ENVIRONMENTAL SOCIAL AND

GOVERNANCE (ESG) REPORT

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Lithium

6.941CATALOGUE

01020304

ABOUT THIS REPORT 01 BOARD STATEMENT 02 ABOUT EVE 04 CORPORATE GOVERNANCE 16 PRODUCTS & SERVICES 26

MESSAGE FROM THE 03 Company Profile 04 Sound Corporate Governance 1 7 R&D Innovation 27

CHAIRMAN

Business and Development 06 Compliance Operation 19 Product Quality and Safety 3 1

Key Performance 08 Data Security and Customer 24 Customer Service 34

Privacy Protection

ESG Management 09 Intellectual Property 35

05060708

ENVIRONMENTAL 36 SUSTAINABLE SUPPLY 61 CARING FOR EMPLOYEES 68 GIVING BACK TO SOCIETY 80 APPENDIXES 84

PROTECTION CHAIN

Climate Response 37 Supply Chain Management 62 Employee Rights and Benefits 69 Value Co-creation 81 Entities within the Scope of Reporting 84

Environmental Management 5 1 Responsible Sourcing 66 Talent Development and Retention 73 Community Participation 82 Key Performance Table 85

Emissions and Environmental Occupational Health and Safety 76 Benchmark Index Table 93

Impact 53

Independent Assurance Statement 103

Resource Management 57About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

About This Report

Unless otherwise specified the information disclosed in this report Materiality: We conduct a double materiality analysis based on stakeholder surveys and

covers EVE Energy Co. Ltd. (hereinafter“ EVE” the“ Company” or“ we”) expert assessments to identify ESG issues with "impact materiality" and "financial

Organizational and EVE-controlled subsidiaries consistent with the scope of the consoli- Principles of materiality" to the Company's development. The results of the materiality analysis have

Scope dated financial statements of EVE (300014. SZ). Preparation been reviewed and confirmed by the Board of Directors and senior management (see the

section "Materiality Assessment" for details).Quantitative: This report uses quantitative methods to measure and disclose KPIs. The

specific measurement methods basic assumptions and sources of conversion factors for

The reporting period is from January 1 2025 to December 31 2025. To each indicator are explained in the relevant sections. We have also set clear quantitative

make the report more comprehensive the time frame of some content is performance targets for key ESG issues and will continue to track update and disclose

Reporting Period properly extended. The reporting period and issuance of this report are progress based on the our development stages.aligned with the annual report.Balance: We uphold an objective and impartial stance striving to reflect the our ESG

performance during the reporting period without bias avoiding any expressions that

might mislead stakeholders' judgments or decisions.Consistency: The reporting boundary and statistical methodologies remain largely

The report is prepared in accordance with Shenzhen Stock Exchange consistent with previous years. Any significant changes will be fully explained in the

Self-Discipline Supervision Guide for Listed Companies No.2-Standardized corresponding sections of the report.Reporting Operation of Companies Listed on the ChiNext Market (revised in 2025)

Framework Self-Regulatory Guidelines No. 17 for Companies Listed on Shenzhen Stock

Exchange—Sustainability Report (For Trial Implementation) (hereinafter

referred to as the“ Guideline”) Appendix C2 Environmental Social and

Following the environment-friendly philosophy the report is released in electronic

Governance Reporting Code of the Rules Governing the Listing of Securities

version. Readers can download and read it on our official website (www.evebattery.com)

on The Stock Exchange of Hong Kong Limited and based on the particular

or relevant page of the Shenzhen Stock Exchange (SZSE). For more information please

situation of the Company. It also refers to the Global Reporting Initiative Form of Release

contact us via the email address below. The report is published in both Chinese and

(GRI) Sustainability Reporting Standards (2021) the United Nations

English. In case of any discrepancies between the two language versions the Chinese

Sustainable Development Goals (SDGs) and the Basic Standards for

shall prevail.Enterprise Sustainability Disclosure (Trial) issued by the Ministry of

Finance of the People's Republic of China among other reporting criteria

and standards.Strategy and Sustainability Committee EVE Energy Co. Ltd.Address: 38 Huifeng 7th Road Zhongkai Hi-Tech District Huizhou

Contact Details Tel:+86-0752-5707101

The financial data in the report is sourced from the 2025 annual report of Email: Sustainability@evebattery.com

EVE which has been audited by RSM (Special General Partnership). Other

Data Source data is sourced from the statistical summary and public materials of our

relevant departments. Unless otherwise specified the monetary Thank you very much for taking the time to read the report. We welcome any opinions and suggestions by mail email or

amounts involved in the report are measured in RMB. phone.

01About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Board Statement

EVE always regards Environmental Social and Governance (ESG) as a vital cornerstone of our long-term sustainable development. As the highest decision-making and

supervisory body for ESG management the Board of Directors integrates ESG principles into the corporate strategy and management system deliberates on annual

material issues and ensures that relevant targets are advanced and achieved as planned. The Board assumes ultimate responsibility for the company's ESG governance and

disclosure regularly receives progress reports on key ESG matters and maintains continuous supervision over the execution of all related initiatives. To systematically

advance our sustainable development strategy the Board has established the Strategy and Sustainability Committee. This committee is responsible for researching

evaluating and providing recommendations on the long-term development strategy major investment decisions and ESG-related matters reporting its findings regularly

to the Board.The Board leads and reviews the ESG management policies and strategies making dynamic adjustments in response to changes in the internal and external environment

as well as the company's development stage. In accordance with the Guideline of the SZSE and international standards the company systematically evaluates ESG issues

annually through the lens of both Impact Materiality and Financial Materiality. This process defines the priority of issues and determines the focus of our annual work. The

materiality assessment process and its results have been reviewed by the Board and are fully disclosed in this report.To ensure the realization of ESG objectives EVE has set clear ESG performance targets and established a quantitative indicator system in key areas including greenhouse

gas (GHG) emission reduction resource utilization supply chain ESG management occupational health and safety and product quality based on both internal develop-

ment needs and external regulatory requirements. Furthermore the company has established a Sustainability Leadership Performance Appraisal Mechanism which links

the achievement of ESG indicators to executive compensation and performance. The progress toward these targets is systematically reviewed annually and remains under

the continuous supervision and evaluation of the Board.The aforementioned ESG management practices and performance are disclosed in this report. This report has been reviewed and approved by the Board of Directors. The

Board assumes full responsibility for the company's ESG strategy and the contents of this report and guarantees that it contains no false records misleading statements or

material omissions.

02About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Message from the Chairman刘董惠事州金长亿纬

Building a Sustainable Future with Technology 成 锂能

As time passes we bid farewell to 2025 and embrace a new chapter in 2026. This year marks the 10th anniversary of both the Paris Agreement and 股

EVE's foray into the power battery sector. Over this decade starting with our 18650-format batteries we have achieved a leap from zero to industry 份

leadership establishing large cylindrical and prismatic cells as our core products. As the first domestic company to mass-produce large cylindrical 有

batteries our new generation products have reached an energy density of 350Wh/kg achieving the technological breakthrough of "5 minutes of 限

charging for 300 kilometers of range." 公司

Looking back 2025 was anything but ordinary! Amidst the accelerating global energy transition and profound industrial transformation we have

only grown more steadfast in our path: technologically building differentiated advantages with large cylindrical cells; in the market accelerating

our global expansion; in products diversifying application scenarios and building a diversified product portfolio.Global Vision and Local Commitment Strengthening Governance Advancing with

"Being a person of technology means solving humanity's challenges"—this is the shared mission of every EVE employee. In 2025 our three overseas Stability

bases in Malaysia Hungary and the United States achieved significant progress creating a third growth curve through "global manufacturing In 2025 we further enhanced our ESG management system establishing a cross-depart-

global collaboration and global service." These initiatives not only generate local employment but also advance global supply chain sustainability mental Sustainable Development Committee and Carbon Emission Management Commit-

through green manufacturing. Domestically we continued strengthening production capacities in Huizhou Jingmen Shenyang and Qujing. tee and deploying the E-Carbon accounting platform to achieve precise carbon

Taking Jingmen as an example from dozens of mu to 4000 mu from 3GWh to over 200GWh upon completion from 40 billion RMB to approaching calculation and dynamic management. We also established a comprehensive risk

100 billion RMB in output value—our growth bears witness to the flourishing development of China's new energy industry. identification and assessment mechanism leveraging digital and AI technologies for

proactive early warning and precise response.Long-termism in Action Pursuing Green Development

Lithium batteries are inherently products of long-termism. Power batteries must ensure a 15-year service life in vehicles while energy storage

batteries must support stable operations for 20 years—demanding persistent technological accumulation and quality commitment. In 2025 our

Jingmen Qujing and Shenyang bases were selected as the first batch of national-level zero-carbon facilities. Since launching the CREATE Carbon Looking ahead

Neutrality Plan in 2023 we have achieved solid and remarkable results in the fields of energy conservation carbon reduction and green manufac- EVE will continue to uphold its commitment to "long-termism" advancing on our ESG

turing. Among them Factory 13 has performed particularly outstandingly with carbon emissions per unit product reduced by more than 60% and journey with a more open mindset pragmatic actions and innovative thinking. Let us join

energy consumption per unit product lowered by over 55% demonstrating through action our commitment to balancing technological innovation hands to build a sustainable future through technology illuminate the path of green

with environmental protection. development with innovation and collectively write a magnificent chapter in humanity's

energy transition.Driving Innovation Enriching Lives

Electrochemical batteries are becoming foundational infrastructure for sustainable human development. In 2025 six of our product lines emerged

in response to the AI era one facility became the world's first Lighthouse Factory for cylindrical batteries and monthly production of V-series

cylindrical batteries exceeded 100 million units—contributing "EVE Power" to global electric vehicle adoption. As the first domestic company

approved by the National Medical Products Administration for implantable medical batteries we delivered over 250000 capsule batteries in 2025

setting new delivery records for implantable batteries. Each tiny battery carries the hope of life—a responsibility that strengthens our commitment 惠州亿纬锂能股份有限公司 董事长

to technology for good.

03About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

About EVE

Company Profile

Founded in 2001 EVE Energy Co. Ltd. was among the first to list on SZSE ChiNext Market in 2009. After 25 years of continuous innovation andhigh-quality development EVE has evolved from a lithium battery manufacturer into a globally leading“ innovative full-scenario lithium batteryplatform company.” (Stock Code: 300014)

EVE is dedicated to driving the green transformation and intelligent upgrade of the global energy structure through diversified high-quality lithium Envision

battery technologies and products and building a comprehensive research and development platform spanning from materials cells BMS to Empower the world with

system integration. The company own approximately 240000㎡ of research institutes six R&D centers and a team with over 6000 international and EVE Energy

interdisciplinary comprehensive R&D researchers. Meanwhile we have applied for over 14000 patents and established in-depth cooperation with ?????+Patent Applications

Wuhan University and other institutions of higher learning and research on new materials cutting-edge technology and so on. Huizhou Headquar- Mission

ters R&D Center has invested over 2 billion yuan enabling comprehensive testing from cells to systems. It features 8 pilot production lines for cells

capable of meeting the demand for approximately 10 vehicles per day across cylindrical pouch and prismatic batteries. Additionally 6 fully ????+ Powering boundless potential through integrated

automated and informatized pilot lines for modules and systems cover products for passenger vehicles commercial vehicles and energy storage R&D

battery solutions

applications. In market performance the sales and export volume of EVE's primary lithium batteries have ranked first in China for 9 consecutive Personnel

years since 2016. In 2025 EVE ranked second globally in energy storage battery shipments and sixth globally in power battery shipments.Values

The company focuses on deepening its expertise in the energy sector building a product portfolio that addresses diverse application scenarios. It ?

R&D Centers

strategically positions three core product lines to deliver specialized energy solutions across various industries. Among these the Mr. Flagship Series Innovation With Integrity

specializes in energy storage. Following the launch of the Mr.Big powered by 628Ah ultra-high-capacity battery cell and the 5MWh minimalist ?????? Striving For Excellencem2

Mr.Giant system EVE globally premiered the 836kWh modular cabinet—the industry's first mass-produced large-cell technology product specifically Value CreationResearch Institutes

designed for overseas commercial and industrial energy storage applications. EVE OMNI cell excels in power applications achieving ultra-fast Trustworthy

charging through superconducting mass transfer and multi-faceted cooling technology. It enhances range without additional heating in low Teamwork

temperatures and boasts exceptional durability. EVE OMNI Battery LMX Series focuses on consumer electronics providing comprehensive solutions Respect Individuals

for new national standard vehicles shared mobility scooters and self-balancing vehicles. These three product lines precisely cover the core

segments of energy storage power and consumer batteries driving energy structure optimization and green low-carbon development.

04About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

ESG Rating Results

MSCI CDP S&P Global EcoVadis Sustainalytics Wind ESG Sino-SecuritiesIndex ESG CNI ESG

60+

BBB Climate change B <25Water security B 2026 Sus- Gold Medal AA AA AAAtainability Year- (Medium risk)

book Member

Honors and Awards

2026 Sustainability Yearbook Member & 2025 Tier 1 Energy Storage System Huizhou EVE Power's Battery Pilot Plant Fully Digitalized and Intelligent Lithium Battery

Industry Mover Supplier Platform Manufacturing Plant

S&P Global S&P Global Ministry of Industry and Ministry of Industry and Information Technology Information Technology

List of Enterprises Meeting the Standardized The National Employment and Social Security

Conditions for the Lithium-ion Battery Industry Advanced Private Enterprises China's Top 500 Private Enterprises 2025 National Advanced Collective in the th

(Ninth Batch) (250 position) Battery Industry China Battery Industry All-China Federation of Industry and Commerce Association

Ministry of Industry and Ministry of Human Resources and Social Security All-China Federation of

Information Technology All-China Federation of Trade Unions Industry and Commerce China Battery Industry Association

Certificate of Registration for Scientific and

Technological Achievements "Integrated Research on

Technological Innovation and Application for Collabora-

tive Carbon Reduction Across the Entire Lifecycle of the Guangdong Provincial Engineering Research Smart Factory for Full-Process Control of Digital-In- Outstanding Zero-Waste Factory

Lithium Battery Industry Chain" Center for Lithium-ion Batteries telligent Integration in Power Batteries (Huizhou EVE Power Co. Ltd.)

China Association for International Guangdong Provincial Development and Department of Industry and Information Huizhou Municipal of Ecology and

Economic Technical Cooperation Reform Commission Technology of Guangdong Province Environment Bureau

Top-Ranked Supplier for New Energy Passenger Fortune China 500 (317th position) Top 10 Low-Altitude Economy

Vehicle Battery Systems in Quality Performance JLRQ Award Players in 2025

China Automobile Product Quality Fortune China JAGUR LAND ROVER UASE Drone World Congress

Research (AQR)

05About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Business and Development

Business Segments

EVE's business covers five segments: EVE Innovation EVE Power EVE Energy Storage Industrial Chain Strategic Collaboration and the CLS Global Cooperation Business Model. The products are widely applied in the fields of Smart Life

Green Transportation Energy Transformation and so on.EVE Innovation EVE Power EVE Energy Storage Strategic Collaboration CLS Global Cooperation

Business Model

Primary Lithium Batteries Prismatic LFP Cell Large LFP Cell Nickel Cobalt and Lithium Co-development

Lithium-ion Batteries Prismatic NCM Cell Prismatic LFP Cell Battery Core Materials Licensing

Cylindrical Cell Pouch NCM Cell Cylindrical LFP Cell (RMB 15 billion investment) Service

Large Cylindrical Cell Module BMS System

Module BMS Battery System

Mr. Flagship Series EVE OMNI Cell EVE OMNI Cell - LMX Series

628Ah Large Cell Capacity Fast charging: 9 mins 'New National Standard' Nail Penetration Passed

2.009kWh Cell Energy 20% longer endurance in low - temp -30℃ to 60℃ Ultra-Wide Temperature Range

96.2% Cell Energy Efficiency（0.25P25℃） 6.6x national standard strength 130km Extra - long Endurance（electric two-wheelers）

95.5% System Energy Efficiency（0.25P25℃）

06About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Global Business Presence

Global Manufacturing Global Cooperation Global Service

Germany Hungary USA

?

R&D Centers

China

? R&D CentersMalaysia

Sales Companies Huizhou Guangdong Jingmen & Wuhan Hubei

and Offices Shanghai Chengdu Sichuan Shenyang Liaoning

Singapore Sales Companies and Offices

China: Beijing Suzhou Jiangsu Hongkong Taipei

Oversea: Germany USA Malaysia Singapore

?? Production Bases

Production Bases

China: Huizhou Guangdong Jingmen Hubei

Wuhan Hubei Ningbo Zhejiang Qidong Jiangsu

Longquanyi Chengdu Sichuan Qujing Yunnan

Drawing approval number:GS(2016) 1666 Shenyang Liaoning

Produced by the Bureau of Natural Resources Oversea: Hungary Malaysia USA

07About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Key Performance

Economic & Governance Environmental Social

Operating Revenue Carbon Emissions Intensity per Unit Product 1 Average Training Hours per Employee

????? million yuan ??.?? kgCO2e/kWh ??.? hours

Total Assets Proportion of Green Electricity Use Employee Satisfaction

?????? million yuan ??% ??.? %

Proportion of Female Directors on the Board Number of Energy Conservation and CarbonReduction Projects Total Number of R&D Employees

??.?%???????

Proportion of Employees Receiving Anti-Bribery Comprehensive Energy Consumption per Unit Product 2

Anti-Corruption and Anti-Fraud Training Decreased Cumulative Number of Valid Granted Patents

???%??.?%????

EVE's New Certification Audited Recycled Material Usage Investment in Work Safety

ISO ????? ????? tons ??.???? million yuan

EVE's New Certification Number of Green Factories Customer Satisfaction

ISO ????? ? ??.? points

1 The statistical scope of carbon emission intensity per unit product covers greenhouse gas emissions generated from energy consumption in maturely operating cell factories. The same applies hereinafter.

2 The statistical scope of overall energy consumption per unit product covers energy consumption in the production process of maturely operating cell factories. The same applies hereinafter.

08About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

ESG Management

Governance Structure

EVE has established a comprehensive sustainability management system and framework. The Board of Board of Directors

Directors as the highest decision-making body is responsible for reviewing the Company’s annual

sustainability report and key sustainability topics. Under the Board a Strategy and Sustainability Committee

has been set up comprising three directors including the chairman which is responsible for conducting Strategy and Sustainability Committee

research on sustainability matters and providing recommendations reporting its work to the Board of

Directors and being accountable to the Board. Sustainability Working Group

The Sustainability Working Group serves as the daily working body of the Strategy and Sustainability Commit-

tee. Comprising vice presidents overseeing Marketing Center Manufacturing Center EHS Center Corporate Sustainability Office: ESG Department

Planning Center Board Secretary's Office and Finance Center HR Center&EVE Research Institute Supply

Chain Management Center Research Institute and Quality Center the Group is responsible for formulating

and reviewing the Company's sustainability goals and roadmap as well as reporting major sustainability

matters to the Strategy and Sustainability Committee. The members possess extensive expertise and

management experience in finance manufacturing EHS energy management compliance and auditing

etc. They incorporate sustainability impacts risks and opportunities into core consideration during daily

management strategic implementation major decision-making and risk control driving the Company's ESG

system development from the top down. Additionally EVE has set up several committees to monitor specific

ESG topics such as the Climate Change Management Committee Environmental Health and Safety Commit-

tee and Science and Technology Committee. These committees work in collaboration with the Sustainability

Working Group to develop and implement sustainability actions.The executive layer consists of representatives from various business and functional departments. It

formulates and implements specific plans to achieve the Company's sustainability goals reports quarterly to

the Sustainability Working Group on ESG-related risks work progress and performance metrics and

proposes and implements corrective measures as needed. The ESG Dual-Carbon Department as the leading

execution department is responsible for ESG rating supervision and issue improvement coordinating the

implementation of sustainable development strategies and targets and supervising the ESG performance of

ESG-related departments.The Strategy and Sustainability Committee the daily working body the executive body and ESG-related

personnel have undergone regular ESG training for four years. In 2025 ESG training achieved 100% coverage

of all directors and senior executives. EVE has established and implemented a sustainability leadership

performance evaluation mechanism with quantifiable ESG performance indicators covering GHG emissions Compliance rate of senior Proportion of ESG indicators in senior executive

waste discharge resource consumption supply chain ESG performance occupational health and safety executive ESG indicator performance evaluation

human capital retention and sustainability-related business operations. The evaluation mechanism links assessment

environmental social and governance performance to senior management's compensation. Currently ESG ???% 2025 ?%

indicators account for approximately 5% of individual performance evaluation metrics for senior executives

with a 3% increase compared to 2024 and this proportion will be further increased in the future. In 2025 the 2024 ?%

Company completed a quantitative performance evaluation of ESG leadership across primary departments

achieving a 100% compliance rate.

09

Members Quality Center

Members Research Institute

Members Supply Chain Management Center

Members HR Center & EVE Research Institute

Members Board Secretary's Office & Finance Center

Members Corporate Planning Center

Members EHS Center

Members Manufacturing Center

Members President & Marketing CenterAbout This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Sustainable Development Strategy

To continuously enhance the Company's sustainability system the Strategy and Sustainability Committee has

formulated the "EMPOWER" management strategy in alignment with the corporate vision focusing on three key

areas: sustainability strategy and management digital and technological innovation and shared value creation.It comprises seven action plans that directly advance sustainable development goals including Environment (E)

Manufacture (M) People (P) Operation (O) Win-win (W) Engagement (E) and Resource (R) guiding the Compa-

ny's management and implementation of all ESG topics.The Company continuously strengthens ESG business awareness among directors and senior management. This

year EVE invited external ESG experts to conduct a themed training course on "ESG Wave and New Opportuni-

ties" enhancing management's capability to identify and leverage ESG risks and opportunities.The Company benchmarks against the 17 main goals and 169 specific targets in the United Nations Sustainable Development Goals (SDGs) developing and implementing concrete measures within the seven sustainability key areas

under the "EMPOWER" strategy fulfilling its commitment to sustainable development.Vision of sustainability strategy Empower the world with a sustainable future

Direction and measures Sustainable Strategy and Management Technological Innovation Shared Value Creation

Proactive environmental Excellent product Diverse talent Standardized corporate Win-win partnership Widespread community Sustainable resource

actions manufacturing management governance engagement management

Environment Manufacture People Operation Win-win Engagement Resource

EMPOWER action pillars

ESG goals and KPIs Digital information and technology

Management and operational

support

Sustainability system

10About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

EVE’s EMPOWER Actions in response to the SDGs

Action pillars of the sustainability strategy Contribution to SDGs Concrete actions Reference chapter

Implement the CREATE carbon neutrality strategy commiting to achieving carbon neutrality in operations by 2030 and carbon neutrality in the core value chain

by 2040.Continuously optimize the digital carbon emission management system to enable digitized management of operational and supply chain carbon emissions.Enhance carbon footprint tracking under battery regulations releasing battery passport scovering consumer power and energy storagebattery categories

providing every battery with a "digital ID".Vigorously plan and construct "zero-carbon" factories with the Jingmen (Hubei) Qujing (Yunnan) and Shenyang (Liaoning) campuses selected for the first

Environment Proactive environmental actions batch of national zero-carbon park construction list.Environmental

Protection

Continuously advance rooftop distributed photovoltaics construction purchase of green electricity and green certificates actively achieving 100% green

electricity use by 2030.Establish innovative mechanisms launching the industry's first Internal Carbon Pricing (ICP) mechanism and officially initiating the Environmental Product

Declaration (EPD) project.Implement environmental management and polution and carbon reduction measures to minimize wastewater air emissions noise and solid waste ensuring

ecological protection.Adhere to green design principles develop new technologies and provide low-carbon eco-friendly product solutions to achieve green product development.Increase investment in R&D innovation advance frontier technologies and establish partnerships with renowned universities and institutions to strengthen

innovation capabilities. Products and

Manufacture Excellence in product Servicesmanufacturing Implement robust energy management and energy-saving and emission reduction measures in manufacturing to enhance energy efficiency. Environmental

Promote material recycling in manufacturing to improve material utilization efficiency. Protection

Enhance R&D and quality management systems aligning with international benchmarks through process optimization and standard improvements to boost

the competitiveness of export products.Uphold equal employment practices create job opportunities and provide employees with broad career development platforms.Published the Labor Rights Protection Policy strictly prohibiting child labor and forced labor while opposing all forms of discrimination and workplace

Diverse talent harassment to fully safeguard employees' legal rights and interests.People Caring formanagement Offer competitive compensation and benefits and establish a fair and impartial performance evaluation system. Employee

Provide a safe and healthy work environment and implement the Employee Assistance Program (EAP).Conduct training and career development programs for female employees.Adhere to business ethics conduct integrity risk assessments and provide integrity and compliance training for all types of employees to strengthen integrity

management.Operation Standardized corporate governance Establish diverse complaint and whistleblowing channels such as reporting mailbox email WeChat official account and hotline.Corporate

Governance

Enhance the EVE Energy Code of Business Conduct and publish the Political Engagement Policy accepting oversight from stakeholders.Conduct in-depth research on relevant new regulations at home and abroad and enhance risk management to ensure compliance operation.Implement responsible sourcing ensuring no direct or indirect use of minerals from conflict-affected and high-risk regions. Sustainable Supply

Win-Win Integrate conflict mineral requirements into supplier sustainability audits to strengthen responsible mineral resource management across the value chain. ChainWin-win partnership

Conduct annual customer satisfaction surveys and utilize the 8D tool to respond swiftly to customer complaints enhancing after-sales service quality. Products and

Join the Global Battery Alliance to promote a sustainable battery value chain. Services

Persist in targeted assistance to impoverished families carry out diverse public welfare activities and continuously fulfill corporate social responsibility.Actively respond to the rural revitalization strategy leverage the Company's industrial value to drive regional development create job opportunities and

Engagement Widespread community contribute to livelihood infrastructure projects.ESG Management

engagement Strongly support community culture and safety construction contributing to the creation of a diverse and safe community environment. Giving Back to

Society

Regularly publish Environmental Social and Governance (ESG) reports and fully communicate the Company's sustainable development progress with

stakeholders.Sustainable Supply

Resource Sustainable resource

Collaborate with industry partners to jointly launch a global lithium battery recycling platform establishing a circular value chain from "battery recycling" to Chain

management "material regeneration". Environmental

Publish the Sustainable Raw Materials Policy committing to gradually increase the use of renewable raw materials. Protection

11About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Communication with Stakeholders

EVE has established a diversified and regular stakeholder communication mechanism to promptly understand stakeholder expectations and demands integrating their concerns opinions and suggestions into improvement efforts.As the Company expands into international markets and globalizes its operations it has incorporated communication with non-governmental organizations (NGOs) and other international organizations into its core stakeholder

management system. This aims to foster a more inclusive and constructive dialogue mechanism and collaborate with stakeholders to advance global sustainable development goals.Stakeholders Communication Content Communication Methods and Frequency Stakeholders Communication Content Communication Methods and Frequency

Customer meetings: Irregularly throughout

Circular economy Circular economy the year

Energy utilization Energy utilization Customer satisfaction surveys: Annually on

Response to climate Response to climate change a regular basis

change Emissions and waste management Customer audits: Irregularly throughout

Annual reports interim reports and

Emissions and waste Product quality and safety the yearannouncements: Annually on a regular basis

management Customer service management Official website and social media:

Correspondence: Real-time Customers

Water resource utilization R&D and innovation Real-time

Meetings interviews and surveys:

Environmental compliance Sustainable supply chain management Exhibitions: Irregularly throughout the yearIrregularly throughout the year

Government and management Information security and privacy protection After-sales service: Real-time

regulatory agencies Policy consultation and implementation: Product quality and safety Real-time

Intellectual property Law enforcement inspections: Irregularly Partner conferences: Irregularly

protection throughout the year

Regulatory information platform: Real-time

Occupational health and R&D and innovation Supplier meetings: Irregularly throughout

safety Intellectual property protection the year

Compliance operation Sustainable supply chain management Supplier training: Irregularly throughout

Business ethics the yearInformation security and privacy protection Supplier audits: Irregularly throughout the

Compliance operation year

Suppliers and partners Business ethics Research and evaluations: Irregularly

Shareholders' meetings: Irregularly

Circular economy ESG management

throughout the year

throughout the year SRM system: Real-time

Response to climate change Annual reports interim reports and

R&D and innovation announcements: Regularly and irregularly

Emails: Real-time

throughout the year

Corporate governance Press conferences: Irregularly

Visits exchanges and on-site research:

Compliance operation Circular economyIrregularly throughout the year Industry forums and exhibitions:

Shareholders and R&D and innovation Irregularly throughout the yearBusiness ethics

investors Interaction on trading platforms: Real-time Media and industry ESG management Official website and social media: Risk management Telephone email and website feedback associations Real-time

ESG management platforms: Real-time

Official website and social media: Real-time Ecosystem and biodiversity conservation Forums and major events: Irregularly

Sustainable supply chain management throughout the year

Occupational health and safety Visits and receptions: Irregularly

Employee satisfaction surveys: Annually on Employee rights and benefits Standard and policy development

a regular basis NGOs and international Corporate governance feedback: Real-time

Employee training: Regularly and irregularly organizations ESG management Official website and email: Real-timeOccupational health and

safety throughout the year

Employee training and Trade union and employee meetings:

Public welfare activities: Irregularly

development Annually on a regular basis

throughout the year

Emissions and waste management Community engagement: Irregularly

Employees Employee rights and Internal activities and communication

benefits platforms such as EVE Life APP complaint

Ecosystem and biodiversity conservation throughout the year

and whistleblowing platform appeal Rural revitalization and social contribution Visits and on-site surveys: Irregularly

platform and E-Li Sunshine Psychological Local communities and the public throughout the year

Counseling Platform: Real-time Official website and social media: Real-time

12About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Materiality Analysis

In alignment with the Guideline on identifying and analyzing double materiality topics and by referencing the principles methods and procedures for materiality analysis outlined in the GRI Standards and ISSB Standards EVE

conducted a preliminary identification and screening of ESG topics based on its corporate strategy and industry characteristics and evaluated and analyzed material topics from the dual perspectives of impact materiality and financial

materiality this year.Double Materiality Analysis Process of EVE

Step 1

Background identification

and understanding Analyze macro policies and regulatory requirements to gain a thorough understanding of the Company’s sustainability context;

Identify key stakeholders affected.Step 2

Topic identification

Conduct preliminary identification screening and definition of relevant sustainability topics through standard benchmarking industry benchmarking and policy analysis;

Analyze the actual and potential impacts risks and opportunities associated with material topics.Step 3

Topic materiality

assessment Impact Materiality Assessment:

Conduct questionnaire surveys with employees customers suppliers partners government and regulatory agencies and community representatives to assess impact material-

ity from two dimensions“: severity of impact” and“ likelihood of occurrence”. The analysis of 253 valid responses provided the impact materiality assessment results.Financial materiality assessment:

Conduct questionnaire surveys with the Company’s Board of Directors executives shareholders and institutional investors to assess financial materiality from two dimensions:

“likelihood of financial impact” and“ magnitude of financial impact” across short- medium- and long-term horizons. The analysis of 25 valid responses provided the financial

materiality assessment results.Step 4

Topic confirmation

and approval Develop a double materiality matrix based on the analysis of materiality assessment questionnaires and expert scoring results.Double materiality topics are reviewed by the directors and senior management and disclosed in this report.

13About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

EVE has reviewed the previous materiality assessment results in light of 2025 business realities and changes in the external environment. Upon evaluation the ranking and core substance of existing topics have not undergone material

changes therefore the Company continues to apply these results to ensure the continuity of ESG management work. EVE identified and selected 22 material topics. Compared with the results of the materiality assessment in the latest

period four new issues have been added namely Rural revitalization and social contribution Sustainable Supply Chain Management Information Security and Privacy Protection and Customer Service. Meanwhile the wording of

some issues has been adjusted to fully address the requirements of the Guideline.

2025 Material Topic Matrix of EVE

Both financial and

impact materiality Financial materiality only Impact materiality only

Neither financial nor

impact materiality

Corporate

Environmental Social Governance

1 Response to climate 8 Product quality and safety 18 Corporate governance

change 9 Customer service 19

2 Emissions and waste management Compliance operation

management 10 R&D and innovation 20 Business ethics

3 Circular economy 11 Sustainable supply chain 21 Risk management

4 Environmental compliance management

management 12 Employee rights and 22 ESG management

5 Energy utilization benefits

6 Water resource utilization 13 Employee training and

7 Ecosystem and biodiversity development

conservation 14 Occupational health and

safety

15 Information security and

privacy protection

16 Rural revitalization and

social contribution

17 Intellectual property

protection

Financial materiality

14

Impact materialityAbout This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

For topics with financial materiality the Company discloses information in accordance with the Guideline focusing on governance strategy impact risk and opportunity management as well as indicators and targets. The Company's

value chain comprehensively covers upstream (raw material procurement production and logistics) own operations (battery manufacturing and global cooperative operations) and downstream (customer use and recycling)

spanning the entire lifecycle of battery products. The Company has identified the value chain impacts risks and opportunities associated with financially material topics as follows:

Analysis of the impact risks and opportunities of financial materiality topics

Impact analysis Risk and opportunity analysis

Financial material

topics Impact analysis Impact type Impact scope Risk analysis Opportunity analysis Impact

duration3

By increasing investment in technological research and

development and driving breakthroughs in new energy battery If the Company fails to effectively drive R&D and

and energy storage technologies the Company contributes to Upstream value innovation it may face the risk of technological

the optimization of the global energy structure promotes chain Actively investing in R&D and innovation stagnation and a decline in market share

R&D and innovation industrial upgrades and enhances the efficiency of renewable Actual positive Company's own helps the Company establish a differentiated

Short-term

impact operations potentially leading to decreased revenue. energy utilization. Additionally technological innovation advantage gain a larger market share and

Medium-term

Additionally the uncertainty of returns on R&D Long-term

strengthens overall industry competitiveness facilitates the Downstream value drive revenue growth.chain investments could negatively impact the

adoption of low-carbon technologies and provides sustainable Company’s operating costs.solutions for the development of the global green economy.With the tightening of global climate policies carbon emission Actively responding to climate change helps

management and supply chain decarbonization have emerged Upstream value

as key industry trends. If manufacturing enterprises fail to chain If the Company fails to effectively respond to

the Company drive the development of Short-term

Response to climate Potential negative low-carbon technologies and green product

hange actively promote emission reduction and decarbonization in

Company's own climate change it may face operational disruptions

impact Medium-termoperations innovation expand the green market enhance

their operations and supply chains this may exacerbate global caused by extreme weather regulatory penalties

Downstream value and increased operating costs. market performance and industry influence

Long-term

GHG emissions and hinder the achievement of climate action chain and generate revenue growth.goals.High-quality safe and reliable products enhance customers'

production and operational stability helping downstream Neglecting product quality and safety manage- Strictly controlling product quality and safety

customers improve production efficiency and market competi- Company's own

Product quality ment may lead to product recalls resulting in helps build customer trust. Additionally tiveness and enabling mutual growth. Moreover strict quality Actual positive

Short-term

operations

and safety impact legal lawsuits fines and reputational damage positive word-of-mouth can drive business control requirements drive upstream suppliers to optimize their Medium-termDownstream value

chain which could erode customer loyalty and expansion create more commercial opportuni-manufacturing processes improve material and component Long-termpotentially lead to a decline in revenue. ties and contribute to revenue growth.consistency and reliability and promote technological advance-

ment and sustainable development across the supply chain.The Company’s occupational health and safety management is Upstream value Strengthening occupational health and safety

chain Inadequate occupational health and safety closely related to employees’ physical and mental well-being. management can improve employee management may lead to workplace injury Short-termOccupational health Poor management will hinder the creation of a safe and stable Potential negative Company's own well-being and motivation create a more

and safety compensation claims legal disputes and work environment. Therefore the Company continuously impact operations efficient workplace enhance the Company’s Medium-termnegative public perception increasing the

strengthens occupational health and safety management to Downstream value operational sustainability and reduce Long-termCompany’s operational costs.prevent work-related injuries. chain operational costs.Establishing a secure and reliable supply chain

A secure and stable supply chain not only ensures the Upstream value Inadequate sustainable supply chain manage- management system can enhance supply chain

Company’s business continuity but also guarantees timely chain ment may reduce the supply chain’s resilience resilience while attracting sustainability-fo- Short-term

Sustainable supply delivery to downstream customers reducing production delays Potential negative

chain management impact Company's own and responsiveness impacting the stability of cused partners and investors. This strengthens

Medium-term

or cost increases caused by supply chain disruptions. Converse- operations production and operations. A supply chain the Company’s competitive advantage creates Long-term

ly insufficient supply chain security and stability may increase Downstream value disruption may result in a decline in revenue. market opportunities reduces long-term

the risk of disruptions. chain operational costs and drives revenue growth.

3 Impact duration: Short-term (0-3 years) Medium-term (3-5 years) and Long-term (5-10 years).

15About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

03

CORPORATE Topics Disclosed Contribution to SDGs

GOVERNANCE 15 Information security and privacy protection18 Corporate governance

19 Compliance operation

20 Business ethics

21 Risk management

16About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Sound Corporate Governance

Corporate Governance Structure

The Company has built a corporate governance structure comprised of Shareholders' Meeting Board of Directors and the Management in strict compliance with applicable laws and regulations such as the Company Law of the People's

Republic of China the Securities Law of the People's Republic of China the Rules Governing the Listing of Shares on the ChiNext Market of SZSE. The Company conducts internal management in accordance with the Articles of Associa-

tion limits the personal liability of directors to the extent permitted by applicable law and any amendments to the Articles of Association require Shareholders’ Meeting approval.Strategy and Sustainability

Shareholders' Meeting CommitteeThe Company convenes and holds shareholders' meetings in strict accordance with applicable

regulations treats all shareholders equally and facilitates their attendance at the meetings 1 Non-executive Director

? ensuring the full exercise of their rights and the protection of their interests. During the reporting 2 Executive Directorsperiod EVE held 6 Shareholders' Meetings adopting a combination of online and on-site voting

Shareholders' Meetings

and engaged professional lawyers to witness the meetings to ensure the legitimate rights and Shareholders'

interests of the shareholders. Meeting Remuneration and

Assessment Committee

3 Independent Directors

Board of Directors Secretary of the Board of Directors Board of Directors

It is composed of 8 directors including 3 independent directors 3 female directors and 1 Audit Committee

?? Chairman. Four specialized committees namely the Strategy and Sustainability Committee Remuneration and Assessment Committee Audit Committee and Nomination Committee 3 Independent Directors

Board Meetings have been established under the Board to ensure the orderly conduct of production and Management

operations. During the reporting period the Board convened 16 meetings to review material

matters of the Company including related party transactions external investments equity Nomination Committee

incentive plans regular reports and guarantees. The Board attaches great importance to

diversity management sets a target of NOT less than 20% for the proportion of female directors 2 Independent Directors

aligned with international standards and considers diverse backgrounds including professional 1 Executive Director

knowledge and experience gender age cultural background and ethnicity in the recruitment

nomination and appointment of directors.Special Committees

All committees are composed solely of directors. With the exception of the Strategy and Sustain-

able Committee which is chaired by the Chairman all specialized committees are chaired by

independent directors. Notably the Remuneration and Assessment Committee and the Audit

Committee are composed entirely of independent directors while independent directors

constitute two-thirds of the Nomination Committee. These committees perform their duties in

accordance with the Articles of Association and the authorization of the Board submitting

proposals to the Board for deliberation and decision and providing professional opinions and

recommendations to support Board decision-making.

17About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Professional Experience

Name Gender Position Status Special Committees Industry Finance& Legal &

Experience Accounting R&D Risk Control

Jincheng Liu M Chairman of the Board Current Strategy and Sustainability Committee Nomination Committee

Jianhua Liu M Director CEO Current Strategy and Sustainability Committee

Min Jiang F Director Vice President Board Secretary CFO Current /

Yuan Zhu F Employee Director Current /

Xinping Ai M Director Current Strategy and Sustainability Committee

Chunge Li F Independent Director Current Remuneration and Assessment Committee Nomination Committee Audit Committee

Xiaopeng Du M Independent Director Current Remuneration and Assessment Committee Audit Committee

Shisong Xie M Independent Director Current Remuneration and Assessment Committee Nomination Committee Audit Committee

Protection of Investor's Rights and Interests

Strictly abiding by relevant laws regulations rules and the Articles of Association the Company has established a sound system to protect investors' rights and interests designated full-time employees to manage

investor relations and provided diversified communication channels to facilitate long-term stable and harmonious and interactions with our investors. When managing investor relations the Company treats all

investors equally fairly impartially and openly and protect their lawful rights and interests including their rights to be informed.Through designated channels the Company makes true accurate timely fair and complete information disclosure to ensure that shareholders and other stakeholders have access to all information that may have

a substantial impact on their decision-making. We appoint the Secretary of the Board of Directors to take charge of information disclosure coordinate the relationships between the Company and investors receive

shareholders upon their visits and answer their questions.The investor communication channels

Include announcements (including regular and interim reports) Shareholders' Meetings results briefings broker strategy

meetings investor exchanges investor open days one-on-one meetings SZSE Easy IR email phone consultations mailing of

materials media coverage other promotional materials roadshows site visits official WeChat account the official website

and other methods provided in relevant regulations.

18About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Compliance Operation

Internal Control and Risk

Management Board of Directors (Highest Supervisory Body)

EVE follows the "Three Lines Model" principle and Risk Management Committee

has built a comprehensive risk management system (Highest Management Body)

that is top-to-bottom all-round and multi-layered.The Board of Directors as the highest supervisory

body of the company oversees comprehensive risk Third line of defense Independently evaluates the effectiveness of risk management and control verifies

management including industry-specific risks. The Audit and Supervisory Department risk management mechanisms and ensures timely resolution of identified issues.Risk Management Committee chaired by a Board

member serves as the highest management body for

Provides risk management methodologies tools and technical support to

risk management responsible for reviewing risk Second line of defense business departments and supervises/inspects the Company’s risk manage-

information deliberating on risk assessment reports risk protection departments such as compliance risk legal affairs and finance ment status.and handling other risk-related matters authorized

by the Board. The Audit and Supervision Risk Conducts comprehensive risk identification assessment and control

Compliance Legal and Finance departments carry First line of defense implementation within their respective business areas; acts as the primary

out specific risk control duties collaboratively within operation and management departments risk-taker in business operations.their respective responsibilities.The Company strictly complies with ISO 31000: Risk Management-Principes and Guidelines and Guide for Comprehensive Risk Management of Central Enterprises. We have formulated internal policies such

as the Risk Management Rules and released EVE Energy Co. Ltd. Risk Management in 2025 establishing a robust risk management framework and process. All business and functional departments identify

risk information within their respective scopes formulate and execute departmental risk control plans and report to the Risk Management Department subject to its supervision and evaluation. The Risk

31000 Management Department oversees the entire risk management process conducting risk assessments of financial operational and compliance aspects at both the headquarters and subsidiaries covering

product safety R&D quality climate and other business areas.To adapt to changes in the internal and external environment and the Company's continuous development requirements the Company has established a

systematic risk identification assessment and management mechanism. The Risk Management Department regularly identifies and collects risk lists from

various departments conducts risk assessments and employs a 1-5 scoring system based on likelihood and impact. Risks are categorized into four levels: Over ??? Over ??

"low medium high and very high." Combined with the risk appetite and development strategies confirmed by senior management implements differen- low-to-medium risks high risks were identified

tiated risk response measures clarifying control strategies control frequencies and the establishment and monitoring mechanisms of key risk indicators

for different risk levels achieving closed-loop management of various risks. In 2025 over 300 low-to-medium risks and over 10 high risks were identified Through various specialized risk training sessions

and existing control measures were evaluated. Through various specialized risk training sessions 100% coverage of risk management training for all

directors and employees was achieved. Meanwhile the Company pays special attention to emerging risks affecting business continuity and has formulat- ???% coverage of risk management training for all directors and employees was achieved

ed response measures the subsidiary EVE Power has obtained ISO 22301 system certification.

19About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Emerging Risks Risk Description & Impact Risk Mitigation Measures/Actions

In recent years the lithium battery industry and its downstream （1）Enhance product performance through technological innovation and launch differentiated battery products to meet

sectors have developed rapidly with strong support from national market demands;

industrial policies. However armed conflicts and trade barriers

Macroeconomic Fluctua- driven by current geopolitical factors may lead to significant （2）Build on technological innovation with advanced highly automated production methods to improve product yield

tions and Changes in adverse changes in both domestic and international economic and expand production capacity reduce costs and enhance product profitability;Industrial Policies

industrial policy environments. Such changes could negatively （3）Establish overseas production capacity to enable local delivery and effectively circumvent trade barriers;

impact the development of the lithium battery industry and （4）Closely monitor international policy developments and formulate timely and effective response strategies.consequently affect the Company’s operating performance.

（1）Closely monitor updates to local labor laws and regulations promptly identify potential compliance risks and conduct

regular labor compliance reviews;

The complexity and jurisdictional differences of overseas labor （2）Implement intelligent compliance tools in key labor management areas such as attendance overtime and payroll—

Overseas Labor policy systems may lead to legal and compliance risks if domestic e.g. real-time overtime monitoring with automatic alerts—and leverage data analytics to optimize shift scheduling and

Management Risk labor practices are directly replicated overseas potentially resulting payroll calculation thereby reducing compliance risks;

in labor litigation administrative penalties or other serious （3）Regularly hold employee symposiums and maintain communication channels such as the General Manager mailbox to

consequences. collect employee feedback;

（4）Establish an effective management structure by appointing local personnel as line managers to directly supervise and

communicate with frontline local employees minimizing misunderstandings.Industry-Specific Risks Risk Description & Impact Risk Mitigation Measures/Actions

Due to cyclical supply-demand dynamics prices of upstream raw （1）Enhance production processes to improve equipment utilization and product yield thereby reducing material costs

materials for lithium batteries are subject to significant fluctuations per unit;

which in turn affect product costs. While price fluctuations are （2）Increase production efficiency and capacity to dilute fixed costs;

Volatility of Battery

Raw Material Prices common potential impacts may include financial losses and supply （3）Advance strategic supply chain development through deep and multi-faceted collaboration across the industrial chain

disruptions. Through long-term resource planning and prudent achieving strategic synergy to mitigate risks associated with raw material price volatility and promote shared success

procurement strategies such losses can be mitigated to a relatively across the value chain;

low level. （4）Utilize futures market hedging instruments to maintain overall cost control over key raw materials.

（1）Establish a Responsible Minerals Policy and Supplier Code of Conduct to prohibit human rights violations in the supply

chain including forced labor and child labor;

If upstream raw materials involve conflict minerals sourced from

Conflict Minerals Risk high-risk or conflict-affected areas this may give rise to human rights

（2）Require suppliers of metals or minerals—including gold tantalum tungsten cobalt tin manganese lithium nickel

concerns within the supply chain posing potential threats to the graphite and mica—to sign the Responsible Minerals Supply Chain Due Diligence Agreement and undergo responsible

Company's operational stability and public reputation. minerals due diligence;

（3）Publish an annual Responsible Supply Chain Due Diligence Report and maintain a publicly accessible grievance

channel.The Audit and Supervisory Department formulates an annual risk-based audit plan focusing on fraud information security and compliance. The scope covers legal/contractual compliance due diligence privacy protection and

financial reporting. Audits have now achieved 100% coverage of all production bases. The Company also implemented the Internal Audit Rectification Work System to ensure a closed-loop business process.The Company conducts an annual self-assessment of internal control effectiveness and engages a third-party accounting firm for attestation. In 2025 EVE maintained effective internal control in all material respects in accordance with

the Basic Standard for Enterprise Internal Control.

20About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Business Ethics Management

EVE upholds its core compliance policy: "Global Operations Compliance Foundation Refined

Governance Sustainable Success." The Board is the highest governance body for business ethics.Management drives effective oversight annual training transparent communication and integrity

culture across all business activities maintaining zero tolerance for violations and ensuring timely

rectification. A dedicated Compliance Department manages key areas including export controls

economic sanctions supply chain traceability and personal data protection collaborating with all

units to implement compliance measures and systems that ensure the effective operation of the

Company’s overall compliance mechanism.In 2025 the Company systematically refined the EVE Energy Code of Business Conduct (hereinafter

referred to as the "Code") in accordance with international standards such as ISO 37301 and ISO

37001. This revision integrated updated corporate culture concepts and introduced new conduct

norms regarding non-competition expatriate labor information security anti-sham trade anti-ter-

rorism anti-money laundering and anti-extortion and anti-fraud providing comprehensive

behavioral guidance for global operations. In 2025 the Company conducted business ethical

standards training for all employees centered on the newly revised Code. The training systematically

covered key issues such as anti-corruption conflict of interest management information security

and whistleblowing mechanisms. Organized via an online learning platform as a mandatory course

for all employees it ensured full coverage and effective implementation.To strengthen institutional capabilities in ethics and compliance governance the Company formulat-

ed and released the Political Engagement Policy which was approved by the Board and senior

management. This policy explicitly prohibits any political contributions campaign support or

lobbying expenditures made in the Company's name with its resources or on its behalf. The Compa-

ny commits to disclosing any relevant actions or expenditures in accordance with applicable laws. In

2025 the Company made no political contributions and incurred no lobbying expenses.

To strengthen its management mechanisms EVE adopts stringent control measures to prevent

violations and reduce opportunities for unethical conduct. Responsible departments implement

pre-emptive risk assessments business activity reviews and partner onboarding screenings to

mitigate unethical incidents at the source. This year the Company prioritized the implementation of

the ISO 37301 system focusing on export control and economic sanctions corporate governance

and personal information protection. The Company has built a full-chain compliance mechanism

defined by "Policies First Process Embedding Risk Alert and Closed-loop Accountability." In Novem-

ber 2025 the Company successfully achieved ISO 37301 Compliance Management System certifica-

tion.

21About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Anti-bribery and Anti-corruption Management

EVE supports the United Nations Convention against Corruption and strictly complies with anti-corruption and anti-bribery laws and regulations in all jurisdictions where we operate.The Board as the highest governing body for business ethics guides and supervises the Audit Committee in leading integrity and ethics management. The Audit and Supervisory

Department under the Audit Committee is responsible for revising and implementing anti-bribery and anti-corruption policies conducting integrity risk assessments and ensuring

timely rectification of fraudulent acts. ?

The Code provides explicit regulations on anti-bribery and anti-corruption clarifying key definitions such as bribery corruption and facilitation payments while prohibiting such acts Major internal control risk was

and clearly defining the boundaries of acceptable behaviour. Based on the Code the Company continuously refines policies including the Anti-fraud Management Regulations Gift identified

Acceptance Management Regulations Conflict of Interest Declaration System and Whistleblowing Management Regulations. In November 2025 EVE obtained ISO 37001 International

Anti-bribery Management System certification marking a new stage of systematic and standardized integrity management.EVE is committed to reducing compliance risks and minimizing opportunities for unethical conduct through systematic controls. In 2025 the Company conducted integrity risk ???

assessments across various functions and positions identifying 69 positions exposed to integrity risks. These were categorized into Low Medium and High risk levels with mandato- Integrity training sessions were

ry rotation required for personnel in medium and high-risk positions to mitigate risks at the source. We also utilize the WeCom platform to issue regular notices on conflict of interest conducted

declarations communicating relevant matters and reporting procedures thereby enhancing employees' ability to identify conflicts of interest and resist corruption.The Company conducts a business ethics audit at least once every three years covering the headquarters subsidiaries and all production bases with increased frequency for critical

business processes. In 2025 there was no major internal control risks event were identified.The Company is committed to fostering a positive and honest corporate culture. In 2025 EVE conducted 262 integrity training sessions covering all employees (including part-time

and outsourced staff) upstream suppliers and contractors. Delivered primarily offline and supplemented by online sessions these trainings are part of the mandatory curriculum

with tailored content for different groups. In addition to foundational topics such as "Integrity Policies" "Integrity Culture" and "Workplace Ethics" specialized sessions on "Integrity

Management" and "Integrity Compliance Building" were provided for middle and senior management strengthening integrity governance from the top down.Protection of Whistleblowers

EVE encourages employees suppliers customers Meanwhile the Company attaches great importance to the protection of whistleblowers keeps strictly

and other stakeholders to report violations and Whistleblowing Mailbox confidential whistleblower information and forbids retaliation. In 2025 the Company received and

discloses diversified whistleblowing channels on its Located within each plant area investigated 76 complaints and initiated internal investigations for 3 severe frauds. In daily audit and

official website and OA system including dedicated inspection the Company found dishonest conduct by 3 suppliers and included them into the blacklist

mailboxes email a 24/7 hotline and a WeChat Whistleblowing Email according to rules and would never adopt them again.public account with local language support to audit@evebattery.com

ensure timely and efficient reporting and case Whistleblowing Hotline

handling. All employees have been trained on the 0752-5752017 (Huizhou) / 0724-6098813 (Jingmen) Received and Initiated internal In daily audit and inspection the

whistleblowing policy and how to use these investigated complaints investigations for severe Company found dishonest conduct by frauds suppliers

reporting channels. The Company discloses the Whistleblowing WeChat Official Account

number of reports received types of misconduct EVE-Audit ?? ? ?

and actions taken annually.

22About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Fair Competition

EVE strictly complies with the Anti-Unfair Competition Law of the People's Republic of China and has kept strengthening internal compliance management and conducted precision management in key areas such as

anti-monopoly marketing trade secret protection and intellectual property compliance actively creating a sound and sustainable market environment. In 2025 the Company has not been involved in any litigation or

significant administrative penalties resulting from unfair competition practices.According to the Anti-Monopoly Law of the People's Republic of China and relevant The company has followed the principles of "rigorousness authenticity and

domestic and international anti-monopoly laws and regulations the Company has accuracy" in product promotion and marketing business and established and

established the Anti-Monopoly Declaration Management System for Overseas continuously updates the External Publicity and Release Management System to

Investments to standardize the declaration of joint venture projects identify import strictly control information and data to be released externally ensuring the

and export risks through trade compliance inspections and prevent anti-dumping authority of information sources and the traceability of data. During the process

risks from affecting its market presence. As of 2025 the Company declared of sales it has treated all customers equally without abusing information

concentration of undertakings for more than 10 projects. advantages or manipulating the market or prices and resisted unfair competi-

tion and commercial briberies with all its strength. The Company has set up the

Trade Compliance Responsible marketing academy to provide regular training on marketing knowledge and

business ethics strengthen its marketing risk prevention capabilities. In 2025

and Anti-Monopoly Marketing the Company organized 55 relevant training sessions with 1601 participants

and there were no customer losses due to due to false advertising.Intellectual Property Trade Secret

Compliance Protection

The Company maintains a robust intellectual property compliance management The Company has built confidentiality systems such as the Confidentiality

system having established policies including the Intellectual Property Management Management Regulations the Key Information Management Procedures and the

Regulations Patent Management Regulations Copyright Management Regulations Business Secret Protection Regulations for CLS Project and established the

and Trademark Management Regulations adhering to both "self-prevention" and special confidentiality personnel follow-up mechanism to closely track the

"self-protection" and has been certified by the Enterprise Intellectual Property confidentiality status and carry out confidentiality measures. Its employees are

Compliance Management System (GB/T 29490). encouraged to report secret leakage or other infringements of trade secrets

according to the Business Secret Reporting Management Regulations

protecting business secrets together. In 2025 the Company conducted 69

special confidentiality training sessions involving no confidentiality violations.

23About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Data Security and Customer Privacy Protection

Data Security

Information security safeguards

EVE strictly observes the Cybersecurity Law of the People's Republic of China the Data

Security Law of the People's Republic of China the Personal Information Protection Law of the Firewalls are deployed at the internet gateway and network firewalls and WAFs are

People's Republic of China the General Data Protection Regulation (GDPR) of the European deployed at the front end of data centers to protect the network data and application

Union and all other applicable laws and regulations of countries and regions where it layers of IT systems.operates. Meanwhile it has established the Information Security Committee responsible Network system The production network is physically isolated from the office network and two layers of

for setting and advancing information security policies objectives and indicators and security ACLs are used to isolate different factory areas in the production network to prevent lateral network attacks.supervising and guiding information security work. Under the Committee the Work Group

The industrial control security system is deployed for the production network to achieve

for Information Security System Operation and the Work Group for Information Security virus protection intrusion prevention media management and software management of

System Planning are set up. The Work Group for Information Security System Operation the industrial control network ensuring the stability of the production system.composed of the Company's functional departments and factory management covers all

businesses to implement the Company's resolutions on information security and execute Antivirus software is installed on all office computers with regular patch updates.information security management work plans. The Work Group for Information Security Terminal environment The data encryption system is deployed for all office terminals. Different departments are

System Planning is responsible for establishing and maintaining manuals and procedure security assigned to different encryption zones based on work functions to achieve data isolation

documents for the information security system and planning the introduction internal and encryption protection preventing accidental leakage.review and management review of the information security system.Information security Emergency plans and annual drill plans are formulated for business systems with drills EVE has developed the Information Security Management Manual the Information Security incident emergency organized regularly-at least twice a year for key systems and at least once a year for

Incident Management Procedures the Data Security Management Specifications the response important systems.Business Continuity Management System and other internal standard system documents

which regulate and guide multi-level data and information security management in

System disaster The importance of business systems is identified based on business impact analysis. network system security terminal environment security information security incident recovery Disaster recovery systems are deployed for core business systems in different data centers.emergency response and personal privacy protection. redundancy and Important business systems are required to have redundancy capabilities with no single

data backup point of failure. All business data is backed up according to importance levels with regular

EVE is committed to continuously improving its information systems. It has established an audits to ensure data security.information security personal responsibility system covering all employees and requires

commercial partners such as suppliers to comply with regulations regarding data Information security Information security awareness training is conducted for all employees achieving 100%

protection and privacy security. Any employee who discovers suspicious activities awareness training coverage.incidents malfunctions potential vulnerabilities and weaknesses has the responsibility

and obligation to escalate to the information security officer of their department in writing In strict accordance with relevant laws and regulations the Company obtains authorization

for the use of employees' personal information and standardizes the collection and use of

or orally. The information security officer shall classify the incident according to its severity employees' personal information.and submit an information security report to the departmental or company-level incident Information leakage sale or illegal provision to third parties is strictly prohibited to

response team for handling. Major security incidents shall also be immediately escalated to Personal privacy effectively safeguard employees' personal privacy rights.the director of the Information Security Committee. In 2025 the Company was not subject protection In 2025 based on the successful experience of the personal privacy protection project in

to any penalties by relevant authorities for violations of laws and regulations relating to Malaysia the Company further launched compliance projects in Hungary Germany and

information security and privacy protection. Singapore covering the main business and management scenarios of the Company's

overseas bases demonstrating its firm commitment to personal privacy protection.

24About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

In 2025 EVE (Headquarters & Xikeng Factory) Fanso and Huizhou EVE New Energy Solutions were certified by ISO/IEC 27001 Information Security Management System

while EVE EVE Power and Huizhou EVE Power were rated as level AL3 the highest level by the Trusted Information Security Assessment Exchange (TISAX). The coverage Throughout the year

rate of third-party information security certification for mature battery manufacturing entities reached 41.7%. During the reporting period the Company commissioned

external institutions to conduct information security inspections identifying information security vulnerabilities analyzing vulnerability risks and implementing targeted A total of ? internal security audits

improvements through penetration testing. A total of 8 internal security audits and 2 external security audits were conducted throughout the year. The external security

audits included annual audits of ISO 27001 system and IATF 16949 system systematically assessing system conformity and operational effectiveness to identify improve- ? external security audits were conducted

ment points and drive continuous improvement.Customer and Third-Party Privacy Protection

EVE has always regarded customer privacy protection as a key principle of its operation.EVE has organized confidentiality training for all employees including promoting customer privacy protection

responsibilities ensuring deep understanding and fulfillment of confidentiality obligations by all employees

incorporating customer privacy protection into basic professional quality requirements for employees and making

confidentiality awareness a fundamental principle of job performance. For sales staff it has formulated the Manual

of Required Technical Knowledge and Skills for Sales Staff defining their obligation to protect customer informa-

tion. Sales staff are required to strictly observe Company regulations ensure compliant operations and protect the

security and privacy of customer information without disclosing customer information or using it for personal

gain; otherwise they will be dealt with in accordance with regulations. In addition the Company requires its

partners (such as outsourcers external IT teams) to sign the Confidentiality Agreement to avoid the risk of third-par-

ty data misuse. In 2025 the Company was not involved in any confirmed complaints relating to infringement of

customer privacy.EVE also respects the privacy information of its business partners. When visitors arrive the Company fully informs

them of the content of the Privacy Protection Policy through the visitor system and obtains their authorization for

the personal information required to access the Company premises. We have also set up a clear data processing

confirmation mechanism at the entrance of our official website ensuring that relevant data processing activities

are conducted only after obtaining users' explicit authorization for the Privacy Policy.

25About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

04

PRODUCTS Topics Disclosed Contribution to SDGs

& SERVICES 8 Product quality and safety 9 Customer service management

10 R&D and innovation

26About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

R&D Innovation

Governance Risk Management and Response Actions

EVE has established an R&D system composed of the Research EVE implements systematic risk management throughout the entire lifecycle of technology R&D and product development projects in accordance with

Institute the Central Research Institute and various research branch- the Risk Management Control Procedure. Prior to project initiation the project leader conducts a technical feasibility analysis to systematically identify

es. The Research Institute is headed by the Company's Vice President potential risks relating to technical routes and resource matching and specifies quantified risk assessment results and preventive measures in the

as the president with the directors and deputy directors of research Project Proposal ensuring 100% coverage of risk control measures. During the R&D phase the Company adopts a hierarchical control strategy to precise-

institutes as standing committee members and gathers expert ly implement risk mitigation plans and conduct dynamic risk monitoring through methods such as technical validation iterations and FMEA analysis

members from technical fields such as electrochemistry materials ensuring a 100% closed-loop control rate for core risks.and electrical and electronic engineering forming an interdisciplinary

technical think tank. The Research Institute serves as the

decision-making body for the Company's technological development

directions and major technological proposals. It integrates internal Scientific Research Capability Building

and external resources to promote breakthroughs and applications of

cutting-edge technologies enhancing the Company's core competi-

tiveness. The Central Research Institute is responsible for fundamental

research and pre-research of cutting-edge technologies while various 2021?2025 R&D Investment (RMB 100 million) 2021?2025 R&D Personnel (Number)

research branches focus on technological R&D in specialized fields EVE's R&D investment reached 35 34.35 8000

jointly providing solid support for the Company's technological RMB ????million 30.60

30 28.71 7000 6597innovations. 6068

Accounting for 600025 22.61 5291

5000

Strategy ?.??% of operating revenue 20 41924000

1513.79

3000

Upholding technological innovation as the driving force for develop- R&D personnel reached 215910 2000

ment the Company has established a comprehensive R&D platform ????

covering materials cells BMS and systems. It continues to increase 5 1000

R&D investments to strengthen its research capabilities and develops Representing ??.??% 0 02021 2022 2023 2024 2025 2021 2022 2023 2024 2025

products with high safety high reliability and high performance. of the total workforce.Meanwhile the Company focuses on pre-research for new materials

and cutting-edge technologies and collaborates with universities and

research institutions such as Wuhan University. It has built an interna- In the same year EVE actively promoted research collaborations carrying out 12 government-funded R&D projects including 3 national projects 5

tional interdisciplinary R&D team of over 6000 researchers to tackle provincial projects and 4 municipal projects.core technological challenges. Throughout the R&D process the

Company implements technological risk management and control Provincial Research and Application of Battery-grade Foil Municipal Automotive New-type Small Cylindrical Battery

across the full lifecycle to promote innovation and quality improve- Projects Projects ProjectSmart Battery

ment ensuring project delivery meeting customer demands and

Research on High Specific Energy and High Power Lithium Manganese Iron Phosphate Battery Projectenhancing market competitiveness. Additionally the Company Primary Power Supply Technology Advanced Thermal Management Technology for

implements the concept of being "lightweight long lifespan and Energy Storage System Project Lithium Battery System Project

recyclable" to develop low-carbon and environment-friendly

products. Automotive Cell Project Large Cylindrical Battery Project

27About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Green Design

EVE deeply integrates the green and low-carbon development concept into the source of product design. In

accordance with the requirements of the IATF 16949 automotive industry quality management system and the

EU Battery and Waste Battery Regulation (EU 2023/1542) it has established a product green design manage- "Zero-Carbon" Sodium-ion Battery

ment system. By formulating internal regulations such as the Regulations on the Managements of Product

Design and Development Exported to the EU and the Regulations on the Management of Conformity of Batteries EVE's sodium-ion battery adopts biomass hard carbon anode material and sodium iron pyrophos-

Exported to the EU the Company standardizes green design requirements for the full lifecycle including phate cathode material. The sodium element in the cathode is derived from seawater and table salt

recycled materials and carbon footprint during the product design phase with the goal of providing low which reduces heavy metal emissions and pollution caused by mining and processing of scarce

environmental impact products that meet EU regulatory requirements to society before 2031. metals compared to traditional lead-acid batteries and lithium batteries. The hard carbon raw

At the raw material end the Company insists on using low-carbon footprint raw materials actively communi- material for the anode comes from biomass materials such as coconut shells wood chips straw

cates with suppliers to understand the carbon footprint and environmental impact of raw materials and and walnut shells reducing mining pollution and high energy consumption and carbon emissions

prioritizes the procurement of low-carbon and environmentally friendly materials. Meanwhile the Company associated with traditional graphite manufacturing. Additionally the sodium-ion battery not only

has set phased targets for recycled materials to gradually increase the proportion of recycled materials in achieves a cycle life of over 10000 times but also possesses full lifecycle advantages of "raw

products comprehensively reducing the environmental impact of raw materials. material waste reduction → production energy consumption reduction → resource sustainability →

high recycling potential" fully supporting sustainable development.At the R&D end the Company specializes in long-lifespan battery technology and has innovatively launched

the 5MWh long-cycle energy storage system Mr.Giant Pro featuring "zero degradation in 5 years". In addition

the proprietary SEI membrane targeted repair technology enables battery cells to automatically repair defects

during use effectively delaying degradation improving cycle life and achieving breakthroughs of "zero

degradation in five years" and "photovoltaic-storage lifespan parity".Meanwhile the Company focuses on optimizing environmental impacts across the full lifecycle. Taking the

innovative LMX technology as an example: during the use phase its high energy density of 205Wh/kg supports

electric heavy-duty trucks with a range exceeding 500 kilometers reducing charging energy consumption; the

-20℃ low-temperature operating window and 30% performance improvement enable efficient and stable

operation under cold region conditions expanding the substitution scope of electric heavy-duty trucks for

high-emission diesel heavy-duty trucks and achieving continuous carbon reduction and emission reduction.During the recycling and scrapping phase this technology extends battery cycle life to over 5000 times

through material-level optimization significantly delaying battery scrapping cycles and reducing waste

generation. In addition the Company actively participates in multi-stakeholder initiatives and industry

collaborations to jointly promote green transformation across the industrial chain. In June 2025 the Company

jointly launched the global lithium battery recycling network platform with partners including Huayou Cobalt

GEM BASF and Envision Greenwise ensuring that core materials "come from batteries and return to batteries"

minimizing resource consumption and environmental footprint across the full lifecycle to the greatest extent.In the future we will continue to improve the green design system promote environmental performance

improvements across the product lifecycle through technological innovation and supply chain collaboration

and provide high-quality solutions for global green and low-carbon transformation.

28About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Scientific and Technological Innovation Achievements

Sodium-ion Battery Energy Storage System 42% Carbon Reduction Across Full Lifecycle of Sodium-ion Battery

In September 2025 the first large-capacity sodium-ion battery energy storage system at EVE's Jingmen Base was

successfully connected to the grid for commercial operation. Independently developed by the Company this system

adopts the NF155L sodium-ion battery based on the NFPP system achieving outstanding advantages including wide

temperature range operation (-40℃ to 60℃) power discharge above 1P and cycle life exceeding 30000 times

adapting to energy storage needs in all scenarios. Meanwhile through chemical system optimization the NF155L cell

demonstrates superior safety performance and supports ultra-long storage at 0% SOC ensuring safe and smooth

processes during storage transportation and assembly. In addition benefiting from its long lifespan and environ-

mentally friendly composition the full lifecycle carbon emissions of this cell are reduced by over 42% compared to

lithium-ion batteries.Open-Source Battery Open-Source Battery E-Platform EnablesGreen Construction Machinery Robot Battery

EVE was selected among Morgan Stanley’s

Top 100 Robotics Suppliers

In the construction machinery sector the Company launched the open-source battery E- In August 2025 the Company showcased its full-chain robot battery solutions at the Beijing

platform covering multiple scenarios including forklifts aerial work platforms loaders and 2025 World Robot Expo demonstrating technical capabilities spanning cells BMS and Pack

mining trucks. The CTB 448 kWh technology advantage addresses pain points in the construc- and launched two high-performance cells: the G26P power-type cell supports extreme fast

tion machinery sector such as space constraints limited battery layout and insufficient charging in 9 minutes to meet high-intensity operations; the G26Q energy-type cell achieves

range. For the mining truck rear-mounted scenario this product reduces weight by 500kg an energy density of 310Wh/kg to ensure long-lasting operation. Both products share

compared to similar products helping increase mining truck cargo capacity by 500kg; common advantages of lightweight design efficient heat dissipation and wide temperature

meanwhile it lowers the vehicle center of gravity by 30% and height by 50% expanding rear range operation (-35℃ to 65℃). The innovative "dual-battery technology" achieves continu-

window visibility and significantly improving vehicle safety. Benefiting from the CTB high-in- ous operation without downtime and seamless power switching through dual battery pack

tegration design this product supports 5-minute quick lifting and installation enabling fast and hot-swappable design effectively resolving safety risks of operation interruption and

installation and replacement with low maintenance providing long lifespan and high safety single point of failure significantly improving reliability at the system level.assurance for complex working conditions such as heavy-load start-stop and high-frequency

vibration and facilitating green and low-carbon transformation in construction machinery.

29About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

2025 R&D Honors

Omnicell Large Strategic Product Sets Benchmark for

Cylindrical Battery New Generation Electric Vehicles

The Omnicell large cylindrical battery features standardization zero swelling and high National-Level Lithium Manganese Primary Batteries (Cells) rated as National Individual Champion

strength balancing efficient manufacturing with application adaptability. This battery Product in Manufacturing Industry

reduces impedance by 60% through full-tab technology enhancing power and

thermal stability; it adopts a new generation silicon-based anode to improve energy

density by over 15%; the directional pressure relief and explosion-proof design Provincial-Level Power-type High Specific Energy Lithium-ion Batteries

achieves triggering within 4 milliseconds and releases over 50% of heat within 5

seconds; with a strength of 550MPa steel shell 1500MPa hot-formed steel base and Long-lifespan Sodium-ion Batteries

3500MPa aviation-grade glass fiber the overall collision energy absorption reaches

1000J and the structural strength surpasses that of prismatic batteries achieving Medical Small Lithium-Manganese Dioxide Batteries

"intrinsic safety" from cell to system. Currently the BMW iX3 model has successfully 46 Series Cylindrical Power Battery Fully Automatic Intelligent Equipment

adopted this battery achieving a CLTC comprehensive range of over 900 kilometers awarded as Famous High-tech Products of Guangdong Province

and over 400 kilometers of range with 10 minutes of fast charging setting a new

benchmark for new generation electric vehicles.Provincial-Level Guangdong Engineering Research Center for Lithium-ion Batteries

Platforms

Guangdong Huizhou EVE Power Battery Pilot Platform

Intelligent Factory for Full-process Digital-Intelligent Integration Control of Power

Batteries

Others First Prize of Science and Technology Progress Award by the All-China Environment

Federation

Goals and Progress

Goals/Indicators Progress in 2025

The Company has established a clean technology increasing investment target aiming to increase its investment in green

products and clean technology by RMB 3 billion (USD 430 million) by 2028 compared with 2024. 4 ???% of the annual target achieved

Key scientific and technological innovation carbon reduction project achievement rate 100% A total of 19 key projects with 19 completed achieving a ???% completion rate

4 The statistical scope covers investment amounts in areas such as R&D production/manufacturing and business line expansion related to green products and clean technology.

30About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Product Quality and Safety

Governance Risk Management and Response Actions

EVE has established the Product Safety Management Committee

composed entirely of senior management: the president serves as the Quality Management System

highest management responsible person; the vice president in charge

of quality serves as the chief product quality and safety officer

responsible for coordinating quality and safety work and assessing

quality and safety status with veto power over product safety matters; EVE strictly observes the Product Quality Law of the People's Republic of China the EU Batteries and Waste Batteries Regulation and other laws and

and vice presidents in charge of functional and R&D departments regulations and follows quality management systems in the automotive electronics medical electronics and other industries at home and

serve as committee members. The Product Safety Management abroad building an integrated quality management system covering the full product lifecycle. The Company has developed the Quality Manual

Committee aims to resolve product safety issues forming an the Product Safety Control Procedures the Risk and Opportunity Identification and Assessment Control Procedures the Nonconforming Product

end-to-end safety management and technical organization to Control Procedures and other documents to define the responsible departments in all business links standardize routine procedures and tool

efficiently meet the Company's product safety management needs. forms for quality and safety management and establish a rigorous battery product safety management system.The Company has also established a systematic and regular supervi- EVE has formulated the Risk and Opportunity Identification and Evaluation Procedure establishing a sound mechanism for risk and opportunity

sion mechanism organized by the quality center to conduct compre- identification assessment control review and evaluation. The risk and opportunity management group conducts quality risk and opportunity

hensive product quality and safety inspections across all mature identification and assessment work at least once every year adopts different control measures and monitoring frequencies based on identified

operating factories on a monthly basis ensuring effective implemen- risk levels and creates the Risk and Opportunity Control List. It regularly conducts internal audits of the measures taken for risks and opportunities

tation of product safety policies at every stage. to ensure effective control of quality risks.In 2025 100% of the Company's mature battery manufacturing entities with certification qualifications were certified by ISO 9001:2015 quality

Strategy management system or IATF 16949:2016 automotive quality management system. For hazardous substance management the Company effectively operates the QC080000 hazardous substance process management system and has formulated the Regulations on the Management of

Conformity of Batteries Exported to the EU systematically ensuring that products meet the requirements of laws and regulations in target markets

and customer requirements.EVE consistently implements the quality policy of "focusing on

customer needs being extremely serious resolutely achieving the All production bases of the Company conduct at least one internal audit and management review every year and accept third-party certification

highest industry standards and continuously improving product and or surveillance audits to ensure the suitability adequacy and effectiveness of the quality management system.In 2025 the Company was not

service quality". It has established quality goals such as "100% involved in any hazardous substance violation notification incidents and did not experience any major safety or quality liability accidents related

product safety compliance rate" and achieves refined management to products and services.through layer-by-layer decomposition into process indicators and

result indicators ensuring safety responsibilities are assigned to

specific positions and personnel.EVE designates 2025 as the "Year of Quality Digital Transformation"

utilizing digital means to systematically improve product qualification

rates. Through real-time data monitoring and risk early warning

mechanisms it achieves precise insight and proactive prevention and

control of potential safety risks thereby driving operational efficiency

optimization precise cost control and customer satisfaction improve-

ment. We are committed to building a transparent efficient and

intelligent quality management ecosystem making data the core

guarantee of quality and safety and advancing toward a smarter

more reliable and more competitive future.

31About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Accountability and Emergency Response Mechanism

To comprehensively control product safety and quality risks the Company has

established a systematic and hierarchical emergency response and account- Product Recall Process

ability system.In terms of safety emergency response the Company has formulated the Collection of Defect Information

Emergency Preparedness and Response Control Procedures defining manage-

ment requirements for building fire protection production equipment fire

protection emergency materials and emergency training and drills and has Defect Assessment

established a sound emergency response mechanism for emergency

situations.For product safety incidents at the market end the Company has established Recall Plan

dual institutional safeguards: on one hand the Customer Complaints Control

Procedures have standardized the response and handling processes clarifying

notification mechanisms response times and emergency team configura-

tions covering the full process from receipt and analysis to closed-loop Issuance of Recall Notice

handling; on the other hand the Regulations on the Management of Failure

Analysis of Battery Safety Incidents at Market End have established standard

processes from penalty imposition troubleshooting root cause analysis to

implementation of corrective and preventive actions. Meanwhile the Compa- Implementation of Recall

ny has established product recall processes and management methods

formulating the Product Recall Management Procedure to clarify recall

classifications initiation conditions execution processes and cross-depart-

mental recall team configurations. Ending of Recall

For products with safety defects that have already circulated to the market the

Company has formulated and implemented the Product Recall Management

Procedure clarifying recall classification initiation conditions execution Recall Effect Assessment

processes and cross-departmental recall team responsibilities establishing a

systematic recall management mechanism. In 2025 the Company did not

experience any situations requiring product recall initiation.Recall Effect Work Record

In the incident investigation and handling process the Company strictly

implements the "Four No-Lessen" principle: no letting go until the cause of the

accident is thoroughly investigated no letting go until the person responsible

for the accident is dealt with no letting go until the person responsible for the Punishment of Responsible Departments

accident and surrounding people are educated and no letting go until

corrective measures for the accident are implemented. Product safety

incidents are classified into four levels: especially major major relatively

major and general. Once an incident occurs the Company will conduct Advisory Notice

investigation and accountability in accordance with the Accident Management

Procedure clarifying responsibilities and processes at each stage and

implementing hierarchical penalties including termination of labor contracts

in serious cases.

32About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Digitalization Development

Centered on the core orientation of "quality data-driven empowering quality improvement and manufacturing operations" the Company has constructed the "2+1" quality digitalization project and platform. Through quality digitaliza-

tion empowerment it promotes the transformation of manufacturing quality control mode from passive inspection and reactive response to proactive prevention and continuous improvement.

2 digitalization projects 1 digitalization platform

Digitalization Project 1.0 Digitalization Project 2.0 President's Cockpit Digital Platform

Advancing digital quality inspection and focusing on core quality improvement Promoting comprehensive online deployment of IATF16949 Implementing closed-loop control real-time

work to achieve transformation from "quality inspection" to "quality improve- system processes in the digital management system connect- monitoring data-based analysis and early

ment". As of the end of the reporting period 41 factories completed quality ing the full chain of three major business flows including warning for full-process quality. Relying on digital

digitalization promotion and implementation 29 factories passed digital products raw materials and operation and maintenance support it achieves precise decision-making for

certification for CP (Control Plan) and Cpk (Process Capability Index) and the improving process efficiency and traceability accuracy and process quality from an overall perspective to the

implementation coverage rate of the quality digitalization project reached achieving full-process digital control of quality system site level.

93.2%. management.

Quality Culture Development

EVE is committed to building a quality culture with participation from all employees systematically advancing through multiple initiatives: senior management conducts monthly

on-site quality inspections and discussions with employees at the front line; monthly performance ratings are implemented for mass production factories with gold and silver factory

honors awarded with 9 silver factories and 1 gold factory recognized to date; specialized training and recognition are provided to key partners; the quality center organizes monthly The quality center organized a total of

quality meetings to report progress share experiences and recognize advanced performers continuously improving the effectiveness of quality management. ??? training sessions

In addition the Company regularly conducts product quality and safety training every year. In 2025 the quality center organized a total of 255 training sessions covering topics including

quality tools (Six Sigma seven basic quality tools 8D etc.) product safety documentation and systems product knowledge project management and AI applications.Goals and Progress

Goals/Indicators Progress in 2025

After-sales quality improvement: 3MIS (3-month) failure rate per 1000units 0.4‰ ???% achieved

Quality cost saving rate ???% achieved

Excellence performance management coverage 100% gold and silver factory ratio 20% ???% achieved

PPB quality: 100% digitalization rate for 40 CC/SC items ???% achieved

33About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Customer Service

Adhering to a customer-centric service philosophy the Company follows customer relationship management regulations such as Sales Pre-sales

the Key Account Management Regulations the Customer Complaint Handling Control Procedure and the Customer Satisfaction

Service headquarters Survey Procedure. It has established a "six-in-one" war room team led by sales managers and composed of key roles in marketing

at home and abroad pre-sales technical support project management delivery and after-sales quality identifying customer needs from multiple Market

?? dimensions and providing customized services. Delivery

In 2025 the Company established 12 regional customer service headquarters at home and abroad with service personnel

stationed long-term in their respective regions to strengthen customer connections and respond quickly to needs. Meanwhile

through the construction and application of the Customer Relationship Management (CRM) system the Company integrates Project

customer information conducts customer segmentation and profiling achieves precise marketing and personalized services After-sales

and further enhances customer satisfaction.Customer complaint handling

The Company has established a full-process mechanism of "rapid response + precise tackling": specialized after-sales service combat teams are formed based on customer attributes

strictly implementing the "2485 principle" to control processing timeliness; simultaneously five major VRT specialized analysis groups are established with professional division of

labor focusing on specific domain issues precisely tackling problems to improve complaint closure efficiency. In addition through the QMS system the Company achieves full-lifecy-

cle digital management of customer complaints standardized process tracking real-time progress monitoring and continuous improvement of team problem-solving capabilities and

response efficiency based on data analysis and mining of common issues.?h ??h ??h ? days

Make first Take urgent measures and make Analyze causes develop countermeasures Implement countermeasures verify their effectiveness

response within 2h the second response within 24h and make the third response within 48h and make the fourth response within 5days

Customer After-sales Service

The average score for EVE has established smooth feedback channels for external stakeholders including customers facilitating their raising of concerns or seeking solutions regarding product defects and

after-sales service follow-up other issues. Relevant parties can provide feedback through customer service hotlines online messages on the official website dedicated email addresses and other channels. The

calls was Company provides customers with a 7*24h toll-free service hotline (400-050-3628) to quickly receive after-sales service requests or problem feedback and complaints from customers

??.? and immediately addresses customers' after-sales service needs. The resolution and satisfaction of customer needs are confirmed through hotline follow-up calls. In 2025 the average

score for after-sales service follow-up calls was 99.6.The average score of the In 2025 the Company's after-sales service system maintained the validity of the National Commodity After-sales Service Compliance Certification (Five-star) Certificate the After-sales

customer satisfaction Service System Perfection Degree Certification (CTEAS) (Seven-star Excellence) Certificate and the Service Capability Continuous Validity Verification (Twelve-star) Certificate. In 2025

survey was as a main drafting unit the Company participated in the compilation of the Technical Specifications for Post-Warranty Replacement of Power Battery Systems of Urban New Energy Bus

??.? (T/CBHA005-2025) clarifying operational standards for key links such as ultra-warranty battery detection dismantling and installation for urban new energy buses avoiding safety hazards caused by non-compliant replacement or substandard technology enhancing industry standardization levels and effectively safeguarding customers' relevant rights and

interests.EVE places great emphasis on customer opinions and suggestions. In accordance with the Customer Satisfaction Management Procedure it conducts customer satisfaction surveys

twice every year to comprehensively collect and understand customer satisfaction regarding the Company's technology pre-sales services business quality delivery and after-sales

services. In 2025 the average score of the customer satisfaction survey was 94.6.

34About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Intellectual Property

EVE strictly observes the Patent Law the Trademark Law the

Copyright Law the Anti-Unfair Competition Law and other

relevant laws and regulations. It consistently adheres to indepen-

dent development and technological innovation continuously

conducts daily application maintenance and risk monitoring of a total of ????? domestic and foreign patents granted and

intellectual property has established a sound infringement

prevention and response mechanism and enhances employee applied for including ???? valid granted patents

awareness and professional capabilities through themed training

to ensure effective protection and compliant utilization of innova-

tion achievements.EVE has been certified by the GB/T 29490 Enterprise Intellectual The number of invention patent The number of invention patents

Property Management System and recognized as a National

Intellectual Property Demonstration Enterprise and a Guangdong applications was ???? granted was ????

High-tech Enterprise. As of the end of the reporting period the

Company possessed a total of 14725 domestic and foreign

patents granted and applied for including 8946 valid granted

patents; the number of invention patent applications was 6971

and the number of invention patents granted was 1300. During ?invention patent

the reporting period one invention patent won the "Guangdong won the "Guangdong Patent Silver Award"

Patent Silver Award" and the "EVE" and "EVE" trademarks were

awarded the "Guangdong Province Key Trademark Protection List

Certificate".Total patent applications (pieces) the "EVE" and "EVE" trademarks

Patents granted (pieces) were awarded the "Guangdong Province Key

14725 Trademark Protection List Certificate"

10007

8946

7430

6293

4925

202320242025

35About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

05

ENVIRONMENTAL Topics Disclosed Contribution to SDGs

PROTECTION 1 Response to climate change2 Emissions and waste management3 Circular economy

4 Environmental compliance management

5 Energy utilization

6 Water resource utilization

7 Ecosystem and biodiversity conservation

36About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Climate Response

EVE has integrated climate issues into the core of its ESG governance framework establishing a three-tier governance structure for climate-related matters spanning the decision-making

management and operational levels. This structure clearly defines the responsibilities of each tier enabling top-down implementation of climate change management.Governance Structure

Climate Change Governance Entities Role and Composition Responsibilities Frequency

Review and validate the institutional framework and operational mechanisms for climate change

response and assess the effectiveness of climate risk evaluation and internal control systems to ensure

Decision-making level their capability to address potential environmental challenges.Strategy and Sustainability Committee Comprehensively review the ESG strategy and planning that integrate climate considerations and AnnuallyComposed of three directors with the evaluate the achievement of annual key performance indicators and targets.chairman serving as the chairperson.Deliberate on the establishment and implementation pathways of GHG reduction targets and approve

budgets related to climate change response to ensure the rational allocation and utilization of resources.Assess and manage risks and opportunities arising from climate change to inform major transaction

Management level decisions and formulate response strategies.Composed of senior executives from Closely monitor and oversee key risk indicators to ensure the smooth progress of carbon reduction Climate Change Management Semi-annually

Committee relevant business departments with the targets. Quarterly

President serving as the Chairperson. Proactively engage in in-depth communication with all stakeholders on climate change issues and report

progress and outcomes regularly to the Strategy and Sustainability Committee.Plan and rigorously implement the carbon reduction roadmap to ensure the achievement of targets.Execution level Achieve operational targets for energy efficiency and carbon emissions and implement measures to Semi-annually

Climate Change Working Group Composed of relevant departments from address climate risks and opportunities.Quarterly

each business unit with department MonthlyEnsure the effective implementation of carbon reduction targets at the product level.heads taking the lead. Ad hoc

Drive continuous progress in internal capacity building.To systematically address climate change challenges the company regularly organizes specialized climate-related training sessions to enhance the competency of management teams and

all employees in identifying risks seizing opportunities and formulating strategies. In 2025 the company conducted six specialized climate-related training sessions and invited external

experts to lead in-depth discussions on climate issues. specialized climate-related

Meanwhile EVE optimizes its sustainability leadership performance evaluation mechanism. In 2025 it developed and implemented the Assessment Plan for Responsibility in the Field of training sessions

Sustainable Development incorporating climate-related performance indicators such as carbon emissions intensity per unit of product green electricity usage ratio and energy consumption ?

per unit of product into performance evaluations and compensation incentives. This initiative increased the weight of ESG indicators in executive performance assessments to approximately

5% driving management and relevant departments to actively engage in and implement low-carbon transition initiatives.

37About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Strategy

EVE actively responds to The Paris Agreement and China's "dual carbon" policy framework by establishing and steadily advancing the CREATE Carbon Neutrality Strategic Transformation Plan. EVE is committed to achieving operational

carbon neutrality (Scope 1 and Scope 2) by 2030 and carbon neutrality across its core value chain (including Scope 3) by 2040. This pathway is designed with full consideration of current policy and market trends including the steady

advancement of China's "dual carbon" policy framework the continuous decline in renewable energy costs and the ongoing expansion of green power supply capacity.CREATE Carbon Neutral Action Plan ?We CREATE for a Net-Zero Future

Carbon neutrality in operations by 2030 Carbon neutrality across the core value chain by 2040

Full lifecycle carbon From "cradle" to "cradle" Efficient production Green supply chain accounting and operations management Driven by technology Green energy transition

E-Carbon Battery recycling Ultimate standards Sustainable supply chain Silicon-carbon materials Carbon-neutral factory

Carbon footprint Echelon utilization Ultimate efficiency audit Solid-state battery Energy saving and efficiency

management system Ultimate management Battery passport Sodium-ion battery enhancement

Impact Risk and Opportunity Management

The company comprehensively and systematically identifies climate-related risks and opportunities relevant to its core business operations referencing the Task Force on Climate-Related Financial Disclosures (TCFD) IFRS Sustainabil-

ity Disclosure Standard 2: Climate-Related Disclosures and the Hong Kong Stock Exchange's Implementation Guidance on Climate-Related Financial Disclosures. EVE conducts a multidimensional qualitative analysis considering global

energy transition efficiency improvement and technological innovation trends to identify potential risks such as stricter regulations accelerated technological substitution shifts in market preferences and supply chain resilience

challenges. The analysis encompasses key areas including business operations (energy consumption production processes) supply chain management (supplier carbon performance recycled material substitution) and the full

product lifecycle (design manufacturing recycling). By referencing industry best practices and policy guidelines the Company has formulated a comprehensive set of response strategies.

38About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Climate Risk and Opportunity Identification Process

The company identifies climate risks

and opportunities through the Step 1 Step 2 Step 3

following steps and will dynamically Based on industry research and recommen- The company has conducted internal research and interviews drawing on industry The company assesses the potential

adjust its identification and response dations from internal and external experts studies and external expert advice to determine the scope of value chain impacts impacts of climate risks and opportunities

measures for climate-related risks the company has comprehensively identified associated with relevant risks and opportunities. It has comprehensively assessed and on its revenue costs assets and other

and opportunities in light of changes climate-related risks and opportunities that prioritized the likelihood and impact of identified risks based on the two key aspects thereby establishing a comprehen-

in the external environment and its may impact its business operations resulting dimensions of "risk probability" and "risk coefficient" and compiled internal response sive and scientifically sound inventory of

own business practices. in a preliminary list. measures. climate risks and opportunities.Risk/Oppor- Risk/Oppor- Risk/Oppor-tunity Impact on

Impact Impact

tunity Type tunity Name Value Chain Time

Impact

Likelihood Magni- Impact Pathway Financial Impact Description Resilience-Building InitiativesDescription Horizon5 tude

During the planning and design phase prioritize the

Global warming has led to a persistent rise in average

Increased energy consumption in cooling selection of high-efficiency equipment and optimize

Average Medium- temperatures increasing the load on cooling systems More likely Medium- systems directly leads to higher energy costs pipeline network layouts. In the operational management temperature Direct operations term than not low during battery production and storage thereby boosting rise Long-term and rising production and operational phase strengthen real-time equipment monitoring and energy consumption and driving up production and

expenses. timely maintenance while leveraging AI technology to

operational costs.achieve automated dynamic parameter adjustments.Some of the company's production facilities and R&D

centers are located in coastal areas. Rising sea levels could Damage to production and operational Develop and regularly update flood emergency response

More likely Medium-

lead to flooding or tidal surges potentially causing facilities in coastal areas has resulted in asset plans implement flood control facility upgrades conduct Chronic Sea level rise Direct operations Long-term than not low

physical equipment damage inventory losses and production impairment; Disruptions to production emergency response drills and establish rapid

disruptions. capacity have led to reduced revenue. post-disaster recovery mechanisms.Critical stages of battery production rely heavily on

Physical Upstream value industrial water for electrolyte preparation electrode

Reduced revenue due to decreased Implement water-saving measures such as recycled water

risks Water stress chain Long-term Likely Medium- material cleaning and process cooling. Water scarcity production capacity; Water scarcity has reuse and condensate recovery to ensure supply through

Direct operations low could disrupt production continuity or reduce capacity driven up water prices leading to increased water storage facilities; utilize AI technology to optimize

while rising water prices will increase operational costs. indirect operating costs. water management decisions.Ensure energy security through diversified power sources

Short-term Extreme heat waves have triggered power shortages and optimize load coordination mechanisms deploy energy

Heat wave Direct operations Medium- Likely Medium- Decreased production capacity and reduced

term low reduced transmission efficiency impacting the stability of storage systems and advance green power direct income due to power supply interruptions

Long-term production and operations. connection projects to enhance emergency response

plans for energy disruptions.Acute

physical Climate change has led to an increase in typhoon

Upstream value Refine relevant disaster response plans conduct regular

chain frequency potentially threatening coastal production Medium- Increased equipment maintenance costs; typhoon emergency drills and implement facility

Tropical term More likely bases. This could result in damage to factory facilities Direct operations Low Decreased operating revenue due to reinforcement measures; coordinate reinforcement cyclone Long-term than not disruptions to power infrastructure and obstructions to

Downstream production interruptions. budgets and insurance claims processes to ensure

value chain logistics and transportation thereby impacting efficient risk management.production continuity and supply chain stability.

5 The definitions of short- medium- and long-term align with the company's strategic planning framework: 0?3 years (short-term) 3?5 years (medium-term) 5?10 years (long-term)

39About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Risk/Oppor- Risk/Oppor- Risk/Oppor- Impact on Impact Impact Impact

tunity Type tunity Name tunity Value Chain Time Likelihood Magni- Impact Pathway Financial Impact Description Resilience-Building InitiativesDescription Horizon3 tude

Consumer demand for green and low-carbon products Accelerate the development of low-carbon and

Changing Downstream Medium- More likely Medium- has significantly increased with environmental attributes

Decreased operating revenue due to environmentally friendly products; Strengthen ESG

Market risk customer

behavior value chain

term

Long-term than not low becoming a core factor in purchasing decisions; failure to

reduced demand for products and disclosure and green marketing strategies to enhance

meet this demand will lead to a decline in product sales. services product competitiveness in sustainability.The domestic carbon market covers certain subsidiaries Carbon emissions trading increases Implement the “Zero-Carbon Strategy” to advance

Upstream value

chain and overseas operations leading to increased carbon indirect operating costs; carbon tax

emission reduction projects and lower emission intensity;

Carbon actively collaborate with suppliers to optimize carbon

pricing Direct operations Long-term Very likely

Medium- emission costs. Carbon tax policies in multiple countries policies drive up supply chain costs

low footprint management and reduce supply chain carbon mechanism are driving up supply chain carbon costs causing higher directly raising raw material and logistics

Downstream costs; dynamically analyze carbon cost fluctuations and

value chain procurement prices for raw materials and logistics procurement prices while squeezing coordinate carbon emission allowances through the

through price transmission mechanisms. gross profit margins. internal carbon market.Policy risk

and Legal risk In accordance with relevant regulations such as the EU Increased compliance investments have

Compliance Upstream value Battery Regulation the company will need to implement

Conduct forward-looking analysis of domestic and

led to higher administrative expenses;

with chain

Short-term

Medium- Medium- compliance measures including product carbon footprint

international climate-related regulations and policies

non-compliance risks may trigger

International Direct operations term Very likely high assessment database procurement and product and actively participate in the formulation of industry Transition Climate-Relat- substantial fines driving up non-operating

risks Downstream Long-term

certification. These initiatives aim to enhance operational standards; Advance the development of carbon footprint

ed Policies value chain and supply chain transparency and accountability expenses; export restrictions have caused management systems and product certification.thereby increasing management costs. a decline in operating revenue.The trend toward a low-carbon society is driving stringent

Upstream value requirements for clean and efficient technical standards Accelerate the development of low-carbon and

Transition to chain in battery products and the application of recycled The decline in orders directly resulted in a environmentally friendly products promote the use of

Technical low-emission Medium- Likely Medium-risk materials. Simultaneously customers are mandating low technologies Direct operations term low decrease in operating revenue; increased recycled materials optimize product design to meet

and products Downstream carbon footprints for products necessitating additional R&D expenses drove up operating costs. low-carbon requirements and establish a dynamic

value chain R&D investments by companies to meet technical carbon footprint monitoring mechanism.specifications. Failure to comply will result in lost orders.Increased

partner and Enhance ESG disclosure and stakeholder engagement to

stakeholder If a company fails to meet its objectives or customer

Reputational concern or Medium- Declining market share has led to a

risk negative Direct operations Short-term Very unlikely requirements its brand reputation will suffer thereby

elevate the brand's sustainable image; Continue

low decrease in operating revenue.partner and impacting the enterprise's sustainable development. integrating climate change response into strategic

stakeholder planning to ensure timely and transparent action.feedback

As major markets like China transition their policies Enhanced energy efficiency reduces

from“ dual control of energy consumption” to“ dualindirect operating costs; Optimized Advance the development of smart factories to achieve

Direct operations Short-termcontrol of carbon emissions” the application scope for

production capacity drives revenue refined management of production data and resource

Utilizing new Medium-Downstream value Virtually Medium-

low-carbon technologies has significantly expanded.technologies term certain high This shift drives corporate energy conservation growth; While technological upgrades

conservation; Implement energy-saving technology

chain Long-term emissions reduction and green transformation increase short-term capital expenditures upgrade projects combining incentive mechanisms to

enhances energy utilization efficiency and creates high investment returns ensure overall enhance investment returns and optimize financial

opportunities for technology export and revenue

financial gains. metrics.Transition Resource

growth.opportunity efficiency opportunity

As battery recycling scales up key materials such as

Upstream value lithium cobalt and nickel from spent batteries are Lower raw material procurement costs Establishing the first global cross-continental lithium

chain

Recycling Long-term More likely Medium- recycled promoting the substitution of virgin resources have reduced direct expenses; Growth in battery recycling platform through the“ Cradle Project” Direct operations than not high with recycled materials and reducing raw material recycling operations has driven an increase enhancing raw material regeneration efficiency via offline

Downstream

value chain procurement costs. Concurrently the growth in recycling in operating revenue. collection and an online platform.operations directly boosts operating revenue.

40About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Risk/Oppor- Risk/Oppor- Risk/Oppor-tunity Impact on

Impact Impact Impact

tunity Type tunity Name Value Chain Time Likelihood Magni- Impact Pathway Financial Impact Description Resilience-Building InitiativesDescription Horizon3 tude

In the realm of green electricity utilization battery Establish the Group's energy manage-Reduce energy usage costs and minimize

manufacturers are shifting from passive absorption to ment objectives advance distributed

Opportunities indirect operational expenses; While renewable photovoltaic construction and the

in energy Renewable Direct Long-term Virtually Medium-

proactive strategic deployment. The value of this energy deployment may entail increased

transition extends beyond mere carbon reduction procurement of green electricity and sources energy usage operations certain low upfront capital expenditures it delivers becoming a core competitive advantage for restructur- green certificates optimize the energy substantial long-term financial benefits.ing cost structures and securing market premiums. cost structure and enhance market

premium capabilities.Amid the wave of electrification and intelligentization

consumer market demand for batteries has shown

Developing new Upstream steady growth. Driven by both policy guidance and

Product and products or value chain technological breakthroughs downstream demand for

Strengthen support for forward-looking

service services through Direct power batteries has increased significantly. The Increased demand for new products directly technology R&D; advance low-carbon More likely

opportunity research and operations Long-term Highthan not company places high importance on R&D investment drives revenue growth; heightened R&D transformation plans for products

development

Downstream and enhancing its own R&D capabilities. In response to investment temporarily raises operating costs. aligning R&D with sustainable develop-innovation

value chain industry trends it actively pursues new product ment goals.development and technological reserves gradually

increasing its market share.Subsidiaries included in the carbon emissions trading

market must conduct regular carbon emissions Surplus carbon emission allowances can Implement carbon emissions monitor-

monitoring reporting and verification and surrender generate additional revenue for companies ing reporting and verification

Participate in the

Direct operations Long-term Very likely Low their carbon emission allowances. If a company's actual through market trading; however annual mechanisms; advance internal carbon carbon market emissions fall below its allocated allowances the greenhouse gas verification and the implemen- pricing pilot programs; optimize quota

Transition surplus allowances can be traded on the carbon tation of energy-saving technological upgrades management strategies to maximize

opportunity market generating additional revenue for the still incur corresponding management costs. market returns.company.Market

opportunity

The global acceleration in phasing out fossil fuels is

unleashing investment demand for new energy

infrastructure. Governments worldwide are setting

Secure new Market demand growth directly drives revenue Expand green financing channels Upstream value Medium- specific targets incentives and conditions to accelerate financing Long-term increases; Increased green investment and actively seek policy support and

arrangements chain Likely low the energy transition. Market demand for power and financing opportunities lower financing costs optimize financing structures to reduce

energy storage is growing driving revenue expansion. and reduce financial expenses. financing costs.Companies are gaining increased access to green

investment and financing opportunities with potential

for greater policy subsidy support.The company regards energy management as a critical

strategic priority positioning energy conservation and

efficiency improvements alongside renewable energy

substitution as key pathways to achieving carbon Implement energy-saving technical

Enhance resilience neutrality. It continuously implements energy-saving

Implement energy-saving and carbon-reduc- upgrades and renewable energy

Resilient

opportunity to the impacts of Direct operations Long-term Likely

Medium- technical upgrades for existing projects and tion initiatives to achieve energy efficiency and applications advance green factory

climate change low incorporates energy-efficient designs into new projects carbon reduction benefits thereby reducing certification and optimize energy

to enhance energy utilization efficiency. These efforts the company's indirect operating costs. management processes to achieve cost

have earned the company the national Green Factory savings.designation and strengthened its competitive edge

within the industry.

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Case Building a Climate-Resilient Emergency Response System to Ensure Operational Continuity During Extreme Weather Events

To effectively address climate-related physical risks and enhance adaptability and emergency response capabilities under extreme environmental conditions the company has

established the Emergency Preparedness and Response Control Procedures. This procedure incorporates natural disasters triggered by climate change—such as heatwaves typhoons

torrential rains lightning freezing temperatures and snow/ice—into its key prevention scope. The climate emergency response plan system covers 100% of the company's operational

footprint. The climate emergency

response plan system covers

To ensure the reliable operation of critical energy facilities under extreme weather conditions the Energy and Power Management Department has established a specialized emergency of the company's operational

response team. This team develops targeted countermeasures for typical physical risk scenarios such as flooding caused by heavy rains power outages due to typhoons and pipeline footprint

ruptures. By proactively eliminating potential hazards the team enhances the disaster resilience of facilities. The Safety and Environmental Protection Center leads annual activities to

regularly disseminate emergency response plans and conduct scheduled drills. ???%

By 2025 the company had invested over 30 million yuan in climate risk assessment capacity building technological upgrades and personnel and resource allocation to implement

corresponding climate adaptation and mitigation measures.Based on the system's identification and cataloging of climate risks and opportunities the company develops resilience-building measures aligned with its

strategic planning cycle and allocates corresponding resources while assessing the financial impacts across different phases:

To strengthen operational resilience and compliance foundations the

In the short term company will allocate resources to enhance emergency response plans and

policy compliance measures. Related capital expenditures and administra-

(0-3 years) tive expenses will increase but this will mitigate risks of production halts or

asset losses caused by extreme weather events.As climate-related mitigation initiatives (such as water conservation

In the medium term emissions reduction and enhanced energy efficiency) are progressively

(3-5 years) implemented declining energy and carbon costs will drive improvements in

operating cash flow.Climate-related opportunities—including the accumulation of low-carbon

In the long term technologies and the development of green product portfolios—are

expected to translate into market competitiveness fueling revenue growth

(5-10 years) while mitigating high-carbon compliance risks and enhancing long-term

financial stability.

42About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Climate Scenario Analysis

EVE implements targeted climate scenario analysis methodologies using 2024 as the baseline year and 2050 as the projection year to quantitatively assess the potential impacts of key climate-related risks and opportunities

on operational and financial performance across its core business segments under various scenarios.6

Inventory of Climate-Related Risk and Opportunity Scenario Analyses and Associated Assumptions

Climate-Related Risks and Representative

Opportunities Categories Issuing Authority Scenario Name Scenario Description Temperature

Under this scenario the global community can implement proactive emission

Representative Concentration

Pathway reduction measures and achieve net-zero greenhouse gas emissions around 2℃

RCP 2.6 mid-century. By 2100 the global average temperature increase is projected to be

kept at a relatively low level.Intergovernmental Panel on

Physical risk Climate Change(IPCC)

Under this scenario economic activity and technological development will lead

Representative Concentration to a sustained increase in greenhouse gas emissions without effective mitigation

Pathway

RCP 8.5 measures. By the end of this century global surface temperatures will rise

3.7℃

significantly.Under this scenario the global energy sector achieves net-zero emissions by 2050.Net Zero Emissions by 2050 This pathway requires a rapid transition to low-carbon energy systems with a

Scenario (NZE) significant decline in fossil fuel demand and a substantial increase in the share of 1.5℃

low-emission power sources such as renewable energy and nuclear power.International Energy This scenario is based on the energy policies and climate commitments (such as

Transition Risks and Agency (IEA) Nationally Determined Contributions) currently announced by various countries

Opportunities Announced Pledges Scenario 1.8℃(APS) assuming that all these targets can be fully achieved as scheduled including

Nationally Determined Contributions and long-term net-zero goals.This scenario is based on the baseline of existing policies and regulations in

Stated Policies Scenario various countries without assuming the realization of additional commitments. It

(STEPS) depicts the future energy landscape under current policy trajectories typically

2.5℃

showing a slower pace of transition with fossil fuels remaining dominant.

6 Climate scenario analysis involves multiple uncertainties that may affect the precision and long-term reference value of analytical outcomes. These uncertainties include the future trajectory of climate policies the pace of technological transformation shifts in market behavior and

the actual implementation of global emission reduction pathways. Furthermore climate models still face limitations in predicting regional-scale extreme weather events while a company's operational resilience and the effectiveness of adaptation measures are constrained by both

evolving external conditions and internal resource constraints.

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Physical Risk Assessment

Scenario and Key Assumptions

Based on the IPCC's RCP2.6 and RCP8.5 low- and high-emission scenarios the company has

assessed the frequency intensity and impact scope of climate disasters facing each

operational site. This includes trends in the frequency intensity and impact scope of disaster Scenario Analysis Target Year 2050

events such as sea level rise drought and flooding. Considering operational characteristics Public Scenario Types RCP2.6 RCP8.5

and global geographic distribution the company further analyzed the vulnerability and

Company Operational Site Information Used to assess operational sites' vulnerability and sensitivity to

sensitivity of different sites to various climate hazards resulting in a physical risk exposure various climate hazards

distribution table for each operational location.Company Financial Data Used to determine physical risk exposure for tangible assets at key operational sites

Types and Indicators of Physical Risk Assessment Disasters

Risk Type Disaster Indicators Meaning of Underlying Data for Indicators Risk Name Scenario Risk-Free Low Risk Medium- Medium MediumCategory Low Risk Risk -High Risk High Risk

RCP2.6 0% 61% 26% 13% 0% 0%

Sea level rise Sea level rise in meters (Unit: meters) Water stress

RCP8.5 0% 35% 30% 9% 13% 13%

Chronic risk RCP2.6 57% 0% 43% 0% 0% 0%

(long-term Heat stress response Labor productivity change due to heat stress (%) Sea level rise RCP8.5 57% 0% 0% 43% 0% 0%

accumulation)

RCP2.6 0% 78% 22% 0% 0% 0%

Maximum temperature rise Daily maximum temperature (Unit: degrees Celsius) Crop failures RCP8.5 0% 9% 78% 9% 4% 0%

RCP2.6 4% 96% 0% 0% 0% 0%

Water Stress Baseline water resource stress level Flooding RCP8.5 4% 70% 17% 9% 0% 0%

RCP2.6 0% 4% 96% 0% 0% 0%

Comprehensive assessment of drought risk levels Drought7

Drought RCP8.5 NA

considering population and asset exposure

RCP2.6 0% 100% 0% 0% 0% 0%

Wildfires

Acute risk Crop Failure Annual proportion of population exposed to crop failure (%)

RCP8.5 0% 0% 70% 30% 0% 0%

(Sudden RCP2.6 0% 65% 35% 0% 0% 0%

Disaster) Heat stress

Flooding Annual proportion of land exposed to river flooding (%) RCP8.5 0% 13% 22% 57% 4% 4%

Maximum RCP2.6 0% 52% 48% 0% 0% 0%

temperature

Wildfires Annual proportion of land exposed to wildfires (%) increase RCP8.5 0% 0% 9% 83% 9% 0%

RCP2.6 0% 74% 26% 0% 0% 0%

Heatwaves

RCP8.5 0% 43% 26% 26% 4% 0%

Heatwaves Annual proportion of population exposed to heatwaves (%)

7 The table shows the percentage of operational sites exposed to various risk types; underlying drought data is missing under the

RCP8.5 scenario.

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Based on the physical risk assessment we Analysis of Value Exposure for Tangible Assets Under Different Scenarios

further selected three primary operational

sites (namely the Huizhou Zhongkai produc-

tion base Jingmen base and Ningbo base) Wildfires Hurricanes Floods

to calculate the value exposure of various

physical assets under major physical risk Scenario Type Historical RCP2.6 RCP8.5 RCP2.6 RCP8.5

types (wildfires hurricanes and floods). This

serves as the financial metric for quantifying Huizhou Zhongkai Base

the impact of physical risks.Jingmen Base

Ningbo Base

Scale of Vulnerable Fixed Assets

Low risk Low risk Low risk

≤10 million ≤10 million ≤10 million

Medium-low risk Medium-low risk Medium-low risk

10-30 million 10-30 million 10-30 million

Relatively High risk Relatively High risk Relatively High risk

≥30 million ≥30 million ≥30 million

Risk Analysis Results

The assessment indicates that the company is not exposed to climate change risks that could significantly impact business operations revenue or expenditures. No major financial losses resulting from physical climate risks

have occurred and the effectiveness of climate resilience initiatives has been validated in practice. The overall exposure to wildfires hurricanes and flooding at the three primary operational sites remains manageable with

physical asset value risk exposures below 1% across all locations. Specifically: The Huizhou Zhongkai production base requires heightened attention to potential impacts from tropical cyclones on production facilities and

equipment under the RCP8.5 scenario. Additionally fixed assets valued in the tens of millions at this base face flood risk exposure under both scenarios. The Jingmen base must guard against wildfire hazards triggered by

drought conditions. The Ningbo base exhibits low levels of both the proportion and scale of fixed assets vulnerable to physical risks rendering its exposure manageable.Response Measures

To enhance climate risk adaptation capabilities EVE has established a systematic climate resilience assurance framework. Currently the company has developed contingency plans for natural disasters such as floods and

hurricanes; allocated dedicated financial budgets to ensure the implementation of risk prevention and control measures; and constructed risk buffer mechanisms through risk transfer tools like comprehensive property

insurance. In 2025 the company experienced no significant financial losses attributable to physical climate risks demonstrating the practical effectiveness of its climate resilience initiatives.

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Transition Risk Assessment

EVE has conducted a transition risk assessment of potential carbon reduction costs arising from carbon emissions trading based on climate scenarios outlined in the International Energy Agency's (IEA) World Energy

Outlook and formulated corresponding response measures. The company has selected the Net Zero Emissions by 2050 Scenario (NZE) as the low-emission scenario the Announced Pledges Scenario (APS) with moderate

warming as the intermediate-emission scenario and the Stated Policies Scenario (STEPS) aligned with current national climate policy targets as the high-emission scenario. to assess potential transition risks under the

company's current carbon reduction strategy.Financial Impact of Transformation Risks Under Different Scenarios8

Scenario and Key Assumptions

Lower Carbon Reduction Costs

Scenario Analysis Target Years 2030 2040 2050 2025 2030 2040 2050 ≤200 million

Public Scenario Parameters Market carbon prices under different IEA scenarios

STEPS

Based on the company's reduction targets it will achieve operational carbon Medium Carbon Reduction Costs

Corporate GHG Emissions neutrality by 2030. Simulations will utilize historical GHG emissions data

(Scope 1 and Scope 2). 0.2-2 billionAPS

Corporate Financial Data Used to assess the extent of transition risks' impact on the company's financial position. NZE Relatively High Carbon Reduction Costs

≥2 billion

Risk Analysis Results

The financial impact of the company's current transformation risks accounts for less than 1% of enterprise value. Under the three climate scenarios future

carbon reduction costs exhibit significant variations but all show a trend of continuous growth starting from 2040 as carbon prices rise. Specifically under

the Net Zero Emissions (NZE) scenario by 2050—characterized by the most stringent policy requirements and the most urgent emissions reduction

pathways—EVE Energy anticipates facing higher carbon reduction cost pressures.Response Measures

The company continuously monitors policy and market dynamics prudently assesses risks and strengthens emissions reduction measures. This aims to

manage long-term costs through systematic proactive emissions reduction ensuring the company's sustainable development.

8 targets it must offset the equivalent amount through purchasing carbon allowances or credits. The resulting carbon costs can serve as the basis for assessing the financial impact of its transition risks. Conversely if the company achieves its set emission reduction targets on schedule the

associated transition risks will be effectively controlled.

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Transition Opportunity Assessment

Based on the IEA's growth projections for new energy businesses and the company's own business plans we conducted a quantitative analysis of potential growth opportunities for our core battery business arising from

future energy transition pathways. We selected the 2050 Net Zero Emissions (NZE) scenario aligned with the Paris Agreement's 1.5°C temperature rise target as the low-emission scenario the Announced Pledges Scenario

(APS) as the medium-emission scenario and the Steady-State Policy Scenario (STEPS) as the high-emission scenario for evaluation. Business gross profit scale was adopted as the financial metric to quantify the impact

of transition opportunities. The analysis assumes unchanged core business development plans with market share varying based on policy settings across different scenarios relative to current proportions.Analysis of Gross Profit Margin Scale Under Different Scenarios

Scenarios and Key Assumptions

Business Current Status and Lower Transformation

Segment Forecast Scenario 2024 2030 2050 Opportunities

Scenario Analysis Target Years 2030 2050 ≤5 billion

STEPS

IEA supply-demand data and growth rates for power batteries and energy

Public Scenario Parameters storage batteries across different scenarios used to estimate future market Power

Relatively High

Battery APS Transformationsize increments. Opportunities

Company Financial Data Used to assess the extent of financial impact from transition risks NZE 5-20 billion

We assume unchanged business plans for the company's power battery and

energy storage battery operations with reasonable market share STEPS High Transformation

projections. Additionally under the APS scenario we assume that by 2035 Energy Opportunities

Key Assumptions more than one in every two new vehicles globally will be electric and by Storage APS ≥20 billion

2050 the global automotive fleet will achieve 100% electrification. Under the Battery

NZE scenario the global automotive fleet will achieve 100% electrification

ahead of schedule. NZE

Opportunity Analysis Results

In the base year (2024) power batteries and energy storage batteries accounted for 78.6% of business revenue. Under the three climate scenarios outlined above EVE's battery business will continue to demonstrate robust

growth momentum amid the global low-carbon transition with its development trajectory aligning closely with the company's sustainability strategy. Particularly under the International Energy Agency's (IEA) 2050 Net Zero

Emissions (NZE) scenario and the established policy scenario (STEPS) battery energy storage demand is projected to grow significantly and continuously before 2050. This trend creates major transformative opportunities

for the long-term development of the company's battery business further solidifying its strategic position within the new energy industry chain.EVE Energy will continue to capitalize on the market potential arising from the global energy transition driving technological innovation and capacity expansion while actively contributing to achieving carbon neutrality goals.

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Climate Risk and Opportunity Management

The company incorporates“ addressing climate change” into its materiality matrix under the double materiality assessment framework for evaluation and prioritization. It is analyzed alongside other strategic operational

and compliance-related issues from multiple perspectives including impacts risks and opportunities. The company has established a systematic climate risk management process in accordance with ISO 31000 risk manage-

ment standards ISO 14001 environmental management systems and ISO 50001 energy management systems embedding it within the company's overall risk management framework. This process comprehensively covers

the identification assessment prioritization scenario analysis and development of response measures for risks and opportunities integrating them into the overall risk management system. Through comprehensive

initiatives such as system development organizational and product carbon management supply chain decarbonization and internal carbon pricing mechanisms it provides robust support for low-carbon transformation

and resilient development.Climate-Related Risk and Opportunity Management Process

Based on the TCFD framework and IFRS S2 standards

identify and systematically catalog climate-related ion R Establish a risk assessment system integrating qualitative and quantitative approaches to at is

risks and opportunities associated with the company's ific k A evaluate all identified climate risks and opportunities. Conduct a comprehensive assessment of t

strategy operations supply chain and product their likelihood of occurrence (frequency) and potential impact on financial operational

lifecycle. strategic and other aspects. Utilize the company's existing risk rating matrix and prioritize risks

based on interviews with relevant departments and expert opinions. The Risk and Opportunity

Management Team shall reassess existing risk control measures at least once annually.Guided by the national “dual carbon” goals we

implement the CREATE Carbon Neutrality Action Plan.We undertake resilience-building initiatives to address Quantify the potential impacts of climate-related risks and opportunities on company

identified climate-related risks and opportunities and sp operations assets and financial performance across different scenarios. Identify vulnerabilities integrate climate-related targets into our performance onse As

s

k and strategic advantages within the business system to enhance climate resilience and provide management system to drive effective implementation Ris decision support for long-term strategic planning and resource optimization.across the entire company.Carbon emissions management system Digital Carbon Emissions Management

To achieve its carbon neutrality goals and meet compliance and customer requirements the In April 2025 the company officially launched its self-developed E-Carbon platform at the Canton Fair

Company is accelerating the enhancement of its carbon emissions management system. Following announcing that the system had obtained third-party verification certification. The platform features

standards such as ISO 14064 ISO 14067 GHG Protocol GB/T 32150-2015 GB/T 24067-2024 and the four core capabilities: proprietary development intelligent traceability full-industry-chain empower-

Draft Commission Delegated Regulation supplementing Regulation (EU) 2023/1542 regarding the ment and one-stop services. It enables end-to-end control over carbon data through closed-loop

methodology for the calculation verification and reporting of the carbon footprint of batteries the technology and security management supporting enterprises in achieving closed-loop management

Company has established its internal management policies including the Regulations on from carbon accounting to optimization. Leveraging intelligent algorithms for data traceability and

Greenhouse Gas Emissions Quantification and Verification the Methodology and Requirements for verification to enhance calculation transparency and accuracy; Covering product lifecycle carbon

Greenhouse Gas Product Carbon Footprint Quantification and the Supplier Carbon Footprint Manage- emissions to build collaborative industrial networks and promote upstream-downstream data connec-

ment Regulations which standardize the organization’s GHG inventory and product lifecycle carbon tivity; Integrating full-scenario carbon management tools and intelligent decision support to

footprint data collection and calculation ensuring accuracy consistency and high data quality significantly boost management efficiency. To support product carbon footprint calculation and

thereby providing standardized and highly reliable data to support international trade compliance management the E-Carbon platform initiated its 2.0 version upgrade in 2025 scheduled for launch in

and customers’ low-carbon requirements. 2026.

48

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RiAbout This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Organizational Carbon Management

Through the E-Carbon platform EVE has completed Scope 1 & 2 greenhouse gas inventories for 12 core subsidiaries by 2025 with all organizational carbon The proportion of green CIncrease from

data verified and certified by third-party auditors. To continuously advance organizational carbon reduction the company actively expanded its use of green electricity reached the previous year

electricity. By 2025 the proportion of green electricity reached 27% a 80% increase from the previous year. The company will actively achieve a 100% green

electricity transition target by 2030. ??% ??%

Jingmen Hubei; Qujing Yunnan and Shenyang Liaoning Bases

Case Selected for First Batch of National Zero-Carbon Industrial Parks Case The world's first cylindrical battery lighthouse factory

In December 2025 EVE's three major production bases in Jingmen Hubei; Qujing Yunnan; and Shenyang Liaoning were In January 2026 the World Economic Forum in Davos in collaboration with McKinsey &

selected for the inaugural "National Zero-Carbon Industrial Park Development List" jointly released by the National Company released the global list of Lighthouse Factories. EVE was recognized as the world's

Development and Reform Commission the Ministry of Industry and Information Technology and the National Energy first cylindrical battery Lighthouse Factory. Lighthouse Factories represent the pinnacle of

Administration. This recognition was based on their systematic achievements in green and low-carbon initiatives global smart manufacturing and digitalization. This selection signifies that the company has

establishing them as benchmarks for the new energy industry's transition toward zero-carbon operations. During the joined the world's leading ranks in its Industry 4.0 transformation. From 2022 to 2025 through

development process the company focused on key areas such as the large-scale application of clean energy low-carbon technologies such as AI-powered real-time diagnostics and optimization of core energy

and intelligent upgrades in production processes and refined management of energy and carbon emissions within the systems the factory achieved a 55% reduction in energy consumption per unit of output and a

parks. By leveraging regional characteristics it pioneered replicable zero-carbon development pathways. Between 2025 60% decrease in carbon emissions per unit of production cementing the green foundation of

and 2030 the company will use "park-within-park" models to deepen the integration of new energy with industrial sectors this Lighthouse Factory.creating a replicable and scalable zero-carbon demonstration system.Product carbon management

The Company continues to advance carbon footprint accounting for its products. In 2025 it completed carbon footprint assessments for over 60

products with five obtaining third-party verification certificates under ISO 14067 and one receiving a pre-audit certificate under the EU Battery

Regulation (EU 2023/1542). Additionally it traced carbon data from over 30 suppliers identifying energy-saving and carbon reduction opportunities

across its own operations and the upstream supply chain.In 2025 the company selected four core raw material suppliers to launch a pilot carbon reduction program. Through carbon data collection calculation

modeling and the development and follow-up of mitigation measures corresponding carbon footprint assessments and carbon reduction analysis

reports have been generated. Moving forward the company will collaborate with suppliers to evaluate and finalize implementation plans for carbon

reduction followed by continuous performance tracking.In September 2025 the company unveiled its Battery Passport at the Munich Auto Show covering consumer power and energy storage batteries. This

initiative assigns a "digital ID" to each battery cell enabling full lifecycle traceability from mineral extraction smelting material processing battery

production usage to recycling. Leveraging internal system integration and real-time data computation this passport enables dynamic disclosure of

environmental metrics such as carbon footprint. Through a trusted data space it facilitates secure data exchange with suppliers OEMs and recycling

enterprises. The system has completed over 150000 data shares with synchronization latency below 1 second and a digitalization rate exceeding 90%.The company has innovatively launched two major initiatives: the Environmental Product Declaration (EPD) program and an internal carbon pricing mechanism. These efforts aim to scientifically quantify the environmental impact of

products and drive company-wide emissions reduction actions through economic incentives systematically advancing toward carbon neutrality goals.In August 2025 the company formally launched its Environmental Product Declaration initiative selecting three representative battery cells for EPD registration. This project systematically quantifies and analyzes the environmental

impact of products throughout their entire lifecycle promoting standardized and transparent disclosure of environmental information. It drives production process optimization and product green transformation solidifies the

foundation for international market access and demonstrates significant industry leadership.In September 2025 the company launched the industry's first Internal Carbon Pricing (ICP) mechanism transforming "carbon emission rights" into quantifiable manageable internal assets. This market-based approach incentivizes

production units subject to government-mandated emission controls to proactively reduce emissions thereby enhancing carbon asset management capabilities. In 2025 the company's internal carbon pricing was set at 35-40 yuan per

metric ton of carbon dioxide equivalent subject to adjustments based on regional carbon market prices. This mechanism will serve as a critical tool for achieving the company's 2030 operational carbon neutrality goal driving continu-

ous enhancement of green competitiveness.

49About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Climate-Related Expenditures and Green Investment & Financing

By 2025 the company had cumulatively invested over 30 million yuan in operational The company had cumulatively invested in operational Secured in green financing through sustainable

expenditures addressing climate change and secured over 1 billion yuan in green expenditures addressing climate change financial measures like green loans

financing through sustainable financial measures like green loans specifically

supporting projects aligned with the company's climate strategy. These represent ??million yuan ?billion yuan

both the substantive costs of the company's climate action and key investments in

seizing climate-related opportunities.Goals and Progress

To actively promote green operations and mitigate climate change the company has established the following absolute and intensity-based climate-related targets:

Achieve operational carbon neutrality (Scope 1 & 2， actively achieve a target of 100% green electricity usage) by 2030 and carbon neutrality across the core value chain (including Scope

3) by 2040;

Using 2022 as the baseline year achieve a 5% year-on-year reduction in carbon emissions intensity per unit product.The company's target-setting and review mechanism dynamically adjusts based on annual organizational greenhouse gas verification results incorporating actual carbon emissions data historical reduction achievements and future plans. The

Strategy and Sustainability Committee reviews progress annually and calibrates implementation pathways based on verification outcomes. Progress monitoring focuses on three core metrics: carbon intensity per unit of product energy consumption

intensity per unit of product and green electricity share. Monthly statistical systems track data changes. Additionally a monthly email reporting mechanism continuously monitors the execution of CREATE's Carbon Neutrality Strategic Action Plan

ensuring target implementation and process control.To effectively advance climate goals the company has established an incentive mechanism tied to climate performance. Carbon reduction targets are incorporated into departmental performance evaluations while key climate metrics—including

energy consumption per unit of product and environmental compliance—are integrated into the annual assessment system for senior management in energy management and safety/environmental departments. Achievement of these metrics is

directly linked to incentive bonuses. By 2025 the relevant performance evaluation compliance rate will reach 100%.Total Carbon Emissions (Scope 1 Scope 2 - Location-Based) Carbon Emissions Intensity per unit product Proportion of Green Electricity Usage(Unit：tCO2e） （Unit：kgCO2e/kWh） （Unit：%）

Target for 2025 2059672 14.28 25%

Actual Performance in 2025 1668270 12.84 27%

500000100000015000002000000510150%10%20%30%

Number of Energy Conservation and Carbon Reduction Projects Carbon Reduction from Energy Conservation Projects Product recycled materials used in2025（Unit：Projects） （Unit：tCO2e） （Unit：ton）

Target for 2025 234 69602 Al 613

Actual Performance in 2025 473 180914 Ni 690

100 200 300 400 500 50000 100000 150000 200000 Li 1176Co 14976

050001000015000

50About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Environmental Management

law

the C

The company's Board of Directors has established a Strategy and sustainability Committee as the highest ing imp oy

decision-making and oversight body for environmental matters. Additionally an Environmental Health and Safety

Committee directly led by the President (a Board member) has been formed to coordinate and advance environmen-

tal management action plans. At the operational level senior management leads business units in implementing

environmental management strategies and performance targets ensuring effective execution of relevant systems while

continuously monitoring evaluating and enhancing environmental performance. Concurrently environmental

performance metrics including compliance have been integrated into the compensation assessment of senior safety Environmental

the company invested

and environmental executives evaluated annually based on achievement. Safety and environmental centers ?? management policyestablished under each operating entity alongside dedicated departments such as Safety and Environment over million yuan in

Departments within BGs production bases business divisions and factories are responsible for implementing and environmental performance

overseeing specific environmental management tasks within facilities. These units fulfill supervisory technical enhancements u g a n ng

support and guidance roles monitor changes in environmental factors and risks and drive environmental ctio d ent

i

n ev g p

o

performance improvements. In 2025 the company invested over 70 million yuan in environmental performance Pr n

contro

lli

enhancements.In 2025 the company released the third edition of the Environmental Management Policy and Commitment supplementing key environmental performance improvement

measures. The company encourages all business partners to understand our policy and commits to consulting with stakeholders—including communities governments

and business partners—on environmental issues. We strive to achieve the broadest consensus to jointly protect the Earth's ecological environment. In 2025 the company

will regularly disclose environmental information actively engage with government departments on topics such as key environmental facilities in new projects and

continue integrating environmental management requirements into its supplier management system. Concurrently it will conduct regular environmental awareness and

communication activities in communities surrounding its operational sites striving to foster consensus and cooperation among all stakeholders on environmental matters.System Development and Audit

As required by the ISO 14001 Environmental Management System the Company has established

implemented maintained and continuously improved its systems at all production and operating

locations to facilitate better environmental management and enhance its environmental

performance. As of the end of the reporting period 100% of the mature battery manufacturing

companies under EVE have obtained ISO 14001 third-party certification. of companies under EVE with

mature operations in the battery manufacturing sector. We require all entities underway and newly

established in the sector or those of other manufacturing segments will improve their system maturity

as soon as possible according to the requirements of the group’s environmental management system

promotion path and to obtain third-party system certifications.

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iAbout This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Environmental Information Disclosure

The company actively complies with the Measures for the Administration of the Law-based Disclosure of Corporate Environmental Information regularly disclosing on its official website information such as pollutant discharge data the construction and

operation of pollution prevention facilities administrative licensing details and other environmental protection permits. In the event of significant environmental issues annual reporting will be conducted through channels such as ESG reports.Additionally the company has installed an online noise monitoring LED display at its headquarters factory boundary to publicly disclose real-time monitoring data enhancing environmental information transparency.On the occasion of World Environment Day 2025 EVE Power guided by the theme“ I Lead the Way for a Beautiful China” organized a series of activities across four dimensions: conceptual leadership technological empowerment public welfare

initiatives and collaborative innovation deeply practicing sustainable principles.Sharing Experiences in Environmental Sustainability Management EVE’s Sustainability Advocacy Tech Protects Clear Waters Beach Cleanup Campaign “I Lead the Way for a Beautiful China”

Environmental Audits

The company conducts at least one internal audit annually performed by qualified internal auditors. This audit covers all production sites and functional departments focusing on evaluating the

establishment and maintenance of the environmental management system environmental performance and compliance operational controls environmental risk identification and manage-

ment target setting and management as well as the effectiveness of emergency preparedness and response. By 2025 100% of issues identified during audits have been closed. ???%

Additionally the company undergoes annual third-party audits of its environmental management system against the ISO 14001:2015 standard covering all qualified areas. By 2025 all areas Of issues identified during

subject to third-party audits will achieve audit results compliant with the ISO 14001:2015 environmental management system standard requirements. audits have been closed

Environmental Emergency Response

In accordance with relevant documents on emergency response plans for sudden environmental incidents the company has developed an emergency response plan and on-site emergency

response cards for sudden environmental incidents which have been filed with the local ecological environment authorities. To maintain the plan's effectiveness and adaptability the company

conducts a comprehensive review and update of the plan's content every three years. ???

Additionally the company has established an annual emergency drill plan for environmental incidents and conducts regular drills as scheduled. It has also purchased environmental pollution The company conducted a total of emergency

liability insurance striving to build an efficient and robust emergency management system for environmental incidents. In 2025 the company conducted a total of 510 emergency drills for environ- drills for environmental incidents

mental incidents. During the reporting period the company did not incur any major administrative penalties for environmental violations or face criminal liability.

52About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Emissions and Environmental Impact

EVE strictly complies with relevant laws regulations and standards in its operating locations and product application markets

continuously improving its internal management systems such as the Environmental Factors Identification Evaluation Control

Procedure the Regulations on the Management of Rain Sewage and Wastewater the Regulations on the Management of Waste

Gas the Regulations on the Management of Solid Waste and the Regulations on the Management of Environmental Protection

Facilities. It sets and updates medium- and long-term and annual environmental management goals including reducing

wastewater and waste gas emissions and waste generation. The Company strictly controls and disposes of pollutants and

improves its environmental performance with the aim of minimizing the environmental impact of production and operation.As of the report's disclosure five entities—EVE EVE Power EVE Innovation Energy EUE and EVE-Linyang—have been

recognized as National Green Factories while Huizhou EVE Power has been designated a Provincial Green Factory. In 2025

Huizhou EVE Power was recognized as a "Huizhou Clean Production Enterprise" while EVE was successfully included in the

"List of Outstanding Contributors to Guangdong's Green and Beautiful Ecological Development Initiative."

Emissions and Waste Management

Goal Goal achievement in 2025

By 2030 nitrogen oxide emissions per unit of production capacity will be reduced by In 2025 nitrogen oxide emissions per unit of production capacity decreased by 21.93% compared with 2021 by means of

40% compared to 2021. low-nitrogen boiler retrofits and application of low-nitrogen technology in boilers in new construction projects.

By 2030 VOCs emissions per unit of production capacity will be reduced by 50% In 2025 VOC emissions per unit of production capacity decreased by 21.1% year-on-year with the emission reduction target fully

compared to 2021; by 2025 VOCs emissions will be less than 74.96 tons. achieved.By 2030 wastewater generation per unit of production capacity will be reduced by In 2025 wastewater generation per unit of production capacity decreased by 20.8% year-on-year.

60% compared to 2021.

By 2026 the amount of non-hazardous industrial solid waste generated per unit In 2025 the amount of non-hazardous industrial solid waste generated per unit product in cell manufacturing plants decreased

product in cell manufacturing plants will be reduced by 15% compared with 2023. by 13.46% year on year excluding recycled NMP condensation liquid.By 2026 the amount of hazardous waste generated per unit product in cell manufac- In 2025 the amount of hazardous waste generated per unit product in cell manufacturing plants decreased by 44.64%

turing plants will be reduced by 8% compared to 2023. year-on-year.In strict compliance with relevant laws regulations and environmental protection standards the Company has formulated an annual environmental self-monitoring plan. Through a combination of self-monitoring online monitoring and third-party

monitoring the company implements comprehensive oversight of wastewater waste gas and factory boundary noise and waste management. The company has built supporting online monitoring equipment for noise waste gas and industrial

wastewater as well as wastewater testing laboratories to stay informed about the discharge of pollutants and entrust qualified third-party agencies to conduct regular pollutant monitoring. In 2025 the monitoring frequency and results of various

pollutants were in compliance with relevant standards ensuring no adverse effects on employees or surrounding communities.

53About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

To fully implement environmental responsibilities the company has committed to and actually carried out management of reducing toxic emissions and waste at all operation bases including the full-process closed-loop of pollution source identifica-

tion formulation of differentiated emission reduction plans monitoring implementation and effectiveness review. For example the waste gas emission reduction management measures include: upgrading the VOCs treatment in old factories from UV

photolysis to activated carbon adsorption with the treatment efficiency increased by 15%; using alkaline spray to treat acidic gases such as SO2; adopting low-nitrogen technology for boilers in new projects and carrying out low-nitrogen transforma-

tion for boilers in existing projects; and for the complex waste gas in the coating and electrolyte injection processes comprehensively applying in-depth treatment technologies such as NMP recovery rotors activated carbon adsorption plus catalytic

combustion etc. to achieve comprehensive collection and efficient purification of waste gas at all operation bases significantly reducing the total emissions of pollutants such as VOCs NOx and SOx and other contaminants.Wastewater Key Measures：The Company designed and built its water supply and drainage system in the principles o“f rainwater-sewage Discharge types Industrial wastewater and domestic sewageseparation and separation by types of wastewater”. Production wastewater was all treated by dedicated wastewater

treatment facilities and then discharged in line with given standards or further treated by advanced processes and then

Pollution control facility Industrial wastewater treatment stations third-level septic tanks oil and recycled for water replenishment of the cooling system. Domestic sewage was pretreated through oil separation tanks and slag separation tanks

septic tanks and then discharged into urban sewage treatment plants via the municipal sewage pipeline network. Rainwater

was directed into the municipal rainwater network. The company has established a regular monitoring mechanism for the Monitoring pH chemical oxygen demand five-day biochemical oxygen demand

indicators suspended solids total phosphorus total nitrogen ammonia nitrogen and discharge of rainwater sewage and wastewater. For any discharge anomalies root cause investigations are conducted. For total nickel total cobalt and total manganese from specific emission sources

instance if mixed sewage discharge causes abnormal rainwater discharge a systematic assessment and remediation of the

rainwater and sewage pipeline network will be carried out.Waste Gas Key Measures：For process exhaust gases generated during coating liquid injection and other stages the company Boiler waste gas NMP waste gas liquid injection waste gas cooking oil

implements differentiated treatment based on their composition. By phasing out UV processes and systematically adopting Discharge types fume dust-laden waste gas etc.measures such as NMP rotary adsorption activated carbon adsorption spray scrubbers and activated carbon adsorption

Pollution control facility Low-nitrogen burner activated carbon adsorption spray tower RCO combined with catalytic combustion the company achieves comprehensive and efficient collection treatment and (catalytic combustion) bag dust collector and dry filter

compliant discharge of exhaust gases. This effectively reduces emissions of VOCs and other waste gases.Monitoring Non-methane total hydrocarbons total volatile organic compounds

indicators fluorides odor concentration particulate matter ammonia hydrogen sulfide hydrogen chloride nitrogen oxides sulfur dioxide cooking fumes

Noise Key Measures：The company continues to advance its noise control efforts by low-noise equipment and takes sound Discharge types Factory boundary noise

insulation sound absorption vibration reduction and silent-type high-noise cooling tower measures to reduce noise

emissions from production equipment with factory boundary noise in line with relevant emission standards. Pollution control facility Noise reduction and isolation devices

Monitoring indicators Equivalent continuous A-weighted sound pressure levelHazardous Waste Key Measures：The company implements standardized management of hazardous waste through the “immediate Hazardous waste type Waste organic solvents waste electrolytes laboratory waste liquid etc.production immediate packaging immediate weighing immediate coding and immediate warehousing” process

enabling full-process tracking and traceability of hazardous waste. Simultaneously the company prioritizes resource Pollution control facility Hazardous waste storage rooms

recovery for waste mineral oils NMP tank-washing waste liquids and other materials. Ternary cathode NMP tank-washing

waste liquid undergoes“ point-to-point” directed utilization by Hubei Jinquan New Materials Co. Ltd. Through distillation Disposal method Classified collection self-disposal without causing harm and entrust qualified solid waste recyclers for recycling reuse or disposal.processes pure NMP solution is regenerated enabling the internal recycling of ternary cathode NMP tank-washing waste

liquid within the group.Non-hazardous Key Measures：Implement categorized collection and standardized storage establish comprehensive management ledgers

Industrial solid Hazardous waste type Waste pole pieces waste batteries recycled NMP condensation liquid etc.waste develop a digital solid waste management system achieve precise classification and differentiated disposal and actively

implement reduction measures. For example Plant 41 at the Jingmen base reduced copper foil scrap through process Pollution control facility Solid waste storage rooms

upgrades achieving an annual reduction of 136 tons.Disposal method Separate collection and entrust the relevant solid waste recyclers to recover and reuse or dispose of

54About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Case Waste management effect case

By the end of 2024 EVE released the EVE Energy Co. Ltd. ‘Zero-Waste Group’ Development Plan (2024-2026) integrating the establishment of a full-lifecy-

cle solid waste management system into its core strategic objectives. The company is committed to becoming a model“ zero-waste group” in the

lithium battery manufacturing industry advancing green industrial transformation through systematic thinking to support its carbon peak and carbon Implementing related improvement Achieving a total waste

projects throughout the year

neutrality goals. reduction of

To comprehensively implement its sustainable development strategy and accelerate the construction of a“ zero-waste group” EVE systematically ??? ????.??tons

launched waste reduction and carbon reduction initiatives across the entire group. In 2025 the company focused on core waste reduction and carbon

emission reduction tasks implementing 170 related improvement projects throughout the year and achieving a total waste reduction of 1787.53 tons.Through a series of quality enhancement measures across production processes—including optimized control of filter cartridge losses in pre-process

stages recycling of scrap cathode slurry improvements to seal overflow liquid processes and enhanced yield rates for welding and capping—the

company has achieved significant results in waste reduction.The Company was rated as the industry’s first typical synergistic pollution and carbon reduction case for“ zero-waste cities” by the

UNEP Basel Convention Regional Centre for Asia and the Pacific.EVE 's Zhongkai base certified by UL2799 Gold Certification (Zero Waste to Landfill) and Jingmen base was certified by UL2799

Platinum Certification (Zero Waste to Landfill).The Company was granted the first typical“ Zero-waste Company” in the lithium battery industry by the Ministry of Industry and

Information Technology and the Ministry of Ecology and Environment.EVE and Huizhou EVE Power have been awarded the municipal-level“ Zero-Waste Factory”.

55About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Ecosystem and Biodiversity Protection

In 2025 the company released the third edition of the Environmental Management Policy and Commitment and the Biodiversity Conservation Policy. and gave priority to the use of mature industrial and commercial land and brownfield land in the

principles of respecting and protecting the natural environment without seeking to develop farmland forests wetlands oceans ecological reserves or cultural reserves. This ensures that the company's operations along with the production trade

and sale of related goods do not involve activities linked to deforestation thereby achieving a“ zero-deforestation” goal. The company supports achieving a Net Positive Impact (NPI) on biodiversity. This entails stabilizing the biodiversity impacts

generated by its value chain by 2030 and achieving the restoration of natural ecosystems with zero net loss by 2050 realizing a vision of harmonious coexistence with nature.The Company complied with relevant laws regulations and environmental

The Company strictly conducts environmental due diligence and compre- protection standards monitored groundwater downstream rivers and soil and

hensive analysis and evaluation of the air soil surface water groundwater conducted potential hazard identification and closed-loop management for

and biodiversity of the proposed sites ensuring that the project sites hidden hazard rectification reducing eco-environmental risks in soil and

involved no ecologically sensitive regions and ecological protection goals. groundwater pollution effectively.In 2025 the Company did not establish any production bases and operating Project launch Production and

and site selection operation During the reporting period the Company had no direct discharge of production locations in high-risk soil and groundwater protection areas inside or near wastewater or domestic sewage and strictly controlled all of production and

nature reserves or in biodiversity-rich areas outside reserves strictly operation activities products and services without any significant impacts on

guarding the ecological red line. soil surface water groundwater or biodiversity.Case1 EVE’s Biodiversity Theme Activities Case2 Conservation Practices for the Habitat of the Chinese Merganser

On May 22 2025 marking the 25th International Day for Biological Diversity the company partnered with Hubei's In December 2025 EVE Power's Ecological

ecological environment authorities and neighboring communities to host the“ Breathing with All Living Things” event. Environment Center organized a biodiversi-

Through internal outreach and deep government-enterprise collaboration the initiative raised biodiversity conserva- ty conservation initiative themed "Observe

tion awareness among employees and the public. Protect Act" inviting experts in Chinese

merganser conservation from Jingmen City

to provide on-site guidance. The event

encompassed ecological observation along

the Zhang River basin water quality testing

drone aerial surveys and shoreline cleanup

activities. While tracking the movements of

the Chinese merganser-a nationally protected

species of the highest tier-participants also

cleared debris from its habitat surround-

ings demonstrating tangible support for

species conservation and ecological

restoration through concrete actions.Biodiversity Theme Activities Jingmen Xiangyang and Yichang Join Forces to Protect the

Juchang River Basin Association

56About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Resource Management

Energy Management

The company adheres to an energy management policy of“ providing green products with better energy utilization efficiency” systematically advancing the

development of its energy management system and green operational practices.The company has established and operates an energy management system compliant with ISO 50001 standards and formulates regulations and procedures

related to energy conservation and consumption reduction including the Energy Management System Manual the Energy Targets Indicators and Performance Relevant documents had been issued

Parameters Benchmark Control Procedure the Energy Review Control Procedure the Energy Procurement Management Regulations and the Energy Measure-

ment Management Regulations. By the end of the reporting period a total of 162 relevant documents had been issued. In 2025 the company further focused ???

on enhancing the precision of energy management. Key updates and supplements were made to areas including the promotion of energy-saving technolo-

gies the management of excessive supply the calculation of total energy consumption for new projects and the establishment of energy consumption

intensity quotas. These efforts aimed to improve the alignment between the regulations and actual business operations.The ISO 50001 third-party certification coverage rate for the

The company president serves as the highest authority of the energy management system overseeing the establishment implementation and maintenance energy management system in the Company’s mature

of the energy policy while providing a framework for setting energy objectives. The execution team consists of functional departments responsible for energy battery manufacturing entities stood at

and power quality administration human resources finance research institute marketing and supply chain management as well as the manufacturing

plants. Meanwhile the company has incorporated environmental performance metrics such as energy consumption per unit of output and electricity ??.?%

consumption per unit of product into the compensation assessment for senior energy management executives with annual evaluations based on achieve-

ment levels. As of the end of the reporting period the ISO 50001 third-party certification coverage rate for the energy management system in the Company’s

mature battery manufacturing entities stood at 45.5%. The company implemented a cumulative total of

To enhance energy efficiency EVE has continuously implemented energy-saving technical upgrades and incorporated energy-efficient designs into new energy-saving technical renovation projects

projects. In 2025 centered on core energy-saving and carbon reduction objectives the company implemented a cumulative total of 473 energy-saving

technical renovation projects representing a 76% increase compared to 2024. Through systematic measures including steam trap optimization comprehen- ???

sive leak management for multiple media tiered utilization of energy media introduction of intelligent control systems application of high-efficiency

lighting and standby power consumption management significant resource conservation and environmental benefits were achieved: Annual electricity

consumption reduced by 171.6 million kWh Annual natural gas usage decreased by 9.02 million cubic meters Annual steam consumption cut by 125966

tons Equivalent annual standard coal savings of 44238 tons Annual carbon dioxide emissions reduced by 147982 tons. During the reporting period the company initiated rooftop

distributed photovoltaic projects

EVE actively invests in and collaborates on rooftop photovoltaic power station construction and purchase of green electricity and green certificates to expand

the use of renewable energy. During the reporting period the company initiated 16 rooftop distributed photovoltaic projects achieving a cumulative ??

installed capacity of 110 MW. These projects generated 109331 MWh of electricity reducing carbon dioxide equivalent emissions by approximately 63168

metric tons continuously expanding the scale of renewable energy applications. Currently green electricity accounts for 27% of the Company's total power

consumption representing a 78% year-on-year increase. The Company will proactively achieve the target of 100% green electricity usage by 2030.Jingmen Base Rooftop Photovoltaic System Huizhou Tonghu Base Rooftop Photovoltaic System

57About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Key projects Progress

By systematically optimizing the operating pressure differential and heating/cooling input parameters of dehumidifiers while ensuring environmental parame-

Process optimization Dehumidifier operation ters meet standards we effectively reduced equipment energy consumption. This resulted in annual electricity savings of 2.18 million kWh and a reduction of

optimization 1170 tons of carbon dioxide emissions per year.Optimization of heating methods for Through comprehensive energy-saving upgrades in key production processes and the application of thermal energy cascade utilization technology—which

High-temperature low-dew-point leverages high-temperature condensate to complement steam—energy efficiency has been significantly enhanced. This project has been successfully

dehumidifiers implemented at several production sites reducing steam consumption by 12600 tons by 2025 and corresponding to an annual reduction of 3805 tons of Waste heat recovery and cascade carbon dioxide emissions.energy utilization Through the implementation of a technical upgrade to recover and utilize waste heat from condensate the thermal energy supply systems for certain

Optimization of regeneration heating production processes were optimized and upgraded. Following the implementation of this project on the relevant production lines steam consumption during

piping for dehumidifiers the production process was effectively reduced resulting in an annual reduction of 5317 metric tons of steam and 1606 metric tons of carbon dioxide emissions

during the reporting period.By implementing refined management and energy-supply zoning upgrades in production areas with varying environmental requirements the company has

Workshop partition optimized the scope of local environmental control and improved overall energy efficiency. Following the rollout of these measures across relevant production

management lines the company achieved annual electricity savings of 2.76 million kWh reduced annual steam consumption by 3570 metric tons and cut annual carbon

High-efficiency energy usage dioxide emissions by 2570 metric tons during the reporting period.behavior management

Energy-saving management for By implementing precise management and operational monitoring of its chemical processing and storage facilities the company has established a systematic energy-saving control mechanism. Following the rollout of this initiative across the group the company achieved energy savings of 38.9 million kWh and

formation and aging processes reduced carbon dioxide emissions by 20974 metric tons in 2025.By wrapping the exterior surfaces of the coating machine with high-temperature-resistant insulation material heat loss and natural gas consumption in the

Coating machine oven heating system are effectively reduced. This technology offers significant energy-saving benefits reducing natural gas consumption by approximately 70000

insulation technology cubic meters per year and cutting carbon dioxide emissions by approximately 139 tons.The company has upgraded and replaced traditional fans in certain production processes through pilot applications of high-efficiency EC fan technology. This

Electronic commutator DC technology offers significant energy-saving characteristics with measured energy savings reaching approximately 39%. Within this year the measure has

fan (EC Fan) achieved electricity savings of 10000 kWh and reduced carbon dioxide emissions by 5366 tons during the pilot phase. Plans are in place to gradually expand its

Application of new technologies application scope.A new generation of electrochemical water treatment technology has been piloted in some cold stations within the factory premises achieving optimization of

Electrochemical water the treatment process. Following its implementation the use of traditional chemicals has been significantly reduced with water savings amounting to approxi-

treatment technology mately 20000 cubic meters. The company plans to gradually roll out this technology based on the lessons learned from the pilot program.The company has introduced heat pump waste heat recovery technology which recovers and utilizes residual heat from the system to partially replace the

Heat pump waste heat original steam heating method achieving an energy savings rate of 36%. This measure has already reduced annual steam consumption by 600 tons and cut

recovery technology annual carbon dioxide emissions by 181 tons during the pilot phase. Following an assessment of the pilot's effectiveness the company will gradually expand

the application of this technology.Energy digitalization

By 2025 the company has established a four-tier metering network covering the factory premises workshops processes and equipment through the deployment of IoT devices such as

smart meters flow meters and energy meters. Building upon this foundation the company will establish its Energy Digitalization 2.0 platform. This platform will enable intelligent collection

and analysis of energy consumption data energy indicator management predictive alerts operational optimization and cost analysis. It will provide data support for identifying

energy-saving measures and enhancing energy efficiency. Concurrently the company has simultaneously upgraded its President's Cockpit 2.0 system which visually consolidates over 40

key energy metrics. This establishes a real-time monitoring system for critical energy indicators empowering management to make data-driven decisions.In 2026 EVE will further enhance the deployment rate of four-tier energy metering instruments extending measurement coverage to factory production lines and key energy-consuming

equipment. Concurrently through deploying end-point sensing sensors training large-scale AI algorithms and utilizing edge controllers it will achieve autonomous optimization of key

energy systems and coordinated regulation of generation grid load and storage.

58About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Energy target management

The company has significantly enhanced its energy efficiency through systematic initiatives including continuous energy conservation audits introduction of new energy-saving Comprehensive energy consumption

technologies and equipment AI-driven digital transformation of energy operations and smart energy infrastructure development across campuses. By 2025 comprehensive energy per unit of product decreased

consumption per unit of product decreased by 13.2% year-on-year while water withdrawal per unit of product decreased by 15.7% year-on-year. Guided by the principle of enhancing

energy value creation the company focused on key strategic tasks including minimizing energy costs maximizing supply resilience building digital AI capabilities and developing smart ??.?%

green energy solutions for industrial parks. These efforts continuously drove improvements in the overall utilization efficiency of energy consumption and reductions in energy

consumption costs per unit of product. while water withdrawal per unit of

product decreased

Building on this foundation the company has established key energy performance targets for 2026. It plans to achieve further reductions in indicators such as comprehensive energy

consumption per unit of product electricity consumption per unit of product heat consumption per unit of product and water withdrawal per unit of product all based on the actual ??.?%

values achieved in 2025. The reduction rate for each indicator will be no less than 8%.Energy conservation management Energy Efficiency Review and Carbon Emissions Assessment for Fixed Asset Investment Projects

Power demand-side management The company completed energy efficiency reviews and carbon emissions assessments for one new domestic project this year. The project meets all national energy

The company actively promotes demand-side management conservation laws regulations standards and energy consumption dual-control policy requirements regarding energy consumption energy efficiency levels and

measures across its production bases including distribution carbon emissions management. Its process equipment production technology and energy-saving/carbon-reduction measures reach industry-leading standards.network optimization distributed energy systems and energy In 2025 the company did not incur any administrative penalties from national or local energy authorities for violations of energy management regulations.storage system construction. By the end of the reporting period

the cumulative installed capacity of energy storage systems

across all bases reached 281 MWh. Among these distributed Cultural Development

commercial and industrial energy storage systems participated

in peak-valley arbitrage and provided frequency regulation Energy Conservation Awareness Week

ancillary services in the power market. In 2026 the company

will formally launch its virtual power plant platform. Leveraging In June 2025 the company launched the 35th National Energy Conservation Awareness

photovoltaic and load forecasting data this platform will enable Week across all bases. Activities included releasing energy-saving promotional videos

precise dispatch of energy storage resources and enhance organizing knowledge competitions conducting project evaluations and issuing an

revenue generation. Energy Conservation Initiative to enhance employee awareness.Energy Inspection and Rectification Power Assurance Capability Development

The company regularly organizes energy inspection activities Hosted the 3rd Electrician Skills Competition centered on "electrical theory + practical

focusing on on-site diagnostics of major energy-consuming and troubleshooting + equipment operation & maintenance + energy-saving operations." The 35th National Energy Conservation Awareness Week

auxiliary equipment such as dehumidifiers chillers air This competition-driven learning approach enhanced professional competence and

compressors boilers and coating ovens. Non-energy-efficient safety awareness.operational parameter management practices are promptly

corrected. In 2025 the company conducted 20 specialized

inspections of key energy-consuming equipment completing Energy Professional Training

rectification of 137 issues and achieving annual electricity The company established an energy training system covering "technology-manage-

savings of 6.2 million kWh. Through three targeted energy ment-transformation." Combining strategic seminars specialized lectures technical

audits 186 issues were rectified resulting in annual electricity exchanges and hands-on drills training focused on energy digitalization AI optimiza-

savings of 19.92 million kWh annual steam usage reduction of tion of key units integrated photovoltaic-storage-charging systems and power trading

8877 tons and annual natural gas usage reduction of 530000 strategies. This initiative drives the transformation of the energy organization into an

cubic meters. expert-driven team. The 3rd Electrical Skills Competition

59About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Management of Water Resources

EVE places high importance on the rational use of water resources strictly adheres to local laws and regulations and fully implements water resource protection water quality monitoring and treatment measures. It continuously

conducts efficiency assessments for key water usage processes striving to achieve sustainable water resource management and efficient utilization. By 2025 all water sources for the company and its operational factories will be

municipal water supplies with no involvement of natural water sources. Water withdrawal activities are compliant and orderly with no major water-related issues occurring.EVE actively implements multiple water-saving measures: At the Jingmen base the recovery and recycling of municipal steam condensate achieved annual water savings of 970000 cubic meters during the reporting period. The

Jingmen base also implemented a secondary reverse osmosis concentrate recovery project for its pure water systems converting pipeline modifications to enable resource utilization of the concentrate resulting in annual water

savings of 40000 cubic meters during the reporting period. The Huizhou base introduced electrochemical water treatment technology to replace traditional chemical dosing saving approximately 20000 cubic meters of water during

the reporting period. Additionally the company actively promotes water conservation awareness and training among all employees. Activities such as "Energy Conservation Awareness Week" enhance water-saving consciousness and

foster a culture of water conservation. Regarding water resource utilization the company has set a target to reduce water withdrawal per unit of product by no less than 8% by 2026 compared to 2025.condensate achieved annual water savings condensate achieved annual water savings of The Jingmen base also The Huizhou base introduced electrochemical water

implemented a secondary reverse osmosis concentrate recovery project for

?????? treatment technology to replace traditional chemical its pure water systems converting pipeline modifications to enable resource ????? ????? Cubic meters Cubic meters dosing saving approximately utilization of the concentrate resulting in annual water savings Cubic meters

Material Recycling

To systematically advance material recycling EVE integrates the concept of resource circularity into manufacturing circulation and EVE actively implements end-of-life product stewardship monitoring and reporting

recycling through technological innovation design optimization and industry chain collaboration. This includes minimizing waste and end-of-life activities while setting relevant targets. In June 2025 the company

enabling material regeneration in manufacturing promoting recyclable alternatives in packaging and establishing a complete launched a global lithium battery recycling platform in collaboration with industry

"recovery-to-regeneration" industry chain at the product end. In 2025 after review by senior management the company issued the partners. Through global expansion digital traceability and open cooperation it

Sustainable Raw Materials Policy committing to gradually increase the use of renewable raw materials to reduce the negative environmen- established a recycling network spanning over 30 countries across Europe North

tal and social impacts of raw material production. Meanwhile in line with business needs the company signed long-term secondary America Asia and Oceania comprising 246 collection points. This initiative built a

material supply agreements with project suppliers clearly stipulating the minimum usage ratio of secondary materials in the supplied full value chain from "battery recycling" to "material regeneration" enabling

materials ensuring the stable supply of recycled materials from the source. materials to "come from batteries and return to batteries." The platform aims to

achieve an annual recycling capacity of 120000 metric tons and establish 1000

Product manufacturing phase Transportation and distribution phase Recycling phase collection points by 2030 deepening the development of a circular materials

economy. The company has also formed partnerships with leading reuse enterpris-

EVE implements the "ultimate The Jingmen Base factory has replaced EVE actively advances waste battery and es like Miracle Automation innovating a "waste-for-raw-material" circular model

manufacturing" technology system disposable paper packaging for raw materials battery material recycling establishing a and committing to jointly promote the use of recycled materials in production

to minimize the loss and scrapping of battery manufacturing structural components green circular supply chain linking waste processes.of raw and auxiliary materials with reusable packaging and switched from lithium batteries chemical materials battery

during production. Aluminum-plas- wooden pallets to reusable plastic pallets. materials and lithium batteries. Factories at

tic film trimming scraps are This initiative achieves an annual reduction of the Jingmen Base actively incorporate

repurposed as raw materials for 2172 tons of waste and saves approximately recycled materials to produce more environ-

the manufacturing of other 1200 tons of timber. mentally friendly products. 14976 tons of

products. The Company condensed At Jingmen Base's Plant 18 EPP pallets used recycled nickel 613 tons of recycled cobalt

NMP waste liquid is reused for in cell shipment processes are now recycled 690 tons of recycled lithium and 1176 tons of

cyclic cleaning of equipment cleaned and reused reducing annual EPP recycled aluminum have been utilized

pipelines. consumption by 725 tons. through the green supply chain. EVE Launches Global Lithium Battery Recycling Network Platform

60About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

06

SUSTAINABLE Topics Disclosed Contribution to SDGs

SUPPLY CHAIN 11 Sustainable supply chain management

61About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Supply Chain Management

Governance Risk Management and Response Actions

EVE has established the Strategy and Sustainability Committee under the Board of Directors as the highest management body EVE has built and continuously refined its supply chain management system formulating and

for supply chain sustainability matters. Meanwhile the Supply Chain Management Center led by senior management is strictly implementing regulations such as the Supplier Management Procedure. In 2025 it newly

responsible for coordinating front-end procurement supplier management and resource optimization covering new supplier released the Business Partner Code of Conduct the Supplier Carbon Footprint Management

certification supplier designation supplier risk assessment and other matters and regularly reports supplier management Procedure and other policies standardizing the full lifecycle management process for suppliers

progress and improvement plans to the Company's management. and continuously improving supply chain management performance. Meanwhile the Company

has incorporated supplier risks into its overall risk management clarifying monitoring frequen-

cies and control measures through the Risk and Opportunity Control List.Strategy EVE aims to minimize risks and fulfill responsibilities as management objectives systematically

controlling supply chain risks. In accordance with the Management Rules for Supplier Risk

EVE continuously strengthens supplier management and optimizes supply chain planning to ensure stable material supply Identification the Company systematically identifies and assesses supply risks technology R&D

and quality control. To avoid single-source supply and reduce supply disruption risks the Company deepens cooperation with risks and quality risks to ensure supplier delivery stability technical capabilities and quality

strategic partners enhances localized deployment shortens delivery cycles and reduces logistics costs. Through rigorous assurance capabilities. The Company has established a dual-dimension model based on

supplier admission performance evaluation annual audit mechanisms and empowerment training the Company ensures "likelihood" and "severity" to classify supplier risks forming the Annual Supplier Risk Analysis

supplier delivery stability technical capabilities and quality compliance. Meanwhile the Company focuses on supply chain Report. For high-risk suppliers the strategy of suspending deliveries and activating alternative

security by continuously improving risk identification management and emergency response mechanisms proactively plans is adopted; for medium-risk suppliers targeted improvement plans are formulated to

diversifying raw material supply sources strengthening arrival demand forecasting and strategic reserve mechanisms and reduce risks to acceptable levels; for low-risk suppliers monitoring is maintained to preserve

comprehensively enhancing supply chain stability and resilience. Furthermore the Company builds and continuously optimiz- existing levels. Meanwhile the Company conducts annual external audits of supply chain

es a sustainable supply chain management system commits to ensuring supply chain sustainability and transparency procurement processes and issues internal control reports. During the reporting period relevant

strengthens the construction of an ethical supply chain and simultaneously reinforces responsible mineral management internal controls continued to operate effectively.across the value chain jointly building a stable sustainable and resilient supply chain.

62About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Supplier Management Process

The supplier management process includes four stages—new supplier admission new supplier designation daily performance management and disqualification of non-compliant suppliers—across eight steps.

1 Investigate supplier information including quality system certifications technology financial information quality control and Identification of potential suppliers intellectual property rights.

Conduct qualification assessments and risk evaluations across dimensions including environment (e.g. environmental manage-

2 Qualification assessment and riskevaluation ment) social (e.g. quality management labor risks occupational health) governance (major operational risks) and business

continuity fully considering specific country/region risks industry risks and commodity risks.New supplier admission

The Company implements mandatory 100% coverage audits for all raw material suppliers with audit scope comprehensively

covering toxic emissions and waste control hazardous substances environmental management systems human rights and labor

rights anti-bribery and anti-corruption systems quality assurance and other key areas. Upon completion of audits the Supplier

3 Admission audit Audit and Evaluation Report is formed and sustainability special audits are conducted for key suppliers to ensure compliance with

the Company's Business Partner Code of Conduct from the source giving priority to suppliers with better ESG performance when

selecting suppliers.Suppliers are required to sign documents including the Quality Assurance Agreement the Supplier Intergrity Convention the

4 Agreement signing Confidentiality Agreement the Business Partner Code of Conduct and Commitment Letter for No Use of Environment-Hazardous

Substances.New supplier designation

5 Systematic planning is implemented to prevent quality issues ensuring compliance with customer requirements from product APQP and PPAP design to production; supplier-produced parts are verified against customer standards to reduce quality risks.

6 Supplier registration Upon completion of the new supplier approval process suppliers are added to the List of Qualified Suppliers.

During cooperation the Company achieves normalized performance tracking through digital platforms automatically converting

monthly incoming material inspection results into supplier comprehensive evaluation data and regularly publishing the Supplier

Performance Evaluation Report across dimensions including quality delivery responsiveness and technology. Meanwhile the

Company organizes annual remote or on-site audits each year to systematically assess suppliers' compliance performance and

Daily performance 7 Monthly and annual audits improvement in toxic emissions and waste control occupational health and safety human rights and labor rights anti-bribery and management anti-corruption systems and other areas. For violations identified during inspections graded handling measures will be taken

based on severity: (1) for minor violations suppliers are required to include them in corrective action plans and complete rectifica-

tion within reasonable timeframes; (2) for moderate violations corrective action plans are implemented while new orders are

suspended until rectification is accepted; (3) for serious violations cooperation is immediately terminated and contractual liability

is pursued according to contract terms.Disqualification of If a qualified supplier fails to meet standards engages in fraud or violates laws a comprehensive assessment will be conducted

non-compliant suppliers 8 Exit and measures taken to revoke its qualification.

63About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Supplier Quality Management

EVE has formulated the Supplier Audit & Development Management Instructions regularly identifying supplier risks developing and implementing corresponding audit plans based on risk levels. The audit scope covers quality system

and process management hazardous substance management social responsibility management business partner compliance and trade security management environmental management and business continuity management

continuously tracking issue improvements until closure. Suppliers of different risk levels are audited at different frequencies:

Suppliers of materials that pose safety threats significantly impact key Suppliers of materials that have a noticeable impact on product All other suppliers (providing materials or auxiliary

product indicators or may cause substantial economic losses or belong to functionality or performance or may cause moderate economic materials that affect product appearance or packag-

high environmental risk categories are audited at least once per year; losses are audited at least once every three years; ing) are audited at least once every five years.In 2025 a total of 295 annual supplier audits were completed effectively preventing raw material

quality issues and ensuring the safety and stability of incoming materials.Annual supplier audits were completed

???

Supply Chain Capability Building

EVE attaches great importance to suppliers' ESG capability building and is committed to promoting

high-quality and sustainable development of the supply chain. Through the release of policy documents

such as the Business Partner Code of Conduct the Company clearly requires suppliers to fulfill social

responsibilities in environmental compliance labor rights responsible mineral procurement anti-brib- Supplier exchange meetings

ery and other areas including specific requirements such as ensuring employees' living wages and ??

prohibiting forced labor. Meanwhile the Company provides targeted ESG coaching based on suppliers'

differentiated needs integrates ESG topics into communication scenarios such as supplier exchange

meetings and annual conferences fully incorporates ESG capability assessment into supplier audit and

performance systems regularly conducts ESG audits and proposes improvement suggestions and Supplier conferences were

promotes coordinated improvement of ESG management levels across the upstream and downstream successfully held

supply chain. In 2025 over 30 supplier exchange meetings were held to ensure timely response to issues ?

and efficient information exchange and 6 supplier conferences were successfully held incorporating

specialized supplier training sessions.

64About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Supply Chain Stability

To ensure stable supply of various resources in the supply chain and maintain stable production and operations the Company implements the

following measures in strategic planning procurement execution and process control:

Strategic partnerships Localized procurement

The Company has established joint The Company actively promotes localized procurement across different bases. As

ventures with enterprises producing of 2025 the proportion of local raw material suppliers reached 21.89% in

cathode and anode materials separators Guangdong Province 10.64% in Hubei Province and 7.86% in Yunnan Province

and electrolytes to ensure stable effectively reducing material supply risks.supply sources and cost control.Dual-supplier system Emergency response plan

The Company implements a dual-sup- The Company has formulated and conducts periodic drills for the Contingency Plan

plier model for raw material supply to for Raw Material Shortages forecasting next-quarter delivery demands in advance

ensure supply security and resource and planning capacity supplementation and strategic reserves ahead of time to

coordination. effectively mitigate risks of unexpected losses due to procurement shortages or

unforeseen events such as natural disasters.Goals and Progress

Goals/Indicators 2025 Progress/Goal Achievement

Social responsibility goal Business ethics and integrity violation complaint investigation rate ???% achieved

Hazardous substance goal Coverage rate of environmental agreements signed with suppliers ???% achieved

65About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Responsible Sourcing

Supply Chain ESG Management

In 2025 EVE established and optimized the supply chain sustainability management system (TREE) emphasizing Transparency Recyclability Efficiency and Eco-friendliness throughout the entire supplier management process. This

system drives sustainable development across all segments of the value chain ensuring efficient and fair cooperation with suppliers preventing corruption while fully respecting and protecting suppliers' legitimate rights and interests

thereby promoting win-win development.EVE conducts sustainability audits on suppliers through the

Supplier Qualification Questionnaire and the Supplier Audit

Establish a Transparent Recyclable Checklist to assess their sustainability risks. Based on the risk

Ecofriendly and Efficient (TREE) supply chain sustainability management system level the Company determines supplier admission manage-

ment measures and imposes additional ESG audits on suppliers

with medium to high sustainability risks. The Company incorpo-

rates the evaluation of whether suppliers have established and

improved anti-bribery and anti-corruption policies into all

Supplier admission Supplier designation Supplier performance management Supplier exit

Lifecycle supplier sustainability audits strengthening integrity oversight

management and risk prevention within the supply chain to foster a clean

Supply chain sustainability management procedures EVE Business Partner Code of Conduct business environment with partners. Through the supplier

relationship management system the Company tracks and

monitors the rectification of non-compliance identified in

supplier audits reinforcing responsible supply chain manage-

Transparent Recyclable Eco-friendly ment. For qualified suppliers the Company conducts annual risk

assessments and formulates an annual supplier risk manage-

Supply Chain ESG Risk Management Supply Chain Secondary Supplier Carbon Footprint Management ment strategy and audit plan based on the latest risk assessment

Procedure Material Management Procedure

Regulations results. Furthermore the Company has established the Supply Supply Chain Traceability and Supplier Carbon Data Collection and

Process Transparency Management Procedure Chain Stakeholder Communication Management Regulations the Supply Chain Recycler Verification Management Procedure

development Management Regulations Supply Chain ESG Risk Management Procedure and the Supply Conflict Minerals Management Supplier Green Power Audit Procedure

Regulations Chain Grievance Management Regulations clearly defining the

stakeholder communication and grievance mechanisms within

Supply Chain Responsible Grievance Management Regulations Supply Chain Stakeholder Management Procedure the supply chain and ensuring the legitimate rights and interests

of supply chain stakeholders.EVE is committed to ensuring supply chain sustainability and

Efficient transparency. In accordance with applicable laws and

regulations and based on its business characteristics the

System Company promotes full-chain traceability management from

development Traceability system Secondary material system Carbon management system raw materials to products and applies the internal system

X-MOT to ensure data accuracy and timeliness gradually

SRM 2.0 achieving intelligent management of traceability information.

66About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Due Diligence Management for Responsible Minerals

The Strategy and Sustainability Committee serves as the highest Partner Code of Conduct in 2025 incorporating it as a component management practices promoting the establishment and

decision-making and supervisory body for responsible mineral of contracts signed with suppliers. The Company requires continuous improvement of responsible mineral management

management. The Due Diligence Committee composed of core suppliers to establish responsible mineral-related policies and processes and ensuring responsible mineral compliance

departments including procurement supply chain sustainability implement effective management procedures and to take throughout the upstream and downstream value chain. This

and legal is responsible for the overall planning and execution of reasonable actions to ensure that their products do not contain includes conducting conflict mineral investigations to ensure that

due diligence in mineral supply chains. The Supply Chain conflict minerals and that they do not directly or indirectly finance products do not directly or indirectly use minerals from

Management Center led by senior management is responsible or benefit armed groups involved in severe human rights conflict-affected and high-risk areas. In 2025 all suppliers of the

for coordinating the specific implementation at the operational violations. Suppliers must conduct due diligence on the origin Company completed the signing of the Responsible Mineral

level. Based on the EU Battery Regulation the EU Corporate and chain of custody of these minerals and provide necessary due Commitment. During the reporting period the Company found no

Sustainability Due Diligence Directive the Chinese Due Diligence diligence information to the Company. At the supplier capability instances of using minerals from conflict-affected and high-risk

Guidelines for Mineral Supply Chains the OECD Due Diligence building level the Company incorporates important topics such areas as raw materials in its products.Guidance for Responsible Supply Chains of Minerals from as labor rights and responsible minerals into regular training

Conflict-Affected and High-Risk Areas and Article 1502 of the programme and exchange content assisting suppliers in enhanc- To build an open and transparent responsible mineral manage-

Dodd-Frank Wall Street Reform and Consumer Protection Act ing their ESG due diligence capabilities. Meanwhile through ment system the Company has established a comprehensive

regarding legal requirements for responsible mineral supply collaboration with suppliers on social topics such as human multi-stakeholder engagement mechanism ensuring the right to

chains the Company has released the Due Diligence Management rights the Company promotes compliance by tier-2 suppliers and know participate and supervise for stakeholders including public

Policy for Responsible Mineral Supply Chains and the Supply Chain other upstream partners with the requirements of the Code of sectors customers suppliers and their employees investors and

Sustainable Due Diligence Management Policy establishing Conduct and their acceptance of risk education. The Company community residents and providing them with a formal feedback

processes for identifying assessing and tracking conflict minerals further requires suppliers to incorporate requirements that are channels. The Company incorporates responsible mineral

in the supply chain. For suppliers whose raw materials contain identical or substantially similar to those in this Code into their management into regular stakeholder communication scenarios

metals or minerals such as gold tantalum tungsten cobalt tin management systems for upstream suppliers (i.e. the Company's and publishes the Responsible Supply Chain Due Diligence Report

manganese lithium nickel graphite or mica the Company tier-2 and above suppliers) with specific measures including annually through its official website to promptly update all parties

requires them to sign the Responsible Minerals Supply Chain Due requiring upstream suppliers to sign written commitments on risk situations and management effectiveness. The Company's

Diligence Agreement and accept responsible mineral due incorporating relevant requirements into certification and diversified grievance feedback channels have been widely

diligence accurately assessing risk exposure and proactively selection criteria and implementing regular audits. disseminated to stakeholders ensuring timely response and

eliminating conflict minerals from products and the supply chain. handling of risks and hidden dangers in responsible mineral

EVE has incorporated conflict minerals requirements into supplier management.Meanwhile the Company updated and released the Business sustainability audits reviewing suppliers' responsible mineral

Grievance email

shensu@evebattery.com

Mailing address

Supply Chain Management Center EVE Energy Co. Ltd. No. 38 Huifeng 7th Road Zhongkai High-tech Zone Huizhou City Guangdong

Province China

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07

CARING FOR Topics Disclosed Contribution to SDGs

EMPLOYEES 12 Employee rights and benefits 13 Employee training and development

14 Occupational health and safety

68About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Employee Rights and Benefits

EVE provides employees with an inclusive and equitable workplace and competitive compensation and benefits enhancing their sense of belonging and

overall well-being.Employee Recruitment and Rights

EVE consistently upholds the principles of fair just and transparent recruitment and equal employment continuously improving recruitment management

systems and standardizing interview criteria and procedures to ensure impartiality for all candidates. Through diversified channels combining internal and

external resources both online and offline the Company broadly recruits talents. Through industry-academia collaborations such as joint training programs

master's and doctoral experimental projects and internship programs the Company identifies and introduces young talents with professional potential in

advance. Meanwhile the Company implements internal selection and competitive recruitment mechanisms to achieve horizontal talent mobility. In 2025 the

Company set performance targets for recruitment achievement rate and key talent retention rate both of which were achieved at 100%.The Company set performance targets for recruitment achievement rate

EVE firmly implements the Labor Law of the People's Republic of China and relevant laws and regulations in all locations where the Company operates globally. and key talent retention rate both of which were achieved at

The Company has formulated and released the Labor Rights Protection Policy clearly stating that the Company strictly adheres to the core conventions of the

International Labor Organization (ILO) international human rights standards and all laws and regulations related to labor rights protection. The Company fully ???%

safeguards employee rights in all aspects including recruitment and dismissal compensation and promotion equal opportunities diversity anti-discrimina-

tion and harassment as well as other benefits and treatment. The Company respects and supports employees' freedom of association allowing each employ-

ee to freely choose to join trade unions and collective bargaining agreements and firmly resists all forms of forced labor. In recruitment the Company strictly

reviews candidates' identification documents and conducts online verification to eliminate the employment of child labor and juvenile workers.In recruitment compensation training promotion opportunities and other aspects the Company firmly opposes any discriminatory practices or workplace

harassment based on race ethnicity social class nationality religion disability gender age education marital status or political affiliation. The Company is

committed to creating a diverse and inclusive workplace environment for outstanding talents from different backgrounds. The Company has established a

top-down diversity system with the Board of Directors leading and supervising the implementation of diversity initiatives. Throughout the full talent lifecycle

the recruitment process considers candidates' diverse backgrounds and the onboarding stage includes specialized diversity training to actively promote a

respectful and inclusive workplace culture while publicizing channels for reporting discrimination incidents to safeguard employee rights. For groups such as

women and employees of minority nationalities the Company also provides customized guidance including women's leadership development and cross-cul-

tural workplace integration comprehensively supporting the career development of various talents. In working hours management the Company is commit-

ted to building a standardized and transparent employment environment continuously improving the Provisions On Attendance Management. Through digital

systems the Company achieves real-time monitoring and compliance early warning of employees' regular working hours and overtime hours ensuring that Employment-related awards

maximum working hours comply with relevant regulations in operating locations. Meanwhile the Company pays overtime compensation in full accordance

with the law continuously fostering a compliant employment environment.Award Granted by

To ensure robust business operations and long-term value creation the Company has established a systematic human capital risk assessment mechanism. In

2025 the Company identified assessed managed and monitored key human capital-related risks covering all employees across the Company with particular Guangdong Extraordinary Employer of the Year Liepin

attention to key positions and core talents. Meanwhile the Company legally safeguards employees' legitimate rights and interests and has built and continu-

ously improved a labor rights protection management mechanism. The Company has issued various labor rights protection policies including the Special Star Employer Yupaozhipin

Rules on Protection of Female Employees the Special Rules on Protection of Juvenile Workers the Administrative Rules for Ending Child Labor and Promoting

Children's Education the Anti-Discrimination Administrative Rules the Rules for Preventing Punitive Management and the Administrative Rules for Preventing Guangdong Best Employer of the Year Zhaopin

Forced Labor. The Company provides employees with feedback channels for reporting violations through "online feedback platforms + offline consultation

services". Once a violation is reported the Company immediately takes measures to terminate the violation and handles the matter seriously in accordance AI+HR Practice Pioneer Award Yonyou

with external laws and internal regulations. During the reporting period neither the parent company nor its branches and subsidiaries encountered significant

risks related to forced labor employee discrimination harassment child labor or illegal servitude and no mass layoffs or major labor disputes occurred Overseas Human Resource Management

effectively ensuring employees' occupational health and safety. In 2025 the labor contract signing rate for regular employees reached 100%. Leadership Award Yonyou

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Compensation and Benefits

EVE has established a sound compensation governance and incentive system. In the compensation decision-mak-

ing system shareholders have binding voting rights on compensation decisions and compensation reports

ensuring that the compensation strategy is deeply aligned with the Company's long-term development goals and

The Company distributed short-term

supervising the Company's compensation governance. The Company has issued the Labor Rights Protection Policy incentives to eligible employees on a monthly

clarifying the principle of equal pay for equal work monitoring and disclosing gender-based compensation data quarterly and project milestone basis with a

ensuring that wage standards comply with legal and regulatory requirements in operating locations and safeguard- total of distributed throughout the year

ing employees' minimum living standards. Meanwhile the Company annually reviews and releases the Compensa-

tion and Performance Evaluation Plan for Directors and Senior Management through the shareholders' meeting and ?????

the Board of Directors linking the annual performance incentives of directors and senior management to

assessment indicators with clearly defined goals and specifying that incentives will not be paid or may be reclaimed

in cases of major errors violations of laws or regulatory breaches. The total amount of related incentives accounted for approximatelyof the annual

Meanwhile EVE has established a compensation and incentive system covering all employees providing competi- total human resource costs

tive compensation and benefits for all staff. The variable Performance-based pay covers all employees with monthly ?.?%

compensation comprising basic salary performance salary allowances and incentive bonuses. Annual bonuses are

directly linked to performance assessment results. The Company's incentive programs are categorized into

security-based incentives improvement-based incentives enhancement-based incentives operational incentives

and equity-based incentives. Additionally a process-based incentive package covering all employees has been The vesting conditions for the Company's Building a Harmonious Workplace

specially established encouraging departments to implement incentives autonomously promptly and in third and sixth phase restricted stock incentive plans were achieved

diversified ways. Except for equity-based incentives all other incentive programs are short-term incentives and all EVE has established a comprehensive recognition and

short-term incentives are directly linked to performance indicators with clearly defined goals fully leveraging the awards system to continuously enhance employees'

incentive effectiveness of performance orientation. In 2025 the Company distributed short-term incentives to ???? incentive recipients sense of belonging and achievement. By selecting

eligible employees on a monthly quarterly and project milestone basis with a total of 74509 person-times innovation awards and honoring outstanding employ-

distributed throughout the year. The total amount of related incentives accounted for approximately 2.3% of the ???????? shares ees as annual advanced workers the Company shares

annual total human resource costs. Meanwhile the Company continued to advance the scientific and rationalization the fruits of its development with employees. In 2025

of salary adjustments in the current year completing salary review and adjustment work covering all regular the Company granted 17 innovation awards and

employees in the first quarter. Based on comprehensive assessments of employees' annual performance position recognized 2183 annual outstanding workers.value and capability development salary adjustments were made from the perspectives of internal equity and The coverage rates of social insuranceand

work-related injury insurance for eligible

external market competitiveness. EVE values employees' satisfaction with work and life employees reached and has established a benefits system covering all

EVE has continuously deepened its equity incentive system establishing a multi-tiered incentive structure to ???% employees providing diverse care facilities livelihood

enhance employee motivation and strengthen corporate competitiveness. In October 2025 the vesting conditions security care initiatives and daily benefits to enhance

for the Company's third and sixth phase restricted stock incentive plans were achieved with a total of 37919954 employees' sense of happiness and belonging. This

shares granted to 1816 incentive recipients effectively stimulating the enthusiasm and creativity of key position year the Company piloted flexible working arrange-

talents. ments for certain positions in functional and R&D

departments to support more flexible and efficient

EVE highly values and continuously improves various employee benefits safeguarding statutory benefits. In 2025

work models. Meanwhile the Company pays close

there were no instances of delayed or withheld wages and the coverage rates of social insurance (including

attention to employees' physical and mental health

statutory pension insurance and retirement benefits) and work-related injury insurance for eligible employees

launching themed health initiatives such as the

reached 100%."21-Day Healthy Living Plan" and "Vitality Fitness

To retain and attract more outstanding talents the Company also provides diversified non-salary benefits for all Season" in 2025 and providing psychological counsel-

employees. The Company's paid annual leave and parental leave policies cover all employees including 178 days of ing channels combining online and offline services to

maternity leave 15 days of paternity leave and 10 days of parental leave. In 2025 a total of 3063 employees took help employees effectively relieve workplace stress.parental leave amounting to 20425 days. To recognize the dedication and exemplary role of female employees

over 97 individuals were awarded the honorary title of "March 8th Red Banner Pacesetter".

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Comprehensive support caring for every aspect of life

Cafe Gyms and sports activity room Library Counseling room Talent apartments Shuttle bus

Daily benefits thoughtful care to support growth

Ten Employee Clubs Cultural Activities Parent-Child Activities Factory Anniversary Benefits

Holiday benefits celebrating traditions and sharing warmth

Birthday Celebrations Mid-Autumn Festival Activities Spring Festival Activities Women's Day Activities

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Parental support

Retired employees

The Company has established nursing rooms to provide a private and

comfortable space for pregnant and lactating employees. The Company A heartfelt retirement ceremony is arranged for retirees with carefully

also offers maternity leave prenatal check-up leave nursing leave and selected gifts leaving them with sweet memories as they embark on a new

paternity leave. journey in life.Special care for employees Support for expatriate employees

The "EVE Family - Employee Mutual Assistance Fund" provides financial

support to employees facing unexpected hardships. Expatriate employees are provided with generous expatriate allowances

international business travel insurance and home visit leave.Democratic Communication

EVE has formulated the Regulations on Management of Employee Voice Service and implemented an online EVE has conducted employee satisfaction surveys covering all employees for consecutive years. In 2025 the

and offline dual-channel communication and grievance mechanism to listen to employee suggestions and employee satisfaction score was 86.6 points. Meanwhile the Company regularly conducts organizational capability

concerns. The Company adopts a whistleblower protection mechanism and keeps all grievance reports diagnosis and Gallup's Q12 employee engagement survey every year. In the current year the employee engage-

confidential. In 2025 a total of 1223 employee opinions were collected with a 100% response rate and the ment score was 85.98 points. Based on the survey results the Company conducts organizational performance

handling results were publicly disclosed. indicator analysis and implements targeted improvement and upgrade measures.Employee opinions ???? Response rate ???% The employee ??.? The employeewere collected satisfaction score engagement score ??.??

Employee seminars Workers' Congress CommunicationEVE Life APP

On-site communication at

Service hotline employee service center EVE has established a democratic management system with the workers' congress as its basic form and has

Online Offline formulated the Collective Agreement. The trade union collects suggestions from all employees on company

Employee feedback mailbox Communication Communication Specialized interviews

Channels Channels policies fully safeguarding employees' rights to information participation expression and supervision. In

Employee satisfaction survey Psychological counseling October 2025 the Company convened the workers' congress to deliberate and elect one employee represen-

tative director.

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Talent Development and Retention

Talent Development

The EVE Research Institute consists of ten schools offering onboarding professional and leadership

Competency development training training programs. In 2025 the Company completed the localized deployment and comprehensive

To enhance employees' professional upgrade of the online learning platform achieving 100% coverage of learning accounts for all employees

skills and competencies the Compa- and ensuring convenient access to learning resources. The localized deployment of the platform

ny has formulated the Training standardized the training system enabled efficient data integration precise analysis and rapid process-

Control Procedure established the Business ing shortened learning paths and significantly enhanced employee training participation.EVE Research Institute dedicated to unit training

training and developed a compa-

ny-wide training mechanism integrat- Process learning Compliance EVE conducted a total of With an average of Total annual training expenditure of RMB

ing academy-based training special- Case study Academy- trainingbased Specialized ??.? ??.???million

ized training and business unit Leadership training training Advancement ?.???

enhancement training million training hours training hours per employeetraining. The Company has established

three flagship curriculum systems for

general management and profession- Three flagship curriculum

al tracks comprising 29 subcatego- Ten schools of the EVE Research Institute

ries.Rookie School

Participants: New employees from social

recruitment and campus recruitment Excellence SchoolParticipants: Technicians at Level 4 and

above

Precision Engineering School

cesur Participants: Engineers in the

Universal sequence eso Innovation School r n

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an haie um ly c ent

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n p Participants: R&D engineersH up em

Basic courses with a wide range of ana eg r S age a anm l m ment

applications ent agecial manUniversal Specialty Finan health Project School

sequence sequence Environme

nt

and safe

ty Participants: Project managers and Marketing School

Curriculum Information technology project-related personnel Participants: New sales personnel and

Professional sequence system key sales force

Orientation Laws and regulations

Professional knowledge courses for training Adm

m ia nn isa trative International Schoolbusiness units gem Managerial Infr ea nts Participants: Expatriate talents and Management Schoolco tr

sequence nstr ught

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Managerial sequence n n

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a

s

Cri Dayu School

Applicable to managers' general Participants: Factory directors and Dapeng School

management skills successors Participants: Incumbent candidate

and alternative general managers

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Leadership Development

EVE fully implements the talent succession and leadership development plan by Making contributions to mankind Motivating others to work for the

formulating the Rules on the Management of Successors. The selection and appointment offering high-quality solutions centering organizational visions training team

of successors are integrated into departmental organizational performance assessment on customers thinking systematically members and choosing suitable ones

indicators requiring all management personnel at the manager level and above to about problems and making quality t Em for particular activities and building

identify and cultivate successors. For core key positions such as the Chief Executive decisions in time. ien p partnership to achieve common goals.Officer the Company has established a multi-tier successor reserve mechanism to ensure

the capability to respond to both planned handovers and unexpected position changes Customer Focus Drives Vision and Purpose

solidifying the talent foundation for strategic continuity and operational stability. Systematic Mindset Builds Effective Teams

EVE conducts high-potential talent programs establishing and operating a four-level Decision Quality Build Collaboration

high-potential talent pool and has released the High-Potential Talent Management

Regulations to continuously identify and develop high-potential talents. In 2025 a total of

163 high-potential talents at various levels were selected (accounting for 5% of total

participants) with dedicated mentors and development plans assigned. The Company Being bold to tackle difficult problems Being results-oriented consistently

adopts a "20% theoretical training 40% mentorship and 40% project practice" model speaking what must be spoken achieving high performance goals

with experienced and high-performing senior managers serving as mentors to recovering quickly from difficult taking actions vigorously and enthusi-

consolidate management processes and methodologies. Through cross-functional situations and being good at learning EVE Global astically providing direction empow-

learning case-based teaching and other methods the Company enhances the capabili- flexibly under various challenges. Leadership Model erment and removing obstacles for

ties of management pipeline construction and coaching. Training content primarily get c others.focuses on safety leadership human resource management presentation skills digital Courage ic x

e

E

transformation emotional control and management emotional intelligence assessment Being Resilient Drives Results

techniques financial operations and project management building a high-potential Nimble Learnings Action Oriented

young management pipeline. Directs Work

EVE provides leadership training in multiple domains including professional skills team

management integrity and financial management for all employees including part-time

and outsourced staffs. For example the Company has established the Excellent Team Leadership Training Case

Leader Class to cultivate production team leaders; the Management School to develop

grassroots and mid-level management cadres; the Dapeng School to cultivate senior

management talents; and the High-Potential Talent Training Class to develop successors The Dapeng School continuously cultivates company general managers. Driven by digital transformation and AI technology the Company

for core key positions including the Chief Executive Officer. Meanwhile the Company conducts leadership training courses including Digital Management Business War Simulation and Systematic Thinking and Rational

strives to build a learning organization at all levels across the Company with all Decision-Making and organizes benchmarking visits and exchanges to high-precision and cutting-edge emerging enterprises such as Huawei

departments actively responding to and organizing monthly training and incorporating Unitree Robotics and Tencent. Through these initiatives the Company cultivates senior management's forward-looking strategic insight agile

leadership development as one of the training themes. organizational leadership and data-driven business decision-making capabilities to lead the Company in achieving its hundred-billion-yuan goal.In 2025 centered on the Global Leadership 4E Manual the Company established a

"internal training deepening external training empowerment" development model. For

internal training the Company upgraded position competency and management

capability specialized courses built a case center and transformed practical achieve-

ments into standardized teaching resources. For external training the Company

organized study programs at China Europe International Business School and

benchmarking visits to leading enterprises tailoring development plans for management

cadres in different fields based on best practices. The main content of internal and

external training included Team Safety Management Manager Role Perception Financial

Management Digital Economy and AI Intelligent Manufacturing Integrity Management

Safety Leadership Risk Identification and Control and Organization Building and Develop-

ment.

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Academic Advancement

EVE provides all employees including part-time and outsourced staffs with open application channels for academic advancement programs. Upon approval the Company provides 50%-100% tuition reimbursement support and additional-

ly subsidizes no less than 5 days of paid leave annually during employees' study period. The Company has formulated the Talent Selection and Training Management Regulations comprehensively supporting employees in pursuing doctoral

and master's degrees (including EMBA MBA etc.) while employed empowering employees' self-improvement.In 2025 the Company successfully selected 3 senior management members to pursue EMBA programs at China Europe International Business School 10 employees to enter master's degree programs and recommended 1 employee to

participate in a postdoctoral joint training program at South China University of Technology demonstrating the Company's emphasis on and investment in talent development.Promotion and Development

Diverse Career Development Paths Sound Performance Appraisal Mechanism

EVE has established a multi-level talent evaluation system that comprehen- EVE continuously improves its performance appraisal mechanism. In formulating performance targets different performance appraisal standards and

sively covers the management pathway professional pathway project methods are established for organizations and employees (including three categories: staff graded technicians and general employees). The Company

pathway and technician pathway guiding various types of talents toward adopts performance tools such as BSC (Balanced Score Card) and KPI (Key Performance Index) and formulates result-oriented performance targets through

self-driven excellence and high-quality development alongside the Company. level-by-level decomposition across four dimensions: financial customer internal process and learning and growth. This ensures alignment between

employee performance targets and the Company's strategic objectives driving organizational performance improvement and employee continuous

The management pathway defines management position levels and job development. In the application of performance appraisal results organizational performance appraisal results influence the distribution of individual

hierarchies following the Rules on the Management of Executives as a performance rating proportions within the organization; individual performance appraisal results serve as the basis for adjustments to monthly

guideline providing a clear development path for individuals who aspire to performance-based salaries and year-end bonuses realizing the incentive mechanism of "pay for performance".lead teams and make significant contributions in management roles.The professional pathway establishes a qualification system that encourages Performance Assessment Type Specific Assessment Methods

employees to deepen their expertise in technical roles. The qualification Goal-based performance assessment Company annual performance targets are decomposed level-by-level to departments and individuals with organizational and

standards cover 100% of the four major job families: R&D marketing individual performance assessments completed at fixed frequencies

manufacturing and functional roles further expanding career development Multi-dimensional performance assessment Personal performance assessments are conducted around dimensions such as performance capability and long-term potential

opportunities for key professionals. incorporating input from multiple stakeholders with regular 360° assessments

Team-based performance assessment Individual and team targets are set simultaneously focusing on assessing employees' actual contributions within the team

The project pathway clarifies project levels and project position hierarchies Agile dialogue Instant communication and feedback are flexibly conducted in daily work through channels such as WeCom Lark and email

with different projects configured with different levels of project managers.Individuals may temporarily span across the project pathway and other Employee Graded technician

pathways and leave the project pathway upon project completion providing

Organizational performance related indicators post key performance indicators Production tasks product quality work standard-

sufficient flexibility for cultivating project management talents for the Appraisal content post key tasks and growth & learning indicators ization attendance rewards and penalties etc.Company. Appraisal frequency Quarterly Monthly

The technician pathway defines operational job levels and technician grades Performance results are linked to monthly performance-based salary year-end Performance results are linked to monthly

using clear standards and scientific evaluation processes to standardize Incentive form bonuses promotions advancements and leadership appointments. performance-based salary year-end bonuses

promotions and advancements.technician promotions and achieve dynamic technician grade management.This pathway provides broad career development space for frontline talents Proportion of employees undergoingperformance appraisal 100% 100%

in intelligent production positions effectively enhancing employee initiative

Organizational performance Assessment is organized quarterly and the performance results affect the proportion of people at each level of individual performance

and job stability. evaluation in the corresponding department

75About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Occupational Health and Safety

Governance Strategy

In accordance with regulatory requirements EVE has established a company-level Work Safety EVE upholds the principle of“ no hesitation in time no hesitation in manpower no hesitation in funds” for workplace safety and

Committee (hereinafter referred to as the "Committee") chaired by the President. Each production base maintains zero tolerance for risks and hazards. It establishes a dual-prevention mechanism standardizes contractor workforce manage-

has simultaneously set up a streamlined sub-committee for safety management and each business ment enhances the emergency response system advances digital safety management and encourages active participation by all

unit is required to establish a division-level work safety committee led by a vice president or general employees. Through these efforts it integrates workplace safety with occupational health strengthening the safety foundation for stable

manager. Committees at all levels hold regular meetings to coordinate and deploy work safety development. For critical issues it sets up dedicated task forces and allocates resources to eliminate risks ensuring safe and compliant

initiatives. The Company Committee oversees three specialized committees each responsible for operations and a workplace where employees feel secure and customers have confidence.coordinating specific safety initiatives: the Fire and Explosion Prevention Committee responsible for

fire and explosion risk management and emergency response; the Mechanical Safety Committee Work safety vision Zero injuries and zero fires

responsible for equipment improvements and technical guidance in mechanical safety; and the

Employee Health Committee responsible for managing work-related injuries and occupational disease Occupational health and safety policy Safety first focusing on prevention integrated control people centered and health for all

prevention and control.Safety“ three no hesitations” principle No hesitation in time no hesitation in manpower no hesitation in funds

Occupational health management policy Prevention first combined with treatment.President Occupational health management principle Whoever is in charge is responsible

Executive Management

Work Safety Committee Risk Management and Response Action

Heads of Business Heads of Subsidiaries Heads of Functional EVE complies with the Work Safety Law of the People's Republic of China the Law of the People's Republic of China on Prevention

Units (BU) and Bases Departments and Other Business Units and Control of Occupational Diseases and other laws and regulations. The Company has established internal documents such

as the Environmental and Occupational Health and Safety Manual the Safety Production Responsibility System Management

Headquarters Procedure the Hazard Identification and Risk Assessment Control Procedures and the Management Rules for Occupational

Health to implement work safety and occupational health management.Fire and Explosion Mechanical Safety Employee Health EVE has established a comprehensive occupational health management system rigorously implementing the "three simulta-

Prevention Committee Committee Committee neous" principle for occupational health management in new renovation and expansion projects. The Company actively

promotes healthy enterprise development and continuously strengthens occupational hazard notification routine monitor-

ing regular testing personal protection and occupational health examinations. These efforts drive ongoing improvements in

workplace safety conditions ensuring employees a safe and healthy working environment.Subsidiaries/Bases

Factory General Manager EVE has fully established an occupational health and safety management

system and a work safety standardization framework in accordance with ISO The ISO 45001 third-party certification

Factory Safety and Environment Department 45001 and GB/T 33000. Each operational holding subsidiary is required to coverage rate for primary entities with

accelerate the acquisition of third-party certification and work safety mature operations in the battery

manufacturing segment reached

Part-time EHS Coordinators standardization assessments following the designated pathways. In 2025 the

ISO 45001 third-party certification coverage rate for primary entities with

Work Safety Committee Organizational Chart ???%mature operations in the battery manufacturing segment reached 100%.

76About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Dual Prevention

EVE issued the Notice on Fully Advancing the Dual Prevention Mechanism for Safety Risk Classification

Management and Hazard Identification and Rectification and established a comprehensive risk Risk classification management principle

classification management system. Following the principle that "the higher the risk level the higher the

control level" the Company implements the "Five-Color Risk Control Chart" and "Grid-Based Safety SIF risks & extreme risks

Organization System."

High risks

?? Hazard Identification Risk Assessment and Mitigation Plans were风险分fo级rm管ula控ted原 and则 approved across different levels Medium risks

Low risks

With SIF risks reported and mitigated A total of were identified across all units

???? ?????hazards Minor risks

Management of Labor from Relevant Parties

In strict accordance with the Relevant parties and foreign workers Management Regulations EVE implements safety prohibitions and environmental health admission instructions notification and signing and enforces approval

procedures for relevant parties entering the facility and inspection of construction equipment and tools. During operations the Company strictly supervises and implements construction site safety acceptance for relevant parties and

processing of various work permits. Violations are strictly penalized and identified safety hazards are addressed through Rectification Orders requiring immediate corrective actions effectively safeguarding occupational health and

safety of operating personnel.Emergency Management

EVE focuses on improving the emergency response plan system and innovatively establishes an emergency framework centered on CMT IMT and ERT. In 2025 the Company conducted over 7370 emergency drills and cumulatively

established 7 dedicated emergency security teams 49 part-time fire brigades and 847 grassroots emergency teams. In accordance with the Fire Station Construction Standards Optimization Plan the Company guided the establishment

of fire stations at Malaysia and Shenyang bases; completed the construction of a clustered walkie-talkie command system at the Huizhou base; launched a high-shelf firefighting robot R&D cooperation project; and completed the

upgrade and renovation of the smoke and heat live fire training ground significantly enhancing scientific rescue capabilities through simulated scenario training.Incident Investigation

EVE has internally formulated the Accident Management Procedure Occupational Health Control Procedure and other regulations systematically establishing investigation procedures for work-related injuries health issues and accidents.After an incident occurs the person in charge at the scene must immediately organize rescue operations report the incident and protect the scene. The Company establishes an investigation team based on authority implements

corrective measures and clarifies responsibilities based on investigation results and internally circulates an overview and corrective measures organizes relevant training and rewards personnel who actively participate in rescue

operations or provide important clues.

77

Teams ? key focus risks

Workshops ? key focus risks

Product lines and functional departments ?

key focus risks

Company subsidiaries and business

units ? key focus risks

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Digital EHS Management

EVE has independently developed a digital management system. In 2025 the Company completed the launch and activation of six business modules including battery fire prevention EHS leadership executive dashboard risk analysis

and early warning hazard identification and rectification and incident management. Meanwhile eight business modules including high-risk work permits all-staff responsibility system environmental protection occupational health

and high-risk operation management have been developed and are currently in the debugging phase. Upon launch these modules will further strengthen the intelligent level of risk monitoring and early warning.All-Staff Participation

EVE enforces a comprehensive safety responsibility system ensuring that all employees understand and sign the safety responsibility agreement. It conducts quarterly and annual evaluations of safety performance and rewards all

members of units that achieve the“ double zero” target (zero injuries and zero fires) with the“ All-Employee Safety Award.”

EVE encourages all employees to participate in occupational health and safety management and has established an incentive mechanism. All employees can report hazards near misses and safety improvement proposals through

multiple channels fostering a safety culture of full-staff engagement.Additionally EVE organizes featured occupational health and safety events every year including fire safety competitions 119 fire safety open day 100-day safety campaign electrician competitions and forklift skill contests.Case1 Electrical Safety Training Case 2 Work Safety Education and Training

In 2025 EVE conducted tiered electrical safety training. Through scenario-based experiences such as EVE actively implements comprehensive safety education

simulated electric shock and simulated on-site work employees were helped to directly experience and training across multiple fields and levels. The EHS A total of nternal training sessions

the severity of safety hazards. For electrical workers hands-on training modules were established Center has established the EHS School and Jingxing School

covering protective tools emergency first aid electrician tools and high-voltage DC operations to ensure the effective inheritance of EHS management ???

simulating high-risk factory scenarios to comprehensively and directly enhance employees' safety culture. In 2025 a total of 105 internal training sessions and External training sessions were

operation and emergency response capabilities. 33 external training sessions were conducted for all conducted for all members of the

members of the EHS system covering safety occupational EHS system

health environmental protection fire prevention emergen-

cy response systems and standards. ??

Equipment Maintenance Training Electrical Practical Training 2025 Registered Fire Engineer External Training The 13th Fire Safety Competition

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Occupational health management measures Employee Assistance Program

The Company’s primary leader takes full responsibility for occupational disease prevention and control. A dedicated employee health committee chaired by the vice EVE continuously refines the Employee

president of human resources and comprising HR and EHS management personnel coordinates work-related injury and occupational disease prevention efforts. Assistance Program (EAP) to systematically

Workspace and workshop layouts are rationally designed to meet national occupational health standards and hygiene requirements. Appropriate occupational disease advances employee mental health support.prevention facilities are in place with regular inspections and maintenance. Online the Company promotes mental health

knowledge through the "E-Li Sunshine" platform

Sufficient funding is allocated for occupational disease prevention and control with annual increases to enhance protective measures. Employees are provided with and sets up the "Little E Tree Hollow" to listen to

certified and suitable personal protective equipment. employees' voices. Offline the Company

A 100% compliance rate is maintained for pre-employment on-the-job and post-employment health examinations for employees exposed to occupational hazard factors cultivates internal EAP ambassadors organizes

with individual occupational health records established. mental health themed activities and provides

employees with free professional psychological

Certified occupational health service providers are engaged to conduct regular detection of occupational hazard factors and assessment of the current status of occupation- counseling services. In 2025 the Company

al hazards. Improvement measures are implemented based on assessment results and suggestions and hazard information is publicly disclosed in affected workplaces. conducted 2 large-scale online mental health

Hazardous substances are strictly controlled. Newly introduced chemical materials undergo thorough review of documentation and test reports. Production-related activities 44 "Mental Health into Departments"

chemicals are regularly tested by accredited third-party institutions with 42 samples submitted in 2025 ensuring the elimination and substitution of hazardous substances activities and 3 online mental health classes. A

at the source. total of 233 psychological counseling cases were

A List of Prohibited Substances is in place prioritizing non-use of high-risk materials banning six highly toxic or carcinogenic substances and implementing strict control completed both online and offline and a

over 284 toxic or hazardous substances. High-risk materials that cannot be banned or replaced undergo risk assessments based on composition usage scenarios quantity company-wide mental health assessment was

and protective measures to determine prohibited or conditional introduction. Engineering protection is reinforced and workers are provided with effective protective carried out with 1182 employees participating in

equipment. the evaluation.Ergonomic protection and occupational health risk assessments are conducted. Risks related to manual handling (pushing pulling lifting carrying and lowering)

prolonged standing static loads congested workspace and repetitive hand or wrist movements are identified with corresponding control measures provided. Control

measures follow a hierarchical approach prioritizing proper design engineering control and administrative interventions to minimize or eliminate workers’ exposure to

physically demanding tasks.Targets and Progress

Each year the Company issues various work safety plans including the Work Safety Target Management Plan the Work Safety Responsibility Assessment Plan and the EHS Training Plan. For mature entities 33 target indicators (including 21 assessment

items) have been established covering areas such as safety investment emergency response capability assessment pass rate near-miss incidents injury severity (including severe injuries) fatalities and occupational diseases. Among them 49 items

met the targets with an overall compliance rate of 90.7%. For newly established entities 21 indicators (including 15 assessment items) have been set covering aspects such as safe and civilized construction measures cost on-time delivery rate of fire

protection facilities in construction projects efficiency of supervised corrective actions and Category II or higher fire incidents achieving an overall compliance rate of 90.5%.Targets/indicators Targets/indicators

Safety organization network coverage The safety organization network of EVE and its subsidiaries has achieved full coverage extending both horizontally and vertically to ???%.Effective initial fire incident response rate Every on-site fire incident has been effectively addressed achieving a ???% incident resolution rate.Employee safety training coverage New employees have achieved ???% compliance with three-level safety training during onboarding.

79About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

08

GIVING BACK Topics Disclosed Contribution to SDGs

TO SOCIETY 16 Rural revitalization and social contributio

80About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Value Co-creation

On the path of practicing shared value EVE always regards surrounding areas as a "community of shared responsibility" for symbiotic development. Through public welfare assistance supporting rural infrastructure construc-

tion and promoting regional development the Company delivers warmth and achieves coordinated win-win outcomes among corporate development society regions and people's livelihoods.Rural Revitalization Development of Regional Industries

Warm Sunshine Public Welfare Assistance Initiative Solid-State Battery Rolled Off Production Line in Chengdu Driving

Case Since 2023 EVE has continuously carried out Case High-tech Industry Development

targeted assistance activities for two consecutive In September 2025 EVE's "Longquan No. 2" 10Ah all-solid-state battery successfully rolled off the

years in Chigang Village Tonghu Town Zhongkai production line at the Chengdu mass production base. Featuring an energy density of up to 300Wh/kg

District Huizhou City near the Company headquar- and a volumetric energy density of 700Wh/L this battery precisely targets high-end equipment sectors

ters. The Company regularly organizes volunteers to including humanoid robots eVTOL aircraft and AI achieving deep synergy with Chengdu's strategic

visit impoverished families in the village delivering positioning as a "East Data West Computing" hub and low-altitude economy demonstration zone. The

daily necessities to left-behind children and elderly project has a planned annual capacity of nearly 500000 cells to be constructed in two phases creating

people living alone listening to their needs high-tech employment opportunities in Chengdu and attracting upstream and downstream enterprises

face-to-face and conveying care. On Children's Day in the industrial chain to gather. By introducing

volunteers carefully prepare gifts such as books globally leading solid-state battery technology

stationery and milk to accompany children in the Company actively participates in the

celebrating the festival; during winter and summer construction of Chengdu's "Longquan" new

vacations they deliver study packages and daily energy industry cluster facilitating the transfor-

necessities to help students enjoy their holidays with mation and upgrading of local traditional

peace of mind. In May 2025 the volunteer team once industries to a new technology industry support-

Conducting household visits to

again visited Chigang Village conducting household ed by new energy artificial intelligence and targeted assistance families

visits to 15 targeted assistance families continuing low-altitude economy achieving coordinated

material support and heartfelt care practicing ?? win-win outcomes between corporate develop-

corporate social responsibility through concrete ment and regional prosperity.actions and delivering warmth and commitment.Responding to the Call Lighting Up the Town and Village EVE Partners with SPIC to Advance Green Power Development through

Case Case Qujing Energy Storage

In September 2025 EVE donated RMB 40000 to the Boluo County Charity Federation of Huizhou City In April 2025 the first phase of the Qujing Luliang Shared Energy Storage Project (200MW/400MWh) a

specifically for streetlight construction in Luwu Village Henghe Town. As an important component of collaboration between EVE and SPIC Yunnan International was successfully connected to the grid and

the rural revitalization livelihood project in Boluo County the lighting initiative has been a key focus for put into operation marking Qujing's first shared energy storage project. The Company provided 40

addressing infrastructure gaps in rural areas. This donation will effectively improve nighttime lighting energy storage units with individual capacity of 5MW/10MWh achieving efficient delivery with

conditions in Luwu Village ensure villagers' travel safety and contribute to the enhancement of rural installation commissioning and grid connection completed within one week ensuring rapid project

living environments through corporate commitment. implementation. The project balances grid supply and demand through peak-valley charging and

discharging enhances grid stability facilitates local renewable energy consumption and optimized

allocation of energy resources and provides stable and reliable power support for the region.

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Community Participation

As the Company expands its global business it continues to engage in cultural exchange activities safety and emergency drills and community visits and dialogues. These initiatives foster close communication with local

communities and reinforce its image as a corporate leader committed to social responsibility.Safe Community

Case Case

Walking Together with Safety and Green Development Building a

Harmonious Community Government-Enterprise Joint Comprehensive Emergency Drill

In November 2025 EVE Power's EHS Center partnered with Xinglong Community to hold a fire protection In June 2025 EVE Power invited government departments including the Jingmen Duodao District

and environmental protection community event at Tianle Residential Area themed "EVE Joins Hands Emergency Management Bureau Economic and Information Technology Bureau and Fire Rescue

with You to Build a Safe and Green Home". The event effectively popularized safety and environmental Brigade to jointly conduct a company-level comprehensive emergency drill. Through practical exercises

protection knowledge through entertaining and educational approaches enhancing the integration both government and enterprise parties built an efficient communication and collaboration bridge

between the enterprise and the community. laying a solid foundation for government-enterprise joint efforts in the field of safe production.Community Engagement

Case

Domestic Communities Community Charity Bazaar Activity

EVE actively responded to the call of the "Love Bazaar

Assisting Education and Helping the Needy" public welfare

EVE is committed to community co-construction and activity successfully holding a charity bazaar in July 2025

the cultivation of employee volunteer culture at the Aerospace Science and Technology Park Employee

regularly carrying out volunteer activities such as

EVE's volunteer service team accumulated a total of Leisure Activity Center. The proceeds from this event were

"Beach Cleanup Plogging". In 2025 EVE's volunteer used to establish a special assistance fund prioritized for

service team accumulated a total of 13409 service ?????service hours subsidizing financially distressed employees and their

hours with 267 employees participating. On the basis children within the Company with the remaining funds

of continuously deepening community engagement Employees participating allocated to education assistance and poverty alleviation

the Company actively conducts public welfare ??? projects for children of migrant workers students in assistance projects earnestly fulfilling corporate social difficulty and other groups.responsibility.

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Overseas Communities

EVE has established a well-structured ongoing communication mechanism with overseas communities regularly engaging with local communities higher education institutions social organizations and government bodies near

overseas bases. These interactions include site visits participation in local festivals hosting forums and lectures and setting up feedback channels. Additionally the Company requires all expatriate employees to undergo comprehen-

sive training on overseas safety culture and languages to enhance their adaptability and foster harmonious development between overseas bases and local communities.Case Case

Engaging with Local Government to Explore High-Quality Development Approaching Overseas Communities Delivering Caring Support

In November 2025 Dato' Seri Haji Muham- In October 2025 EVE Malaysia held a "Community Caring Program" themed event at the Penang Jelutong Silver

mad Sanusi Menteri Besar of Kedah Jubilee Home for the Aged. Company representatives engaged in cordial exchanges with the elderly residents

Malaysia along with representatives from and precisely responded to their actual needs by donating a series of urgently required daily necessities

the Kedah State Government Kedah State deepening community integration through concrete actions.Economic Planning Unit Kedah Investment

Authority Kulim Land Office and Kulim

Municipal Council visited EVE Malaysia. This

exchange focused on "high-quality develop-

ment" as the core theme building

consensus on key areas including investment

promotion supply chain collaboration

quality and safety standard upgrades green

and low-carbon development and local

talent cultivation.Case Case

Cross-border Scientific Research Collaboration Promoting Green

Fulfilling Public Welfare Commitments Enhancing Community Influence Development Together

In 2025 EVE continued to deepen its community influence in In 2025 EVE conducted in-depth discussions with

Debrecen through diversified public welfare initiatives. In January the University of Debrecen and Wuhan University

the Company participated in the annual charity ball hosted by the on topics including joint construction of research

Debrecen Municipal Government providing education-specific platforms academic cooperation and technical

sponsorship and receiving an honorary trophy jointly presented by exchanges further expanding its global collabora-

the mayor and the university president. In June as the largest tive R&D layout. The Hungarian company signed a

sponsor the Company supported the local iconic youth sports event letter of intent with the Bay Zoltán Research

"THROW DOWN" strengthening community sports and cultural Institute with both parties jointly advancing

interaction. During the Christmas season the Company donated 400 research and project development committed to

Christmas gift packages to children in the Debrecen MACS communi- creating environmentally friendly industrial

ty conveying care and warmth. solutions in Hungary.

83About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Appendixes

Entities within the Scope of Reporting

Principal place of Entity Abbreviation Business type Principal place ofbusiness business Entity Abbreviation Business type

EVE Energy Co. Ltd.(Headquarters) EVE Manufacturing industry EVE-Linyang Energy Storage Technology Company Limited EVE-Linyang Manufacturing industry

Qidong Jiangsu

Huizhou Jinyuan Intelligent Robot Co.Ltd. Jinyuan Intelligent Robot Manufacturing industry Jiangsu EVE Energy Storage Technology Company Limited Jiangsu EVE Energy Storage Manufacturing industry

EVE Hyperpower Batteries Inc. EVE Hyperpower Manufacturing industry Ningbo Zhejiang Ningbo EVE Hyperpower Batteries Co. Ltd. Ningbo EVE Manufacturing industry

Shenyang

Guangdong EVCENS New Energy System Co. Ltd. EVCENS Manufacturing industry Liaoning Shenyang EVE Energy Co. Ltd. Shenyang EVE Manufacturing industry

Huizhou EVE Power Co. Ltd. Huizhou EVE Power Manufacturing industry Beijing Beijing EVE Energy Co. Ltd. Beijing EVE Manufacturing industryHuizhou China

Guangdong

Manufacturing industry Jinhai Lithium (Qinghai) Co. Ltd.Huizhou EVE New Energy Solutions Co. Ltd. Huizhou EVE New Energy Solutions Jinhai Lithium Manufacturing industryHaixi Qinghai

Qinghai EVE Energy Co. Ltd. Qinghai EVE Manufacturing industry

Huizhou EVE United Energy Co. Ltd. EUE Manufacturing industry

EVE ASIA CO. LIMITED EVE Asia Commerce and trade industry

Huizhou Yiding Property Management Co. Ltd. Yiding Property Management Service industry

Hong Kong EVE POWER HONGKONG CO. LIMITED EVE Power Hong Kong Commerce and trade industry

Guangdong EVE Digital Energy Technology Co. Ltd. Guangdong EVE Digital Energy Service industry

YW Industrial Chain Investment Limited YW Industrial Chain Commerce and trade industry

Huizhou Risheng New Energy Co. Ltd. Huizhou Risheng Service industry

EVE ENERGY MALAYSIA SDN. BHD. EVE Malaysia Manufacturing industry

EVE Innovation Energy Co. Ltd. EVE Innovation Energy Manufacturing industry Malaysia

China EVE ENERGY STORAGE MALAYSIA SDN. BHD. EVE ENERGY STORAGE MALAYSIA Manufacturing industry

EVE Power Co. Ltd. EVE Power Manufacturing industry

Jingmen Hungary EVE Power Hungary Kft. EVE Hungary Manufacturing industry

Hubei Jingmen EVE New Energy Solutions Co. Ltd. Jingmen EVE New Energy Solutions Manufacturing industry

Germany EVE Germany GmbH EVE Germany Commerce and trade industry

Jingmen EVE Integrated Energy Services Co. Ltd. Jingmen EVE Integrated Energy Service industry

Overseas Singapore EVE ENERGY PTE. LTD. EVE Singapore Commerce and trade industry

Wuhan Fanso Technology Co. Ltd. Fanso Manufacturing industry

Ireland EVE ENERGY IRELAND HOLDING LIMITEED EVE Ireland Commerce and trade industry

Wuhan EVE Energy Storage Co. Ltd. EVE Energy Storage Manufacturing industry

Hubei EVE Worldwide Industry INC EVE Worldwide Commerce and trade industry

Hubei EVE Digital Energy Technology Co. Ltd. Hubei EVE Digital Energy Service industry United States

EVE ENERGY US HOLDING LLC EVE United States Commerce and trade industry

Chengdu EVE Energy Co. Ltd. Chengdu EVE Manufacturing industry

Chengdu British Virgin

Islands EVE BATTERY INVESTMENT LTD EBIL Commerce and trade industrySichuan

Chengdu EVE Power Co. Ltd. Chengdu EVE Power Manufacturing industry

Qujing Yunnan Qujing EVE Energy Co. Ltd. Qujing EVE Manufacturing industry

Note: Compared to the previous reporting year Jingmen EVE Integrated Energy Services Co. Ltd. Beijing EVE Energy Co. Ltd. and Yiwei

Yuxi Yunnan Yuxi EVE Energy Co. Ltd. Yuxi EVE Manufacturing industry Industry Chain Investment Co. Ltd. have been added. Meanwhile Huizhou Jinyuan Precision Automation Equipment Co. Ltd has been renamed

to Huizhou Jinyuan Intelligent Robot Co. Ltd.

84About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Key Performance Table

Economic and Governance Performance1

Indicator Unit 2025 2024 2023

Total assets RMB 100 million 1255.42 1008.91 943.55

Operating revenue RMB 100 million 614.70 486.15 487.84

Economic performance

Revenue from products and services with significant environmental or social benefits2 RMB 100 million 502.99 381.97 403.25

The proportion of revenue derived from products and services that deliver significant environmental or social benefits2 % 81.83 78.57 82.66

Number of directors person 8 7 7

Number of independent directors person 3 3 3

Number of female directors person 3 2 2

Corporate governance Proportion of independent directors % 37.50 42.86 42.86

Proportion of female directors on the board % 37.50 28.57 28.57

Number of general shareholders' meetings held nos. 6 19 21

Number of board meetings held nos. 16 7 10

Average attendance rate of board meetings % 100 / /

Percentage of operations assessed for risks related to corruption % 100 100 100

Number of confirmed incidents of corruption during the reporting period nos. 6 6 1

Number of concluded corruption lawsuits filed during the reporting period nos. 0 / /

Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption nos. 2 0 0

Percentage of directors receiving anti-bribery and anti-corruption training % 75 72.73 /

Anti-corruption and

Business Ethics Percentage of management personnel receiving anti-bribery and anti-corruption training % 37 36 32.24

Percentage of employees receiving anti-bribery and anti-corruption training % 100 100 100

Employee anti-corruption training coverage rate % 100 100 100

Number of anti-corruption training sessions for management nos. 8 20 7

Number of lawsuits related to unfair competition and violations of antitrust and anti-monopoly laws nos. 0 0 0

Amount involved in lawsuits or major administrative penalties due to the Company’s unfair competition practices RMB 0 0 0

Total R&D investment RMB 100 million 34.35 30.60 28.71

R&D expenses as a percentage of revenue % 5.59 6.29 5.88

Number of R&D employees person 6597 6068 5291

R&D innovation R&D employees with doctoral degrees person 71 56 43

R&D employees with master's degrees person 1667 1576 1243

Cumulative number of patent applications filed nos. 14725 10007 7430

Cumulative number of valid granted patents nos. 8946 6293 4925

Explanation on statistical scope and calculation methods:

1 The statistical scope of the Company's economic and governance data is consistent with the scope of its consolidated financial statements.

2 Revenue from products and services with significant environmental or social benefits includes sales revenue from power batteries and energy storage batteries. The revenue proportion is calculated as: Sales revenue from power batteries and energy storage batteries ÷ Total operating revenue.

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Social Performance

Indicator Unit 2025 2024 2023 Indicator Unit 2025 2024 2023

Employee management1 Number of management personnel (by nationality and ethnicity)2

Total number of employees person 31213 29994 27339 China person 3316 / /

Total number of employees (by age) - Han Chinese % 95.39 / /

Under 30 person 12140 10351 11757 - Ethnic minorities % 4.61 / /

30-50 person 18795 19339 15232 Other countries person 3 / /

Over 50 person 278 304 350 Number of new employees (by gender)

Total number of employees (by gender) Male person 4960 5726 4650

Male person 22386 21148 18930 Female person 1396 1959 1765

Female person 8827 8846 8409 Number of new employees (by age)

Total number of employees (by educational background) Under 30 person 3971 4263 4034

Doctorate person 91 80 68

30-50 person 2382 3419 2358

Master's degree person 2956 2734 2059

Over 50 person 3 3 23

Bachelor's degree person 9502 8588 6956

Percentage of female employees in revenue-generating departments3 person 41 29 42

Associate degree person 5413 4712 4162

Percentage of female employees in STEM-related positions4 % 18 13 20

High school and below person 13251 13880 14094

Coverage rate of employees under work-related injury insurance % 100 100 100

Total number of employees (by nationality and ethnicity)

Labor contract signing rate % 100 100 100

China person 31202 / /

Proportion of employees covered by collective bargaining agreements % 100 100 100

-Han Chinese % 94.13 / /

Total number of employees on parental leave person 3063 2740 2564

-Ethnic minorities % 5.87 / /

Total number of employees on parental leave (by gender)

Other countries person 11 / /

Male person 2281 1983 1775

Number of management personnel2 person 3319 2803 2693

Female person 782 757 789

Number of management personnel (by gender)2

Total number of employees returning to work after parental leave person 2972 2740 2242

Male person 2588 2176 2076

person 731 627 617 Total number of employees returning to work after parental leave (by gender)Female

% 24 / / Male person 2213 1907 1616Percentage of women in junior management positions

Percentage of women in middle management positions % 16 / / Female person 759 716 626

Proportion of employees receiving regular performance and career

Percentage of women in top management positions % 17 / / development reviews % 100 100 100

Number of management personnel (by age)2 Average training hours per employee hour 44.2 43.6 31.5

Under 30 person 585 329 582 Average training hours per employee (by gender)

30-50 person 2683 2427 2058 Male hour 43.5 44.5 31

Over 50 person 51 47 53 Female hour 45.8 41.6 32.6

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Indicator Unit 2025 2024 2023 Indicator Unit 2025 2024 2023

Average training hours per employee (by job level) Number of suppliers (by tier/type)

Grassroots employees hour 40.5 34.3 / Number of tier-1 suppliers6 nos. 931 / /

First-level management hour 51.1 130.8 / Number of significant suppliers in Tier-1 nos. 90 / /

Proportion of total spend on significant suppliers in Tier-1 % 33.28 / /

Middle management hour 85.7 124.9 /

Number of non-tier-1 suppliers nos. 0 / /

Senior management hour 66.4 49.2 /

Number of significant suppliers in non-Tier-1 nos. 0 / /

Annual training expenditure RMB 10000 1650.36 1674.08 /

Number of significant suppliers in Tier-1 and non-Tier-1 nos. 90 / /

Employee training coverage rate % 100 100 95.52

Proportion of procurement spending on local suppliers7 % 58.23 47.64 21.59

Employee training coverage rate (by gender) Number of new suppliers screened using environmental and social criteria nos. 88 45 /

Male % 100 100 98.60 Number of suppliers assessed for environmental and social impacts nos. 295 311 231

Female % 100 100 93.34 Number of suppliers assessed with negative environmental or social impacts nos. 0 / /

Employee training coverage rate (by job level) Number of suppliers with negative environmental or social impacts that were terminated nos. 0 / /

Grassroots employees % 100 / / Number of sustainability training sessions conducted for the supply chain nos. 6 3 /

First-level management % 100 / / Number of suppliers participating in sustainability training nos. 250 64 /

Coverage rate of social responsibility training for procurement personnel % 100 / /

Middle management % 100 / /

Percentage of suppliers that have signed the sustainable procurement charter/supplier % 100 100 100

Senior management % 100 / / code of conduct

Percentage of new suppliers screened using environmental assessment criteria % 100 100 100

Employee skills training coverage rate % 100 / / Percentage of suppliers with contracts that include environmental labor and human % 100 100 100

Employee training coverage rate on diversity rights requirements

anti-discrimination and anti-harassment % 100 / / Products and customers

Gender pay gap % 1.31 / / Percentage of products withdrawn and recalled due to health and safety reasons % 0 0 0

Occupational health and safety1 Number of data security incidents nos. 0 0 0

Investment in work safety RMB 10000 5631.89 5017 5155 Amount involved in data security incidents RMB 0 0 0

Number of safety drills nos. 6907 7789 4712 Customer satisfaction point 94.6 93.95 89.8

Number of chemical spill and explosion incidents nos. 0 / /

Explanation on statistical scope and calculation methods:

Number of work-related fatalities person 0 0 0 1 The employee management and occupational health and safety data comes from domestic holding subsidiaries (including Hong Kong).Lost Time Injury Rate (LTIR) % 0.064 / / 2“ Management” refers to personnel holding managerial positions.

3“Revenue-generating departments” refer to departments that contribute to company revenue distinct from administrative functions such as

Lost Time Injury Frequency Rate (LTIFR) % 0.32 / / HR and IT. The scope of the data for this year covers the Company's sales force.

4

Percentage of employees represented on the EHS committee % 100 / / “STEM-related positions” refer to roles related to Science Technology Engineering and Mathematics. The scope of the data for this year covers

the Company's technical employees.Supply chain management 5“ /” indicates data not collected in the previous year.Number of suppliers (by region) 6 Tier-1 suppliers covers the company's direct material suppliers.

7 The proportion of procurement spending on local suppliers is calculated based on the percentage of raw material purchases made from

Number of suppliers in China nos. 873 / / suppliers in Guangdong Zhejiang Hubei Yunnan Liaoning Sichuan and Jiangsu Province from January to December 2025. The data covers

nos. 58 / / entities including EVE EVE Power Huizhou EVE Power EVE Innovation Energy EVE Energy Storage Ningbo EVE EVE-Linyang Huizhou EVE New Number of overseas suppliers

Energy System Qujing EVE Chengdu EVE Shenyang EVE and Jingmen EVE New Energy System.

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Environmental Performance

Indicator Unit 2025 2024 2023 Indicator Unit 2025 2024 2023

Environmental management GHG emissions4

Annual environmental investment RMB 10000 7064.13 4746.15 4406.00 Scope 1 + Scope 2 GHG emissions

(market-based) tCO2e 1795018 1585186 1446173

Incidents of environmental law violations nos. 0 0 0

Scope 1 + Scope 2 GHG emissions tCO e 1668270 / /

Number of green factories nos. 6 3 2 (location-based) 2

Resource utilization1 Scope 1 + Scope 2 GHG emissions intensity (market-based) tCO2e/RMB 100 million 2920.15 3260.69 3005.44

Total energy consumption MWh 4497380 3691875 3232689

Scope 1 + Scope 2 GHG emissions intensity

(location-based) tCO2e/RMB 100 million 2713.96 / /

Total energy consumption intensity2 MWh/RMB 100 million 7316.38 7594.11 /

Scope 1 GHG emissions tCO2e 118346 102465 102432Direct energy consumption MWh 570628.72 / /

- Gasoline consumption MWh 3166.85 / / Scope 2 GHG emissions (market-based) tCO2e 1676672 1482721 1363741

- Diesel consumption MWh 698.12 / / Scope 2 GHG emissions (location-based) tCO2e 1549924 / /

- Kerosene consumption MWh 4.79 / / GHG reduction3 tCO2e 147982 120912 19950

- LPG consumption MWh 500.97 / / Air emissions5

- Natural gas consumption MWh 566257.98 / / Total air emissions ton 71.53 56.29 33.99

Indirect energy consumption MWh 3926.751.57 / /

NOx ton 23.46 15.25 16.04

- Electricity consumption MWh 2495845.98 / /

NOx concentration mg/m3 Refer to the environmental emissions table for key regulated entities

- Steam consumption MWh 1430073.19 / /

SO2 ton 0.9271 0.7441 0.352

- Heat consumption MWh 266.52 / /

SO concentration mg/m3 Refer to the environmental emissions table for

- Cool consumption MWh 565.89 / / 2 key regulated entities

Renewable energy consumption MWh 674840.81 / / VOCs ton 47.14 40.3 17.6

Non-renewable energy consumption MWh 3822539.48 / / VOCs concentration mg/m3 Refer to the environmental emissions table for key regulated entities

Self-built PV power generation MWh 109331 104602 35802 Total NMP recovery ? lithium battery ton 151944.80 109115.46 72612.18

Reduction in energy consumption3 tce 44238 29566 / Wastewater discharge5

Water consumption1

Wastewater ton 90264.00 65344.28 46484.86

Total water withdrawal (third-party ? municipal water supply) m3 9408244 7831151 6805098

COD ton 2.8195 2.5153 3.3545

Total water withdrawal intensity m3 /RMB 100 million 15305.42 / /

COD concentration (by facility) mg/L Refer to the environmental emissions table for key

Recycled materials regulated entities

Renewable materials consumption ton 17455 793 / NH3-N ton 0.3152 0.0759 0.2195

Percentage of sold products that are recyclable % 100 / / NH3-N concentration (by facility) mg/L Refer to the environmental emissions table for key regulated entities

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Indicator Unit 2025 2024 2023

Solid waste management5

General solid waste generation ton 213615.97 155106.24 112988.10

Hazardous waste generation ton 3046.57 2628.44 3117.88

General solid waste intensity Explanation on statistical scope and calculation methods:ton/RMB 100 million 347.51 / /

1 The water resources data comes from companies under EVE with mature operations in the

Hazardous solid waste intensity ton/RMB 100 million 4.96 / / battery manufacturing sector.General solid waste disposal ton 1260.14 1019.79 917.68 2 Total energy consumption indensity = Total energy consumption/ Revenue.

3 Reduction of energy consumption and GHG emissions is a comparison between before and after

-Volume of general solid waste disposed of by landfill ton 0 / / the implementation of the energy conservation and carbon reduction project in 2025.

4

-Volume of general solid waste disposed of by incineration with energy recovery ton 1012.43 / / The GHG emission data comes from the companies under EVE with mature operations in the

battery manufacturing sector. The GHG emission data covers 7 types of GHGs (CO2 CH4 N2O

-Volume of general solid waste disposed of by incineration without energy recovery ton 0 / / HFCs PFCs SF6 and NF3). Their data is consolidated through the operation control method and

calculated in the method based on ISO 14064-1: 2018 and GHG Protocol. The emission factors are

-Volume of general solid waste disposed of by other methods ton 247.71 / / selected from: (1) Calculation of fuel and fugitive source emission factors referring to 2006 IPCC

Guidelines for National Greenhouse Gas Inventories with the calorific value of fuel obtained based

Hazardous waste disposal ton 1777.46 1470.54 1131.47 on GB/T2589-2020 General Rules for Calculation of the Comprehensive Energy Consumption of

which the calorific value of natural gas is from parameters of the suppliers; (2) Purchased

-Volume of hazardous waste disposed of by landfill ton 170.61 / / electricity adopts the 2023 national average CO2 emission factor for electricity sourced from the

2023 Electricity CO2 Emission Factor issued by the General Office of the Ministry of Ecology and

-Volume of hazardous waste disposed of by incineration with energy recovery ton 1592.01 / / Environment on December 31 2025; (3) For steam the default value of thermal emission factor in

the Guidelines on the GHG Emission Accounting and Reporting for Machinery Manufacturing

-Volume of hazardous waste disposed of by incineration without energy recovery ton 0 / / Enterprises (Interim) is adopted.

5 The data on wastewater and exhaust emissions as well as waste disposal comes from the main

-Volume of hazardous waste disposed of by other methods ton 14.84 / / entities with mature operations in the battery manufacturing segment. The wastewater discharge

data only covers industrial wastewater which is treated in the Company’s self-built wastewater

Proportion of waste disposed of by landfill6 % 5.62 / / treatment stations in line with given standards for water replenishment of the cooling system or

discharged into the industrial sewage treatment works via the municipal sewage pipeline

General solid waste recycled ton 212355.83 154086.45 112070.41 network.Hazardous waste recycled ton 1269.11 1157.90 1986.41 6 Waste landfill disposal ratio = Total amount of general solid waste and hazardous waste landfilled

÷ Total amount of waste

89About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Environmental Emission and Permit Information of Key Organizations under Environmental Supervision

Category of main and

Entity characteristic Description of main Discharge

Number of Distribution

andcharacter polluters method discharge of discharge

Emission concentra- Total

tion/ intensity Implementation of pollutant discharge standards

Approved total Excess

pollutants outlets outlets Emissions (t/a) emissions(t/a) emissions

Standard for lithium-ion/lithium batteries in Table 5 of Emission

Atmospheric pollutants Non-methane hydrocarbon Organized 14 Zone A Zone B 2.88mg/Nm3 4.314t/a 16.0152t/a No

Standard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m3

EVE Zhongkai

factory

Special emission limit requirements in Table 3 of Emission Standard of

Atmospheric pollutants Nitrogen oxides Organized 1 Zone A 20.25mg/Nm3 0.332t/a 1.45t/a No

Air Pollutants for Boilers (DB 44/765-2019): 50mg/m3

Standard for lithium-ion/lithium batteries in Table 5 of Emission

Atmospheric pollutants Non-methane hydrocarbon Organized 1 Xikeng factory 2.755mg/Nm3 0.082t/a 1.164t/a No

Standard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m3

Indirect discharge standard in Table 2 of Emission Standard of

EVE Xikeng factory Water pollutants Chemical oxygen demand Intermittent 1 Xikeng factory 43.83mg/L 0.566t/a 3.15t/a No

Pollutants for Battery Industry (GB 30484-2013): 150 mg/L

Indirect discharge standard in Table 2 of Emission Standard of

Water pollutants Ammonia nitrogen Intermittent 1 Xikeng factory 0.941mg/L 0.0125t/a 0.048t/a No

Pollutants for Battery Industry (GB 30484-2013): 30 mg/L

Standard for lithium-ion/lithium batteries in Table 5 of Emission

Atmospheric pollutants Non-methane hydrocarbon Organized 7 Zone B Zone C 2.972mg/Nm3 6.968t/a 20.0562t/a No

Standard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m3

Special emission limit requirements in Table 3 of Emission Standard of

Atmospheric pollutants Nitrogen oxides Organized 2 Zone B Zone C 18.875mg/Nm3 5.576t/a 26.89t/a No

Air Pollutants for Boilers (DB 44/765-2019): 50 mg/m3

Special emission limit requirements in Table 3 of Emission Standard of

EUE Atmospheric pollutants Sulfur dioxide Organized 2 Zone B Zone C 0.625mg/Nm3 17.385t/a NoAir Pollutants for Boilers (DB 44/765-2019): 35 mg/m3 0.190t/a

Indirect discharge standard in Table 2 of Emission Standard of

Water pollutants Chemical oxygen demand Intermittent 2 Zone B Zone C 19mg/L Pollutants for Battery Industry (GB 30484-2013): 150 mg/L 0.161t/a 0.3862t/a No

Indirect discharge standard in Table 2 of Emission Standard of

Water pollutants Ammonia nitrogen Intermittent 2 Zone B Zone C 1.857mg/L Pollutants for Battery Industry (GB 30484-2013): 30 mg/L 0.0100t/a 0.0193t/a No

Special emission limit requirements in Table 3 of Emission Standard of

Atmospheric pollutants Nitrogen oxides Organized 3 Tonghu factory 34.262mg/Nm3 Air Pollutants for Boilers (DB 44/765-2019): 50 mg/m3 7.338t/a 33.590t/a No

Standard for lithium-ion/lithium batteries in Table 5 of Emission

Huizhou EVE Power Atmospheric pollutants Non-methane hydrocarbon Organized 14 Tonghu factory 2.375mg/Nm3 Standard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m3 3.005t/a 37.237t/a No

Special emission limit requirements in Table 3 of Emission Standard of

Atmospheric pollutants Sulfur dioxide Organized 3 Tonghu factory 5mg/Nm3 Air Pollutants for Boilers (DB 44/765-2019): 35 mg/m3 0.00088t/a 11.2107t/a No

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Category of main and

Entity characteristic Description of main Discharge

Number of Distribution Emission concentra- Total

andcharacter polluters method discharge of discharge tion/ intensity Implementation of pollutant discharge standards

Approved total Excess

pollutants outlets outlets Emissions (t/a) emissions(t/a) emissions

Standard for lithium-ion/lithium batteries in Table 5 of Emission

Atmospheric pollutants Non-methane hydrocarbon Organized 48 Zone 1/2/3/4/ 5.83mg/m3 18.54t/a 381.72t/a No

6/7/8/9/10 Standard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m3

Standard for gas-fired boilers in Table 3 of Emission Standard of Air

Atmospheric pollutants Sulfur dioxide Organized 1 Zone 2 6.5mg/m3 0.29t/a 3.55t/a No

Pollutants for Boilers (GB 13271-2014): 50 mg/m3

Standard for gas-fired boilers in Table 3 of Emission Standard of Air

EVE Power Atmospheric pollutants Nitrogen oxides Organized 1 Zone 2 90mg/m3 4.35t/a 16.6t/a No

Pollutants for Boilers (GB 13271-2014): 150 mg/m3

Indirect discharge standard in Table 2 of Emission Standard of

Water pollutants Chemical oxygen demand Intermittent 8 Zone 2/4/6/ 19mg/L 0.38t/a 63.591t/a No

7/8/9 Pollutants for Battery Industry (GB 30484-2013): 150 mg/L

Indirect discharge standard in Table 2 of Emission Standard of

Water pollutants Ammonia nitrogen Intermittent 8 Zone 2/4/6 0.55mg/L 0.046t/a 6.233t/a No

/7/8/9 Pollutants for Battery Industry (GB 30484-2013): 30 mg/L

Standard for lithium-ion/lithium batteries in Table 5 of Emission

Atmospheric pollutants Non-methane hydrocarbon Organized 7 Zone 2/3/5 3.57mg/m3 4.54t/a 30.0563t/a No

Standard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m3

EVE Innovation Standard for gas-fired boilers in Table 3 of Emission Standard of Air

Energy Atmospheric pollutants Sulfur dioxide Organized 1 Zone 2 5.5mg/m3 Pollutants for Boilers (GB 13271-2014): 50 mg/m3 0.14t/a 3.896t/a No

Standard for gas-fired boilers in Table 3 of Emission Standard of Air

Atmospheric pollutants Nitrogen oxides Organized 1 Zone 2 69mg/m3 1.65t/a 16.6t/a No

Pollutants for Boilers (GB 13271-2014): 150 mg/m3

Standard for lithium-ion/lithium batteries in Table 5 of Emission

Atmospheric pollutants Non-methane hydrocarbon Organized 4 Ningbo factory 4.204mg/m3 Standard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m3 0.477t/a 4.18t/a No

Ningbo EVE Indirect discharge standard in Table 2 of Emission Standard of Water pollutants Chemical oxygen demand Intermittent 1 Ningbo factory 25.75mg/L 0.182t/a 1.196t/a No

Pollutants for Battery Industry (GB 30484-2013): 150 mg/L

Indirect discharge standard in Table 2 of Emission Standard of

Water pollutants Ammonia nitrogen Intermittent 1 Ningbo factory 0.374mg/L Pollutants for Battery Industry (GB 30484-2013): 30 mg/L 0.0026t/a 0.239t/a No

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Company name Approval document Document No. Issuing date Expiration date

Completion Environmental Protection Acceptance for Zone A Expansion and Renovation Project (Zhongkai Factory) Independent acceptance May 16 2025 /

Completion Environmental Protection Acceptance for Zone B Expansion and Renovation Project (Zhongkai Factory) Independent acceptance May 16 2025 /

EVE Zhongkai factory Reapplication for Radiation Safety License Y.H.F.Z. [L0059] July 16 2025 July 15 2030

Pollutant Discharge Permit (Modification) (Zhongkai Factory) 91441300734122111K002U September 8 2025 July 7 2029

Reapplication for Radiation Safety License Y.H.F.Z. [L0059] October 22 2025 July 15 2030

Completion Environmental Protection Acceptance for Green High-Energy Lithium Thionyl Chloride and Lithium Manganese Dioxide

EVE Xikeng factory Battery Automated Production Line Expansion and Efficiency Improvement Project for IoT Applications (Xikeng Factory)

Independent acceptance May 16 2025 /

Steam Generator Supporting EVE Lithium Battery Project H.S.H. (Zhongkai) J. [2025] No.249 October 20 2025 /

Pollutant Discharge Permit (Reapplication) 91441300MA51W6K13R001U January 24 2025 January 23 2030

EUE

Pollutant Discharge Permit (Modification) 91441300MA51W6K13R001U April 25 2025 January 23 2030

Pollutant Discharge Permit (Modification) (Zhongkai Factory) 91441303MA55Y86R7Q002Q January 24 2025 October 17 2028

Pollutant Discharge Permit (Reapplication) (Tonghu Factory) 91441303MA55Y86R7Q001Q July 3 2025 July 2 2030

New Industrial CT Project of Huizhou EVE Power Battery Co. Ltd. Y.H.S [2025] No.17 February 7 2025 /

Huizhou EVE Power Radiation Safety License (Reapplication) Radiation Safety License (Reapplication) August 7 2025 February 16 2027

Radiation Safety License (Reapplication) Radiation Safety License (Reapplication) September 8 2025 February 16 2027

Completion Environmental Protection Acceptance for Factory 31 and Bottom Coating Project Independent acceptance September 26 2025 /

Revision of Emergency Response Plan for Sudden Environmental Incidents of Huizhou EVE Power Record Filing No.: 441325-2025-097-M October 30 2025 October 29 2028

Radiation Safety License (Reapplication) E.H.F.Z. [H0123] February 14 2025 December 11 2027

Radiation Safety License (Reapplication) E.H.F.Z. [H0123] April 3 2025 December 11 2027

Radiation Safety License (Reapplication) E.H.F.Z. [H0123] July 8 2025 December 11 2027

EVE Power Radiation Safety License (Reapplication) E.H.F.Z. [H0123] September 5 2025 December 11 2027

Pollutant Discharge Permit (Reapplication) 914208000500011600000Q January 10 2025 January 9 2030

Pollutant Discharge Permit (Reapplication) 914208000500011600000Q June 30 2025 June 29 2030

Radiation Environmental Impact Assessment Approval—New 9 Non-Medical Class II Radiation Devices Project of Hubei EVE Power

Co. Ltd. Factories 12 and 60 J.H.S. [2025] No.22 April 16 2025 /

EVE Innovation Energy Radiation Safety License (Reapplication) E.H.F.Z. [H0206] July 8 2025 April 14 2027

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Benchmark Index Table

Self-Regulatory Guidelines No. 17 for Companies Listed on Shenzhen Stock Exchange—Sustainability

Report (For Trial Implementation)

Section No. in the Guidelines Corresponding Section/Page Section No. in the Guidelines Corresponding Section/Page

Chapter I General Provisions About This Report Section 2 Innovation-Driven Development and Ethics of Science and Technology

Innovation-driven Development R&D Innovation

Chapter II Disclosure Framework for Sustainability ESG management R&D Innovation Product Quality and Safety Response to

Information Climate Change Occupational Health and Safety Supply Chain Management Ethics of Science and Technology NA

Chapter III Environmental Disclosure Section 3 Suppliers and Customers

Supply Chain Security Supply Chain Management

Section 1 Response to Climate Change

Not applicable. As of the end of the reporting period neither the

Response to Climate Change Response to Climate Change Company nor its holding subsidiaries had any outstanding payments to

Fair Treatment of Small and Medium-Sized Enterprises Small and Medium-sized Enterprises (SMEs) overdue to the extent that

Section 2 Pollution Control and Ecosystem Protection required public disclosure via the National Enterprise Credit Information

Publicity System. For details on accounts payable please refer to the

annual report.Pollutant Emissions Emissions and Environmental Impact

Product and Service Safety and Quality Product Quality and Safety Customer Service

Waste Management Emissions and Environmental Impact

Data Security and Customer Privacy Protection Data Security and Customer Privacy Protection

Ecosystem and Biodiversity Protection Emissions and Environmental Impact

Section 4 Employees

Environmental Compliance Management Environmental Management

Employees Employee Rights and Benefits Talent Development and Retention Occupational Health and Safety

Section 3 Resource Utilization and Circular Economy

Chapter V Disclosure of Sustainability-Related Governance Information

Energy Utilization Resource Management

Section 1 Sustainability-Related Governance Mechanisms

Water Resource Utilization Resource Management

Due Diligence ESG Management ESG Management

Circular Economy Resource Management

Stakeholder Communication ESG Management ESG Management

Chapter IV Social Disclosure Section II Business Practices

Section 1 Rural Revitalization and Social Contributions Anti-commercial Bribery and Anti-corruption Compliance Operation

Rural Revitalization Value Co-creation Anti-unfair Competition Compliance Operation

Social Contribution Community Participation Chapter VI Supplementary Provisions and

Interpretation Independent Assurance Statement

93About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

HKEX Environmental Social and Governance Reporting Code

Aspect Disclosure Indicator Corresponding Section / Page

General Disclosure Emissions and Environmental Impact

KPI A1.1 The types of emissions and respective emissions data. Appendixes

KPI A1.3 Total hazardous waste produced (in tonnes) and where appropriate intensity (e.g. per unit of production volume per facility). Appendixes

Aspect A1: Emissions

KPI A1.4 Total non-hazardous waste produced (in tonnes) and where appropriate intensity (e.g. per unit of production volume per facility). Appendixes

KPI A1.5 Description of emission target(s) set and steps taken to achieve them. Emissions and Environmental Impact

KPI A1.6 Description of how hazardous and non-hazardous wastes are handled and a description of reduction target(s) set and steps taken to achieve them. Emissions and Environmental Impact

General Disclosure Resource Management

KPI A2.1 Direct and/or indirect energy consumption by type (e.g. electricity gas or oil) in total (kWh in ’000s) and intensity (e.g. per unit of production volume per facility). Appendixes

KPI A2.2 Water consumption in total and intensity (e.g. per unit of production volume per facility).。 AppendixesAspect A2: Use of Resources

KPI A2.3 Description of energy use efficiency target(s) set and steps taken to achieve them. Resource Management

KPI A2.4 Description of whether there is any issue in sourcing water that is fit for purpose water efficiency target(s) set and steps taken to achieve them. Resource Management

KPI A2.5 Total packaging material used for finished products (in tonnes) and if applicable with reference to per unit produced. Appendixes

Aspect A3: The Environment General Disclosure Emissions and Environmental Impact

and Natural Resources

KPI A3.1 Description of the significant impacts of activities on the environment and natural resources and the actions taken to manage them. Emissions and Environmental Impact

General Disclosure Employee Rights and Benefits

Aspect B1: Employment KPI B1.1 Total workforce by gender employment type (for example full- or part time) age group and geographical region. Appendixes

KPI B1.2 Employee turnover rate by gender age group and geographical region. Appendixes

General Disclosure Occupational Health and Safety

KPI B2.1 Number and rate of work-related fatalities occurred in each of the past three years including the reporting year. Appendixes

Aspect B2: Health and Safety

KPI B2.2 Lost days due to work injury.。 AppendixesKPI B2.3 Description of occupational health and safety measures adopted and how they are implemented and monitored. Occupational Health and Safety

General Disclosure Talent Development and Retention

Aspect B3: KPI B3.1 The percentage of employees trained by gender and employee category (e.g. senior management middle management). Appendixes

Development and Training

KPI B3.2 The average training hours completed per employee by gender and employee category. Appendixes

General Disclosure Employee Rights and Benefits

Aspect B4: Labour Standards KPI B4.1 Description of measures to review employment practices to avoid child and forced labour. Employee Rights and Benefits

KPI B4.2 Description of steps taken to eliminate such practices when discovered. Employee Rights and Benefits

General Disclosure Supply Chain Management

KPI B5.1 Number of suppliers by geographical region. Appendixes

Aspect B5: KPI B5.2 Description of practices relating to engaging suppliers number of suppliers where the practices are being implemented and how they are implemented and monitored. Supply Chain Management

Supply Chain Management

KPI B5.3 Description of practices used to identify environmental and social risks along the supply chain and how they are implemented and monitored. Supply Chain Management

KPI B5.4 Description of practices used to promote environmentally preferable products and services when selecting suppliers and how they are implemented and monitored. Supply Chain Management

94About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

Aspect Disclosure Indicator Corresponding Section / Page

General Disclosure Product Quality and Safety

KPI B6.1 Percentage of total products sold or shipped subject to recalls for safety and health reasons. Product Quality and Safety

Aspect B6: KPI B6.2 Number of products and service related complaints received and how they are dealt with. Product Quality and Safety

Product Responsibility

KPI B6.3 Description of practices relating to observing and protecting intellectual property rights. Intellectual Property

KPI B6.4 Description of quality assurance process and recall procedures. Product Quality and Safety

KPI B6.5 Description of consumer data protection and privacy policies and how they are implemented and monitored. Data Security and Customer Privacy Protection

General Disclosure Compliance Operation

KPI B7.1 Number of concluded legal cases regarding corrupt practices brought against the issuer or its employees during the reporting period and the outcomes of the cases. Appendixes

Aspect B7: Anti corruption

KPI B7.2 Description of preventive measures and whistle-blowing procedures and how they are implemented and monitored. Compliance Operation

KPI B7.3 Description of anti-corruption training provided to directors and staff. Compliance Operation

General Disclosure Value Co-creation Community Participation

Aspect B8:

Community Investment KPI B8.1 Focus areas of contribution (e.g. education environmental concerns labour needs health culture sport). Value Co-creation Community Participation

KPI B8.2 Resources contributed (e.g. money or time) to the focus area. Value Co-creation Community Participation

Climate-related Disclosures:

Governance Governance Response to Climate Change

Climate-related risks and opportunities Response to Climate Change

Business model and value chain Response to Climate Change

Climate-related Disclosures: Strategy and decision-making Response to Climate Change

Strategy

Financial position financial performance and cash flows Due to the Company's information confidentiality requirements this item is temporarily not disclosed.Climate resilience Response to Climate Change

Climate-related Disclosures:

Risk Management Risk Management Response to Climate Change

Greenhouse gas emissions Response to Climate Change

Climate-related transition risks Response to Climate Change

Climate-related physical risks Response to Climate Change

Climate-related opportunities Response to Climate Change

Capital deployment Response to Climate Change

Climate-related Disclosures:

Metrics and Targets Internal carbon prices Response to Climate Change

Remuneration Response to Climate Change

Industry-based metrics Response to Climate Change

Climate-related targets Response to Climate Change

Applicability of cross-industry metrics and industry-based metrics NA

95About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

GRI Standards Index

Statement of use EVE has reported in accordance with the GRI Standards for the period from January 1 to December 31 2025.GRI 1 used GRI 1: Foundation 2021

Applicable GRI Sector Standard(s) No industry standards in use

GRI Standards Disclosure Reference chapter/Website reference/Remarks Omissions Explanations

General disclosures

Company Profile

2-1 Organizational details

Business and Development

About This Report

2-2 Entities included in the organization’s sustainability reporting

Entities within the Scope of Reporting Omission not applicable

2-3 Reporting period frequency and contact point About This Report

2-4 Restatements of information Key Performance Table

2-5 External assurance Independent Assurance Statement

Company Profile

2-6 Activities value chain and other business relationships

Business and Development

2-7 Employees Key Performance Table

2-8 Workers who are not employees Employee Rights and Benefits

ESG Management

2-9 Governance structure and composition Sound Corporate Governance

GRI 2: General Disclosures 2021

Refer to the 2025 Annual Report of EVE for details.Sound Corporate Governance

2-10 Nomination and selection of the highest governance body

Refer to the Articles of Association for details.Sound Corporate Governance

2-11 Chair of the highest governance body

Refer to the 2025 Annual Report of EVE for details.

2-12 Role of the highest governance body in overseeing the management of impacts ESG Management

2-13 Delegation of responsibility for managing impacts ESG Management

2-14 Role of the highest governance body in sustainability reporting ESG Management

Sound Corporate Governance

2-15 Conflicts of interest

Refer to the 2025 Annual Report of EVE for details.

2-16 Communication of critical concerns ESG Management

2-17 Collective knowledge of the highest governance body ESG Management

2-18 Evaluation of the performance of the highest governance body ESG Management

96About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

GRI Standards Disclosure Reference chapter/Website reference/Remarks Omissions Explanations

Employee Rights and Benefits

2-19 Remuneration policies

Refer to the 2025 EVE Compensation and Performance

Evaluation Plan for Directors and Senior Management.

2-20 Process to determine remuneration Refer to the 2025 EVE Compensation and Performance Evaluation Plan for Directors and Senior Management.

2-21 Annual total compensation ratio Key Performance Table Confidentiality Due to the Company's confidentiality requirements the data for constraints 2-21-b/c is not yet available for disclosure.

Board Statement

2-22 Statement on sustainable development strategy Message from the Chairman

ESG Management

ESG Management

Compliance Operation

2-23 Policy commitments

Responsible Procurement

Employee Rights and Benefits

ESG Management

Compliance Operation

GRI 2: General Disclosures 2021 2-24 Embedding policy commitments

Responsible Procurement

Employee Rights and Benefits

ESG Management

Compliance Operation

2-25 Processes to remediate negative impacts

Responsible Procurement

Employee Rights and Benefits

2-26 Mechanisms for seeking advice and raising concerns Compliance Operation

2-27 Compliance with laws and regulations Refer to respective sections of the Report.

2-28 Membership associations Company Profile

2-29 Approach to stakeholder engagement ESG Management

Employee Rights and Benefits

2-30 Collective bargaining agreements

Key Performance Table

Material Topics

3-1 Process to determine the material topics ESG Management

GRI 3: Material Topics 2021 Omission not applicable

3-2 List of material topics ESG Management

Biodiversity

GRI 3: Material Topics 2021 3-3 Management of material topics Emissions and Environmental Impact

101-1 Policies to halt and reverse biodiversity loss Emissions and Environmental Impact

101-2 Management of biodiversity impacts Emissions and Environmental Impact

GRI 101: Biodiversity 2024

101-3 Access and benefit-sharing Emissions and Environmental Impact

101-4 Identification of biodiversity impacts Emissions and Environmental Impact

97About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

GRI Standards Disclosure Reference chapter/Website reference/Remarks Omissions Explanations

101-5 Locations with biodiversity impacts Emissions and Environmental Impact

101-6 Direct drivers of biodiversity loss Omission Not applicable

GRI 101: Biodiversity 2024 During the reporting period our operations were not located in

Not applicable or adjacent to protected areas or areas of high biodiversity value 101-7 Changes in the state of biodiversity Omission outside protected areas and its operational activities products

and services did not have significant impacts on biodiversity.

101-8 Ecosystem services Omission Not applicable

Economic Performance

Key Performance Table

GRI 3: Material Topics 2021 3-3 Management of material topics

Refer to the 2025 Annual Report of EVE for details.

201-1 Direct economic value generated and distributed Key Performance Table

Refer to the 2025 Annual Report of EVE for details.GRI 201: Economic Performance 2016 201-2 Financial implications and other risks and opportunities due to climate change Response to Climate Change

201-3 Defined benefit plan obligations and other retirement plans Omission Informationincomplete The data is currently incomplete and not available for disclosure.

201-4 Financial assistance received from government Omission Informationincomplete The data is currently incomplete and not available for disclosure.

Indirect Economic Impacts

GRI 3: Material Topics 2021 3-3 Management of material topics Value Co-creation

203-1 Infrastructure investments and services supported Value Co-creation

GRI 203: Indirect Economic Impacts

203-2 Significant indirect economic impacts Value Co-creation

Procurement Practices

GRI 3: Material Topics 2021 3-3 Management of material topics Supply Chain Management

GRI 204: Procurement Practices 2016 204-1 Proportion of spending on local suppliers Key Performance Table

Anti-corruption

GRI 3: Material Topics 2021 3-3 Management of material topics Compliance Operation

205-1 Operations assessed for risks related to corruption Compliance Operation Key Performance Table

GRI 205: Anti-corruption 2016 205-2 Communication and training about anti-corruption policies and procedures Compliance Operation Key Performance Table

205-3 Confirmed incidents of corruption and actions taken Compliance Operation

Anti-competitive Behavior

GRI 3: Material Topics 2021 3-3 Management of material topics Compliance Operation

GRI 206: Anti-competitive Behavior 2016 206-1 Legal actions for anti-competitive behavior anti-trustand monopoly practices Key Performance Table

Materials

GRI 3: Material Topics 2021 3-3 Management of material topics Resource Management

301-1 Materials used by weight or volume Omission Confidentiality Due to the Company's confidentiality requirements the data for constraints 301-1-a-i is not yet available for disclosure

GRI 301: Materials 2016 301-2 Recycled input materials used Omission Confidentiality Due to the Company's confidentiality requirements the data for constraints 301-1-a-i is not yet available for disclosure

301-3 Reclaimed products and their packaging materials Omission Confidentiality Due to the Company's confidentiality requirements the data for constraints 301-1-a-i is not yet available for disclosure

98About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

GRI Standards Disclosure Reference chapter/Website reference/Remarks Omissions Explanations

Energy

3-3 Management of material topics Resource Management

GRI 3: Material Topics 2021

302-1 Energy consumption within the organization Resource ManagementThe Company is not engaged in energy sales business

302-2 Energy consumption outside of the organization Confidentiality Due to the Company's confidentiality requirements this data is Omission constraints not yet available for disclosure.

302-3 Energy intensity Key Performance Table

302-4 Reduction of energy consumption Resource Management

GRI 302: Energy 2016

The Company’s products include consumer batteries power

batteries and energy storage batteries covering various

302-5 Reductions in energy requirements of products and services Omission Information product types and application scenarios. Due to the complexity unavailable of calculating product energy demand and the multiple

influencing factors a standardized statistical method has not

been established. Therefore this information is not disclosed.Water and Effluents

Resource Management

GRI 3: Material Topics 2021 3-3 Management of material topics

Emissions and Environmental Impact

Resource Management

303-1 Interactions with water as a shared resource

Emissions and Environmental Impact

303-2 Management of water discharge-related impacts Emissions and Environmental Impact

The data for 303-3-b/c is incomplete. During the reporting

period the Company’s water supply was entirely sourced from

303-3 Water withdrawal Key Performance Table Information municipal water systems (third parties). The Company did not

incomplete record water withdrawal data classified by freshwater and other

GRI 303: Water and Effluents 2018 water sources nor did it track water withdrawal data specifically

for water-stressed regions.Emissions and Environmental Impact

Information The data for 303-4-b/c is incomplete. The Company did not

303-4 Water discharge Key Performance Table incomplete record wastewater discharge data categorized by freshwater

and other water sources for all regions and

Environmental Emission and Permit Information of Key

Organizations under Environmental Supervision

303-5 Water consumption Omission Confidentiality

Due to the Company's confidentiality requirements this data is

constraints not yet available for disclosure.Biodiversity

GRI 3: Material Topics 2021 3-3 Management of material topics Emissions and Environmental Impact

304-1 Operational sites owned leased managed in or adjacent to protected areas

and areas of high biodiversity value outside protected areas Emissions and Environmental Impact

304-2 Significant impacts of activities products and services on biodiversity Emissions and Environmental Impact

GRI 304: Biodiversity 2016

304-3 Habitats protected or restored Omission Not applicable During the reporting period the Company’s operation sites

were not located in or adjacent to protected areas or areas of

high biodiversity value outside protected areas. The

304-4 IUCN Red List species and national conservation list species with habitats in Omission Not applicable

areas affected by operations Company’s operations products and services had no significant impact on biodiversity.

99About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

GRI Standards Disclosure Reference chapter/Website reference/Remarks Omissions Explanations

Emissions

Response to Climate Change

GRI 3: Material Topics 2021 3-3 Management of material topics

Emissions and Environmental Impact

305-1 Direct (Scope 1) GHG emissions Key Performance Table

305-2 Energy indirect (Scope 2) GHG emissions Key Performance Table

305-3 Other indirect (Scope 3) GHG emissions Omission Confidentiality Due to the Company's confidentiality requirements this data is constraints not yet available for disclosure.

305-4 GHG emissions intensity Key Performance Table

GRI 305: Emissions 2016

Response to Climate Change

305-5 Reduction of GHG emissions

Resource Management During the reporting period the Company did not generate

Not applicable significant emissions of ozone-depleting substances (ODS);

305-6 Emissions of ozone-depleting substances (ODS) Omission therefore this data is not applicable

Emissions and Environmental Impact

305-7 Nitrogen oxides (NOx) sulfur oxides (SOx) and other significant air emissions Information 305-7-a-iii/v: Due to the absence of a unified standard for reporting incomplete POP and HAP data quantification is currently unavailable.

Key Performance Table

Waste

GRI 3: Material Topics 2021 3-3 Management of material topics Emissions and Environmental Impact

Emissions and Environmental Impact

306-1 Waste generation and significant waste-related impacts During the reporting period the Company’s waste was

disposed of in compliance with regulations with no

significant actual or potential impacts involved.Resource Management

GRI 306: Waste 2020 306-2 Management of significant waste-related impacts

Emissions and Environmental Impact

306-3 Waste generated Key Performance Table

306-4 Waste diverted from disposal Key Performance Table

306-5 Waste directed to disposal Key Performance Table

Supplier Environmental Assessment

GRI 3: Material Topics 2021 3-3 Management of material topics Responsible Procurement

308-1 New suppliers that were screened using environmental criteria Key Performance Table

GRI 308:

Supplier Environmental Assessment 2016 Responsible Procurement308-2 Negative environmental impacts in the supply chain and actions taken

Key Performance Table

Employment

GRI 3: Material Topics 2021 3-3 Management of material topics Employee Rights and Benefits

401-1 New employee hires and employee turnover Key Performance Table Confidentiality Due to the Company's confidentiality requirements the data forconstraints 401-1-b is not yet available for disclosure.

401-2 Benefits provided to full-time employees that are not provided to temporary or

part-time employees Employee Rights and BenefitsGRI 401: Employment 2016

Employee Rights and Benefits Confidentiality Due to the Company's confidentiality requirements the data for401-3 Parental leave constraints 401-3-d/e is not yet available for disclosure.Key Performance Table

100About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

GRI Standards Disclosure Reference chapter/Website reference/Remarks Omissions Explanations

Labor/Management Relations

GRI 3: Material Topics 2021 3-3 Management of material topics Employee Rights and Benefits

GRI 402: Labor/Management Relations 2016 402-1 Minimum notice periods regarding operational changes Omission Information Such information is not recorded yet and is not available forunavailable disclosure.Occupational Health and Safety

GRI 3: Material Topics 2021 3-3 Management of material topics Occupational Health and Safety

403-1 Occupational health and safety management system Occupational Health and Safety

403-2 Hazard identification risk assessment and incident investigation Occupational Health and Safety

403-3 Occupational health services Occupational Health and Safety

403-4 Worker participation consultation and communication on occupational

health and safety Occupational Health and Safety

403-5 Worker training on occupational health and safety Occupational Health and Safety

Occupational Health and Safety

403-6 Promotion of worker health

GRI 403: Occupational Health and Safety 2018 Employee Rights and Benefits

403-7 Prevention and mitigation of occupational health and safety impacts directly

linked by business relationships Occupational Health and Safety

403-8 Workers covered by an occupational health and safety management system Occupational Health and Safety

Occupational Health and Safety

Confidentiality Due to the Company’s confidentiality requirements the data 403-9 Work-related injuries constraints for 403-9-a-ii/iii/iv/v and 403-9-b/c is not yet available for

Key Performance Table disclosure.Confidentiality Due to the Company’s confidentiality requirements the data 403-10 Work-related ill health Occupational Health and Safety constraints for 403-10-a-/ii/iii and 403-10-b is not yet available for disclosure.Training and Education

GRI 3: Material Topics 2021 3-3 Management of material topics Talent Development and Retention

404-1 Average hours of training per year per employee Key Performance Table

GRI 404: Training and Education 2016 404-2 Programs for upgrading employee skills and transition assistance programs Talent Development and Retention

404-3 Percentage of employees receiving regular performance and career

development reviews Talent Development and Retention

Diversity and Equal Opportunity

GRI 3: Material Topics 2021 3-3 Management of material topics Employee Rights and Benefits

405-1 Diversity of governance bodies and employees Key Performance Table

GRI 405: Diversity and Equal Opportunity 2016

405-2 Ratio of basic salary and remuneration of women to men Key Performance Table

Non-discrimination

GRI 3: Material Topics 2021 3-3 Management of material topics Employee Rights and Benefits

GRI 406: Non-discrimination 2016 406-1 Incidents of discrimination and corrective actions taken Employee Rights and Benefits

101About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

GRI Standards Disclosure Reference chapter/Website reference/Remarks Omissions Explanations

Child Labor

GRI 3: Material Topics 2021 3-3 Management of material topics Employee Rights and Benefits

GRI 408: Child Labor 2016 408-1 Operations and suppliers at significant risk for incidents of child labor Employee Rights and Benefits

Forced or Compulsory Labor

GRI 3: Material Topics 2021 3-3 Management of material topics Employee Rights and Benefits

GRI 409: Forced or Compulsory Labor 2016 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor Employee Rights and Benefits

Local Communities

GRI 3: Material Topics 2021 3-3 Management of material topics ESG Management/Value Co-creation

413-1 Operations with local community engagement impact assessments and Environmental Management Information The data for 413-1-a-i/iv-viii is currently incomplete and not development programs incomplete available for disclosure.

Environmental Management

GRI 413: Local Communities 2016

Emissions and Environmental Impact

413-2 Operations with significant actual and potential negative impacts on local

communities During the reporting period the Company's construction

projects all complied with the requirements of laws and

regulations related to ecological environmental protection

and there were no operation sites with significant negative impacts.Supplier Social Assessment

GRI 3: Material Topics 2021 3-3 Management of material topics Supply Chain Management/Responsible Procurement

414-1 New suppliers that were screened using social criteria Key Performance Table

GRI 414: Supplier Social Assessment 2016 Responsible Procurement

414-2 Negative social impacts in the supply chain and actions taken

Key Performance Table

Public Policy

GRI 3: Material Topics 2021 3-3 Management of material topics Compliance Operation

GRI 415: Public Policy 2016 415-1 Political contributions Compliance Operation

Customer Health and Safety

GRI 3: Material Topics 2021 3-3 Management of material topics Product Quality and Safety

416-1 Assessment of the health and safety impacts of product and service categories Product Quality and Safety

GRI 416: Customer Health and Safety 2016

416-2 Incidents of non-compliance concerning the health and safety impacts of products and

services Product Quality and Safety

Customer Privacy

GRI 3: Material Topics 2021 3-3 Management of Material Topics Data Security and Customer Privacy Protection

GRI 418: Customer Privacy 2016 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data Data Security and Customer Privacy Protection

102About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

103About This Report Board Statement Message from the Chairman About EVE Corporate Governance Products & Services Environmental Protection Sustainable Supply Chain Caring for Employees Giving Back to Society Appendixes

104Company address: 38 Huifeng 7th Road Zhongkai Hi-Tech District Huizhou

Website: https://www.evebattery.com

Tel: +86-0752-5707101