Stock code: 688390

GoodWe 2025

Sustainability Report

GoodWe Technologies Co. Ltd.Address: No. 93 Tayuan Road High-tech Zone Suzhou City Jiangsu Province China

Website: https://www.goodwe.com/

TEL: 0512-629160502025 Sustainability Report

About This Report 01 WE Innovate 91

About GoodWe 05 Collaborative Empowerment Value Upgrading

Sustainable Development Governance 15 R&D and Innovation 93

Product Quality Management 99

Feature 31

Customer Relationship Management 104

Data Security and Privacy Protection 112

WE Govern 39 Digital Transformation 114

Sustainable Supply Chain 120

Standardizing Governance to Consolidate a Solid Foundation

Corporate Governance 41

Business Ethics 46 WE Care 131

Risk and Compliance Management 52 Humanistic Care Responsibility and Commitment

Employee Recruitment and Rights 133

WE Sustain 55 Employee Training and Development 140

Leading the Low-Carbon Transition to Fulfill Our Mission Occupational Health and Safety 145

Social Responsibility and Public Welfare 150

Environmental Compliance Management 57

Climate Change Response 59

Resource Utilization and Circular Economy 70 Appendix 157

Pollutant and Waste Management 78

Product Lifecycle Management 83 ESG Certification 157

Biodiversity Conservation 87 ESG Performance 159

Report Index 175

Independent Assurance Statement 182

Feedback 185

CONTENTS2025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

ABOUT THIS REPORT

This is the second Sustainability Report issued by GoodWe Technologies Co. Ltd. and the fifth report on Environmental Social and Reporting Principles

Governance (ESG)-related information. Published in April 2026 it has been reviewed and approved by the Company’ s Board of Directors

(hereinafter referred to as “the Board” ). The report aims to disclose to all stakeholders our sustainability principles management Stakeholder Inclusivity

approaches and practices and the results achieved across operations. The Company identifies key operation-related topics concerned by various stakeholders which are taken as the core focus of this report.Sustainable Development Context

This report presents corporate performance against a broad sustainable development backdrop including environmental carrying capacity

Reporting Period social progress and the UN SDGs rather than elaborating on its performance in isolation.This report covers the period from January 1 2025 to December 31 2025 with subsequent events addressed in the corresponding sections Materiality

of the main text. While disclosing material topics in this report the Company takes into account the characteristics of its industry and business operations.For the process and results of the materiality analysis please refer to the chapter “ESG Topic Materiality Assessment” in this report.Accuracy

Reporting Scope The Company endeavors to ensure all information contained in this report is accurate and reliable. For quantitative data herein the

statistical scope calculation basis and assumptions have been clearly specified ensuring calculation discrepancies will not mislead users of

The scope of this report covers GoodWe Technologies Co. Ltd. and its subsidiaries. Unless otherwise stated the scope of this report is the report. The quantitative information and annotation information are detailed in the appendix “ESG Performance Table ” of this report.consistent with the scope of GoodWe’ s (stock code: 688390) consolidated financial statements for the same period. The abbreviations of

Balance

companies mentioned in the report are listed as follows:

This report presents objective and factual content with impartial disclosure of both positive and negative information relating to the

Company.Full Name Abbreviation Operation Type Clarity

This report is issued in Simplified Chinese and English. It contains tables diagrams company name lists and other visual aids to supplement

GoodWe the Company We Global headquarters

GoodWe Technologies Co. Ltd. Production the text helping stakeholders better understand the content. A table of contents and an ESG standard benchmarking index are also provided

Suzhou factory

to enable stakeholders to access information efficiently.GoodWe (Guangde) Power Supply

GoodWe (Guangde) Guangde factory Production

Technology Co. Ltd. Comparability

Cases and data quoted in this report are sourced from the Company’ s original operational records and financial statements. All disclosed data

Foshan Goodheat Technology Ltd. GoodHeat Shunde factory Production are traceable in terms of sources and calculation methods and are available for external verification and review.GoodWe Vietnam Technology Co. Ltd. GoodWe Vietnam Vietnam factory Production

Jiangsu Yude New Energy Technology Co. Ltd. Yude New Energy Non-Production Disclosure Notes

Nanjing Shawllar * The data in this report is primarily sourced from the Company’ s official documents and publicly disclosed information and may be used to SHAWLLAR Energy Technology Co. Ltd. Non-Production

support external verification audits.* The financial data in this report comes from the Company’ s 2025 Annual Report which has been audited by an independent third party.Unless otherwise specified all figures are denominated in RMB. If the relevant financial data does not match the Company’ s annual

Reporting Standards report the annual report shall prevail.* This report has been prepared in accordance with the Guidelines No. 14 of Shanghai Stock Exchange for Self-Regulation of Listed

Companies—Sustainability Report (For Trial Implementation) and the Guide No. 4 of Shanghai Stock Exchange for Self-Regulation of Listed

Companies—Sustainability Reports. Report Access

* It also references authoritative standards and guidelines such as the Global Reporting Initiative (GRI) Standards issued by the Global This report is available in Simplified Chinese and English. If there is any ambiguity in the understanding of the Chinese and English texts

Sustainability Standards Board (GSSB) the United Nations Sustainable Development Goals (SDGs) and the Ten Principles of the United please refer to the Simplified Chinese version. The electronic version of the report can be obtained through GoodWe’ s official website the

Nations Global Compact (UNGC). Shanghai Stock Exchange and Cninfo website.

01 022025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

MESSAGE FROM THE CHAIRMAN Responsibility as the Backbone: Uniting the Ecosystem Through Co-creation and Shared Success

Sustainable development is never a solitary endeavor—it is about moving from “me” to “we” advancing together through collective strength.We value every relationship built on trust and embed the culture of responsibility into our ecosystem development: for our employees we

break down organizational barriers and foster an inclusive environment for growth enabling every GoodWe team member to realize their“In the future every household every building every factory and every industrial park will become energy prosumers achieving energyvalue and share in the rewards as we execute our strategy.independence and making green energy accessible to everyone.”

At the 2025 ESG and High-Quality Development Innovation Forum hosted by Guangdong Times Media Group we jointly launched the Supply

Looking back at 2025 we stand at the dual juncture of industry transformation and corporate upgrading and profoundly aware that the Chain ESG Stewardship Initiative (SCSI) together with 12 leading enterprises establishing a green management system that spans the entire

photovoltaic (PV) sector has entered a critical phase of shifting from scale expansion to high-quality development. As a dedicated player in lifecycle. Through a digital procurement platform we enhance transparency and jointly build a cooperative win-win ecosystem. For society

the clean energy field GoodWe remains steadfast in the belief that every ray of sunshine carries a green promise and each technological we promote the application of photovoltaic technology to support rural revitalization participate in power demand response through Virtual

breakthrough embodies our commitment to sustainability. This ESG Report is not only a summary of our past practices but also a solemn Power Plant (VPP) solutions and leverage technology to drive the development of new power systems and innovative business models.declaration of fulfilling our sustainability commitments under the guidance of our “generation-grid-load-storage-intelligence integration”

strategy. In 2025 amid adjustments and iterations the industry emerged from the growing pains of “involution” and embarked on a path of

rational growth. Technological innovation has become the core driver for breaking existing barriers while the green transition continues to Governance as the Root: Strengthening the Foundation for Steady and Compliant Growth

gain unstoppable momentum. New energy is no longer just a supplement to traditional energy sources. It is increasingly taking shape as We build a solid foundation for sustainable progress through robust governance deeply integrating ESG principles and the

new-type power systems advancing in parallel with AI technology through deep integration. Similarly photovoltaics have evolved beyond “generation-grid-load-storage-intelligence integration” strategy into decision-making and operations. In 2025 the Company refined its

mere power generation devices; they are now new materials deeply integrated with energy consumption scenarios merging with governance structure strengthened internal controls and adhered strictly to compliance principles. Moving away from reckless expansion

infrastructure under the “building-as-power-station” model. This highly aligns with the Company’ s five-year strategic framework of and high-debt models we have earned long-term trust from all stakeholders through prudent and steady conduct.“generation-grid-load-storage-intelligence integration” . While technology must advance in response to new application scenarios and

energy consumption characteristics only by taking “intelligence” as the core and promoting innovation throughout the full energy value In our global expansion we uphold compliance as our baseline promoting coordinated development across markets in Australia Europe

chain including social division of labor value sharing policy formulation and industrial collaboration can commercial and social value Asia Africa and Latin America. In the era of frequent disputes we bridge gaps in the global adoption of new energy by respecting and

achieve synergistic growth. This further reinforces our conviction: a company’ s worth lies not only in commercial success but also in its adhering to the regulations of each market. We also enhance transparency in information disclosure and establish a principled

respect for the environment commitment to society and dedication to sound governance. people-centric global supply chain compliance system underpinned by excellent supply chain ESG management.Green Development as the Foundation: Establishing the Ecosystem Centered on “Generation Intelligence as the Soul: Embarking on a New Journey Toward a Zero-Carbon FutureGrid Load Storage and Intelligence” Standing at the threshold of 2026 as the global energy transition surges forward “generation-grid-load-storage-intelligence integration”

remains at the core of GoodWe’ s development strategy. With annual milestones guiding our progress we are accelerating product

We have consistently integrated environmental responsibility into our developmental DNA firmly believing that the sustainability of a clean integration and platform openness to enable intelligent global energy resource dispatch.energy enterprise stems from reverence and respect for nature. In 2025 guided by the “generation-grid-load-storage-intelligenceintegration” strategy we have embedded green practices across our operations: promoting green upgrades in production steadily reducing Looking ahead we will deepen technological innovation developing key product lines such as the ESA series and improving energy

energy consumption conducting full lifecycle carbon verification for multiple core products and obtaining carbon footprint certification efficiency through AI-driven EMS systems. We will expand the replication of zero-carbon solutions scaling from park-level projects to

and EPD (Environmental Product Declaration) certification laying a low-carbon foundation from the source. city-wide layouts thereby contributing to the realization of the “Dual Carbon” goals. Through platform-based transformation we will connect

energy devices worldwide and advance toward our vision of “Pioneering a new era of global smart energy” dedicating GoodWe’ s strength to

At the application level we have supported the Guangde Economic Development Zone in Xuancheng City Anhui Province in being shortlisted for a more livable planet.China’ s first “National-level Zero-carbon Park” construction list. Leveraging smart microgrids and the Smart Energy WE Platform for intelligent

regulation we have built a demonstration scenario of “generation-grid-load-storage-intelligence integration” . Concurrently we are advancing The path ahead is long but every step forward brings us closer. Guided by solar power and driven by intelligence GoodWe will continue to

collaborative product innovation by connecting the “PV storage thermal” chain achieving deep integration of heat pumps with forge ahead steadily advancing its strategy of “Becoming the pioneer in generation-grid-load-storage-intelligence integration co-creating aphotovoltaic-storage systems and enabling clean energy substitution in high-energy-consumption scenarios. Our commercial and industrial new ecosystem for energy prosumers” and writing a new chapter in sustainable development.energy storage solutions are expanding their global reach which embodies our philosophy of “Powered by Light Dedicated to Green” .

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ABOUT Company Profile

GOODWE GoodWe Technologies Co. Ltd. (SSE STAR Market stock code: 688390) founded in 2010 and headquartered in Suzhou National High-tech Industrial Development Zone is a high-tech

enterprise specializing in the conversion and storage of renewable energy power

equipment and energy management. Centered on reducing electricity costs and improving PV hybrid inverter PCS power

energy efficiency and dedicated to multi-energy complementarity and energy value PV grid-connected inverters conversion systems (PCSs) Energy storage PCS

creation the Company integrates independent research and development production

s a l e s a n d s e r v i c e s . G o o d We ’ s s t r a t e g i c d e v e l o p m e n t i s c e n t e r e d o n t h e

“generation-grid-load-storage-intelligence integration” approach. Its main products

include PV grid-connected inverters PV hybrid inverter PCS power conversion systems

(PCSs) energy storage PCS energy storage battery systems Building-Integrated

Photovoltaics (BIPV) EV chargers air source heat pumps smart data loggers and the Building-Integrated

Smart Energy WE Platform. Energy storage battery systems Photovoltaics (BIPV) EV chargers

Air source heat pumps Smart data loggers Smart Energy WE Platform.Corporate Culture

Vision Driving the World’ s Smart Energy Future

Mission We are determined to become a major driving force in the global energy transition building a sustainable future.Values Customer-Centric: Emphasize meeting customers’ needs and providing high-quality services

Dedication-Driven: Respect and motivate those employees who strive for the Company’ s goals

Truth-Seeking and Pragmatic: Pursue practical effects and executable strategies

Collaborative and Innovative: Encourage teamwork and constantly seek new methods and solutions

Co-Creation and Win-Win: Pursue common growth with employees partners and customers

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“Generation-Grid-Load-Storage-Intelligence Integration” StrategyGoodWe has established its brand strategic goal of “Becoming the pioneer in generation-grid-load-storage-intelligence integrationco-creating a new ecosystem for energy prosumers” . It aims to create an energy prosumer system accessible to everyone enabling

consumers to produce and consume green electricity locally. This vision is reflected in collaborative innovation across five dimensions:

Generation Grid Load Storage Intelligence

Power Self-Sufficiency Network Flexibilization Load Resource Utilization Energy Autonomy Value Maximization

Strategic Planning C e n t e r e d o n p o w e r e l e c t r o n i c s We rely on grid-forming technology We integrate core diversified adjustable Through technological innovation and S u p po r te d by A I - d r i ve n i n te l l i g e n t

technologies such as PV inverters and a n d microgrid technology to build a l o a d s s u c h a s h e a t p u m p s a n d E V iteration of residential commercial & collaboration and centered on the Smart

combined with applications including self-sustaining and stable local energy chargers and aggregate them into an industrial and utility-scale energy storage Energy WE Platform we realize digital

Building-Integrated Photovoltaics (BIPV) network. Virtual Power Plants (VPPs) are interruptible and adjustable flexible products we realize deep integration of a n d i n t e l l i g e n t m a n a g e m e n t o f

and balcony PV systems we transform used to aggregate distributed resources resource pool through technical means photovoltaic and energy storage. Energy distributed PV storage charging and

buildings into power generation units upgrading users from passive power enabling par ticipation in the power storage acts as an “electricity warehouse” consumption and drive the efficient

turning electricity users into energy receivers to flexible regulation nodes auxiliary service market. This transforms optimizing charging and discharging operation of Virtual Power Plants (VPPs).prosumers and establishing a closed loop t h at a c t i ve l y p a r t i c i p ate i n syste m traditional electricity consumption through AI a lgorithm prediction to The platform provides full-chain services

of local consumption where "power balancing. patterns into a system-level flexible load increase the self-consumption rate of covering forecasting decision-making

comes from nearby". control tool that benefits the entire power green power effectively hedge against and trading helping prosumers gain

grid. electricity price fluctuations and ensure d i v e r s i fi e d v a l u e s u c h a s p o w e r

the economic efficiency and energy generation revenue ancillary service

autonomy of prosumers. compensation electricity spot arbitrage

and carbon asset gains.Latest Progress * Global cumulative shipments of PV * The full range of grid-forming energy * GoodHeat subsidiaries have developed * We p r ov i d e f u l l - s c e n a r i o e ne rg y * The Smart Energy WE Platform manages

inverters have exceeded 100 GW. s t o r a g e p r o d u c t s s u p p o r t s t h e high-efficiency “PV direct-driven” and storage solutions. over 10 GW of PV-storage-charging

construction of self-operating local “PV full-driven” heat pumps directly resources and enables city-level Virtual

* Based on its pioneering ultra-thin glass * Residential hybrid inverter PCS power

microgrids enhancing grid resilience addressing the pain points of coupling Power Plant (VPP) dispatch.lightweight module technology BIPV c o nve r s i o n sys te m s ( P C S s ) h ave

and energy autonomy. heating cooling hot water and thermalproducts set a new benchmark for obtained the “National Champion * Our subsidiary Yude New Energy offersstorage with new energy significantly

lightweight PV components. M a n u fa c t u r e r i n S i n g l e P r o d u c t turnkey projects completing the value

reducing users' energy costs andCategory” certification. loop of “Energy-as-a-Service” (EaaS).carbon emissions.

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Global Presence GoodWe Global Headquarters 5 R&D Centers 5 Production BasesSuzhou Shenzhen Wuhan Nanjing and

Suzhou China

Shunde in China

GoodWe has long focused on R&D production and sales of new energy power equipment such as solar and energy storage

systems. The Company has developed over twenty series of grid-tied and energy storage PV inverters with a power range

covering 0.7-350 kW. It is committed to providing integrated smart energy management solutions for residential commercial 12 Overseas Subsidiaries

industrial and utility-scale applications. As one of China’ s earliest PV inverter companies to enter the global market GoodWe ● represents overseas subsidiaries

maintains its roots in China while operating five R&D centers and four production bases worldwide. All production facilities

adhere to unified high-quality standards manufacturing PV inverters energy storage systems Building-Integrated

Photovoltaics (BIPV) EV chargers and heat pumps. With its reliable products and solutions the Company serves over 100 Suzhou Factory China Guangde Factory

countries and regions. Its strong market performance has gained international recognition securing its consecutive inclusion 30 Global Customer Service Centers (Phase I & II Phase III) Chinain BloombergNEF’ s 2025 Global Tier 1 PV Inverter Manufacturers List as well as S&P Global Commodity Insights’ 2025 “PVInverter Manufacturer Tier 1” list.Poland

Holland

the United Kingdom Ukraine Shunde Factory China Haiphong Factory Vietnam

Turkey

the United Arab Emirates

Belgium

Russia

Portugal

China

Spain Korea

Japan

the United States Germany Vietnam

India

Mexico Greece

Italy Thailand

Malaysia

Brazil Singapore

South Africa

Chile

Australia

Argentina

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ESG Performance Highlights

Environmental Social Corporate governance

Total greenhouse gas (GHG) emissions R&D investment As a percentage of Customer satisfaction (domestic) Proportion of independent directors on the Board

operating revenue

1541112.331 tons of carbon dioxide equivalent (tCO?e) 613.6987 million RMB 6.90 % 95.12 % 50 %

Emission intensity

Number of invention patent Number of valid patents Completion rate of annual supplier Local procurement ratio Proportion of female directors on the Board:

1.73 applications CSR audit plan CO?e per RMB 10000 of revenue 244 769 100 % 99.73 % 33.33 %

Clean energy consumption

Total employee training hours Average training hours per Cumulative installed capacity of donated equipment Number of Board meetings held

employee

44575.84 tons of standard coal equivalent (tce) 87923.5 hours 19.69 hours 935.43 kW 8

Total number of business ethics training sessions

Self-produced renewable electricity consumption Workplace safety investment Cumulative on-the-job safety

training participants

350073.86 MWh 7.7464 million RMB 21354 64 person-times

Accounting for of total electricity consumption

Supplier Integrity Agreement Signing Coverage

84%100%

Cumulative number of products with carbon footprint certification

48

Cumulative number of products with EPD certification

30

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Recognition and Honors

In 2025 GoodWe achieved comprehensive breakthroughs in R&D innovation spanning from hardware products (such as the SDT G4 series

inverters and ESA all-in-one energy storage systems) to software platforms (the Smart Energy Large Model). In market expansion it

showcased leading solutions at major domestic and international exhibitions. In operational practices it established national benchmark

projects like the Guangde Zero-Carbon Park and Xuancheng Virtual Power Plant (VPP). This series of accomplishments fully demonstrates November 2025 December 2025 December 2025

GoodWe’ s technical prowess industry leadership and outstanding sustainable development governance capabilities as a smart energy

solutions provider.“2025 Energy Annual “Advanced Entity” Recognized as a member

Digitalization Leading of China Green Supply of the UNGC25Enterprise” Chain Alliance Sustainable Value Chain

2025 China International PV and Center for International Economic Leaders Alliance

June 2025 July 2025 October 2025 Energy Storage Industry and Technological Cooperation the UNGC Liaison Office in ChinaConference Ministry of Industry and Information

Technology

Global Top 10 New Energy National Champion Grade A in Information December 2025 December 2025

Brands Ranking Manufacturer in Single Disclosure Assessment

Asian Photovoltaic Industry Product Category for 2024-2025 Second Prize Energy Third Prize in the Special

Association Ministry of Industry and Information Shanghai Stock Exchange Saving & Emission Competition for

Technology Reduction and S&T Low-Carbon Park

June 2025 September 2025 Progress Innovation Technology Innovation

Award of the China and Application Practices

Global New Energy ESG Best Employer in Greater Energy Conservation at the 3rd Energy

Top 100 List Suzhou & Best AI-Driven Association 2025 (Carbon Electronics Industry

Global Green Energy Industry Case Award Neutrality Field) Innovation Competition

Council (GGEIC) New Energy Greater Suzhou Employer Brand Carbon Neutrality Committee of the Industry Development and

Industry Association for Asia and Research Center China Energy Conservation Promotion Center the Ministry of

the Pacific (NEIAAP) Asian Association Industry and Information

Photovoltaic Industry Association Technology

(APVIA)

Industry Ranking (2025) ESG Ratings

34 points November 2025

S&P Corporate Sustainability

Assessment (CSA)

AA July 2025

Wind ESG Rating

Tier 1 Tier 1 Top 2 PV Inverter Supplier Top 5 Management Gold Award AA January 2026

2025 Global PV Inverter Manufacturer 2025 PV Inverter Manufacturer Battery Supplier Australian Market Level B (82 Points / Ranked in Top 5%)

Bloomberg New Energy Finance S&P Global Commodities Sunwiz CDP Climate Change Questionnaire EcoVadis Sustainability Rating Sino-Securities Index Information

Service (Shanghai) ESG Rating

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SUSTAINABLE Sustainable Development Sustainability Vision

DEVELOPMENT Strategy G O O D WE

As a company committed to long-termism GoodWe integrates

GOVERNANCE sustainable development into its entire value chain spanning strategy operations and value creation. With a strong sense of Green Obligation Orchestration Digitalization WE-

mission and forward-looking vision the Company embeds Enercosystem

sustainability into its corporate culture and development

blueprint. While pursuing commercial value it proactively

shoulders social responsibilities fosters a symbiotic ecosystem

of economy environment and society and promotes the shared Green Orchestration WE-Enercosystem

sustainable development of the Company with its stakeholders

and society at large. We value the mission of ecological As a leading enterprise in the industrial We empower and bring together

conservation as the green chain we have not only established a investors suppliers customers

In 2021 the Company joined the United Nations Global Compact standard across all our sound internal ESG governance communities and other

(UNGC) resolutely implementing its ten principles on human businesses. We are committed to structure but also collaborated with stakeholders transforming them

rights labor environment and anti-corruption. Centered on driving the global low-carbon upstream and downstream partners to from fossil energy consumers into

smart energy GoodWe collaborates with global stakeholders to energy transition through build a transparent low-carbon and new energy prosumers. Together

support ecological conservation and humanity ’ s sustainable technological and business model resilient value chain. we build a new distributed smart

development. The Company actively responds to the UN innovation. energy ecosystem—a vivid

Sustainable Development Goals (SDGs) aligns its resource embodiment of our role as a major

priorities with its operational strategies and value creation force driving the energy transition.philosophy enhances its sustainable development capabilities

and ensures that its material topics are highly consistent with the

SDGs.To systematically address increasingly complex ESG guidelines

and market environments the Company established the

Sustainable Development Research Institute (SDRI) in 2023 and

has continuously expanded its mandate. Building on its original

functions of system operation and disclosure the SDRI has Obligation Digitalization

successively added key business areas including sustainable

supply chain management trade compliance management We shoulder comprehensive Leveraging AI algorithms and big data

dual-carbon strategic planning and digital empowerment. responsibilities throughout the product we drive the deep convergence of energy

lifecycle including supply chain security technology and digital technology to

employee development and community enhance the value of renewable energy

prosperity which forms the cornerstone for customers and improve operational

of the Company’ s sustainable efficiency.In 2025 guided by the GoodWe corporate philosophy we

development.deepened our presence in the smart energy sector. Through

technological innovation governance upgrading and ecological

collaboration we aspire to become a global ESG benchmark in

the new energy industry and build a new zero-carbon intelligent

and inclusive energy ecosystem providing core impetus for

advancing the global energy transition and safeguarding a

sustainable future for humanity.Sustainability Philosophy:

Energy for the Future Digitalization for

Shared Prosperity

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Sustainable Development Governance Established the Sustainable Development Established the ESG Strategy and Establ ished a dedicated team to Research Institute (SDRI) Management Committee conduct in-depth collaboration with

the supply chain

Governance Structure Develop the Group's ESG performance D e fi n e t h e C o m p a n y ' s m e d i u m a n d Conduct deep collaborative innovation in

evaluation system ensure ESG-compliant l o n g - te r m s u s t a i n a b l e d e ve l o p m e n t a r e a s s u c h a s t e c h n o l o g i c a l R & D

The Company has established a three-tier ESG governance structure covering the decision-making level planning and management level operations and disclosures create ESG s t r a t e g y o p t i m i z e t h e g o v e r n a n c e low-carbon management and compliance

and execution level ensuring efficient operations throughout the entire process from strategic planning to on-the-ground execution and digital tools and conduct brand promotion structure and coordinate overall resource enhancement form a cooperative model

providing solid organizational support for its sustainable development. To adapt to the Company’ s development needs and strengthen allocation and balanced governance across characterized by shared responsibilities

integrated ESG management GoodWe has specially set up an ESG Strategy and Management Committee. The Committee is tasked with the Company joint capability building and mutual value

formulating the Company’ s medium- and long-term sustainable development plans strengthening ESG risk and opportunity management creation

enhancing ESG disclosure capabilities and rating performance and promoting the effective advancement and implementation of

sustainable development strategies across the organization.The Company is committed to empowering sustainable management through digital transformation. Based on operational requirements and GoodWe Division of ESG Governance Responsibilities

ESG governance we have built integrated databases covering system operations supply chain sales support and ESG performance. These

provide foundational support for ESG data consolidation and analysis enabling data-driven sustainability decision-making. Simultaneously

the Company actively incorporates AI algorithm functionalities and automated processes into the front middle and back offices of ESG Decision- * Oversee and make decisions on the Company’ s sustainable development affairs Regularly review reports from the ESG making level

operations. While reducing costs and improving efficiency this has significantly enhanced the efficiency and quality of ESG compliance and Strategy and Management Committee Deliberate documents including the sustainability report ESG material issue solu-

business integration effectively contributing to the improvement of the Company’ s ESG ratings. tions key ESG project plans and internal policies.The Board

* Review and approve key ESG development topics to ensure the Company’ s core operational philosophy aligns with sustain-

GoodWe ESG Governance Framework ability principles.The Board Management * As the primary planning and management body for sustainability-related affairs it is responsible for formulating sustainabil-level ity strategies overseeing execution and organizing responses to external audits. Be led by the General Manager as the top

ESG Strategy management of all management systems.and * Report regularly to the Board and drive the effective implementation of the sustainability strategies formulated by the Board

Management within the Company.ESG Strategy and Management Committee Committee

Execution * `As a coordinating and internal advisory body it is responsible for formulating and advancing the Company’ s annual ESG

Sustainable double materiality topics as well as overseeing and tracking the implementation of various specialized initiatives. Compris-

Sustainable Development Research Institute Development es four subgroups: the Supply Chain ESG Compliance Team ESG Operations Team ESG Marketing Team and ESG R&D

Research Team. Their objectives are to ensure the smooth progress of the Company’ s system and certification efforts optimize the

Institute rectification of non-conformities identified in internal and external audits and continuously improve rating performance; to

establish a supply chain ESG management system and conduct supply chain ESG audits to ensure collaborative carbon

reduction and compliance across the supply chain; to expand the Company’ s external high-quality customer base build a

Supply Chain ESG ESG ESG ESG

Compliance Team Operations Team R&D Team Market Team smart energy ecosystem for joint market development and actively communicate ESG-related matters with stakeholders to

enhance disclosure compliance and transparency; to develop a digital system for the Company’ s ESG operations and over-

sight drive data governance and improve data quality to support decision-making.ESG Working Team ESG Working * In accordance with the ESG strategy and business performance indicators the Sustainable Development Research Institute

Team (SDRI) shall put forward proposals for key annual priority tasks which shall be reviewed and approved by the ESG Strategy and

Management Committee. The Committee shall appoint an ESG task leader to implement cross-departmental collaboration and

report regularly to the Committee on implementation progress and results. This ensures the full integration of sustainable

development concepts into the Company’ s annual operations and continuously improves the Company’ s ESG performance.

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Institutional System Stakeholder Engagement

The Company has systematically sorted out and formulated management policies covering the three dimensions of environment society

and governance forming a structured policy system. This system not only responds to international ESG disclosure requirements but also In light of its business and operational characteristics and with reference to domestic and international industry practices the Company

provides institutional support for the Company when undergoing audits by overseas customers. The disclosure of these policy documents has identified its key stakeholders as government and regulatory authorities shareholders and investors customers employees suppliers

demonstrates the Company’ s emphasis on green and low-carbon development compliant operation and social responsibility. It also serves and partners communities and the general public. Through regular meetings information disclosure and other channels the Company has

as an important measure for the Company to continuously improve its internal management system and enhance its risk prevention and established regular communication mechanisms with all stakeholders to actively respond to their appeals and expectations.sustainable development capabilities.GoodWe Stakeholders and Communication Methods

Environmental Social Governance Key Stakeholders Focus Topics Communication Channels

Pollutant discharge Policy instructions

Environmental compliance management Work reports

* Environmental policy * Social responsibility policy * Anti-monopoly & fair competition Waste disposal Information submission

policy Government and Corporate governance On-site inspections

* Biodiversity conservation and control * Human rights policy regulatory authorities Business ethics

policy * Anti-corruption and anti-bribery Risk and compliance management

* Statement on promoting diversity and control procedures Ecosystem and biodiversity conservation

* Conflict minerals commitment and inclusion

policy * Principles of sound corporate R&D and innovation Shareholders’ Meetings

* Supplier code of conduct Risk and compliance management Investor briefings governance and code of business

* Waste control procedures Shareholders and Corporate governance Research roadshows

* Occupational health and safety ethics investors Information disclosure

* Management system for climate commitment and policy Phone and Email Communication* Whistleblowing and investigation

change response

* Anti-slavery and human trafficking control procedures Product quality and safety Customer visits

* Greenhouse gas management policy Product Life Cycle (PLC) management Customer complaint handling * Business ethics policy Customers R&D and innovation Satisfaction surveys

procedures

* Performance improvement assessment Customer relationship management Phone and Email communication

Data security and customer privacy protection

and management policy

Employment and employee rights Communication and consultation

* Information security incident

Employee training and development meetings with employee representatives

management system Employees Occupational health and safety Internal communication platforms

Business ethics Employee satisfaction surveys

Digital transformation Employee Assistance Programs (EAP)

Indicator Management Sustainable supply chain management Tendering meetings

Business ethics Research visits

Climate change response Exchanges and cooperation

To standardize sustainable information disclosure and target management across GoodWe the Company launched the development of its

Product quality and safety Industry forums

ESG indicator system in 2025 to achieve standardized online management of ESG indicators. In terms of management structure the Suppliers and partners

Product Life Cycle (PLC) management

Sustainable Development Research Institute takes overall charge. All departments and subsidiaries of the Group act as reporting units with

Circular economy

dedicated staff responsible for regular indicator reporting and review. For indicator management in line with the Shanghai Stock

Energy utilization

Exchange’ s requirements on Environmental Social and Governance (ESG) topics an ESG indicator database has been built on the internal

Water resources utilization

collaboration platform covering more than 200 quantitative indicators with detailed explanations. The ESG Indicator System User Manual

has been compiled to clarify management requirements division of responsibilities and collaboration processes greatly improving Community participation and contribution Voluntary services

efficiency and quality compared with traditional local data collection. Going forward the Company plans to integrate the system with the Community and public Climate change response Public welfare activities

internal platform to realize efficient indicator collection and fully automated pushing so as to continuously enhance the quality of ESG Energy utilization

governance and information disclosure.

19 202025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Material Topic Management Considering the Company’ s operational landscape and business relationships a total of 22 topics have been initially identified and screened via questionnaire surveys standard benchmarking policy analysis and peer industry comparison. Adjustments have been made to these

topics relative to the requirements stipulated in the Guidelines as detailed below.Double Materiality Assessment Process

Shanghai Stock Specific Reason for Adjustment

Exchange Guidelines Adjustment

In 2025 GoodWe determined the materiality of topics in accordance with the Guidelines No. 14 of Shanghai Stock Exchange for

Self-Regulation of Listed Companies—Sustainability Report (Trial) (hereinafter referred to as the “Guidelines” ) with reference to international Pollutant discharge Topic consolidation

sustainability disclosure standards including the Global Sustainability Standards Board (GSSB) GRI Sustainability Reporting Standards Covered by the topic “Pollutant and Waste Management”

(hereinafter referred to as the “GRI Standard” ) and the Sustainability Accounting Standards Board (SASB) standards to analyze the no separate assessment conducted

Company’ s ESG-related topics from the perspective of impact materiality and financial materiality in order to identify topics of materiality Waste disposal Topic consolidation

to the Company.Ecosystem and biodiversity

conservation Topic renaming Covered by the topic “Biodiversity Conservation”

GoodWe 2025 Double Materiality Assessment Process

Energy utilization Topic renaming Covered by the topic “Energy Management”

1 Understand the Company’ s activities and 2 Rural Revitalization and Create a list of topics Social contribution Topic renaming Covered by the topic “Community Co-building”business background

* Understand the Company ’ s value chain and strategic * Based on the 21 topics in the “Guidelines” the Company Innovation-driven development Topic renaming Covered by the topic “R&D and Innovation”

planning. combines domestic and foreign sustainability standards

* Interpret the Company ’ s sustainability context and (including but not limited to stock exchange disclosure The current business scope does not involve “Technology Ethics” or

market environment. requirements GRI standards and the Sustainability Technology ethics Not applicable related risks. The corresponding management system will be dynamically

Accounting Standards Board standards) adds indus- improved in accordance with business development.* Understand the value chain impacted and key affected try-specific topics and eliminates topics with low indus-

stakeholders. try relevance resulting in a total of 22 topics included in Supply chain security Topic renaming Covered by the topic “Sustainable Supply Chain”

the assessment.* Based on the Company’ s actual situation and stakehold- Equal treatment of SMEs Topic consolidation Covered by the topic “Sustainable Supply Chain”

er communication the Company conducts preliminary no separate assessment conducted3 Confirm topic materiality assessment identification and screening of relevant sustainability

topics and analyzes the actual and potential impacts Product and service safety

and quality Topic renaming Covered by the topic “Product Quality Management”

* Impact Materiality Assessment risks and opportunities related to these topics.* Conduct stakeholder communication through question- Data security and customer

naire surveys evaluate from the two dimensions of privacy protection Topic renaming Covered by the topic “Data Security and Privacy Protection”

“severity of impact” (impact scale scope irremediability) 4 Material topic confirmation and approval

and “likelihood of impact” and refer to internal and The content of the “Employees” topic consists of three separate topics:

Employees Topic splitting

external expert opinions. “Employment and Employee Rights” “Employee Training” and “Employee* Based on the assessment outcomes of impact materiali- Career Development” ; no duplicate assessment is conducted

* Financial Materiality Assessment ty and financial materiality the results have been “Due Diligence” serves as a key management approach for multiple topics

* Communicate with the Company’ s executives and sus- validated and revised through internal management con- Due diligence Topic consolidation of GoodWe such as “Sustainable Supply Chain” and “Business Ethics”

tainability-related personnel through questionnaire sultations and discussions with external experts. Aligned and is not assessed independently.surveys evaluate from two dimensions: “likelihood of w i t h t he C o m p a ny ’ s i n te r n a l E S G m a n a g e me n tStakeholder engagement Topic consolidation “Stakeholder Engagement” is an essential management approach occurrence” and “extent of financial impact” and refer to resources and operational capabilities materiality applicable to all topics and is not assessed independently.internal and external expert opinions. thresholds for relevant topics have been established to

* Double Materiality Conclusion develop the finalized materiality matrix. Anti-commercial bribery and

anti-corruption Topic consolidation Covered by the topic “Business Ethics” no separate assessment conducted

* After normalizing the impact materiality and financial * The double materiality assessment results are submitted

materiality matrices a double materiality matrix is to the Strategy and Sustainability Committee for review

formed and the boundaries of material topics are and approved by the Board of Directors. The identified Anti-unfair competition Topic consolidation Covered by the topic “Business Ethics” no separate assessment conducted

defined. material topics are prominently disclosed in this report.

21 222025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Materiality Assessment Results

A total of 320 valid questionnaires were collected in this survey. Combining the analysis of impact materiality and financial materiality GoodWe 2025 Double Materiality Matrix

among the initially identified 22 relevant topics 7 topics are confirmed as double material topics 4 are solely financially material and 6 are

solely impact material. The Company will elaborate emphatically on the management status of each topic according to their respective

materiality levels. Impact

Materiality

Due to the Company’ s sustained strategic focus GoodWe has maintained its core positioning in the smart energy sector while key strategic

objectives including sustainable development remain consistent. Stakeholders’ core expectations have stabilized and the existing material 10

topics continue to accurately address their primary concerns. As no disruptive updates have been made to domestic and international ESG

regulatory frameworks or industry standards both internal and external foundations support the continuity of our material topics. Reviewed

and approved by the Board this year’ s double materiality assessment results remain unchanged from those of the previous year. 9

R&D and Innovation

The Company has established a systematic management mechanism for material topics which is coordinated and advanced by the

Climate Change Response

Sustainable Development Research Institute to ensure the scientific rigor and stability of topic identification. Moving forward the Company

will continue to uphold the principles of transparent and responsible disclosure further deepen the implementation of ESG practices and 8 Product Quality and Safety

continuously improve related performance. In the meantime it will dynamically track changes in regulatory policies industry trends and

Sustainable Supply Chain Management

stakeholder expectations so as to ensure that ESG topics are consistently aligned with the Company’ s sustainable development strategy Occupational Health and Safety

and its objectives of social value creation. Corporate Governance7

Risk and Compliance Management

Employment and Employee Rights

GoodWe 2025 Double Materiality Matrix Data Security and Customer Privacy Protection

6

Employee Training and Development

Energy Utilization Digital Transformation

5 Environmental Compliance Management

Environmental Social Governance Customer Relations ManagementCircular Economy Product Life Cycle (PLC) Management

4 Ecosystem and Biodiversity Conservation

Business Ethics

* Environmental compliance * R&D and innovation* * Corporate governance* Waste Disposal

management

Community Participation and Contribution

* Product quality and safety* * Risk and compliance management 3

* Climate change response* Water Resources Utilization Pollutant discharge

* Customer relationship management* * Business ethics*

* Energy utilization

2

* Data security and customer privacy

* Water resources utilization protection

* Circular economy * Digital transformation* 1

* Pollutant discharge * Sustainable supply chain management*

0 Financial

* Waste disposal* * Employment and employee rights 0 1 2 3 4 5 6 7 8 9 10 Materiality

* Product Life Cycle (PLC) management* * Employee training and development*

* Ecosystem and biodiversity * Occupational health and safety With both financial With impact With financial Neither of financial

conservation

materiality and impact materiality but without materiality but without materiality nor of

* Community participation and materiality financial materiality impact materiality impact materiality

contribution

Note: * indicates financially material topics.

23 242025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Impact Risk and Opportunity Analysis

The Company together with external experts conducts due diligence on sustainable development. It identifies analyzes and sorts out the short-term medium-term and long-term impacts of various ESG topics on the economy environment and society as well as the risks and opportunities they bring to business

operations and business models. The Company also discloses targeted management measures and practices it has adopted.Serial Links Affected Main Types of Risks/ Report

No. Topic Name Stakeholders Affected Impact Description Impact DurationUpstream of Downstream of Opportunities Index

Value Chain In-house Operations Value Chain

Physical risks

By advancing the R&D and promotion of clean energy technologies the Policy & regulatory

Suppliers and partners Company has significantly reduced reliance on fossil fuels and helped lower

risks Short-term

1 Climate change response √ √ √ global GHG emissions. Its PV energy storage and other solutions decarbonize Market risks medium-term &

59

Community and public the global energy mix enhance energy efficiency and cut emissions from Market opportunities long-term

energy production and consumption. Technological

opportunities

Through the implementation of an efficient energy management system the

Company focuses on cutting energy consumption in in-house operations and

Short-term

optimizing energy efficiency throughout production and operation processes.

2 Energy utilization √ √ √ Suppliers and partners Energy source medium-term & 70In addition GoodWe actively optimizes its energy mix increases the proportion opportunities

long-term

of clean energy consumption and promotes the flexible application of clean

energy in multiple scenarios.The Company has put in place a standardized water management framework

and advanced water-saving measures such as water balance testing and water

consumption monitoring to boost water use efficiency. Its core operations are

Water resources situated in the Yangtze River Delta a region with sufficient water resources

73

3 √ √ Resource efficiency

Medium-term &

utilization and no ecological sensitivity. Water usage mainly consists of employee opportunities long-term

domestic consumption with no high-water-intensity production activities.Therefore the Company exerts limited pressure on regional water resources

and the environment.

4 Pollutant discharge √ √ Improper management of production waste disposal hazardous substance 78

control and exhaust emissions may lead to soil water and air pollution harming

Medium-term &

Government and regulatory authorities ecosystems and human health. In addition increased waste generation can Policy & regulatory risks long-term

result in resource waste. Failure to achieve efficient recycling and disposal will

5 Waste disposal √ √ 80further exacerbate environmental pressure.

Without a robust compliance system overseeing and managing production

operations emissions control and waste management the Company may fail to

Environmental fully comply with environmental regulations or respond to regulatory updates in Medium-term &

6 compliance √ √ Government and regulatory authorities a timely manner. Inadequate environmental compliance frameworks may Policy & regulatory 57

management risks long-termtrigger risks such as excessive emissions and improper waste disposal further

exacerbating pollution in water soil and air and damaging local ecological

environment.

25 262025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Serial Links Affected Main Types of Risks/ Report

No. Topic Name Stakeholders Affected Impact DescriptionUpstream of Downstream of Opportunities

Impact Duration Index

Value Chain In-house Operations Value Chain

By incorporating circular economy concepts into product design and

production the Company places great emphasis on the efficient use of

7 Circular economy √ Suppliers and partners Resource efficiency

Medium-term & 75

resources and the recycling of materials reducing dependence on natural opportunities long-term

resources and reducing waste generation.Ecosystem and If the Company does not fully assess the impact on the local ecosystem when Medium-term &

8 biodiversity √ √ Government and regulatory authorities expanding production facilities or developing renewable energy projects it Reputation

conservation opportunity long-term

87

may disrupt or damage wildlife habitats posing a threat to biodiversity.The Company values environmental protection in all aspects of product

Product Life Cycle Customers

Policy & regulatory

design production use and recycling and prioritizes low-carbon and Medium-term &

9 (PLC) management √ √ √

risks

Suppliers and partners renewable materials to reduce resource consumption and pollutant long-term 83Market opportunities

generation.If the Company fails to properly manage labor welfare and workplace

10 Employment and

Medium-term &

employee rights √ √ Employees conditions employees’ rights and interests may be infringed such as low

Policy & regulatory

risks long-term 133

salaries excessive working hours or poor working environments.If the Company fails to provide adequate safety measures or there are hidden

Occupational health dangers in the working environment it may lead to the risk of injury or 11 √ √ Employees Policy & regulatory

Medium-term &

and safety occupational diseases at work which not only affects the health and quality of risks long-term 145

life of employees but also increases the burden on the social medical system.By providing systematic vocational training and development opportunities

Short-term

Employee training the Company helps employees enhance professional skills and improve Operational risk12 and development √ Employees medium-term & employability. This not only supports employees’ career growth but also Digital opportunity 140long-term

elevates the overall quality of the workforce in society.If the Company fails to strictly control the quality standards of products or Product installation

Product quality Customers neglects safety testing it may lead to substandard products entering the risk Medium-term & 13 and safety √ √ √ Suppliers and partners market increasing the risk of equipment failure and accidents which in turn Product adaptability long-term 99

poses a threat to the safety of users and the public. opportunity

If a company fails to effectively address customer needs or maintain smooth

Customer Service response communication it will lead to a poor customer experience thereby Medium-term &

14 relationship √ √ Customers risk

management undermining the overall service quality of the industry and eroding customer long-term

104

Market opportunities

trust.

27 282025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Serial Links Affected Main Types of Risks/ Report

No. Topic Name Stakeholders Affected Impact Description Impact DurationUpstream of Downstream of Opportunities Index

Value Chain In-house Operations Value Chain

If the Company does not adopt sufficient technical measures to protect the

Data security and personal information of customers and employees sensitive data leakage or Medium-term &

15 customer privacy √ √ √ Customers cyberattacks may occur. This not only violates personal privacy but also Policy & regulatory 112

protection risks long-termtriggers a public trust crisis regarding the Company ’ s data protection

capabilities.If the Company fails to ensure that its suppliers comply with relevant policy

standards it may result in the procurement of unsustainable raw materials or Supply chain

16 Sustainable supply

Medium-term & 120

chain management √ √ Suppliers and partners improper production processes. This not only increases the environmental

stability risk

long-term

burden but may also infringe upon labor rights leading to social issues such Market opportunity

as poor working conditions and unequal wages.The Company promotes the popularization and application of green energy by

continuously promoting technological innovation and developing efficient and

Shareholders and investors low-cost renewable energy solutions. Its breakthroughs in photovoltaic Technological risk

Short-term 93

17 R&D and innovation √ √ medium-term &

Customers technology and energy storage systems not only improve energy efficiency Market opportunity long-term

but also contribute to reducing global carbon emissions and addressing

climate change.Company uses advanced digital technologies and intelligent systems to

Digital Technological risk Medium-term & 11418 transformation √ √ Employees improve the efficiency and transparency of energy management and to long-term

promote the more efficient and accurate application of renewable energy. Market opportunity

The Company improves the livelihood of residents by carrying out various

Community public welfare activities and supporting community development. The Medium-term & 150

19 participation and √ Community and public Company participates in environmental protection education poverty Reputation

contribution opportunity long-termalleviation and other initiatives advancing corporate social responsibility

fulfillment and fostering sustainable community development.If the Board structure or governance policy does not properly represent the 41

Corporate interests of shareholders and stakeholders it may lead to shareholder Operational risk Medium-term & 20 governance √ Shareholders and investors dissatisfaction and internal conflicts thus damaging the Company ’ s Market opportunity long-term

reputation.Government and regulatory authorities If the Company engages in opaque or unfair practices in transactions with Unfair competition 46

suppliers customers or partners such as price manipulation false publicity risk Medium-term &

21 Business ethics √ √ Employees or corruption it may harm fair market competition and damage the industry Commercial bribery long-term

Suppliers and partners ecosystem. risk

Risk and Shareholders and investors If the Company fails to adequately identify and respond to environmental Operational risk Medium-term &

22 Compliance √ √ legal or market risks it may result in compliance issues or legal disputes 52

Management Government and regulatory authorities Market opportunity long-termthereby damaging its reputation within the industry.Note 1: The impact time range refers to the China Corporate Sustainability Disclosure Standards—General Standards (For Trial Note 2: During the reporting period the ESG financial quantitative model tailored to the characteristics of the new energy industry and the

Implementation) of the Ministry of Finance of the People’ s Republic of China and the actual setting of the Company ’ s operations. Company’ s actual operations is still under development. There remains uncertainty in the monetary measurement of relevant ESG risks and

Short-term refers to within 1 year (including 1 year) after the end of the reporting period; medium-term refers to 1 to 5 years (including 5 opportunities. To ensure the authenticity comparability and reliability of disclosed information the Company will prudently advance the

years) after the end of the reporting period; long-term refers to more than 5 years after the end of the reporting period. quantification of ESG financial impacts. Pilot application for high-priority material topics is planned to be completed within the next three

years. Following model refinement and unified measurement standards the Company will further optimize relevant practices and gradually

expand quantitative analysis and disclosure to other financially relevant ESG topics.

29 302025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

FEATURE JOINTLY UPHOLDING SUSTAINABLE Building an Internal ESG Communication Platform to Unify

DEVELOPMENT AND EMBRACING THE ESG Company-wide Sustainability Consensus

CASE

PHILOSOPHY The implementation of ESG initiatives relies on cross-departmental collaboration. Meanwhile as customers worldwide pay

growing attention to the Company’ s ESG performance there is an urgent need for a regular lightweight internal platform forFocused firmly on green and sustainable development GoodWe advances its ESG practices tailored to internal operations around three core knowledge sharing and communication. To this end GoodWe officially launched the Feishu subscription account “ESGpillars: industry value creation internal cultural cultivation and stakeholder engagement. Through internal-external collaboration digital Column” in March 2025 building an internal sharing platform integrating knowledge dissemination certification and

empowerment and ecosystem collaboration the Company fully integrates ESG principles into every aspect of its operations. This drives dual dual-carbon exploration to systematically disseminate ESG concepts and cutting-edge industry updates. The column regularly

enhancement of its ESG governance capabilities and industrial ecosystem value establishing ESG management as a cornerstone of the releases featured articles case reviews and dual-carbon management content while opening cross-department submission

Company’ s high-quality development. and communication channels to gather expertise and practical experience from various fields. Throughout 2025 a total of 61

articles were published with over 120000 views. It has effectively strengthened all employees’ awareness of ESG and

responsibility and united the whole company with a shared vision for sustainable development.Industry Value Creation

Against the backdrop of accelerated industrial green transformation and increasingly refined standard systems the Company prioritizes

standard-setting and ecosystem initiatives. It translates practical operational experience into replicable scalable industry norms Launch of Feishu Intelligent Q&A Chatbot to Improve ESG CASE

supporting standardized industrial development and the widespread adoption of green technologies. In 2025 leveraging its industry-leading Service Efficiency

position the Company took an active role in formulating standards across new energy ESG Building Integrated Photovoltaics (BIPV)

distributed PV power generation and other key fields. It focused on core areas including product carbon footprint accounting ESG As the Company continues to deepen its global layout and ESG compliance regulations grow increasingly stringent both at

disclosure frameworks and carbon management system development for energy enterprises the application of green buildings and smart home and abroad internal demand for ESG consultation policy interpretation and compliance support has risen rapidly. As

energy solutions as well as the design installation and safety specifications of photovoltaic products. These efforts have filled critical such traditional manual services can no longer meet the requirements for efficient unified and large-scale responses. To

standard gaps across relevant industry segments. improve the efficiency of ESG support and enhance cross-department collaboration the Sustainable Development ResearchAt the same time the Company actively integrates industrial resources and launched the “Generation-Grid-Load-Storage-Intelligence Institute launched an innovative AI-powered ESG chatbot on the Feishu platform in 2025 driving the digital upgrading of ESGIntegration” ecological initiative together with multiple national and local industry associations. As a core initiator it partnered with 12 management through artificial intelligence.industry benchmark enterprises to release the Supply Chain ESG Management Initiative (SCSI). Continuously expanding its ESG partnership Built on in-depth semantic understanding algorithms and the corporate ESG knowledge base the bot goes beyond

network the Company unites cross-industry strengths through ecosystem collaboration to drive the green and low-carbon transformation conventional keyword searches. It accurately identifies business scenarios and intelligently interprets employee needs.of the entire industrial chain. Besides the Company participated in the formulation of the industrial standard Guidelines for the Indicator Featuring bilingual consultation policy inquiry and automatic knowledge response functions it provides global employees with

System and Evaluation of Environmental Social and Governance Disclosure for Energy Enterprises which was officially released in September 24/7 online intelligent support. The platform has achieved remarkable results. It has handled thousands of consultation

2025. This effort helps improve ESG disclosure and evaluation standards for the energy sector and advances the standardization of requests raising overall response efficiency by over 80% and reducing repetitive manual workload by 70%. It greatly enhances

industry-wide ESG governance. the intelligence standardization and collaboration of ESG management building an efficient and agile digital support system

for the Company’ s global sustainable development.Internal Culture Building

To strengthen all employees’ ESG awareness and lay a solid foundation for ESG implementation the Company has established an ESG

cultural system integrating training promotion digital management and collaborative data development. It focuses on fostering employees’

green development mindset and enhancing their professional competencies. In terms of training the Company strengthens employees’

understanding of green development and sustainability through dedicated ESG courses and themed activities while enhancing their

practical capabilities in related areas; for internal communication and promotion the Company has launched an “ESG column” on the Feishu

platform and organizes special sharing sessions hosted by the Insight Committee building an internal sharing platform to align all staff on

sustainable development consensus; in digital construction the Company has launched an AI-powered ESG service desk and intelligent

chatbot covering all group employees which provide 24/7 bilingual consultation and policy inquiry functions greatly improving the

efficiency of ESG services; on the data front the ESG database has been upgraded from intra-department sharing to cross-department

joint building consolidating the data foundation for corporate ESG management and information disclosure.Overview of GoodWe ESG Agent

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Stakeholder Engagement FEATURE FULFILLING CORE CORPORATE

RESPONSIBILITY AND JOINTLY BUILDING

Through multi-dimensional communication and collaboration the Company strengthens internal and external partnerships to empower the

green transformation of the industrial chain. In 2025 GoodWe hosted and participated in over 70 ESG-related activities covering policy INDUSTRIAL RESILIENCE

response joint development of industry standards cooperation with international organizations and internal ESG training. These efforts

systematically advanced the implementation of ESG management practices. Meanwhile the Company actively engaged with international As a leading enterprise driving the green transformation of the photovoltaic industry GoodWe has been

organizations and industry communities sharing its ESG experience globally and fostering sound interaction with governments industry selected as one of the first representative members of the UNGC25 Sustainable Value Chain Leaders Alliance

associations supply chain partners international bodies and other stakeholders. an initiative under the United Nations Global Compact (UNGC). This recognition is attributed to its solid

Through comprehensive system building and in-depth practical efforts GoodWe has not only digitally and systematically upgraded its practices in green manufacturing intelligent innovation and responsible supply chain management. As a

internal ESG management framework. As a core leader of the industrial chain the Company has also taken initiative to build an end-to-end flagship project commemorating the 25th anniversary of UNGC the Alliance selects leading core enterprises

ESG ecosystem across the entire value chain. Evolving from an external compliance requirement ESG has become an internal driving force with outstanding performance in sustainable development supply chain responsibility and value creation.behind the Company’ s high-quality development and industrial transformation setting a practical ecosystem-oriented benchmark for Through sharing experience in sustainable supply chain management it facilitates the implementation of the

sustainable development across the new energy industry. Ten Principles of the United Nations Global Compact across the entire value chain.Exploring Empowerment Paths as a Core Industrial Enterprisea

In 2025 GoodWe received numerous authoritative recognitions in ESG:

Faced with increasingly stringent global ESG regulations an urgent demand for low-carbon supply chain transformation and inadequate

It was selected into the UNGC25 Sustainable Value Chain Leaders Alliance awarded EcoVadis Gold Certification and sustainability capabilities among small and medium-sized enterprises (SMEs) GoodWe takes its participation in the UNGC chain leader

obtained an AA rating from Wind ESG as well as an A rating for ESG from Sino-Securities Index Information Service initiative as a pivotal opportunity. It fully leverages its leading and empowering role as a core industrial enterprise deepens collaborative

(Shanghai). The Company was also listed in the Global Top 100 New Energy ESG Enterprises. Furthermore its energy innovation with upstream and downstream partners and accelerates the green transformation of the supply chain. At the same time it

transition project in Shennongjia Forestry District was included in the first List of Energy Transition for Biodiversity explores a new sustainable development model that integrates economic social and environmental values helping the photovoltaic

launched at CBD COP16 (the 16th meeting of the Conference of the Parties to the UN Convention on Biological Diversity). industry build a more resilient global value chain.These honors fully demonstrate GoodWe’ s industry influence and benchmark role in sustainable development practices. During the project implementation phase the United Nations Global Compact (UNGC) China Business Network and the research team from

Fudan University conducted comprehensive research on GoodWe’ s achievements in sustainable supply chain development green

manufacturing and ESG governance. The research was carried out through on-site inspections senior management interviews and supply

chain workshops. They also held in-depth exchanges with the Company’ s management team to jointly explore practical approaches for

chain leaders to drive sustainable development across the entire value chain.Leveraging its robust platform and resource advantages GoodWe has partnered with the United Nations Global Compact as its knowledge

collaborator. Through periodic online training on-site offline workshops and the annual Supply Chain ESG Conference the Company

empowers its supply chain partners. Attracting nearly 300 participants in total these initiatives have effectively strengthened suppliers’ ESG

awareness and practical implementation capabilities.Supplier Visit Program to GoodWe

33 342025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

The First Supply Chain ESG Conference CASE FEATURE BUILDING ZERO-CARBON PARKS AND

JOINTLY PROTECTING THE GREEN

Riding the wave of global green transformation and taking its 15th anniversary as a new starting point GoodWe hosted the 15th ECOSYSTEM

Anniversary & Supply Chain ESG Conference at its Global headquarters in the Smart Energy Building Suzhou. Centered on the

theme “Green Supply Chain Co-creating a Sustainable Future” the event brought together nationwide supply chain partners

As a global leader in new energy power equipment GoodWe has positioned zero-carbon parks as the core carrier of its corporate low-carbon

experts and scholars to explore pathways for building a high-quality supply chain ecosystem driven by ESG amid the evolving

transformation since announcing its “dual carbon” goals. Covering the full lifecycle of its parks—from green design and technological

global sustainability landscape. During the opening session the UNGC Liaison Office in China delivered a dedicated ESG

empowerment to refined operational management—the Company has established a multi-dimensional collaborative system for zero-carbon

workshop sharing professional insights covering sustainable development value carbon accounting practices and employee

practices.management. As a highlight of the conference outstanding partners recognized for their exemplary contributions to

benchmark projects were honored onstage. The ceremony showcased achievements in collaborative supply chain In 2024 the industrial park of GoodWe (Guangde) Power Supply Technology Co. Ltd. was recognized among Anhui Province’ s first group of

development and the implementation outcomes of the Company’ s “Generation-Grid-Load-Storage-Intelligence Integration” “Zero-Carbon Industrial Parks” . In 2025 adopting a “Park-within-a-Park” model the Company supported the Guangde Economic

platform strategy. Development Zone in Xuancheng City Anhui Province in being shortlisted for China’ s first “National-level Zero-carbon Park” construction

list. This recognition not only establishes GoodWe as an industry pioneer in zero-carbon park development but also represents

national-level endorsement for its explored “low-carbon upgrading pathways for existing industrial parks” . Against the national backdrop of

plans to build approximately 100 national zero-carbon parks during the 15th Five-Year Plan period (2026-2030) GoodWe’ s practices serve as

a replicable and implementable benchmark across the industry.Park Foundation: Dual Empowerment of Data and Management

Scene of the GoodWe 15th Anniversary & Supply Chain ESG Conference Covering a land area of 177 mu Phases I and II of GoodWe Guangde Park comprise core energy-consuming facilities including factory

workshops office buildings and staff dormitories. With electricity consumption accounting for over 90% of the park’ s total energy use it

features the typical characteristics of a high-energy-consumption manufacturing park.Building an Industry Ecosystem for Sustainable Development

On December 1 2025 as one of the first members of the UNGC25 Sustainable Value Chain Leaders Alliance GoodWe was invited to attendthe “Accelerating Progress: UNGC25 Sustainable Value Chain Leaders Alliance Case Launch & 2025 United Nations Global CompactKnowledge Achievement Release Ceremony” held at the United Nations Building in Beijing. It exchanged insights on sustainable supply chaindevelopment pathways with leading enterprises across industries while sharing its practical experience themed “Caring & InclusiveSustainable Supply Chain Management” . Its supply chain governance model has gained wide recognition from industry peers and

international organizations.The implementation and achievements of this chain leader initiative mark a crucial step for GoodWe in building a global sustainable value

chain. Meanwhile it provides a replicable and scalable model for leading enterprises in the photovoltaic industry to drive the green

transformation of supply chains propelling the industry toward greater transparency low-carbon development and resilience.Participation in the UNGC25 Sustainable Value Chain Leaders Alliance Case Launch

& 2025 United Nations Global Compact Knowledge Achievement Release Ceremony

35 362025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Generation-Grid-Load-Storage-Intelligence Integration: Independent R&D of Technologies:

A Three-Pronged Strategy for Comprehensive Carbon Reduction Core Foundation for Zero-carbon Transition

Centering on the smart energy system of generation-grid-load-storage-intelligence integration the park adopts a three-stage carbon reduction strategy to The park advances scenario implementation driven by technological innovation:

achieve full-link low-carbon operation across all scenarios:

* It deploys a flexible generation-grid-load-storage solution for charging stations and integrates buildings with energy systems through

Energy Supply Side Operation & Management Market Mechanism fully in-house developed BIPV products (In 2023 it was certified by the Architectural Society of China as a training base for zero-carbon

new energy buildings);

Scaling up Clean Energy Smart Collaboration for Higher Monetizing Carbon Assets to

Substitution from Individual Efficiency and Carbon Empower Low-Carbon * Integrated industrial and commercial energy storage cabinets enable peak shifting and staggered power consumption effectively

Points to Full Coverage Reduction Transition alleviating grid pressure;

* Microgrid coordination algorithms stabilize fluctuations from renewable energy sources and minimize reliance on the public power grid.The park has developed ten clean energy Leveraging the self-developed Smart Energy The park deploys innovative digital carbon

application scenarios. It has completed a 6 MW WE Platform for smart energy management asset management tools and explores green

d i s t r i b u t e d P V i n s t a l l a t i o n fe a t u r i n g the park enables real-time collection analysis power trading alongside Virtual Power Plant

self-developed BIPV products deployed across and optimization of water electricity PV and (VPP) operation models. By participating in

rooftop retrofitting systems PV parking energy storage data. By adopting big data and d e m a nd res po n s e p ro g ra m s a nd powe r

canopies and lightweight rooftop PV facilities edge computing it builds a resource-energy auxiliary services it converts flexible energy Model Value:

generating over 4.8 million kWh of green power balance model to realize refined energy-saving consumption capacity into tangible economic

annually. Supported by 5.9 MWh of diversified management across all facilities. Digital b e n e fi t s . Ad d i t i o n a l l y i t a d va n c es t h e A Replicable “Park-within-a-Park” Demonstration Model

distributed energy storage including integrated carbon management tools are also deployed to d e ve l o p m e n t o f d i s t r i b u t e d C C E R a n d

industrial and commercial energy storage monitor carbon emission dynamics in real time i n t e r n a t i o n a l I - R A C c a r b o n a s s e t s GoodWe Guangde Park proves through its “Park-within-a-Park” model that traditional manufacturing parks can achieve net-zero transition

cabinets the park has built a new energy and establish an on-site emission source establishing a dual-cycle mechanism that without large-scale reconstruction. By advancing clean energy substitution intelligent operation management and market mechanism

sys t e m w i t h r o b u s t d e m a n d r e s p o n s e inventory greatly enhancing overall carbon delivers both carbon reduction performance innovation in a coordinated manner the park realizes net-zero emission transition. Self-sustaining and highly replicable this model

capabilities. In the meantime it promotes green governance efficiency. and revenue growth. effectively supports the zero-carbon construction of the Guangde Economic Development Zone and provides an important practical

transportation transition by installing 118 new benchmark for the large-scale green upgrading of manufacturing industrial parks.energy charging piles accounting for 35.8% of

all parking spaces thereby cutting carbon

emissions at the energy source end.Four-stage Roadmap:

Phased Advancement of Sustainable Transition

To ensure systematic transformation the park has formulated a four-stage progressive construction pathway:

Stage 4

Stage 2 Stage 3

Stage 1 (Current) Innovative Technology

Integrated Energy Circular Resource Operation

Energy Mix Transition Management Conservation The park explores Virtual Power

F o c u s i n g o n c l e a n e n e r g y The park integrates the energy Carbon reduction is achieved Plant (VPP) operation and green

substitution the park achieves a m a n a g e m e n t p l a t fo r m w i t h through waste heat recovery and certificate trading. The green

g r e e n p o w e r p r o p o r t i o n o f photovoltaic-storage microgrids e ne rg y- s av i n g r e nova t i o n of power propor tion r ises by an

approximately 25% and prioritizes targeting a further 5% increase in equipment such as water cooling a d d i t i o n a l 15% rea l i z i n g t he

the implementation of projects such the green power proportion with units l ifting the green power integration of carbon reduction

as building-integrated photovoltaics real-time carbon management tools proportion by another 5%. and market value creation.and hybrid photovoltaic-thermal fully deployed as core measures.building materials.

37 382025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

41 Corporate Governance

Govern 46 Business Ethics52 Risk and Compliance Management

STANDARDIZING GOVERNANCE

TO CONSOLIDATE A SOLID FOUNDATION

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The Board has four specialized committees: the Strategy and Management Committee the Audit Committee the Remuneration and

CORPORATE GOVERNANCE Evaluation Committee and the Nomination Committee ensuring that the Company ’ s decisions in key areas are well-balanced and professional.GoodWe has established a modern corporate governance structure featuring clear rights and responsibilities rigorous decision-making and The Board

effective supervision. Relying on professional specialized committees of the Board a systematic risk control mechanism and regular It assumes overall oversight and decision-making over matters relating to the Company’ s sustainable development.information disclosure as well as investor relations management systems the Company internalizes standardized governance as an inherent

driving force for development. Through continuous optimization of governance efficiency the Company establishes a sound institutional

foundation to underpin long-term sustainable operation.Strategy Audit Remuneration and Nomination

Committee Committee Evaluation Committee Committee

It researches the It proposes the It researches and It studies the selection

Company’ s long-term appointment and reviews the criteria and procedures

development strategies replacement of external remuneration policies for directors and senior

Governance and major investment audit institutions; oversees and schemes for management and

decisions and puts the internal audit system directors and senior advises the Board on its

forward and its implementation; management; it studies size and composition.Sound corporate governance underpins the sustainable development of an enterprise. GoodWe strictly complies with the Company Law of

the People’ s Republic of China the Securities Law of the People’ s Republic of China the Code of Corporate Governance for Listed Companies recommendations to the coordinates the performance

the STAR Market Listing Rules of the Shanghai Stock Exchange and other relevant laws regulations and requirements. It ensures all Board. communication between evaluation criteria for

decision-making processes are fully compliant through standardized governance mechanisms. The Company has formulated internal rules internal and external directors and senior

including the Articles of Association the Rules of Procedure for Shareholders’ Meetings and the Related-Party Transactions Management auditors; reviews financial management conducts

Rules providing solid institutional support for corporate governance. information and its assessments and puts

The Company adopts a governance framework consisting of the Shareholders’ Meetings the Board and the Management and clarifies the disclosure; and examines forward relevant

functions of each governing body to ensure efficient and transparent corporate governance. the Company’ s internal recommendations.control systems.GoodWe Corporate Governance Structure and Division of Responsibilities

Board Diversity

The Board actively advances diversity by recruiting directors with diverse genders backgrounds professional experience and expertise. Its

* The Shareholders’ Meeting is the highest decision-making body of the Company responsible for making key

Shareholders’ members possess profound industry insights and extensive corporate management experience effectively strengthening the Board’ s decisions to maximize shareholder interests. competence and overall governance excellence.Meeting * It convenes regular Shareholders’ Meetings to ensure that the procedures for convening holding deliberating

voting and decision-making comply with legal requirements. Remuneration Policy for Directors and Management

The Remuneration and Evaluation Committee advises the Board on formulating remuneration plans and performance assessment

arrangements for directors and senior management. When designing remuneration packages the committee comprehensively takes into

The Board has four specialized committees: the Audit Committee the Nomination Committee the account the Company’ s strategic objectives industry compensation benchmarks as well as the duties and performance of directors and

The Board Remuneration and Evaluation Committee and the Strategy and Management Committee ensuring that the senior executives.Company’ s decisions in key areas are well-balanced and professional.Regulated Shareholding Practices

In compliance with the Interim Measures for the Administration of Share Reductions by Shareholders of Listed Companies and the Measures for

Management The Management is responsible for daily operations and implementing the decisions of the Board ensuring the

efficient execution of the Company’ s business. the Administration of Acquisitions of Listed Companies the Company has formulated internal policies including the Profit Distribution

Management Rules. These rules further clarify the procedures for shareholding changes held by directors and senior management

standardize the shareholding conduct of core management personnel and align their personal interests with the Company’ s long-term

development goals.

41 422025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Strategy Indicators and Targets

The Company actively promotes a diversified governance structure strengthens its reputation management mechanism and enhances the To fully align its corporate governance structure with strategic objectives the Company commits to building a collaborative efficient

transparency of information disclosure as well as international communication channels. On the basis of maintaining a sound corporate governance system. Empowered by well-balanced decision-making and robust supervision mechanisms it maintains forward-looking

governance system it proactively identifies and assesses potential risks and opportunities timely manages various risks that may affect strategies amid complex and volatile market conditions to achieve steady and sustainable operational growth.operations financial conditions and corporate reputation and seizes emerging opportunities within the industry.GoodWe 2025 Corporate Governance Performance

GoodWe Corporate Governance Risk and Opportunity Analysis

Risk/Opportunity Type Description Financial Impact Countermeasures

Diversified Structure

Enhance the development of

the international compliance

Directors Including Independent directors They form a well-complementary expertise framework

management system; conduct

alongside executive directors.i n - d e p t h r e s e a r c h o n a n d

If key overseas markets introduce unfavorable trade

application of international 6 3

and tariff policies targeting the Company’ s products

Revenue trade rules and regional trade

o r i f t h e C o m p a n y fa i l s t o f u l l y u n d e r s t a n d

decreases agreements to strengthen

international trade rules the development and sales

Operational risk o v e r a l l c o m p l i a n c e

of its overseas business will be adversely affected. Operating costs Gender Diversity

c a p a b i l i t i e s e n s u r i n g a l l

increase

overseas business expansion

f u l l y c o m p l i e s w i t h l o c a l Female directors

regulatory requirements.

2 Accounting for 33.33%

D e e pe n c o l l a bo r at i o n a nd

c o o p e r a t i o n a c r o s s t h e

The accelerating global energy transition has driven

industrial chain to build an Effectiveness

robust market demand for clean energy worldwide.open and win-win industrial

Leveraging this trend the Company can expand its

Revenue e c o s y s t e m ; i n t e g r a t e

presence in emerging overseas markets deepen The Audit Committee the Remuneration and Evaluation Committee and the Nomination Committee are all fully chaired

increases high-quality global resources

s t r a t e g i c l a y o u t t h r o u g h i n d u s t r i a l c h a i n by independent directors.Market opportunities s t r e n g t h e n s y n e r g y i n

collaboration and strategic investment and enhance

technology channels and

its global market competitiveness.s e r v i c e s a n d i m p r o v e

adaptability to global markets. Shareholders’ Meetings Resolutions approved Board meetings Resolutions adopted

316840

Impact Risk and Opportunity Management

In terms of corporate governance the Company has established a rigorous and orderly risk management process. The Securities Legal

Department has strengthened internal controls and audit supervision to comprehensively identify potential governance risks conduct

precise risk assessments determine risk priorities and develop targeted and differentiated response strategies. This ensures effective risk

management enhancing the Company’ s investment value and shareholder returns.

43 442025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Information Disclosure BUSINESS ETHICS

In accordance with internal rules including the Information Disclosure Management Policy the Company has clarified standardized criteria

and submission procedures for information disclosure. It ensures the accuracy timeliness fairness and completeness of disclosed GoodWe upholds a zero-tolerance stance to safeguard the bottom line of business ethics. It deeply integrates the spirit of the rule of law and

information actively fulfills its disclosure obligations and strives to establish an image as a transparent and integrity-focused listed compliance culture into its global operation system and builds fully covered institutional safeguards as well as a supervision mechanism

company so as to enhance investor confidence and market recognition. with clear division of powers and responsibilities. Through systematic risk identification regular integrity education and a rigorous

whistleblower protection system the Company fosters a clean business environment free from commercial bribery and unfair competition

setting an industry benchmark for integrity.In 2025

The Company publicly disclosed a total of Including announcements Online filings

119 documents 48 71 Governance

GoodWe has established a “zero-tolerance” principle and always regards integrity and law-abiding operation as the foundation of its

The Company was awarded a Level A (Excellent) rating in information disclosure by the Shanghai Stock Exchange development. It strictly complies with the Criminal Law of the People’ s Republic of China the Anti-monopoly Law of the People’ s Republic of

for the 2024-2025 assessment period. China the Anti-Unfair Competition Law of the People’ s Republic of China and other relevant laws regulations and requirements. Adhering to

the “zero-tolerance” policy against violations of business ethics and unfair competition practices the Company protects the legitimate

rights and interests of the State the enterprise and all stakeholders.System Building

Investor Relations Management In 2025 the Company established the Integrity Supervision Committee and issued the Integrity System which clarifies the compliance

boundaries regarding gift-giving rebates kickbacks and other conducts demonstrating its “zero-tolerance” stance against commercial

bribery. It requires all global employees management personnel and third parties acting on behalf of the Company to strictly comply with the

In accordance with internal regulations such as the Investor Relations Management Policy and the Management Policy for Investor Research Anti-Monopoly and Fair Competition Policy as well as competition laws and regulations in applicable jurisdictions. The policy covers all

Reception and Media Interviews the Company maintains close and efficient communication with investors through investor hotlines email overseas subsidiaries and business scenarios worldwide including core modules such as anti-monopoly statements objectives scope of

the SSE E-interactive Platform investor communication meetings and other channels. In addition the Company has opened a dedicated application codes of conduct for interactions with competitors merger review and whistleblower mechanisms forming a full-process

hotline for the Securities Department to promptly answer calls from investors and the media respond to inquiries and provide consulting management and control system. The Company has formulated internal regulations including the Control Procedures of Business Ethics the

services. It ensures smooth communication channels for investors and the media enabling them to obtain real-time updates on the Control Procedures of Anti-corruption and Anti-bribery and the Integrity System ensuring that the Company always adheres to high ethical

Company’ s operational performance and strategic plans. standards in all business operations.The Company attaches great importance to protecting the rights and interests of minority shareholders. It has established a mechanism for All the above policies are revised and updated in a timely manner to adapt to changes in the legislative environment. Integrity awareness is

collecting opinions from minority shareholders to fully listen to their demands before Shareholders’ Meetings. The Securities Department strengthened through case publicity and training. By adopting an online + offline training model the Company ensures all employees

provides dedicated information services and communication support guaranteeing minority shareholders’ right to know and participate in understand and master compliance requirements helping all staff identify compliance red lines at their respective positions.major corporate matters.The Company has formulated the Market Value Management Policy and set up a dedicated market Held public performance briefings

value management body clarifying early warning mechanisms and implementation procedures. throughout the year

Through scientific management and effective communication strategies the Company strives to

enhance its investment value increase investor returns and protect investor rights and interests.It has issued the Public Opinion Management Policy stipulating that the Chairman shall be the 3

primary person in charge. Led by the Securities Department and supported by all other

departments the Company collects and manages public opinion information. With standardized

reporting and response procedures it responds rapidly to potential crises and mitigates the

negative impact of public opinion on corporate operations and market performance.

45 462025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Anti-Commercial Bribery Organizational Structure Risk/Opportunity Type Description Financial Impact Countermeasures

Organizational The Integrity Supervision Committee consists核 of心 th贡e C献ompany’ s management the Administrative * The Company strictly prohibits sharing sensitive

structure Department the Human Resources Department and employee representatives. information with competitors including pricing

strategies bidding amounts and sales terms;

restrict anti-competitive discussions through

* It conducts regular integrity inspections and oversees and evaluates employees’ ethical conduct; it industrial associations and similar platforms.investigates and handles whistleblowing reports to ensure accessible reporting channels; it

Key monitors the implementation of integrity policies and puts forward improvement suggestions. * The Company requires all marketing activities to

responsibilities fo l l o w o p e n a n d f a i r p r i n c i p l e s . E xc l u s i v e

* It exercises independent supervision and reports supervision work to the management on a regular If opaque or unfair practices agreements and discriminatory clauses that restrict

basis. such as price manipulation or market competition are forbidden; business goals

false advertising occur during Operating

Unfair shall only be achieved through integrity and ethical

global business operations revenue

competition risk practices.they will undermine market decreases

fairness and cause financial * The Company treats SMEs on an equal footing;

losses strictly complies with contractual terms with all

Anti-Unfair Competition Organizational Structure suppliers ensures timely settlement of all payables

as agreed and maintains a zero overdue payment

record.Organizational * The Legal Department shall assess competition-related

structure It is composed of the Board the Legal Department and the Board Secretary. impacts for mergers acquisitions and business

integration; filings with local regulators shall be

completed where necessary.* The Board serves as the final approving and supervisory body for relevant policies.Key * The Legal Department and the Board Secretary are responsible for daily compliance management

responsibilities and conduct anti-monopoly compliance reviews on mergers acquisitions major cooperation

projects and other matters. * All employees are required to sign compliance

commitments to maintain fair and transparent

competition in business interactions. Violators will

face disciplinary measures including dismissal as

well as legal liabilities.* The Company conducts global anti-monopoly

Strategy Beyond compliance violations Operating training covering case analysis compliance red line s u c h c o n d u c t m a y t r i g g e r costs identification and whistleblowing procedures to

hidden costs fines financing increase strengthen risk awareness among all staff. The Commercial Company has recorded no commercial bribery

Always upholding integrity and compliance principles the Company proactively identifies business ethics risks and promptly implements disruptions market entry bans bribery risk

a n d r e p u t a t i o n a l d a m a g e Operating violations after the training; its employees can effective response measures against ethical risks that may impact corporate development.resulting in long-term adverse revenue accurately identify common bribery behaviors and

consequences decreases clarify job-related compliance boundaries.* The Company implements transparent procurement

practices. It stipulates in the Supplier Code of

Conduct that suppliers shall comply with its

a n t i - c o r r u p t i o n p o l i c i e s . D u r i n g s u p p l i e r

r e g i s t r a t i o n t h e C o m p a n y s i g n s t h e

Anti-commercial Bribery and Integrity Agreement

and the Integrity Self-Discipline Commitment Letter

together with suppliers.

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Impact Risk and Opportunity Management Indicators and Targets

The Company has established a business ethics management system with reference to the SA8000 standard. It monitors potential unfair Targets Progress in the Reporting Period

competition risks through regular compliance audits business contract reviews and due diligence processes. The Company has also set up

reporting channels that prioritize real-name submissions supplemented by anonymous reporting options. Its Legal Department conducts

confidential investigations into all reports and submits the findings to the Board. The Company conducts regular internal and external risk

assessments and reviews to ensure that risks are promptly addressed and appropriate remedial measures are implemented in a timely 1 Full coverage of business ethics and integrity training for all * Business ethics training has been launched on the Company’ s

manner. In all business operations the Company strictly adheres to relevant laws and regulations ensures the performance of contracts employees WE-learning platform covering all staff of the Group and

and proactively fulfills its social responsibilities. With its sound business reputation and commitment to the rule of law the Company fuels designated as a compulsory course for new employees

2 Smooth reporting channels with strict confidentiality for

its own development drives sustained growth and gains the trust and support of society the industry and investors. To effectively address

whistleblower information * Reports received through all channels have been fully handled

identified business ethics risks the Company has formulated dedicated risk management procedures for business ethics compliance.* The signing coverage rate of Supplier Integrity Agreement

3 Zero tolerance rapid response and closed-loop

reaches 100%

management for irregular incidents

GoodWe Business Ethics Risk Management Process * No corruption cases administrative penalties or litigation

4 Full coverage of Supplier Integrity Agreement occurred

* No violations of laws and regulations on anti-commercial

bribery and anti-corruption

Risk Through a comprehensive review of business processes job responsibilities and partnerships * No litigation or major administrative penalties arising from 1 potential risk points such as commercial bribery commercial fraud and unfair competition are identification unfair competition practices

identified.Whistleblower Protection

Risk Risk assessment is carried out based on the severity and likelihood of the risks to determine the 2 assessment risk level. The Company has set up official reporting channels for irregularities and encourages all stakeholders to report any illegal non-compliant or

improper conduct involving the Company or its employees. Upon receiving a report the Company will promptly launch an investigation

ensure fair handling of the case and timely inform the whistleblower of the investigation results.In addition the Company strictly complies with relevant whistleblower protection requirements and has established a sound protection

mechanism. All personal information of whistleblowers is kept strictly confidential. Without the whistleblower’ s consent personal details

such as name and department shall not be disclosed. Voice distortion is applied to all reporting calls to fully protect the legitimate rights and

Each department takes action based on the assessment results to reduce or eliminate the interests of whistleblowers.identified risks.Risk

3 Upon review and resolution by the Board appropriate disciplinary measures shall be imposed on response any acts violating business ethics. All illegal cases will be referred to judicial authorities. Relevant GoodWe Official Violation Whistleblowing Channels

results shall be promptly communicated to employees and necessary external third parties

through multiple channels.Address No. 93 Tayuan Road Suzhou National High-tech Industrial Development Zone Suzhou City

Jiangsu Province

Risk A sound system for business ethics is established with the Quality Department developing relevant Tel. 0512-623967914 policies and Code of Conduct based on legal requirements and ethical standards. Employees and prevention

suppliers are required to sign the Code of Conduct to prevent business ethics risks.Email goodwe-inform@goodwe.com

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Integrity Building and Anti-Corruption Promotion Practices CASE RISK AND COMPLIANCE MANAGEMENT

In response to the integrity risks prevalent in the procurement phase of the manufacturing industry such as information leakage The Company regards risk and compliance management as the cornerstone of sustainable development. It has established an integrated

and malicious competition as well as the challenges of ambiguous employee understanding of corrupt conduct and disregard for management system underpinned by institutional guidelines organizational safeguards closed-loop workflows and dynamic adaptive

the harms of micro-corruption GoodWe has advanced its integrity building through comprehensive training and awareness mechanisms. Through rigorous internal audits and mandatory compliance internal controls the Company reinforces the risk defense line for

campaigns. Since the implementation of relevant initiatives no violations of commercial bribery laws have been recorded: business operations ensuring compliant stable development with fully manageable risks.Targeted Integrity Training Multi-Dimensional Anti-Corruption Advocacy

Tailored to job-specific risk levels the Company delivers Leveraging typical corruption cases from state-owned

combined online and offline training sessions co-chaired enterprises (SOEs) in the industry the Company conducts a

by legal experts and internal management. The sessions series of activities centered on case warnings knowledge

focus on risk prevention and control in procurement popularization and interactive education. It also promotes Risk Management

processes and clarify the integrity red lines for each role. integrity and prevents corruption through multiple

measures across platforms releasing warning posters

during holidays implementing integrity regulations and The Company has built a robust risk management framework in compliance with core internal policies and applicable laws and regulations. It

publicizing whistleblowing channels. clearly defines the objectives procedures and responsibilities of risk management and provides systematic support for risk identification

assessment and mitigation realizing full-process risk coverage across the organization.The Company adopts a three-tier risk management framework consisting of the Board the Audit Committee and the Internal Audit Department

forming a well-defined governance closed loop with clear division of authority and accountability. The Board oversees overall risk monitoring;

the Audit Committee guides supervises and reports on major risk control matters; the Internal Audit Department conducts independent risk

audits and rectification oversight to ensure full and effective implementation of relevant requirements.The Company has established a full-cycle dynamic management mechanism covering risk identification assessment response and

supervision and formulates and regularly updates its Risk Assessment Standards. In 2025 by factoring in internal and external operational

environments as well as stakeholder expectations the Company conducted risk identification across multiple business areas. It adopted a

three-dimensional scoring model for risk assessment prioritized response strategies for high-risk items to mitigate potential impacts and

ensured the dynamic adaptability of the overall risk management system.GoodWe Risk Management Process

Risk The Company collects the requirements and expectations of relevant stakeholders and conducts 1 identification risk identification work covering potential risks in aspects such as strategy operations finance

compliance and reputation.For identified internal and external risks the Company employs a scoring evaluation method for

2 Risk assessment. Risks are evaluated across three dimensions: impact severity occurrence frequency assessment and acceptability with a composite risk coefficient score calculated accordingly. High-risk events

are prioritized for treatment and immediate action shall be taken to avoid or mitigate the risks.Anti-Corruption Promotion Poster

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Internal Audit

Risk Each executing department assesses the identified risks and implements corresponding response

3 response measures based on the assessment outcomes. Response strategies include risk acceptance risk The Company observes relevant laws and regulations such as the Audit Law of the People’ s Republic of China and the Regulations of the

mitigation and risk avoidance. National Audit Office on Internal Auditing and has formulated systems including the Internal Audit System and the Internal Control Manual. Ithas established a three-tier internal audit organizational structure and formed an internal control closed-loop process of “supervision—rectification—feedback” thereby ensuring the compliance authority and professionalism of internal audit work.The Company conducts regular and ongoing supervision and inspection of the establishment and

Internal Organization Structure of the Internal Audit of GoodWeimplementation of its risk management processes. In the event of material changes to the

4 supervision Company ’ s development strategy organizational structure business activities operational

procedures or key personnel targeted risk supervision and inspections are promptly initiated.It leads internal control supervision conducts regular inspections and

evaluations of the effectiveness of internal controls.Audit Committee

It reports to the Board on the progress of internal audit work and major

issues identified.In 2025 the Company undertook a comprehensive analysis of its internal and external operating environment pinpointed key risk areas

including operational strategic and market risks and developed targeted response measures. These actions effectively mitigated the adverse

impacts of risks ensuring that no material risk incidents occurred during the reporting period.It conducts regular inspections and evaluations of the Company’ s internal

control systems.It performs audits on the financial activities of the Company’ s internal

Internal Audit Department departments and subsidiaries.Compliance Management It oversees the rectification of internal control issues by responsible

departments and reports progress to the Audit Committee.The Company strictly adheres to laws regulations and relevant requirements including the Basic Norms for Enterprise Internal Control the

Application Guidelines for Enterprise Internal Control and the Basic Norms and Application Guidelines for Enterprise Internal Control. It is

committed to improving and ensuring the effectiveness of its compliance management system. The Company has formulated internal rules

and regulations such as the Legal Regulatory and Compliance Assessment Control Procedures and conducts regular compliance status

assessments to ensure that all business activities comply with national laws and industry standards. Departments and Subsidiaries They cooperate with audit work.GoodWe upholds the compliance philosophy of “System Leadership Risk Prevention and Control and Value Co-creation” . It has built a

systematic and dynamic compliance control system covering multiple areas providing full coverage across the entire business chain.During the reporting period the Company did not experience any major risk events such as significant litigation arbitration regulatory

penalties or serious illegal and untrustworthy acts and its business operations were compliant and stable.核心贡献

Export control securities regulation data security supply chain management During the reporting period

Compliance Product quality intellectual property occupational health and safety labor rights and human rights

areas

Information security cybersecurity and privacy protection accounting and taxation anti-bribery Internal control tests were planned for 15 modules including human resources monetary Achieving an actual

environmental protection fair trade etc. funds asset management procurement management and engineering projects completion rate of

achieving an actual completion rate of 100%. A total of eight deficiencies were

identified comprising seven general deficiencies and one management improvement

item. Among these seven items have completed rectification analysis and the 100 %

Safeguard Organization systems tools training

mechanisms remaining one item will undergo comprehensive evaluation in 2026.

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57 Environmental Compliance Management

59 Climate Change Response

70 Resource Utilization and Circular Economy

Sustain 78 Pollutant and Waste Management83 Product Lifecycle Management87 Biodiversity Conservation

LEADING THE LOW-CARBON TRANSITION

TO FULFILL OUR MISSION

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GoodWe Environmental Risk Prevention and Control System

ENVIRONMENTAL COMPLIANCE

MANAGEMENT The Company strictly enforces environmental protection stan核da心rds贡 fo献r raw material procurement and prioritizes Source control eco-friendly materials and equipment reducing environmental risks at the source.* The Company implements classified collection standardized storage and compliant disposal of hazardous waste and

Process sets up dedicated storage areas and supporting protective facilities.management

Based on national laws and regulations and its own business nature GoodWe has established an environmental compliance management * The Company conducts regular inspection and maintenance of domestic sewage discharge systems to ensure

system formulated environmental compliance management rules assessed and responded to the risks of environmental incidents and unobstructed pipelines and compliant discharge.disclosed environmental incidents and related penalties. These measures effectively prevent and control environmental protection

compliance risks and fulfill the responsibility of eco-environmental protection. During the reporting period neither the Company nor its The Company engages third-party institutions to conduct regular monitoring of rainwater sewage waste gas and noise.subsidiaries were designated as key environmental supervision entities at their respective operational locations. Routine Annual noise testing is carried out at the Shunde and Vietnam factories while quarterly testing is implemented at the

monitoring Suzhou and Guangde factories ensuring all emissions comply with environmental regulations and enabling continuous

environmental performance improvement.The Company has established a regular environmental protection training system. It integrates training on environmental

risk prevention hazardous waste management emergency response energy conservation and emission reduction into

Environmental

training team building activities. The Company provides professional guidance covering environmental factors across the entire Environmental Management System Building production process and organizes emergency drills to enhance employees’ awareness of environmental compliance and

their risk response capabilities in daily operations.Centering on compliance GoodWe continuously advances the development of its environmental management system forming an integrated The Company adheres to the principles of “prevention first combination of prevention and control and rapid response” . It has established a normalized

framework guided by governance structure supported by closed-loop regulations and underpinned by certification system development. environmental risk assessment system and formulated the Environmental Emergency Response Plan which is regularly reviewed and revised to ensure its

scientific soundness and operational feasibility. The Plan clearly defines the emergency organization structure division of responsibilities response

procedures and disposal measures covering risk screening for key links such as hazardous waste disposal and domestic sewage discharge. Emergency

It has established a governance system heade核d b心y 贡the献 ESG Strategy and Management Committee supplies are fully equipped and regular emergency drills are organized to ensure the rapid and effective handling of sudden environmental incidents.Governance

structure with dedicated staff from the EHS Department responsible for environmental protection GoodWe Environmental Incident Emergency Mechanism

management.In 2025 the Company systematically optimized the environmental management regulatory system Unexpected environmental incidents Air pollution incidents

issuing a total of about 200 Environment Health and Safety (EHS) management documents. It has After an incident occurs the Company should promptly Exhaust gases from a fire may pose a risk to nearby residents.built a full closed-loop management framework consisting of second-level procedures third-level investigate and report its nature and immediately take emergency C o m pete n t g ove r n me n t a u t ho r i t i es s ho u l d be not i fi e d

Institutional

system guidelines and fourth-level records. The Company revised key protocols including the Wastewater

measures on site to prevent the situation from worsening. At the immediately and businesses located downwind that may be

Control Procedures and Noise Control Procedures. It also added noise control measures for same time immediate rescue efforts should be made for affected by air pollution should be advised to evacuate in order to

construction activities and plant boundary management strengthening refined control over casualties in the affected area. minimize pollution hazards to downstream areas.environmental risks.During the reporting period the Company’ s Suzhou factory Guangde factory Vietnam factory as well Water pollution incidents Noise pollution incidents

Certification

system as its subsidiary Nanjing Shawllar have obtained ISO 14001 Environmental Management System

In the event of a water pollution incident competent government The frequency of noise testing has been increased from once a

Certification. authorities should be notified immediately and downstream water year to once a quarter.users should be advised to implement emergency measures.A qualified institution should be commissioned to collect and analyze

samples at the main wastewater discharge outlet. Additionally the

Company should take prompt action to implement necessary

Environmental Risk Identification and Response measures to prevent the recurrence of similar incidents.During the reporting period the Company strictly complied with national and local laws and regulations on eco-environmental protection. It continuously

Each production base regularly conducts the identification review and management of environmental factors and implements strict strengthened environmental risk prevention and control as well as pollutant emission management. No major environmental incidents occurred at any

controls in accordance with EHS objectives targets and operational control plans. Based on environmental risk assessment results the manufacturing plant and no major administrative penalties or criminal liabilities were imposed by competent environmental authorities due to

Company formulates and implements targeted risk prevention measures to build a full-chain risk prevention and control system. environmental incidents or excessive pollutant emissions.

57 582025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

CLIMATE CHANGE RESPONSE Strategy

The Company adheres to sustainable development as its core strategy. It has joined the United Nations Global Compact (UNGC) to gain

As a responsible player in the new energy industry GoodWe has consistently integrated addressing climate change and advancing professional support integrating climate change response and low-carbon development deeply into its medium- and long-term

low-carbon development deeply into its corporate strategy and daily operations. Empowering climate governance through technological development strategy. Through technological innovation in "generation-grid-load-storage-intelligence integration" it has established three

innovation the Company relies on a professional governance structure and a full-process GHG management system to systematically development pathways: low-carbon operations low-carbon products and low-carbon supply chains systematically advancing the

manage climate-related risks and opportunities and drives the low-carbon transformation of the entire value chain through innovation. implementation of climate actions.In accordance with the definition of climate-related risks and opportunities set out in IFRS S2 the Company conducts identification and

assessment tailored to its business characteristics and industry landscape to strengthen climate resilience. With financial allocation

capabilities covering short-term to long-term horizons the Company plans to adopt scenario analysis for climate adaptation assessment

starting in 2026.Governance

GoodWe Analysis of Climate-Related Risks and Opportunities

The Company has established a three-level climate governance structure: the Board—the ESG Strategy and Management Committee—the Risk/ Value Chain Financial

Execution Level. Climate issues are integrated into the full process of strategic decision-making operational management and risk control Opportunity Type Description Links Affected Impact Countermeasures

with clear responsibilities assigned at each level to ensure the orderly implementation and effective oversight of climate management.* Develop a multi-region alternative supplier

Among them the three independent directors of the Board respectively possess financial audit experience a finance discipline background

system and maintain stock security. Typhoon

from higher education and in-depth experience in the new energy industry. They provide financial and professional support for the

and high-temperature risks are incorporated

Company’ s climate risk management practices.into supplier assessments to secure stable

raw material supply and product delivery

As the highest governance body of the Company the Board oversees its Upstream of under extreme weather conditions.climate change and low-carbon development strategies bears ultimate Typhoons and extreme heat may value chain

The Board accountability for decision-making and supervision and ensures the disrupt supply chain stability causing Operating * Upgrade protection for production facilities: In-house

integration of climate governance into the Company ’ s core business delays in the delivery of raw materials costs implement wind-resistant reinforcement and production

philosophy. and finished products. Such weather increase heat dissipation optimization for production Physical risks and

c o n d i t i o n s m a y a l s o d a m a g e bases warehouses and equipment so as to

operations

production facilities and equipment Revenue mitigate equipment damage and production

It reviews assesses and supervises major ESG matters including thereby reducing corporate profits Downstream decreases suspension risks caused by extreme weather.climate-related issues covering target planning policy formulation and raising overall operating costs. of value

implementation management risk assessment performance monitoring * Strengthen early warning and emergency

ESG Strategy and chain

and information disclosure. support: establish an extreme weather early

Management Committee w a r n i n g a n d e m e r g e n c y r e s p o n s e

It holds meetings semi-annually in the form of annual progress reports mechanism and take out property and

focusing on the impacts of climate-related risks and opportunities on business interruption insurance to effectively

business operations and reports relevant progress to the Board. control operating costs and profit volatility.Global carbon peaking and neutrality

Led by the Sustainable Development Research Institute the Group pol icies are subject to frequent Upstream of

coordinates with departments including production procurement R&D adjustments. Several countries have value chain * Dynamically track changes in domestic

supply chain and EHS to advance key initiatives such as carbon emission reduced photovoltaic subsidies and revised

ESG Execution Level and international carbon policies and

management and zero-carbon park construction. Progress toward electricity pricing mechanisms as well as In-house Operating relevant regulator y standards on an

relevant targets is reported to the ESG Strategy and Management installation capacity plans directly affecting production costs ongoing basis and integrate compliance

Committee. Policy risks the investment pace of downstream power and increase re q u i re me n t s a nd t he l ates t po l i cy

plants and triggering fluctuations in inverter operations Revenue guidelines into internal management and

order volume. Changes in domestic

In terms of system development the Company has formulated and implemented the Greenhouse Gas Management Procedure which clarifies Downstream decreases continuous improvement mechanisms in renewable energy consumption and grid

requirements for organizational boundaries accounting methodologies data quality control information disclosure and traceability of value a timely manner.connection policies may also raise technical

management. This has standardized and institutionalized climate management with full traceability providing a clear basis for all carbon chainstandards for products and increase

management activities. For information reporting the Company discloses information on climate governance and strategies through its ESG corporate adaptation costs.Report.

59 602025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Risk/ Value Chain Financial

Opportunity Type Description Links Affected Impact Countermeasures Impact Risk and Opportunity Management

D o w n s t r e a m P V i n s t a l l a t i o n Upstream of * The Company has co-launched the

demand exhibits pronounced value chain Operating Supply Chain ESG Management The Company has established a climate-resilient management mechanism covering the entire value chain. Following the closed-loop

cyclical fluctuations driven by costs Initiative with 12 industry benchmark

In-house process of "Identification & Analysis – Assessment & Prioritization – Monitoring & Optimization" it systematically manages climate-related Market risks macroeconomic conditions the increase enterprises to respond to the UN 2030

production risks and opportunities regularly monitors and optimizes response strategies and safeguards its competitiveness in the low-carbon C a r b o n B o r d e r A d j u s t m e n t Sustainable Development Goals and economy.M e c h a n i s m ( C B A M ) e n e r g y and Profit decline p r o mote c o o r d i n a te d c a r bo n

policies and weather patterns. operations reduction across the supply chain.GoodWe Climate-related Risk and Opportunity Management Process

T h e c o n t i n u o u s i t e r a t i o n o f

inverter technical routes (such as

competition between string and * The Company continuously conducts

central inverters and the rise of In-house technological innovation and iteration * Identify the impacts of the Company’ s activities on the environment and climate change including

m i c r o i n v e r t e r s ) m a y r e n d e r production for all product lines enabling grid-tied sources types and scopes of GHG emissions and relevant data.existing products obsolete if the Operating and inverters to operate stably and 1 Identification

Technological C o m p a n y f a i l s t o p r e d i c t costs efficiently in harsh environments such & analysis * Collect external environmental data such as climate change projections policy and regulatory operations

risk technological trends and adjust its increase as high temperature high altitude updates market trends and technological development and assess their potential impacts on

p r o d u c t p o r t fo l i o i n a t i m e l y Downstream Profit decline wind and sand salt fog and low

corporate operations.manner. In addition the rapid of value temperature so as to adapt to the

development of energy storage chain evolving industr y competition

s y s t e m s a n d s m a r t g r i d landscape.technologies may reshape the

industry competition landscape.C o u n t r i e s w o r l d w i d e a r e * Quantify the environmental impacts of corporate activities through Life Cycle Assessment (LCA) and

accelerating the replacement of * The Company has established a carbon footprint calculation tools.fossil energy with clean energy. As In-house dedicated team to conduct product

a core renewable energy source PV carbon footprint certification. LCA 2 Assessment * Apply risk matrices or scenario analysis to evaluate the severity and probability of climate-related production maintains steady compound annual assessments have been successfully and prioritization risks and prioritize risks based on the above dimensions.and Operating

Market growth in global installed capacity. operations completed for 28 product models revenue * Evaluate the implementation difficulty and potential returns of opportunities and set priority

opportunities T h e C o m p a n y ’ s l o w - c a r b o n which have obtained EPD certificates

increases rankings according to market demand technological innovation policy support and other factors.footprint products align with the Downstream and product carbon footprint

global green development trend of value credentials supporting market

a n d s e r ve a s a ke y s t r a te g i c chain e x p a n s i o n a n d p r o d u c t

direction for market expansion and competitiveness improvement.competitiveness enhancement.Driven by environmental policies

low-carbon production has become * Regularly monitor changes in the external environment to ensure timely identification and tracking

an industry trend. By adopting In-house * The Company provides diversified Monitoring and of climate-related risks and opportunities. Adjust strategies based on monitoring results to respond

e c o - f r i e n d l y r a w m a t e r i a l s production solutions such as energy storage heat 3 promptly to impacts arising from external environmental changes or internal operational

optimizing production processes pumps and photovoltaic building optimizationand Operating adjustments. Conduct periodic reviews and optimizations on the management processes and

Technological and improving energy efficiency operations materials for different application revenue mechanisms for climate-related risks and opportunities.opportunities the Company can reduce product scenarios fully supporting itself and

carbon footprint throughout the life Downstream

increases

its partners in mitigating climate

cycle comply with global carbon of value change and jointly advancing toward a

neutral ity requirements and chain low-carbon future.enhance brand competitiveness

and market recognition.

61 622025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Indicators and Targets Organizational Carbon Management

The Company has established a sound GHG emission management system and formulated and implemented the Greenhouse Gas

The Company actively builds a scientific and robust climate action framework. Given the significant changes to its core production and Management Procedures. In accordance with the ISO 14064 standard it has set up a unified and standardized process for data collection

operational layout over the past two years — including the commissioning of the Global headquarters building official operation of the verification and reporting conducting comprehensive monitoring and management of direct and indirect greenhouse gases within its

Vietnam factory GoodHeat Shunde factory and Phase III of the Guangde factory — the organizational boundary and operational scale are still operational scope including Carbon Dioxide (CO?) Methane (CH?) Nitrous Oxide (N?O) Hydrofluorocarbons (HFCs) Perfluorocarbons (PFCs)

under dynamic optimization. As of the report issuance date the Company has not yet set quantified carbon reduction targets or a carbon and Sulfur Hexafluoride (SF?).neutrality timeline. It will gradually improve the target system in a scientific prudent and actionable manner and systematically advance

climate actions across four key dimensions: low-carbon products low-carbon operations low-carbon supply chain and climate risk The Company has designated 2025 as the base year for Group-wide GHG management. It has conducted data uncertainty assessments for all

management. five operating entities during the GHG inventory process. By standardizing data collection and verification procedures the Company ensures

data quality complies with third-party verification and public disclosure requirements. Moving forward the Company will maintain

consistent accounting boundaries and methodologies to guarantee the comparability and traceability of annual emissions data.As of the disclosure date of this report the 2025 GHG inventory reports and emission data of all major operating entities of the Group have

Time Stage Low-Carbon Low-Carbon been independently verified by professional third-party institutions and the Greenhouse Gas Verification Statement has been obtained. The

Horizon Positioning Products Low-Carbon Operations Supply Chain Climate Risk Management verification covers Scope 1 Scope 2 and key emission categories of Scope 3 for each entity with verification boundaries consistent with

inventory boundaries.Conduct ongoing Scope Conduct climate scenario

1+2+3 carbon analysis in 2026;

Establish a supplier

inventories and scientifically establish a

Lay Continuously expand low-carbon

third-party verification; carbon target

foundation coverage of carbon information In 2025 relevant operating entities amounted to

achieve regular carbon management system

establish footprint and EPD collection

Short-term data management at based on the findings

(0–3 years) data certification; mechanism; major bases; improve and the overall business The total GHG emissions An emission intensity of

archives integrate LCA into integrate ESG

energy monitoring development plan;

improve product R&D and requirements into

promote energy-saving formally submit the

systems design. supplier access 1541112.331 tCO?e 1.73 tCO?e per RMB 10000

retrofits and adopt commitment letter to the

audit and training.distributed PV and Science Based Targets

green electricity. initiative (SBTi) in 2026. Note 1: The five operating entities include GoodWe GoodWe (Guangde) GoodHeat GoodWe Vietnam and Yude New Energy.Develop product

ncrease the proportion

carbon emission Promote carbon ntegrate climate

of green electricity PV

System reduction roadmaps inventory among key targets into strategy

and energy storage The Company’ s total GHG emissions and emission structure have changed from the previous year mainly due to the

optimization based on LCA; suppliers; integrate and budgeting;

applications; replicate following factors:

Medium-term efficiency deepen the carbon performance conduct company-wide

(3–5 years) and promote improvement implementation of into supplier climate and low-carbon

zero-carbon park / * The accounting boundary has been expanded to include three additional entities: the Vietnam factory Shunde factory

ecological low-carbon solutions evaluation; promote training to enhance

factory models; build a and Huidian Technology resulting in a more complete statistical scope.collaboration such as BIPV and green packaging and organizational climate

digital carbon data

PV-storage-thermal low-carbon logistics. resilience. * New fugitive emission sources such as refrigerants have been identified and included in Scope 1 accounting making

monitoring platform.integration. emission calculations more comprehensive.* Scope 2 emissions rose alongside the expansion of production scale and increased electricity consumption fluctuating

Build industry in line with production activities.Explore pathways to Establish a full value

benchmarks for

achieve carbon chain carbon * For Scope 3 the classification of emission sources and applicable emission factors have been optimized enabling more

Value low-carbon products; Participate in industry

neutrality at major management system complete accurate and standardized data. In the 2024 Scope 3 inventory of purchased goods an incorrect transformer

co-creation support global standards and policy

Long-term bases; deepen the and drive deep emission factor of 16080.4 kgCO?e/kg was adopted resulting in overstated Scope 3 emissions. After revising it to the correct

(over 5 years) ecological energy initiatives to enhance development of Virtual collaborative factor of 10 kgCO?e/kg total emissions decreased by 1.75 million tons representing a YoY reduction of 24.6% in 2025.leadership deep decarbonization with influence in climate

Power Plants (VPPs) decarbonization

decarbonization generation-grid-load action.demand-side response across the industrial The above data trends are consistent with the Company’ s operational development stage and the characteristics of the

-storage-intelligence

and carbon assets. chain. electronics manufacturing and equipment industry.integration solutions.

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Product Carbon Management

In 2025GHG Emissions by Scope

Scope 3 Aiming at green design and carbon reduction across the entire value chain the Company continuously promotes transparency in product Scope 1 Scope 2

environmental information. In accordance with ISO 14025 ISO 14067 and Product Category Rules (PCR) the Company has carried out

2205.45 34221.57 1504685.31 Environmental Product Declaration (EPD) and product carbon footprint certification for its core inverter series including DNS GT HT UT XS tCO?e tCO?e tCO?e and SDT. This comprehensively quantifies the environmental impacts of products throughout their full life cycle provides data support for

technology iteration process optimization and collaborative carbon reduction in the supply chain and continuously enhances the

low-carbon competitiveness of products. As of the end of the reporting period:

Total Operational Emissions (Scope 1 + Scope 2) Total Value Chain Emissions (Scope 1 + 2 + 3)

36427.02 tCO?e 1541112.33 tCO?e Product carbon footprint certification EPD certification

Product models completed New models added during Product models completed New models added during

in total the year in total the year

48303028

ESG Emission Accounting Notes

Reporting Period: January 1 2025 – December 31 2025 Low-carbon Capacity Building Training Series CASE

Consolidation Principle: The operational control approach is adopted to define the accounting boundary ensuring all

entities under operational control are included in the scope.Accounting Standards: ISO 14064-1:2018 2006 IPCC Guidelines for National Greenhouse Gas Inventories IPCC Sixth To implement the strategic requirements for addressing climate change and consolidate the foundation of full-chain carbon

Assessment Report (AR6 100-year time horizon GWP). management the Company has focused on enhancing its comprehensive capabilities in organizational carbon product carbon

and EPD. In 2025 the Company organized a total of three themed training sessions to align the understanding and operational

1. Definition of Emission Scopes and Categories standards of internal working teams thereby strengthening talent support for its carbon management initiatives. In March

Scope 1 (Direct Emissions): Corresponding to ISO 14064 Category 1 (direct GHG emissions) including direct GHG 2025 external experts were invited to deliver training on the ISO 14064 GHG management system and 25 team members

emissions from the Company ’ s operations such as stationary combustion (e.g. natural gas boilers) mobile obtained internal verifier certificates. In April special training on EPD and carbon footprint was organized. After the

combustion (e.g. fuel for on-site vehicles and forklifts) refrigerant leakage fire extinguisher leakage and CH? completion of EPD certification third-party experts were invited in October to interpret EPD and LCA reports helping the

emissions from septic tanks. Company accurately grasp product environmental performance indicators and clarify improvement directions as well as

follow-up application pathways.Scope 2 (Indirect Emissions): Corresponding to ISO 14064 Category 2 (indirect GHG emissions from purchased energy)

including indirect emissions from purchased electricity and self-consumed PV power at various production and

operation bases. The self-consumed PV portion is deducted and accounted for in accordance with relevant standards.Scope 3 (Value Chain Indirect Emissions): Corresponding to ISO 14064 Categories 3–4 (Other indirect GHG emissions).This report focuses on quantifying two material emission categories: Category 3 (emissions from transportation) and

Category 4 (emissions from purchased goods and services). Category 5 (emissions from waste disposal) and Category 6

(other indirect emissions) are not currently identified as material indirect GHG emissions and thus have not been

identified or quantified.The Company will continuously improve its GHG accounting management and disclosure framework and steadily advance low-carbon

transformation across the entire value chain. Leveraging technological innovation and scientific management to address climate change ISO14064 GHG Management System Training in March 2025 EPD & Carbon Footprint Training in April 2025

the Company intends to release science-based quantifiable and verifiable climate targets once operations stabilize and data matures. This

will enable the Company to effectively fulfill its climate responsibilities as a new energy enterprise and contribute to the achievement of

global "Dual Carbon" goals.

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Carbon Emission Reduction Management GoodWe Builds Energy-Saving Low-Carbon Smart and Comfortable

Zero-Carbon Building CASE

The Company attaches great importance to climate-related risks and opportunities and actively builds a full-value-chain climate

governance system. Climate scenario analysis is scheduled to be conducted in 2026 and a scientific carbon target management framework The GoodWe Generation-Grid-Load-Storage-Intelligence Cabin is located in Guangde City Xuancheng City Anhui Province. As

will be formulated in combination with business development plans. Focusing on four key priorities — operational carbon reduction a zero-carbon demonstration building focused on integrated technology display and experience it has been awarded the title

low-carbon technological innovation green product upgrading and market-based emission reduction mechanisms — the Company of “Carbon Neutrality Benchmark Project of the Year” . In November 2025 it was selected as a demonstration project under the

continues to implement a full range of quantifiable verifiable and traceable climate actions. Relevant practices are detailed as follows: national key R&D program of the 14th Five-Year Plan for the PEDF (Photovoltaic Energy Storage Direct Current and Flexibility)

system. Covering a total construction area of 1072.88 square meters across two floors the project adopts the PEDF system

and the architecture of “Three-Network Integration & Flexible Mutual Support” . It integrates a variety of energy-saving and

Category Core Initiatives Specific Measures & Quantitative Outcomes carbon-reduction technologies to realize the efficient generation and high-proportion consumption of green energy as well as

strong climate resilience creating an energy-saving low-carbon smart and comfortable zero-carbon building. Calculations

* Launched the green product management system in 2025 realizing systematic show that the project achieves an annual carbon reduction of approximately 94.2 tons with an overall energy-saving rate of

collection of basic data for material carbon footprints. 100%. It realizes annual net energy exports demonstrating outstanding climate resilience and grid coordination capabilities. It

Digital Carbon

Management * Deployed an enterprise-level carbon management platform to enable online

provides a replicable and promotable technical model for future building energy systems.monitoring intelligent accounting and data-driven decision support for carbon

emissions across the entire organization and business processes.Climate

Management * Optimized natural lighting at the Global headquarters building and installed

& Carbon

Reduction Building Energy sensor-based and time-controlled smart lighting systems; adopted zone-based and

Measures Conservation & time-phased air conditioning regulation via the building automation system; prioritized

Control natural ventilation in transitional seasons to systematically cut building energy

consumption.* Completed new PV installation and existing system renovation at the Suzhou factory in

On-site PV November 2025 with a total installed capacity of 1029.86 kWp. The system generates

Construction approximately 990000 kWh of electricity annually delivering an estimated annual

carbon dioxide equivalent reduction of 500–600 tons.* The DNS G3 inverter adopts lightweight materials with dimensions reduced by 11% and

Product weight cut by 9%. Aerial View of the Zero-Carbon Cabin Major Honors Awarded to the Zero-Carbon Cabin in 2025

Lightweight

Design * Structural optimization of the SDT G3 inverter reduces its weight by 36% lowering raw

material consumption and the product lifecycle carbon footprint at the source.Low-Carbon

Technology Production * Continuous improvements to high energy-consuming processes such as aging testing

and Product Process and wave soldering. Parameter adjustment and equipment upgrades have reduced

Innovation Optimization energy consumption per unit product in manufacturing.* Established strategic cooperation with Alibaba Cloud. Based on the Smart Energy WE

AI Technology Platform and Tongyi large model both parties jointly developed a new energy digital

Collaboration large model to empower low-carbon and efficient operation across all scenarios of

power generation grid load and energy storage intelligent integration.* Jointly operates the Guangde Virtual Power Plant (VPP). The platform supports

Virtual Power

demand response ancillary services and spot trading driving the market-oriented

Participation Plant (VPP)

in Market-Based operation of revenue models and facilitating low-carbon regional power grid operation Operation

Emission and renewable energy consumption.Reduction

Mechanisms Green Power * In 2025 the Guangde plant achieved a green electricity consumption ratio of 41%

Trading through green power trading effectively reducing corporate carbon emissions.

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Innovative Employee Engagement on Climate Change CASE RESOURCE UTILIZATION AND CIRCULAR

ECONOMY

GoodWe integrated climate awareness into its corporate culture through “Between Warmth and Coldness” the fourth special

year-end session of its 2025 company-wide wellness campaign. This innovative initiative embeds ESG principles seamlessly

into daily operations across the Group. At its Global headquarters the Company introduced an officially authorized themed

Embedded in its green development philosophy GoodWe integrates refined resource management and circular economy principles

installation by Greenpeace of the same name. Featuring 24 illustrative scenarios depicting a future under 1.5 ° C of global

throughout its operations. Leveraging technological innovation the Company promotes the low-carbon transformation of its energy mix

warming the installation showcases extreme weather events and shifts in daily lifestyles. Employees were invited to connect

efficient water utilization and the recycling of raw materials and packaging. It fully delivers on its energy conservation and carbon reduction

relatable scenarios with yarn that represented their personal perspectives. These interwoven connections collectively formed

commitments while advancing and refining a clean low-carbon safe and efficient management and operational system.a shared climate vision pattern vividly reflecting the team’ s unified understanding of climate challenges. Adopting a model

that combines individual expression with collective co-creation the activity transforms abstract climate data into tangible

cultural practices. It encourages employees to reflect deeply on climate-related challenges strengthens organizational

consensus and advances the integration of ESG principles from strategic planning into daily workplace routines.Energy Management

The Company’ s energy consumption is primarily concentrated in manufacturing and office operations with electricity and natural gas

serving as its major energy sources forming a stable energy supply mix. Throughout its energy management practices GoodWe has

systematically integrated its governance framework regulatory systems management targets implementation mechanisms and

performance outcomes establishing a full-chain energy management system that covers planning execution evaluation and continuous

improvement. By strengthening organizational and institutional safeguards setting quantified management objectives and advancing

refined operational management energy-saving technological upgrades renewable energy adoption and digital management initiatives the

Company steadily improves energy efficiency and optimizes its energy consumption mix. Combined with regular reviews and

capacity-building mechanisms GoodWe achieves sustained progress in energy management performance.To ensure the effective implementation of the energy management system the Company has established a hierarchical fully closed-loop

energy management organization structure with clear responsibilities at all levels as detailed below:

Energy Management Team

General Manager Responsible for approving energy management targets and key Decision

-making level (Team Leader) energy-saving initiatives and overseeing the overall direction of energy

management

Responsible for organizing and implementing energy management

Management

level Heads of all departments regulations and promoting the execution of energy-saving measures

GoodWe & Greenpeace’ s “Between Warmth and Coldness” Campaign within respective departments

Execution Full-time energy Responsible for monitoring and statistics of energy data tracking energy

level administrators performance and participating in continuous improvement activities

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Based on its sound organizational structure the Company promotes the implementation of energy management across multiple dimensions

including governance systems incentives and digitalization. The management initiatives and implementation results are as follows:

Management Actions Implementation Status Management Actions Implementation Status

An energy management team has been established with the General Manager serving as the team Energy-saving advocacy and training programs are rolled out across the Group and all production

Governance structure leader. Department heads and full-time energy administrators jointly participate in the team Training facilities. Through dedicated training sessions and awareness campaigns energy-saving r e s p o n s i b l e fo r ove r s e e i n g e n e r g y- s a v i n g m a n a g e m e n t d e c i s i o n s c o o r d i n a t i n g knowledge and operational standards are disseminated to all employees. These initiatives

cross-departmental resources and driving the delivery of energy management targets. and

empowerment integrate energy conservation into daily workflows foster a company-wide energy-saving culture

Management centered on full participation and continuous improvement and provide robust support for the

A comprehensive set of energy management policies has been formulated and continuously optimized achievements effective operation of the energy management system.including the Energy Scheme Management Procedure procedures for energy baseline and performance

parameter management and other supporting documents. The responsibilities of facility management The Company actively engages in industry conferences and exchanges focused on energy

and energy-consuming departments at all levels are clearly defined forming a closed-loop full-process Industry management and green transformation including the Yangtze River Delta Urban Investment

Management system management mechanism covering target setting decomposition and implementation monitoring exchange Summit and the Annual Academic Conference on Integrated Development of Transportation and

assessment and continuous improvement. Factories adopt a three-tier energy target management Energy to share its practical expertise in energy governance.system at the corporate workshop and equipment & process levels. Led by the facility management

team targets are decomposed and implemented while designated staff monitor energy consumption

and performance data on a monthly basis to ensure traceable targets and controllable processes.An incentive model of rewards for energy savings and penalties for excessive consumption is implemented

Incentive mechanism to encourage employees to proactively identify energy-saving potential during production operation and To further demonstrate the practical effects of energy management in a tangible way the Company has achieved energy conservation cost

equipment management thereby promoting energy conservation consumption reduction and cost control. reduction and green production through a number of innovative projects. Typical cases are as follows:

Through periodic management reviews and internal audits of the energy management system the

Regular review mechanism operational effectiveness of the system is assessed on a regular basis. Identified issues are rectified

and optimized continuously. Off-Grid Back-to-Back Testing Solution Cuts Costs and Energy CASE

The Company has independently developed an in-house energy data collection and monitoring Consumption in Manufacturing

Software system to aggregate and store energy consumption data across all operational sites. It enables

development real-time monitoring of high-energy-consuming equipment supports operational load

optimization and improves overall energy utilization efficiency.Digitalization To address the pain points of lengthy aging cycles for energy storage units high capital expenditure and power consumption of

Virtual A proprietary Virtual Power Plant (VPP) operation and management platform has been established high-power aging equipment as well as severe grid interference GoodWe deployed an innovative off-grid back-to-back testing

Power to facilitate multi-party demand response medium-to-long-term power transactions and spot solution for the production of the PCS125 at its Guangde factory. Under this solution energy circulates internally within the

Plant (VPP) trading. It achieves resource coordination and schedulable management of energy assets. products under aging eliminating reliance on external aging equipment and connection to the public power grid. The outcomes

are remarkable: investment in aging equipment has been reduced to merely 16% of the original cost while power consumption

System Suzhou and Guangde factories have obtained ISO 50001 Energy Management System certification during the aging process falls to just 2% of previous levels. In addition direct grid impact and interference caused by aging

certification and continuously undergo annual third-party surveillance audits to ensure compliant system operation and valid certification. operations are fully eliminated significantly enhancing the production’ s economic efficiency and environmental performance.The Company continuously promotes energy-saving technological upgrades and energy efficiency

improvement. By optimizing equipment operation upgrading lighting systems and enhancing energy

consumption monitoring and analysis it systematically reduces energy use in production and daily

operations. During the reporting period:

Guangde Factory: A total of five energy-saving renovation projects were successfully implemented cutting GoodWe Upgrades AS/RS Lighting Circuits to Cut Costs Reduce Energy

energy consumption by approximately 200 tce and generating economic benefits of about RMB 1.43 million. Consumption and Empower Green Production CASE

Management Energy The adoption of an intelligent dark automated storage & retrieval system (AS/RS) enables lighting-free

achievements -saving operation in the PCBA storage area saving 19000 kWh of electricity annually.renovations Suzhou Factory: The optimization of product aging processes has been steadily advanced to reduce power The PCBA automated storage & retrieval system (AS/RS) operates entirely via AGVs (automated guided vehicles) without

consumption during aging procedures with an expected annual power saving of 215600 kWh. The installation manual attendance. AGVs support autonomous navigation under unlit conditions. However the original lighting circuits were

of an additional VRV air conditioning system in the canteen area and optimized air conditioning operation

modes are projected to cut electricity use by approximately 607200 kWh per year. In November 2025 the wired in parallel upon factory completion and could not be controlled individually leading to unnecessary energy waste and

factory launched new construction and upgrading works for its on-site PV system. A new 550.00 kWp PV higher operational costs. To lower power consumption and lighting expenses GoodWe renovated the lighting circuits within the

system will be installed alongside upgrades to the existing 479.86 kWp PV modules. The project is scheduled AS/RS area to enable independent circuit control allowing lights to be switched off during unmanned operations for effective

for grid connection and commissioning in Q2 2026. Upon completion the total installed PV capacity will reach energy conservation. The project progressed systematically through on-site feasibility evaluation vendor cost confirmation

1029.86 kWp with an estimated annual theoretical power generation of around 990000 kWh. on-site construction and result verification. It delivered outstanding outcomes: annual electricity consumption reduced by

Green The Company promotes the application of distributed photovoltaic systems at production bases in Suzhou 19160 kWh lamp usage cut by 290 units and total annual cost savings reaching RMB 28466. The initiative fully fulfilled the

power Guangde and Shunde. The total installed capacity reaches approximately 7.07 MW with an annual power Company’ s goals of energy conservation and cost optimization.operation generation of about 5476 MWh equivalent to an annual carbon emission reduction of around 4654 tons of CO?.

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To enhance water-use efficiency the Company has established a dedicated water-saving leading group to oversee group-wide water

Paperless Office CASE resource management and formulated the Administrative Measures for Water Electricity and Paper Conservation in Offices. Water

consumption and water-saving performance are regularly monitored analyzed and disclosed. A full suite of ongoing measures is

continuously implemented to optimize overall water consumption profiles.To address excessive paper consumption high SOP management costs and operational efficiency and quality risks stemming

from paper-based documentation at the Guangde inductor Plant and Vietnam factory GoodWe independently developed a GoodWe Water Resource Management Measures & Practices

proprietary ESOP digital system to replace third-party software driving efficiency gains cost reduction and quality stability.Fully deployed across the Guangde inductor workshop and Vietnam factory from July to November 2025 the system has

completely replaced on-site paper documents with electronic SOPs. It enables full-process digital management of over 20000

SOPs throughout the Company’ s three major global manufacturing bases. The project has delivered outstanding results: A full-process management system covering monitoring regulation and optimization has been

real-time SOP updates are now available cutting consumable procurement expenses and external software licensing costs at established. Smart water meters are connected to the intelligent energy platform to enable real-time

the source while eliminating quality risks associated with paper documentation. The initiative has improved management monitoring and refined data collection of water consumption. Leveraging monitoring data and

efficiency lowered operational expenditure and accelerated the digital transformation of production management away from Water usage on-site conditions water valves are dynamically adjusted to prevent waste while targeted

traditional paper-based workflows. In pursuit of paperless reimbursement the Company has fully implemented electronic water-saving plans are formulated to optimize water mix and improve overall water efficiency.approval workflows achieving a substantial reduction in paper consumption. This initiative saves approximately 3.5 tons of management

office paper annually effectively cutting resource waste and lowering carbon emissions.Water Resources Utilization GoodWe’ s global headquarters is fully equipped with water-efficient fixtures including low-flush toilets and sensor-activated faucets.Water-saving The Phase II workshop at Guangde factory adopts sensor-controlled flushing systems for urinals to

GoodWe places high priority on the sustainable utilization of water resources and strictly complies with relevant regulatory requirements equipment further reduce water consumption.including the Water Law of the People’ s Republic of China and the Regulations on Water Conservation. By establishing a robust management

framework deploying targeted water-saving measures and promoting water recycling initiatives the Company maintains efficient control

over its overall water consumption. It strictly follows the “Three Red Lines” requirements for water resources in Jiangsu Province. During the

reporting period there were no water supply shortages or operational issues related to water source protection.At the Global headquarters multiple water conservation measures are implemented including

condensate recovery from fresh air ducts in the smart energy building on-site reclaimed water

systems and rainwater collection and filtration solutions. In line with sponge city ecological planning

surface and roof rainwater runoff is managed under comprehensive discharge control with the annual

Water intake profile Water consumption Non-conventional water total runoff volume control rate reaching 90%. Landscape facilities have been upgraded to fully utilize Recycling

scenarios resource utilization natural rainwater for irrigation while overflow water is recycled for routine greening maintenance.and reuse

A dedicated water circulation system has also been installed at GoodHeat’ s testing facilities to

The Company’ s major operational Water is consumed for office use The rainwater recycling system at support product water-spray testing operations.sites are located in the hinterland s t a f f c a n t e e n s l a n d s c a p e its Global headquarters maintains

of the Yangtze River Delta a i r r i g a t i o n a i r c o n d i t i o n i n g an annual total runoff control rate

region not classified as a national s y s t e m s a n d o t h e r d a i l y of 90% with collected rainwater

“extreme water scarcity zone” . All o p e r a t i o n s . N o i n d u s t r i a l reused for landscape irrigation

water supply relies entirely on wastewater is generated on-site. and water feature replenishment.m u n i c i p a l t a p w a t e r ; n o

G u a n g d e f a c t o r y r e c y c l e s

g r o u n d w a t e r e x t r a c t i o n o r

condensed water and defrost The Company publishes themed articles through internal communication channels on occasions

independent water sources are

water from air-energy equipment such as World Environment Day to continuously strengthen employees’ awareness of water

used across facilities.for greening irrigation purposes. Promotion conservation.and training

73 742025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Key GT G2 Series:

Circular Economy Progress 1. Structural Optimization for Higher Resource Efficiency: Adopting a platform-based design across multiple projects the GT

G2 shares cabinets top covers packaging and other core components with various product models. This reduces redundant

mold development significantly cuts mold costs and improves the utilization efficiency of R&D resources. Its upgraded and

GoodWe strictly abides by the Circular Economy Promotion Law of the People's Republic of China and other relevant laws and regulations. It

optimized thermal structure simplifies manufacturing processes while maintaining reliable heat dissipation performance

deeply integrates the concept of circular economy into the entire production and operation process adhering to the 3R principles: Reduce

lowering production energy consumption and manufacturing costs.Replace Recycle. The Company systematically improves resource utilization efficiency of raw materials and packaging materials

continuously reduces the environmental footprint in production operation and product sales and promotes the green and low-carbon 2. Hardware Integration to Reduce Material Consumption: Core circuit boards feature high integration design. Multiple PCBs

transformation of the full value chain. Based on the 3R principles the Company has established a full-process circular economy practice are consolidated into a single main board which reduces internal wiring and connectors effectively cutting material

system with specific measures as follows: consumption and assembly complexity.

3. Optimized Selection of Key Components: On the premise of ensuring product performance and reliability cost-effective

alternative components are adopted to achieve a substantial reduction in unit costs.GoodWe 3R Circular Economy Initiatives

EO G2 Series:

Reduce Replace 1. Compact Design & Reduced Resource Consumption: An optimized PCBA stacking layout minimizes overall product

dimensions cutting raw material usage and packaging waste. Refined and compact component arrangement shrinks the size

of PCBA assemblies and heat sinks further improving space utilization efficiency.* For domestically shipped SDT models * Traditional EPE cushioning materials are replaced with easily degradable and reusable 2. Innovative Structure & Higher Manufacturing Efficiency: An innovative waterproof structure is adopted for the lower

large plastic PE bags for complete units paper-pulp molded packaging. cabinet design. Featuring an upright overall layout combined with forced air cooling it optimizes structural performance

have been eliminated to cut plastic while ensuring stable and reliable heat dissipation.c o n s u m p t i o n a n d r e d u c e t h e

3. Magnetic Integration Technology for Enhanced Efficiency and Cost Performance: The transformer adopts a conjugate

environmental impact of packaging.magnetic integration solution which increases the switching frequency reduces core losses and decreases the number of

* Accessories inside gift boxes are transformer turns. Transformers and inductors share a unified housing structure lowering the quantity of discrete

consolidated and repackaged together Recycle components cutting mold costs and material consumption and enabling intensive and efficient utilization of resources.greatly reducing the use of small PE

b a g s a n d e f f e c t i v e l y l o w e r i n g

packaging material consumption and * Paper-pulp molded packaging is fully recyclable eliminating non-degradable white Smart manufacturing & production

carbon emissions. pollution caused by EPE materials.* Disposable paper cups and paper * All packaging waste is required to be collected in designated areas for recycling.t o w e l s a r e p r o h i b i t e d i n d a i l y Management Energy Saving & Efficiency Enhancement: Focusing on core workflows including production testing and aging processes the Small-quantity residual waste is sorted and disposed of centrally on a regular basis.operations; hand dryers are promoted Measures Company optimizes process parameters and operational procedures to cut energy consumption and boost production capacity.instead. Efficient Resource Utilization: Production workflows and material management mechanisms are optimized to reduce

consumable consumption while enabling intelligent material allocation and circular logistics circulation.On this basis the Company further integrates the circular economy concept throughout the entire product lifecycle implementing full-chain Lean & Digital Empowerment: Smart production lines and in-house developed management systems are deployed to elevate

closed-loop management from R&D and production to packaging. The core management measures and key progress are as follows: overall productivity and refine the precision of resource allocation.Key Energy Conservation & Carbon Reduction: Optimized aging processes raise average production capacity by 56% generating

Product iteration Progress an annual electricity cost saving of RMB 870000. Optimized testing procedures improve testing efficiency by 14% reducing

manufacturing costs by RMB 210000 per year;

Management The Company fully integrates circular economy principles throughout the entire product lifecycle. First it promotes unified Resource Conservation: By optimizing the thermal paste coating process for ceramic sheets the Company has cut unit

Measures standards across key areas including electronic components software development hardware design structural materials material costs by 80% generating an annual cost saving of RMB 590000. The implementation of the smart material calling

appearance layout and installation methods. This enhances product standardization reduces costs and optimizes R&D system enables cyclic material distribution achieving an annual cost reduction of RMB 343000.efficiency. In addition targeted cost reduction and efficiency improvement initiatives are conducted on a regular basis. A Operational Efficiency Improvement: Upgraded LCIA flexible production lines achieve a 20% efficiency gain with an annual

dedicated review committee has been established to openly collect proposals across all product lines focusing on core cost saving of RMB 644000. The AGV docking success rate has increased from 86.3% to 98.5% shortening the

objectives of “resource optimization cost control and efficiency enhancement” . commissioning cycle by 60%;

Continuous Improvement: A total of 173 process optimization projects were completed throughout the year.

75 762025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Green packaging Green logistics

Management Packaging Simplification and Material Reduction: Redundant packaging layers and excessive filling materials are eliminated. Management GoodWe optimizes transportation routes and modes prioritizing low-carbon options such as railway and sea freight—both of

Measures The Company also collaborates with suppliers to optimize packaging structures at the source thereby lowering the Measures which have lower carbon intensity than road transportation. At the same time the Company endeavors to enhance logistics

consumption of single-use materials. efficiency by rationalizing shipping schedules reducing empty load rates and optimizing cargo stowage thereby maximizing

energy utilization throughout the entire transportation process.Circulation and Reuse of Handling Carriers: Pallets and other internal and supply chain handling carriers are classified

assessed recovered and reused with their application extended across multiple regions and operational scenarios.Eco-friendly Material Replacement: Non-degradable packaging materials are replaced with degradable and easily recyclable

Key 1. A cross-regional carrier reuse mechanism has been established between domestic and overseas factories. Qualified

eco-friendly alternatives.Progress supplier pallets from the Suzhou factory are allocated to the Vietnam subsidiary for cargo distribution reducing the

Packaging Recycling and Reuse: Qualified packaging materials such as PE bags are recycled and circulated internally cross-border procurement of new carriers and minimizing unnecessary logistics waste.reducing disposal costs for special waste. 2. Standardized loading units including pallets and turnover boxes are adopted to implement consolidated direct delivery

from suppliers. Upon arrival at production lines or warehouses materials can be mechanically handled and stored without

unpacking further streamlining logistics workflows.Key Suzhou Factory:

Progress 1. Transistor packaging has been streamlined by removing the original multi-layer structure of outer cartons inner boxes and

tube packaging along with redundant labels. Products in tubes are directly sealed and neatly arranged cutting packaging and

labor costs while improving material picking efficiency.

2.Supplier delivery pallets are sorted and reused. Throughout the year a total of 391 pallets were transferred and repurposed

by the Vietnam subsidiary. POLLUTANT AND WASTE MANAGEMENT

Guangde Factory:

1. Unnecessary layered packaging separate inner boxes and excessive filling materials have been eliminated with only

critical components receiving localized protective packaging. GoodWe has established a comprehensive management system for pollutants and waste. Through classified control standardized disposal

and risk prediction mechanisms the Company conducts targeted management of exhaust gas wastewater noise and other pollutants.

2.The facility strictly complies with anti-over-packaging requirements by reducing packaging layers material consumption Hazardous waste and general industrial solid waste are separately managed and handled in full compliance with regulatory requirements. A

and overall packaging volume thereby lowering the generation of paper and plastic waste. full-process supervision framework strengthens risk identification and prevention ensuring all pollutants meet discharge standards and all

Vietnam Factory: waste undergoes legal disposal. This enables the Company to fulfill its environmental responsibilities in a rigorous and standardized manner.

1. Used pallets from the headquarters were refurbished and reused for full-process testing of GT products. This saved

approximately 150 pallets from scrapping and reduced labor costs as well as safety risks during material handling operations.

2. The optimization of specialized PE packaging bags for GT AC products reduces both disposal costs for special waste

materials and labor expenses related to unpacking and replacement. Recovered PE bags are reused for on-site material

replenishment effectively cutting overall MRO consumable costs. Pollutant Management

Shunde Factory:

GoodWe has built a robust organizational and institutional system for pollutant emission control so as to effectively mitigate potential

1. Completion of Eco-Friendly Material Replacement: In compliance with the EU PPWR requirements for sustainable environmental impacts arising from production operations. In 2025 the Company systematically reviewed and updated its pollutant

packaging packaging materials for Trigeneration System (heating cooling and power) and Two-in-one HVAC System (heating management policies. Based on the Law of the People’ s Republic of China on the Prevention and Control of Environmental Pollution by Solid

and cooling) have been replaced with degradable honeycomb cardboard. PE accessory bags for selected products were also Waste and in reference to the Regulations on Pollution Prevention and Control and the Measures for the Administration of Hazardous Waste

switched to paper accessory boxes. Transfer the Company revised multiple control procedures covering wastewater waste gas noise chemical management hazard

identification and risk assessment. Full-process governance has been reinforced to ensure all operations comply with national and local

environmental regulations.Each operational entity across the Group adopts targeted control measures tailored to different types of pollutants. Key practices are

outlined as follows:

Robust measures are implemented to ensure full compliance in pollutant discharge. Third-party institutions are engaged to conduct regular

monitoring and issue inspection reports on rainwater wastewater exhaust gas and noise verifying that all emissions meet regulatory

environmental standards. In 2025 pollutant emissions were under effective management with a 100% compliance rate. No environmental

violations occurred throughout the year demonstrating the Company’ s solid commitment to fulfilling environmental protection responsibilities.

77 782025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

GoodWe Key Pollutant Management Practices Waste Management

Performance

Key Pollutants Control Strategies Site Implementation Examples in the Reporting Period GoodWe integrates waste management as a core component of its resource recycling goals. The Company classifies waste generated from

each production process and implements categorized management for different waste streams ensuring all disposal activities fully comply

* Promote cleaner production * Suzhou: Fume extractors are with environmental regulatory standards.upgrades to eliminate or replace installed at all welding stations

high-pollution processes. a n d r e g u l a r e q u i p m e n t

calibration is conducted in

* Install high-efficiency collection laboratories.and purification facilities at Governance

VOCs tin and emission sources. * Guangde: Low-VOC coatings The waste gas

its are applied and exhaust gas is emissions from all

Waste compounds * Adopt combined processes such treated via the combined operational sites The Company has formulated management documents including the Waste Control Procedures and the Responsibility Management System gas

smoke and as adsorption dust removal and process of activated carbon fully complied with for Prevention and Control of Environmental Pollution by Solid Waste enabling full-process control over waste generated throughout

dust etc. photolysis to ensure compliant adsorption and baghouse dust national standards. production and operation activities. This management system covers the entire workflow of waste generation classification collection

discharge. collection. storage transfer and final disposal and applies to industrial solid waste hazardous waste domestic waste and construction waste. At the

* Entrust third parties to conduct organizational level cross-departmental responsibilities are clearly defined through internal regulations. A standardized management * Shunde: Spraying waste gas is

regular inspections; perform daily network has been established with clear role division and interconnected accountability mechanisms.purified through a combined

facility checks and periodic photo-oxidation treatment

replacement of key consumables. process. Responsible for formulating waste managem核en心t p贡la献ns maintaining waste ledgers completing

EHS Department

hazardous waste declarations and managing transfer waybills.* Suzhou: The Wastewater

* Implement rainwater and sewage Management Policy was Procurement Responsible for qualification verification and contract management of waste disposal vendors.Chemical segregation across all premises. r e v i s e d t o c l a r i f y t h e Department

Oxygen responsibilities of three-level

* D o m e s t i c w a s t e w a t e r i s All business Responsible for on-site waste sorting standardized temporary storage and daily waste management

Demand management.pre-treated before discharge into departments within their respective areas.

(COD) total 100% of wastewater

municipal pipelines; production * G u a n g d e : D o m e s t i c

phosphorus was discharged or

wastewater and liquid waste are w a s t e w a t e r u n d e r g o e s

Waste total nitrogen disposed in full

water classified for dedicated disposal. pretreatment via septic tanks ammonia compliance with

and oil separators while waste

nitrogen * Monitor rainwater and sewage regulatory

cleaning liquid is disposed of

(NH?-N) o u t l et s o n a re g u l a r b a s i s requirements.as hazardous waste. Strategy

suspended (including quarterly third-party

solids (SS) testing); maintain operational * Shunde: Spraying wastewater

etc. records for pre-treatment is pretreated by dissolved air GoodWe’ s waste management strategy follows the principle of “prevention first full-process control and multi-party collaboration” . On the

facilities. fl o t a t i o n b e fo r e b e i n g basis of ensuring compliant disposal the Company continuously promotes source reduction and resource recovery. Internal regulations

discharged through pipelines. require all departments to identify waste reduction opportunities and lower waste generation at the source. The strategy is advanced

through full employee participation and supply chain collaboration. Internally the Company defines employee responsibilities for waste

* Prioritize the use of low-noise All plant boundary sorting and strengthens implementation via institutional requirements. Externally qualification standards are imposed on disposal partners

equipment and apply sound noise levels during procurement extending waste management requirements throughout the supply chain.insulation noise reduction and complied with the

Plant physical isolation measures to Emission Standard

* Suzhou: Sound insulation

boundary high-noise sources. for Industrial

enclosures and dedicated

Noise noise & Enterprises Noise at

* Standardize noise management at equipment rooms are installed

office-area Boundary and the

plant boundaries and indoors. in the R&D and testing areas.noise indoor working

* Conduct noise monitoring environment met

regularly at plant boundaries and occupational health

key areas. requirements.

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Risk/Opportunity Type Description Financial Impact Countermeasures Indicators and Targets

* Training on General Industrial Solid Waste Management: The Company’ s waste management objectives are compliance-oriented and gradually advanced toward waste reduction and resource

The Company focuses on the standardized classification recycling. The long-term goal is to ensure waste causes no environmental pollution and remains continuously compliant with national and

Improper waste prevention compliant disposal and resource utilization of waste in local environmental regulations. In phased management efforts the Company improves account records and process control to lay a solid

and management may lead production and office scenarios covering frontline foundation for subsequent quantitative management and continuous optimization.to non-compliant disposal Operating cost operators and administrative staff across all teams.result ing in regulator y increases During the reporting period waste generated from production and operation mainly falls into two categories: hazardous waste and non-hazardous

p e n a l t i e s m a n d a t o r y * Training on Hazardous Waste Management: The Company waste. To achieve waste reduction targets the Company has implemented multiple measures including lowering hazardous waste output by

Policy & e n v i r o n m e n t a l Revenue conducts internal chemical leakage emergency drills and optimizing operational procedures and upgrading packaging materials promoting green office practices and reducing disposable supplies in

regulatory risks rectification requirements decreases participates in Jiangsu provincial training on workplace areas and strengthening full-process waste control through classified management and record-keeping systems.and damage to corporate environmental management for hazardous waste

reputation. covering key procedures including waste classification GoodWe Waste Disposal Progress

storage transfer disposal and emergency response

management.Waste Category Composition Disposal Status

Collected and temporarily stored by category with

Waste circuit boards waste activated

complete ledgers established; legally transferred

c a r b o n w a s t e c l e a n i n g fl u i d

Hazardous waste and disposed of by qualified professional

Impact Risk and Opportunity Management chemical packaging barrels waste third-party institutions achieving a 100%

glue waste organic solvents etc.compliant disposal rate for hazardous waste.Through systematic waste management procedures the Company conducts in-depth analysis of its reliance on environmental resources Waste cardboard wood scraps Collected by category; recyclable waste is

across production operation and supply chain links as well as the corresponding impacts on business activities. To ensure the sustained General industrial

solid waste metal offcuts evaporators waste prioritized for resource recovery and reuse; the rest effectiveness of environmental protection and waste prevention strategies the Company establishes a monitoring mechanism for external copper and other materials. is disposed of by authorized qualified institutions.environmental changes. It regularly reviews and evaluates implementation performance and makes dynamic adjustments based on

feedback data to guarantee the scientific rationality of response strategies. Waste sorting bins are placed in canteens and

Waste generated from office work office areas; sorted waste is uniformly collected

Domestic waste

Identification * Identify the Company’ s environmental impacts across all stages of the full waste lifecycle including generation classification and staff daily life. and disposed of by licensed service providers

and collection storage transportation disposal and resource utilization as well as the influences of relevant laws policies and with a 100% domestic waste removal rate.assessment market changes on the compliance costs and benefits of waste management.Waste generated from engineering Construction contractors are required to

* Assess the severity and occurrence probability of environmental risks such as policy and regulatory updates waste leakage Construction waste c o n s t r u c t i o n a n d r e n o v a t i o n remove waste promptly in compliance with laws

illegal discharge and insufficient resource recycling together with opportunities presented by circular utilization and establish projects. and regulations to avoid long-term stockpiling.a risk-opportunity matrix accordingly.Prioritization * Rank waste-related risks and opportunities based on their occurrence probability and impact severity; formulate response Waste Recycling & Reuse at Smart Energy Building CASE

and strategies based on prioritization results to address high-risk issues first and capture high-value opportunities in a timely

monitoring manner.Centering on three core goals—eliminating safety hazards upgrading environmental governance and easing cost pressures—

* Build a dynamic monitoring mechanism for waste management; review key indicators regularly including waste classification GoodWe has launched a standardized special management project for waste cardboard. This initiative fundamentally resolves the

coverage compliant disposal rate and resource recycling rate; adjust management strategies and action plans in response to long-standing issue of accumulated waste cardboard unlocks the value of resource recycling and further underpins standardized

regulatory updates and technological iteration to ensure long-term effectiveness. corporate governance as well as cost reduction and efficiency enhancement across the Company. A full lifecycle management

mechanism has been fully established. It integrates daily staff awareness promotion and on-site guidance designated centralized

collection and zoned management by cleaning teams alongside standardized compliant regular sales with complete archival

Prevention * Formulate differentiated protection measures for storage facilities of various waste types such as hazardous waste general records under cross-departmental supervision. From the source this mechanism eliminates safety environmental and

and early industrial solid waste and domestic garbage; standardize waste packaging labeling and zoning management to reduce operational risks stemming from piled waste cardboard. The project has yielded outstanding outcomes: potential safety hazards

warning cross-contamination risks. have been fully eliminated factory environmental hygiene has been comprehensively optimized and efficient recycling of waste

resources has been realized. The annual revenue generated from waste cardboard recycling reaches nearly RMB 20000.* Develop dedicated emergency response plans for scenarios including waste leakage illegal discharge and disposal suspension;

organize relevant training and drills to achieve effective early warning of all waste-related risks.

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GoodWe PLC Risk and Opportunity Analysis

PRODUCT LIFECYCLE MANAGEMENT

Risk/Opportunity Type Description Financial Impact Countermeasures

GoodWe integrates environmental impact control and resource efficiency optimization into the full lifecycle management of its products. Global environmental regulations undergo frequent * The Company holds monthly

Through the application of LCA stricter control over hazardous substances advancement of green supply chain development and acquisition updates and revisions. Failure to adapt promptly may me et i n gs o f t he I n s i g h t

of product carbon footprint certification the Company complies with global market regulatory requirements while continuously enhancing its expose the Company to product non-compliance Operating cost C o m m i t t e e t o t r a c k

products’ environmental performance and sustainable value. It adopts systematic management practices to advance coordinated development risks thereby hindering market access and damaging increases regulatory updates across

between the enterprise and society. brand reputation. Notably the European Union a core target markets and ensure

Policy & market for the business has introduced increasingly Revenue

decreases f u l l e n v i r o n m e n t a l regulatory risks stringent environmental requirements that raise

compliance throughout the

standards for product design manufacturing

entire product lifecycle.workflows and operational models.Governance As global focus on sustainable development continues * The Company prioritizes

to rise the Company enhances product environmental eco-friendly material selection

p e r f o r m a n c e a n d s t r e n g t h e n s m a r k e t and conducts comprehensive

GoodWe integrates product lifecycle management throughout all core stages from raw material procurement to end-of-life disposal. The competitiveness through green technological lifecycle assessments.Company has established a systematic lifecycle governance framework covering product design sourcing manufacturing logistics operation innovation. The adoption of energy-efficient Operating revenue * It collaborates with suppliers

and end-of-life phases. It has also formulated internal management documents including the Life Cycle Assessment (LCA) Management technologies and l ightweight product design increases on innovative upgrades to

Procedure the Administrative Measures for Product Carbon Footprint Certification and the Management System for Corporate Assurance Market opportunities effectively reduces resource consumption and carbon ensure full compliance with

Capability of Product Carbon Footprint Labelling and Certification. This ensures full compliance with environmental and quality standards across e m i s s i o n s t h e r e b y b o o s t i n g p r o d u c t international environmental

every stage from product design to final delivery. competitiveness brand recognition and customer standards including RoHS and

satisfaction.In terms of organizational development the Company has established a multi-department integrated product development system. Through REACH.cross-departmental collaboration and concurrent engineering it effectively controls the product development cycle and improves market

response efficiency. Strict quality control checkpoints have been set for the entire product development process from demand analysis to

product delivery ensuring products are highly aligned with customer requirements.Impact Risk and Opportunity Management

Strategy

The Company has established a comprehensive risk and opportunity management process covering key stages including identification

assessment management and response. This enables timely mitigation of potential risks and effective capture of market opportunities

The Company proactively identifies potential challenges across the full product lifecycle monitors market trends and emerging opportunities throughout the product lifecycle enhancing operational resilience and market competitiveness.and adopts targeted measures to mitigate operational risks arising from regulatory uncertainties. Across every lifecycle stage the Company

promotes standardized design green manufacturing intelligent operation and maintenance lightweight optimization and product carbon

footprint management so as to minimize products’ adverse environmental impacts throughout their entire lifespan. GoodWe PLC Risk and Opportunity Management Process

Identification * In terms of compliance risks the Company strictly adheres to standards such as ISO 9001 ISO 14001 ISO 50001 and IECQ

and QC080000 as well as regulations including the RoHS Directive REACH Regulation and WEEE Directive. It ensures full

assessment compliance of products with global environmental and safety requirements and identifies potential impacts caused by regional

regulatory changes on product design production and operation.Management * The Company monitors supply-demand fluctuations and regulatory updates in target markets formulates new product

and response solutions and compliance strategies to reduce potential compliance risks and seize growth opportunities in the green product

market.* It strengthens hazardous substance management evaluates and promotes the implementation of eco-design and product

recycling solutions so as to continuously lower product carbon emissions and improve recyclability.

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Indicators and Targets

3 For details please refer to the sections on “Waste Management Pollutant Emission Control Manufacturing and Resource Governance” .

Targets * C o n d u c t f u l l l i fe c y c l e c a r b o n fo o t p r i n t Progress in * A total of 48 products have obtained carbon footprint

management and integrate LCA into product R&D the Reporting certifications and 30 products have been granted

Period EPD certifications

* Promote product design featuring lightweighting

recyclability and easy disassembly * Structural optimization has been completed for the

GT G2 and EO G2 product series. Compact design and

* Expand the coverage of EPD and carbon footprint shared core components have been adopted to * The Company has optimized the transport method from the factory to the port by shifting

certification to enhance products’ low-carbon improve resource utilization efficiency from truck-only to a combined truck-and-barge approach considering both delivery

performance timelines and shipping schedules while also confirming overseas service network

arrangements in advance.* Establish a database for the environmental 4 Transportation

impacts of products throughout their life cycle * The Company coordinates with logistics providers to return empty containers at nearby

locations shor tening trucking distances and reducing GHG emissions during

transportation.Environmental Impact Management of Product Lifecycle

The Company is committed to quantifying and reducing carbon emissions across the full product lifecycle. It lessens overall environmental

footprints by improving energy efficiency lowering material consumption and strengthening the control of hazardous substances. The Company provides PV inverters and smart energy solutions enabling users to maximize

5 Usage self-consumption ratios reduce reliance on traditional fossil fuels improve the utilization

efficiency of clean energy and thereby lower GHG emissions.GoodWe PLC Environmental Impact Management Practices

The Company actively promotes lightweight and eco-friendly product design. It transforms

1 Design inverter structures from traditional die-casting to sheet metal construction replaces die-cast * For products reaching the end of their service life GoodWe strictly complies with relevant heat sinks with extruded ones and adopts highly integrated PCB layouts to reduce product regulatory requirements completes EPR registration in applicable countries and regions

size and weight while cutting carbon emissions at the raw material sourcing stage. and appoints qualified institutions to conduct recycling and disposal so as to fully fulfill its

Extended Producer Responsibility (EPR).

6 End-of-life * Returned used equipment is inspected first. Valuable modules are refurbished for and recycling secondary reuse in the after-sales maintenance market. Completely end-of-life devices are

dismantled with components such as aluminum heat sinks copper wires PCBs and

* In accordance with the Hazardous Substances Control Procedure and the Restricted

electronic parts sorted separately. These materials are then handed over to professional

Substances Specification the Company identifies evaluates and controls risks related to raw

partners for resource recovery. Recycled valuable raw materials are finally reintroduced

materials components and suppliers. This reduces and eliminates hazardous substances in

into the production cycle.products and lays a solid foundation for manufacturing eco-friendly products. The Company

has obtained the IECQ QC080000 hazardous substance process management certification.

2 Raw material sourcing * A green supply chain management process has been established. Following the Green

Procurement Guidelines the Company sets selection criteria for suppliers’ green products

assesses suppliers’ compliance risks through questionnaires and requires valid RoHS

reports from suppliers. High-risk materials such as solder and surface treatment

substances are under key supervision. The Company strictly enforces environmental

procurement standards and prioritizes eco-friendly materials and equipment.

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BIODIVERSITY CONSERVATION

GoodWe 2025 Biodiversity Conservation Actions

The Company prioritizes biodiversity conservation across all business operations. It has established a structured biodiversity governance

system and internal policies fully integrating conservation requirements into environmental management throughout the entire projectlifecycle. Formulating and implementing the Biodiversity Conservation and Control Procedure the Company upholds the principle of “nooccupation of nature reserves” as a non-negotiable site selection baseline thereby preventing direct disturbance to key ecological areas at GoodWe Forest

the source.GoodWe Forest is a global biodiversity and

climate action initiative launched by GoodWe

in 2024. It aims to mitigate climate change

and protect local ecosystems through global

tree-planting activities with support from

Biodiversity Impact Identification the China Green Foundation (CGF) and the One Tree Planted charity. The project

emphasizes site-specific selection of tree

species and planting areas supporting

None of the Company’ s operational sites fall within nature reserves or statutory ecological redline zones and all maintain adequate buffer ecological restoration while encouraging

distances from ecologically sensitive areas. g l o b a l p a r t n e r s t o p a r t i c i p a t e i n

environmental protection. In 2025 the

GoodWe Forest initiative continued to

advance and achieved phased progress:

2 0 2 5 t r e e s w e r e d o n a t e d u n d e r t h e

Impact identification methods Impact identification results corporate name during Intersolar and

During project approval the Company adopts the None of the Company ’ s operational entities have another 2025 trees were donated to mark

environmental impact assessment framework g e n e r a t e d s i g n i fi c a n t a d v e r s e i m p a c t s o n the Company’ s 15th anniversary.a l o n g s i d e o n - s i t e e c o l o g i c a l s u r v e y s t o biodiversity.systematically identify potential effects of its

operations on local species and ecosystems. Solar-Storage-Charging

Microgrid Green Energy Station

The Company has constructed an integrated

solar-storage-charging microgrid green

energy station within Shanghai Chongming

Dongtan Birds National Nature Reserve.Equipped with low-noise inverters resistant

Actions for Biodiversity Protection to high humidity and high salinity the station

supplies stable clean power for patrol

vehicles and minimizes disturbances to

The Company joined the United Nations Global Compact (UNGC) in 2021 committing to global sustainable development initiatives that cover migrator y birds’ habitats and migration

biodiversity objectives. It strictly prohibits production and business activities within ecological redline zones and nature reserves. Through corridors. This project has been incorporated

technological empowerment and ecological restoration support the Company achieves zero disturbance and positive contributions to into the UNDP-NIO Clean Parks initiative and

biodiversity. designated as a model practice under the

UNDP-GEF Flyway Conservation Project.The Company regularly launches biodiversity conservation initiatives including “GoodWe Forest” and “3Bee” . Through multi-scenario

engagement and multi-stakeholder participation it further strengthens its practices and influence in biodiversity protection and long-term

environmental accountability. Maintaining a sound ecological environment helps secure supply chain stability and social license to operate.Moving forward the Company will continue to actively explore green development opportunities unlocked by biodiversity-friendly

operational models.

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Energy Transition and Ecological Conservation Synergy Project Wildlife Rescue Public Welfare

Project

The Shennongjia Golden Snub-nosed Monkey This initiative involves the installation of an 8.4

P r o j e c t i s j o i n t l y d eve l o p e d b y G o o d We i n k W s o l a r p o w e r g e n e r a t i o n s y s t e m fo r

collaboration with the Central South Inventory and conservation workers dedicated to long-term

Planning Institute of the National Forestry and rescue efforts for wombats and kangaroo

Grassland Administration (NFGA). By building a o r p h a n s . T h e s y s t e m r e l i a b l y e n s u r e s

distributed PV-storage-charging integrated sustainable electricity supply for heating

microgrid system the project fully meets the medical and refrigeration equipment at the

electricity demand of the reserve for scientific r e s c u e fa c i l i t y s i g n i fi c a n t l y a l l ev i a t i n g

research lighting monitoring and other uses with operational pressures caused by rising energy

an annual generating capacity of approximately costs.

42000 kWh. Faced with challenges such as high

a l t i t u d e va r i a b l e c l i m a tes a nd r es t r i c te d

transpor tation and construction the team

innovatively adopted Class A fire-resistant tile-like

BIPV modules and a highly integrated energy

storage inverter system achieving zero damage 401 kW Solar Power System for Cairns Aquarium Australia

and zero emissions throughout the process. As a

model for the coordinated development of energy

transition and biodiversity conservation the This project features four 100 kW inverters donated

project has been selected into the first entries of by GoodWe and Greensketch with financial support

the Catalogue of Energy Transition for Biodiversity from the Queensland Government. It aims to power

Conservation at the 16th Conference of the Parties the aquarium’ s life-support systems around the

to the United Nations Convention on Biological clock entirely with clean energy significantly

Diversity (CBD COP16). enhancing the venue’ s energy resilience.

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93 R&D and Innovation

99 Product Quality Management

104 Customer Relationship Management

Innovate 112 Data Security and Privacy Protection114 Digital Transformation120 Sustainable Supply Chain

COLLABORATIVE EMPOWERMENT

VALUE UPGRADING

91 922025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

R&D AND INNOVATION 核心贡献* Drive product portfolio analysis responsible for allocating resources and prioritizing resource

Resource allocation pipeline across projects.and decision-making * Support the improvement of the Integrated Product Development (IPD) process approve or reject

project business plans and allocate corresponding resources to approved projects as scheduled.GoodWe places R&D innovation at the core of its corporate development striving to become a leader in the “generation-grid-load-storage-intelligenceintegration” strategy. By building a high-level R&D team investing dedicated resources and establishing industry-academia-research platforms the

Company has formed a robust innovation support system continuously tackling key technologies to drive fundamental transformations in global

energy production and consumption patterns. The “generation-grid-load-storage-intelligence integration” innovation system constructed by GoodWeis an interconnected data-driven organic whole. It aims to empower users to transition from electricity consumers to proactive “green energyprosumers” through integrated smart energy solutions achieving deep integration of environmental and social benefits. This also establishes a

long-term technological moat for the Company thereby serving the macro goal of global energy transition.StrategyThe Company adheres to the R&D principle of “one generation in production one generation in development one generation in reserve andGovernance one generation in pre-research” actively identifying technological trends and market opportunities through the Insight Committee. R&D

resources are focused on core areas such as photovoltaics energy storage and Virtual Power Plants (VPPs) with a commitment to driving

industry progress and the Company’ s high-quality development through continuous technological breakthroughs.The Company places high emphasis on investment in technology and the development of its R&D team. Adopting a model that prioritizes

independent research and development supplemented by the integration of industry academia and research it continuously injects adriving force into technological innovation. The Company has established a hierarchical management structure of “Chairman - Senior Vice GoodWe R&D and Innovation Risk and Opportunity AnalysisPresident - R&D Department” to ensure the decision-making and execution of innovation strategies. In 2025 by newly issuing the

Industry-Academia-Research Collaboration Management System and revising and releasing the Project Management Procedures the

Company standardized R&D activities throughout the entire process - from project initiation and process control to acceptance and Risk/Opportunity Type Specific Description Financial Impact Countermeasures

post-evaluation. This enhanced the R&D system and clarified responsibilities at each level using institutional measures to ensure the

efficiency of technological innovation and the transformation of achievements. Establish an Insight Committee to

The Company established the Project Management Committee an organization within the industry-research system responsible for project promptly and accurately identify

management and R&D operational support. Its main duties and work content are as follows: If the Company fails to accurately grasp the and explore opportunities and risks

industry’ s technological trends cannot achieve Revenue i n p ro d u c t s /s a l es /m a r ket s by

timely R&D technology innovation there is a risk decreases organizing and managing insight

Addressing of technological lag causing the Company ’ s efforts driving each responsible

management pain points Enhance project delivery quality project management level and project manager capabilities.product efficiency power density and other Operating costs d e p a r t m e n t t o c o m p l e t e t h e

Technological risks

核心贡献 technical indicators to fall behind industry increase implementation of actions and * Coordinate the formulation of KPI and key task indicator systems for the industry-research

peers reducing market share. supporting senior management in

system and establish a regular monitoring mechanism.making correct decisions to achieve

* Build an efficient communication bridge between product lines resource departments and the sustainable business success.R&D operations R&D Vice President.support

* Assist the R&D Vice President in the decomposition allocation and full-process closed-loop

Accelerated energy transition and clean energy In line with industry development

management of R&D tasks derived from company-level meeting resolutions.policies are driving growth in the photovoltaic trends we conduct research and

* Support or lead the daily operations and management of certain technology-related committees. and energy storage markets with increasing development driven by customer

Revenue

demand for distributed solar-storage systems; needs maintain the continuity and

* Coordinate public affairs related to project management support the standardization digitization increasesthe Company ’ s technological advantages fo r e s i g h t o f R & D e f fo r t s a n d

and closed-loop management of the project management environment including leading the Market opportunities facilitate overseas expansion and profitability r e s p o n d q u i c k l y t o m a r k e t

operation of the Project Management Committee. enhancement. demands.Project management

support * Maintain and optimize project management rules and systems implement centralized

measurement of project data and oversee milestone reviews and change control.* Maintain and optimize project incentive and evaluation mechanisms organize project review and

sharing sessions at the committee level.

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GoodWe integrates internal and external innovation resources through diversified cooperation to build a collaborative ecosystem.Impact Risk and Opportunity Management

Established a joint postgraduate training bas核e 心wi贡th 献Hohai University and collaborated to tackle

The Company embeds risk and opportunity management throughout the entire product development life-cycle through standardized

technical challenges in off-grid systems; formed cooperative relationships with Huazhong University

Industry-academia technical review processes. By integrating quality red lines quantitative metrics (such as defect rate test coverage) and closed-loop

-research collaboration of Science and Technology Nanjing University of Aeronautics and Astronautics among others; tracking mechanisms it ensures technical risks are controllable while identifying innovative opportunities to enhance product

subsidiaries engaged in collaborative R&D and technical instruction with institutions such as

competitiveness.Xuancheng Vocational & Technical College and East China University of Science and Technology.Platform Initiated and established the “Zero Carbon Ecology Academy” organized 8 sessions of BIPV open

co-construction platform activities. GoodWe R&D and Innovation Risk and Opportunity Management Process

Participated in the formulation and revision of 24 external technical standards including 6 national Through the technical review checklists at each stage assess factors such as technology maturity demand

Standard formulation standards. Covering multiple business areas such as Virtual Power Plants (VPPs) PV inverters energy Identification realization cost control and supply chain risks. Use the pre-review issue feedback form to collect independent

storage systems building-integrated photovoltaics (BIPV) and balcony PV. and analysis opinions from product development team representatives and experts focusing on design defects demand

deviations insufficient test coverage and other issues.Joined the “generation-grid-load-storage-intelligence integration” ecosystem initiative serving as amember unit of the Jiangsu Power Supply Society and a “Yangtze River Delta Ecological GreenExternal initiativesIntegrated Development Demonstration Zone Developer Alliance” deeply participating in industry

collaboration and regional green practices. Assessment and Classify issues based on review conclusions to determine their impact on project schedule cost and quality;

prioritization predict the probability of risk occurrence based on historical data.During the reporting period the Company participated in the formulation and release of the following standards:

* The product quality assurance team logs issues into the management system and tracks the progress of

Monitoring solutions and verifies in subsequent technical review stages whether previous risks have been addressed.Standard Type Standard Name Core Contribution and closure * Convert high-priority opportunities into specific action plans assign responsibility to engineers and include

these in the technical review reports. Use phased reviews to validate the actual benefits of opportunities.Support the establishment of unified technical

Technical Requirements for

specifications for the industry marking a new

National standard Residential Hybrid Photovoltaic

stage of standardized and regulated development

and Storage Converter

for China's household PV-storage industry.Focus on key safety technologies for distributed

Technical Standard for Rapid

P V p o w e r g e n e r a t i o n sys t e m s s p e c i fi e s Indicators and Targets

Association standard Shutdown Application in

requirements for rapid shutdown and enhances

Distributed PV Power Generation

operational safety of distributed projects.Target * Improve patent quality and core technology layout Progress * 244 patent applications filed during the year; 769

Vibration Table Test Method for Standardize the testing procedures and methods During valid patents accumulated

* Deepen industry-academia-research Reporting

Seismic Performance of for the seismic performance of building-integrated

Industry standard Period * Participated in the development of 24 standards

Building-Integrated Photovoltaic photovoltaic components to ensure the structural * Advance R&D digitalization and platform-based including 6 national standards

(BIPV) Components safety of photovoltaic applications in buildings. management

* Residential hybrid inverter PCS power conversion

Enhance the application level of photovoltaic * Build a high-caliber tiered R&D talent team s y s t e m s ( P C S s ) r e c o g n i z e d a s a N a t i o n a l

power generation in buildings standardize the Manufacturing Single Champion

Photovoltaic Building Evaluation evaluation of photovoltaic buildings ensure the

Industry standard

Standard s a fe a nd s t a b l e o pe r a t i o n of p hotovo l t a i c * Established 5 R&D centers globally

buildings and promote the green and low-carbon

development of buildings. * R&D investment as a percentage of operating

revenue: 6.90%

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GoodWe 2025 R&D and Innovation Practices GoodWe’ s Industry-Academia-Research Collaboration Tackles Key

Technical Challenges in Off-Grid Applications CASE核心贡献

* High-tech Enterprise Certification * National Key R&D Program The off-grid operation function of hybrid inverter PCS power conversion systems (PCSs) serves as a core application pillar.* National Manufacturing Single * Suzhou Major Scientific and Technological Currently challenges persist in this area including weak adaptability to complex loads insufficient performance and limitations

Champion Achievements Transformation Project in parallel operation of multiple units. To overcome these technical bottlenecks GoodWe initiated an industry-academia-research

collaboration with Hohai University in October 2025. The partnership focused on three key areas: addressing the lack of

Technology * Jiangsu Province Science and Project in * Suzhou Achievement Transformation mathematical models optimizing performance and advancing multi-unit parallel operation technology. The collaboration

certifications Technology Award development Project for Frontier Technology Research proceeded in three phases. The two parties jointly developed simulation models and mathematical frameworks optimized critical

and Technology

* Jiangsu Provincial Digital Economy performance parameters and successfully completed parallel operation tests involving six units. This effort resulted in the

Association Science and Technology * Suzhou Intellectual Property Standard development of high-precision models parameter optimization guidelines and load adaptation solutions. These outcomes

Award Integration Project provide theoretical support for product design enable iterative upgrades enhance the adaptability and reliability of inverters in

off-grid scenarios broaden application use cases and strengthen market competitiveness.* Patent-Intensive Product Certification * Suzhou Peak Climb Action Plan Project

GoodWe’ s Residential Energy Storage Inverter Wins National

Manufacturing Single Champion CASE

R&D Team Development

In November 2025 GoodWe was successfully selected into the list of the ninth batch of national manufacturing single

champion enterprises announced by the Ministry of Industry and Information Technology thanks to its profound expertise and

core competitiveness in the field of residential hybrid inverter PCS power conversion systems (PCSs) thus winning this GoodWe has also been honored with government-listed titles such as “High-Tech Enterprise” “National Postdoctoral Researchnational-level honor that represents the highest level in the industry segment. This accolade imposes stringent requirements Workstation” “National Green Supply Chain Management Enterprise” “National Industrial Design Center” “China’ s Specialized Refinedon a company’ s focus in niche markets technical and process capabilities as well as its global market share. Since its Differential and Innovative (SRDI) ’ Little Giant’ ” “Provincial Academician Workstation” “Provincial Engineering Technology Researchestablishment GoodWe has strategically positioned itself in the hybrid inverter PCS power conversion system (PCS) sector Center” “Provincial Engineering Research Center” and “Best Employer” . GoodWe’ s bidirectional hybrid inverter PCS power conversion

consistently investing heavily in research and development. Its residential energy storage inverters featuring internationally systems (PCSs)has been recognized by the government as a “High-Tech Product” with its energy storage technology leading the world.leading technology are sold in over 100 countries and regions worldwide. This has contributed to the Company’ s cumulative

The Company cultivates and motivates R&D personnel through various methods building a team of experienced and highly skilled technical

global installations surpassing 100 GW earning a place on BNEF Tier 1 List and establishing itself as a renowned benchmark for

talents. The R&D center has been recognized as the Jiangsu Engineering Technology Research Center for Renewable Energy

Chinese intelligent manufacturing on the international stage.Grid-Connected Inverters the Jiangsu Provincial Certified Enterprise Technology Center the Suzhou Engineering Technology Research

Center for Photovoltaic Grid-Connected Inverters the Suzhou Industrial Design Center and the Jiangsu Provincial Industrial Design Center.核心贡献

Develop an annual training plan conduct training through various forms such as technical lectures

Tiered training external expert sessions internal exchanges and support employees in pursuing external training

independently.Job rotation Implement an internal talent rotation and matrix reporting mechanism appoint senior employees as

development team leaders to cultivate versatile professionals and enhance collaboration between R&D and market

needs.Support employees in voluntarily applying for external training and reimburse training and learning

Diversified

incentives expenses while providing daily incentives year-end incentives and prioritizing nominations for 9th Batch of National Manufacturing Single Champions government talent programs.

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Intellectual Property (IP) Management

In 2025

The Company places great emphasis on intellectual property protection strictly adheres to All of the Company’ s r manufacturing bases have passed ISO 9001 Quality Management System certification.laws and regulations such as the Law on the Advancement of Science and Technology of the

People’ s Republic of China and the Patent Law of the People’ s Republic of China as well asrelevant requirements. It has established a management system characterized by “unifiedmanagement division of responsibilities and equal emphasis on protection andutilization” . The Company rigorously implements core documents such as the Intellectual

Property Management Manual and the Intellectual Property Management System to ensure

that technological innovation remains compliant with legal requirements. Strategy

The Intellectual Property Innovation Service Center relies on the WE-IP system to establish

a hierarchical management ledger covering the entire business process; it organizes legal

training for all employees and business partners. It also establishes a dedicated working The Company remains committed to quality as the core focus continuously advancing product R&D and technological optimization to

group to complete internal audits management reviews and third-party audits for the provide efficient safe and environmentally friendly solutions. This ensures that every product maximizes quality and safety during design

intellectual property management system certification; implements the Intellectual production and usage.Property Reward and Punishment System and rewards employees for patent achievements

on a quarterly basis. The Company has obtained a

certification for its intellectual GoodWe Product Quality and Safety Risk and Opportunity Analysis

property management system.Risk/Opportunity Type Specific Description Financial Impact Countermeasures

* Implement quality process controls inspect

PRODUCT QUALITY MANAGEMENT the stability and precision of production equipment and conduct regular maintenance

and servicing to prevent quality issues caused

B e c a u s e t h e p r o d u c t s m a y b e by equipment failures. High-quality raw

subject to changes in environment materials are procured and suppliers are

Quality is the foundation of a company’ s success and a core pillar for GoodWe’ s sustained value creation. The Company implements Total and operating conditions during quality-assessed and managed. Various

Quality Management (TQM) covering all aspects of business processes including design quality management quality supply chain quality transportation safety and use the factors in the production environment are

service quality operational product data and life-cycle management quality. This approach effectively mitigates the occurrence of Company ’ s PV and energy storage Operating costs controlled to minimize negative impacts on

significant liability incidents related to product quality and safety continuously enhances product reliability and stability solidifies the brand products may be improperly installed increase product quality.through robust quality practices and provides trustworthy products and solutions to global customers. or the use environment does not

Lifecycle quality Revenue

meet the standards which may lead * Regularly monitoring and measuring

risks decreases

to equipment failure or performance compliance and product quality. If any

degradation thereby increasing after non-compliance in systems products or

sales service costs and affecting behavior is identified corrective actions will

customer satisfaction. be implemented immediately according to the

Governance Corrective and Preventive Action Procedure. If d e fe c t i v e p r o d u c t s a r e fo u n d t h e

Nonconforming Product Control Procedure will

be followed for recall and remediation.The Company strictly adheres to the Product Quality Law of the People’ s Republic of China the Standardization Law of the People’ s Republic

of China CNCACTS0004-2009A Technical Specification of Grid-connected PV Inverter and other relevant laws and regulations. It has The Company can improve product

established internal rules and regulations such as the Management Measures for Product Quality Abnormalities and the Product Quality * Focus on new product promotion solution design adaptabil ity and ease of

Traceability System to provide standardized formal processes for the quality management system. A Quality Department is established to support and customer needs enhance the installation by simplifying installation

undertake the operational management functions of the Company’ s quality supporting management in overseeing product quality and Revenue t e c h n i c a l l i t e r a c y a n d m a r k e t processes and enhancing product

delivery ensuring product delivery quality and R&D efficiency and guaranteeing customer satisfaction. Through the operation of the quality increases responsiveness of the marketing team and Product adaptability usability and stability to increase

management system carry out the construction of the quality system and establish a comprehensive quality management framework drive business expansion through user opportunity m a r k e t s h a r e a n d e s t a b l i s h a

covering PQA R&D quality procurement and supply chain quality and operational quality control. This ensures the orderly advancement and training and technical support.high-quality and reliable brand image.collaborative operation of quality work across all stages guaranteeing the compliance and safety of products in the global market.

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Impact Risk and Opportunity Management Indicators and Targets

Through cross-functional team collaboration quantitative risk assessments and a closed-loop management mechanism the Company Target * Ensure product safety and compliance Progress * Quality improvement investment: RMB 375000.systematically controls product quality and safety risks. At the same time the Company identifies opportunities for design optimization and eliminate major quality and safety During

regulatory compliance improvements during risk analysis ensuring products remain safe reliable and competitive in the market. incidents Reporting * All 5 major production bases obtained ISO 9001 certification.Period

* Improve the quality traceability and * A total of 169 process continuous improvement projects and 223

manufacturing improvement proposals were collected.GoodWe Product Quality and Safety Risk and Opportunity Management Process closed-loop improvement mechanism

* C o n t i n u o u s l y a d v a n c e p r o c e s s * For the few non-batch product issues reported by customers a

improvement and quality enhancement total of 4 related matters were handled during the year. These

Identification * Identify risks across five stages of the product lifecycle (transportation installation commissioning use projects were promptly resolved through on-site repairs spare part

and analysis disposal) and ten types of hazards (mechanical hazards electrical hazards thermal and explosion hazards replacement and technical upgrades. Closed-loop management noise hazards etc.). * Maintain ISO 9001 certification across was achieved through root cause analysis and corrective actions

global production bases with no significant adverse impact on customer rights or the

* Through risk analysis identify design optimization points. Explore compliance improvements based on CE

Company's brand reputation.certification requirements that bring enhanced market competitiveness.* No major product and service safety or quality liability incidents

occurred. No related administrative penalties were imposed and no

damage claims arising from major customer complaints were filed.Assessment and * Evaluate risks based on factors such as severity and probability and assign grades accordingly.classification * High-risk issues require immediate corrective action (e.g. electrical explosion risks) to pass CE certification.Medium risks require design or documentation optimization to prevent hazards. Low risks are included in

long-term monitoring plans. Proactive Response and Rapid Corrective Action - GoodWe Upholds

Product Safety Responsibility CASE

Management * Submit corrective action reports and conduct reviews to ensure risk indices meet required standards and In September 2025 in response to a product announcement issued by the Australian Competition and Consumer Commission

and monitoring archive records in the risk database. (ACCC) GoodWe upheld its product safety responsibility and customer-centric philosophy. The company immediately launched

* Incorporate high-priority opportunities into design changes validate the effectiveness of optimizations and a special response issuing an official statement on its website to proactively disclose the situation corrective actions and

update the risk database accordingly. service guidance while actively addressing concerns from users worldwide.To eliminate the safety risk arising from the misuse of the bypass switch in EHB series and GE brand GEH series hybrid

inverters the Company implemented corrective measures across three key areas: By implementing remote firmware upgrades

for all online equipment the relevant issues have been resolved at the technical level. Also operational standards through

Labeling and * Raw materials entering the warehouse must be labeled with conformity tags standard parts use QR code official channels have been clarified to guide users toward compliant usage and proactively coordinating with local regulatory

traceability labels containing key information and environmental labels (such as GP RoHS) must be complete. Materials authorities to properly handle matters related to user rights. Following this recall the Company organized cross-departmental that do not meet standards or lack labels will be returned.root cause analysis and review continuously improved

* Finished products that pass inspection will be labeled with a “QC PASS” tag while non-conforming products the full closed-loop risk prevention and control processwill have a special label and be isolated. Finished goods in stock will be marked with a “Finished Product and integrated regional compliance requirements intoLabel” . The entire process is recorded through process cards and SIP forms with barcode traceability for raw the product R&D phase to prevent similar risks at the

materials and production information relying on the MES system. source.Through a series of proactive and responsible recall

measures the Company effectively resolved the real

concerns of all relevant parties ensured the safety and

legitimate rights of its users and earned recognition

and trust from local governments and consumers.

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GoodWe Guangde Factory Quality Culture Month CASE CUSTOMER RELATIONSHIP MANAGEMENT

To comprehensively enhance quality awareness among all employees foster enthusiasm for learning quality-related Adhering to the “Customer First” service philosophy GoodWe is fully committed to advancing and optimizing its digital customer

knowledge and encourage active participation in quality initiatives the Quality Department meticulously planned and management model. This approach enhances the precision and operational efficiency of customer relationship management enabling the

organized a quality knowledge competition around the 2025 Quality Month. The initiative was centered on the theme Company to continuously improve customer satisfaction and loyalty through a more professional and efficient service system while

“Strengthening Total Quality Management Promoting Quality-Driven Enterprise Development” . The Quality Department ensuring that customer rights are fully protected.carefully selected topics covering the quality management

system standardization lean management and other

relevant areas. Question banks were categorized based on

difficulty and subject matter. Competition rules and

incentive structures were designed to maximize employee

participation across the Company. The competition Governance

consisted of two stages: preliminary and final rounds. The

p re l i m i n a r y ro u nd wa s c o nd u c te d a s a n i nd i v i d u a l

competition featuring a variety of question types including The Company has established a customer service management system covering pre-sales sales and after sales services built diversified

single-choice multiple-choice and true/false questions. A customer feedback channels and strictly implemented the ITR (Issue to Resolution) problem handling process to ensure that customer

total of 107 participants registered for the competition. After demands are managed in a closed-loop manner. Customer feedback issues are uniformly handled by the After Sales Service Department

intense competition in the preliminary round the top 30 which coordinates three business modules i.e. the call center technical service and service operation forming a closed-loop management

participants based on scores advanced to the final round. mechanism of the whole process. The Company has established after sales service centers in major global markets delivering efficient

delivery rapid response and high-quality technical support. Customer complaint issues are addressed by the Quality Department which

conducts root cause analysis and drives improvements to ensure timely handling and resolution of customer concerns. The Company has

established a tier-one engineer rapid response mechanism and a headquarters technical expert support team. For complex issues anescalation pathway to R&D has been established forming a three-tier problem-solving system consisting of “front-line response - expertsupport - R&D collaboration” . This is managed through a service quality supervision mechanism to ensure full-process control.Issue To Resolution (ITR Process)

Customers Issue Issue feedback confirmation

L1 engineer Issue Issue Solution Issue receipt analysis proposal closure

L2 engineer Escalated Issue Solution issue receipt analysis proposal

L3 engineer Escalated Issue Solution issue receipt analysis proposal

On-site On-site

Field service engineer request resolution

receipt completed

Spare parts team RMA Shipment receipt arrangement

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Strategy GoodWe Customer Relationship Management Risk and Opportunity Management Process

The Company is customer-driven and continually optimizes customer service processes to enhance customer satisfaction and loyalty. It

actively addresses potential risks in customer relationship management while seizing market opportunities driving service model Define the core scope of customer relationship management identify potential risks such as service quality and

innovation and enhancing market competitiveness. Plan data management and focus on opportunities including deepening customer collaboration and digital

management.GoodWe Customer Relationship Management Risk and Opportunity Analysis

Risk/Opportunity Typet Specific Description Financial Impact Countermeasures

* All customer-side problems are Execute

Establish standardized service processes (including closed-loop complaint handling) and build multi-channel

communication systems to gather customer feedback thereby enhancing service experience and efficiency.handled in accordance with the Issue

To Resolution (ITR) management

s p e c i fi c a t i o n t o e n s u r e t h e

I f c u s to m e r i ss u e s a r e n o t h a n d l e d e ffi c i e n c y a n d c o m p l i a n c e o f Revenue

promptly or if solutions are inadequate it customer service.decreases Monitor and evaluate the execution effectiveness and regularly reassess risks and opportunities in conjunction

could lead to customer complaints or even * B y i m p l e m e n t i n g a n a d v a n c e d Check

Operating costs with market and demand changes.Service response loss negatively affecting the Company’ s customer relationship management

trisk brand reputation. increase (CRM) system the Company has

s u c c e s s f u l l y i n t e g r a t e d a n d

implemented the entire process

from lead identification to cash

Act Implement corrective and preventive measures for identified issues regularly summarize outcomes and collection (LTC). promote cross-departmental collaboration to continuously optimize management.* Conduct regular customer visits and

proactive maintenance precisely

B y p r ov i d i n g e ffi c i e n t s e r v i c e s a n d a d d r e s s c u s t o m e r n e e d s a n d

m a i n t a i n i n g s t r o n g c u s t o m e r provide customized solutions to

relationships the Company can increase Revenue improve customer experience.customer repeat purchase rates and increases

Market

e x p a n d n e w b u s i n e s s c o o p e r a t i o n * Emphasize service team capability

opportunities

opportunities. building and carry out multi-dimensional

training to comprehensively enhance

employee expertise and service quality. Indicators and Targets

Target * 100% closed-loop management of customer Progress * Customer complaint response time < 24 hours

requests During

Impact Risk and Opportunity Management Reporting * GoodWe’ s domestic customer satisfaction rate is

* Improve global service network and spare parts Period 92.4% while internationally it stands at 82%

warehouse footprint

In an era of accelerating digital transformation and intensifying market competition customer relationships have become a critical * 77 after-sales service training sessions

component of corporate core competitiveness. High-quality customer relationship management (CRM) not only serves as a central * Enhance service response efficiency and team

mechanism for enhancing customer satisfaction and loyalty but also provides essential support for seizing market opportunities mitigating professional capabilities

* Customer complaint resolution timeliness rate:

94.49%operational risks and achieving sustainable development. The Company is committed to the goal of “controllable risks actionable * Establish a continuous improvement mechanism foropportunities optimized services and enhanced value” and has established an end-to-end closed-loop management process for customer satisfaction * 30 customer service centers and 8 repair centers

customer-related risks and opportunities. globally

105 1062025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Building a SaaS-Based Customer Success Management System CASE After Sales Service System

The company’ s After Sales Service Department consists of three core business modules: the Call Center Technical Services and Service

GoodWe’ s core Smart Energy WE Platform for smart energy adopts a SaaS software delivery model. Unlike traditional one-time Operations forming a full-service architecture of “front-end reception - mid-end support - back-end guarantee” . This establishes a

delivery this model requires continuous iteration and upgrades to adapt to market and customer needs. Consequently three-tier problem-solving system of “front-line response - expert support - R&D collaboration” . As of the end of the reporting period the

post-contract service becomes the starting point for value creation and enabling customer business success is a key objective after sales service team comprised over 200 members operating under a model centered on the Suzhou headquarters in China with

for platform operations. The Company focuses on improving platform usage rates renewal rates and customer satisfaction by assigned personnel in various overseas regions. The service network covers 28 countries and regions worldwide. Additionally the Company

continuously optimizing product experience and functionality. Through measures such as establishing unified customer tiering has established over 30 overseas after sales spare parts warehouses and 8 repair centers (including 7 overseas repair centers) creating a

standards implementing tiered and refined services leveraging Feishu multi-dimensional tables for full-process tracking and global service network characterized by “localized response and rapid support” to provide efficient and convenient after sales support to

supervision conducting quarterly reviews and creating benchmark case studies the Company has built a full-cycle customer customers.service system. To date over 30 customer success cases have been developed and the customer platform usage rate remains

stable at above 88%. The After Sales Service Department focuses on meeting customer needs throughout their entire lifecycle and undertakes comprehensive

service functions as detailed below:

Product Line Full Process Management Practice CASE Core Responsibility Specific Services

Customer issue The international/domestic call centers operate 365 days a year receiving customer fault

handling reports and inquiries through multiple channels to ensure timely responses.GoodWe’ s Smart Energy Business Unit responds agilely to the rapidly changing policies and market demands of the energyindustry. For its software products it has established a full-cycle management process covering “insight and planning -solution breakdown and design - development and implementation - POC validation - enablement and promotion - scalable Provide remote/on-site technical support troubleshooting version upgrades and spare partreplication - lifecycle operations” with quality management integrated throughout. By establishing a strong matrix Technical service replacement to ensure proper product operation; leverage operational data to feed back into

management model the unit has clarified the collaboration mechanism between product lines and functional departments support product iteration.ensuring that key personnel are in place and processes are executed efficiently. The Company has completed process pilot

optimization formal implementation milestone enhancement and standardized output while establishing feedback

mechanisms with regional offices and customers to enable continuous iteration. Currently this practice has improved internal Be responsible for the implementation and deliver y of ground project installation

efficiency by 30% effectively supporting the Company ’ s competitiveness in the new power market and its sustainable Project delivery

and support commissioning training and other work to support the development of marketing and sales development goals. business; on-site problems in East China (domestic) have been handled within 3 days.Requirements

design POC project

development functional

and testing closed-loop Maximize the efficiency of issue resolution through warehouse planning spare parts

validation validation Spare parts

support management and defective unit collection and repair. Domestic spare parts replacement

averages 1–3 days while international replacement ranges from 3 days to 3 months.Development and

implementation POC validation

By collecting and compiling technical cases and organizing technical guidance documents we

Plan Launch

Insight and decomposition promotion & Lifecycle Training and have established a comprehensive online knowledge repository. Through the dissemination and

planning and solution replication operation empowerment sharing of after-sales maintenance knowledge we have effectively enhanced the overall service

design planning Market level of the team.promotion

Continuous iteration planning &

implementation

Provide global warranty extension equipment extended warranty purchases personnel expense

Service operation

Business Solution design Promotion support reimbursement and system and administrative support to ensure efficient service team exploration supporting planning Rapid expansion Lifecycle operations.demand research phased objective supporting to more markets governance &

& phased goal dynamic toolkits & & customers control planning

setting adjustment empowerment

Customer satisfaction Build brand image through professional and timely service enhance customer trust and loyalty

Product Line Management Operation Process management and establish a full-process satisfaction management mechanism.

107 1082025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

The Company has established a “dual approach” to satisfaction surveys combining internal and external feedback to ensure data objectivity

Product Recall System and comprehensiveness:

The Company has established a product quality risk response mechanism centered on the ITR process integrating product recall

management into the full process of handling significant issues ensuring timely identification assessment and handling of products with Survey type Third-Party Annual Centralized Survey

potential safety hazards or batch quality issues:

* Daily service instant feedback (Satisfaction * The Company conducts an annual customer

questionnaires are sent after each phone call and satisfaction survey. In 2025 an online quantitative

upon completion of issue resolution.). survey method was adopted covering customer types

such as domestic and international end-users

* T h i r d - p a r t y a n n u a l c e n t r a l i z e d s u r v e y

distributors installers developers and EPCs. A total of

(commissioned to third-par ty institutions

5106 valid samples were collected (1017 from

targeting dealers key customers and customers

domestic markets and 4089 from overseas markets).who have reported faults).The core dimensions of the survey included

* Regional project-specific evaluation (Conducted product-related indicators such as product quality

Recall trigger Recall execution Reporting period for PV projects Smart Energy WE Platform cost-effectiveness and ease of use; service-related

mechanism process implementation clients and other specific initiatives). indicators such as pre-sales service attitude and

after-sales response timeliness; brand-related

For issues classified as P1 Once a recall is initiated During the reporting period indicators such as brand reputation and awareness;

( m a j o r s a fe t y i n c i d e n t s a f fe c t e d c u s t o m e r s a r e the Company experienced no and ESG-related aspects such as hazardous substance

significant losses caused by notified through the global m a j o r q u a l i t y o r s a fe t y management and sustainable development.batch failures etc.) or P2 service network with clear i n c i d e n t s r e q u i r i n g a * Based on the sur vey results key areas for

(batch issues major defects in communication regarding large-scale product recall. improvement were accurately identified and targeted

new products etc.) within the t h e s c o p e c a u s e a n d I s o l a t e d p r o d u c t i s s u e s enhancement plans were developed. Causes of

ITR process the after-sales resolution. Utilizing spare r e p o r t e d b y i n d i v i d u a l dissatisfaction related to products were submitted as

r e s p o n s i b l e p e r s o n parts warehouse resources customers were properly r e q u i r e m e n t s fe e d b a c k t o d r i ve p r o d u c t

(Director/Manager level) leads the Company provides free addressed through on-site improvements while causes related to personnel were

a c r o s s - d e p a r t m e n t a l replacement repair or return r e p a i r s a n d s p a r e p a r t assigned responsibilities and addressed with specific

assessment involving R&D services. The progress of the r e p l a c e m e n t s w i t h n o corrective measures based on the circumstances. Thisquality production and other recall is tracked throughout s i g n i fi c a n t i m p a c t o n establishes a virtuous cycle of “survey - analysis -f u n c t i o n s . I f a r e c a l l i s with updates repor ted in customer rights effectively improvement - optimization” providing a

determined necessar y to marketing and management m i t i g a t i n g t h e r i s k o f decision-making foundation for product iteration and

mitigate r isks the recal l m e e t i n g s t o e n s u r e f u l l customer complaints. service enhancement thereby strengthening

p r o c e d u r e i s i n i t i a t e d execution. customer loyalty and market competitiveness.immediately.GoodWe Customer Service Certifications (examples)

Customer Satisfaction Management

The Company places great emphasis on customer satisfaction management conducting 100% satisfaction follow-ups for all issues of

significant importance to ensure customer feedback is fully addressed. Satisfaction follow-ups are conducted through both manual calls

and automated evaluations. Follow-up results are quantified and assessed using a five-level rating system. For reasons of dissatisfaction

the Company will analyze based on actual circumstances formulate improvement measures and continuously enhance service quality and

customer satisfaction.

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Customer Complaint Management DATA SECURITY AND PRIVACY

The Company has established a diversified multi-channel customer complaint handling system covering domestic and international PROTECTION

markets including telephone email official website official WeChat account WhatsApp video and other methods ensuring that customer

concerns can be addressed promptly:

GoodWe regards data security and customer privacy protection as the lifeline of its operations and the cornerstone of customer trust. The

Company strictly complies with the Cybersecurity Law of the People’ s Republic of China the Data Security Law of the People’ s Republic of

Channel Type Contact Information Service Scope China the Personal Information Protection Law of the People’ s Republic of China and other relevant laws and regulations. It has established a

systematic management framework and a full-process protection system ensuring that data is properly protected throughout its lifecycle

through institutional constraints technical defenses and the participation of all employees. This builds a robust security foundation for the

Domestic 400 hotline (400-998-1212) key Domestic: 7 days a week 12 hours a day Company’ s digital operations and sustainable development.Telephone customer commercial line (0512-66671212) (7:30–19:30); International: 5 days a week 8

international multi-language hotline hours a day

Official WeChat account (GoodWe Supports text image and video feedback as Management System

After-Sales Service Center) Official Website well as ticket tracking. Convenient and

Online

Online Support WhatsApp video efficient covering diverse communication

communication scenarios The Company has established an Information Security Committee forming a three-tier management structure to ensure the systematic

effective and continuous improvement of information security and customer privacy protection measures. A comprehensive institutional

system has been put in place including the development and strict implementation of a series of internal policies such as the Information

Security Risk Assessment and Control System Information Security System Control Procedure and Data Backup Management Regulations.These policies cover the entire process of data collection storage processing transmission and sharing ensuring the secure and stable

Domestic service email operation of the Company’ s computer equipment and local area network. They also guarantee the timely recovery of critical business data

(servicechn@goodwe.com) international Handles complex issue feedback and and software in the event of a disaster maintaining information integrity and availability while preventing data loss.Email

and regional after-sales service emails document transmission with traceability

(service@goodwe.com)

GoodWe Data Security and Customer Privacy Protection Management Structure

Oversee and guide risk assessments review the Information Security Risk

Steering Group Assessment Form and decide on the Information Security Risk Assessment

Report and Residual Risk Approval Report.Responsible for identifying information assets within respective

departments conducting risk assessments and implementing specific

Promotion Group security control measures. Takes immediate action to stop the

continuation or spread of any potential or actual network information

security incidents.Track changes to departmental information assets dynamically update

Administrators the Information Security Risk Assessment Form and report accordingly.

111 1122025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

GoodWe has developed the Information Security and Privacy Information Management Manual and supporting procedural documents in

accordance with ISO 27001 Information Security Management System and ISO 27701 Privacy Information Management System standards Launching an IT Service WeChat Official Account Column to Empower

Digital Office Efficiency CASEestablishing institutional norms covering the entire process:

C o n d u c t a c o m p r e h e n s i v e r i s k Establish a full-process management In the design of core systems such as the As the Company ’ s business digitalization deepens to address issues like scattered IT system promotion and delayed

assessment at least once a year to mechanism for the privacy information of Smart Energy Management Smart Energy information dissemination GoodWe has launched an IT service official account column focusing on enhancing IT service

dynamically identify potential emerging different parties including internal WE Platform and the Sems Platform the transparency and popularizing security and AI knowledge. The column features sections such as business system introductions

r i s ks a nd s u p p l e me n t a nd i m p rove employees suppliers visitors and Company strictly adheres to privacy and security knowledge. An operation team is established to formulate release plans promote through multiple channels and

security control measures. customers. protection principles such as minimizing optimize content as needed. The results are remarkable: the column reaches over 80% of employees IT-related common

i n f o r m a t i o n c o l l e c t i o n a n d d a t a inquiries have decreased by 30% and employee security awareness and self-service problem-solving capabilities have

desensitization. improved establishing the column as a vital communication bridge between IT and business departments.Management Practices

GoodWe has established a security system compliant with the Level 3 standards of the Multi-Level Protection Scheme for Cybersecurity

(MLPS 2.0). Through a regular risk management and control mechanism it strengthens technical protection and emergency response

capabilities Specific practices are as follows: DIGITAL TRANSFORMATION

Measures Specific Content

Deploy next-generation firewalls antivirus gateways cloud WAF log auditing and vulnerability GoodWe regards digital transformation as a core strategy for enhancing operational efficiency driving business innovation and achieving

Technical protection scanning modules. Implement unified internet access policies and whitelist access controls to sustainable development. Guided by the principles of “Data-driven Intelligence-empowered Business Collaboration Security-controlled” deployment

restrict the use of unauthorized software blocking information leakage risks at the technical level. digital transformation is embedded across the entire R&D production and sales value chain and all aspects of management. Through

systematic governance full-scenario technology implementation and refined risk management the Company is building its core digital

Adopt a model of “annual regular assessment + trigger-based special assessment” . Conduct competitiveness. At the same time it leverages technology to enable green operations and industry collaboration achieving a win-win

Regular risk comprehensive information asset risk assessments annually and initiate special assessments in outcome for both business value and sustainability.assessment

the event of significant business changes security incidents or major system modifications

dynamically optimizing prevention and control measures.Establish an emergency response mechanism for data breaches and security incidents. Develop

and release the GW-WI-595 Information Security Emergency Response Plan and adheres to the GovernanceEmergency mechanism principles of “proactive defense comprehensive prevention; clear responsibilities tiereddevelopment accountability; scientific decision-making and rapid response” . An emergency working group has

been set up to standardize incident handling procedures and continuously improve the information The Company integrates digital transformation into both its top-level strategic design and day-to-day operations forming a

security management system. three-dimensional governance structure comprising “governance framework + institutional safeguards + dedicated initiatives” . Management

Regulations on Information-based Projects I-I Integration Management Manual and Control Procedures for the Technical Realization Process

Conduct information security training sessions covering all employees addressing IT of I-I Integration have been established to standardize the entire lifecycle of digital project initiation implementation and operation and

fundamentals cybersecurity awareness and ISO 27001/27701 knowledge. Regularly organize maintenance providing systematic and standardized support for transformation efforts.Company-wide training

and empowerment phishing email drills and provide specialized training for management team members to

strengthen professional control capabilities comprehensively enhance employee risk awareness At the organizational operational level the Company implements a dual-track model of “ITBP + IT Services” clearly defining the governance

and reduce cybersecurity risks. structure and roles and responsibilities for digital transformation to ensure strategic execution and business alignment. The IT department

acting as an IT Business Partner (ITBP) is deeply embedded across all business processes including R&D production procurement

after-sales and EHS. This enables precise identification of IT requirements at each stage improving the efficiency of demand response

through tools such as AI tools service desks issue tickets and Feishu service accounts realizing the resonance of technology and

GoodWe has obtained ISO 27001 Information Security Management System certification and ISO 27701 Privacy Information Management business.System certification demonstrating that its systems operate in a standardized and effective manner. In 2025 no data security incidents or

customer privacy breaches occurred reflecting the significant effectiveness of data security and privacy protection efforts. This provides a Additionally the Company has established a dedicated digital transformation task force to drive the digitalization automation and system

solid foundation for the Company’ s sustained healthy development and customer trust. integration of business processes ensuring organizational support and execution efficiency for digital transformation efforts.

113 1142025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Strategy Impact Risk and Opportunity Management

The Company takes digitally driven business innovation as its core strategic direction continuously optimizing internal processes The Company has established a comprehensive digital transformation risk and opportunity management mechanism covering the entire

enhancing operational efficiency and strengthening data governance capabilities through information technology automation and process of “identification - assessment - prioritization - monitoring - mitigation” balancing transformation effectiveness with risk control to

intelligent means. This supports business teams in rapidly responding to market changes enabling precise decision-making and efficient ensure business continuity and strategy execution.resource allocation and transforming digital capabilities into tangible market opportunities and competitive advantages.Aligned with the group’ s overall business strategy the Company continues to advance its digital strategy in the following areas:

GoodWe Digital Transformation Risk and Opportunity Management Process

Digitalization of internal operations Data governance and decision

empowerment * Conduct feasibility analysis during project initiation to identify potential technical risks in technology

Build a digital office and operations management Integrate multi-system data pipelines through BI implementation such as system compatibility data migration difficulty and operational complexity.system centered around Feishu NC ERP MES and p l at fo r m and dat a wareho u s e devel o p ment Identification * Regularly perform market and industry analysis to assess the market expansion opportunities digital

OA achieving business process digitalization and enhancing data timeliness and decision support transformation may bring and identify compliance risks resulting from regulatory changes.data collaboration. capabilities.* In terms of risks focus on the scope of impact likelihood of occurrence response costs and compliance

requirements.Industrial and product digitalization Intelligence and AI applications Assessment

* In terms of opportunities assess the potential for business growth operational efficiency improvement and

Drive the development of IoT-based product intelligent Systematically promote the application of AI across technological maturity.monitoring platforms as well as power station and R&D manufacturing operations and management

commercial & industrial (C&I) platforms empowering scenarios unlocking organizational efficiency

customers with digital operations capabilities. potential.* High-priority risks are to be addressed immediately.Prioritization * For medium-priority risks long-term optimization plans are to be developed.GoodWe Digital Transformation Risk and Opportunity Analysis and response * In terms of opportunities high-priority projects are allocated resources first and expedited while long-term

opportunities such as frontier technology exploration are tracked and researched as technological reserves.Risk/Opportunity Type Specific Description Financial Impact Countermeasures

During the introduction and upgrading of

C o n t i n u e t o a d v a n c e p l a t f o r m * Use situational awareness monitoring platforms and log platforms to monitor the operational status of IT

digital systems the Company may face

construction across various business Monitoring and systems and data security in real-time.c h a l l e n g e s s u c h a s d i ffi c u l t sys te m Operating costs

s c e n a r i o s o r g a n i z e s p e c i a l i z e d

integration long implementation cycles increase mitigation * Regularly conduct information security audits and compliance checks to ensure that digital transformation

t r a i n i n g a n d s h o r t e n b u s i n e s s

Technological risks and system instability which could affect meets industry regulatory requirements.response times.business continuity.Through digital upgrades the Company Promote IoT-enabled products build a

improves operational efficiency optimizes d i g i t a l o ffi c e m a t r i x a c h i e v e

resource allocation reduces operational e nd -to - e nd d a t a i n te g r a t i o n a nd

Operating costs

costs and strengthens its competitiveness col laboration across production

decrease

in areas such as intelligent manufacturing management and office scenarios and

Market opportunities

precise marketing and supply chain empower business decision-making

collaboration. through digitalization.

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Indicators and Targets Full-Scenario Digital Transformation Practices

The Company dynamically optimizes opportunities for digital transformation and uses an agile development model to ensure that new The Company focuses on core business and key operational management links driving the digital and intelligent transformation of various

technologies can quickly iterate and adapt to market changes and maximize the return on digital investment. Additionally through data business scenarios through data integration technology empowerment and process reengineering. Specific practices are as follows:

analysis and market feedback the Company can timely adjust its digital strategy and expand digital application scenarios ensuring it seizes

market opportunities at the optimal time.Business Scenario Practice Case Implementation Outcomes

To address challenges such as data silos statistical lags

Indicator 2025 Progress 2026 Target

and experience-dependent decision-making caused by

business data being scattered across systems such as The system enables real-time visualization of core

Green product Continuously expand supplier coverage O ffi c i a l l y l a u n c h e d w i t h s e c o n d a r y ERP and MES the Company initiated the development of metrics such as sales performance and inventory

management system and improve carbon footprint data a BI system to drive digital transformation. The project t u r n ov e r r e p l a c i n g m a n u a l E xc e l - b a s e d

development and development completed for internal system management throughout the product Data integration

iteration integration involved building a data warehouse to integrate statistics improving data processing efficiency lifecycle

multi-system data unifying standards and governance and reducing the decision-making cycle from

specifications designing specialized dashboards for weekly to daily.Supply chain digital Achieve ful l system functional ity Project initiation and first-phase system production sales and operations and adopting an agile

carbon management launch initially covering Suzhou and

system development development and deployment completed

iterative approach for phased rollout and optimization.Guangde production bases

A c t i ve l y p r o m o t e t h e d e e p a p p l i c a t i o n o f A I The competition spanned three months of

technologies in business scenarios by organizing an AI preparation collecting over 90 AI innovation proposals

Achieved full IT system coverage across R&D

Full IT coverage of Continuously optimize and iterate to innovation competition. Guided by real business covering all business functions including R&D supply

core business areas procurement production sales quality improve quality and efficiency Cultural

development challenges and focused on goals of cost reduction chain finance and HR. A total of 2040 employees finance and supply chain processes

efficiency improvement and quality enhancement the participated in online voting ultimately selecting 33

competition called for application proposals using representatives to share practical case studies that

AI technology Completed 1 company-level AI special training Establish a Group AI Office to deepen actual business results as evaluation criteria. combined technical depth with business value.training and session and 3 rounds of department-level the integration of AI technology with

hands-on practice in-depth empowerment training business scenarios * The systems achieve transparent equipment status

T h e c o m p a n y h a s a d v a n c e d f a c t o r y d i g i t a l and predictive management of critical component

BI professional headcount: 100+ Increase BI professional headcount to 150 transformation and laid the groundwork for a smart lifespans shifting the maintenance paradigm from

Digital business factory by developing a test platform dashboard reactive response to proactive prediction.innovation BI analysis applied to business scenarios: Expand BI analysis to 700+ business management system as well as OEE&PHM systems.

600+ scenarios * Overall maintenance efficiency has increased by Lean These systems enable visualization of shop floor

management 5% while dynamic tracking of OEE and utilization equipment displaying key metrics such as station

rates helps rapidly identify bottlenecks.AI-powered quality PCBA AI intelligent re-inspection project Complete feasibility assessment and status OEE and yield rates in an intuitive manner.inspection completed evaluation solution design for this project Equipment status and test data are collected via PLCs * By analyzing high-frequency failures and repair

and industrial PCs with data visualization powered by t i m e d a t a t h e C o m p a n y h a s o p t i m i z e d

FineReport BI tools. maintenance costs and labor efficiency reducing

unplanned equipment downtime.To address industry pain points in manual inspection of * The system has increased single-station

inverter accessory kits - such as operator fatigue missing efficiency by 600% and overall production line

or incorrect components and low efficiency - the Company efficiency by 5%.independently developed an AI deep learning-based visual

* It achieves a 100% detection rate preventing

inspection system. Moving beyond traditional algorithms

Production non-conforming products from reaching

optimization this system trains neural networks using large volumes of customers.sample data overcoming challenges such as component

overlap and recognition of multiple component types. The * Compared with outsourced solutions costs have

system achieves 100% independent R&D from solution been reduced by over 80% while technological

design to hardware and software development with a fully autonomy has been secured resulting in a

closed-loop technology framework. replicable and scalable technical solution.

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Business Scenario Practice Case Implementation Outcomes

LCIA 2.0 Flexible Line + AGV Intelligent Logistics CASE

To address challenges such as the proliferation of

paper-based records and low management efficiency the

Company has achieved significant improvements through To address the “multiple product models small batch” production model at the Suzhou factory the team guided by lean principles

technological upgrades process optimization and the and a human-centric approach collaborated with equipment suppliers through eight rounds of design iterations to develop the

adoption of digital tools. On the technology front

Efficiency in inspection patrols and hazard LCIA 2.0 flexible line characterized by its “ingenious” design features. By establishing a “proximity work platform + LCIA materialAI-powered cameras have been deployed to accurately

EHS reporting response times has improved by overcart + material rack” system the team achieved an upgrade of the work platform and material handling system. Combined with

management identify safety hazards in the plant. On the management 50% effectively reducing operational time and laser SLAM intelligent AGVs the system enables automatic material replenishment and empty bin returns realizing “unmanned”

front processes for hazard identification and reporting

enhancing EHS management stability. operations. The “proximity work platform” designed based on ergonomic principles reduces the need for workers to bend and

fire control room management and electronic turn. “Omni-directional ball transfer units” assist product movement reducing physical strain. The modular design concept

record-keeping have been streamlined supported by ensures compatibility across the entire product range and reduces changeover time. Since implementation the system has

updated policies. Digital tools such as Feishu Hikvision and delivered a 20% increase in efficiency reduced labor requirements by 2 persons per line per shift and achieved annual cost

Das have been adopted to build systematic record-keeping savings of RMB 650000. In terms of safety PLC-integrated equipment interlocks and safety light curtains have been

platforms significantly reducing paper usage. implemented. For quality control smart electric screwdrivers enable data collection and ensure consistent fastening quality.The system enables real-time visualization of

The Company has undertaken digital upgrades to its

after-sales standby inventory across overseas

international CRM system adding inventor y

warehouses. The RMA unit exchange function

management and RMA replacement l inkage

automatically updates inventories of used and faulty

Overseas functionalities. These upgrades have been rolled out

after-sales service units and ensures traceability of SN (serial number) in countries with existing spare parts inventory

inventories. Replacing offline manual statistics with

including South Korea and Pakistan while localized

automatic system updates has effectively reduced

optimizations such as European warehouse system

the workload of overseas inventory management

integration are also underway. SUSTAINABLE SUPPLY CHAIN

and significantly improved operational efficiency.In response to the growing volume of electronic

accounting vouchers the Company has established The system went l ive within three months

GoodWe regards sustainable supply chain management as a core component of its corporate sustainability strategy. Adhering to the

new standards and specifications for electronic achieving fully paperless reimbursement for

Green operations management philosophy of “compliance green responsibility and resilience” and oriented toward the vision of “co-creating a newaccounting records management building a electronic invoices and automated archiving ofecosystem for energy prosumers” the Company fully integrates safety compliance and ESG requirements into the entire supplier lifecycle -

full-stack digital records system centered around expense control records.from admission and evaluation to collaboration and exit. Leveraging cross-departmental collaboration digital empowerment and

electronic accounting records.co-innovation with industry chain partners GoodWe is building a supply chain system that combines both resilience and sustainability

driving high-quality green development across the industry.Intelligent Material Calling System for Intelligent Material Distribution CASE

Governance

GoodWe has demonstrated its lean manufacturing capabilities in production operations with its team independently developing

an intelligent material calling system that leverages technological upgrades and process optimization to reduce costs improve At the group level the Company has established a governance system covering the entire supply chain process. Based on international

efficiency and achieve lean management. Addressing issues in traditional push production such as low efficiency in manual standards such as the Ten Principles of the United Nations Global Compact and the core conventions of the International Labor Organization

material calling inventory overstocking and space wastage the system has established a new “pull production” model. It (ILO) GoodWe has developed a Supplier Code of Conduct. This code establishes baseline requirements for supplier collaboration including

integrates MES BI material calling dashboards and AGV dispatching systems to enable real-time response to material demands environmental compliance (pollutant discharge permits hazardous waste management) labor rights (prohibition of child labor and forced

and precise distribution. The system’ s development combines industrial engineering expertise hardware design capabilities and labor ensuring working hours and wages) business ethics (anti-corruption) and information security. ESG compliance has been

a four-layer software architecture achieving cross-system integration and full process intelligence. After planned work orders are incorporated as a prerequisite for supplier contracting ensuring that partners align with the Company ’ s sustainability philosophy.entered into the MES system they are processed by the intelligent material calling system which uses standard work hour-based Sustainable supply chain management is integrated into both corporate strategy and daily operations.material consumption to trigger demand to the warehouse. The warehouse then automatically triggers material preparation

requests to AGVs which deliver materials to designated shop floor locations. After implementation the system has achieved cost The Company has established a Supply Chain ESG Compliance Team which reports directly to the Sustainable Development Research

reduction and efficiency improvement reducing the number of material handlers by 2 per line per shift decreasing current WIP by Institute forming a closed-loop management mechanism of “decision-making - execution - oversight” . Its core responsibilities include:

40% and reducing material transportation distance by 6657 meters per shift. Total annual cost savings amount to RMB 450000. establishing and maintaining supply chain ESG compliance standards and processes dynamically monitoring global regulations and

customer requirements; leading ESG on-site audits and continuous monitoring of key suppliers; and developing supplier capability

enhancement programs to promote low-carbon transformation and technical collaboration.

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The Procurement Center consists of multiple secondary departments responsible for supplier admission development material assurance GoodWe Sustainable Supply Chain Management Risk and Opportunity Analysis

and continuous improvement forming a management framework with clear division of responsibilities and coordinated operations; supply

chain quality management is the responsibility of the Quality Center.For major decision-making the Company has established a Procurement Center led by the Chairman of the Board with the Director of the Risk/Opportunity Type Specific Description Financial Impact Countermeasures

Procurement Center as the Executive Director. The executive members of the Procurement Committee come from procurement R&D

quality production finance legal and sales departments. The Committee is responsible for procurement management system * Implement supplier diversification

development medium- and long-term procurement strategy formulation and decision-making on major supplier and bidding matters and localized sourcing strategies;

enhancing the scientific rigor and authority of procurement governance. Geopolitical factors trade restrictions and Operating costs sign long-term agreements with core

ot he r i n fl u e nces m ay l ea d to s u p p l y increase suppliers to lock in volumes and

The Company has developed a series of supply chain management policies aligned with international standards such as ISO 14001 ISO 45001 disruptions for key materials or price prices.and SA8000 as well as domestic and international regulations. These policies establish a compliance management system covering the entire fluctuations affecting production delivery Operating profit

Operational risk

supplier lifecycle- admission evaluation collaboration and exit. Supplier CSR and hazardous substance management are systematically and cost performance. decreases * Deploy the SRM system to optimize

embedded into every stage of procurement advancing the development of green procurement and responsible supply chains. demand forecasting and inventory

management.Core Documents Main Content

* E s t a b l i s h a s t r i c t a c c e s s r i s k

screening and annual ESG review

Supplier Control Procedures Suppliers’ violations of environmental or mechanism requiring suppliers to

Cover the full process of supplier admission labor standards or involvement in conflict

Procurement Green Procurement Guidelines Operating profit sign compliance commitments.evaluation performance management minerals may expose the Company to management decreases

Management Regulations on Supplier improvement and exit. compliance penalties customer claims * Conduct on-site audits for high-risk

Reputational risks

Performance and brand reputation damage. suppliers drive corrective actions to

c l o s u r e a n d e s t a b l i s h a c l e a r

supplier exit mechanism.Supplier Code of Conduct Specify the basic requirements in areas such

Code of

conduct Supplier Social Responsibility Management as labor rights health and safety business

* Incorporate ESG performance into

Regulations ethics and environmental protection. the supplier evaluation system to Leading sustainable supply chain practices i n c e n t i v i z e t h e i r s u s t a i n a b l e

can enhance customer and investor development.confidence meet market demand for Revenue

green solutions open up new markets and increases * Enhance suppliers’ sustainable

Market

Management Regulations on Restricted drive efficiency improvements across the d e v e l o p m e n t m a n a g e m e n t

Opportunities

Substances Regulate hazardous substances (RoHS etc.) entire industry chain. capabilities through communication

Compliance management and conflict minerals due training support mechanisms and

control Control Procedures of Hazardous Substances di l igence req u ir ing s u p p l iers to s ign supply chain conferences.Conflict Minerals Control Management compliance statements.Measures

Management Governance & System Supply Chain Stages

Elements

Admission Procurement Production Delivery Exit

Strategy Risk Identification & Assessment

The Company regards sustainable supply chain management as a vital part of its sustainable development strategy adhering to the Control & Improvement Result-Oriented

management philosophy of “compliance green responsibility and resilience” . On the foundation of ensuring supply security and quality it

systematically advances risk prevention and control green transformation and value chain collaboration achieving the integration of supply Collaborative Supply Compliance Environmental Social Long-Term Value

chain stability compliance and long-term value creation. Empowerment Security and Control Friendliness Responsibility Co-Creation

121 1222025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

GoodWe Sustainable Supply Chain Management Risk and Opportunity Management Process

Procurement model Supply chain structure Supplier management

optimization optimization system assurance * Prior to new supplier admission on-site assessments are conducted covering qualifications social

responsibility hazardous substances and production capabilities.A d h e r e t o a s t r a t e g y Continuously optimize the Deploy dedicated supplier Identification

c o m b i n i n g c e n t r a l i z e d s u p p l y c h a i n s t r u c t u r e management teams develop and analysis * Cross-departmental collaboration is carried out to analyze product feasibility and procurement requirements

procurement with localized p r o m o t i n g s u p p l i e r a n d i m p l e m e n t r e l e v a n t and potential risks such as technical compatibility and quality issues are identified.sourcing to ensure supply d i v e r s i fi c a t i o n a n d procedures such as the Supplier

c h a i n s t a b i l i t y f r o m t h e multi-channel approaches. Management Manual Supplier

outset. Implement direct Implement localized layout of Acceptance Criter ia and * Supplier risk levels are quantitatively evaluated across multiple dimensions including technology quality

sourcing from origin and t h e s u p p l y c h a i n Supplier Control Procedures to Assessment and cost delivery service and ESG performance.l o n g - t e r m a g r e e m e n t s encouraging each base to standardize supplier admission prioritization

locking in volumes and prices p u rs u e l o c a l s o u rc i n g o r evaluation audit performance * Long-term collaboration potential is assessed through monthly/annual evaluations and procurement plans

with core suppliers to secure inviting suppliers to establish assessment and improvement are developed based on cost models to ensure stable material supply.the stable supply of strategic faci l i t ies in or near base management. Leverage IT

resources. locations. This effectively support systems for supplier

reduces transportation lead management including SRM * Supplier improvements are tracked through monthly/annual audits and procurement strategies are

t i m e s s h o r t e n s s u p p l y E R P a n d G P M to e n s u r e dynamically adjusted.r e s p o n s e t i m e s a n d information connectivity and * For high-risk suppliers with a CSR due diligence score rate below 60% or those with major risk items a special

enhances the risk resilience interaction with suppliers Monitoring and CSR audit is conducted. For high-risk suppliers with a hazardous substance (HSF) audit score rate below 70%

and rapid response capability thereby supporting long-term improvement a special HSF audit is carried out.of the supply chain system. collaborative relationships.* Joint technology development is carried out with suppliers and mechanisms for sharing risks and

opportunities are established.Impact Risk and Opportunity Management Indicators and Targets

The Company continuously optimizes the supply chain ecosystem fostering deep collaboration with suppliers and partners to build a

The Company conducts rigorous qualification audits and on-site evaluations for new suppliers prior to admission to identify potential risks.low-carbon environmentally friendly and efficient sustainable supply chain system driving value co-creation and sustainable growth across

Leveraging cross-departmental collaboration and a regular assessment system it quantitatively analyzes supplier risks across dimensions

the supply chain.such as technology quality and cost while simultaneously identifying opportunities for optimization throughout the value chain. At the

same time the Company continuously empowers supply chain efficiency upgrades and establishes mechanisms for sharing both risks and

opportunities supporting the long-term sustainable development goals of the supply chain.Additionally the Company improves risk classification and handling establishing a full-process risk management mechanism of In 2025 the Suzhou headquarters and Guangde factory had

“identification-assessment-control” :

A total of active production suppliers The annual audit plan completion rate for CSR and HSF among target suppliers reached

283100%

Extremely high risk Core high risk General risk

For high-risk suppliers that cannot pass M i t i g ate r i s ks t h ro u g h co n t ra c t u a l Continuously monitor through online The Company fully integrates ESG requirements and sustainable development goals into the entire procurement lifecycle. Through

t h e a s s e s s m e n t t a k e a v o i d a n c e compliance clauses regular on-site surveillance and annual reviews to ensure systematic standardized and digital management practices it focuses on core areas such as supplier compliance control green

m e a s u r e s s u c h a s t e r m i n a t i o n o f audits and joint capability development risks are under control. procurement promotion supply chain security assurance and conflict minerals governance continuously strengthening the sustainability

cooperation. initiatives. and risk resilience of the supply chain.

123 1242025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

GoodWe Sustainable Supply Chain Management Practices

Fields Measures 2025 Progress

Responsible sourcing policies have been developed

Fields Measures 2025 Progress with reference to the OECD Due Diligence Guidance Among the 283 active production suppliers at

for Responsible Supply Chains of Minerals from the Suzhou headquarters and Guangde factory

Conflict-Affected and High-Risk Areas. Suppliers are a conflict minerals survey was conducted for

* Institutional documents such as the Supplier required to sign a Letter of Commitment to Non-Use those related to 3TGs (tin tantalum tungsten

Social Responsibility Management Regulations of Conflict Minerals . The Supply Chain ESG and gold) achieving a CMRT (Conflict Minerals

and Hazardous Substance Control Procedure Compliance Team established under the Sustainable Reporting Template) collection rate of 100%

h a ve b e e n d eve l o p e d i n a l i g n m e n t w i t h Conflict mineral Development Research Institute is responsible for with no non-conforming smelters identified.international standards and regulations management identifying and managing requirements related to Among these an extended minerals survey was

through which supplier CSR and hazardous A f u l l - p r o c e s s c o m p l i a n c e responsible minerals regulations and standards as conducted for 211 suppliers related to cobalt

Green supply substance management are embedded into the management system covering supplier well as verifying supplier compliance. Suppliers are mica copper graphite lithium and nickel

chain management entire procurement lifecycle. admission evaluation and exit has regularly required to complete and submit the minerals achieving an EMRT (Extended

been established. Conflict Minerals Reporting Template (CMRT) and the Minerals Reporting Template) collection rate of * Suppliers are required to provide valid RoHS

Extended Minerals Reporting Template (EMRT) to 100% and similar ly no non-conforming

test reports enabling full material disclosure of

track and monitor key points in the supply chain and smelters were identified .component ingredients. Focused monitoring is

collect due diligence information.also implemented for high-risk processes and

key auxiliary consumables (such as soldersurface treatment materials etc.). * Leveraging its role as a leading enterprise in the * The Company has jointly launched a “Supply Chainindustry the Company systematically enhances ESG Management Initiative” with several industry

the ESG governance capabilities of its partners leaders.t h r o u g h k n o w l e d g e s h a r i n g p l a t fo r m

* It has been selected into the United Nations Global

development and ecosystem incentives.Compact (UNGC) “Sustainable Value Chain Leaders* A systematic supplier audit and assessment* Regular CSR due diligence training is organized Alliance” and a Supply Chain ESG Conference was

mechanism has been established covering four

for suppliers covering topics such as the held during which UNGC was invited to conduct

core dimensions: quality system R&D system Supplier fundamentals of human rights and labor as well multiple specialized training sessions to empower

business and qualifications and ESG. For ESG communication

and training as laws and regulations related to child labor upstream and downstream partners.audits suppliers are required to complete the Based on the environmental and social and underage workers.Supplier Due Diligence CSR Risk Assessment impact assessment of 243 suppliers at * Specialized green product management training

Form the Supplier Social Responsibility Audit the Suzhou headquarters and Guangde * Through annual supplier audits and regular was provided to 333 participants from 224

Form and the Supplier Green Product Audit factory 32 suppliers with high CSR or on-site visits raw material conditions are suppliers covering topics such as GoodWe’ s

Form. HSF risks were identified and included investigated and green procurement practices restricted substances specifications conflict

a r e p r o m o t e d e n h a n c i n g s u p p l i e r s ’ minerals policies instructions for completing ESG

* T he S u st a i n a b l e D eve l o p me n t Res ea rc h in the annual ESG audit plan. During the

Institute is responsible for formulating the year on-site audits were completed for

environmental awareness and operational questionnaires and reporting requirements for

Supplier dynamic annual ESG audit plan for suppliers while the these 32 suppliers (a total of 38 audits

compliance. the Green Product Management System (GPM).assessment and Procurement Center handles the annual quality were conducted of which 21 were CSR

exit mechanism audit plan for suppliers. Both parties collaborate a u d i t s a n d 1 7 w e r e H S F a u d i t s ) . A transparent procurement mechanism has been

to conduct relevant audits for key suppliers of T h r o u g h t h e i m p l e m e n t a t i o n o f implemented with procurement personnel signing Monthly supplier training and communication

concern. Based on audit results corrective and corrective and preventive actions (CAP) integrity commitment agreements ensuring a fair meetings as well as quality meetings are held

i m p r o v e m e n t p l a n s a r e d e v e l o p e d a n d and continuous follow-up all identified Support for small and orderly competitive environment for suppliers. with suppliers to discuss practical delivery

i m p l e m e n t e d w i t h s u p p l i e r s e n s u r i n g non-conformities have been closed and medium-sized Quality agreements are signed with suppliers and

closed-loop issue management. In accordance achieving a 100% closure rate and the enterprises

issues in the collaboration and share 8D

support and training are provided to suppliers that

repor ts joint ly improving the qual ity of

with the Supplier Code of Conduct measures associated risks have been effectively fail to meet standards helping them continuously cooperation.such as corrective action deadlines reduced eliminated. improve their innovation capabilities and drive

procurement share restricted collaboration or ongoing product innovation and optimization.termination of cooperation are imposed on

suppliers with poor ESG audit performance or Contract terms with all suppliers are strictly

those that breach sustainability red lines. Supplier payment management adhered to ensuring that all contractually agreed No overdue payment incidents occurred.payments are made on time.

125 1262025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

* Dynamic monitoring: Real-time tracking of supplier environmental compliance disclosures is conducted through the third-party platform

Full Lifecycle Management IPE with alert and verification processes initiated for suppliers with recorded violations.* Performance linkage: ESG performance is incorporated into the supplier performance evaluation system serving as an important basisfor order allocation and contract renewal forming an incentive and constraint mechanism of “selecting the superior and eliminating theA closed-loop management model of “admission - assessment - improvement” has been established making sustainability a coreinferior” .requirement for supplier collaboration:

Admission Control

An admission system based on “standard screening + risk grading” has been established with ESG performance serving as a key screening

indicator: Closed-Loop Improvement

* Basic compliance requirements: Suppliers are required to sign the Supplier Code of Conduct commit to complying with SA8000 social

responsibility system requirements and provide compliance documentation related to the environment labor and other aspects. For issues identified during audits tailored corrective action plans are developed with suppliers supported by technical guidance and

standard training. For suppliers with ineffective rectification or serious violations cooperation is resolutely terminated to ensure rigid

* Risk screening: Potential risks such as child labor forced labor and conflict minerals are identified through Supplier Due Diligence & CSR implementation of supply chain ESG standards.Risk Assessment. Suppliers are classified into high medium and low risk levels based on factors such as supply region and material type.* Focused due diligence: ESG on-site audit is conducted for high-risk and core suppliers focusing on actual implementation of working

conditions payroll practices and environmental measures. 2025 Supply Chain ESG Compliance Workflow Diagram

System Foundation Audit implementation

High risk

Process Assessment On-site

Comprehensive risk in-depth audit Full-process

assessment

Mixed audit mode Audit decision digitalization integrated into

* Tiered auditing: On-site ESG specialized audits are conducted annually for high-risk suppliers while medium- and low-risk suppliers GPM system

untdergo annual desk reviews. In 2025 special audits on human rights and labor standards were completed for 21 active production core Document audit

Medium and

suppliers and special audits on hazardous substances (HSF) were completed for 17 active production core suppliers at the Suzhou low risk

headquarters and Guangde factory.Establish a risk

grading model

(High/Medium/Low)

Risk closure

The Social Responsibility Due Diligence Questionnaire is designed to systematically assess supplier compliance risks in the

CSR area focusing on core risk areas such as labor rights occupational health environmental protection fire safety and Verification failed Escalate for

chemical management ensuring that all aspects of the supply chain meet the following requirements: re-rectificationGPM automatically

triggered Corrective action

* International standards: SA8000 Social Responsibility Management System ISO 14001 Environmental Management System guidance and Verification and Develop differentiated non-conformance timeline tracking closure

ISO 45001 Occupational Health and Safety Management System. control standards report (NCR) Case archived risk

downgraded

* Domestic regulations: Labor Law of the People’ s Republic of China Environmental Protection Law Law of the People’ s Verification passed

Republic of China on Work Safety Law on the Prevention and Control of Occupational Diseases.* Corporate requirements: GoodWe’ s Supplier Code of Conduct (SCoC) and the Group’ s sustainable development strategy.Data feedback model optimized

127 1282025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Supply Chain Carbon Footprint Management Supply Chain Compliance and Risk Control

The Company has embedded international compliance requirements into the full supply chain management process with a focus on the

following areas:

Baseline assessment Target Collaborative Child labor and forced labor are prohibited. The legitimate rights and interests of supplier

employees including working hours and wages are safeguarded. Commercial integrity

and planning propagation innovation Labor and agreements are signed with suppliers.In 2026 the Company plans T h e C o m p a n y ’ s c a r b o n A s t r a te g i c c o o p e r a t i o n human rights

t o i n i t i a t e s u p p l y c h a i n reduction targets wi l l be agreement has been signed

carbon inventory and carbon extended to downstream w i t h G C L Te c h n o l o g y t o

footprint baseline surveys suppliers with core suppliers prioritize the procurement of

focusing on core materials being encouraged to develop its low-carbon footprint silicon Suppliers are required to comply with regulations on pollutant discharge permits and hazardous

s u c h a s b a t t e r i e s t o c a r b o n r e d u c t i o n p l a n s . wafers. Joint efforts will be waste management and are encouraged to obtain ISO 14001 Environmental Management System

establish a supplier carbon P r i o r i t y w i l l b e g i v e n t o made to advance the ful l Environmental certification.emissions baseline database. low-carbon raw materials and lifecycle carbon footprint compliance

packaging solutions. m a n a g e m e n t o f

B u i l d i n g - I n t e g r a t e d

Photovoltaics (BIPV) products

and explore pathways for

carbon reduction across the Export control compliance requirements are incorporated into supplier contracts. Regulatory

supply chain. changes in key markets such as Europe and the United States are monitored to mitigate Trade geopolitical and trade policy risks.compliance

Green Procurement Practices

Environmental priority Material control Recycling

Priority is given to suppliers Through the GPM system Suppliers are encouraged to

that adopt environmentally suppliers are required to p a r t i c i p a te i n t h e wa s te

friendly materials recyclable disclose the environmental product recycling system.p a c k a g i n g a n d c l e a n composition of materials. Qualified components from

p r o d u c t i o n p r o c e s s e s Conflict minerals surveys are dismantled old products are

minimizing the environmental conducted to ensure the r e c o v e r e d a n d r e u s e d

i m p a c t o f p r o c u r e m e n t compliance and low-carbon enhancing resource recycling

activities. nature of raw material sources. efficiency.

129 1302025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

133 Employee Recruitment and Rights

140 Employee Training and Development

Care 145 Occupational Health and Safety150 Social Responsibility and Public Welfare

HUMANISTIC CARE

RESPONSIBILITY AND COMMITMENT

131 1322025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

EMPLOYEE RECRUITMENT AND RIGHTS 2025 University Students Visit GoodWe Series Activities CASE

In 2025 aligning with global energy transition and sustainable development trends GoodWe integrated university-industry

Guided by the philosophy of “dedication-driven” GoodWe regards its employees as the Company’ s most valuable asset and the cornerstone talent cultivation and industry-academia-research collaboration into its ESG strategy. A two-phase university visit program

of its development. The Company strictly complies with national laws and regulations such as the Labor Law of the People’ s Republic of was conducted under the theme “Visit GoodWe - Explore Smart Energy” . The activities focused on two key areas: technological

China and Labor Contract Law of the People’ s Republic of China while actively aligning with the core conventions of the International Labor R&D and international operations and business models. Students and faculty from various disciplines at five universities

Organization (ILO) and the principles of the United Nations Global Compact (UNGC). Using the SA8000:2014 Social Responsibility including Nanjing University of Aeronautics and Astronautics and Southeast University were invited. The program effectively

Management System as its core framework complemented by international standards such as the UN Guiding Principles on Business and bridged the gap between academic understanding and industry practice establishing a connection between theoretical

Human Rights and the Core Conventions of the International Labor Organization (ILO) the Company has established a policy system covering knowledge and real-world application. The activities yielded significant results deepening educational collaboration between

all employees and all scenarios committed to building a legal compliant fair just caring harmonious and stable employment environment. the Company and universities strengthening talent attraction and fully demonstrating corporate social responsibility. They

The Company currently maintains a multi-tiered employment structure including full-time employees interns dispatched workers and also enriched the “social” dimension of ESG practice receiving high praise from participating faculty and students.retired employees rehired on a contract basis. In 2025 no incidents of child labor or forced labor occurred within the Company nor were

there any strikes work stoppages or other violations related to human rights and labor practices.Recruitment and Employment

核心贡献 University Students Visiting GoodWe Series Activities

Internal regulations such as the Recruitment Management System and the Employee Handbook have been

established defining basic recruitment principles and requirements and standardizing the full process of

Clear management job posting resume screening interviews and offer approval.policies The Labor Mediation Committee Management System has been implemented to efficiently address Targeted Campus Recruitment Builds Talent Pipeline Empowering

potential labor disputes. No labor disputes occurred throughout 2025 demonstrating that employee Global Business Expansion and Strategic Upgrades CASE

rights are effectively protected.In accordance with the GoodWe Statement on Promoting Diversity and Inclusion the Company maintains a As 2025 marked a critical year for GoodWe’ s business expansion strategic upgrades and business growth created an urgent need

Commitment to

zero-tolerance policy toward workplace discrimination harassment and bullying. Discrimination based to supplement interdisciplinary professional talent and fill various position vacancies. High-quality campus recruitment became a

equal employment

on ethnicity race gender or any other factors is strictly prohibited in recruitment and daily operations. core focus for talent development. Addressing the key challenges of recruitment channel alignment and employer brand

integration the Company advanced its fall 2026 recruitment drive in three phases: pre-recruitment preparation mid-term

The Management Regulations on Child Labor Underage Labor and Female Employee Protection has been t execution and post-recruitment engagement. Measures included precisely defining candidate profiles establishing an integrated

established strictly prohibiting the employment of minors under the age of 16 and requiring all online and offline recruitment system and implementing immersive experience activities and community operations. The fall

Commitment to

stakeholders in the supply chain to adhere to this standard. The System for Prohibiting Forced Labor has recruitment drive received over 10000 resumes resulting in 43 hires. R&D roles accounted for 50% of the hires while talent from

human rights

been implemented to safeguard employees’ right to freely choose their employment and to eliminate top-tier institutions filled 52% of core positions precisely matching the talent needs of various business lines.illegal employment practices such as forced labor and human trafficking.A dual-channel recruitment system encompassing both internal and external channels has been established.Internal channels include job transfers promotions and internal referrals which help activate internal talent

potential. External channels include campus recruitment and social recruitment with social recruitment

Expanding covering regular job portals collaboration with headhunter partners and other channels.recruitment Reimbursement support is provided for candidates traveling from other cities for interviews effectively

channels reducing their financial burden. Through comprehensive employment management and employee care theCompany’ s employer brand influence has been continuously enhanced. It has been honored as “Best Employerin Greater Suzhou” for nine consecutive years and in 2025 it received the First Prize in the “Greater Suzhou

2025 Campus Recruitment WE Future Star Training CampEmployer Brand Competition” .

133 1342025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Remuneration and Incentives Employee Benefits and Support

The Company has established a comprehensive guarantee system characterized by “standardized systems diversified incentives and comprehensive Upholding the core value of “People-Oriented” GoodWe regards employees as the core wealth of the Company. By establishing a systematicbenefits” closely linking remuneration to job value and performance while balancing employee interests with the Company’ s long-term development. assistance mechanism and diversified support measures it extends care to all scenarios of employees’ work and family life building a warm

and responsible mutual assistance community.The Company complies with relevant laws and regulations such as the National Social Security Fund Regulations and the Regulations on Work-Related

Injury Insurance and has developed internal policies including the General Remuneration Management Rules Salary Implementation Rules and

Management Measures and Equity-based Incentive Policy systematically regulating the entire process of verification and management of salaries

bonuses and benefits. Employee performance is the core basis for assessment ensuring that remuneration is comprehensive competitive and

motivating while accurately matching employees’ job value and performance. Employee Benefits

The Company has built a diversified incentive system to continuously strengthen the alignment of interests between employees and the Company. On

the one hand the stock incentive plan has been actively advanced: in 2025 the second vesting of the 2021 equity-based incentive plan was completed

(a total of 585426 shares were vested all of which have been circulated). Additionally the 2024 equity-based incentive plan was disclosed with a total The Company has established a comprehensive welfare system comprising “statutory benefits + universal benefits + special benefits” : on

of 1758700 restricted shares proposed for grant and the first grant of 1407000 shares has been completed. On the other hand regular incentives the basis of implementing statutory benefits universal benefits are provided to all employees and specialized policies are formulated for

such as annual merit-based salary increases job grade promotions and management position promotions are implemented. Combined with a different groups; leave policies have been continuously enhanced with the addition of paid breastfeeding leave paternity leave parental

scientific profit-sharing mechanism these measures reinforce the foundation of remuneration incentives creating an incentive orientation of leave and leave for care of elderly parents as only children on top of national statutory holidays improving employee quality of life with more

“scientific profit distribution and concerted efforts” guiding all employees to work together cohesively to achieve results. competitive benefits.The Company has established a Scientific Distribution Project Team led by the Chairman with the Director of the Human Resources Department as

the executive leader providing strong organizational support for the continuous improvement and effective implementation of the remuneration GoodWe Employee Benefit System

management system.Main Responsibilities of the Scientific Distribution Project Team Benefit Type Benefit Content

Statutory benefits * Social insurance housing provident fund and statutory holidays.Responsibility Main Content

Under the guidance of corporate strategy build a scientific profit-sharing mechanism focused * Festival bonuses birthday gifts marriage gifts childbirth gifts meal allowances

Establishing a scientific on performance growth and high-quality development achieving cost reduction efficiency transportation subsidies physical examinations supplementary medical insurance and

Universal benefits

incentive mechanism improvement and shared benefits while promoting efficient organizational collaboration and communication benefits.rapid response. * GoodWe reading bar fitness facilities reading room and breastfeeding room.Outdated distribution models have been restructured to establish internal-external payOptimizing benefit differentials. A distribution mechanism characterized by “high performance high reward high * Core talents: High-end hospital medical insurance and high-end life insurance.distribution pressure” has been implemented favoring strivers and high contributors with reasonable * High-risk positions: Accident insurance and high-risk insurance.differentiation to attract and retain top talent.* Female employees: Establish “mother stations” offering expert courses for the breastfeeding

Special benefits

period and specialized health protection.Employees are motivated across different levels categories and scenarios. The value creation

Precision incentives potential of employees is stimulated based on business growth and performance improvement * Interns: Accident insurance and work injury insurance.for employees guiding them toward sustained long-term commitment thereby achieving comprehensive * Employees in difficulty: Illness condolence money and charitable fund.precise and effective incentives.* Educational improvement benefits equity incentives R&D project bonuses patent rewards

Specific benefits

Performance feedback and appeals: In accordance with the Performance Management Implementation Regulations the Company conducts and vocational skill enhancement subsidies.performance evaluations every six months through the OA system following the process of “employee self-evaluation – supervisor evaluation– director evaluation” to form the final performance results which must be confirmed by the employee. If an employee disagrees with the

evaluation results they may first raise the issue within their department. If no resolution is reached they may file an appeal with the Human

Resources Department which will initiate an investigation and in collaboration with the departmental HRBP provide feedback to the

employee ensuring that employee rights are fully protected.

135 1362025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Creating a Harmonious Workplace Environment

GoodWe is committed to creating a warm and harmonious atmosphere for “teamwork mutual help and collective growth” taking into

account both employees’ physical and mental well-being and their professional development. Through the optimization of physical facilities

and a variety of cultural and recreational activities a warm organizational atmosphere is fostered in all aspects enhancing team cohesion

and employees’ sense of belonging.Green rest areas coffee zones and other amenities have been established at the Company’ s main operating sites reflecting a commitment to

caring for employees’ physical and mental health at a detailed level helping them balance work and life and conveying the Company’ s warmth.Throughout the year 18 multi-dimensional employee activities were organized with more than 5000 participants covering family

interaction cadre growth and creative public welfare fields. Family Day events were held inviting employees’ families to visit the Company

enhancing employees’ sense of belonging and well-being. GoodWe Leadership Lecture Series were conducted to create a platform for

knowledge sharing and experience exchange broadening management perspectives and updating management concepts. Various

departments also organized distinctive activities such as New Year celebrations and public welfare tree planting rallying collective strength

Employee Benefits for Vietnam Factory deepening value identification and strengthening a sense of social responsibility.Employee Support

The company has established the Management Regulations on Assisting Employees in Need leveraging external support such as labor unions

community offices and street-level organizations combined with multiple internal channels including labor union networks departmental

support and management care forming a multi-dimensional collaboratively supported assistance mechanism for employees facing

hardship. Material assistance and emotional support are provided precisely to employees and their families experiencing serious illness

accidents or special financial pressure effectively alleviating employees’ concerns and strengthening organizational cohesion and a sense

of belonging.team leaders forming an information sensing network to ensure that employee difficulties are promptly identified and reported. At the same

time social resources have been expanded: for employees facing extraordinary difficulties the labor union collaborates with federations of

trade unions and community organizations as needed and assists in connecting employees with social public welfare organizations

charitable foundations and other external resources further broadening avenues for support.Group Photo of Employees at Collective Events

GoodWe Employee Support System

Type Main Content

To address the financial pressure caused by critical illnesses affecting employees and their Employee Communication

Major illness medical

family members assistance applications are processed promptly and specialized support

assistance

procedures are initiated.Guided by the principles of employee participation and democratic decision-making GoodWe has established a systematic and diversified

The education of children from families facing hardship is included within the scope of care. employee communication and democratic management system underpinned by institutional frameworks and facilitated by multiple

Educational assistance Financial aid or learning materials are provided as needed for children attending primary communication channels. This ensures that employees’ legitimate rights and interests are protected their genuine concerns are heard and

for employees’ children secondary or university education ensuring that employees’ children do not miss out on collaborative development between the Company and its employees is promoted.educational opportunities due to family financial difficulties.The Company has developed policies such as the Management Procedures for Freedom of Association and Right of Collective Bargaining

Beyond financial assistance psychological support is provided to employees in need through Management Regulations on Congress of Workers and Staff and has established a labor union in accordance with legal requirements

Psychological Care regular interviews with union cadres and free consultations with professional psychological clarifying core rights such as freedom of association and collective bargaining. The labor union serves as a crucial “bridge” defining the

and Emotional Support counselors. Through the “E-Care” platform and psychological support stations emotional rights and obligations of both labor and management in areas such as labor rights remuneration and benefits through the signing of a

guidance is offered to employees facing hardship helping them rebuild confidence. General Collective Contract and coordinating labor relations through multiple mechanisms to effectively safeguard employees’ legitimate

rights and interests.

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A comprehensive communication channel system combining “regular and specialized” channels has been established to ensure timely

responses to employee concerns. Regular channels include the transparent communication platform platform collecting recommendations

from employees and physical mailboxes. Management is committed to providing written or in-person responses to employee opinions within EMPLOYEE TRAINING AND DEVELOPMENT

10 working days. Specialized channels include a tiered communication mechanism with discussion forums for different employee groups

employee representative interviews and an anonymous communication platform built on Feishu providing employees with a space to

express themselves freely. Employees are also encouraged to participate in meetings related to safety social responsibility and other key

areas enabling them to deeply engage with the Company’ s core work.Employee Training

Operation of GoodWe Employee Self-Governance Organizations

Guided by the philosophy of “growing together with talents and customizing professional growth and development paths for employees”

Type Main Content GoodWe provides employees with a fair and diversified development platform through a well-established governance framework

institutional systems and development mechanisms supporting employees in their comprehensive advancement and building a

Targeted discussion forums are held for different employee groups including frontline workers high-caliber workforce.Tiered discussion engineers and employees with over five years of service. These forums focus on the core concerns

forums of each group facilitating in-depth communication on topics such as job alignment career

development and work support and providing precise responses to employee concerns. Governance

A regular employee representative interview mechanism has been established. Through one-on-one and

Employee representativesmall-group interviews daily communication channels are kept open allowing for timely understanding of The Company has established an employee training governance structure consisting of the “Human Resources Committee - Humaninterviewsemployees’ thoughts and actual needs and providing grassroots-level insights for management decision-making. Resources Department - functional departments” ensuring the efficient operation of the training management system and the

comprehensive development of employee capabilities.Employees are encouraged to actively participate in safety meetings social responsibility-related meetings

Diverse employee

and other key activities enabling them to deeply engage with the Company’ s core work in areas such as safety

participation mechanisms Governance Structure

management and social responsibility practice thereby enhancing their sense of belonging and responsibility.An anonymous communication platform has been established using Feishu – Company Circle providing

Internal anonymous

employees with a space to express themselves freely. This facilitates the collection of genuine employee * Responsible for formulating overall training strategies and directions.communication channel

opinions and suggestions helping the Company promptly identify and address potential issues. Human Resources Committee * Reviews and adjusts the organization structure of departments.A systematic democratic management mechanism has been established with the Employee Congress serving as the core platform for

employee participation in governance. Regular meetings are held to fulfill oversight and consultation functions on major decisions affecting

employees’ immediate interests such as remuneration and benefits and labor safety and health. Through multiple channels including Party * Establishes and improves the Company’ s training system and prepares

organizations the labor union and employee representatives regular democratic communication mechanisms such as periodic meetings training policy documents.opinion collection and feedback have been established ensuring employees’ rights to information participation and oversight and Human Resources Department

fostering harmonious and stable labor relations. * Drafts the Company’ s training plan and coordinates its implementation.* Organizes or assists with the execution of various training activities.Employee satisfaction survey

An annual multi-dimensional systematic survey is conducted across all employees of the group covering areas such as Q12

* Develop department-specific training plans.engagement overall satisfaction cultural identification and training effectiveness evaluation. The survey focuses on key areas

including basic work needs management support team collaboration and career development pathways. The survey aims to * Implement relevant training projects.gain objective insights into organizational health providing a scientific basis for optimizing management decisions enhancing

* Assist the Human Resources Department in organizing employee

employee experience and empowering individual growth. In the future the Company will introduce new concepts and methods Functional departments

training and assessments.to enhance foundational management across multiple dimensions including remuneration and benefits employee activities

and communication mechanisms supporting high-quality development. * Cooperate with and support the Human Resources Department’ s

training arrangements.

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Strategy GoodWe Employee Training System

Aligned with the Company’ s business strategy comprehensive organizational structure reviews are conducted twice a year covering Improve Employees’ Capabilities

workforce planning leadership assessment and development planning. Following review by the Human Resources Committee each and Promote Organizational Development

department implements its annual workforce plan providing strategic support for employee training and development.The company provides employees with abundant training resources and development opportunities. By establishing regulations such as the New Employee Specialized All-staff Open

Management Regulations on Employee Training New Employee Training Management Regulations and Management Regulations on Internal Cadre Project Project Ability Project Class Project

Trainers. Training activities are systematically standardized. Specialized training in production management and technical skills is provided

for frontline employees. An internal priority promotion mechanism has been established with new positions preferentially opened for

internal applications creating a clear career development pathway for employees. Upgrade the operation Add three core value New projects Expand the resources

and launch offline courses to meet the targeting all members of instructors and

The company accurately identifies and assesses risks and opportunities in the training field. Based on this department heads formulate the courses training requirements of the marketing courses actively

Annual Training Plan and incorporate it into the departments’ key work priorities. The Human Resources Department monitors progress of the ESG system system combining introduce university

throughout the process regularly reviews plan implementation dynamically identifies emerging risks and adjusts response strategies theory with practice professors and

ensuring that development opportunities arising from training are fully captured. and applying what has acquire cutting - edge

been learned technologies

GoodWe Employee Training and Development Risk and Opportunity Analysis

Nanjing Normal University Joint Training Series

Risk/Opportunity Type Specific Description Financial Impact Countermeasures Five major courses (power system photovoltaics energy storage microgrid Virtual Power Plant (VPP))* A development-oriented training system based on “jobtraining with a focus on professional training and Platform constructionsupplemented by self-learning” has been established. Course system instructor system training operation system WE-learning platform

Internal and external resources are integrated and

Inaccurate analysis of training targeted programs are developed based on

ne e d s m ay l e a d to a l a c k of employees’ career stages job responsibilities and

s c i e n t i fi c r i g o r i n t r a i n i n g Operating individual potential covering formats such as

management affecting talent costs increase company-wide knowledge training new employee

Operational risk d e v e l o p m e n t a n d t h e training and specialized talent development.achievement of strategic goals. * Outstanding employees are continuously identified

and selected to form an internal instructor team and Impact Risk and Opportunity Management

systematic training measures are implemented to

comprehensively enhance employee capabilities.* The Company leverages the opportunity of training GoodWe Employee Training and Development Risk Management Process

digitalization and optimizes the learning experience

relying on the “WE-learning” online learning platform.Employees can receive tasks search for courses * The Company focuses on industry development trends and changes in market demand.Risk identification

Online learning platforms and participate in interactions through the platform and and assessment * The Human Resources Department regularly distributes the Training Effectiveness Feedback Form to

intelligent training systems are exchange learning points for commodities effectively trainees to identify potential risks combined with training delivery observations and employee feedback.Operating

being promoted to increase improving the enthusiasm for autonomous learning.costs decrease

training flexibility and efficiency

Digital opportunity * By the end of 2025 the platform had launched a total of

while expanding coverage. 2466 courses including 759 new courses during the

reporting period covering topics such as carbon * Each department submits the Annual Training Plan. The Human Resources Department regularly reviews the

management EHS information security intellectual Risk monitoring execution of training plans adjusting response strategies.property and psychological care which has fully and feedback * Through post-training tracking the actual effectiveness of training projects is assessed to ensure the

empowered employees’ career development.proper implementation of risk management measures.

141 1422025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Indicators and Targets Employee Career DevelopmentTarget * Establish a tiered and categorized training system Progress * Total training sessions:1240 sessions GoodWe focuses on full-cycle employee growth by establishing an integrated promotion and development system encompassing “support - empowermentcovering all employees across their full career During - incentives - assurance” . Through multi-level resource support skill development empowerment diversified incentives and strategic assurance

lifecycle Reporting * Employee training coverage rate: 100% mechanisms the Company has opened up career advancement pathways for employees achieving mutual success for both employees and the Company.Period

* Increase training coverage and average training * New employee training completion rate: 100% The Company has established a diversified development support system covering educational advancement skill enhancement and overseas learning

hours per employee laying a solid foundation for employee career progression and advancement. In terms of skill enhancement employees are actively encouraged to pursue

* The implementation of core training is as follows: job-related certifications qualifications and participation in competitions. In 2025 87 employees participated in externally commissioned training

* Improve employee career development pathways Super visor/Manager Leadership Development covering areas such as PMP project management high and low voltage electrical work fire safety facility operation AI data governance and carbon asset

and promotion mechanisms Program (5 sessions) Campus New Hire Training (1 management. Employees who passed the corresponding examinations received full reimbursement for training and examination fees.session) Social Recruitment and Overseas New Hire

* Strengthen digital international and specialized Training (long-term promotion) Enterprise Trainer

skills training Empowerment Course (4 sessions). At the same time GoodWe Employee Development Support System

online micro-courses are provided for all employees

for a long time.Empowering the Comprehensive Transformation of the Company’ s

Energy Business with Targeted Marketing Training CASE Education Skill Overseas learning

improvement enhancement support

In 2025 GoodWe designated marketing training as a company-level priority project. To empower the “iron triangle” team * Formulate and issue the * Formulate and issue the * D eve l o p a n d i ss u e t h e

enhance marketing capabilities and support the Company’ s comprehensive transformation from residential to commercial & Education Improvement Management Measures for I n c e n t i v e R u l e s f o r

industrial (C&I) energy storage and the “generation-grid-load-storage-intelligence integration” model the nearly four-month Incentive System. E m p l o y e e s R e c e i v i n g E m p l o y e e s W o r k i n g

“2025 Marketing Leap Training Camp” was launched. The training camp covered over 400 marketing employees across the Outsourcing Training. Abroad.* Encourage employees to

broader marketing system and divisional business units. Adopting a “theory + practice + assessment” model 34 internal and

improve their education * E n c o u r a g e s t a r g e t e d * Provide training plans

external instructors developed 42 specialized courses delivering 11 themed training sessions. This initiative comprehensively

during their employment e x t e r n a l t r a i n i n g a n d overseas allowances paid

enhanced the capabilities of the marketing team and strengthened the Company ’ s core competitiveness in products

a n d p r o v i d e t u i t i o n reimburses employees for f a m i l y l e a v e a n d

operations and services.subsidies to employees who training and exam fees upon comprehensive benefits to

successfully advance their successful completion. e m p l o y e e s w o r k i n g

studies. overseas.* For employees not meeting

* Since the implementation j o b r e q u i r e m e n t s

of the system 21 employees p e r fo r m a n c e g a p s a r ehave applied for higher identified through the “Grapeeducation and a total of T r e e ” p e r f o r m a n c e

RMB 457482 in tuit ion quantification tool and skill

subsidies has been granted. improvement teams for key

positions such as brazing and

wiring are formed to provide

targeted hands-on coaching.The Company has established a comprehensive incentive system that strengthens the link between promotion and value contribution. A

badge-based recognition platform has been established for all employees a “dedication-driven” equity incentive mechanism has been implemented

and regular initiatives such as quarterly outstanding employee recognition specialized incentives for R&D personnel and nominations for subsidies

Targeted Marketing Training Session for talent in short supply have been advanced. These multi-channel incentive measures enable a win-win outcome for both employee career

advancement and remuneration growth. At the same time exemplary employees with specialized skills and innovative achievements are encouraged

to lead projects leveraging talent to drive technological progress and supporting the shared prosperity of both employees and the Company.

143 1442025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Organization Structure of GoodWe EHS Committee

OCCUPATIONAL HEALTH AND SAFETY

Committee

Chairman

Guided by the EHS management policy of “Safety First Health First All Full Participation and Green Development” GoodWe prioritizes

employee life safety and physical health above all else. With the goals of “zero accidents in safety” and “zero fatalities in overseas control”

the Company has established a comprehensive work safety management system through a robust compliance framework organizational Trade Union

safeguards risk management and control and cultural development effectively ensuring employee occupational health and safety. Committee (Safety

Committee Member)

Management

Representative/

Executive

In 2025 Chairman

The Company experienced no major occupational health and safety liability incidents and all safety management

Domestic Overseas

measures were effectively implemented providing a solid foundation for the safe and efficient operation of the enterprise. Corporate Production R&D Center subsidiaries subsidiaries

Headquarters Bases (R&D Lead) (Heads of each (Heads of each

subsidiary) subsidiary)

Note: Overseas subsidiaries include only the Vietnam factory.Work Safety

Composition and Main Responsibilities of GoodWe EHS Committee

The Company strictly adheres to laws and regulations such as the Law of the People’ s Republic of China on Prevention and Control of

Occupational Diseases and Law of the People’ s Republic of China on Work Safety and has established internal regulations such as the Level Main Responsibilities

Management Regulations on Prevention and Treatment of Occupational Diseases and Management Regulations on Prioritizing Safety in

Production and the Management Regulations on Safety Risks to standardize the entire safety management process. In 2025 all Committee Chairman * Responsible for overseeing all daily EHS work of the Company.manufacturing bases of the Company have obtained ISO 45001 Occupational Health and Safety Management System certification providing

standardized support for safety management. Union safety representative * Represents the Labor Union in supervising the Company’ s work safety.Assists the Director of the committee in advancing work with responsibilities including but not

Comprehensive Organizational Structure limited to:

* Establishing and improving the Company’ s environmental protection work safety and

The Company has established a dual organizational safeguard system combining “management + supervision” to ensure full coverage of occupational health responsibility systems.safety responsibilities: * Organizing the creation and implementation of the Company’ s EHS policies and procedures.Tiered management structure: An EHS Committee has been established holding regular meetings at least once per quarter to report to the Executive Director * Organizing and implementing the Company’ s annual EHS training plan.Company’ s ESG Strategy and Management Committee overseeing EHS decision-making and supervision. Key safety responsible persons

for core global facilities have been appointed through official company directives forming a grid-based management network covering all * Ensuring the sufficiency and effective implementation of the Company’ s EHS budget.operational regions including Suzhou Guangde and Vietnam. Their responsibilities are clearly defined across thirteen core areas including * Supervising the Company’ s EHS activities.the implementation of safety responsibility systems standardized construction training and drills and forming a management closed loop.* Organizing the creation and implementation of the Company’ s EHS emergency response plans.Improved oversight mechanism: The supervisory function of the Labor Union Safety Committee is utilized to conduct independent and

objective oversight of work safety on behalf of employees. Safety management personnel regularly report safety conditions and progress on * Reporting EHS incidents in a timely and truthful manner.hazard rectification to employee representatives and the labor union. The labor union collects and consolidates employee suggestions for

improvement and facilitates their implementation into corrective actions creating an atmosphere of full participation in safety governance. Heads of each functional * Fully responsible for EHS work within their respective units adhering to the principle

Additionally responsible persons from production bases such as Suzhou and Guangde sign annual EHS Management Responsibility department and subsidiary of “whoever is in charge takes responsibility” .Statement ensuring the implementation of an all-employee work safety responsibility system.

145 1462025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Full-Process Risk Prevention and Control Deepening Safety Awareness

The company has established a systematic risk prevention control and hazard management system to achieve early risk identification and early An EHS-managed personified safety advocate named “WE Safety Teacher” has been established on the Feishu platform regularly sharing

hazard elimination: practical safety knowledge (such as the Commuting Traffic Safety Guide) conveying codes of conduct and safety prohibitions through vivid

pictures and texts integrating safety concepts into employees’ daily lives and building a full-chain safety defense line from “factory gate” to

Standardize the risk assessment process: A comprehensive risk assessment is conducted at least once annually. Hazard sources are registered in

“home gate” .accordance with the Hazard Identification and Evaluation Procedure and the LEC (Likelihood Exposure Consequence) method is used to rate risks

across three dimensions: likelihood exposure frequency and severity of consequences. In the first quarter of 2025 the EHS Department organized

7 core departments to complete the annual hazard source identification. A total of 173 risk items were assessed (0 major risk 28 relatively major

risks 2 general risks and 142 low risks). Specialized control measures were developed for risks classified as relatively major and above. Occupational Health

Building a multi-tiered hazard identification and closed-loop management mechanism: The System for Rewarding Reports of Safety Hazards has

been established along with a multi-tiered hazard identification system encompassing daily inspections regular checks and specialized

diagnostics. The annual hazard rectification completion rate reached 100%. Closed-loop management is strictly implemented following the Guided by the core philosophy of “working healthily living happily and staying free from occupational diseases” the Company strictly

process of “identification - registration - assessment - rectification - acceptance - archiving” and the “three-tier acceptance system” is applied to adheres to the requirements of the ISO 45001 Occupational Health and Safety Management System. A comprehensive occupational healthensure the effectiveness of rectification measures. and safety management system characterized by “well-established systems closed-loop processes comprehensive guarantees and fullemployee participation” has been established safeguarding employee physical and mental health across all dimensions.Advancing Intelligent Management and Control The Company complies with regulations such as the Law of the People’ s Republic of China on the Prevention and Control of Occupational

Diseases and has developed a series of policies including the Occupational Health and Safety Target Management System the Occupational

Health Special Position Management System the Management Regulations on Prevention and Treatment of Occupational Diseases and

The Company adopts a combined “online + offline” approach to conduct health and safety training for all employees covering topics such as Management Regulations on Disclosing Occupational Hazards to Employees forming an institutional framework covering the entire

safety principles risk prevention and occupational responsibilities. At the Suzhou and Guangde factories ESG monthly reports are occupational health and work safety process. In 2025 21 system documents were further updated with a focus on strengthening

disseminated through internal channels to communicate goal achievement and key initiatives. Advanced technologies such as artificial occupational health target management and special position management systems. Three-tier safety responsibilities and meeting

intelligence and sensor devices are applied to monitor key safety areas in real time building an intelligent safety management system. mechanisms at the Company department and team levels were refined reinforcing accountability and employee participation and

Regular emergency response hands-on training is conducted including cardiopulmonary resuscitation (CPR) the Heimlich maneuver and fostering an atmosphere where “everyone prioritizes safety and everyone is capable of emergency response” .fire equipment use enhancing employees’ emergency response capabilities.Enhancing Emergency Response Capabilities Work GoalsThe Company has established an emergency management system based on the principles of “prevention first and peacetime trainingintegrated with emergency response” . The EHS Department develops an annual emergency drill plan. In 2025 20 drills covering scenarios Fatal and serious injury incidents Minor injury rate per thousand people Incidents of general fire hazards or

such as fires and chemical spills were completed achieving a 100% completion rate. A manager night shift duty system is strictly less than above

implemented to ensure timely response to emergencies outside of regular working hours. In 2025 the Work Safety Incident Emergency 0

Response Plan was updated incorporating a precise assessment of facility risks and strengthening unified command and coordination 3 0

capabilities for emergency response.(Note: Excluding traffic accidents) (Note: fire incidents requiring fire

department response; false alarms

are excluded)

Environmental pollution incidents EHS administrative penalties Rectification rate for major safety

0 0 hazards100 %

Note: major safety hazards are those that are difficult to address may require full or partial suspension of operations and

require significant time and effort to rectify or hazards that are difficult for the organization to address due to external

factors

Multi-Scenario Emergency Drill Activities

147 1482025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Full-Process Occupational Health Management

Occupational Health Knowledge Training CASEThe Company has established a comprehensive occupational health management system covering the entire process of “hazardidentification - monitoring and assessment - protection safeguards - health surveillance” enabling precise risk prevention and control.During the 23rd Prevention and Control of Occupational Diseases Publicity Week in 2025 GoodWe launched a series of

promotional activities centered on the theme “Caring for Workers’ Mental Health” . Through activities such as Mental Health

Training for Occupational Populations and on-site free clinic consultation events at the Party building center the Company

Risk identification and compliance monitoring Hardware and record management educated employees on occupational health regulations and the concept of occupational diseases alleviating concerns about

Professional agencies are engaged to conduct occupational Engineering controls are provided for positions occupational hazards and health issues. The activities yielded significant results not only comprehensively disseminating

hazard factor identification and regular monitoring. involving exposure to occupational hazards and occupational health knowledge and greatly enhancing employee health and safety awareness but also effectively relieving

Occupational Disease Hazard Status Assessment Report and personal protective equipment (PPE) management is work- and life-related stress thereby strengthening the occupational mental health protection of employees.annual testing and evaluation reports are obtained providing standardized. Dynamic health monitoring files for each

a scientific basis for the development of protective hazard-exposed employee are established and

measures. In 2025 the safety and occupational health status occupational hazard notification cards are posted to

evaluation reports were systematically updated and a fulfill notification obligations.comprehensive identification and tiered management of

risks across production and office processes was carried out.Whole-cycle health protection Rights protection system

Pre-employment in-service and separation health A tiered accountability system for safety incidents and Occupational Disease Awareness Week Activity

examinations are implemented. Employees are a mechanism for protecting employee health rights

provided with dual coverage for accidents and critical have been established with clear channels for appeals

illnesses. Health lectures first aid training and EAP and remuneration. A hazard reporting reward system

psychological counseling services are offered to has been implemented with protections for reporting

cultivate a culture of health and well-being. information fostering a safety culture characterized by

all-employee oversight. SOCIAL RESPONSIBILITY AND PUBLIC

Safety regulations and emergency response WELFARE

Fire equipment inspections and emergency evacuation route management have been standardized and the work safety

emergency response plan has been revised. In 2025 20 emergency drills covering scenarios such as fires and chemical spills

GoodWe incorporates social responsibility into the core strategy of enterprise development actively fulfills its corporate citizen responsibilities

were completed achieving a 100% completion rate. A manager night shift duty system is implemented and safety management

and through various initiatives such as rural revitalization empowerment community public welfare practice green concept popularization and

for R&D sites and standardized registration for special equipment are enforced.overseas localization responsibility fulfillment unites employees’ strength to create sustainable social value and convey public welfare warmth.Strengthening Training Rural Revitalization

The Company assesses the current status of occupational hazard factors and corresponding positions accurately identifies positions and

personnel exposed to hazardous factors and conducts targeted training on a regular basis accordingly. In 2025 the Company continued to Guided by the philosophy of “expanding access to PV power for residential and public facilities” the Company launched its Charitable Power Station program in

improve its systematic training system achieving full coverage and multi-level empowerment. A total of over 200 safety education and 2021. This initiative innovatively combines corporate social responsibility with new energy technology advantages adopting a “photovoltaic + public welfare”

training sessions were conducted covering more than 7000 participants including specialized safety education and three-tier safety model to achieve a shift from “short-term relief” to “long-term self-sufficiency” providing stable power generation income for beneficiaries and contributing

education. Certification training for key positions was strengthened with 24 emergency first responders 57 safety management personnel to green development. Through the public welfare power station project the Company collaborates with partners to donate photovoltaic power stations for

9 occupational health management personnel and 7 primary safety responsible persons completing specialized training and obtaining households rural areas schools and other settings. This initiative supports the coordinated implementation of the national “Dual Carbon” goals and the rural

relevant certifications. The Management Measures for Safety Officers in Key Areas were revised 11 safety officer empowerment training revitalization strategy. It actively promotes the application of photovoltaic technology advances the construction of green and low-carbon energy systems in

sessions were completed and routine pre-employment and in-service occupational health training was conducted effectively rural areas and contributes to sustainable rural development. By the end of the reporting period a total of eight public welfare power station projects had

strengthening the defense line of occupational health protection. been donated and constructed across the country enabling dozens of impoverished families and village collectives to benefit from “solar income” .

149 1502025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Yunnan Honghe Zhulinzhai Primary School: 30kW Power Station

Illuminates Rural Education in Southern Yunnan CASE 2025 World Book Day Themed Public Welfare Activity CASE

In July 2025 the Company partnered with Ping An Leasing to On the occasion of World Book Day in response to the call for

participate in the “Golden Sunshine Road” public welfare nationwide reading building a learning-oriented organization andinitiative donating and constructing a 30kW distributed fulfilling social responsibility GoodWe launched the “Public Welfarephotovoltaic power station for Zhulinzhai Primary School in Reading Journey Passing on the Fragrance of Books” book donation

Honghe Hani and Yi Autonomous Prefecture Yunnan Province. activity in April 2025. This initiative specifically addressed issues such

The project overcame challenges in transportation and as a lack of a strong reading culture low utilization of idle books and

construction in the mountainous terrain of southern Yunnan insufficient implementation of community responsibility. The activity

completing construction in just 20 days. It is expected to covered three office and production areas implemented in phasesgenerate over 25000 kWh of electricity annually covering 100% through an integrated online and offline approach. It included a “7-Dayof the school’ s electricity needs and will reduce carbon dioxide Reading Marathon” with daily check-ins to encourage employee

emissions by 625 tons over its full lifecycle. This initiative not reading through engagement incentives and a “Book Relay Program”

Charity Power Station Project only addresses the energy challenges of a mountain school but to promote resource circulation. Ultimately 60 high-quality books

also protects the local ecology through clean energy. were collected and donated to Hengshan Community. The initiative

achieved significant results strengthening the internal learning Book Donation Activity

atmosphere facilitating the reuse of book resources and

contributing to community cultural education through tangible

actions. It established a replicable public welfare closed-loop model

of “internal incentives + book circulation + community contribution” .Public Welfare Initiatives

The Company actively engages in community public welfare fulfilling its social responsibilities through diverse forms such as public welfare

donations educational funding and volunteer services continuously extending care to society.“Heart for Stray Animals Warm Companionship”

- Caring for Small Animals Public Welfare Activity CASE

GoodWe Community Public Welfare Activities in 2025To deepen its corporate social responsibility practices and enrich employees’ spiritual and cultural lives GoodWe launched the “Heart forActivity Category Implementation Details Stray Animals Warm Companionship” Caring for Small Animals series of public welfare activities in September 2025. The activity aimed

to convey the value of respecting life strengthen organizational cohesion while addressing challenges such as a lack of meaningful

* Specialized renovation of accessible restrooms in office areas was completed optimizing facility adaptability.corporate welfare activities insufficient employee engagement and the absence of a closed-loop approach to social responsibility

* The blind road and accessible wayfinding signage in public areas were improved enhancing environmental visibility. implementation. Through four main components - pre-event

Accessibility promotion on the social platform Company Circle on-site donation

improvements * Elevator accessible operation panels were upgraded to facilitate use by individuals with special needs. drives public welfare raffles and volunteer activities - the initiative

* Accessible parking spaces were added to meet diverse parking needs comprehensively ensuring travel attracted over 130 employees generated 104 posts and collected a

convenience for employees (including those with disabilities) and visitors. substantial quantity of supplies including pet food toys and cat

beds all of which were donated to the Suzhou Small Animal

* In March the “WE Carbon Reduction Initiative” was launched to widely advocate for green and low-carbon lifestyles. Protection Association adoption center. The initiative achieved

* During World Book Day in April books were donated to Hengshan Community to support cultural enrichment. significant results igniting employee participation enthusiasm

deepening emotional connections and team cohesion and

* In July during Engineer Culture Week idle items from employees were collected sanitized and donated to the supporting stray animals through material donations and volunteer

Diverse public Daliangshan region promoting resource recycling. efforts. It also strengthened collaboration with local public welfare

welfare activities

* In September the “Heart for Stray Animals Warm Companionship” activity was held donating supplies to the Suzhou organizations enriched the social dimension of ESG practice

Small Animal Protection Association to support stray animal rescue efforts. shaped a warm corporate image and established a replicable public

Caring for Small Animals Public Welfare Activity welfare closed-loop model of “awareness – action – experience” .* In December a donation of RMB 200000 was made to the Suzhou High-tech Zone Charity Foundation to support the

development of public welfare initiatives.

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Adhering to the principles of “education empowering the future public welfare linking ecosystems” GoodWe is committed to nurturing a new

generation of leaders for sustainable development. Guided by the core ESG philosophy of “technology for good education first” the Company GoodWe “Zero Carbon Future Leaders Program” CASE

leverages its global presence and diverse public welfare education platforms to focus on systematic knowledge transfer and practical capability

development deeply disseminating green development concepts and renewable energy knowledge to the younger generation.In 2025 through initiatives such as opening the Smart Energy Building hosting the “Building and Energy Symbiosis” energy conservation and In November 2025 GoodWe in collaboration with the Inner Mongolia Laoniu Charity Foundation and the Shenzhen Sustainable

environmental protection public welfare study tour program donating Building-Integrated Photovoltaics (BIPV) and energy storage systems to Development Research Association launched the “Zero Carbon Future Leaders Program” at the “Public Welfare Innovationsupport university teams from Soochow University and Beijing Jiaotong University in participating in the Sustainable Future Challenge (SFC) Empowers Urban Carbon Neutrality” Forum exploring a new model integrating climate philanthropy and sustainable business.launching the “Zero Carbon Future Leaders Program” and continuing the “EcoSmart Kids Awards” the Company collaborated with various partners Previously GoodWe had invested RMB tens of millions in the construction of public welfare photovoltaic power stations.to build an open and collaborative public welfare education ecosystem. These efforts not only demonstrate the responsibility of a new energy Recognizing limitations such as project fragmentation the

enterprise but also focus on cultivating future leaders with environmental awareness innovative thinking and a sense of social responsibility for the Company upgraded to a ten-year program. Adopting a

global zero-carbon transition and ecological protection fulfilling the Company’ s commitment to long-term sustainable development. “youth leading children” model the program enables young

engineers to guide youth in participating in the full process

of public welfare power station projects supported by

GoodWe Empowers Education through Technology CASE zero-carbon curriculum and digital operations and – Green Public Welfare Initiative maintenance (O&M) resources creating a closed-loop

ecosystem connecting talent industry and public welfare.The project has attracted interest for collaboration from 15

In 2025 the Company consistently leveraged technology to empower education promoting green concepts from campus to organizations. It not only leverages the technological

society actively supporting the “Dual Carbon” goals and sustainable development: advantages of a new energy enterprise to promote

zero-carbon concepts but also creates a replicable public

Supporting youth innovation and green competitions: welfare model through cross-sector collaboration fulfilling

Through the donation of Building-Integrated Photovoltaics ESG social value and environmental responsibility.

(BIPV) energy storage systems and comprehensive GoodWe Attends China Foundation Development Forum

technical support the Company deeply empowered

university teams from Soochow University Beijing Jiaotong

University and other institutions to participate in the

Sustainable Future Challenge (SFC). Students utilized these

resources to design and construct zero-carbon ecological

buildings in Kangbao County Hebei Province transforming

cutting-edge technologies into tangible outcomes that

serve communities and protect the environment.Building an Industry-Academia-Research Educational “EcoSmart Kids” Awards 2025 Honors Young Environmental Innovators CASE

Platform: The Company opened the Smart Energy Building as

a low-carbon technology science education base providing

on-site study opportunities for architecture students and

The Company recognized the creativity and environmental

faculty from Soochow University and other institutions. By

passion of elementary school students through the 2025

showcasing the integrated application of cutting-edge

“EcoSmart Kids Awards” . The event was held at the

technologies such as BIPV and smart energy management

groundbreaking ceremony for the Forever Reef Project in

real-world projects were transformed into vivid classrooms

Port Douglas aiming to inspire the younger generation’ s

inspiring future architects with green design concepts.outstanding ideas for protecting natural ecosystems and

embracing renewable energy. This initiative is part of the

Conducting science education for youth: The Company

Company’ s EcoSmart Kids Program an education-driven

participated in middle school campus science and

project launched in Australia aligning with the Company’ s

technology festivals organizing themed science education

global commitment to sustainability innovation and

activities such as “Making Green Electricity Accessible” .community impact.Through engaging formats such as principle explanations

installation speed competitions and DIY power generation

mapping seeds of environmental awareness were planted

in the minds of young people sparking their interest in EcoSmart Kids Awards 2025 Champion Award

renewable energy and fostering innovative thinking. and Prize Package

153 1542025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Community Co-development Donating Solar Systems to the Victorian Homeless Fund (VHF) CASE

Guided by the core principles of the United Nations Global Compact (UNGC) the Company integrates concepts such as respect for human

rights environmental responsibility integrity and transparency and inclusive development into its community relationship management. It The Company in partnership with its collaborators donated solar systems to the Victorian Homeless Fund (VHF) providing

respects the legitimate rights and development aspirations of community residents listens to diverse voices and promotes inclusive sustainable energy support for women and children facing housing difficulties due to domestic violence. This collaboration

participation. demonstrates GoodWe’ s commitment to leveraging photovoltaic technology for social good. By providing reliable and

affordable clean energy it effectively alleviates the living burdens of vulnerable groups and promotes green and low-carbon

Overseas subsidiaries strictly comply with local laws and regulations pay taxes in accordance with legal requirements and adhere to development within communities.international safety health and environmental standards. They embrace localized development by prioritizing local employment and

focusing on talent development enhancing the well-being of local communities. At the same time they prioritize local suppliers supporting

local industries and manufacturers achieving a win-win outcome for the Company and overseas communities.Donating Relief Supplies to Disaster-Affected Communities CASE

Upholding corporate social responsibility the Company actively provided assistance to disaster-affected communities in

Southeast and South Asia donating relief supplies to countries including Thailand Indonesia and Sri Lanka. It also introduced

special support policies for photovoltaic systems affected by floods in Vietnam. Through material assistance and professional

technical support the Company stood alongside local communities during difficult times fulfilling its long-term commitment

to sustainable development.

2025 GoodWe Awards Recognize Community Contributions CASE

The 2025 GoodWe Awards ceremony was held in Melbourne on October 29 concluding with the “Goodwill” category which

honored businesses charities and individuals who embody GoodWe’ s values and have made contributions to both local and

broader communities. Among them “Little Sunshine Pledge and Solar Connected” received the “2025 GoodWe GoodWillAward” . This initiative is dedicated to installing solar power systems in orphanages and community facilities providing clean

and reliable electricity for food education and medical needs. Seven systems are already shining brightly with plans to install

over 20 more by 2026 demonstrating how renewable energy can transform lives.Providing Essential Supplies for Flood Relief Delivering Critical Aid to Communities Affected

through the Thai Red Cross Society by Cyclone Ditwah

Little Sunshine Pledge and Solar Connected Project Wins the Award

155 1562025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

APPENDIX

ESG Certification

Certificate Name Entity Holding the Certificate Certificate Name Entity Holding the Certificate

ISO 27001 Information Security Management After-Sales Service Certification Certificate

System GoodWe - Five-Star GoodWe

ISO 14001 Environmental Management System GoodWe GoodWe (Guangde) Nanjing Shawllar GoodWe VIETNAM Yude New Energy Cloud Computing Product Information Security GoodWe (Smart Energy Business Unit)

GoodHeat Certification Certificate (Chinese Version)

ISO 17025 Laboratory Accreditation GoodWe

ISO 20000 Information Technology Service

Management System GoodWe (Smart Energy Business Unit)

ISO 45001 Occupational Health and Safety GoodWe GoodWe (Guangde) Nanjing Shawllar GoodWe VIETNAM Yude New Energy

Management System GoodHeat

ISO 50001 Energy Management System GoodWe GoodWe (Guangde)

ISO 9001 Quality Management System GoodWe GoodWe (Guangde) Nanjing Shawllar GoodWe VIETNAM GoodHeat

Yude New Energy Jiangsu Xinmaide

ISO 14064 Greenhouse Gas Verification

(Scope 1-3) GoodWe GoodWe (Guangde) Yude New Energy GoodWe VIETNAM GoodHeat

ISO 27701 Privacy Information Management

System GoodWe

QC080000 Hazardous Substance Management

System GoodWe

SA8000 Social Responsibility Management

System GoodWe

GB/T 29490-2023 Intellectual Property Compliance

Management System GoodWe

Compliance with CSA Cloud Security Standard

(English Version) GoodWe (Smart Energy Business Unit)

Customer Satisfaction Index Evaluation

Certification – Ten Stars GoodWe

157 1582025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

ESG Performance Business Ethics

Note: The scope of data reported is consistent with that covered by the Company's annual report. The statistical scope of detailed data for Indicator Unit 2025 2024

each topic includes the Company's headquarters and its main production and operation entities such as the Suzhou factory Guangde

factory Shunde factory and Vietnam factory. Total number of employees covered by anti-commercial bribery and

anti-corruption training Person 3152 -

Number of management personnel covered by anti-commercial

bribery and anti-corruption training Person 296 -

Economic Performance1

Number of directors covered by anti-commercial bribery and

anti-corruption training Person 6 -

Indicator Unit 2025 2024

Total number of business ethics training sessions Times 64 -

Operating revenue RMB One Hundred Million 88.89 67.38

Average business ethics training hours per capita Hours 7 -

Total assets RMB One Hundred Million 94.24 79.52

Number of business ethics risk assessments conducted Times 1 -

Note 1: The scope aligns with the Company's annual report. For detailed operating performance please refer to the Company's 2025 Annual Number of internal audits on business ethics Times 1 -

Report disclosed on the same day.Proportion of operating sites covered by business ethics-related audits % 0 -

Total complaints and reports Times 5 -

Corporate Governance Reports from employees Times 2 -

Reports from suppliers and contractors Times 0 -

Indicator Unit 2025 2024

Number of board members Person 6 6 Reports from other stakeholders Times 3 -

Number of independent directors on the board Person 3 3 Number of confirmed corruption incidents Cases 0 -

Number of corruption litigation cases filed against the Company or

Number of female directors on the board Person 2 2 its employees that have been concluded Cases 0 0

Amount involved in litigation or major administrative penalties due to

Number of board meetings held Times 8 10 unfair competition RMB 0 0

Number of sanctions imposed by relevant authorities due to unfair

competition practices or violations of anti-trust and anti-monopoly laws Cases 0 0

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Product Quality and Safety Indicator Unit 2025 2024

Number of patent applications during the year Cases 244 253

Indicator Unit 2025 2024

Number of patents granted during the year Cases 172 159

Number of product safety incidents Cases 4 0

Cumulative number of valid patents Cases 769 602

Product recalls Cases 1 0

Losses caused by major product/service safety and quality liability incident RMB 10000 0 0

Note 1: [Calculation Formula] R&D personnel ratio = Number of R&D personnel / Total number of employees * 100%.Note 2: [Calculation Formula] R&D investment as a percentage of operating revenue = R&D investment amount / Operating revenue × 100%.Customer Relationship Management

Indicator Unit 2025 2024 Data Security and Customer Privacy Protection

Number of after-sales service training sessions Session 77 244

Indicator Unit 2025 2024

Timeliness rate of customer complaint resolution % 94.49 89

Number of confirmed incidents of customer data leakage theft or loss Cases 0 0

Client Satisfaction % 95.12 -

Specific amount involved in data security incidents RMB 10000 0 0

Amount Involved in Client Privacy Breach Incidents RMB 10000 0 0

R&D and Innovation Number of information security risk assessments conducted Times 16 -

Indicator Unit 2025 2024 Number of internal audits on information security Times 2 -

Number of R&D Employees Person 1155 1077 Annual number of information security awareness training sessions Times 62 -

Proportion of R&D Employees1 % 25.55 28.02 Information security awareness training employee coverage rate % 100 -

Amount of R&D investment RMB 10000 61369.87 55129.51 Information security risk assessment coverage rate % 16.67 -

Proportion of R&D investment to operating revenue2 % 6.90 8.18 Information security internal audit coverage rate % 16.67 -

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Indicator Unit 2025 2024 Indicator Unit 2025 2024

Number of trade partners that have undergone information security Target percentage of tier-1 suppliers that have conducted

due diligence Nos 5 - environmental and social impact assessments % 100 -

Number of confirmed information security incidents Cases 0 - Local procurement ratio % 99.73 -

Number of target suppliers that have completed the annual on-site

social responsibility audit Nos 21 -

Target number of suppliers that have completed the annual on-site

audit for hazardous substances Nos 17 -

Supply Chain Sustainability Management1

Suppliers that have signed the Supplier Code of Conduct Nos 283 -

Indicator Unit 2025 2024 Number of suppliers that have received supplier social responsibility

awareness training Nos 128 -

Total number of new suppliers Nos 11 38

Coverage rate of suppliers that have completed social responsibility

questionnaires % 63.6 -

Total number of suppliers Nos 283 272

Coverage rate of suppliers that have signed the Supplier Code of Conduct % 100 -

Number of suppliers from Chinese mainland Nos 280 269

Percentage of suppliers that have received supplier social responsibility

awareness training % 45 -

Number of suppliers from Hong Kong Macao Taiwan and overseas

regions Nos 3 3

Note 1: The data for indicators related to this topic are sourced from active production suppliers at the headquarters and Guangde factory.Target completion rate of the supplier annual CSR audit plan % 100 -

Target completion rate of supplier annual HSF audit plan % 100 -

Target completion rate of annual supplier quality audit plan % 93.5 100

Number of suppliers completed conflict minerals surveys Nos 283 276 Environmental Compliance Management

Cumulative number of suppliers that have completed CSR

self-assessment Nos 180 124 Indicator Unit 2025 2024

Number of suppliers assessed to have significant actual/potential

negative environmental and social impacts Nos 0 - Environmental protection investment amount RMB 10000 121.27 -

Total number of suppliers with significant actual/potential negative Nos 0 -

impacts with whom cooperation has been terminated Number of environmental risk assessments conducted Times 8 -

Target number of suppliers that have conducted environmental and Nos 243 -

social impact assessments Percentage of productive operating sites certified to ISO 14001 % 100 100

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Indicator Unit 2025 2024 Energy utilization

Percentage of operating sites that have undergone specific

environmental risk assessments % 100 100

Indicator Unit 2025 2024

Amount of major administrative penalties or criminal liabilities

imposed by ecological and environmental authorities due to RMB 10000 0 0

environmental incidents Comprehensive energy consumption1 tce 51558.02 28122.20

Number of environmental incidents Times 0 0

Comprehensive energy consumption intensity2 tce per RMB 10000 0.06 0.04

Direct energy consumption3 tce 322.35 219.89

Indirect energy consumption4 tce 8211.59 5610.33

Climate Change Response

Renewable energy consumption tce 44351.27 23322.13

Indicator Unit 2025 2024

Non-renewable energy consumption tce 8533.95 5830.216

Greenhouse gas emission intensity1 tCO?e / RMB 10000 1.73 5.53

Clean energy consumption5 tce 44575.84 23415.86

Total GHG emissions2 Tons of CO? equivalent 1541112.331 3727548.65

Volume of purchased green certificates MWh 10799 8382.00

Scope 1 GHG emissions Tons of CO? equivalent 2205.45 1522.98

Electricity consumption from self-produced renewable energy MWh 350073.86 181383.10

Scope 2 GHG emissions (location-based) Tons of CO? equivalent 34221.57 24210.11

Purchased grid electricity volume MWh 66815.24 45649.57

Scope 3 GHG emissions Tons of CO? equivalent 1504685.31 3701815.56

Diesel consumption L 17537.66 33287.18

Category 3: Indirect emissions from transportation Tons of CO? equivalent 30315.01 121514.44

Gasoline consumption L 69161.12 77395.44

Category 4: Indirect emissions from the use of products

and services of the organization Tons of CO? equivalent 1474370.30 3580301.12

Natural gas consumption m3 169097.00 70578.01

Note 1: [Calculation Formula] Greenhouse gas emission intensity = (Scope 1 + Scope 2 + Scope 3) / Operating revenue. Note 1: [Calculation Formula] Total comprehensive energy consumption = Direct energy consumption + Indirect energy consumption.Note 2: [Calculation Formula] Total GHG emissions = Scope 1 GHG emissions + Scope 2 GHG emissions + Scope 3 GHG emissions. Note 2: [Calculation Formula] Comprehensive energy consumption intensity = Total comprehensive energy consumption / Operating

revenue.Note 3: [Calculation Formula] Direct energy consumption = Natural gas consumption + Gasoline consumption + Diesel consumption.Note 4: [Calculation Formula] Indirect energy consumption = Purchased electricity consumption.Note 5: [Calculation Formula] Clean energy consumption = Natural gas consumption + Solar energy consumption. Proportion of each type of

clean energy = (Consumption of that type of clean energy / Total clean energy consumption) × 100%.

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Water Resource Utilization Indicator Unit 2025 2024

Hazardous waste legal disposal rate % 100 100

Indicator Unit 2025 2024

Total general solid waste generated5 Tons 712.54 4542.56

Total water withdrawal m3 269231.00 220177.20

General solid waste generation intensity6 Tons /RMB 10000 0.00080 0.00674

Water intake intensity Tons /RMB 10000 0.30 0.33

Transferred and disposed volume of general solid waste Tons 717.33 -

Transferred volume of hazardous waste Tons 212.03 -

Pollutant and Waste Management1 2

Recycled volume of hazardous waste Tons 82.48 -

Indicator Unit 2025 2024

Total amount of hazardous waste disposed of by landfilling Tons 14.92 -

Total domestic wastewater volume m3 232681.00 -

Ammonia nitrogen (NH3-N) emissions Tons 0.19 - Note 1: The Company is not classified as a heavily polluting industry enterprise and its production and operation processes have minimal

environmental impact. During the reporting period the environmental pollutants generated during the Company's production and operation

primarily included exhaust gas wastewater and solid waste all of which were appropriately and properly disposed of. Exhaust gas is filtered

Total waste gas emission m3 711980800.00 - through the Company's professional exhaust gas treatment system treated with activated carbon adsorption towers and then discharged

through chimneys after secondary filtration. Solid waste mainly consists of materials such as activated carbon and waste adhesive

containers which are regularly collected and centrally disposed of by qualified environmental treatment agencies. Wastewater is primarily

Chemical oxygen demand (COD) emissions Tons 1.71 -

domestic wastewater with no process or production wastewater discharged. After pretreatment it is discharged into the park's sewage

network and centrally treated by the municipal wastewater treatment plant.VOC emissions3 Tons 6.57 27.04 Note 2: [Statistical Scope] The statistical scope for total waste indicators covers the Company's Suzhou headquarters and factory Guangde

factory Shunde factory and Vietnam factory.Particulate matter (PM) emissions Tons 0.65 - Note 3: [Statistical Scope] The statistical scope for VOC emissions in exhaust gas covers the Company's Suzhou headquarters and factory

and Guangde factory. Emissions are estimated based on airflow rate × emission rate × operating time.Note 4: [Calculation Formula] Hazardous Waste Intensity = Hazardous waste generation / Operating revenue.Non-methane total hydrocarbons Tons 0.01 -

Note 5: [Calculation Formula] Total waste = Hazardous waste generation + General solid waste generation.Total phosphorus (TP) emissions Tons 0.01 - Note 6: [Calculation Formula] General solid waste intensity = General solid waste generation / Operating revenue.Volume of domestic waste generated Tons 1643.12 -

Total hazardous waste generated Tons 216.5 94.66

Hazardous waste generation intensity4 Tons /RMB 10000 0.00024 0.00014

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Product Lifecycle Management1

Indicator Unit 2025 2024

Indicator Unit 2025 2024

By Education Percentage of employees with Master’ s Degree or above % 10.71 11.06

Number of products with green certification Nos 30 18

Percentage of employees with Bachelor's Degree % 44.22 45.85

Customer hazardous substance requirement fulfillment rate % 100 100

Percentage of employees with Associate Degree or below % 45.08 43.09

Material hazardous substance investigation plan completion rate % 100 100

Total number of new employees Person 1355 1258

Number of products that have completed life cycle assessment Nos 28 2

By gender Percentage of new male employees % 66.27 66.06

Waste recycling rate in production process % 84.42 -

Percentage of new female employees % 33.73 33.94

Note 1: The statistical scope for this indicator includes the Suzhou factory and Guangde factory.Number of management employees1 Person 296 305

Employee Recruitment and Rights Proportion of female executives % 27.03 -

Disabled Employees Person 3 -

Indicator Unit 2025 2024

Total number of employees Person 4521 3843 Proportion of disabled employees % 0.07 -

By gender Percentage of male employees % 63.75 62.43 Social security coverage rate % 99.83 -

Percentage of female employees % 36.25 37.57 Conclusion rate of collective contracts/agreements2 % 100 100

By age Percentage of employees under 30 years old % 37.74 37.78 Number of employee representatives Person 50 -

Percentage of employees aged 30 to 50 % 60.74 60.74 Proportion of individuals receiving career development assessment % 100 -

Percentage of employees over 50 years old % 1.53 1.48 Number of human rights training sessions Times 1310 -

By region Percentage of employees working in Chinese mainland % 94.20 95.58 Coverage rate of personnel trained in human rights % 100 -

Percentage of employees working in Hong Kong Macao

Taiwan and overseas regions % 5.80 4.42

Number of human rights risk assessments Times 0 -

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Indicator Unit 2025 2024 Indicator Unit 2025 2024

Number of internal audits on human rights Times 1 - By gender Male employees Hours 26796.33 -

Percentage of operational sites that have undergone human rights

impact or risk assessments % 33.33 - Female employees Hours 61133.17 -

Percentage of operational sites with labor and human rights certification % 33.33 - Average training hours per employee Hours 19.69 24.22

By gender Male employees Hours 19.31 25.97

Note 1: [Indicator Definition] Management employees refer to employees at the supervisor deputy manager manager level and above.Note 2: [Statistical Scope] The collective contract/agreement signing rate is based on statistical data from the Suzhou headquarters and

factory Yude New Energy and Vietnam factory. Female employees Hours 20.38 21.31

Percentage of employees subject to performance evaluation % 100 100

Note 1: [Calculation Formula] Average training hours per employee in a specific category = Total training hours received by employees in that

category / Number of employees in that category. Data for this indicator is sourced from the Company's WE-learning online platform.Note: Employee training coverage data is sourced from the Company's WE-learning online platform with course training covering all

employees across the group.Employee Training and Development1

Occupational Health and Safety

Indicator Unit 2025 2024

Number of employee training sessions Times 1240 1572

Indicator Unit 2025 2024

Employee training expenditure RMB 10000 74.14 - Safety training pass rate % 100 100

Training coverage rate2 % 100 - Safety hazard rectification rate % 99.62 100

Number of employee training participations Person-time 10144 - Number of safety emergency drills Times 68 14

By gender Male employees Person-time 7390 - Number of incidents at fire alert level or above Cases 0 0

Female employees Person-time 2754 - Number of work-related injuries resulting in lost workdays Cases 1 0

Total hours of employee training Hours 87923.5 - Percentage of productive operating sites certified to ISO 45001 % 100 100

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Indicator Unit 2025 2024 Indicator Unit 2025 2024

Number of employee fatalities due to work-related injuries Person 0 0 Number of employees covered by work safety liability insurance Person 243 -

Employee work-related injury insurance coverage rate1 % 100 100 Work safety liability insurance premium RMB 57962.52 -

Employee work-related injury insurance contribution amount RMB 10000 326.76 239.69

Note 1: [Calculation Formula] Employee work-related injury insurance coverage rate = (Number of employees covered by work-related injury

insurance during the reporting period / Total number of employees) × 100%.Occupational disease incidence rate % 0 0

Note 2: [Calculation Formula] Occupational Health Examination Completion Rate = Number of employees who actually completed

pre-employment and on-the-job occupational health examinations during the reporting period / Total number of employees who should

Number of occupational disease patients Person 0 0 complete pre-employment and on-the-job occupational health examinations * 100%.Occupational health examination completion rate2 % 100 100

Number of severe work-related injuries (excluding fatalities) Cases 0 0 Community Engagement and Contribution

Number of recordable work-related injuries Cases 3 0 Indicator Unit 2025 2024

Number of safety committee members Person 56 - Amount of charitable donations RMB 10000 52.35 150.55

Work safety investment RMB 10000 774.64 - Total hours of employee volunteer services Hours 32 -

Number of health and safety risk assessments Times 5 - Number of volunteer service participations Person-time 14 -

Cumulative number of on-the-job personnel safety training participations Person-time 21354 - Cumulative installed capacity of donated equipment kW 935.43 905.43

Average safety training hours per on-the-job employee Hours 39.60 -

Number of working days lost due to work-related injuries Day 115 -

Coverage rate of employees receiving basic physical examinations % 100 100

Number of detected occupational contraindication cases Person 2 -

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Report Index

Guidelines No. 14 of Shanghai Stock Exchange for Self-Regulation of Listed Com-

panies - Sustainability Report (Trial) Global Sustainability Standards Board (GSSB) GRI Standards Index

Disclosure Requirements Report Sections

GoodWe Technologies Co. Ltd. has reported the information cited in this GRI content index in

Statement of Use

accordance with the GRI Standards for the period between January 1 2025 and December 31 2025.Climate change response Climate Change Response ESG Data Sheet and Notes

Pollutant emissions Pollutant Management ESG Sheets and Notes GRI 1 Used GRI 1: Foundation (2021)

Waste disposal Waste Management ESG Sheets and Notes

Ecosystem and biodiversity

conservation Biodiversity Conservation GRI Standards Disclosure Items Report Sections

Environmental compliance

management Environmental Compliance Management ESG Sheets and Notes 2-1 Organizational details About GoodWe

Energy utilization Energy Utilization ESG Sheets and Notes

2-2 Entities included in the organization's sustainability reporting

Water resource utilization Water Resource Utilization ESG Sheets and Notes

2-3 Reporting period frequency and contact person About This Report

Circular economy Circular Economy

2-4 Restatements of information

Rural revitalization Social Responsibility and Public Welfare ESG Sheets and Notes

Independent Assurance

Social contribution Social Responsibility and Public Welfare ESG Sheets and Notes 2-5 External Verification Statement

Innovation-driven R&D and Innovation ESG Sheets and Notes 2-6 Activities value chain and other business relationships About GoodWe

Technology ethics The current business does not involve “technology ethics” issues or related risks and the corresponding management system will be improved dynamically based on business development. GRI 2: 2-7 Employees

General Humanistic Responsibility and

Supply chain security Sustainable Supply Chain ESG Sheets and Notes

Disclosures 2021 Commitment

At the end of the reporting period the Company's accounts payable (including notes payable) balance did not 2-8 Workers who are not employees

Equal treatment of SMEs exceed RMB 30 billion and its proportion to total assets did not exceed 50% which is not within the mandatory

disclosure scope of the Guidelines. The Company pays small and medium-sized enterprises on schedule.Product and service safety and 2-9 Governance structure and composition

quality Product Quality Management Customer Relationship Management ESG Sheets and Notes

Data security and customer Data Security and Customer Privacy Protection ESG Sheets and Notes 2-10 Nomination and selection of the highest governance body

privacy protection

Employee Recruitment and Rights Employee Training and Development Occupational Health and

Employees Safety ESG Sheets and Notes 2-11 Chair of the highest governance body Corporate Governance

Due diligence “Due diligence” is an important management approach based on multiple company topics such as “sustainable supply chain” and “business ethics” and has not been assessed independently 2-12 Role of the highest governance body in overseeing the management of impacts

Stakeholder engagement ESG Materiality Assessment

2-13 Delegation of responsibility for managing impacts

Anti-commercial bribery and

anti-corruption Business Ethics ESG Data Sheet and Notes

2-14 Role of the highest governance body in sustainability reporting ESG Governance Framework

Anti-unfair competition Business Ethics ESG Data Sheet and Notes

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GRI Standards Disclosure Items Report Sections GRI Standards Disclosure Items Report Sections

Financial implications and other risks and opportunities due to

2-15 Conflicts of interest Corporate Governance 201-2 climate change Climate change response

GRI 3:

Material Topics

2-16 Communication of critical concerns ESG Materiality Assessment 201-3 Defined benefit plan obligations and other retirement plans Employee Recruitment and

2021 Rights

2-17 Collective knowledge of the highest governance body ESG Governance Framework 201-4 Financial assistance received from government

See GoodWe 2025 Annual

Report

2-18 Performance evaluation of the highest governance body Social Responsibility and Corporate Governance GRI 203: 203-1 Infrastructure investments and services supported Public Welfare

Indirect Economic

2-19 Remuneration policies Corporate Governance Impacts 2016 203-2 Significant indirect economic impacts Social Responsibility and

Public Welfare

GRI 204:

2-20 Procedure for determining remuneration Corporate Governance Procurement 204-1 Proportion of spending on local suppliers Not disclosed due to

Practices 2016 confidentiality requirements

2-21 Annual total remuneration ratio Not disclosed due to 205-1 Operations assessed for risks related to corruptionGRI 2: confidentiality requirements

General GRI 205: Communication and training about anti-corruption policies

Disclosures 2021 2-22 Statement on sustainable development strategy Message from the Chairman

Business Ethics

Anti-corruption 205-2 and procedures ESG Sheets and Notes

2016

Special Topic: Upholding

2-23 Policy commitments Sustainable Development 205-3 Confirmed incidents of corruption and actions taken

Jointly Practicing ESG Principles

Special Topic: Building GRI 206:

2-24 Embedding policy commitments Zero-Carbon Parks Jointly

Legal actions for anti-competitive behavior anti-trust Business Ethics

Anti-competitive 206-1

Protecting Green Ecology and monopoly practices ESG Sheets and NotesBehavior 2016

2-25 Processes to remediate negative impacts ESG Materiality Assessment 207-1 Tax policies

2-26 Mechanisms for seeking advice and raising concerns ESG Materiality Assessment 207-2 Tax governance control and risk management See GoodWe

GRI 207: 2025 Annual Report

See relevant sections of this Tax 2019 Stakeholder engagement and management of concerns

2-27 Compliance with Laws and Regulations report 207-3 related to tax

R&D and Innovation Product

2-28 Membership associations Quality Management 207-4 Country-by-country report

2-29 Approach to stakeholder engagement ESG Materiality Assessment 302-1 Energy consumption within the organization

Energy utilization

ESG Sheets and Notes

Employee Recruitment and

2-30 Collective bargaining agreements Rights 302-2 Energy consumption outside of the organization

Energy utilization

ESG Sheets and Notes

GRI 302: Energy utilization

3-1 Process to determine material topics ESG Materiality Assessment 302-3 Energy intensity

Energy 2016 ESG Sheets and Notes

GRI 3: 3-2 List of material topics ESG Materiality Assessment 302-4 Reduction of energy consumption Energy utilization

Material Topics

2021 3-3 Management of material topics ESG Materiality Assessment 302-5 Reductions in energy requirements of products and services Energy utilization

GRI 303:

201-1 Direct economic value generated and distributed About GoodWe Water and 303-1 Interactions with water as a shared resource Water resource utilization

Effluents 2018

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GRI Standards Disclosure Items Report Sections GRI Standards Disclosure Items Report Sections

GRI 303:

Water resource utilization GRI 401:Water and Benefits provided to full-time employees (not including 303-3 Water intake ESG Sheets and Notes Employment 2016 401-2 temporary or part-time employees) Employee Recruitment and RightsEffluents 2018

GRI 402 :

304-1 Operational sites owned leased managed in or adjacent to protected Labor Relations 402-1 Minimum notice periods regarding operational changes Not disclosed due to confidentiality areas and areas of high biodiversity value outside protected areas 2016 trequirements

GRI 304: 304-2 Significant impacts of activities products and services on biodiversity 403-1 Occupational Health and Safety Management System Occupational Health and Safety

Biodiversity 2016 Biodiversity Conservation

304-3 Protected or restored habitats 403-2 Hazard identification risk assessment and incident investigation Occupational Health and Safety

304-4 IUCN Red List species and national conservation list species 403-3 Occupational health serviceswith habitats in areas affected by operations Occupational Health and Safety

Climate change response Worker participation consultation and communication on

305-1 Direct (Scope 1) GHG emissions ESG Sheets and Notes 403-4 occupational health and safety Occupational Health and Safety

GRI 403 :

305-2 Energy indirect (Scope 2) GHG emissions Climate change response Occupational 403-5 Worker training on occupational health and safety Occupational Health and SafetyESG Sheets and Notes

Health and Safety

Climate change response

305-3 Other indirect (Scope 3) GHG emissions 2018 Promotion of worker healthESG Sheets and Notes 403-6 Occupational Health and Safety

GRI 305:

Climate change response Prevention and mitigation of occupational health and safety

Emissions 2016 305-4 Greenhouse gas emission intensity ESG Sheets and Notes 403-7 impacts directly related to business relationships Occupational Health and Safety

Climate change response Workers covered by an occupational health and safety 305-5 GHG emission reduction 403-8 Occupational Health and Safetymanagement system ESG Sheets and Notes

305-6 Emissions of ozone-depleting substances (ODS) Not applicable 403-9 Work-related injuries Occupational Health and SafetyESG Sheets and Notes

305-7 Nitrogen oxides (NOx) Sulfur oxides (SOx) and other Pollutant Management 403-10 Work-related health issuessignificant gas emissions Occupational Health and Safety

306-1 Waste generation and significant waste-related impacts Waste Management GRI 404: 404-1 Average hours of training per year per employee

Employee training and development

ESG Sheets and Notes

Training and

Programs for upgrading employee skills and transition

306-2 Management of significant waste-related impacts Waste Management Education 2016 404-2 assistance programs Employee training and development

GRI 306 : Waste Management GRI 405 :

306-3 Waste generated ESG Sheets and Notes 405-1 Diversity of governance bodies and employees

Employee Recruitment and Rights

Waste 2020 Diversity and ESG Sheets and Notes

Equal Opportunity

306-4 Waste diverted from disposal Waste Management 2016 405-2 Ratio of basic salary and remuneration of women to men Not disclosed due to confidentiality requirements

GRI 406:

306-5 Waste directed to disposal Waste Management Non-discriminati 406-1 Incidents of discrimination and corrective actions taken Employee Recruitment and Rights

on 2016

GRI 308 : GRI 407 : Operations and suppliers in which the right to freedom of 308-1 New suppliers that were screened using environmental criteria Freedom of Association and 407-1

Supplier Collective Bargaining 2016 association and collective bargaining may be at risk

Employee Recruitment and Rights

Sustainable Supply Chain

Environmental GRI 408: Operations and suppliers at significant risk for incidents of

Assessment 2016 308-2 Negative environmental impacts in the supply chain and actions taken 408-1Child Labor 2016 child labor Employee Recruitment and Rights

GRI 401: Employee Recruitment and Rights GRI 409 : Operations and suppliers at significant risk for incidents of

Employment 2016 401-1 New employee hires and employee turnover ESG Sheets and Notes Forced or Compulsory 409-1 forced or compulsory labor Employee Recruitment and RightsLabor (2016)

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GRI Standards Disclosure Items Report Sections Independent Assurance Statement

Operations with local community engagement impact

GRI 413: 413-1 assessments and development programs

Local Communities Social Responsibility and

2016 Public WelfareOperations with significant actual or potential negative

413-2 impacts on local communities

GRI 414 : 414-1 New suppliers that were screened using social criteria Sustainable Supply Chain

Supplier Social

Assessment 2016 414-2 Negative social impacts in the supply chain and actions taken Sustainable Supply Chain

Assessment of the health and safety impacts of product and

GRI 416 : 416-1 service categories Product Quality Management

Customer Health Customer Relationship

and Safety 2016 Incidents of non-compliance concerning the health and Management416-2 safety impacts of products and services

417-1 Requirements for product and service information and labeling

GRI 417 : Product Quality Management

Marketing and Incidents of non-compliance concerning product and service 417-2 Customer Relationship information and labeling

Labeling 2016 Management

417-3 Incidents of non-compliance concerning marketing communications

GRI 418 :

418-1 Confirmed Complaints Involving Client Privacy Invasion or Data Loss Data Security and Privacy Customer Privacy Protection

2016

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183 1842025 Sustainability Report About This Report About GoodWe Sustainable Development Governance Feature WE Govern WE Sustain WE Innovate WE Care Appendix

Feedback

Dear stakeholders

Thank you for reading the GoodWe 2025 Sustainability Report. To continuously improve GoodWe’ s ESG management and disclosure practic-

es please scan the QR code to provide your valuable feedback and suggestions. You may also contact us through the following channels to

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E-mail: esg@goodwe.com

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Tel: 0512-62916050-9961

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