which: female production personnel 712 751 568

Others 3121 2891 2543 Number of employees in STEM-related positions11 286 271 96

Nationality Distribution of Employees of which: number of women in STEM-related positions 56 65 18

China 6583 6474 5974 Proportion of women in STEM-related positions 19.58 23.99 18.75

Persons

Other 364 439 429

11 The Company's annual employee turnover rate is calculated as the number of employees who voluntarily resigned for personal reasons and formally terminated their employment relationship with the Company during the reporting period expressed as a percentage of the total number of employees at the beginning of the reporting period.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 114

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

Employees from the Company's Home Province Proportion of female senior management personnel % 40.00 28.57 14.29

Number of employees from the Company's home province Persons 4414 3837 3829 Junior management positions 288 456 381

Persons

Proportion of employees from the Company's home province % 63.54 55.50 59.80 of which: female junior management positions 103 156 112

Number of female employees from the Company's home province Persons 1729 1683 1742 Proportion of female junior management positions % 35.76 34.21 29.40

Proportion of female employees from the Company's home % 65.44 61.31 66.79

province Number of managers in revenue-generating departments / 301 271

Persons

Number of senior executives from the Company's home province Persons 5 7 7 of which: number of female managers in revenue-generating

departments / 82 48

Proportion of senior executives from the Company's home % 100.00 100.00 100.00 Proportion of female managers in revenue-generating province departments % 28.50 27.24 17.71

Number of female senior executives from the Company's home

province Persons 2 3 1 Nationality Distribution at Management Level

Proportion of female senior executives from the Company's home

province % 100.00 100.00 100.00 China 446 644 529

Persons

Employment of Persons with Disabilities Others 2 9 2

Number of persons with disabilities employed by the Company Persons 12 19 21 Labor Contracts

Proportion of persons with disabilities employed by the Company % 0.17 0.27 0.33 Employees under labor contracts Persons 6947 6888 6401

Gender Distribution at Management Level Labor contract signing rate % 100.00 100.00 100.00

Male management personnel 310 446 374 Career Planning and Job Mobility Support

Persons

Female management personnel 138 207 157 Number of internal job rotations Person-times / 80 77

Proportion of female managers % 30.80 31.70 29.57

Senior management personnel 5 7 7

Persons

of which: female senior management personnel 2 2 1About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 115

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

Employee Movement Total training participant attendances Person-times / / 31160

Annual turnover rate 7.48 7.29 5.69 Total employee training hours 114430.86 93551.00 66820.12

of which: turnover rate of employees under the age of 30 / / 8.34 of which: total training hours for female employees Hours / / 29097.02

turnover rate of employees between the ages of 30 / / 4.94

and 50 Average training hours per employee 16.47 18.13 13.87

turnover rate of employees above the age of 50 / / 2.12 Training by Type

of which: turnover rate of employees with Chinese nationality / / 6.00 Total online training hours 86895 41339 21501

turnover rate of employees without Chinese nationality / / 1.07 Total on-the-job coaching hours / 2841 3762

of which: turnover rate of male employees / / 5.70 Total leadership training hours (talent pipeline programs) / 10071 12721

turnover rate of female employees / / 5.68 Total professional capability training hours / 2340 34919

Employee Training Total culture-building training hours / 8941 9325

Total annual investment in employee training RMB ten-thousand 678.60 328.00 287.96 Average training hours for male employees / 16 14

Hours

Total number of employees trained Persons 6095 5159 4859 Average training hours for female employees / 20 14

Average training investment per employee RMB ten-thousand 0.10 0.06 0.06 Average training hours for employees under 30 / 25 16

Number of male employees trained 3659 3032 2786 Average training hours for employees aged 30 to 50 / 16 13

Persons

Number of female employees trained 2436 2127 2073 Average training hours for employees above 50 / 11 7

Proportion of female employees trained % 92.20 77.49 79.49 Average training hours for junior management personnel / 32 21

Employee training coverage % 87.74 74.63 75.89 Average training hours for middle management personnel / 32 35

Total number of training sessions Sessions / / 470About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 116

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

Average monthly base salary of male non-management

Average training hours for senior management personnel / 33 34 employees 6455.00 6778.00 7370.00

Average monthly base salary of female non-management

Average training hours for Chinese employees Hours / 18 14 6455.00 6778.00 7370.00employees

Average training hours for non-Chinese employees / 10 9 Mean pay gap 0 0 0

RMB

Compensation and Benefits Median pay gap 0 0 0

Standard starting salary for male employees 2600.00 2600.00 2600.00 Mean bonus gap 0 0 0

Standard starting salary for female employees 2600.00 2600.00 2600.00 Median bonus gap 0 0 0

RMB

Government-prescribed local minimum wage for male employees 2030.00 2030.00 2265.00 Freedom of Association and Collective Bargaining

Government-prescribed local minimum wage for female Total number of employees covered/protected by collective

employees 2030.00 2030.00 2265.00 agreements

Persons 3150 2991 3079

Ratio of standard starting salary for male employees to local Percentage of employees covered/protected by collective % 45.34 43.27 48.09

minimum wage for male employees 128.08 128.08 114.79 agreements

Ratio of standard starting salary for female employees to local

minimum wage for female employees 128.08 128.08 114.79

Employee Care and Benefits

Scale of defined benefit plan obligations and other retirement

Average annual compensation of male senior executives 145.09 120.56 159.51 plans RMB ten-thousand 2140.67 2897.48 3210.02

RMB ten-thousand

Company's contribution ratio to defined benefit plan obligations

Average annual compensation of female senior executives 101.62 71.92 110.94 and other retirement plans % 3 5 5

Average monthly base salary of male senior executives 40000.00 40000.00 40000.00 Total duration of paid parental leave applied for by employees 1696.67 2260.50 2145.54

of which: total duration of paid parental leave applied for by

Average monthly base salary of female senior executives 40000.00 40000.00 40000.00 employees as primary caregivers 957.75 1232.00 1188.54

RMB days

total duration of paid parental leave applied for by

Average monthly base salary of male management personnel 17195.00 18055.00 18340.00 employees as non-primary caregivers 738.92 1028.50 957

Duration of paid family or caregiving leave other than maternity

Average monthly base salary of female management personnel 17195.00 18055.00 18340.00 leave 1402.50 1377.50 1483About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 117

Occupational Health and Safety

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

Total number of female employees entitled to parental leave / / 159 Work Safety Investment

Total number of male employees entitled to parental leave / / 145 Total annual investment in occupational health and work safety RMB ten-thousand 3803.15 3055.26 2523.11

Total number of female employees who took parental leave / / 159 Occupational Safety Training Performance

Total number of male employees who took parental leave / / 145 Total participant attendances in occupational safety training Person-times 24881 17719 18699

Persons

Total number of female employees expected to return to work / / 159

during the reporting period after parental leave Number of safety emergency drills Times 223 265 240

Total number of male employees expected to return to work

during the reporting period after parental leave / / 145 Participant attendances in safety emergency drills Person-times 3951 7019 5086

Total number of female employees who actually returned to work

during the reporting period after parental leave / / 159 Number of offline safety training sessions Times 504 338 244

Total number of male employees who actually returned to work

during the reporting period after parental leave / / 145 Number of online safety courses Courses 39 55 128

Consolation payment investment RMB ten-thousand / 370.30 406.20 Work Safety Accidents

Human Rights Impact Assessment Extraordinarily serious accidents / 0 0

Minimum notice period for operational changes Days 30 31 31 Major accidents / 0 0

Cases

Security Practices Relatively major accidents / 0 0

Number of security personnel trained on human rights policies or

procedures 230 217 180 General accidents / 0 0

Total number of security personnel employed by the Company Persons 17 39 26 Number of work stoppages Times / 0 0

Total number of third-party security personnel 213 178 154 Duration of work stoppages Days / 0 0

Proportion of security personnel trained on human rights policies

or procedures % 100.00 100.00 100.00 Total number of work safety accidents Cases / 0 0About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 118

Market

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

Complaint Resolution Number of new copyright applications 19 17 2

Total number of complaints relating to products or services 33 15 52 Number of new copyright registrations 25 13 7

Cases

Total number of resolved complaints relating to products or 33 15 52

services Number of new trademark applications 94 81 25

Timely response rate for complaints relating to products or % 100 100 100

services Number of new trademark registrations 71 15 26

Information Security and Privacy Protection Total number of new intellectual property rights added during the Items 121 49 66

year

Information security incidents Cases 0 0 0 Number of invention patents applied in principal operations / 122 102

Number of customers affected by data leakage 0 0 0 Number of patents granted to the Company / 239 275

Persons

Number of employees affected by data leakage 0 0 0 Number of copyrights registered by the Company13 / 72 13

Incidents involving infringement of customer privacy Cases 0 0 0 Number of trademarks registered by the Company / 611 515

Technology R&D Incidents of infringement of others' intellectual property rights Cases / 0 0

Total investment in technology R&D RMB ten-thousand 5154.23 8921.93 8709.61 Supplier Data

R&D investment as a percentage of revenue from principal

operations % / 0.03 0.03 Total number of suppliers 48232 55571 63674

Number of R&D personnel12 Persons / 171 81 Number of suppliers in the province where the Company is located 7054 6220 7022

Proportion of R&D personnel % / 2.47 1.27 Number of suppliers in Mainland China 37992 45401 52225

Suppliers

Intellectual Property Number of suppliers outside Mainland China 10240 10170 11449

Number of new patent applications 30 38 29 Number of suppliers reviewed by the Company during the year 13513 10299 10299

Items

Number of new patents granted 25 21 33 Number of newly reviewed and approved suppliers during the

year 10802 9397 8103

13 The number of R&D personnel decreased in 2025 compared with the same period of the previous year mainly due to changes in the Company's consolidation scope during the reporting period.

14 The number of registered copyrights obtained by the Company decreased in 2025 compared with the same period of the previous year primarily due to changes in the Company's consolidation scope during the reporting period.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 119

Community Governance

Indicator Unit 2023 2024 2025 Indicator Unit 2023 2024 2025

Community Engagement Business Ethics

External donations 153.00 81.00 133.50 Communication and Training on Anti-corruption Policies

RMB ten-thousand

Total trade volume with countries along the Belt and Road / 900.00 900.09 Proportion of directors supervisors and senior management who 100 100 100

received communication on anti-corruption policies and procedures

Number of volunteer service activities Times 87 204 271 Proportion of employees who received communication on anti- 100 100 100

corruption policies and procedures

Total volunteer participations Persons-times 420 1574 1731 Proportion of directors supervisors and senior management who 100 100 100

received anti-corruption training

Total volunteer service hours Hours 1605.00 3593.50 3903.00 Proportion of employees who received anti-corruption training 100 100 100

Business Ethics Violations

Incidents of commercial bribery corruption and embezzlement 0 0 0

Conflict of interest incidents 0 0 0

Money laundering or insider trading incidents 0 0 0

Cases

Incidents resulting in litigation or administrative penalties due to

unfair competition 0 0 0

Number of corruption cases involving employees dismissed or

disciplined for corrupt conduct / 0 0

Number of corruption cases involving business partners whose

contracts were terminated or not renewed due to corrupt conduct / 0 0About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 120

Content Index to the Guidelines No. 14 of the Shanghai Stock Exchange for Self-regulation of Listed Companies

— Sustainability Report (Trial)

Topic Article Location Topic Article Location

Chapter III Environmental Disclosure Safety and Quality of Products and Services Article 47 Safety and Quality of Products and Services

Climate Change Tackling Article 21-28 Climate Change Tackling Data Security and Customer Privacy Protection Article 48 Data Security and Customer Privacy Protection

Pollutant Discharge Article 30 Pollutant Discharge Employees Article 50 Employees

Waste Disposal Article 31 Waste Disposal Chapter V Disclosure of Corporate Sustainability-Related Governance Information

Management of Material Topics

Ecosystem and Biodiversity Protection Article 32 Ecosystems and Biodiversity Protection Due Diligence Article 52 Sustainability Risk Management

Supply Chain Security

Environmental Compliance Management Article 33 Environmental Compliance Management

Communications with Stakeholders Article 53 Communications with Stakeholders

Energy Usage Article 35 Energy Usage

Anti-Commercial Bribery and Anti-Corruption Article 55 Anti-commercial Bribery and Anti-corruption

Usage of Water Resources Article 36 Usage of Water Resources

Anti-unfair Competition Article 56 Anti-unfair Competition

Circular Economy Article 37 Circular Economy

Chapter IV Social Disclosure

Rural Revitalization Article 39 Rural Revitalization

Contributions to the Society Article 40 Social Contribution

Innovation-driven Article 42 Innovation-driven

Ethics of Science and Technology Article 43 Not covered in this report

Supply Chain Security Article 45 Supply Chain Security

Equal Treatment to Small and Medium-sized Equal Treatment of Small and Medium-

Enterprises Article 46 sized EnterprisesAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 121

SASB Index

SASB Topics Accounting Metrics Location SASB Topics Accounting Metrics Location

CG-MR-130a.1： CG-MR-410a.1：

Energy Management in Retail & (1)Total energy consumed Energy Usage Revenue from products third-party certified to environmental and/ Not covered in this report

Distribution (2)Percentage grid electricity Data Overview or social sustainability standards

(3)Percentage renewable energy

CG-MR-410a.2：

CG-MR-230a.1： Description of processes to assess and manage risks and/or hazards Not covered in this report

Discussion of management approach to identifying and addressing Data Security and Customer Privacy Protection associated with chemicals in productsdata security risks

Data Security CG-MR-410a.3：CG-MR-230a.2： Product sourcing Packaging and Description of strategies to reduce the environmental impact of Not covered in this report

(1)Number of data security breaches Data Security and Customer Marketing packaging

(2)Percentage involving customers' personality identifiable Privacy Protection

information (PII) Data Overview

(3)Number of customers affected CG-MR-000.A：

(1)Number of retail locations Not applicable

(2)Number of distribution centers

CG-MR-310a.1：

(1)Average hourly wage

(2)Percentage of in-store employees earning minimum wage by Data Overview CG-MR-000.B：

region Total area of (m2):

(1)Retail space Not applicable

(2)Distribution centers

Fair Labor Practices CG-MR-310a.2：Employee turnover rate for in-store employees

(1) Voluntary Data Overview

(2)Involuntary

Amount of legal and regulatory fines and settlements associated

with labor law violations Human Rights Protection

CG-MR-330a.1：

Percentage of gender and racial/ethnic group representation for Equal Employment

(1)Management Data Overview

(2)All other employees

Workforce Diversity & Inclusion

CG-MR-330a.2：

Amount of legal and regulatory fines and settlementsassociated Human Rights Protection

with employment discriminationAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 122

Reference of ESG Indicators System for ESG Reports of Listed Chinese Central State-Owned Enterprises

Environmental

Primary Indicators Secondary Indicators Tertiary Indicators Location Primary Indicators Secondary Indicators Tertiary Indicators Location

E.1.1.1 Fresh-water consumption Data Overview E.2.1.1 The compliance status of

wastewater discharge Pollutant Discharge

E.1.1.2 Circulating water usage Usage of Water Resources E.2.1.2 Wastewater management and

emission reduction measures Pollutant Discharge

E.1.1 Water Resource E.1.1.3 The proportion of circulating water

usage Usage of Water Resources E.2.1 Wastewater E.2.1.3 Volume of wastewater discharge Data Overview

Economic Environmental and Social

E.1.1.4 Water resource consumption E.2.1.4 Volume of pollutants discharged in

intensity Impact in 2025 wastewater

Data Overview

E.2.1.5 Concentration of pollutants

E.1.2.1 Consumption of non-renewable Data Overview

materials Not covered in this report

discharged in wastewater

E.2.2.1 Compliance status of exhaust gas

E.1.2 Materials E.1.2.2 Consumption of toxic and emissions

Pollutant Discharge

hazardous materials Not covered in this report

E.2 Pollution E.2.2 Exhaust Air E.2.2.2 Volume of air pollutants emitted Pollutant Discharge

E.1.2.3 Material consumption intensity Not covered in this report Prevention and Control Data Overview

E.1 Resource

Consumption E.2.2.3 Concentration of air pollutants E.1.3.1 Fossil energy consumption Energy UsageData Overview emitted

Not covered in this report

Energy Usage E.2.3.1 Compliance with legal regulations E.1.3.2 Non-fossil energy consumption Waste DisposalData Overview on solid waste disposal

E.2.3.2 Management of general industrial

E.1.3.3 The proportion of non-fossil energy Energy Usage solid waste Waste Disposal

E.1.3 Energy consumption Data Overview

E.2.3 Solid Waste E.2.3.3 Disposal volume of general Data Overview

E.1.3.4 The total energy consumption Energy Usage industrial solid wasteData Overview

Economic Environmental and Social E.2.3.4 Management of hazardous waste Waste Disposal

E.1.3.5 The energy consumption intensity Impact in 2025

Data Overview E.2.3.5 Volume of hazardous waste

disposed Data Overview

E.1.4.1 The amount of packaging

materials used Data Overview E.3.1.1 Sources and types of GHG Climate Change Tackling

E.1.4 Packaging Materials emissions

E.1.4.2 Light-weighting and reduction of E.3 Climate Change E.3.1 GHG Emissions

packaging materials Data Overview E.3.1.2 GHG emissions management Climate Change TacklingAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 123

Primary Indicators Secondary Indicators Tertiary Indicators Location Primary Indicators Secondary Indicators Tertiary Indicators Location

Climate Change Tackling

E.3.1.3 Scope 1 emission E.5.2 Resource E.5.2.3 Energy use and energy efficiency

Climate Change Tackling

Data Overview Management Measures management Circular Economy

Climate Change Tackling E.5.3 Energy-Saving

E.3.1.4 Scope 2 emission Data Overview and Carbon Reduction E.5.3.1 Energy-saving and carbon

Monitoring Statistical reduction monitoring statistical reporting Climate Change Tackling

E.3.1 GHG Emissions Reporting and and assessment system

E.3.1.5 Scope 3 emission Not covered in this report Assessment System

Economic Environmental and Social Pollutant DischargeE.5.4.1 Clean production

Impact in 2025 Waste Disposal

E.3.1.6 GHG emission intensity Climate Change Tackling

Data Overview Climate Change TacklingE.5.4.2 Green technology upgrading and

recycling Usage of Water Resources

E.3.2.1 GHG emission reduction Circular Economy

management Climate Change Tackling

E.3 Climate Change E.3.2 Emission Reduction

Management E.5.4.3 Green building renovation Not covered in this report

E.3.2.2 GHG emission reduction Climate Change TacklingData Overview E.5.4 Green Environmental Actions and Measures Climate Change Tackling

Environmental Compliance Management

E.3.3.1 Participation in the carbon E.5 Measures for E.5.4.4 Green office and operations

emissions trading market Not covered in this report Resource and

Pollutant Discharge

Environmental Waste Disposal

Management Systems

E.3.3.2 Participation in the energy rights

E.3.3 Environmental Rights E.5.4.5 Green procurement and green Climate Change Tackling

Trading water rights and pollution rights trading Not covered in this report supply chain management Suppliers and Customers

markets

E.5.4.6 Environmental conservation public

E.3.3.3 Participation in green electricity Environmental Compliance Management

trading Not covered in this report

activities

E.5.5.1 Environmental management

E.3.4 Climate Risk Environmental Compliance Management

Management E.3.4.1 Climate risk management Climate Change Tackling

system certification

E.4.1 Impact of Production E.5.5 Green Low-Carbon

E.5.5.2 Green and low-carbon enterprise

Certification Climate Change Tackling

E.4 Biodiversity Services and Products on E.4.1.1 Impacts of production services and products on biodiversity Ecosystems and Biodiversity Protection

certification

Biodiversity

E.5.5.3 Green and low-carbon product and Climate Change Tackling

E.5.1 Setting Low-Carbon service certification Circular Economy

Development Goals and E.5.1.1 Setting low-carbon development goals and strategic measures Climate Change TacklingStrategic Measures E.5.6.1 Emergency response plan for

E.5 Measures for environmental incidents Environmental Compliance ManagementResource and E.5.6 Legal Compliance in

Environmental E.5.2.1 Water resource management Usage of Water Resources Environmental Matters

Management Systems E.5.2 Resource E.5.6.2 Environmental violations Environmental Compliance Management

Management Measures

E.5.2.2 Material use management Circular EconomyAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 124

Social

Primary Indicators Secondary Indicators Tertiary Indicators Location Primary Indicators Secondary Indicators Tertiary Indicators Location

S1.1.1 Corporate recruitment policy and Equal Employment S2.1.1 Production standard management policies implementation and measures Safety and Quality of Products and Services

S1.1 Employee

recruitment and S1.1.2 Employee structure Equal Employment S2.1.2 Quality management Safety and Quality of Products and Services

employment Data Overview S2.1 Product safety

and quality

S1.1.3 Prohibition of child labor and forced labor Human Rights Protection S2.1.3 Product recall and withdrawal Safety and Quality of Products and Services

S2.1.4 Adverse events related to products or

S1.2.1 Compensation philosophy and policy Employee Compensation and Benefits services Safety and Quality of Products and Services

S1.2.2 Working hours and rest and leave Occupational Health and Safety S2.2.1 Customer satisfaction Safety and Quality of Products and ServicesS1.2 Employee Employee Compensation and Benefits

compensation and S2 Product

benefits S2.2 Customer service

S1.2.3 Compensation and benefits protection Employee Compensation and Benefits And Service S2.2.2 Customer complaints and handling Safety and Quality of Products and Services

Management and rights

S2.2.3 Customer information and privacy Data Security and Customer Privacy

S1.2.4 Employee engagement in decision-making Employee Communication protection Protection

S1.3.1 Employee occupational health and safety Occupational Health and Safety S2.3.1 R&D and innovation management system R&D Management Mechanismmanagement

S1 Employee Rights R&D Management MechanismS1.3.2 Occupational safety risk management Occupational Health and Safety S2.3.2 R&D investment Data Overview

S1.3 Employee health S2.3 Innovation

and safety developmentS1.3.3 Response to safety incidents and work- S2.3.3 Innovation achievements R&D and Innovation Practices

related injuries Occupational Health and Safety

S2.3.4 Intellectual property protection Intellectual Property Protection

S1.3.4 Employee support and assistance Employee Compensation and BenefitsOccupational Health and Safety

S3.1.1 Supplier selection and management Supply Chain Security

S1.4.1 Employee motivation and promotion policy Talent Development S3.1 Supplier

Management

S1.4 Employee S3.1.2 Number and distribution of suppliers Supply Chain Security

development and S1.4.2 Employee education and training Talent Development Data Overview

training S3 Supply Chain

S1.4.3 Employee career planning and job change Talent Development Safety and

S3.2.1 Supply chain management policies and

support Management measures

Supply Chain Security

S3.2 Supply Chain S3.2.2 Supply chain security assurance and

S1.5.1 Employee satisfaction survey Employee Communication Management emergency plan Supply Chain Security

S1.5 Employee

satisfaction S1.5.2 Labor disputes Human Rights Protection S3.2.3 Major risks and impacts of supply chain Supply Chain Security

S1.5.3 Employee turnover status Data Overview S4 Social S4.1 Tax payment

Contribution status S4.1.1 Tax payment status

Economic Environmental and Social

Impact in 2025About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 125

Primary Indicators Secondary Indicators Tertiary Indicators Location Primary Indicators Secondary Indicators Tertiary Indicators Location

S4.2.1 Policies and measures for participating in Social Contribution G1.2.2 Board of directors supervisory board and Governance Structure and local community construction management organizational structure and functions Governance Mechanisms

S4.2 Community co-

building G1.2 Organizational

S4.2.2 Contribution and impact on the local composition and functionsSocial Contribution G1.2.3 Appointment procedures and composition community Governance Structure and of the board of directors supervisory board and

management Governance Mechanisms

S4.3.1 Policies and measures for participating in

social welfare activities Social Contribution

G1 Governance

Strategy and Governance Structure and G1.3.1 Compensation plan for directors and supervisors

Organizational Governance Mechanisms

S4.3 Social welfare S4.3.2 Investment and effectiveness in Social Contribution Structure

activities participating in social welfare activities Data Overview Governance Structure and

G1.3 Compensation G1.3.2 Transparency of the board's compensation

management Governance MechanismsS4 Social S4.3.3 Development of an inclusive and accessible

Contribution environment Social Contribution Governance Structure and

G1.3.3 Reasonableness of management compensation Governance Mechanisms

S4.4.1 Industrial transformation Rural Revitalization Occupational Health and Safety

Risk Control and Compliance

S4.4.2 Rural revitalization and regional G2.1.1 Internal audit Management

collaborative development Rural Revitalization

S4.4 National strategy

response G2.1 Internal control Risk Control and Compliance S4.4.3 Belt and Road initiative and overseas

responsibility performance Rural Revitalization G2.1.2 Internal control structure mechanisms and Managementprocesses Complaint Mechanism and

Whistleblower Protection System

S4.4.4 Industry-specific features and other social

responsibility performance Rural Revitalization

Anti-commercial Bribery and Anti-

G2 Standardized G2.2.1 Integrity construction system standards

corruption

Complaint Mechanism and

Governance

Governance G2.2 Business integrity Whistleblower Protection System

G2.2.2 Effectiveness of integrity construction measures Anti-commercial Bribery and Anti-corruption

Primary Indicators Secondary Indicators Tertiary Indicators Location

Anti-unfair Competition

Governance Structure and G2.3.1 Fair competition system standards Complaint Mechanism and G1.1.1 Governance strategy formulation Governance Mechanisms G2.3 Fair competition Whistleblower Protection System

G1.1.2 Governance strategy supervision process Governance Structure and G2.3.2 Effectiveness of fair competition measures Anti-unfair Competition

G1.1 Governance strategy Governance Mechanisms

and processes

G1 Governance G1.1.3 Governance strategy approval and review Governance Structure and G3.1.1 Investor relations management strategy Investor Relations Management

Strategy and process Governance Mechanisms G3 Investor

Organizational Relations G3.1 Investor relations

Structure G3.1.2 Investor communication Investor Relations Management

G1.1.4 Leadership through Party governance Party Building Management and management

Shareholder Rights

G3.1.3 Establishment of the investor relations Investor Relations Management

Governance Structure and department

G1.2 Organizational Governance Mechanisms

composition and functions G1.2.1 Ownership responsibilities Risk Control and Compliance

ManagementAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 126

Primary Indicators Secondary Indicators Tertiary Indicators Location ESRS Index

Governance Structure and

G3.2.1 Shareholders' meetings Governance Mechanisms

Investor Relations Management European sustainability reporting standards (ESRS) Location/omission

G3.2.2 Shareholder communication practices Communications with

G3.2 Shareholder rights Stakeholders

G3 Investor ESRS 2 General Disclosures

Relations

Management and Governance Structure and G3.2.3 Shareholders' right to information and decision- BP-1 General basis for the preparation of sustainability statements About This Report

Shareholder Rights making participation Governance Mechanisms

Investor Relations Management

BP-2 Disclosures in relation to specific circumstances Not covered in this report

G3.3.1 Credit evaluation status Not covered in this report

G3.3 Creditor rights Governance Structure and

GOV-1 The role of the administrative management and supervisory bodies

G3.3.2 Bond market compliance Not covered in this report Governance Mechanisms

G4.1.1 Financial information disclosure Investor Relations Management Governance Structure and

G4.1 Information Information provided to and sustainability matters addressed by the undertaking's Governance Mechanisms

G4 Information disclosure system

GOV-2 administrative management and supervisory bodies Risk Control and Compliance

G4.1.2 Non-financial information disclosure Investor Relations Management

Disclosure Management

Transparency

G4.2 Quality of information G4.2.1 Regular monitoring auditing and evaluation of Disclosed in its 2025 Annual Governance Structure and

disclosure disclosures Report GOV-3 Integration of sustainability-related performance in incentive schemes Governance Mechanisms

Occupational Health and Safety

Risk Control and Compliance

G5.1.1 Compliant operation system Management Management of Material TopicsAnti-commercial Bribery and Anti- GOV-4 Statement on due diligence Sustainability Risk Management

corruption Supply Chain Security

Risk Control and Compliance Risk Control and Compliance

G5.1.2 Development of the compliance system ManagementG5.1 Compliant operation GOV-5 Risk management and internal controls over sustainability reporting ManagementAnti-commercial Bribery and Anti- Sustainability Risk Management

corruption

Strategic Vision

Risk Control and Compliance Climate Strategy

G5.1.3 Specific process of compliance review Management SBM-1 Strategy business model and value chain Supply Chain Security

G5 Compliant Anti-commercial Bribery and Anti- Safety and Quality of Products and

Operation and Risk corruption Services

Management

G5.2.1 Risk identification and early warning Risk Control and Compliance Management SBM-2 Interests and views of stakeholders

Communications with

Stakeholders

G5.2.2 Risk control and tracking Risk Control and Compliance Management of Material TopicsManagement

SBM-3 Material impacts risks and opportunities and their interaction with strategy and business Risk Control and Compliance

G5.2 Risk management model Management

Risk Control and Compliance Sustainability Risk Management

Management

G5.2.3 Risk reporting and management Anti-commercial Bribery and Anti- Management of Material Topicscorruption IRO-1 Description of the processes to identify and assess material impacts risks and opportunities Risk Control and Compliance

Anti-unfair Competition Management

Data OverviewAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 127

European sustainability reporting standards (ESRS) Location/omission European sustainability reporting standards (ESRS) Location/omission

About This Report Climate Change Tackling

IRO-2 Disclosure requirements in ESRS covered by the undertaking's sustainability statement Management of Material Topics E2-4 Pollution of air water and soil Pollutant Discharge

Appendix Waste Disposal

ESRS E1 Climate Change Climate Change Tackling

E2-5 Substances of concern and substances of very high concern Pollutant Discharge

Waste Disposal

E1-1 Transition plan for climate change mitigation Climate Change Tackling

E2-6 Anticipated financial effects from pollution-related impacts risks and opportunities Not covered in this report

E1-2 Policies related to climate change mitigation and adaptation Climate Change Tackling

ESRS E3 Water and Marine Resources

Climate Change Tackling

E1-3 Actions and resources in relation to climate change policies Circular Economy

E3-1 Policies related to water and marine resources Usage of Water Resources

E1-4 Targets related to climate change mitigation and adaptation Environmental

E3-2 Actions and resources related to water and marine resources Usage of Water Resources

E1-5 Energy consumption and mix Energy UsageData Overview E3-3 Targets related to water and marine resources Usage of Water Resources

E1-6 Gross Scopes 1 2 3 and Total GHG emissions Climate Change TacklingData Overview E3-4 Water consumption Usage of Water ResourcesData Overview

E1-7 GHG removals and GHG mitigation projects financed through carbon credits Not covered in this report

E3-5 Anticipated financial effects from water and marine resources-related impacts risks and opportunities Not covered in this report

E1-8 Internal carbon pricing Not covered in this report

ESRS E4 Biodiversity And Ecosystems

E1-9 Anticipated financial effects from material physical and transition risks and potential Climate Change Tacklingclimate-related opportunities Management of Material Topics E4-1 Transition plan and consideration of biodiversity and ecosystems in strategy and business model Not covered in this report

ESRS E2 Pollution

E4-2 Policies related to biodiversity and ecosystems Ecosystems and Biodiversity Protection

E2-1 Policies related to pollution Pollutant DischargeWaste Disposal

E4-3 Actions and resources related to biodiversity and ecosystems Ecosystems and Biodiversity Protection

E2-2 Actions and resources related to pollution Pollutant DischargeWaste Disposal

E4-4 Targets related to biodiversity and ecosystems Not covered in this report

Environmental

E2-3 Targets related to pollution Environmental Compliance E4-5 Impact metrics related to biodiversity and ecosystems change Ecosystems and Biodiversity

Management ProtectionAbout This Chairman's Strategic Management of Communications Sustainability

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European sustainability reporting standards (ESRS) Location/omission European sustainability reporting standards (ESRS) Location/omission

E4-6 Anticipated financial effects from biodiversity and ecosystem-related risks and opportunities Not covered in this report S1-8 Collective bargaining coverage and social dialogue Employee Communication

ESRS E5 Resource Use and Circular Economy S1-9 Diversity metrics Equal EmploymentData Overview

Energy Usage

E5-1 Policies related to resource use and circular economy S1-10 Adequate Wages Employee Compensation and Circular Economy Benefits

Climate Change Tackling

E5-2 Actions and resources related to resource use and circular economy S1-11 Social protection Employee Compensation and Circular Economy Benefits

E5-3 Targets related to resource use and circular economy Environmental S1-12 Persons with disabilities Data Overview

E5-4 Resource inflows Circular Economy

S1-13 Training and skills development metrics Talent DevelopmentData Overview

E5-5 Resource outflows Circular Economy

S1-14 Health and safety metrics Occupational Health and SafetyData Overview

E5-6 Anticipated financial effects from resource use and circular economy-related impacts risks and opportunities Not covered in this report

S1-15 Work-life balance metrics Employee Compensation and Benefits

ESRS S1 Own Workforce

S1-16 Remuneration metrics (pay gap and total remuneration) Data Overview

S1-1 Policies related to own workforce Human Rights Protection

S1-17 Incidents complaints and severe human rights impacts Human Rights Protection

S1-2 Processes for engaging with own workforce and workers' representatives about impacts Employee Communication

ESRS S2 Workers in the Value Chain

S1-3 Processes to remediate negative impacts and channels for own workforce to raise concerns Employee Communication

S2-1 Policies related to value chain workers Supply Chain Security

Taking action on material impacts on own workforce and approaches to managing material Human Rights Protection

S1-4 risks and pursuing material opportunities related to own workforce and effectiveness of Human Rights Protection

those actions Employee Communication S2-2 Processes for engaging with value chain workers about impacts Supply Chain SecurityHuman Rights Protection

S1-5 Targets related to managing material negative impacts advancing positive impacts and Equal Employmentmanaging material risks and opportunities Human Rights Protection S2-3 Processes to remediate negative impacts and channels for value chain workers to raise Supply Chain Securityconcerns Human Rights Protection

S1-6 Characteristics of the undertaking's employees Equal EmploymentData Overview Taking action on material impacts on value chain workers and approaches to managing

S2-4 material risks and pursuing material opportunities related to value chain workers and Supply Chain Security

effectiveness of those action Human Rights Protection

S1-7 Characteristics of non-employees in the undertaking's own workforce Data OverviewAbout This Chairman's Strategic Management of Communications Sustainability

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European sustainability reporting standards (ESRS) Location/omission European sustainability reporting standards (ESRS) Location/omission

S2-5 Targets related to managing material negative impacts advancing positive impacts and Supply Chain Security Supply Chain Securitymanaging material risks and opportunities Human Rights Protection G1-2 Management of relationships with suppliers Equal Treatment of Small and

Medium-sized Enterprises

ESRS S3 Affected Communities

Anti-commercial Bribery and Anti-

corruption

S3-1 Policies related to affected communities Social Contribution G1-3 Prevention and detection of corruption and bribery Complaint Mechanism and

Whistleblower Protection System

S3-2 Processes for engaging with affected communities about impacts Social Contribution

Anti-commercial Bribery and Anti-

G1-4 Incidents of corruption or bribery corruption

S3-3 Processes to remediate negative impacts and channels for affected communities to raise concerns Social Contribution

Data Overview

G1-5 Political influence and lobbying activities Not covered in this report

Taking action on material impacts on affected communities and approaches to managing

S3-4 material risks and pursuing material opportunities related to affected communities and Social Contribution

effectiveness of those actions G1-6 Payment practices Equal Treatment of Small and Medium-sized Enterprises

S3-5 Targets related to managing material negative impacts advancing positive impacts and managing material risks and opportunities Social Contribution

ESRS S4 Consumers and End-users

S4-1 Policies related to consumers and end-users Safety and Quality of Products and Services

S4-2 Processes for engaging with consumers and end-users about impacts Safety and Quality of Products and Services

S4-3 Processes to remediate negative impacts and channels for consumers and end-users to Safety and Quality of Products and raise concerns Services

Taking action on material impacts on consumers and end-users and approaches to

S4-4 managing material risks and pursuing material opportunities related to consumers and Safety and Quality of Products and

end-users and effectiveness of those actions Services

S4-5 Targets related to managing material negative impacts advancing positive impacts and Safety and Quality of Products and managing material risks and opportunities Services

ESRS G1 Business Conduct

G1-1 Business conduct policies and corporate culture Business ConductAbout This Chairman's Strategic Management of Communications Sustainability

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ISSB Index

IFRS S1

Core Elements Disclosure Recommendations Disclosure Placement Core Elements Disclosure Recommendations Disclosure Placement

Governance Structure and a) The processes and related policies the entity uses to identify assess

a) The governance body(s) (which can include aboard committee or Governance Mechanisms prioritize and monitor sustainability-related risks including information

equivalent body charged with governance) or individual(s) responsible Management of Material TopicsRisk Control and Compliance about: the inputs and parameters the entity useswhether and how the

for oversight of sustainability-related risks and opportunities. Sustainability Risk ManagementManagement entity uses scenario analysis to inform its identification of sustainability- Risk Control and Compliance

Governance related risks whether and how the entity prioritizes sustainability-related Management

risks how the entity assesses the nature likelihood and magnitude of the

Governance Structure and

b) Management's role in the governance processes controls and procedures effects of those risks.Governance Mechanisms

used to monitor manage and oversee sustainability-related risks and Risk Control and Compliance

opportunities. Management Risk Management b) The processes the entity uses to identify assess prioritize and monitor

sustainability-related opportunities including: whether and how the Management of Material Topics

entity uses scenario analysis to inform its identification of sustainability- Sustainability Risk Management

a) The sustainability-related risks and opportunities that could reasonably related opportunities.be expected to affect the entity's prospects within the time horizons— Management of Material Topics

short medium or long term. Sustainability Risk Management

c) The extent to which and how the processes the entity uses to Sustainability Risk Management

b) The current and anticipated effects of sustainability-related risks and identify assess prioritize and monitor sustainability-related risks and Risk Control and Compliance

opportunities on the entity's business model and value chain and where Management of Material Topics opportunities are integrated into and inform the entity's overall risk Management

in the entity's business model and value chain sustainability-related risks Sustainability Risk Management management process.and opportunities are concentrated

Environmental

c) How the entity has responded to and plans to respond to sustainability- a) Metrics required by an applicable IFRS Sustainability Disclosure Standard. Social

related risks and opportunities in its strategy and decision-making and Governance

the progress against plans the entity has disclosed in previous reporting Management of Material Topics

periods including quantitative and qualitative information and trade- Sustainability Risk Management

offs between sustainability-related risks and opportunities that the entity b) Metrics the entity uses to measure and monitor sustainability-related risks EnvironmentalMetrics and

Strategy considered. Targets or opportunities and its performance in relation to that sustainability- Social

related risk or opportunity. Governance

d) The quantitative and qualitative effects of sustainability-related risks and

opportunities on the entity's financial position financial performance Environmental

and cash flows for the reporting period and the sustainability-related c) Any targets the entity has set it is required to meet by law or regulation. Social

risks and opportunities identified for which there is a significant risk of Governance

a material adjustment within the next annual reporting period to the Management of Material Topics

carrying amounts of assets and liabilities reported in the related financial Sustainability Risk Management

statements and how the entity expects its financial position financial

performance and cash flows to change over the short medium and

long term given its strategy to manage sustainability-related risks and

opportunities.e) The resilience of the entity's strategy and its business model to those Management of Material Topics

sustainability-related risks Sustainability Risk ManagementAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 131

IFRS S2

Core

Elements Disclosure Recommendations Disclosure Placement

Core

Elements Disclosure Recommendations Disclosure Placement

Governance Structure and a) The processes and related policies the entity uses to identify assess prioritize

a) The governance body(s) (which can include a board committee or equivalent Governance Mechanisms and monitor climate-related risks including information about: the inputs and Management of Material Topics

body charged with governance) or individual(s) responsible for oversight of Risk Control and Compliance parameters the entity uses whether and how the entity uses climate-related Sustainability Risk Management

climate-related risks and opportunities. Management scenario analysis to inform its identification of climate-related risks whether and Risk Control and Compliance

how the entity prioritizes climate-related risks how the entity assesses the nature Management

Governance likelihood and magnitude of the effects of those risks

Governance Structure and

b) Management's role in the governance processes controls and procedures used to Governance Mechanisms Risk

monitor manage and oversee climate-related risks and opportunities Risk Control and Compliance Management b) The processes the entity uses to identify assess prioritize and monitor climate-

Management related opportunities including information about whether and how the entity Management of Material Topics

uses climate-related scenario analysis to inform its identification of climate-related Sustainability Risk Management

opportunities.a) The climate-related risks and opportunities that could reasonably be expected

to affect the entity's prospects within time horizons—short medium or long Management of Material Topics

term whether the entity considers the risk to be a climate-related physical risk or Sustainability Risk Management c) The extent to which and how the processes for identifying assessing prioritizing Sustainability Risk Management

climate-related transition risk and monitoring climate-related risks and opportunities are integrated into and Risk Control and Compliance

inform the entity's overall risk management process. Management

b) The current and anticipated effects of climate-related risks and opportunities on

the entity's business model and value chain and where in the entity's business Management of Material Topics

model and value chain climate-related risks and opportunities are concentrated. Sustainability Risk Management a) The cross-industry metric categories of greenhouse gas emissions internal carbon

prices the percentage of executive management remuneration recognized in the

current period that is linked to climate-related considerations capital deployment Greenhouse Gas ("GHG")

c) Information about how the entity has responded to and plans to respond to towards climate-related risks and opportunities the amount and percentage of Emissions Management

climate-related risks and opportunities in its strategy and decision-making Management of Material Topics assets or business activities vulnerable to climate-related risks and opportunities.including how the entity sets targets how the entity is resourcing and quantitative Sustainability Risk Management

and qualitative information about the disclosed progress of plans. Metrics and

Targets b) Industry-based metrics that are associated with one or more particular business

models activities or other common features that characterize participation in an Greenhouse Gas ("GHG")

d) The quantitative and qualitative effects of those climate-related risks and industry. Emissions Management

opportunities on the entity's financial position financial performance and

Strategy cash flows for the reporting period the climate-related risks and opportunities

identified in paragraph 16(a) for which there is a significant risk of a material Management of Material Topics c) The quantitative and qualitative climate-related targets the entity has set or it Environmental

adjustment within the next annual reporting period to the carrying amounts

of assets and liabilities reported in the related financial statements and how Sustainability Risk Management

is required to meet by law or regulation progress towards reaching the target Social

information about its performance and each greenhouse gas emissions target. Governance

the entity expects its financial position financial performance and cash flows

to change over the short medium and long term given its strategy to manage

climate-related risks and opportunities.e) The entity's assessment of its climate resilience including the entity's assessment

for its strategy and business model the significant areas of uncertainty considered

in the entity's assessment of its climate resilience and the entity's capacity to

adjust or adapt its strategy and business model to climate change over the short

medium and long term. The entity shall use climate-related scenario analysis Management of Material Topics

to assess its climate resilience and disclose how and when the climate-related Sustainability Risk Management

scenario analysis was carried out including information about the inputs the

entity used the key assumptions the entity made in the analysis and the reporting

period in which the climate-related scenario analysis was carried out.About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 132

Independent Assurance StatementAbout This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 133About This Chairman's Strategic Management of Communications Sustainability

Report Statement Vision Material Topics with Stakeholders Governance Environmental Society Governance Appendix 134厦门国贸集团股份有限公司 http://www.itg.com.cn/

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