Consensus and Collective Progress:

Shaping the Future Together

ORG Technology Co. Ltd.Address: 6th Floor Huabin International Building No. 8 Yonganli

Jianguomenwai Street Chaoyang District Beijing

No. 11 Yanqi Street Huairou District Beijing

Post Code: 100020 101400

Tel: 010-85211999

Fax: 010-85288295

Website: www.orgtech.cn

Email: org-esg@orgpackaging.com The official account of ORG on Wechat

ORG Technology Co. Ltd.Environmental Social

and Governance Report

2025 ORG Environmental Social and Governance ReportAbout this Report

Report Overview Reporting Standards

This is the fourth ESG report released by ORG Technology Co. Ltd. presenting the Company' s efforts to address sustainability This Report is prepared with reference to the Self-Regulatory Guidelines No. 17 for Companies Listed on Shenzhen Stock

challenges and opportunities embed CSR into operations and create economic social and environmental value for Exchange—Sustainability Report (For Trial Implementation) the Self-Regulatory Guidance No. 3 for Companies Listed

stakeholders. on Shenzhen Stock Exchange—Preparation of Sustainability Report the IFRS S1 General Requirements for Disclosure of

Sustainability-related Financial Information and the IFRS S2 Climate-related Disclosures issued by the International Sustainability

Standards Board (ISSB) the GRI Sustainability Reporting Standards issued by the Global Sustainability Standards Board (GSSB)

Reporting Period the principles of the United Nations Global Compact the ISO 26000:2010–Guidance on social responsibility issued by the

The report primarily covers activities from January 1 to December 31 2025. For completeness and comparability it may also International Organization for Standardization (ISO) and the SDG Compass: The Guide for Business Action on the SDGs.reference previous years or include forward-looking information.Data Source

Reporting Scope All data are sourced from internal records and statistics compiled by ORG Technology Co. Ltd.This report covers ORG Technology Co. Ltd. and its controlled subsidiaries. On April 17 2025 ORG completed the cash

acquisition of all issued shares of former COFCO Packaging Holdings Limited (excluding those held by the offeror and its Reporting Reference

concert parties). COFCO Packaging (now renamed Huaruifengquan Packaging Holdings Limited hereinafter referred to as

Huaruixin) has since been included in the consolidated financial statements. As the acquisition was completed in the second In the report "ORG Technology Co. Ltd." is also referred to as "ORG" "the Company" or "we".quarter we did not manage Huaruixin's ESG activities prior to completion. Based on the principles of clarity and reliability its

ESG data are not included in this report. Report Acquisition

This report is available in both Simplified Chinese and English. In case of discrepancies the Simplified Chinese version shall

Reporting Cycle prevail.You can download the electronic version of this report from our official website: https://www.orgtech.cn/

This is an annual report. If you have any comments or suggestions regarding this report you can contact us as follows:

Tel: 010-85211999

Fax: 010-8528829504 Message from the Chairman Building the Cornerstone 74 Outlook

of Development Toward

06 About Us a Resilient Future 76 Key Performance Data Sheet

10 Spotlight I: 78 Index

Extending Industrial Value from Production to Ecosystem 20 Corporate Governance 80 Expert Opinion

26 Sustainability Management

14 Spotlight II: 82 Report Rating

Advancing Green Collaboration for Shared Creating a Responsible

84 Feedback

Sustainable Growth Network for Shared

Growth

32 Driving Quality Through Innovation

41 Creating Industry Value Chain Synergy

46 Growing with Employees

55 Fulfilling Corporate Social Responsibility

Forging a Circular

System for a Sustainable

Future

62 Addressing Climate Change

66 Minimizing Environmental Impact

68 Efficiently Utilizing Resources

72 Building Green Packaging

73 Practicing a Green Lifestyle

CONTENTSMessage from the Chairman

During the year we advanced strategic deployment in the Beijing-Tianjin-Hebei region and the Top 100 of

to reshape the industry landscape. We completed the China's packaging industry to winning top honors in the

strategic integration with former COFCO Packaging we also National Enterprise Management Modernization Innovation

strengthened coordination across subsidiaries and investees Achievement; from our Spring Festival Gala promotional video

optimized our business structure and built stronger synergies. airing across Europe's five major football leagues and featuring

At the same time we remained committed to addressing at AJ Auxerre's home stadium to the XiWang climbing bottle

excessive internal competition and promoting industry device winning the Forbes China Sports Innovation Award

consolidation demonstrating the responsibility and leadership at FISE Shanghai; from Budweiser APAC annual award to

of a market leader. the "Beverage Three-piece" Gold Award at the Canmaker

Summit 2025 and the Asia CanTech Award. Each accolade

We also accelerated our global expansion with a broader

attests to the "extraordinary" spirit of ORG staff and reflects the

vision. We steadily advanced the construction of two-piece

society's recognition of the Company's pursuit of excellence.can lines in Thailand and Kazakhstan and completed the

acquisition of Ball's 2.2 billion-can project in Saudi Arabia Looking ahead shared conviction will guide our direction.with our overseas network taking shape. From Southeast Over the past year through in-depth research across domestic

Asia to the Middle East ORG's manufacturing and service and international operations and close engagement with

capabilities continue to expand along the Belt and Road as partners we have gained clearer insight into industry trends

the foundation of a global industrial ecosystem emerges. and development pathways. We believe AI global expansion

and green development will be the three key drivers of ORG's

We anchored our development in environmental stewardship

next phase of high-quality growth. We will use AI to upgrade

advancing innovation and sustainable growth. Our early

the entire value chain—from production and design to supply

investments in digital marketing digital management and

chain and marketing; deepen our global footprint through

supply chain systems—combined with the rapid rise of AI—

overseas capacity and resource integration to build an "ORG

have brought ORG into a pivotal phase of transformation. At

model" of industrial globalization; and remain committed

the same time we remain committed to green and sustainable

to green development strengthening our competitiveness

development across every stage—from green materials green

through sustainable development.production and green products to an increasingly diversified

portfolio of sustainable packaging solutions—contributing ORG's No matter how many mountains lie ahead we rise to meet

approach to China's transition from a major packaging country them. Every achievement reflects the dedication and wisdom

to a leading packaging power. of our people the trust and support of our partners and the

understanding and commitment of our shareholders. It is this

We also stayed true to our founding spirit through

shared purpose and collective progress that allow us to move

craftsmanship and dedication. From R&D and design to

Under a favorable climate all things flourish. As we look back on 2025 this has been forward with confidence through change and uncertainty.frontline operations the efforts of countless employees

a year to remember—not only for our steady progress amid change but for the way support the efficient operation of over a hundred production In this era of profound change we are both proud and

every ORG employee through extraordinary effort has helped write a new chapter in lines worldwide. By integrating precision manufacturing with fortunate to be part of the growth of the packaging industry

aesthetic value we have shaped ORG's distinctive product and China's broader economic development. At this new

our development.identity. This commitment continues to drive our businesses— starting point we will continue forward together—taking

Looking back on 2025 we delivered a solid and meaningful performance through including food cans beverage cans plastic packaging on meaningful challenges striving for excellence uniting

industrial steel drums and new energy battery components— our efforts through shared purpose and shaping the future

focused execution.setting benchmarks for China's packaging industry. through collective progress.The fruits nurtured by our hard work will ultimately shine

with brilliance. In 2025 our efforts received widespread Zhou Yunjie

recognition: from standing out in the Top 100 Enterprises Chairman ORG Technology Co. Ltd

Message from the Chairman 2025 ORG Environmental Social and Governance Report 04 - 05About Us

About ORG Corporate Culture

ORG Technology Co. Ltd. (Stock code: 002701.SZ) headquartered in Beijing is a leading metal packaging enterprise in China.Founded in Wenchang Hainan in 1994 and listed on the Shenzhen Stock Exchange in 2012 ORG became the first A-share

listed company in the metal packaging sector. In 2025 ORG was named one of the 2025 Beijing Top 100 Enterprises a ranking

jointly issued by the Beijing Enterprise Confederation the Beijing Enterprise Directors Association and other organizations. The

Company also ranked 187th among the 2025 BeijingTianjinHebei Top 100 Enterprises 81st in the manufacturing category 21st in Mission Vision

the "Top 100 Beijing Listed Companies" 61st in "Beijing Top 100 Private Enterprises" and 100th in the Beijing Top 100 Manufacturing

Enterprises. Being a packaging solution Comprehensive packaging total

provider in the new era solution provider

As a comprehensive packaging total solutions provider ORG offers integrated services centered on metal can packaging

including product design and manufacturing filling services intelligent packaging solutions advanced food processing and

sports-related operations. We operate nearly 80 production bases worldwide with products covering food cans beverage cans

aerosol cans metal closures plastic packaging and industrial steel drums serving leading domestic and international brands.We continue to strengthen innovation with more than 700 patents and experience in developing industry standards. We have

established technical capabilities in coated materials QR code–based intelligent technologies and green packaging. Our CNAS- Business Philosophy Corporate Spirit

accredited laboratories support product quality assurance. We also advance green packaging and intelligent transformation Packaging the brand and Striving Innovation Honesty

while strengthening industrial chain integration and international expansion to deliver comprehensive high-quality services to marketing the brand and Harmony

global FMCG customers.About Us 2025 ORG Environmental Social and Governance Report 06 - 07CSR Honors

January 2025 September 2025 November 2025 December 2025

2024 Impactful Sports Innovation Brand Ranked 39th in Beijing Top 100 Private Ranked 187th in Beijing-Tianjin-Hebei Top Ranked 100th in Beijing Top 100

Forbes China Enterprises for Social Responsibility 100 Enterprises Manufacturing Enterprises

Beijing Federation of Industry and Commerce Beijing Enterprise Confederation Beijing Beijing Enterprise Confederation Beijing

February 2025 Enterprise Directors Association Tianjin Enterprise Enterprise Directors Association

October 2025 Confederation Tianjin Enterprise Directors

"End-to-End Productivity" Award Association Hebei Enterprise Confederation Ranked 21st in Top 100 Beijing Listed

The Kraft Heinz Company 2025 Asia CanTech Awards Hebei Enterprise Directors Association Companies

Asian CanTech Ranked 81st in Beijing-Tianjin-Hebei Top Beijing Enterprise Confederation Beijing

August 2025 Beverage Three-Piece Can Gold Award 100 Manufacturing Enterprises Enterprise Directors Association

The "Gatekeeper" of China Canned Food Canmaker Global Summit Beijing Enterprise Confederation Beijing Second Prize 32nd National Enterprise

Industry Enterprise Directors Association Tianjin Enterprise Management Modernization Innovation

Beverage Three-Piece Can Bronze Award Confederation Tianjin Enterprise Directors

China Canned Food Industry Association Achievement

Canmaker Global Summit Association Hebei Enterprise Confederation

Founder Guan Yuxiang awarded the Hebei Enterprise Directors Association

China Enterprise Confederation

Lifetime Achievement Award of China Excellent Supplier of the Year

Canned Food Industry Budweiser APAC Supplier Strategic Alliance

China Canned Food Industry Association

Precision Manufacturing Award

Vice President Chen Yufei honored as the Budweiser APAC Supplier Strategic Alliance

"Craftsman of China Canned Food Industry"

China Canned Food Industry Association

Coated iron DRD series can awarded

"Most Innovative Product"

China Canned Food Industry Association

About Us 2025 ORG Environmental Social and Governance Report 0088 -- 0099专题一

Extending Industrial Value from Packaging is the final step before a product reaches consumers—and the starting point of value creation. We continue to advance our "value spillover" strategy anchored in core technologies such as coated iron.Building on more than 30 years of expertise in material safety precision manufacturing and supply chain

Production to Ecosystem management we extend these capabilities into related fields including sports nutrition digital agriculture

and overseas markets. This represents a systematic extension of our core manufacturing capabilities shaping

an integrated development model from "core manufacturing" to "industrial ecosystem."

Defining value with technological

The core advantages of coated iron

innovation

Protection Processing

Technological innovation is not only an upgrade in production methods but also the foundation of our value Food safety Differentiationperformance capability

spillover strategy. Guided by advanced technologies and customer needs we continue to strengthen high-

end manufacturing capabilities reshape value through innovation and unlock new possibilities for packaging in Free of harmful Strong resistance High film ductility Enhanced color

brand expression user experience and supply chain efficiency. substances such as to corrosion acids combined with high- clarity and visual

BPA melamine and and sulfur making strength substrates expression meet

Coated iron is a core proprietary technology independently developed by ORG. We continue to promote our plasticizers helping it suitable for a supports stamping diverse branding

R&D and large-scale application redefining packaging from a simple container into a key carrier for food preserve the original wider range of food processes enabling and design needs

preservation brand value and consumer experience. flavor of food and beverage packaging DRD deep drawing for differentiated

beverages. and storage and DI forming. packaging formats.applications.By the end of 2025 we had developed more than 10 types of coated iron bowls with different designs and capacities

including the "confession bowl" and conical bowl. We hold more than 50 patents related to coated iron materials and bowl

can designs and have led the development of one national standard helping customers in sectors such as canned food and

prepared meals enhance product and brand value.Coated iron bowl production line Coated iron bowls in various designs and capacities

Spotlight 2025 ORG Environmental Social and Governance Report 10 - 11

Spotlight IBuilding new capabilities Value spillover drives full industrial chain transformation in prepared food

through strategic spillover Amid the trillion-yuan prepared food market we are and adopting newly developed rice varieties for green

redefining the role of packaging through a full industrial pollution-free planting. The project also advances eco-friendly

We extend our core capabilities into adjacent sectors transferring our CSR honor chain approach—from the field to the consumer table. value-added processing of rice extends the rice industry

expertise in materials manufacturing and supply chain management. By integrating self-developed coated iron technology with chain and explores both domestic and international markets

From Xiwang Drink's deep integration of the "Packaging+" model to the Xiwang Drink was awarded prepared food products developing a digital planting base in coordination with prepared food products. By applying

reverse empowerment of the prepared food industry from farm to plant the "Sports Innovation in Guanliangjiao Village and building modern production an industrial approach to agriculture the company supports

each new business represents a strategic effort to maximize the value of Brand" in Forbes China's facilities in Liaoning we leverage our strengths in packaging rural vitalization while achieving integrated industry chain

our core capabilities. Through both technological innovation and business 2024 Impactful Sports technology industrial chain integration and food OEM to development and local economic growth.model upgrades we leverage the spillover strategy to reshape the Innovation Brand. expand the "Packaging+" ecosystem.industry ecosystem and define new development pathways for packaging. At the 113th China Food and Drinks Fair ORG's high-end

prepared food brand attracted strong attention. Yuanben

Pre-steamed Rice uses premium rice sourced from the core

production areas of Northeast China carefully preserving the

Collagen peptide refreshes Xiwang Drink natural quality of each grain. The Nutritious Dessert series

uses selected ingredients and features ancient painting–

The launch of Xiwang Drink reflects our implementation of the value spillover strategy supporting our core inspired packaging combined with a tear-open ready-to-eat

packaging business while building a "Packaging+" ecosystem. From differentiated aluminum bottle and can bowl design that brings convenient and accessible wellness.design and manufacturing to proprietary formula development and filling services and further to full-chain

sports marketing Xiwang Drink enhances industrial synergy supporting the development of a second growth Following the launch of the pre-made rice business Liaoning

curve and moving toward higher value-added segments of the value chain. ORG initiated the "New Agricultural Industrial Park" project

promoting science-based cultivation and digital management Green digital rice planting base

In addition through diversified operations and IP development Xiwang Drink builds a multi-layered scenario

network across professional sports and mass fitness including football and ice hockey. Physiological data from

sports scenarios and consumer insights are translated into product innovation enabling a shift from adapting

to sports scenarios to defining sports-related demand and from leveraging sports resources to building brand

assets. Driving synergy from production lines

In early 2025 Xiwang Drink launched an upgraded formula incorporating high-quality collagen peptides

providing more comprehensive nutritional support and improved recovery for consumers. This supports healthier to industrial ecosystems

lifestyles while strengthening its positioning in the sports nutrition market and creating broader social value.The spillover and extension of capabilities ultimately require system-level integration across broader dimensions. Through

global expansion and industrial chain collaboration we are transforming point-based capabilities into a networked

industrial ecosystem accelerating the shift from "production lines" to "industrial ecosystems."

Accelerating global expansion Maximizing synergy effect

We continue to consolidate and optimize capacity Through an integrated "innovation–standards–

in key international markets ensuring the stable industry" model we continue to set benchmarks

growth and efficient coordination of our overseas in food packaging leveraging technology

manufacturing system. spillover to create new value.We gradually built a global sales network through Building on our core business and capabilities

targeted marketing and localization strategies we are developing a "packaging technology

advancing international certifications for prepared + full industrial chain integration" system

food products to unlock new overseas growth unlocking value across extended segments of

opportunities. the value chain and constantly exploring new

business areas and growth opportunities.Sales promotion for Xiwang Drink

Spotlight 2025 ORG Environmental Social and Governance Report 12 - 13Advancing Green Collaboration Sustainable development is not a solo effort— it is a shared journey across the value chain. From making a can to protecting the planet ORG remain committed to a sustainability-driven win-win approach. Anchored

in our role in the metal packaging industry we move beyond traditional collaboration models and work

for Shared Sustainable Growth with upstream and downstream partners to build a multi-level green collaboration system—spanning cross-

company coordination technology integration and park-level co-development. Together with industry

partners and alliances we contribute to a more resilient and sustainable ecosystem.Green collaboration in practice: from

transactional relationships to a shared

green community

Guided by a shared growth philosophy we have evolved our relationship with Budweiser from a traditional

supplier–customer model into a strategic partnership for value co-creation. Moving from transactional

cooperation to deeper value alignment we have advanced coordinated changes across management

technology and the value chain providing a practical example for the green transition of China's manufacturing

sector.We implemented Budweiser's 3R framework and built a performance assessment

Evolving management and continuous improvement system covering quality efficiency sustainability

practices and innovation. Budweiser sent specialists to our plants for training and we

organized visits to Budweiser facilities for benchmarking.We set phased weight-reduction targets jointly advanced key technologies and

Lightweighting-driven

obtained certifications. At the plant level we carried out energy-saving upgrades

innovation

to reduce material use and carbon emissions.ORG Foshan Plant

We require key aluminum suppliers to increase recycled content promote

Value chain-wide carbon green electricity use and drive upstream emission reductions. As one of the

reduction first packaging companies connected to Budweiser's carbon management CSR honor

platform we achieved lifecycle carbon footprint transparency.ORG Foshan Plant became Budweiser's first Green Can Supplier.Spotlight 2025 ORG Environmental Social and Governance Report 14 - 15

Spotlight IICo-innovation pathway: from micron-level Co-developing the Sanshui model:

precision to a circular economy from green plant to green ecosystem

From micron-level equipment optimization Building on green plant practices we have advanced process upgrades and energy-saving measures to set a benchmark for

to full-process green upgrades and green production. We also joined Budweiser's Carbon Reduction Alliance and co-initiated the FOS Sanshui Industrial Park

recyclable aluminum cup applications Decarbonization Alliance with benchmark enterprises extending carbon reduction from single plant to coordinated park-level

ORG works with Suzhou SLAC Precision collaboration and jointly building a green ecosystem.Equipment Co. Ltd. (SLAC) to integrate

precision manufacturing into green

scenarios. Through deep collaboration

we advance localization and product

innovation turning industrial precision Energy system

into environmental value. The signing ceremony of strategic cooperation between ORG and SLAC coordination

Through centralized electricity

procurement ORG and

Budweiser combined power

Precision manufacturing Deepening Recyclable demand of their two plants

in Guangdong enhancing

underpins green collaboration for aluminum cups for

bargaining power and

production green upgrades circular use

securing more competitive

Leveraging SLAC's Since 2016 we have We supplied nearly 50000 electricity pricing.expertise we optimized built trust through recyclable aluminum cups for

core can-making multiple projects. the Phoenix Legend concert Green electricity trading Technology resource

equipment at micron- In August 2025 we at the National Stadium mechanism sharing

level precision improving renewed our strategic introducing a "eco-friendly

efficiency and quality cooperation covering use and recycle" model. This At Sanshui Industrial Park We share technologies such

stability while reducing equipment upgrades milstone promotes green ORG Foshan Plant achieved as smart energy management

energy use and material localization of spare metal packaging innovation 100% green electricity usage systems energy storage

loss strengthening the parts and joint product and drives a technological setting a replicable model for and heat pump systems with

foundation for green development. revolution in green the green development of other enterprises in the park

production. packaging. industrial parks. promoting coordinated use of

technology resources.New recyclable aluminum cup The FOS Sanshui Industrial Park Decarbonization Alliance

Spotlight 2025 ORG Environmental Social and Governance Report 16 - 17Building the Cornerstone ORG refines the modern corporate governance system by reinforcing compliance business ethics information security operational integrity

and due diligence. As a result we have continously enhanced our gover-

of Development Toward nance capabilities and standards. Through robust governance and sound management we work to build a solid foundation for resilient growth

and sustained long-term value creation.a Resilient FutureCorporate Governance In 2025

ORG builds on a foundation of sound governance refining the corporate system and establishing a 4 28

governance framework with clear accountability and efficient operations. The Company maintains Shareholders' meetings held Proposals deliberated and approved

transparent operations reinforces compliance risk management and integrity and ensures robust

practices in information security tax compliance and due diligence supporting sustainable development.

636100%

Board meetings held Proposals deliberated and approved Attendance rate at Board meetings

9 Board members 2 executive directors 7 non-executive directors (3 with relevant industry experience)

3 independent directors accounting for 33.33%

2 female Board member

Governance structure 8 members holding other external director positions on the Board

The Company has implemented the revised Company Law of China and the latest regulatory requirements transferring the

functions of the Board of Supervisors to the Audit Committee under the Board of Directors. We've reviewed and updated 29

internal governance policies including the Articles of Association and Information Disclosure Management Rules and introduced

two additional policies to ensure compliance of its governance structure rules and operations. In line with the Rules of Procedure

for Shareholders' Meetings and the Rules of Procedure for the Board of Directors major matters are reviewed and approved Transparent operations

through formal meetings ensuring disciplined efficient decision-making.Complying with relevant regulations including the Rules Governing the Listing of Shares on the Shenzhen Stock Exchange

We have made active efforts to diversify the Board considering gender age professional background and industry experience the Measures for the Administration of Information Disclosure by Listed Companies and the Company's Investor Relations

in director appointments while also assessing expertise and track records. Senior management compensation is managed in Management Rules and Information Disclosure Management Rules ORG provides reasonable returns to shareholders enhances

accordance with the compensation plan approved by the Shareholders' Meeting of ORG. The Board is re-elected every three disclosure and communication and maintains a transparent efficient and credible market image.years and undergoes annual performance reviews ensuring steady long-term growth through a more diverse and capable

leadership team. Shareholders' rights

Information disclosure Investor engagement

protection

We implement a continuous and stable On top of mandatory disclosure we We maintain active communication with

dividend distribution policy and actively enhanced voluntary disclosure ensuring investors through multiple channels

fulfill our obligation to pay dividends information is true accurate complete such as investor hotlines emails the

Shareholders' Meeting through means such as annual cash timely and fair. In 2025 no corrections SZSE Easy Interaction Platform site

dividends. We conduct separate voting were required and no regulatory or visits performance briefings and

for small and medium-sized investors exchange penalties were imposed. roadshows.Secretary of the Board of Directors and disclose the results ensuring

Board of Directors

the rights and interests of minority

shareholders.Strategy Committee Remuneration and

Assessment Committee

Nomination Committee Audit Committee In 2025

Chairman

120161100%0

General manager External disclosure Online performance Investor inquiries Response rate Incidents of insider

announcements presentation addressed information violations

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 20 - 21Risk & compliance management Business ethics

ORG embeds risk and compliance throughout operations continuously improving its internal control system and risk management ORG upholds fairness integrity and self-discipline adheres to high standards of business ethics regulates its conduct manages

mechanisms. Through enhanced legal training and audit oversight we strengthen our ability to identify monitor and respond to integrity risks and maintains a robust whistleblowing mechanism. We strictly prohibit unfair competition and misconduct to

risks reinforcing the foundation for compliant operations. support a healthy and sustainable business environment.Improving risk Organizing compliance Strengthening audit

management training supervision

The Board of Directors through its To address risks in daily operations the An external audit firm is engaged annually

Audit Committee oversees risk control Company conducts online legal training to conduct a specialized audit of the Governance

by coordinating legal internal audit covering contract execution evidence Company's internal control systems and

finance and business divisions to collection and preservation and key processes. The Internal Audit Department ORG strictly follows applicable national and local anti-corruption regulations as well as its internal Anti-fraud and Complaint &

ensure compliance across all processes. control points enhancing employees' conducts annual on-site audits of branches Reporting Management Policy which defines responsibilities and organizational structure. Anti-fraud efforts are overseen by the

We apply full-cycle contract risk compliance awareness. and subsidiaries performs targeted audits Board of Directors supervised by the Audit Committee and executed by the Internal Audit Department with each department

management including pre-contract on key risk areas and material transactions responsible for addressing fraud risks within its scope. The person in charge is the primary responsible party for anti-fraud efforts.entity and litigation reviews in-process and evaluates internal controls. These

contract review in accordance with the efforts ensure operational compliance and

Contract Review Management Procedure proactive risk mitigation.and post-contract archiving and review

effectively managing operational risks. Strategy

Signing integrity commitment letters Whistleblower protection

In 2025

2 0 All managers branch/subsidiary department heads and The Company strictly safeguards whistleblower identities.

Non-executive directors with professional risk management Violations of business ethics or conduct rules above and employees in key economic roles must sign the Departments receiving reports and individuals involved in

expertise Anti-Fraud and Integrity Commitment Letter . investigations must not disclose whistleblower information

Business partners long-term suppliers and vendors of without authorization. Unverified investigation details

major projects are required to sign the Partner Business and conclusions must remain confidential and are not

0 2000+ Integrity Commitment Letter. to be privately discussed or circulated ensuring the whistleblower's personal and property safety.

Violations of the Company's code of conduct ( including corruption Contracts reviewed If the reported anti-fraud evidence is verified the Company

or bribery discrimination or harassment customer privacy data will evaluate the nature of the case and assess potential

conflicts of interest money laundering or insider trading) economic recovery offering appropriate rewards to the

whistleblower.Forward-looking planning and joint governance to assure food packaging safety and compliance Fraud complaint and reporting Anti-unfair competition

In response to tightening global regulation of metal packaging

safety for food ORG organized specialized training on food The Company's Internal Audit Department maintains ORG complies with Chinese laws such as the Anti-

contact material regulations. Delivered through a hybrid external reporting channels (hotline email and mailboxes) Unfair Competition Law Anti-Monopoly Law and Interim

format the program brought together quality leaders from public. It collects compiles and reports anti-fraud data to Provisions on Banning Commercial Bribery . Employees

business units and subsidiaries along with experts from key the Audit Committee conducts anti-fraud investigations are required to uphold professional ethics protect trade

coating suppliers to interpret core requirements including and prepares reports based on findings. secrets engage in fair and transparent business practices

China's GB 4806.10-2025 and Commission Regulation (EU) and accept oversight ensuring integrity in all operations.

2024/3190. The initiative enabled upstream and downstream

partners to translate regulatory requirements into practice and

ORG launches the special training on food contact material

embed compliance as a driver of long-term competitiveness. laws and regulations

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 22 - 23Impact risk and opportunity management Tax payment according to laws

Fraud risk is integrated into the Company' s annual risk assessment. Management conducts fraud risk identification and In 2025 ORG treats tax compliance as a core responsibility and a baseline of integrity strictly

evaluation at the corporate departmental and key account levels. The process considers both the likelihood and materiality of adhering to tax regulations in all jurisdictions where it operates and accepting

fraud covering areas such as false financial reporting misappropriation of assets and unauthorized or improper income and oversight from tax authorities. We maintain sound tax management and risk control

expenditures. 1411.9636million yuan systems standardizing the full process of accounting tax filing and payment

Taxes paid and use independent bank accounts for tax settlement. We do not engage in tax

avoidance or shift income to low-tax jurisdictions ensuring taxes are paid in full and

Metrics and targets on time while supporting fair market practices.Note: Consistent with the statistical scope of

Business ethics management

Progress in 2025 the annual report.metrics

0 corruption-related lawsuit concluded

0 confirmed corruption incidents Due diligence

Anti-corruption efforts 0 employees dismissed or disciplined for corruption

0 contract terminations or non-renewals with business partners due to ORG adheres to prudent operation and risk prepositioning. The Company places

confirmed corruption violations strong emphasis on due diligence across investment financing supplier vetting and

employee rights protection. Through comprehensive investigations and risk analysis

we ensure informed decision-making verify supplier qualifications and uphold

0 lawsuits on unfair competition/monopoly employee rights—providing a solid foundation for sustainable stable growth.

Anti-unfair competition

0 conflicts of interest

Information security

The Information Technology Management Center of ORG is responsible for information security management. A three-tier

governance structure—Department Head Chief Financial Officer and General Manager— is in place and employees are

encouraged to promptly report security incidents vulnerabilities and suspicious activities. Information security strategies and

reviews are reported to the Vice Chairman and general manager during quarterly operations and annual planning meetings.In line with its information security policies the Company engages external network engineers as dedicated information security

personnel and conducts two to three company-wide cybersecurity training sessions each year to raise employee awareness. We

have established emergency plans and response procedures to mitigate risks such as unexpected downtime or power outages

and conduct two planned shutdowns and two offline emergency response drills annually. IT infrastructure procured by the

Company is ISO 27001 certified and both IT systems and information security management systems are subject to external

audits including third-party vulnerability assessments and simulated cyberattacks. Employees and suppliers are required to

comply with confidentiality requirements which are embedded in relevant contracts.In 2025

0 0 0 All purchased IT infrastructure equipment

Information security Information security Customers and employees affected passed ISO 27001 or

incidents vulnerabilities by information security breaches relevant certification

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 24 - 25Sustainability Management Sustainability management system

The Company has established a three-tier management structure—from decision-making to management and execution—

ORG continues to enhance its sustainability governance framework by embedding sustainability philosophy ensuring effective implementation of sustainability initiatives.into its strategy values and operations. By aligning social and business value we reinforce the foundation for

long-term sustainable growth and contribute to high-quality economic and social development.Decision-making level The Board and its specialized committees

The top authority for sustainability Oversees the implementation of sustainability strategies and

management

systems monitors performance and makes decisions on major

sustainability matters.Management level Packaging Industry Strategy Research Center

Overseeing the management

Sustainability philosophy Analyzes global political social and environmental risks and of sustainability initiatives opportunities that may impact the Company drives the execution

of sustainability strategies and goals and promotes integrated

As an active advocate of SDG Compass ORG integrates the sustainability philosophy into strategic decision culture cultivation sustainability management.and daily operation. Upholding fair competition and strengthening compliance ORG delivers high-quality sustainable solutions

that support industry development environmental sustainability and social well-being. Executive level Sustainability working group (departments and subsidiaries)

Implementing sustainability strategies Carries out sustainability strategies policies and goals across

policies and goals

business operations.Economic We remain true to our founding mission of driving national development through industry.By advancing technological and business innovation we aim to lead industry growth deliver Materiality assessment

value to shareholders create benefits for customers and partners and share development

achievements with employees.In accordance with the requirements of the Self-Regulatory Guidelines No. 17 for Companies Listed on ShenzhenStock

Exchange—Sustainability Report (For Trial Implementation) and by referring to the dual materiality assessment steps outlined in

the Self-Regulatory Guidance No. 3 for Companies Listed on Shenzhen Stock Exchange—Preparation of Sustainability Report the

Company conducts a double materiality assessment on the sustainability topics from the perspectives of impact materiality and

financial materiality.Environmental We view environmental protection as a core element of our sustainability strategy. We are

committed to fulfilling our environmental responsibilities by focusing on waste reduction ORG 2025 Double materiality assessment process 5

recycling and resource efficiency. Through circular practices in metal packaging recovery

and reuse we promote eco-friendly energy-saving development while supporting Results of double

environmental protection and long-term sustainability. 4 materiality analysis

3 Materiality of sustainability assessment and topics

2 validation of Analysis of sustainability topicsimpacts risks and

We believe in the power of doing good. That' s why we continue to share our development Establishing a list opportunities of Social

gains and give back to society to help build a better future. 1 of sustainability sustainability topics

Company background topics

analysis standards

research and peer

benchmarking

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 26 - 27Based on an assessment of the Company's background Based on this analysis the Company applies a combination of

ESG rating requirements and peer benchmarking and qualitative analysis expert assessment and cross-department Stakeholder management

with reference to key standards and frameworks ORG has review to evaluate both financial materiality and impact

established its 2025 sustainability topic list. The list includes materiality for each topic. The Company engages stakeholders through multiple channels to understand their expectations and deliver shared value working

26 topics: 9 environmental 12 social and 5 governance. For toward inclusive sustainable development.

each topic the Company evaluates its impacts risks and Financial materiality is assessed across two dimensions: impact

opportunities in the context of its business activities and severity and likelihood. Each dimension has five levels: very

operations. high high medium low and very low. Topics rated medium or Stakeholders Core demands Communication and response

above on both dimensions are considered financially material.Impact analysis Impact materiality is assessed using the same two dimensions— Honest and compliant Serving local economic Sound corporate Response to

operations and social development governance government policies

Impact analysis assesses how ORG's performance on each topic impact severity and likelihood. Each dimension has five levels: Government/

affects the economy society and the environment. very high high medium low and very low. Topics rated medium

Fair competition Transparent operation Proactive Regular reports

regulator

Tax payment according tax payment and information or above on both dimensions are considered material in terms

to laws according to laws announcements

Risk and opportunity analysis of impact.Risk and opportunity analysis assesses the risks and opportunities Good business Realization of corporate Shareholders' Investor relations

that may affect the Company's operations financial position performance development strategy meeting hotline

operating results and cash flows. Shareholders/ Sound corporate True complete and Regular reports Earnings briefings

Investor governance timely information and information and other investor

disclosure announcements communication

events

The Company integrates the findings of both assessments to form its 2025 double materiality analysis results. In 2025 six topics

were identified as financially material: business ethics quality management supply chain management occupational health Product quality and Technological innovation Customer demand Innovative product

and safety climate change and waste management. For these topics the Company has incorporated four core elements— safety survey development

Customers Information security

governance strategy impact/risk/opportunity analysis and metrics and targets—into the corresponding disclosures in this Report. High-quality services protection Strict quality Improvement of

management service quality

Keeping promises Promoting industry Exchange and Breakthrough

Material topic matrix Transparent progress mutual visits in technological Partners

procurement Industry forums innovation

Resource sharing

Energy Management Environmental Compliance

Resource Recycling Management Compensation and Career development and Trade union Staff symposiums

Climate Change Response benefits Training

Product Technology and Pollution Prevention and Control Employee

discussion

Quality Management Occupational health and Employee care and well- questionnaire meetings etc

Service Innovation Digital and Intelligent Development Employees

Supply Chain Management safety being survey Daily

Protection of Employee Employee Development Employee rights Employee training communication and Occupational Health and Safety

Rights and Interests Risk Management protection exchange

Business Ethics

Compliant Operations Tax Management

Human Rights Protection Engagement in charity Volunteer services Boosting local

Communities Serving community Charitable

economic

development activities developmentand the public

Serving rural

vitalization

Environmental Awareness Ecological Protection

Due Diligence Water Resource Management

Charity Data Security and Privacy Systematic environmental Establishment Energy

Waste Management management and operation of conservation and

Intellectual Property Protection

Support for the environmental emission reduction

Protection Supporting Industry Development Environment development of green management Sustainable

industries systems packaging

Green office

Financial materiality Media Responsible operation Adequate information Press conferences media interviews disclosure new media interactions

Double materiality Financial materiality only or Impact materiality only Neither financial materiality nor impact materiality

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 28 - 29

Impact materialityCreating a Responsible ORG advances a co-creation and shared value approach. We deliver quality and innovation for customers and strengthen the supply chain

through collaboration. Our deep local integration overseas supports

Network for Shared mutual growth with host communities and employee care and commu-nity initiatives further amplify positive impact. Working with stakehold-

ers the Company builds collective strength through collaboration and

Growth drives long-term shared growth.Driving Quality Through Innovation

By strengthening end-to-end quality management advancing upstream innovation and smart manufacturing

and enhancing customer protection and lifecycle services we drive coordinated improvements in product Strategy

quality technology and service strengthening competitiveness and brand value.The Quality Safety and Environmental Management Center continues to implement a lean production and Six Sigma integrated

approach reducing process inefficiencies and improving production consistency and accuracy to support stable quality safety

and green production.QSE vision

Consolidating quality foundation Zero defects zero accidents zero pollution QSE mission

Policy: prevention-oriented approach systematic management continuous improvement

The Company places quality at the center of its operations continuously enhancing our end-to-end quality and safety

management system beyond baseline requirements. By applying advanced quality management tools and models we work to Objectives: stable quality safe and reliable operations green production

build a distinctive quality framework and promote higher standards across the metal packaging industry.Governance

The Company has established a four-tier quality management structure comprising the Board of Directors and its committees the

General Manager the Quality Safety and Environmental Management Center and business divisions and subsidiaries/branches.The Board and its specialized committees supervise the quality management; the general manager is responsible for the overall

QSE management system (ISO 9001 ISO 45001 ISO 14001 ISO 22000)

quality management work and supervises the quality management results. The Quality Safety and Environmental Management

Center sets policies and strategies conducts training and certification drives improvement initiatives supports supplier quality Continuous improvement and training

audits and works with sales to improve complaint handling. Business divisions set quality KPIs conduct plant risk audits and

align quality strategies with customer needs. Subsidiaries and branches are responsible for execution. Management commitment support and QSE leadership

Training programs for quality leaders and reserve personnel across subsidiaries and branches

SPC(Statistical Process Control) has been applied across subsidiaries and branches to support achieved an 85.4% pass rate; by the end of 2025 a total of 118 personnel had been developed.Improving quality

Implementing SPC real-time process control and guide production line improvements with full coverage across Three consecutive "Continuous Improvement Cup" were conducted to embed continuous

awareness and capability

two-piece can and lid operations under the Two-Piece Can and Filling Division. improvement practices alongside six "ORG Masters" sessions featuring internal and external

experts sharing professional knowledge and experience.Incoming raw materials are subject to strict inspection and sampling; non-compliant materials

Division-level quality audits are conducted across subsidiaries and branches. Mature subsidiaries

are returned or replaced by the Procurement Department with the qualified supplier list

and branches focus on best-practice sharing and optimization while newer subsidiaries and

updated accordingly.Tightening lifecycle Strengthening quality branches receive targeted support gap identification and hands-on guidance to establish

Production quality control is reinforced through management of key processes inspection of

quality inspection audit and supervision effective quality systems.semi-finished products and personnel qualification controls.Supplier quality risk assessments are conducted with 52 supplier audits completed to

Finished products undergo final inspection including appearance sealing performance and

strengthen oversight of supplier quality systems and ensure raw material quality.labeling compliance with strong emphasis on batch traceability and sample retention.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 32 - 33

market competitiveness

Enhancing manufacturing capability and

social responsibility

Customer satisfaction and

continuous improvement

Performance and

and management

Issue and incident resolution

preventive management

Risk control and

on-site management

Process control andThe Quality and Food Safety Month campaign The working environment of the employees

Impact risk and and opportunity management Metrics and targets

In line with the Quality Risk Audit Standard we conduct plant-level quality risk audits across subsidiaries/branches business Quality management indicators Progress in 2025

divisions and quality functions. These audits focus on key manufacturing control points and the implementation of corrective

actions enabling comprehensive risk assessment early identification of potential quality risks and timely preventive measures.Among the 36 subsidiaries and branches that have officially entered into production

and operation

Risk audits conducted by the Risk audits conducted by quality

Risk audits conducted by

Quality Safety and Environmental departments of branches and

business divisions 100% certified to ISO 9001

Management Center subsidiaries Establishing and improving the

94.12% certified to ISO 22000/FSSC 22000 (Except for inapplicable companies.)

quality management system and

requiring subsidiaries and branches 84.85% certified to ISO 14001

Review internal quality case Conduct annual risk Form cross-functional risk

to obtain quality management

sharing communication assessments for branches/ assessment teams from 74.29% certified to ISO 45001system certification

and early warning of major subsidiaries compare quality quality production and 28.60% certified to ISO 50001

customer complaints risks across similar plants and equipment departments. 100% beverage can filling branches and subsidiaries hold food production

emergency coordination for support those with weaker Review internal critical licenses

major customer complaints risk control. control point lists before

and joint investigation and Assess production process inspections.analysis of major quality stability and control point Confirmed the

incidents. risks. implementation and Conducting strict quality 99.01% tinplate product pass rate

Evaluate plant quality control Track corrective actions effectiveness of corrective management to improve product

stability and assess risks from internal/external and actions from internal/ qualification rate 98.51% aluminum product pass rate

at key production control customer audits verifying external and customer

points. their implementation and audits.Track corrective actions effectiveness.from internal/external and Analyze audit findings classify

customer audits verifying risk levels and prioritize

their implementation and followup measures.effectiveness. Note: The statistical scope covers the Two-piece Can and Filling Division Three-piece Can Division Deep-processed Products Division

Strategic Customer Department and New Energy Packaging Department.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 34 - 35Enhancing upstream innovation Creating a packaging innovation benchmark

Guided by our R&D approach of "develop one generation apply one generation and reserve one generation" we continue to

We place innovation at the core of our development strengthening early-stage innovation and building a structured end-to-

strengthen integrated innovation capabilities across packaging materials structural design decoration and functionality. We have

end innovation system. Through benchmark product development proprietary brand incubation and continuous upgrades in

developed a range of innovative products—such as the Gilded Bowl Can and the Energy Ring Can—that combine functionality

intelligent manufacturing we drive progress from technology innovation to value creation enhancing the overall competitiveness

with design aligning packaging more closely with evolving consumer needs.of metal packaging.Improving innovation management system Upgraded packaging defines a new paradigm of craft beer

We continue to strengthen our R&D system and talent development promoting cross-division and cross-product collaboration ORG aligns with evolving industry trends and consumer

in product innovation intelligent manufacturing and technology development to advance both management and technical demand using innovation to enhance the drinking experience.capabilities. We reinforce intellectual property protection through regular training on patent and software copyright filings and From 980ml formats for high-volume consumption to 650ml

continuously optimize external patent application disclosure and approval processes to safeguard proprietary technologies. for varied usage scenarios and 500ml for more customized

experiences each format is designed to meet different

consumption needs. By placing user needs at the center we

support the evolution of craft beer from basic consumption

In 2025 to a more premium experience-driven offering.

160.2259million yuan 312 35

Spent on product R&D R&D personnel Invention patents applied to main business 500mL handled beer bottle (collector's edition)

1 182 CSR honors

Invention patent granted during the Effective patents during the

reporting period reporting period

Note: The statistical scope of R&D investment and R&D personnel data is consistent with the annual report. The other three indicators only

include ORG headquarters and its subordinate divisions: Two-piece Can and Filling Division Three-piece Can Division Deep-processed

Products Division Strategic Customer Department and New Energy Packaging Department.CSR honors The 500ml handled beer bottle received The 650ml handled bottle and can received

the "Beverage Three-piece" Gold Award the "Beverage Three-piece" Bronze

at the Canmaker Summit 2025. Award at the Canmaker Summit 2025.The "Three Core Specialized Strategies The "Research and Application of ORG was honored as a "Gatekeeper"

of Private Metal Packaging Enterprises" Single-Sheet Tinplate 3D Lithography of China Canned Food Industry at

received the Second Prize of the 32nd Positioning Printing Technology" project the 30th Anniversary of China Canned

National Enterprise Management received the Third Prize of the Food Industry Association.Modernization Innovation Science and Technology Award for

Achievement. China Packaging Industry.Founder Guan Yuxiang was awarded the Lifetime Vice President Chen Yufei was recognized as a "Craftsman

Achievement Award of China Canned Food Industry of China Canned Food Industry" at the 30th Anniversary The "Diamond Bowl and Can" and "650ml Cannonball The "Coated Iron DRD Bowl and Can" was

at the 30th Anniversary of China Canned Food Industry of China Canned Food Industry Association. Can" received the 2025 Asia CanTech Award in the honored as the "Most Innovative Product

Association. category of food and beverage packaging. of China Canned Food Industry Chain".Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 36 - 37Facilitating the upgrade to intelligent packaging Improving customer service

Driven by technological innovation and digital enablement we continue to upgrade intelligent manufacturing in metal packaging.We are accelerating automation digital management and smart applications promoting the adoption of technologies such as In 2025 We follow the philosophy of "packaging the brand and marketing the brand" and

5G-enabled industrial internet digital twins and AI-based visual inspection across production processes. These efforts support maintain a mutually supportive win-win approach with core customers. Enhancing

ongoing improvements in production efficiency quality control and low-carbon performance. 0 customer service is a key part of our sustainability strategy and competitiveness ensuring the protection of customer rights while delivering long-term value.Confirmed leakage theft or loss of

customer data

Digital twin plant enables intelligent packaging upgrades Protecting customer rights

As a provincial-level digital twin plant in the packaging and printing industry Hubei ORG Packaging focuses on core products

such as beverage cans and food packaging and has developed a full-process digital twin model across production. By integrating 96.23 % We reshape customer relationships through value co-creation and have established

real-time data from equipment operations raw material inputs and product inspections the system replicates production Customer satisfaction rate a comprehensive customer protection system covering complaints privacy and

processes in a 1:1 virtual environment. For example virtual optimization of the stamping process for a specific beverage can product recalls reducing operational risks and safeguarding customer rights.improved production efficiency by 18% reduced energy consumption by 12% and lowered the defect rate from 3.5% to 1.2%. The

system now covers three core production lines delivering annual cost savings of over 6 million yuan.

0 Customer communication and complaint handling

Percentage of recycled products in total We maintain multiple feedback channels—including hotline email WeChat and

product sales/deliveries fax—and have established the Customer Satisfaction Survey Control Procedure . In

line with the Customer Complaint Correction Measures and the Customer Complaint

Analysis and Handling Procedures complaints are categorized analyzed and

resolved in a timely manner.

100%

Customer privacy protection

Customer complaint resolution rate

Customer layout designs are carefully registered and any worn-out layouts are

destroyed. Upon ending a partnership all related layouts are securely disposed of.Note: The statistical scope covers the Two-

piece Can and Filling Division Three-piece For new product launches employees are prohibited from taking or sharing photos

Can Division Deep-processed Products without permission. Privacy clauses are included in contracts and confidentiality

Division Strategic Customer Department agreements are signed to safeguard customer information.and New Energy Packaging Department.Product recall management

The production base of Hubei ORG in Xianning

We follow the Control Procedures for Product Recall and the Product Return and

Exchange Procedure to take immediate action in response to food safety risks. This

ensures rapid recall and minimizes potential hazards.Customer compliants per 100 million cans (times)

Two-Piece Can Strategic Deep-processed

Year and Filling Three-Piece Can Division Customer Products Division Department Division

20230.995.650.270.61

20240.552.950.313.16

The digital workshop of ORG Operation of intelligent equipment 2025 0.55 1.94 0.27 4.90

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 38 - 39Optimizing customer experience Creating Industry Value

We upgrade our services based on customer needs providing end-to-end support across pre-sales in-sales and after-sales

stages. By continuously advancing product innovation and quality we deliver better products and services to customers and the Chain Synergy

market.Committed to value chain synergy ORG extends core manufacturing capabilities to upstream and downstream

Customer-aligned Dedicated customer

Global service network partners to improve efficiency and create shared value. Through joint innovation we support the evolution of

production layout support

industry standards while leveraging localized networks to enhance supply chain resilience. In doing so we bring

the strengths of China's supply chain to the global market and work with partners to advance the sustainable

development of metal packaging.Through co-located and We have established We have established

customer-adjacent production dedicated service teams to localized sales and service

layouts we maintain close provide one-to-one technical teams across Southeast Asia

proximity to core customers. and quality support for key Central Asia North America

Facilities are equipped with customers conduct regular and Oceania. Each team

internationally advanced technical exchanges and operates close to customer

production equipment tailored benchmark key indicators production sites and

to customer product and strengthening ongoing target markets delivering

quality requirements reducing collaboration. responsive on-the-ground Co-building a sustainable supply chain

transportation costs and support for international

improving responsiveness. customers.Governance

We have established a three-tier quality management structure across headquarters business divisions and branches/subsidiaries

to ensure standardized end-to-end supplier management and continuous improvement.Name of department Responsibility

CSR honors Guide division- and subsidiary/branch-level quality departments in conducting Quality Safety and Environmental

supplier risk assessmentsauditsand quality oversight.Protection Management Center

Provide quality support—including communication site visits and training—to

and Strategic Sourcing Center

suppliers that are both critical and technologically high-risk.Establish a formal new supplier approval process at the division level.The procurement and quality

Assess the technical risk and business significance of suppliers.departments of business divisions

Conduct initial and regular reviews of both new and existing suppliers.ORG (Foshan) Packaging Co. Ltd. was awarded the Our wholly owned subsidiary Jamestrong was Follow the division's new supplier approval procedure to conduct supplier

The quality management department

"Outstanding Supplier of the Year" and nominated at the first Kraft Heinz EPDM Supplier assessments.and the purchasing department of

"Precision Manufacturing Award" Awards and received the Evaluate supplier quality performance and report findings to the division's

branches andsubsidiaries

by Budweiser APAC. "End-to-End Productivity" award. procurement and quality departments.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 40 - 41Strategy Risk and opportunity management

We apply a structured approach based on tiered classification dynamic assessment and performance-based selection covering To systematically manage supplier quality and risk we have established and implemented policies including the Supplier

compliance admission evaluation and review. This supports the development of a stable reliable and competitive supplier base Management Control Procedure and Raw Material Quality Issue Handling Procedure standardizing supplier quality requirements

strengthening supply chain security and value creation. across all business divisions subsidiaries and branches. Based on supplier risk levels we apply differentiated management

and dynamic oversight adjusting audit processes and frequency accordingly. Key risks—including price volatility technology

upgrades and supply chain concentration—are proactively managed to ensure consistent high-quality supplier performance and

We incorporate environmental protection and occupational health and safety overall supply chain stability.(OHS) standards into supplier management requiring suppliers to meet

environmental and social responsibility requirements through agreements and

Supplier

formal notifications. Risk category Risk description Response measure

compliance

Tinplate procurement involves tin and we place strong emphasis on conflict

minerals compliance with strict risk controls throughout the procurement Raw material prices in the metal packaging Prioritize suppliers with stable supply capacity

process. Price fluctuation industry are subject to significant volatility and flexible pricing mechanisms and use long-

risk due to market supply-demand dynamics and term agreements to manage costs and reduce

global commodity price movements. exposure to price volatility.We apply a comprehensive admission process covering quality price and

Supplier

delivery performance supported by on-site audits of production equipment

admission

and processes conducted by dedicated teams. Prioritize partners with strong R&D and innovation

Rapid technological change may outpace

capabilities in materials and process upgrades work

Technology supplier capabilities increasing the risk

together to address product upgrade requirements

We conduct regular supplier evaluations across two dimensions—commercial iteration risk of short-term obsolescence in procured and maintain market competitiveness.Supplier importance and technical risk. Procurement teams assess commercial components.evaluation performance while plants evaluate product application and technical service

performance.Adopt a diversified sourcing strategy qualify

We review suppliers quarterly and annually (involving qualification rate on- High geographic or channel concentration multiple suppliers and assess their geographic

Supplier review time delivery rate etc.) and those who fail to qualify will be required to rectify Supply chain among suppliers may expose procurement coverage capacity and logistics capabilities to

within a time limit. If the rectification is ineffective they will be eliminated. concentration risk to disruptions from single regions or key build a more resilient and distributed supplier

suppliers reducing supply chain resilience. network avoiding dependency on any single

supplier.In 2025

10025

Tier-1 suppliers for ORG Traders

98217

Chinese suppliers Overseas suppliers Non Tier-1 critical suppliers

Note: The statistical scope covers only major material suppliers centrally procured by ORG Technology Co. Ltd.ORG's Two-piece Can and Filling Division held the 2025 Quality Exchange jointly with the Plate and Strip Division of Nanshan Group.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 42 - 43Metrics and targets

Supplier management metrics 2025 performance

By organizing and participating in industry forums we build To better leverage R&D capabilities we are transforming

platforms for high-level exchange strengthen alignment packaging testing and analysis laboratories and product

Tighten review of supplier 87% of suppliers were QMS certified among industry partners and explore pathways for sustainable research facilities toward a more market-oriented approach

qualification and certification to 50% of suppliers were OHSMS certified and innovation-driven development in packaging. expanding technical services and strengthening our leadership

ensure high-level compliance. 57% of suppliers were EHS certified in metal packaging testing and food packaging safety

evaluation.

100% evaluation coverage for critical suppliers

43 suppliers passed on-site audits

Conduct dynamic performance

0 supplier with confirmed or potential significant negative impact Expanding the global production network

evaluation of core suppliers.

0 supplier dropped due to such impacts

0 suppliers rejected due to non-compliance We continue to build a diversified global production footprint to capture growth opportunities and support long-term

development while strengthening the global competitiveness of China's industrial supply chain. Anchored in China we scale and

optimize our domestic operations and steadily advance our international strategy with operations across Asia-Pacific the Middle

East and Europe and further expansion into Central Asia and Southeast Asia.

54 suppliers participated in technical exchanges service support and quality

Highlight supplier capacity

discussions

building and drive performance

54% of key suppliers participated in capacity-building projects among the annual Domestic footprint Overseas layout

improvement with key indicators.cooperative suppliers

With more than 100 advanced production lines we have We have Ball United Arab Can Manufacturing LLC and set

established an integrated production system covering food up a production base in Kazakhstan unlocking the Central

Note: The statistical scope covers only major material suppliers centrally procured by ORG Technology Co. Ltd. cans beverage cans and industrial steel drums. Asia and Middle East markets.After acquiring former COFCO Packaging we have realized We have accelerated the construction of Thailand's

our own scale effect and system upgrades improving production base enlightening Southeast Asia with Chinese

resilience and supporting the industry's transition toward packaging.more standardized efficient and sustainable development

while creating long-term value for customers and the

sector.Facilitating high-quality industry development

The Company supports industry development by actively participating in high-level forums and standard-setting while

strengthening our research capabilities. At the same time we advance industry–academia–research collaboration and work with

strategic partners across quality efficiency sustainability and innovation to create shared value across the industrial chain.In 2025

We continue to refine our internal standards to support product quality and

operations while participating in the development of international national industry 1

and group standards to promote collaboration and sustainable development. New national standards led or jointly

formulated by ORG

Set up a plant in Thailand through independent investment

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 44 - 45Growing with Employees Basic information on employees（excluding overseas companies）

Total number of employees and gender distribution

We remain committed to a people-centered approach fostering a supportive and inclusive workplace. By

strengthening care development platforms and engagement we grow together with our employees and

create shared long-term value.

6304

Employee

Male employees

9306 genderdistribution

Total employees

3002

Female employees

Protecting employee rights and interests Male 67.74%

Female 32.26%

The Company places employee rights at the center of our operations. We strictly comply with applicable laws and regulations and

work to build a fair and comprehensive protection framework that safeguards the dignity and well-being of all employees.Gender ratio of employees at all levels1

Equality and diversity Compensation and benefits

Junior Intermediate Senior

We uphold fairness justice and transparency in employment. We offer a fair competitive and performance-driven management management management

Child labor forced labor harassment and abuse are strictly compensation system. Incentive policies are tailored to

prohibited. We champion diversity and equal opportunity different products and business areas with continuous

oppose discrimination implement equal pay for equal work innovation to better motivate employees.for men and women and protect gender and ethnic equality We provide comprehensive benefits including pension

as well as employees' legal rights. medical unemployment work injury and maternity

insurance housing fund contributions national holidays Male 83.14% Male 83.65% Male 89.04%

Female 16.86%

health checkups paid annual leave wages in accordance Female 16.35% Female 10.96%

with the law and supplemental coverage. Additional

benefits include overseas allowances family leave work

meals uniforms and accommodation.Proportion of female employees in various types of positions

Right protection People-centered management 18.28%

Women in revenue-generating management roles such as sales (excluding support functions such as HR IT Legal etc.)

We strictly comply with China's Labor Law and the Regulations In accordance with China's Trade Union Law and the Provisions

of the State Council on the Hours of Work of Employees on the Democratic Management of Enterprises we have

setting limits on working hours and reducing excessive established a trade union set up communication channels 20.89%

overtime. For production employees we apply a comprehensive such as a General Manager mailbox and suggestion box Women in STEM (Science Technology Engineering Mathematics) related positions

working hours system with approved special arrangements and organized employee engagement and union outreach

and calculate overtime pay based on applicable standards activities.and actual hours worked. We have established the Participation Consultation and

In cases where employment contracts may be terminated Communication Control Procedures to support democratic Note 1:The hierarchical categorization mentioned herein corresponds to the definitions outlined in S&P Global Corporate Sustainability

under Article 40 of the Labor Contract Law of the People's involvement in management and decision-making. Employee Assessment (CSA). Junior management positions: Refer to first-line managers junior managers and the lowest level of management within

Republic of China we provide written notice at least 30 representatives are regularly elected to participate in a company's management hierarchy. Middle management positions: Refer to managers who head specific departments (such as accounting

marketing production) or business divisions or who serve as project managers in flat organizations. Top management positions: Refer to

days in advance to protect employee rights. management processes and major decisions.management positions with a reporting line at most two levels away from the CEO.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 46 - 47Total foreign employees The representation of ethnic minority employees Employee turnover rate

74393.15%

Foreign employees Ethnic minority employees Proportion of ethnic minority employees

in management

By age group Management staff 2.25% Foreign employees 0

1488 Ordinary employee 15.22% Ethnic minority employees 15.43%Employees under age 30

Employee Employees under age 30 15.99%

Employees aged 30-50 6958 age Employees aged 30-50 74.77% Recruitment employee information

distribution Employees over age 50 9.24%

91663651

Employees over age 50 860 New hires Fresh graduates hired New ethnic minority hires New foreign hires

8.96%

By positions Percentage of positions filled internally

623435312712681180

Newly recruited employees by gender

Production personnel Sales personnel Technical personnel Financial personnel Administrative personnel

By educational background Employee Employee Employee

gender age hierarchy

7461 1690 155 distribution distribution distribution

Employees with associate degree or below Employees with a bachelor's degree Employees with master's degree

or above

Number of new male hires 621 Newly recruited employees under age 30 339 Number of new middle management hires 1

Employee turnover rate Number of new female hires 295 Newly recruited employees aged 30-50 522 Number of new junior management hires 50

Newly recruited employees over age 50 55 Number of new nonmanagement hires 865

In 2025

Employee turnover rate 14.12% Male employee turnover rate 13.09% Employees under age 30 30.04% 100% 100% 8days 0 9060

Employee voluntary turnover rate Female employee turnover rate 16.27% Employees aged 30-50 10.62% Labor contract Social insurance Average paid Discrimination Number of trade

12.79% Employees over age 50 8.88% signing rate coverage rate annual leave case union members

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 48 - 49Safeguarding workplace safety We have established procedures and tools such as the Hazard Identification and Risk Assessment and Control Procedures the Hazard Identification and Risk Assessment Form and the Major Hazards and Unacceptable Risks List clearly defining

departments responsibilities workflows and methodologies.ORG places employee health and safety at the forefront reinforcing work safety systems to provide a safe healthy and respectful Each plant maintains a Safety Risk Four-Color Map to apply targeted control measures across different risk levels and ensure

working environment supporting sustainable and high-quality development. risks remain under control.The Four-Level Hazard Inspection Checklist supports daily weekly ten-day and quarterly inspections to identify and address

risks in a timely manner.Governance The Operational Risk Classification and Control List identifies risks across workflows assesses risk levels potential incident

We have established a comprehensive occupational health and safety(OHS) governance structure. The Board of Directors and types and consequences and defines control measures including engineering management training personal protection and

its committees serve as the "supervisor" the Quality Safety and Environmental Protection Management Center as the "general emergency response.manager" and Human Resources Department and business divisions as "deputy managers." Subsidiaries and branches are We continue to advance safety management practices. At the Chengdu subsidiary a reward and penalty system encourages

responsible for implementing tasks. Based on this framework we have introduced a safety management system and rolled out a employee participation in hazard reporting and mitigation resulting in a 100% reduction in recordable incidents year-on-year

company-wide safety accountability mechanism to protect employees' occupational health and safety. an increase in safety compliance from 81% to 96% and full approval coverage for high-risk operations.Strategy Metrics and targets

Safety management targets：

Unified safety management policy Fundamental principles of safety management Minimize accidents and health incidents to safeguard employee well-being and Company property.At the headquarters level we promote the management We strictly follow key principles of safety governance:

regulations for safety and environmental protection those who manage the industry business or production Safety management metrics 2025 progress

red lines and have formulated the safety policy must also manage safety. We implement the "Four Alls" Rectification rate for major safety hazards 98% Achieved

centered on "safety and prevention first; compliance principle—applying safety controls to all employees all

systematic management; people orientation continuous processes all areas and all times—alongside the "One- Rectification rate for general safety hazards 100% Not achieved with the rectification rate for general safety

hazards at 99.94%

improvement". Vote Veto" rule and the "Four No Passes" principle

ensuring no inspection or process passes without full Safety training plan completion rate 100% Achieved

compliance. Certification rate for special operation personnel 100% Achieved

Inspection rate for special equipment100% Achieved

Establishment of safety management system Improvement of safety management capability Annual occupational health check-uo rate (exposed personnel) 100% Achieved

We implement a full accountability system for safety We provide ongoing training improve risk identification Notification rate of occupational hazards in workplace 100% Achieved

supported by assessment mechanisms such as near-miss and response and regularly conduct emergency drills to Note: The statistical scope covers the Two-piece Can and Filling Division Three-piece Can Division Deep-processed Products Division

reporting incentives and penalties. strengthen our overall safety management capacity. Strategic Customer Department and New Energy Packaging Department.We have established the Incident Investigation Control Each year we select and disclose OHS employee

Procedure to standardize reporting investigation and representatives. These representatives participate in

handling of safety incidents. Following an incident hazard identification risk assessment and control the

immediate medical response and on-site information formulation and review of OHS policies and targets In 2025

collection are carried out by direct leaders with root identification of stakeholder expectations development

cause investigations led by plant-level EHS teams and of compliance measures as well as contractor and 17.902 per million million yuan 0 0.607 hours worked 13547 hours

reporting handled by HR and Administration. procurement controls incident investigation and

corrective actions and the continuous improvement of Spent on safe production Work-related fatality Lost-Time Injury Frequency Rate Work safety training hours

the OHS management system.

885 times 25999 99.48% 100% 100%

Impact risk and opportunity management Work safety training Participants in work Work safety training Employee health check- Occupational health

sessions held safety training coverage rate up coverage rate archive coverage rate

We implement a dual prevention mechanism combining risk classification and hazard identification and mitigation. Supporting

tools include the Hazard Identification and Risk Assessment and Control Procedures the Safety Risk Four-Color Map the Four- Note: The statistical scope covers the Two-piece Can and Filling Division Three-piece Can Division Deep-processed Products Division Strategic

Level Hazard Inspection Checklist and the Operational Activity Risk Classification and Control List. Customer Department and New Energy Packaging Department.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 50 - 51Developing talent and unlocking

potential

The Company values the contribution of every employee and continues to build a multi-

level diversified talent development system. Through structured training clear dual career

pathways and an open and inclusive culture we support both professional development and

long-term growth by unleashing the team's potential and creativity.Training early-career talent

We advance a talent strategy focused on youth expertise and international outlook

and launched the 11th "Gold Talent" program. Through structured training and practical

development new employees integrate quickly and are prepared as future management

talent. Organize a recognition conference for model workers

Refining core talent pipeline

In 2025

We continue our efforts in "Jinpeng Academy" aligning training with production R&D and

marketing needs. The program supports the transition of plant managers from technical

specialists to integrated business leaders strengthening the talent pipeline. 1.80million yuan 100% 137 hours 137 hours

Spent on occupational training Training coverage rate Average training per employee Average training per male

employee

Cultivating professional capabilities

137 hours 139hours 111 hours

We conduct regular talent reviews case sharing skills competitions continuous Average training per female employee Average training per regular employee Average training per management-level

improvement programs and job-specific training creating a development model that employee

integrates learning with practice and supports both technical and professional growth.We have also carried out technical grade evaluations for key technical roles across the

manufacturing system extending coverage beyond the R&D center to include production

and equipment roles further improving the technical talent evaluation framework. 140hours 144hours 130hours

Average training per employee Average training per employee Average training per employee

under age 30 aged 30-50 over age 50

Note: The above data excluding overseas companies.By the end of 2025

107

management trainees are currently within

the training period

Talent review campaign Launching the 11th "Gold Talent" program Note: The above data excluding overseas companies.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 52 - 53Co-building a supportive Fulfilling Corporate Social

and inclusive home Responsibility

We firmly believe that employee well-being is the foundation

of long-term resilience. Rooted in a "family culture" we

integrate care into our systems and practices supported The Company integrates industrial development with shared value creation. While focusing on our core metal

by comprehensive safeguards and open communication packaging business we work with employees partners and broader society to support regional development

channels. Through everyday details we build a sense of advance public welfare and promote responsible global expansion. We embed responsibility across the value

belonging; through interaction we strengthen cohesion to chain share development opportunities and work together to create long-term value.An employee book club sessions

create a shared and supportive workplace to realize shared

growth.Supporting shared regional prosperity

Leveraging our industrial capabilities we support local economic development through regional operations and activate

supporting industry clusters along the value chain enabling mutual development between the Company and local communities.With our plants as anchors and the industry as a link we foster shared growth through collaboration.Cooperating closely with Tieling to support regional development in Kaiyuan

Tieling City is ORG's key investment location. Drawing on our strengths in R&D and value chain integration we expand

cooperation in advanced agricultural processing packaging design and manufacturing in line with local industrial needs. Our

presence in Kaiyuan is an important part of this regional strategy. In Kaiyuan we provide packaging and filling services while

harnessing local agricultural resources to support advanced processing and industry upgrading. We have also introduced

intelligent packaging technologies to drive automation and greener development. By establishing local production facilities we

Rich team building activities enhance service for core customers and contribute to regional economic growth. Going forward we will continue to support

Tieling's development and modernization advancing shared growth with the region.Respond to the needs of frontline employees and those facing difficulties through

targeted support including visits financial assistance and improvements to working

conditions embedding care into daily management.Employee care

Organize a range of cultural and sports activities and providing platforms for

employees to express themselves and stay engaged fostering a positive energetic

and collaborative workplace environment.Team building activities

The digital agricultural base and product processing line in Kaiyuan

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 54 - 55Advancing public welfare initiatives

The Company insists that every action creates impact. In 2025 we continued to integrate public welfare into our development In 2025

using sports to connect global resources that support premium sporting events promote mass fitness and youth development

and link these efforts with our core business. We continued our targeted programs in education and community development

launched "ORG Charity Month" and encouraged broader employee participation through the Ledong Fund. Through sports RMB6.4173million yuan RMB419000 yuan

initiatives we enable more children to access and enjoy sports. From emergency support to long-term assistance and from External donation Employee donation

one-way giving to broader engagement we work with stakeholders to extend the positive impact of our development to wider

communities and contribute to a sustainable future.By the end of 2025

ORG ‘s public welfare footprint had reached over 10 provinces supporting 13 schools to improve conditions and one college to help

students in poverty.Juan Antonio Samaranch Vice-President of the International Olympic Committee and Note :The statistical scope for the external donation in 2025 is consistent with the annual report of that year and data from Huaruixin has been

Founder of the Samaranch Sports Development Foundation visited ORG's Beijing Huairou consolidated. The statistical scope for the employee donation only includes ORG headquarters and its subordinate divisions.headquarters to discuss sports cooperation and youth development

Helping children at the long-term supported primary school experience the joy of sports

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 56 - 57Exploring win-win cooperation while going global

Going global is not only an extension of capacity but also a dialogue between cultures. Guided by a philosophy of "harmony in

diversity" we build trust through respect and promote development through collaboration enabling the Company to take root

and grow across diverse cultural environments.ORG in Saudi Arabia—Chinese cross-cultural management in practice

Localization is not simply the transfer of production capacity but a deep integration

of management practices and cultural understanding. In Saudi Arabia we have

explored a distinctive approach to cross-cultural integration grounded in respect

and enabled by empathy offering a replicable model for Chinese companies seeking

deeper local engagement.In response to management challenges arising from cultural differences ORG did not

pursue rapid or large-scale changes. Instead we adopted a phased approach putting

stability before progress. In the initial phase only four Chinese employees were

deployed building trust through a smooth transition of "observe more act less listen

first". This mode maintains stable operations and allows the team to gradually adapt.As Li Yingjie General Manager of ORG UAC Company (Saudi Arabia) sees it

management is not about rigid systems but about human connection. He engaged

directly with frontline employees building mutual understanding through respect and

empathy. When Saudi colleagues visited China tailored cultural experiences—such

as a day tour in Guangzhou—helped foster natural connections across cultures. This

human-centered approach enabled understanding and alignment beyond language

barriers.At the operational level we combine ongoing technical support with local capability

building. As our domestic expert teams continues to offer support we also focus

on transferring knowledge and embedding technical capabilities locally thereby

enhancing Saudi team's independent operating capacity. Today the facility is not only

an extension of production capacity but also a hub where management practices are

integrated and localized.From gradual transition to people-centered management and local talent

development ORG's experience in Saudi Arabia shows that true internationalization

requires long-term commitment built on cultural understanding.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 58 - 59Forging a Circular ORG actively supports China’s “dual carbon” strategy and takes harmony between people and nature as a core principle. Across the full product

life cycle the Company explores pathways driven by technology

System for a Sustainable environmental performance and circularity delivering high-quality low-energy and recyclable packaging solutions that help shape

consumption trends elevate industry standards and support environ-

Future mental protection.Addressing Climate Change Risk and opportunity management

In line with the Self-Regulatory Guidelines No. 17 for Companies Listed on Shenzhen Stock Exchange—Sustainability Report

(For Trial Implementation) and with reference to the TCFD framework we have refined our climate risk management process.

To address climate change we with reference to ISSB (IFRS S1 and IFRS S2) and the TCFD framework identify Based on national "dual carbon" goals and our transition pathway we define short- medium- and long-term horizons. Using

climate-related risks and opportunities. The Board of Directors is responsible for the Company's ESG strategic data analysis management interviews internal discussions and risk scoring the Company assesses and prioritizes climate

planning and for overseeing the progress of related matters. The General Managers are responsible for ESG risks and develops targeted responses covering both transition and physical risks.management and progress on related sustainability topics including climate change response. Business divisions

branches and subsidiaries shall directly plan and implement the work related to climate change management Transitional risk identification and response

including setting annual emission reduction targets and action plans. Through carbon inventory clean energy

adoption and robust energy management measures the Company continues to enhance its climate management Risks Time range Description Countermeasures

capabilities and support its sustainable development goals.The State Counci issued the Action

Plan for Carbon Dioxide Peaking Enhance data management: Build a

Before 2030 and the Ministry of robust data management system; conduct

Governance Ecology and Environment released carbon inventory and disclose third-party-

Policy and Short-term the Measures for the Administration verified reports to improve the reliability of

As a pioneer in low-carbon development the Company actively follows international frameworks related to climate change legal by the year 2030 of Carbon Emissions Trading (for Trial emissions data.response and advances the implementation of its "dual carbon" goals. The Two-piece Can and Filling Division has established a Implementation) and other relevant Improve disclosure transparency:

carbon inventory taskforce to coordinate carbon neutrality strategy and execution while the Deep-processed Products Division regulatory documents leading to Corporate credibility through standardized

has strengthened its energy management structure to improve system standardization. Climate performance is linked to individual changes in national policies and transparent disclosure.and team incentives through a company-wide reward and accountability mechanism to ensure effective emission reduction. related requirements.Strategy

Strengthen capacity building: Enhance

employee training innovation capacity

We launch carbon verification across the entire production process of the Two-Piece Can and and talent development for emissions

Filling Division to identify key emission sources and implement targeted upgrades thereby reduction.advancing green transformation in production. Advance energy conservation and

We conduct a full lifecycle assessment and carbon footprint verification for 1 metric ton

Market demand for products and carbon reduction: Implement energy-

of two-piece can body (including lid) and one two-piece can product (including lid) within Short-term

Regularly conduct the Two-piece Can and Filling Division. We systematically analyze their carbon footprints

services with lower carbon emissions; saving and emissions reduction projects

carbon inventory develop targeted verification plans and comprehensively demonstrate emission reduction

Market and by the year 2030 Risks from delayed identification and reduce carbon emissions from purchased

achievements across key stages including raw material acquisition manufacturing and logistics technology Medium-term adoption of low-carbon technologies energy through management optimization

transportation. by the year 2035 equipment aging process upgrades technology upgrades equipment renewal

and data security. and process innovation.Expand green business: Capture

opportunities in FMCG and new energy

We continue to develop rooftop photovoltaic projects installing distributed photovoltaic markets and provide integrated low-

systems across available rooftop areas of plants warehouses office buildings and carbon solutions through technology and

Adopt clean energy dormitories to optimize our energy mix and increase renewable energy use. service innovation.Deepen green practices: Implement

The Company has established frameworks such as the Energy Conservation and Medium-term carbon reduction initiatives and

Consumption Reduction Control Procedure and the Energy Management Manual to communicate sustainability efforts and

by the year 2035

standardize energy management. Annual energy consumption plans are set with detailed Investor concerns arising from Reputation outcomes to customers and consumers.Standardize energy targets and metrics and designated departments monitor electricity natural gas and other

Long-term environmental regulatory penalties.Enhance transparency: Establish

management energy use. When consumption exceeds targets the Improvement Control Procedure is by the year 2060 stakeholder communication channels and

activated for closed-loop corrective action. Ongoing efficiency projects and benchmarking regularly publish bilingual ESG reports.practices are concurrently promoted to continuously improve energy performance.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 62 - 63Physical risk identification and response 2025 Energy Consumption

Risk Type Time range Description Countermeasures Types Unit 2025

Short-term Establish robust emergency response plans and

Extreme weather events Gasoline ton 138.35

by the year 2030 reinforce equipment and inventory protection

Acute risks such as floods typhoons and

Mid-term to ensure fast disaster response and minimize 151.08

droughts. Diesel oil ton

by the year 2035 losses.Natural gas 10000 Nm3 2441.82

Mid-term Closely monitor climate change impacts Power MWh 259322.03

Chronic by the year 2035 Global warming and rising strengthen risk identification and assessment

risks Long-term sea level. and integrate climate-related risks into strategic Heat GJ 89697.94

by the year 2060 planning.Note: Scope includes the Two-piece Can and Filling Division Three-piece Can Division Deep-processed

Products Division Strategic Customer Department and New Energy Packaging Department.Metrics and targets

Targets Achievements

Using 2018 as the baseline the Two-piece Can The Company carries out carbon emissions In 2025

and Filling Division targets a 30% reduction in total monitoring and management implements emission

Scope 1 2 and 3 emissions by 2030. reduction measures for identified high-emission

processes and drives the transition toward green 55173.12 MWh

and low-carbon production. Total consumption of renewable energy

Note: Scope includes the Two-piece Can and Filling Division Three-piece Can Division Deep-processed

The Two-piece Can and Filling Division continuously engages third-party institutions to conduct carbon inventories. In 2025 its 12 Products Division Strategic Customer Department and New Energy Packaging Department.subordinate factories

2119102.22 tCO2e 38503.52 tCO2e

The total greenhouse gas emissions (based on geographical location) The scope 1 greenhouse gas emissions were

98126.05 tCO2e 1982472.65 tCO2e

The scope 2 greenhouse gas emissions (based on geographical The scope 3 greenhouse gas emissions were

location) were

In 2025 the Three-piece Can Division Deep-processed Products Division and New Energy Packaging Department internally

conducted carbon emission data statistics with the statistical results as follows:

Three-piece Deep-processed New Energy Packaging

GHG Type and Unit

Can Division Products Division Department

The scope 1 greenhouse gas emissions (tCO2e) 1934.55 319.98 6.53

The scope 2 greenhouse gas emissions (tCO2e) 7856.15 2411.92 1047.21

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 64 - 65Minimizing Environmental Impact Wastewater managementThe Company prioritizes wastewater treatment and has established a Wastewater

Discharge Control Procedure to define treatment processes. Production wastewater

The Company has established an environmental information disclosure system to regularly publish project is treated at on-site facilities and discharged into municipal systems only after

environmental data. A digital platform enables smart monitoring and real-time alerts for wastewater exhaust gas meeting required standards.and noise. Through routine monitoring and equipment maintenance key pollutant emissions have consistently

remained well below national standards contributing to improved environmental quality. Exhaust management

Emissions from coating drying and curing processes are collected through

enclosed systems and treated before discharge. Powder coating dust is recycled via

an enclosed system with a two-stage cartridge filter recovery system with minimal

fugitive emissions within workshops. Exhaust from drying furnaces and RTO natural

gas combustion is collected and discharged through stacks together with treated

organic exhaust gases.Noise management

Key machinery is equipped with vibration dampening and noise control technology

while enclosed workshop buildings provide insulation to reduce noise levels. Onsite

vehicles must reduce speed and are prohibited from using horns. Greenbelt sound

barriers have also been planted to further dampen noise.In 2025

100%

Wastewater discharge compliance rate

Note: Scope includes the Two-piece Can and Filling Division Three-piece Can Division Deep-

processed Products Division Strategic Customer Department and New Energy Packaging

Department.Pollutant Emissions in 2025

Pollutants Emissions in 2025 (ton)

VOCs 308.36

NOx 38.71

SO2 5.37

Xylenes/benzene series compounds 7.86

Particulate 15.50

The ORG Digital Agricultural Base employs rice-crab and rice-duck systems

for biological pest control greatly cutting pesticide use and creating a healthy Note: Scope includes the Two-piece Can and Filling Division Three-piece Can Division Deep-

ecological cycle. processed Products Division Strategic Customer Department and New Energy Packaging

Department.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 66 - 67Efficiently Utilizing Resources

The Company maximizes waste value through classified recycling compliant hazardous waste disposal and resource

recovery. Water recycling and conservation measures reduce water use per unit of output. By improving resource

efficiency across the value chain the Company lowers environmental impact and supports the low-carbon transition

of the metal packaging industry.Waste management

Following the principles of "reduction harmless treatment and recycling" the Company has established a full-process

management system covering hazardous industrial and domestic waste. Comprehensive environmental controls are in place to

mitigate potential impacts and support environmental commitments.Governance

Each plant has dedicated waste management personnel and engages qualified third parties for oversight. Waste is fully classified Impact risk and opportunity management

with hazardous waste tracked separately and managed through closed-loop controls.The Company has reinforced its waste management policies with classified control over solid waste. An emergency response

team with defined roles ensures rapid response to environmental incidents. Risk monitoring and predictive analysis have

Strategy been enhanced with an early warning system in place for timely detection reporting and communication improving overall

environmental risk management capabilities.We have established documents such as the Waste Warehouse Management System and the Hazardous Waste Management

System to regulate waste management. A rigorous classification system ensures full-process compliance for both general and

hazardous waste. Regular training improves employee awareness and certified third parties handle designated waste streams to

ensure safe and controlled disposal. Metrics and targets

Waste management indicators Achievements in 2025

Solid waste management Hazardous waste management

Establish a regular monitoring and Hazardous waste generated 2740.47 tons

General solid waste domestic waste packaging materials A dedicated department prepares the Waste List in accordance evaluation mechanism for waste Non-hazardous waste (including materials recycled/sold to qualified processors) :

paper drums and stretch film are stored separately and with the National Catalogue of Hazardous Wastes. Dedicated management 30746.94 tons

handled by municipal sanitation services. Waste filters and storage areas are set up with zoned management. A tracking

carbon molecular sieves are returned to manufacturers. Metal system records the generation and flow of hazardous waste.scrap used cans and lids are sold for recycling and resource Containers and storage facilities are regularly inspected with

recovery. damaged items promptly replaced. All containers meet national Regularly track waste treatment Total waste treated 33710.05 tons the main treatment methods included

standards and are clearly labeled. Qualified third parties are data including disposal methods recycling/reuse landfill and other methods in compliance with relevant

engaged for centralized transport and disposal. At the same and volumes by category regulations

time subsidiaries promote the reuse of paint barrels solvent

drums and water-based paint containers and implement

source reduction initiatives such as reducing diluents and

converting waste emulsions into waste oil to lower hazardous

waste generation. Note: Scope includes the Two-piece Can and Filling Division Three-piece Can Division Deep-processed Products Division Strategic Customer

Department and New Energy Packaging Department.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 68 - 69Water resource management

Although metal packaging is not a water-intensive industry the Company maintains a strong focus on water management ORG water withdrawal statistics for water shortage areas in 2025

adopting a data-driven and precision-based approach. Using the World Resources Institute (WRI) Aqueduct Water Risk Atlas we

conduct water inventories and assess risks based on local supply and demand conditions. The annual assessment identified seven Water withdrawal in water scarce areas

plants in high or extremely high water-stress regions all of which are under prioritized management. Unit Name 2025(excluding saltwater)

Through water-saving technology upgrades wastewater recycling and conservation training the Company continues to improve Linyi Subsidiary 0.013541

water efficiency. A management approach combining reuse and refined control has been established to ensure effective

management of water-related risks. Shandong Subsidiary 0.109

Tianjin Subsidiary 0

In 2025 Water withdrawal in water million m3 Zaozhuang Subsidiary 0.07406

scarce areas (excluding saltwater)

7.58 6.86 Liaoning Subsidiary 0.24 million m3 million m3

Water withdrawal (excluding saltwater) Displacement (excluding saltwater) Shijiazhuang Subsidiary 0.001026

Chengde Subsidiary 0.000544

0.72 25738 Proportion of water withdrawal in million m3 tons water scarce areas to the Company's % —— 5.78

Net freshwater consumption (withdrawal minus displacement) Water recycled water withdrawal

Note: The statistical scope covers the Two-Piece Can and Filling Division Three-Piece Can Division Deep-processed Products Division Strategic

Note 1: Here the definition from S&P Global's Corporate Sustainability Assessment (CSA) is referred to. Net freshwater consumption = Freshwater Customer Department and New Energy Packaging Department.intake - Freshwater displacement. (Saltwater is excluded from both.)

Note 2: Cooling circulating water is excluded from the statistical definition of recycled water volume for the year 2025.Note 3: The statistical scope covers the Two-Piece Can and Filling Division Three-Piece Can Division Deep-processed Products Division Strategic

Customer Department and New Energy Packaging Department.Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 70 - 71Building Green Packaging Practicing a Green Lifestyle

The Company has taken the lead in launching a "Green Recycling Alliance" bringing together partners across the The Company embeds green development into operations by promoting environmental awareness and green office

metal packaging value chain to advance recycling energy efficiency and emissions reduction. Innovations such as practices integrating low-carbon thinking into daily operations and consumption. By fostering an organization-wide

material thinning and new eco-friendly metal materials are accelerating the shift toward a circular economy. Life culture of sustainability we contribute to the vision of a "Beautiful China" through practical actions.cycle assessments are applied to packaging products using data to drive continuous end-to-end improvement and

support a low-carbon sustainable industry ecosystem.Lightweight packaging Innovative low-carbon packaging Awareness enhancement Green Office

In collaboration with the National Stadium (Bird's Through the in-house development of coated iron

Nest) we have developed a co-branded aluminum packaging we have cut energy use by 68.89% and Comply with environmental regulations and provide regular Replace traditional lighting with energy-efficient systems

cup extending lightweight packaging into both CO2 emissions by 69.95%. At the same time we training to strengthen employee awareness. encourage employees to switch off lights and power after

cultural tourism and everyday consumption continue to optimize costs expand applications work and assign personnel to monitor electricity use.scenarios. In partnership with Tsingtao Brewery a and introduce differentiated products to meet Promote green low-carbon products convey sustainability

211ml slim can was launched to enhance product evolving market expectations for sustainable metal values and inspire consumers' sense of environmental Promote paperless operations to reduce paper use; display

appeal. Research into 0.250mm reduced-gauge packaging. responsibility. water-saving signage to prevent leaks; and advocate the

aluminum for Coca-Cola cans generated 22 million "Clean Plate Campaign" to reduce food and kitchen waste.yuan in sales revenue while helping customers

reduce costs and improve efficiency.Recyclable packaging Comprehensive green packaging

The Company has initiated a professional UBC Pursuant to the Environmental Aspect Identification

(Used Beverage Can) recycling and green circular and Evaluation Control Procedure environmental

alliance in Shaoxing Zhejiang a national "Zero- aspects associated with planned or new

Waste City" pilot. We continues to advance the activities products and services are identified

"Can-to-Can" circular model and promote industry- and managed—an approach that optimizes

wide circular development. Collaboration with key environmental performance at the source and

suppliers supports the transition to green power drives the continuous innovation and practical

while scalable recyclable packaging solutions application of green packaging. In 2025

strengthen value chain integration. In sourcing The Company applies Life Cycle Assessment (LCA)

aluminum for two-piece cans the Company methodology to evaluate environmental impacts of

prioritizes recycled aluminum and sets clear packaging products across the full life cycle—from

recycled content requirements with suppliers raw material sourcing to end-of-life disposal—using 52.34million yuan

driving green supply chain development and quantifiable and traceable data to drive continuous Invested in environmental protection

reducing reliance on primary resources and carbon improvement and accelerate the transition to green

emissions. packaging.

1365613

Environmental training sessions Participants in training

Note: The statistical scope covers the Two-Piece Can and Filling Division Three-Piece Can Division Deep-processed Products Division Strategic

Customer Department and New Energy Packaging Department.The disposable aluminum cup co-developed by ORG and the National Stadium (Bird's Nest) is made from lightweight

food-grade pure aluminum weighing only 12.5 grams per cup

Building the Cornerstone of Creating a Responsible Network Forging a Circular System for

Development Toward a Resilient Future for Shared Growth a Sustainable Future 2025 ORG Environmental Social and Governance Report 72 - 73Outlook

In 2026 ORG will return to its founding purpose—evolving Corporate governance Green development Employee growth

from "making a good can" to "protecting the planet." Amid the

global shift toward green transition and industrial upgrading We will stay aligned with evolving laws regulations and We will continue to advance green practices in metal We will uphold a people-centered approach protect

we will no longer measure success by capacity and growth regulatory policies while integrating leading governance packaging expand the application of coated iron technology employee rights and benefits ensure occupational health

alone. Instead we will anchor on renewal and redefine the practices to build a more effective and disciplined promote recycling and energy efficiency and advance and safety and embed care into our systems to foster

role of packaging. We will pursue efficiency while maintaining governance system that supports high-quality development. lightweight packaging to support a low-carbon sustainable a supportive workplace. where well-being and shared

long-term discipline supporting sustainable growth with We will strengthen risk identification and control to ensure industry ecosystem. happiness thrive.patience and consistency. Together with our partners we stable and resilient operations while enhancing cybersecurity We will actively address climate-related challenges by We will strengthen career development pathways support

will turn shared commitment into collective action—so that and data privacy protection to safeguard long-term growth. continuing carbon inventory and product carbon footprint skills development and build a talent-driven organization

industry moves from waste to circularity and packaging verification supporting China's decarbonization goals that enables long-term growth.extends beyond the shelf toward renewed life. With this through practical action.ambition we will work together to build a more sustainable We will deepen collaboration with value chain partners

future. to reduce emissions explore new cooperation models

and move from isolated initiatives toward system-wide

decarbonization.Business growth Win-win cooperation Social contribution

We will remain focused on our core business continuously We will continue to build on our "ever-improving services" We will continue to invest in community education culture

improving product quality and service to reinforce our philosophy refining collaboration and service models to and environmental initiatives through long-term public

industry position and help set standards for China's work closely with customers address market challenges welfare programs demonstrating our commitment to social

packaging sector. and create shared value. responsibility.We will continue advancing technological innovation and Guided by mutual benefit and shared growth we will We will leverage our strengths to contribute to local

embracing AI to drive the industry toward higher-end strengthen collaboration across the metal packaging value economic development and promote shared growth

smarter and greener development. chain drive industry standards through innovation and between the Company and the communities we serve.We will further implement our global expansion strategy support green development.deepen partnerships with leading domestic and international

brands and strengthen our global presence.Outlook 2025 ORG Environmental Social and Governance Report 74 - 75Key Performance Data Sheet

Dimension Indicator 2023 2024 2025 Dimension Indicator 2023 2024 2025

Violations of business ethics or conduct rules (cases) 0 0 0 Spent on work safety (million yuan) 17.2202 18.9712 17.9020

Lawsuits related to unfair competition and monopoly (cases) 0 0 0 Work-related fatalities (headcount) 0 1 * 0

Information security vulnerabilities (numbers) 2 0 0 Taxes paid (million yuan) 971.4460 977.7268 1411.9636

Governance Board members (headcount) 9 9 9 External donation (million yuan) 2.9545 2.7315 6.4173

Independent directors (headcount) 3 3 3 Spent on product R&D (million yuan) 44.3881 60.7440 160.2259

Proportion of independent directors (%) 33.33 33.33 33.33 Confirmed leakage theft or loss of customer

000

data (cases)

Female Board members (headcount) 1 1 2

Customer satisfaction rate (%) 96.10 96.22 96.23

Investment in environmental protection (million yuan) 39.83 48.71 52.34

Customer complaint resolution rate (%) 100 100 100

Environmental protection training sessions 230 151 136

Recycled products as a percentage of total

Participants in environmental protection training (headcount) 3794 5349 5613 0.11 0.17 0product sales/deliveries (%)

Social* *

Penalties or violations against environmental protection laws

0 0 0 Labor contract signing rate (%) 100 100 100

and regulations

Wastewater discharge compliance rate (%) / 100 100 Social insurance coverage rate (%) 100 100 100

Environmental*

Water recycled (tons) 12936 54641.20 25738 * Employee physical examination coverage rate (%) 100 100 100

Hazardous waste generated (tons) 2526.46 2522.79 2740.47 Total employees (headcount) 4301 4340 9306

Non-hazardous waste generated (tons) 36679.70 31767.78 30746.94 Female employees (headcount) 1321 1325 3002

Total waste treated (tons) / 28760.57 33710.05 Total ethnic minority employees (headcount) 268 255 439

Total consumption of renewable energy (MWh) / 69783.84 55173.12 Employee turnover rate (%) 21 14 14.12

New hires (headcount) 1205 781 916

Average training per employee (hour) 139 136 137

Training coverage rate (%) 100 100 100

Note * : The statistical scope of data including spent on work safety number of work-related fatalities total number of confirmed incidents of leakage

theft or loss of customer data Customer satisfaction rate customer complaint resolution rate and percentage of recycled products to total sold/shipped

products covers the following divisions of ORG: Two-piece Can and Filling Division Three-piece Can Division Deep-processed Products Division and

Strategic Customer Department.Note * : The 2025 employee-related data including the number of employees by category labor contract signing rate social insurance coverage rate

employee physical examination coverage rate employee turnover rate average training per employee and new hires training coverage rate as well as

the financial data including taxes paid external donations R&D investment and other relevant data have been consolidated with Huaruixin's related

Note * : The environmental statistical scope covers the Two-piece Can and Filling Division Three-piece Can Division Deep-processed Products Division data.and Strategic Customer Department. Note * : An employee passed away due to illness during work hours. The relevant authorities have classified this incident as a non-work-related safety

Note * : Cooling circulating water is excluded from the statistical definition of recycled water volume for the year 2025. matter.Key Performance Data Sheet 2025 ORG Environmental Social and Governance Report 76 - 77Index

the Self-Regulatory Guidelines No. 17 the Self-Regulatory Guidelines No. 17

Contents GRI - Standards for Companies Listed on Shenzhen Contents GRI - Standards for Companies Listed on Shenzhen

Stock Exchange—Sustainability Stock Exchange—Sustainability

Report (For Trial Implementation) Report (For Trial Implementation)

About this Report 2-3/2-4 / Forging a Circular System for a Sustainable Future

Message from the Chairman 2-7/2-22 / Climate change response energy

Addressing Climate Change 302-1/302-3/302-4/302-5/305-5

utilization

About Us 2-1/2-2/2-6/201-1 /

Pollutant emissions environmental

Minimizing Environmental Impact 303-2/303-4/305-7/307-1

Spotlight I: Extending Industrial Value from compliance management

Production to Ecosystem 2-1 Innovation-driven development

303-1/303-2/303-3/303-4/303-

Efficiently Utilizing Resources Waste treatment water resource

Climate change response energy 5/306-1/306-2/306-3/306-4/306-5 utilizationSpotlight II: Advancing Green Collaboration 2-6/301-1/301-2/301-3/302-

utilization circular economy innovation-

for Shared Sustainable Growth 4/302-5/305-5

driven development Building Green Packaging 301-1/301-2/301-3 Circular economy

Building the Cornerstone of Development Toward a Resilient Future

Practicing a Green Lifestyle / /

Due diligence anti-commercial

2-9/2-12/2-17/2-18/2-20/2- bribery and anti-corruption anti-unfair Outlook 2-22 /

Corporate Governance

27/205-2/205-3/405-1 competition data security and customer

privacy protection Key Performance Data Sheet / /

2-14/2-16/2-17/2-19/2-22/2-

Sustainability Management Stakeholder communication Index 2-4 /

26/2-29/3-1/3-2/3-3

Supplementary provisions and

Creating a Responsible Network for Shared Growth Expert Opinion / definitions

Innovation-driven development product Supplementary provisions and

416-1/416-2/201-1/203-2/201- Report Rating 2-5

Driving Quality Through Innovation & service safety and quality data security definitions

1/203-2

and customer privacy protection

Feedback / Stakeholder communication

203-1/203-2/308-1/414-1/417-

Creating Industry Value Chain Synergy Supply chain security

1/417-2/418-1

2-7/2-19/2-20/2-27/401-1/401-

2/403-1/403-2/403-3/403-

Growing with Employees 4/403-5/403-6/403-7/403- Employee

8/403-9/403-10/404-1/404-

2/405-1/406-1

Fulfilling Corporate Social Responsibility 203-1/203-2/207-1/413-1 Rural vitalization social contributions

Index 2025 ORG Environmental Social and Governance Report 78 - 79Expert Opinion

As global sustainable development undergoes profound transformation and China's "dual carbon" goals For ORG this year is both extraordinary and challenging. At a pivotal stage marked by China's accelerated

advance in tandem with its high-quality development strategy ESG disclosure is no longer merely a green transition and pursuit of high-quality development in the packaging industry alongside rapid industry

compliance requirement for companies. It has become a touchstone for assessing a company's strategic evolution and increasingly stringent regulations this Report presents a systematic and in-depth account of

vision governance capability and industry influence. As a leading enterprise in the metal packaging industry ORG's concrete actions and tangible results across corporate governance environmental responsibility and

ORG presents in its 2025 Environmental Social and Governance Report a clear shift from "responsibility social responsibility. It underscores the strong sense of responsibility and mission of a leading enterprise in

fulfillment" to "value leadership" highlighted by three defining features. the metal packaging sector.First the Company adopts a double materiality approach a new mode for material topic management. At the corporate governance level ORG has consistently upheld strict compliance standards. It has

The Report identifies six financially material topics through both impact and financial materiality assessments. strengthened internal controls and risk management systems while refining a standardized and transparent

It also provides structured disclosures across governance strategy risks and opportunities as well as metrics modern governance framework. These efforts enhance governance effectiveness support steady and

and targets. This transition from "one-way responsibility fulfillment" to "two-way value creation" reflects that sustainable development and enable more informed and rational decision-making. In green development

ORG has established a mature and systematic sustainability management framework. ORG aligns with China's "dual carbon" goals and the industry's circular economy direction focusing on

green production energy efficiency emissions reduction and efficient resource circulation. The Company

Second green transformation serves as a powerful engine signaling a higher level of ecological advances lightweighting and recyclability in metal packaging and builds a green industrial chain spanning

leadership. In alignment with China's "dual carbon" strategy the Company has integrated climate action the full product lifecycle actively leading the industry toward low-carbon and environmentally sustainable

into its core strategy systematically promoting technological innovation for lightweight metal packaging transformation. In terms of social responsibility leveraging its role as an industrial chain leader ORG

and the development of a circular utilization system. These efforts span source reduction in-process energy collaborates with upstream and downstream partners to foster a mutually beneficial and symbiotic

efficiency and end-of-life recycling forming a green industrial chain across the full product lifecycle. responsibility ecosystem. It strengthens employee care and volunteer services conveying corporate warmth

Notably the Company extends its impact beyond its own operations. As a supply chain leader it drives through tangible actions while demonstrating a strong sense of responsibility and humanistic commitment.collaborative decarbonization across upstream and downstream partners accelerating the transition from

linear consumption to circular regeneration demonstrating environmental leadership beyond corporate Notably the Report highlights ORG's transition from "corporate responsibility fulfillment" to "ecosystem

boundaries and a sense of responsibility for the times. leadership" through two dedicated sections. This shift reflects ORG's deep integration of sustainability

principles into both strategic planning and daily operations transforming sustainability from an external

Third a shared value approach underpins its strategy reinforcing the foundation of responsible obligation into an intrinsic driver and positioning it as a core element of competitive strength.competitiveness. In areas such as product quality supply chain management and employee health and

safety the Company adopts a long-term perspective and embeds CSR principles into systems processes Overall the Report is well-structured substantive and rich in highlights. It aligns closely with China's ESG

and daily operations. Through rigorous quality control comprehensive ESG audits of suppliers and improved regulatory direction and industry disclosure standards while clearly reflecting ORG's corporate identity

occupational health and safety systems the Company reinforces its development foundation. Concurrently and industry role. Looking ahead ORG is expected to uphold its commitment to responsibility deepen

ORG works closely with upstream and downstream partners to build a sustainable ecosystem. Responsibility sustainability practices and further strengthen its competitiveness and industry leadership. Through these

is evolving from passive response into a core driver of value creation enhancing resilience while significantly efforts it will drive coordinated development across the industrial chain and contribute more to the green

strengthening corporate reputation. low-carbon and high-quality development of China's packaging industry.Looking ahead ORG is expected to continue anchoring sustainability at a strategic level and further deepen

Yu Zhihong

double materiality practices to enhance its global responsible competitiveness. The Company is well

President China Sustainability Tribune

positioned to contribute Chinese wisdom and solutions to the global packaging industry's green and low-

carbon transition.Zhou Weizhong

Director Chinese Enterprise Research Center Central University of Finance and Economics

Expert Opinion 2025 ORG Environmental Social and Governance Report 80 - 81Report Rating

Report Rating 2025 ORG Environmental Social and Governance Report 82 - 83Feedback

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and suggestions on this report to help us improve our future report preparation.Please complete the following questions and send the form to us via email at org-esg@orgpackaging.com or by mail.Please put a tick ( √ ) where applicable.Do you think this report highlights the Company's economic social and environmental performance and its significant impacts

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Shaping the Future Together

ORG Technology Co. Ltd.Address: 6th Floor Huabin International Building No. 8 Yonganli

Jianguomenwai Street Chaoyang District Beijing

No. 11 Yanqi Street Huairou District Beijing

Post Code: 100020 101400

Tel: 010-85211999

Fax: 010-85288295

Website: www.orgtech.cn

Email: org-esg@orgpackaging.com The official account of ORG on Wechat

ORG Technology Co. Ltd.Environmental Social

and Governance Report

2025 ORG Environmental Social and Governance Report