2025

SUSTAINABILITY

REPORT

Stock Code 301267Contents

Environmental 29

About This Report 01 Climate Response 30

Energy Utilization 40

Preface 03 Water Resources Utilization 41

Pollutant Discharge 42

About Us 05 Waste Disposal 45

Environmental Compliance Management 47

2025 Sustainable 07

Circular Economy 49

Development Impact

Ecosystem and Biodiversity Protection 50

2025 Honors and Awards 08

Management of 09

Material Matters Social 51

Rural Revitalization and Social Contributions 52

Stakeholder Engagement 20 Innovation-driven Development 56

Suppliers and Clients 59

Sustainability-Related 21 Employees 74

Governance

Appendix Governance 86

Risk Management and Compliance 87

Data Overview 95 Business Practices 91

The Guidelines No. 17 of 104

Shenzhen Stock Exchange

for the Self-Regulation of

Listed Companies -

Sustainability Report (Trial)

Index

SASB Index 106

ESRS Index 108

ISDS Index 112

Independent Assurance 114

StatementAbout This Report 01

About This Report

This is the 2025 Sustainability Report ("this report") released by Huaxia Eye Hospital Group Co. Ltd. (referred to as "Huaxia Eye

Hospital" or "We"). This report aims to provide stakeholders with an overview of the company’s sustainability efforts and accom-

plishments in 2025.We prepare this report in accordance with the the Sustainability Disclosure Standards for Enterprise

- General Requirements (Trial) jointly formulated by the Ministry of Finance of the People’s Republic

of China the Ministry of Foreign Affairs the National Development and Reform Commission the

Ministry of Industry and Information Technology the Ministry of Ecology and Environment the Min-

istry of Commerce the People's Bank of China the State-owned Assets Supervision and Administra-

tion Commission of the State Council (SASAC) the National Financial Regulatory Administration and

the China Securities Regulatory Commission. We also follow the Guidelines No. 17 of Shenzhen Stock

Exchange for the Self-Regulation of Listed Companies - Sustainability Report (Trial) and the Guide

Reference No.3 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies - Preparation of Sus-

Guidelines tainability Report issued by the Shenzhen Stock Exchange the Sustainability Accounting Standards

Board Standards (SASB Standards) the European Sustainability Reporting Standards (ESRS) re-

leased by the European Commission the two IFRS Sustainability Disclosure Standards(IFRS S1 S2)

issued by the International Sustainability Standards Board (ISSB) and the United Nations Sustain-

able Development Goals (SDGs).The report is released annually and the reporting period of this report is from January 1 2025 to De-

cember 31 2025. Some parts of the report may be beyond the aforementioned scope. Unless other-

wise specified the sustainability data disclosed in this report covers all entities within the company's

Reporting consolidated scope.Scope

This report is published in electronic format in both Simplified Chinese and English. In the event of

any inconsistencies between the Chinese and English versions the Chinese version shall prevail. The

electronic version of the report can be accessed and downloaded from our official website

(https://www.huaxiaeye.com/) and the Shenzhen Stock Exchange website (http://www.szse.cn/). If

you have any comments or suggestions on our economic environmental and social performance

Access to Report please reach us by 0592-2108975.and Feedback02 About This Report

Explanatory Note

Abbreviation Full Name

Huaxia Eye Hospital or We Huaxia Eye Hospital Group Co. Ltd.Xiamen Ophthalmology Center Co. Ltd. subsidiary of

Xiamen Ophthalmology Center Huaxia Eye Hospital with former name as Xiamen University Affiliated

Xiamen Ophthalmology Center Co. Ltd.Shanghai Heping Shanghai Heping Eye Hospital Co. Ltd. subsidiary of Huaxia Eye Hospital

Zhangzhou Huaxia Zhangzhou Huaxia Eye Hospital Co. Ltd. subsidiary of Huaxia Eye Hospital

Santai Huaxia Santai Huaxia Eye Hospital Co. Ltd. subsidiary of Huaxia Eye Hospital

Chengdu Aidi Chengdu Aidi Eye Hospital Co. Ltd. subsidiary of Huaxia Eye Hospital

Qingdao Huaxia Qingdao Huaxia Eye Hospital Co. Ltd. subsidiary of Huaxia Eye Hospital

Zhenjiang Rehabilitation Zhenjiang Rehabilitation Eye Hospital Co. Ltd. subsidiaryof Huaxia Eye Hospital

Huaxia Eye Hospital Group Yantai Kang’ai Eye Hospital Co. Ltd. subsidiary

Yantai Huaxia of Huaxia Eye Hospital

Foshan Sanshui Huaxia Foshan Sanshui Huaxia Eye Hospital Co. Ltd. subsidiary of

Huaxia Eye Hospital

Xianyou Huaxia Xianyou Huaxia Eye Hospital Co. Ltd. subsidiary of Huaxia Eye Hospital

Hefei Mingren Hefei Mingren Huaxia Eye Hospital Co. Ltd. subsidiary of Huaxia Eye Hospital

Jinan Huashi Jinan Huashi Eye Hospital Co. Ltd. subsidiary of Huaxia Eye Hospital

External Assurance

RSM China CPA LLP independently guarantees the environmental social and corporate governance performance key indicators

in this report.Preface 03

Preface

Preface

In 2025 driven by accelerated population aging deeper myopia prevention and control and technological iteration the demand

for eye health continued to grow. Society’s expectations for medical services increasingly focused on accessibility continuity and

safety. We at Huaxia Eye Hospital have remained committed to medical quality as our foundation and standardized governance

as our guide improving our national eye care service network promoting the coordinated development of medical care educa-

tion and research and strengthening disciplinary capabilities striving to provide more patients with stable reliable and afford-

able eye health services.Over the past year we have continuously refined our medical expertise focusing on key specialties such as cataract refractive

surgery fundus diseases glaucoma ocular surface and cornea and strabismus amblyopia and pediatric ophthalmology. We

have optimized diagnostic and treatment pathways promoted multidisciplinary collaboration and facilitated the orderly flow

and standardization of high-quality resources across our hospital network. In 2025 we advanced the construction of our myopia

prevention and control system with nearly 50 of our medical institutions selected as partner units for local government myopia

prevention and control projects. We have made patient experience and service standards a key focus of our high-quality devel-

opment continuously conducting service quality training and inspections. To date we have held over 110 service quality training

sessions with more than 11000 participants steadily improving service standardization and patient satisfaction.Over the past year we have remained innovation-driven and clinical-needs-oriented continuously enhancing our scientific re-

search and technological influence as well as the effectiveness of outcome commercialization. In 2025 we were granted the

China Ophthalmic Pathology Alliance (COPA) Central-Level Unit designation by the National Clinical Research Center for Eye

Diseases. As the leading unit in Fujian Province Xiamen Eye Center undertook a national research project to explore screening

and referral management models for blinding fundus diseases. At the same time we collaborated with universities to establish

a joint ophthalmic technology transfer center actively promoting the coordinated implementation of industry academia and

research. In terms of research output we filed 73 new patent applications were granted 35 patents and obtained 11 software

copyrights. We published 267 research papers of which 178 were indexed in SCI. We participated in the development or revi-

sion of 27 industry standards received approval for 46 medical research projects and launched 21 new clinical trial projects as

the lead principal investigator. In addition we continued to organize and participate in high-level academic exchange activities

promoting the coordinated development of clinical diagnosis and treatment medical education and scientific research.Nearly 50 of our medical

Research Output institutions selected as partner units

for local government myopia prevention

and control projects

Filed 73 new patent applications were granted 35 patents and obtained 11 software

copyrights.Held over 110

Published 267 research papers of which 178 were indexed in SCI. service quality training sessions

Participated in the development or revision of 27 industry standards

Received approval for 46 medical research projects and launched 21 new clinical trial projects

as the lead principal investigator. Over 11000

participants04 Preface

Over the past year we have embedded sustainable development concepts into our facility operations and internal controls

steadily advancing green low-carbon and resource-efficient practices. We have improved our systems and process require-

ments for greenhouse gas inventory energy and water management pollution prevention and waste disposal. We have

strengthened the operation maintenance and risk identification of key facilities promoted green procurement and office waste

reduction and continuously reduced the environmental impact of our operations while ensuring medical safety and service

quality. We maintain the effective operation of our environmental management system implement pollutant discharge permit-

ting and monitoring requirements in accordance with the law and have integrated climate-related risk identification into our

overall risk management perspective enhancing emergency preparedness and operational resilience.Over the past year we have adhered to a public welfare and inclusive orientation extending eye health services to grassroots

communities and key populations. We continued to carry out myopia prevention and control school screenings and the Bright-

ness Journey series of public welfare initiatives covering over 3.5 million people through school screenings and performing

public welfare vision-restoration surgeries for thousands of patients with eye diseases. We participated in special public welfare

activities such as Huaxia Brightness Journey China-Sri Lanka Brightness Journey and Tibet Brightness Journey expanding our

public welfare coverage and service accessibility. Our public welfare practices have been recognized by authoritative media for

public welfare activities further strengthening our long-term commitment to giving back to society through professional excel-

lence and compassion.Over the past year we have strengthened our organizational and cultural foundation internally continuously enhancing talent

recruitment and succession pipeline development. We recruited 206 full-time ophthalmic medical professionals and 294 new

graduates including 27 with master’s or doctoral degrees in ophthalmology. Leveraging our multi-level training system and uni-

versity-industry collaboration platforms we support the development of young physicians academic exchanges and cross-fa-

cility collaboration. We value employee rights and occupational health continuously optimizing communication mechanisms

and incentive arrangements to enhance organizational cohesion and long-term development resilience.Looking ahead we will continue to prioritize medical quality and safety deepen the coordinated advancement of disciplinary de-

velopment and smart healthcare and improve service coverage and management efficiency. At the same time adhering to the

principles of robust disclosure and prudent commitment we will continuously improve our environmental and social governance

practices strengthen communication with investors and other stakeholders create long-term value in a sustainable manner

and work with all sectors of society to advance the improvement of eye health for the entire population.Over 3.5 million

participants 206 294 27

of school-based myopia full-time ophthalmic medical new graduates with master’s or doctoral degrees

prevention and control screenings professionals recruited in ophthalmologyAbout Us 05

About Us

Established in 2004 Huaxia Eye Hospital (Stock Code: 301267) is a large-scale ophthalmic medical service group dedicated to special-

ized eye care. We have built a comprehensive ophthalmology diagnosis and treatment system covering eight major sub-specialties—

cataract refractive surgery fundus diseases strabismus and amblyopia pediatric ophthalmology ocular surface diseases glaucoma

orbital and ocular oncology and ocular trauma—as well as optometry. We provide professional and attentive comprehensive ophthal-

mic services to patients with eye diseases both domestically and internationally.Our service network covers East China Central China South China Southwest China Northwest China and North China. We have es-

tablished and managed over 100 professional ophthalmic medical institutions nationwide including two tertiary Grade A specializedhospitals—Xiamen Eye Center and Chengdu Aidi Eye Hospital—gradually building a new strategic depth characterized by “leading bytertiary Grade A hospitals regional coordination and nationwide reach.” We bring together globally influential leaders in the field of

ophthalmology and continue to deepen our “medical care-education-research” system introducing internationally advanced diagnos-

tic and treatment equipment and technologies to continuously build a center of excellence for ophthalmic talent. At the same time

through the development of smart platforms such as the “Yanketong” medical service platform we deepen the application of big dataand artificial intelligence technologies to build a smart medical service system integrating “smart medical care smart services andsmart management” safeguarding the eye health of the population across the entire lifecycle.06 About Us

Corporate Culture

Vision Mission Goal

Build a Renowned Eye Whether rich or poor we Patient Satisfaction

Hospital Cast a Hundred serve each patient with Employee Contentment

Years of Huaxia care and protect healthy Peer Endorsement

and bright eyes for all. Societal Recognition

Government Trust.Service Tenet Core Value Business Philosophy

Superior Medical Expertise

Patient Always Comes Responsibility Care Fair Pricing Noble Medical

First. Innovation Win-Win Ethics Attentive Service

Convenient Access

Pleasant Environment.2025 Sustainable Development Impact 07

2025 Sustainable Development Impact

Total asset：

755595.43 Ten-thousand CNY

Operating revenue：

413916.30 Ten-thousand CNY

Economic

Impact

Net profit attributable to shareholders of the parent company:

44065.45 Ten-thousand CNY

GHG emission intensity：

588.54tCO2e / hundred-million CNY of operating revenue

Energy intensity：

Environmental

Impact 147.25Tons of coal equivalent /

hundred- million CNY of operating

Total social contributions：191307.42 Ten-thousand CNY

Including：

Total tax payment:22627.73 Ten-thousand CNY

-Employee compensation：133737.27 Ten-thousand CNY

Social -Dividends paid to shareholders：30769.03 Ten-thousand CNY

Impact

-Interests paid to creditors：291.83 Ten-thousand CNY

-Social donations：3881.56 Ten-thousand CNY

Total employees：8200 Persons

Total employee training hours：349043 hours08 2025 Honors and Awards

2025 Honors and Awards

Awards

Winner Honors and Awards

S&P Global Corporate Sustainability Assessment (CSA) ESG Score improved by 31%

Huaxia Eye Hospital year-on-year ranking among the top 12% of global peers in the same industry.Honored with the 2025 Golden Dawn New Quality Productivity Award by Securities

Huaxia Eye Hospital Market Weekly.Selected as an Outstanding Practice Example for High-Quality Development of Listed

Huaxia Eye Hospital Companies (Value Growth Category) by Dazhong Securities News.Huaxia Eye Hospital Received the 2025 Cailian Press Zhiyuan Award · ESG Pioneer Enterprise designation.Huaxia Eye Hospital Included in the 2025 Huaxia ESG Dandelion Typical Case by China Times.Huaxia Eye Hospital Selected as a 2025 Excellent Practice Case for Sustainable Development of Listed

Companies by the China Association for Public Companies (CAPCO).Huaxia Eye Hospital Selected as a 2025 Best Practice for Listed Company Board Offices by the China Association for Public Companies (CAPCO).Huaxia Eye Hospital Received the Outstanding ESG Value Communication Award at the 6th Panorama Investor

Relations Gold Awards by Panorama Network.Huaxia Eye Hospital Received the 2025 Best ESG Practice Award for Listed Companies from Value Online.Huaxia Eye Hospital Named Outstanding Board of Directors at the 20th Golden Round Table Awards for Boards

of Directors of China’s Listed Companies by Directors & Boards Magazine.Huaxia Eye Hospital Received the 2025 ESG Model Enterprise designation as part of the Golden Antelope

Excellent Practice Cases by Guangdong Times Media Group.Huaxia Eye Hospital Ranked 47th on the 2025 Fujian Top 100 Private Service Enterprises list by the Fujian

Federation of Industry and Commerce.Ranked 51st on the 2025 Xiamen Top 100 Private Enterprises list by the Xiamen Federation of

Huaxia Eye Hospital Industry and Commerce.Management of Material Matters 09

Management of Material Matters

We conducted double materiality assessments in alignment with the methodologies outlined in latest domestic and international

disclosure standards including the Sustainability Disclosure Standards for Enterprise - General Requirements (Trial) jointly formu-

lated by the Ministry of Finance of the People’s Republic of China the Ministry of Foreign Affairs the National Development and

Reform Commission the Ministry of Industry and Information Technology the Ministry of Ecology and Environment the Ministry

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

cil (SASAC) the National Financial Regulatory Administration and the China Securities Regulatory Commission. We also referred

to the Guidelines No. 17 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies - Sustainability Report (Trial)

and the Guide No.3 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies - Preparation of Sustainability Report

issued by the Shenzhen Stock Exchange the European Sustainability Reporting Standards (ESRS) released by the European Com-

mission and the two IFRS Sustainability Disclosure Standards(IFRS S1 S2) to identify sustainability matters that have a significant

impact on the company's long-term value and stakeholders.In the materiality assessment following the principle of “double materiality” we carried out extensive stakeholder engagement

through questionnaire surveys collecting valid feedback from over 200 stakeholders. Based on the survey results and the assess-

ment of the financial impact of relevant issues we ultimately identified 10 material issues which are elaborated in the correspond-

ing sections of this report.Collected valid feedback from Identified

over 200 10

stakeholders material issues10 Management of Material Matters

Double Materiality Assessment Process

Step 1: Understanding the Context and Identifying Sustainability Matters

We conducted a systematic contextual analysis based on five dimensions: selected reporting standards international initiatives

global economic and macro policy trends changes in the market environment and our own corporate strategy and development

needs. On this basis we identified 30 sustainability issues relevant to the Company.The Sustainability Disclosure Standards for Enterprise – General Requirements (Trial) jointly formulated by the Ministry

of Finance of the People’s Republic of China the Ministry of Foreign Affairs the National Development and Reform

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

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

of the State Council (SASAC) the National Financial Regulatory Administration and the China Securities Regulatory

Commission the Guidelines No. 17 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies -

Sustainability Sustainability Report (Trial) and the Guide No.3 of Shenzhen Stock Exchange for the Self-Regulation of Listed

Disclosure Companies - Preparation of Sustainability Report issued by the Shenzhen Stock Exchange the European Sustainability

Standards and Reporting Standards (ESRS) released by the European Commission and the two IFRS Sustainability Disclosure

Guidelines Standards(IFRS S1 S2) issued by the International Sustainability Standards Board (ISSB).The United Nations Sustainable Development Goals (SDGs) the 29th Conference of the Parties of the UNFCCC (COP

29) the Due Diligence Guidance for Responsible Business Conduct of Organization for Economic Co-operation and

Development (OECD) etc.International

Initiatives

The global and Chinese “dual carbon” and sustainable development goals international climate commitments such as

the Paris Agreement opportunities arising from healthcare cooperation under the Belt and Road Initiative and the

Global Economic global transformation trends of digitalization intelligence and precision medicine in ophthalmic diagnosis and

and Macro Policy treatment.Trends

Patients’ demands for ophthalmic diagnosis and treatment services are becoming increasingly diverse and personalized

raising higher requirements for customized service solutions and faster response times. The industry continues to strengthen

full-process traceability management and supply chain transparency for medical consumables to ensure medical quality and

safety. In international development global major markets are continuously raising their requirements for product registration

clinical data and ESG-related compliance standards for ophthalmic medical devices. Changes in the

Market Environment

We adhere to the strategy of “organic growth plus external expansion” uphold the balanced development concept of

integrating medical care education and research continuously improve our national ophthalmic medical service

Our Corporate network drive sustained growth in operating performance and provide more patients with high-quality ophthalmic

Strategy and diagnosis and treatment services that are technologically advanced reasonably priced convenient and attentive.Development NeedsManagement of Material Matters 11

Sustainability Matters

Dimension Sustainability Matters

Climate Response Pollutant Discharge

Waste Disposal Ecosystem and Biodiversity Protection

Environmental

Environmental Compliance Management Energy Utilization

Water Resources Utilization Circular Economy

Rural Revitalization Social Contributions

Innovation-Driven Development Ethics of Science and Technology

Responsible Sourcing Supply Chain Security

Equal Treatment of SMEs Medical Quality and Safety

Social

Data Security and Customer Privacy Supporting Industry Development

Equal Employment Human Rights Protection

Employee Communication Employee Development and Training

Employee Compensation and Benefits Occupational Health and Safety

Due Diligence Stakeholder Engagement

Governance Risk Managment and Compliance Anti-Commercial Bribery and Anti-Corruption

Fair Competition Tax Compliance12 Management of Material Matters

Step 2-1: Impact Materiality Assessment

We assessed the impact materiality of each matter based on two dimensions: the severity of impact and the likelihood of occurrence.Criteria 1: Severity of Impact

We conducted stakeholder surveys to assess the impact of sustainability matters across economic environmental and social

dimensions. We used statistical methods such as weighted averages and variance analysis to quantify the qualitative scores

(1-5 scale) of each matter. The overall severity score was calculated by combining the weight distribution to determine the

impact materiality of sustainability matters.Criteria 2: Likelihood of Occurrence

Referring to the frequency of similar past events and drawing on industry experience with analogous situations we infer

grade and quantify the probability of occurrence for each sustainability-related risk to determine its likelihood level.

2025 Co2m02p5a年ny公 Im司p影a响ct 重M要at性er议ial题ity Issues

Climate Response Pollutant Discharge

Waste Disposal Medical Quality and Safety

Water Resources Utilization Data Security and Customer Privacy

Note: Issues with impact materiality refer to those that received an impact materiality score above 4.0 in this assessment

indicating that our performance on these issues may have direct extensive and significant actual or potential material impacts

on the economy society and the environment.Step 2-2: Financial Materiality Assessment

We assessed the financial materiality of each matter based on two criteria: the potential magnitude and the likelihood of occurrence.Criteria 1: Potential Magnitude

The opportunities and risks associated with each sustainability issue may have direct or indirect positive or

negative impacts on our financial performance during the reporting period and in future expectations.Criteria 2: Likelihood of Occurrence

Over the short medium and long term the opportunities and risks associated with each sustainability

issue may have an impact on our financial performance.Management of Material Matters 13

Assessment Reference Indicators

Core business revenue from outpatient services inpatient care surgeries optometry services as well as

Revenue revenue growth from new technologies and new projects.Direct medical costs such as medical consumables pharmaceuticals equipment depreciation and

Costs maintenance as well as labor costs energy expenditures R&D investment market expansion and

compliance-related expenses.Profit Profit impact is assessed by comprehensively considering both costs and revenues.Assets The scale renewal status and utilization efficiency of fixed assets including medical equipment and real

estate.Investment Payback period and returns on capital investments such as the introduction of new technologies equipment upgrades and information system development.Debt Interest-bearing debt scale financing costs and financial resilience in response to policy adjustments and market fluctuations.Cash Flow Operating cash flow particularly the speed of medical service payment collection and capital turnover efficiency.Long-Term Value Potential impact on long-term revenue from factors such as patient satisfaction follow-up visit rates and word-of-mouth referrals.

2025 Company Financial Materiality Issues

Medical Quality and Safety Pollutant Discharge

Waste Disposal Environmental Compliance Management

Energy Utilization Employee Compensation and Benefits

Note: Issues with financial materiality refer to those that may have a significant impact on our financial position in the short medium or

long term. The specific criteria are: the relevant monetary value changes (e.g. revenue costs) triggered by the issue exceed 5 million

CNY or the impact on our net profit margin exceeds 5%.14 Management of Material Matters

Step 3: Consolidating Impact and Financial Materiality Outcomes

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

identified 10 key material matters.Environmental

Social

Governance

Financial Materiality

1 Climate Response 4 Ecosystem and Biodiversity Protection 7 Water Resources Utilization

Environmental 2 Pollutant Discharge 5 Environmental Compliance Management 8 Circular Economy

3 Waste Disposal 6 Energy Utilization

9 Rural Revitalization 13 Responsible Sourcing 17 Data Security and 21 Employee Customer Privacy Communication

Employee

Social 10 Social Contributions 14 Supply Chain Security 18

Supporting Industry

Development 22 Development and Training

11 Innovation-Driven 15 Equal Treatment of 19 Equal Employment 23 Employee Development SMEs Compensation and Benefits

12 Ethics of Science 16 Medical Quality and 20 Human Rights 24 Occupational Health

and Technology Safety Protection and Safety

Governance 25 Due Diligence 27 Risk Managment and Compliance 29 Fair Competition

26 Stakeholder Engagement 28 Anti-Commercial Bribery 30 Tax Compliance

and Anti-Corruption

Impact MaterialityManagement of Material Matters 15

Step 4: Reporting and Practice Guidance

The results of the materiality assessment are reviewed and confirmed by the company's Strategic and Sustainable Development Committee.Detailed management measures and specific actions for each identified issue are outlined in the relevant sections of this report.Impact Scope

Material Affected Impact Corresponding

Matters Value Value Risks Opportunities Location in the Report

Chain Corporate Chain Commu Stakeholders Duration SDGs

Upstream Operations Downstre nities

am

Improper Establishing a

management of full-process waste

medical waste management

hazardous waste mechanism covering

and general solid classification

waste in collection temporary

classification storage transport

collection temporary outsourced disposal

storage transport or and record-keeping

outsourced disposal helps improve the

may lead to standardization of

environmental waste disposal and

pollution reduce

cross-infection or environmental and Short-t

Waste

Disposal

safety incidents health risks. erm

Waste Community resulting in

Disposal regulatory penalties

Mediu

corrective m-terContinuously

requirements and madvancing waste

reputational reduction resource

damage. Long-trecovery and refined erm

management helps

enhance

Continuously environmental

tightening waste management

disposal standards capabilities shape a

rising disposal responsible

costs or strained healthcare institution

disposal resources image and

may increase strengthen trust

operational costs among patients and

and compliance the public.management

pressure.Inconsistent Continuously

implementation of optimizing

cross-facility treatment

treatment pathways

standards strengthening

inadequate referral multidisciplinary

coordination or collaboration quality

insufficient review of training and

key steps may lead inspections and

to fluctuations in smart management

medical quality helps improve the

standardization as Short-standardization of

Customers/ well as patient termmedical services and

Patients complaints and patient trust Product

Medical Quality disputes.Mediu

reinforcing our m-ter and

and Safety Suppliers professional brand m Service

Community Ophthalmic advantage. Quality

specialty diagnosis Long- and

and treatment term Safety

require high levels of

personnel

competence team

collaboration and

equipment

reliability.Inadequate training

management

scheduling or pre-

and post-operative

management may

increase medical

safety risks.16 Management of Material Matters

Im影pa响ct范 Sc围ope

重Ma要te性rial 受Af影fec响te的d Impact Corresponding 管理与行动

Matters Value Value 风险 机遇 影响

议题 上游 Co企rpo业rate Stakeholders

Risks Opportunities

C下ha游in Commu 利益相关方 Duration对应的

Chain SDGs

Location in the Report

Operations 所在章节U价ps值tre链am 运营 D价ow值nstre 社niti区es

周期 SDGs

am链

Extreme weather Integrating green

events such as and low-carbon

typhoons and heavy principles and

rainfall may damage climate risk

facility infrastructure management into

cause short-term strategic planning

power or water and facility

outages disrupt road operations while

access and affect strengthening

material delivery operational

Employees impacting patient safeguards and

Customers visits and service emergency continuity./Patients coordination during extreme weather

Suppliers Extreme heat rising average helps enhance our

Investors temperatures and service continuity

Climate Banks regional water

and operational

resilience. Climate Response

Response Media scarcity may increase Long-

Government cooling loads Growing attention equipment operating from capital markets term Circular Economy

and pressure and patients and the

regulatory energy/water costs public on healthcare

authorities while imposing institutions’ higher demands on environmental

Non-govern logistics and governance and

mental operational stability. information

organizations transparency means Evolving climate and

Community that steadily environmental advancing

regulations climate-related

disclosure governance and

requirements and disclosure helps

building energy enhance our brand

efficiency standards image market

may increase recognition and

pressure on external trust.compliance

management data

verification

equipment upgrades

and low-carbon

transition

investments.Improper Continuously

management of improving

medical wastewater full-process control

waste gas and requirements for

related pollutants in wastewater waste

collection treatment gas and waste

monitoring or facility strengthening

operation and discharge permit

maintenance may maintenance tiered

lead to abnormal monitoring and

emissions regulatory analysis and

penalties public environmental facility

scrutiny and adverse operation

effects on the management helps

hospital’s brand ensure stable Short-

image. compliance of all term

emissions and reduce

the negative impact Mediu

of our operations on m-ter

Continuously m Pollutant DischargePollutant the environment and

Discharge Community improving pollutant public health.discharge permit Long-

requirements term

emission standards Advancing refined

and monitoring pollutant discharge

regulations may management and

increase pressure on standardized

environmental facility environmental data

maintenance management helps

monitoring enhance our

management environmental

corrective actions governance

and compliance capabilities and

operations. compliance levels

strengthening trust

among patients and

the public.Management of Material Matters 17

Im影pa响ct范 Sc围ope

重Ma要te性rial 受Af影响的Value fected Impact CorrespondingValue 影响 对应的 管理与行动Matters

议题 C上ha游in Corporate Chain Commu S利ta益keholders

R风is险ks Oppo机rt遇unities Duration SDGs Location in the Report相关方

Upstream Op

企era业tions 下游Downstre 社niti区es 周期 SDGs所在章节

价值链 运营 价a值m链

Energy price Promoting green

fluctuations and office practices

insufficient efficiency optimizing key

of key energy-using equipment

equipment may operation and

increase facility strengthening

operating costs and energy

energy management consumption

pressure. analysis help

Long-term operation improve energy

of air conditioning efficiency and

lighting and certain reduce energy

medical support consumption.equipment requires

Energy high energy Steadily expanding

Long-

Community term Energy Utilization

Utilization efficiency the application of

management; renewable energy

inadequate and prioritizing the

management may deployment of

increase resource energy-efficient

consumption. equipment helps

optimize the energy

Energy-saving mix and enhance

retrofits and our green

renewable energy operations.applications may

entail upfront

investment and

technical adaptation

challenges.Hospital operations Continuously

and related services advancing water

require continuous conservation

water supply. management

Extensive water optimizing water

management and equipment

insufficient configuration and

water-saving improving water use

measures may efficiency help

increase water reduce resource

consumption and consumption

environmental intensity and

burden. mitigate negative

impacts on the water

environment.Local water scarcity

water supply

fluctuations or Strengthening

Water Resources tightening full-process water

Long- Water Resources

Utilization

Utilization Community management management and term

requirements may promoting a

pressure daily water-efficient

operations facility operational system

management and help enhance our

resource assurance environmental

capabilities. management level

and establish a

responsible

healthcare institution

image.18 Management of Material Matters

Im影pa响ct范 Sc围ope

重Ma要te性rial 受Value Value Af影fe响cte的d I影mp响act Co对rre应spo的nding 管理与行动Matters

议题 上Cha游in Co企rporate Chain Commu S利ta益ke相holders

R风is险ks Oppo机rt遇unities

关方 Duration SDGs

Location in the Report

Upstream Opera

业tions 下游 社区 周期 SDGs 所在章节价值链 运营 D价ownstre nitiesa值m链

Lack of Establishing a

market-competitive market-competitive

compensation levels compensation

inadequate benefits system and

or imperfect diversified benefit

incentive mechanisms helps

mechanisms may enhance employee

weaken our ability to satisfaction sense of

attract and retain belonging and

professional talent organizational

increasing turnover cohesion

risk. strengthening our

ability to attract and Short-term

Employees Declining employee retain outstanding

Employee

Employee talent. Mediu Compensation and Community satisfaction lack of Compensation m-ter Benefits

and Benefits motivation or m

inadequate labor Continuously

relations improving employee Long-term

management may incentive and care

affect medical service mechanisms helps

quality operational stimulate employee

efficiency and stable initiative and

corporate creativity enhance service quality and

development while operational

also giving rise to efficiency and

compliance and support long-term

reputational risks. stable development.Environmental laws Continuously

and regulations improving

discharge permits environmental

and local regulatory compliance

requirements are management

constantly updated. systems clarifying

Delays in policy responsibilities

communication process

unclear division of requirements and

responsibilities closed-loop

inadequate mechanisms helps

implementation or enhance the

untimely corrective standardization and

actions may create normalization of our

compliance gaps environmental

leading to regulatory management.inquiries corrective

requirements and Embedding Short-term Environmental

Environmental management liability environmental Compliance

Compliance Community risks. compliance Mediu

Management requirements into m-ter

Management

Environmental daily operations and m

monitoring data internal controls and

reporting permit strengthening Long-

maintenance and monitoring term

related reporting

documentation record-keeping and

involve multiple review helps

facilities and business enhance the

processes. robustness of our

Insufficient internal environmental

coordination or weak governance and

process control may external compliance

affect the credibility.consistency

timeliness and

verifiability of

environmental

compliance

management.Management of Material Matters 19

Im影pa响ct范 Sc围ope

重Ma要te性rial 受影响Value Affecte的d 风险 机遇 影Imp响act Co对rre应spo的ndingMatters Value Stakeholders Risks Opportunities管理

Duration SDGs Location i

与n t行he动 Report

议题 上Ch游ain Corporate Chain Commu 利益相关方

Upstream O

企pera业tions 下游 社 所在章节价值链 运营 D价ow值ns链tre nit区ies

周期 SDGs

am

Commercial bribery Establishing robust

conflicts of interest anti-commercial

or fraud in bribery and

procurement anti-corruption

bidding partner mechanisms

onboarding strengthening

marketing and daily institutional

management may constraints process

lead to supervision and

administrative compliance training

penalties legal

Employees helps enhance liabilities and internal corporate Short-

Customers/ management governance and term

Anti-Commercial disorder.Bribery and Patients internal control

Anti-Commercial

Mediu Bribery and

Anti-Corruption effectiveness.Suppliers m-ter Anti-Corruption

Banks Such incidents once m

occurred may Continuously Long-

damage our brand fostering a culture of term

image and market integrity and

credibility affect the promoting fair open

trust of partners and equitable

investors and the business practices

public and adversely helps enhance the

impact sustainable trust of partners

and stable investors and the

operations. public safeguarding long-term healthy

development.Improper Establishing a robust

management of data security and

patient information customer privacy

customer data and protection system

business data in strengthening data

collection storage classification access

transmission use or controls system

sharing may lead to protection and

data breaches emergency response

privacy violations mechanisms helps

system security ensure patient

incidents and service information security

interruptions. and protect

customer legitimate

rights. Short-

term

Data Security Mediu Data Security

and Customer Employees m-ter Customer Privacy

Privacy Customers/ Cyberattacks Continuously m

improving data

Patients inadequate internal access controls or governance and Long-

Suppliers weak third-party information security term

management may management helps

result in regulatory enhance customer

penalties legal trust support the

liabilities loss of standardized

customer trust and development of

damage to our brand digital diagnosis and

reputation. treatment services

and strengthen our

compliance

operations and

brand credibility.20 Stakeholder Engagement

Stakeholder Engagement

We place great importance on the suggestions and concerns of all our stakeholders. Through diversified communication channels we

continuously collect and analyze their expectations and feedback regarding our hospital and systematically incorporate them into our

management decisions and operational considerations.Stakeholders Matters of Concern Communication Channels

Employee opinion solicitation and complaints

Employee Compensation and Benefits Employee training and employee activities

Employees Medical Quality and Safety Employee representative congress

Tax Compliance Employee satisfaction survey

Customers/ Data Security and Customer Privacy Customer service and complaint handling

Patients Medical Quality and Safety Satisfaction surveyAnti-Commercial Bribery and Anti-Corruption Official website and social media

Exchanges and visits

Medical Quality and Safety Supplier audit management

Suppliers Data Security and Customer Privacy Industry conferences

Tax Compliance Supplier conferences and joint seminars

Listed company information disclosure

Medical Quality and Safety Shareholder meetings and performance briefings

Investors Anti-Commercial Bribery and Anti-Corruption Investor hotline and interactive platform

Tax Compliance Investor meetings and research visits

Public opinion monitoring

Medical Quality and Safety Listed company information disclosure

Banks Supply Chain Security Project cooperation

Tax Compliance Exchanges and visits

Media Waste Disposal Listed company information disclosure

Organizations Innovation-Driven Development Social media and media communications

Data Security and Customer Privacy Public opinion monitoring

Government Employee Compensation and Benefits Listed company information disclosure

and Regulatory Medical Quality and Safety Government project cooperation

Authorities Tax Compliance Exchanges and visits

Non-Governme Pollutant Discharge Public welfare services

ntal Waste Disposal Exchanges and visits

Organizations Environmental Compliance Management Public opinion monitoringSustainability-Related Governance 21

Sustainability-Related Governance

We have deeply integrated the concept of sustainable development into our governance system. By improving our top-down

governance structure strengthening institutional frameworks and optimizing operating mechanisms we systematically enhance the

effectiveness of sustainable development governance. The governance structure clearly defines the roles and responsibilities of the

Board of Directors management and each executing department ensuring effective transmission of strategic goals efficient

allocation of resources and proactive risk management. This serves as the cornerstone for systematically advancing and continuously

iterating our sustainable development efforts. Building on this foundation we embed sustainability requirements throughout all

aspects of our hospital operations and management providing solid support for creating long-term value and achieving stable

development.Governance Structure and Mechanism

We strictly comply with the requirements of relevant laws regulations and regulatory rules including the Company Law of the

People’s Republic of China the Securities Law of the People’s Republic of China and the Governance Guidelines for Listed

Companies. We continuously improve our corporate governance structure consisting of the Shareholders’ Meeting the Board of

Directors and the management team. Under the Board of Directors we have established four specialized committees: the

Strategy and Sustainability Committee the Audit Committee the Nomination Committee and the Remuneration and

Assessment Committee. Through thorough discussion supervision and review of matters within their respective scopes of

responsibility these committees collectively guide the implementation of our ESG work monitor the effectiveness of ESG

objectives and related efforts and provide professional advice and reference for the Board’s decision-making. This strengthens

our ESG governance efficiency and ensures the achievement of our ESG strategy and goals.Board of

Directors

Strategic and Sustainable Nomination Compensation and

Development Committee Audit CommitteeCommittee AppraisalCommittee

Management Team22 Sustainability-Related Governance

Board

Comittees Composition and Responsibilities

Strategic and The Strategic and Sustainable Development Committee is composed of three directors one of whom

Sustainable is an independent director. The Committee is primarily responsible for studying and making

Development recommendations on the Company’s medium and long-term development strategy major

Committee investment and financing projects sustainable development strategic goals and ESG-related matters.Audit The Audit Committee is composed of three independent directors and the committee chair is an

Committee accounting professional. The Committee is primarily responsible for supervising matters related to the

Company’s internal control financial information and internal audit.The Nomination Committee is composed of three directors two of whom are independent directors

Nomination and the committee chair is an independent director. The Committee is primarily responsible for

Committee formulating the selection standards and procedures for directors and senior management as well as selecting reviewing and making recommendations on candidates and their qualifications for directors

and senior management positions.The Compensation and Appraisal Committee is composed of three directors two of whom are

Compensation and independent directors and the committee chair is an independent director. The Committee is

Appraisal primarily responsible for formulating and reviewing the remuneration policies and plans for

Committee non-independent directors and senior management as well as establishing assessment standards for

non-independent directors and senior management and conducting performance evaluations.Based on our ESG strategy and operational realities we have systematically established a sustainable development policy system

covering key areas such as environment human rights business ethics and occupational health and safety. This system is

designed to articulate our firm commitment to the concept of sustainable development provide a principled foundation and

action guide for all business activities and promote the integration of ESG requirements into the entire chain of corporate

governance and business operations.Sustainable Development Policy

Supplier Code of Conduct

Environmental Human Rights Policy

Protection Policy Occupational Health and Safety Policy Business Code of Conduct

Information Security Policy Tax Policy

Community Policy

Environmental Social GovernanceSustainability-Related Governance 23

In 2025 we continued to improve our governance system. In accordance with relevant laws regulations and regulatory requirements we

reviewed and revised internal governance documents including the Articles of Association the Rules of Procedure for the Shareholders’

Meeting the Rules of Procedure for the Board of Directors the Working System for Independent Directors and the Fundraising

Management System ensuring standardized governance practices and enhancing our corporate governance level. In 2025 we convened

a total of 2 Shareholders’ Meetings reviewing 18 proposals; we convened a total of 4 Board meetings reviewing 36 proposals; we also

convened 4 Audit Committee meetings 2 Compensation and Appraisal Committee meetings 1 Strategic and Sustainable Development

Committee meeting and 1 Nomination Committee meeting.

2025

Convened 2 Convened4 Convened 4

Shareholders’ Meetings Board meetings Audit Committee meetings

Reviewed Reviewed 2 1 1

Compensation Strategic Nomination

18 36 and Appraisal and Sustainable Committee meetingproposals proposals Committee meetings Development

Committee meeting

Appointment of Directors and Senior Management

We strictly comply with laws regulations and internal governance documents such as the Articles of Association and the

Implementing Rules for the Nomination Committee to carry out the nomination and appointment of directors and senior

management in a standardized manner. The Board’s Nomination Committee taking into account our governance objectives and

operational development needs conducts comprehensive assessments based on multiple dimensions including professional

competence industry experience educational background and independence. It selects candidates for directors and senior

management reviews their qualifications and makes recommendations to the Board. The list of director candidates after being

reviewed and approved by the Board is submitted as a proposal to the Shareholders’ Meeting for election. The employee

representative director is elected by our Employee Representative Congress. Candidates for senior management are appointed

after being reviewed and approved by the Board.At the beginning of 2026 we completed the election of the new Board of Directors. The current Board consists of 7 directors

including 3 independent directors accounting for 43%. The Board members possess extensive experience in operations

management risk control and compliance financial accounting and other areas with professional backgrounds covering medicine

business administration accounting economics engineering and more. Our senior management team also has a diversified

professional structure covering fields such as medicine economics accounting and business administration and has rich

experience in corporate operations management risk control and compliance financial management and other areas. The

diversified professional composition of the Board and management team provides important assurance for enhancing our scientific

decision-making and governance standards.24 Sustainability-Related Governance

Professional competence Board Committees Meeting

Attendance Rate

During the

Reporting Period

Name Occupation Age Industry Operatio Risk Com Strategic and

Experien ns Control Financial Audit Nomination pensation Sustainable

（Board meetingsce Manage and AccountingCommittee Committee and Development

and Board

ment Complia Appraisal Committee committeence meetings）

Su Qingcan Chairman & 56 100%

(M) CEO

Chen

Fengguo Director 58 100%

(M)

Zhang

Guangbin Director 57 100%

(M)

Li

Xiaofeng Director & Vice 54 100%

(M) President

Wang

Zhiqiang Independent 58 100%

(M) Director

Zheng Independent

Wenli 62 100%Director

(M)

Independent

Fu Director

Yuanlue (appointed 72 /

(M) effective January 14 2026)

Hu Jun Independent Director During the

(M) 69Reporting Period 100%

Zhang

Zhiyong Vice President 44

/

(M)

Zhang

Binbin Vice President 61

/

(M)

Chen Luyan /

(F) CFO 47

Cao Naien Board Secretary /

(M) 51Sustainability-Related Governance 25

We place great importance on and continuously strengthen the professional development of our directors and senior man-

agement team. By providing regular updates on the latest regulatory policies analysis of typical industry cases and other

learning materials and by actively organizing and facilitating participation in specialized training on laws governance and

professional competence conducted by stock exchanges listed company associations and other institutions we systemati-

cally enhance the professional expertise and decision-making capabilities of our directors and senior management. In 2025

we organized a total of 9 training sessions for our directors and senior management on topics including information disclo-

sure market value management the Governance Guidelines for Listed Companies and the standardized operation and func-

tioning of specialized committees continuously empowering the professional competence and career development of our di-

rectors and senior management.Compensation of Director and Senior Management

Pursuant to our Articles of Association and the Implementing Rules for the Remuneration and Assessment Committee

the Board’s Remuneration and Assessment Committee is responsible for formulating the compensation policies and

plans for directors and senior management. The compensation plan for directors after being reviewed and approved

by the Board is submitted to the Shareholders’ Meeting for final approval and implementation. The compensation plan

for senior management is implemented after being reviewed and approved by the Board. To further improve our com-

pensation management system we have formulated the Management Measures for Compensation and Allowances of

Directors and Senior Management establishing a mechanism that equally emphasizes incentives and constraints. This

closely aligns the interests of directors and senior management with the enhancement of corporate value long-term

development goals and shareholder returns thereby driving the achievement of our strategic and operational objec-

tives.Directors and senior management who hold other positions within our Company receive compensation based on their

actual roles with the compensation structure mainly consisting of fixed salary and performance bonus. Fixed salary is

determined based on factors such as job responsibilities individual capabilities and industry compensation levels. Per-

formance bonus is linked to their performance the results of their areas of responsibility and the overall operational

outcomes of the Company. Independent directors and non-independent directors who do not hold other positions re-

ceive director’s fees in accordance with the standard amount determined by the Shareholders’ Meeting. Furthermore

we have incorporated sustainability-related indicators—such as compliant operations risk control talent development

and occupational health and safety—into the performance assessment system for directors and senior management

directly linking them to performance-based compensation.To motivate our core team to grow together with us we have implemented an employee stock ownership plan (ESOP)

prior to our initial public offering granting incentive interests to eligible directors and senior management. As of the

end of the reporting period directors and senior management participating in the ESOP indirectly held an aggregate

of 16095000 shares of the Company through the employee stock ownership platform representing 1.92% of the

Company’s total issued shares.Shareholding of Directors

and Senior Management

Shareholdings at the end of Shareholdings at the end of

Name Position the reporting period Name Position the reporting period

(Shares) (Shares)

Chen Fengguo Director 7050000 Zhang Binbin Vice President 1890000

Director &

Li Xiaofeng Vice 1500000 CFO 1275000

President Chen Luyan

Zhang

Director 3930000 Cao Naien Board SecretaryGuangbin 450000

Total 1609500026 Sustainability-Related Governance

Conflicts of Interest

We strictly manage related-party transactions in accordance with relevant laws regulations and regulatory requirements to prevent

potential conflicts of interest. Our Articles of Association explicitly stipulate that directors and senior management owe a duty of loyalty

to the company. They shall not exploit their positions to secure for themselves or others business opportunities that rightfully belong

to the company nor shall they operate either personally or for others any business that competes with the company.To continuously improve our governance of related-party transactions we have formulated and consistently updated the Related-Party

Transaction Management System. This document systematically sets out the criteria for identifying related parties the scope of relat-

ed-party transactions pricing principles approval authorities decision-making procedures and oversight mechanisms. It aims to fur-

ther standardize related-party transactions ensure their legality and fairness and effectively protect the legitimate rights and interests

of the Company and all shareholders.All of our directors and senior management have made specific commitments regarding related-party transactions. They undertake to

avoid or minimize related-party transactions with the Company in the course of their duties. For unavoidable related-party transactions

they commit to strictly following fair reasonable and customary commercial principles duly implementing the voting avoidance proce-

dures for related parties and ensuring that no illegal transfer of Company funds or profits occurs through such transactions that no im-

proper benefits are sought and that the Company does not assume any inappropriate obligations. If any director or senior management

member breaches the above commitments they shall bear full responsibility and compensate the Company in full for any resulting

losses. If compensation is not made the Company has the right to correspondingly deduct such amounts from their entitled cash divi-

dends and other equity interests.Investor Rights Protection

We strengthen our governance foundation by standardizing the operation of the Shareholders’ Meeting enhance transparency through

a robust information disclosure mechanism and deepen investor relations through diversified communication channels systematically

building a standardized transparent and equitable investor rights protection system.Shareholder Rights Information Disclosure

Protection Management

In the convening holding and voting procedures of the Shareholders’ Meet- Ensuring that all investors have equal and timely

ing we strictly comply with relevant laws and regulations as well as internal access to Company information is an important

policies such as the Articles of Association and the Rules of Procedure for the objective of our information disclosure work. We

Shareholders’ Meeting. We ensure that all shareholders fully enjoy their legiti- adhere to the principles of timeliness and fairness

mate rights including the right to know the right to vote and the right to su- in information disclosure. Based on internal poli-

pervise regarding the Company’s operations and that they are treated equally. cies such as the Information Disclosure Manage-

At the same time we have implemented the Detailed Implementing Rules for ment System the External Information Submis-

Online Voting at Shareholders’ Meetings and the Detailed Implementing Rules sion and Use Management System and the Insid-

for Cumulative Voting among other policies to facilitate online voting and cu- er Information Holder Registration Management

mulative voting providing convenient channels for shareholders particularly System we have established a robust information

small and medium-sized shareholders to exercise their rights. disclosure management mechanism strength-

ened process standardization and fulfilled our

disclosure obligations in accordance with laws

and regulations. We ensure that all disclosed in-

formation is true accurate and complete contin-

uously improving the quality of our information

disclosure.Sustainability-Related Governance 27

Investor Relations Management

Investor relations management is an important component of corporate gover-

nance. We strictly comply with laws regulations and regulatory requirements con-

tinuously improve the Investor Relations Management System and establish a sys-

tematic investor relations management framework to effectively protect the legiti-

mate rights and interests of investors.Through diversified channels including investor hotline fax IR email investor rela-

tions official account stock exchange interactive platform investor research visits

roadshows performance briefings and collective investor reception days we active-

ly and proactively communicate with investors earnestly listening to their reason-

able opinions and suggestions regarding the Company’s operations and develop-

ment. Through continuous transparent and two-way communication we are com-

mitted to building long-term stable mutually trusting and win-win investor rela-

tionships thereby promoting the continuous improvement of information disclosure

quality and corporate governance standards.In 2025 we hosted a total of 6 investor research visits receiving over 140 investors

for visits and exchanges. Our online response rate to investor questions was 100%.We received over 780 inquiries from small and medium-sized shareholders via tele- Investor Relations Activitiesphone. The Company was honored with the “2025 Excellent Investor Relations Con-struction Award for Listed Companies” selected by Value Online.Received investors for Online response rate Received inquiries from small and

Hosted a total of visits and exchanges to investor questions medium-sized shareholders6 investor research visits via telephone

over 140 100% over 78028 Sustainability-Related Governance

Party Building

We adhere to Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era as our guiding principle give full play to the

role of Party organizations as strongholds of strength continuously strengthen the development of grassroots Party organizations

empower business operations and promote innovative development through high-quality Party building.Our Party Committee effectively plays its core leadership role striving to promote the deep integration of Party building with our op-

erations and management while strengthening political guidance and organizational support. By continuously advancing the stan-dardization and normalization of grassroots Party organizations and strictly implementing systems such as the “Three Meetings andOne Lecture” and organizational life meetings we continuously enhance the organization and cohesion of our Party branches.Our Party Committee focuses on the talent development strategy promoting the organic integration of Party building with talent de-

velopment. We prioritize recruiting Party members from among highly educated groups business core talents and young elites striv-

ing to cultivate business core talents into Party members and Party members into business core talents thereby building a high-qual-

ity professional talent team. In 2025 our Party Committee continuously strengthened the recruitment education and management

of Party members forging a team of Party members who play an exemplary and vanguard role.We continuously innovate our learning formats building a learning mechanism that combines “theory + practice” “joint learning + jointbuilding” and “online + offline” to achieve regular and full-coverage learning and education. In 2025 we organized over 30 sessions of

“First Issue” learning covering more than 3000 participants. We conducted over 10 joint learning and joint building activities with a

cumulative participation of more than 800 core Party members. Focusing on key themes and taking into account industry characteris-

tics we carried out over 30 activities including thematic Party lectures centralized study sessions knowledge competitions learning

exchanges and red-themed film screenings promoting the in-depth understanding and effective implementation of the Party’s inno-

vative theories.“First Issue” learning Covered

over 30 sessions over3000participants

Joint learning and joint Core Party members

building activities participated

Thematic Party Lecture: Let History Tell the Future –

over 10 over 800 The Party Central Committee in Yan’an

various Party-building activities

over 30

General Party Branch Re-electionEnvironmental 29

01

Environmental

2025 Key Performance Targets for Environmental Matters

Strengthen water conservation publicity and facility maintenance; continuously improve the efficiency

of medical and office water management

Obtain and maintain pollutant discharge permits in accordance with the law; implement monitoring and

management requirements; ensure zero major environmental pollution incidents throughout the year

Implement closed-loop management of medical waste classification temporary storage and transport;

ensure full traceability of compliant outsourced disposal

Advance green procurement management; give priority to environmentally friendly and durable products;

promote source reduction and optimization through substitution30 Environmental

Climate Response

Climate change has led to an increased frequency of extreme weather events such as heatwaves droughts and floods exerting

sustained impacts on the socio-economy and ecological environment. As a leading ophthalmic medical service provider in China

we actively respond to the national “dual carbon” strategy follow international climate governance consensus including the United

Nations Framework Convention on Climate Change and the Paris Agreement and integrate the concept of green and low-carbon

development into our corporate strategy and daily operations. We systematically identify and assess climate-related risks and

opportunities steadily advance energy-saving and emission-reduction initiatives and continuously improve energy efficiency. At

the same time we strengthen our climate adaptation and risk management capabilities enhance operational resilience and

contribute to the achievement of global climate governance goals.Corporate Strategy

We have set the "1236" strategic development goals based on the external environment and industry development trends.

1236

Build 1 world-renowned Manage 200 professional Expand overseas across 3 Establish 6 regional

ophthalmology center ophthalmic medical continents - Asia Europe ophthalmology centers

institutions nationwide and America

Focused on our high-quality development goals we continue to improve our national ophthalmic medical service network

advance the coordinated development of medical care education and research and strengthen clinical discipline capabilities.We enhance the recruitment and training of high-level ophthalmic talent accelerate the cultivation of new quality

productivity in the ophthalmology field and actively promote the construction of a smart medical system. By continuously

improving our diagnostic and treatment capabilities and service levels we provide patients with higher-quality medical

services and support for cutting-edge technology applications thereby enhancing the efficiency and effectiveness of our

operations and development.Environmental 31

Climate-Related Risks Opportunities and Financial Impacts

To enhance resource allocation efficiency and the systematic management of

climate risks we have integrated climate change-related risks into our overall

risk management framework and effectively aligned them with existing risk

management processes. Considering our industry and business

characteristics we refer to the scenario analysis methods and models

published by the Intergovernmental Panel on Climate Change (IPCC) and the

International Energy Agency (IEA) to conduct phased identification and

assessment of physical and transition risks arising from climate change over

the short medium and long term. Simultaneously we analyze the strategic

opportunities embedded in these changes. Based on the assessment results

we formulate and implement corresponding risk response strategies and

management measures continuously strengthening our management

capabilities and operational resilience in addressing climate change.Transition Risks

We have selected the Net Zero Emissions (NZE) scenario under the IEA scenario model to assess

our transition risks. Under this scenario:

The world achieves net zero emissions by 2050 with the average temperature stabilized at 1.5°C above pre-industrial

levels.The global population is projected to grow to approximately 9.7 billion with a slowing trend in population growth.The global economy is expected to grow at an average annual rate of 2.6% with variations across countries regions

and time periods.Coal and other high-carbon fossil fuels will be gradually phased out with significant improvements in energy efficiency.By 2050 nearly 70% of global electricity generation will come from solar photovoltaic and wind energy.Against the backdrop of global collaboration to advance policy development reduce the cost of clean energy

technologies and expand the diversity of critical minerals and technologies a resilient global supply chain is gradually

taking shape. At the same time companies will face stricter policy regulations and higher transition risk pressures.32 Environmental

Risk Type Risk Description Response Measures Time

Scope of Financial

Horizon1 Impact Impact2

Climate and environmental regulations We continuously monitor dynamic

disclosure requirements and industry changes in regulatory requirements

management rules are expected to and industry rules and prudently

continuously improve. Compliance

Policy and assess their impact on our requirements for energy management Short-term Upstream Moderate

Legal Risk operations and disclosure scope building energy efficiency emissions and Medium-term Corporate Impactwithin our existing systems and

waste may become more stringent Long-term Operationsinternal control framework ensuring

potentially increasing the pressure on us information consistency and

regarding compliance and information verifiability.disclosure.While ensuring medical safety

As energy-saving and carbon-reduction service quality and compliant

technologies standards and operation operations we prudently assess

and maintenance models for ophthalmic energy-saving and carbon-reduction

diagnostic equipment and facilities technology pathways and

accelerate their evolution we may face Upstream Moderate

Technological equipment upgrade plans in line

Medium-term

adjustments in technology selection Corporate Impact

Risk with our business development

Long-term

system compatibility and subsequent Operationspace. At the same time we closely

maintenance requirements when monitor the operation and

constructing or renovating facilities or maintenance needs of key systems

upgrading equipment. This may lead to and opportunities for energy

increased equipment retrofitting and efficiency improvement optimize

system upgrade costs putting upward resource allocation and avoid

pressure on capital expenditures. unnecessary expenditures.We closely monitor price and supply

Adjustments to energy pricing trends for major energy sources key

mechanisms changes in green electricity medical equipment and

supply and shifts in market rules for the procurement categories of supplies

Market Risk procurement costs financing and

Upstream

and enhance communication and Short-term

insurance of energy-intensive medical Corporate

Moderate

collaboration with suppliers to the Medium-term

equipment may lead to fluctuations in our Operations

Impact

extent feasible thereby improving

energy usage costs and equipment supply chain resilience and reducing

procurement costs thereby affecting our operational risks arising from price

overall operating costs. and supply fluctuations.Investors patients and the public are We adhere to the principle of

increasingly concerned about the prudent disclosure strengthen

environmental performance and information consistency traceability Corporate

disclosure transparency of healthcare and careful wording avoid Medium-term Operations Minor

Reputational institutions. If we have inconsistencies in over-commitment and selective Long-term Downstream Impact

Risk disclosure scope insufficient data disclosure and continuously improve

verifiability or inadequate communication the quality of our information

in our environmental information disclosure and communication.disclosure we may face reputational

pressure.

1Time horizons are classified as short-term medium-term and long-term. Short-term refers to a period within one year (including one year);

medium-term refers to a period from one year to five years (including five years); long-term refers to a period beyond five years.

2 The financial impact is divided into minimal minor moderate major and significant impact. Minimal impact means the impact on monetary value

(e.g. revenue) is <1 million CNY or the impact on net profit is <1%; minor impact means the impact on monetary value (e.g. revenue) is between

1 million and 5 million CNY or the impact on net profit is between 1% and 5%; moderate impact means the impact on monetary value (e.g. rev-

enue) is between 5 million and 10 million CNY or the impact on net profit is between 5% and 10%; major impact means the impact on monetary

value (e.g. revenue) is between 10 million and 50 million CNY or the impact on net profit is between 10% and 15%; significant impact means the

impact on monetary value (e.g. revenue) is >50 million CNY or the impact on net profit is >15%.Environmental 33

Transition Opportunities

Opportunity Opportunity Action Time Scope of Financial

Type Description Measures Horizon3 Impact Impact4

Through finely managing medical energy We improve full-process records and

consumption (e.g. in high-energy areas monitoring analysis of medical energy

such as operating rooms) water water and medical supplies optimize

consumption (e.g. water for washing the operation management of lighting

Resource disinfection and preparation) and medical

Short-term Corporate

and air conditioning and promote the Medium-term Moderate supplies (consumables and Operations

Efficiency classified recycling of medical waste

Impact

pharmaceuticals) we can reduce Long-termand general waste complying with

operational resource consumption and medical waste management

improve resource utilization efficiency requirements.aligning with the requirements of green

hospital construction.The gradual improvement of green We evaluate feasible pathways such

electricity and distributed energy supply as green electricity procurement and

systems enables us to optimize our energy distributed photovoltaics based on

mix reduce carbon emission intensity and our facility layout and power load Medium-term Upstream

Energy support the green hospital transformation (e.g. high-energy equipment in Long-term Corporate

Moderate

Impact

Sources under the “dual carbon” goals. imaging and laboratory departments) Operations

and steadily increase the share of

clean energy use while ensuring

compliance.The growing emphasis on low-carbon and We advance digital processes and

health concepts is driving demand for information management to reduce

green hospitals and smart healthcare paper consumable consumption

which helps enhance patient service without compromising medical Upstream

Products experience and optimize medical quality. In medical equipment Medium-term Corporate Moderate

operational efficiency. procurement and maintenance we Long-term Operations Impactand Services prioritize energy-efficient and

low-carbon certified equipment by

focusing on energy efficiency ratings

and low-emission attributes.Increased attention from capital markets We improve climate-related

on low-carbon governance and disclosure governance risk identification and

means that prudently disclosing our disclosure scope enhance information

Market environmental and governance Corporate Minor consistency and verifiability and Medium-term

improvements can enhance investor strengthen communication with Long-term

Operations Impact

communication strengthen market investors and industry associations to

recognition and increase brand premium. convey the achievements of our green

hospital construction.

3 The time horizon is divided into short-term medium-term and long-term. Short-term refers to within one year (including one year); medi-

um-term refers to one year to five years (including five years); long-term refers to beyond five years.

4 The financial impact is divided into minimal minor moderate major and significant impact. Minimal impact means the impact on monetary value

(e.g. revenue) is <1 million CNY or the impact on net profit is <1%; minor impact means the impact on monetary value (e.g. revenue) is between

1 million and 5 million CNY or the impact on net profit is between 1% and 5%; moderate impact means the impact on monetary value (e.g. rev-

enue) is between 5 million and 10 million CNY or the impact on net profit is between 5% and 10%; major impact means the impact on monetary

value (e.g. revenue) is between 10 million and 50 million CNY or the impact on net profit is between 10% and 15%; significant impact means the

impact on monetary value (e.g. revenue) is >50 million CNY or the impact on net profit is >15%.34 Environmental

Physical Risks

We select the high-emission high-growth scenario (SSP5-8.5) under the IPCC’s Shared

Socioeconomic Pathways (SSPs) to conduct our physical risk assessment. Under this scenario:

Global greenhouse gas emissions will continue to grow through the end of the 21st century. Compared with

1850–1900 the global surface temperature during 2081–2100 is very likely to rise by 3.3°C to 5.7°C.

The average surface temperature in our main operating regions is expected to rise significantly while the frequency

and intensity of extreme weather events (e.g. heatwaves heavy precipitation typhoons) may increase. The trend of

continued sea level rise in some regions will also persist.Corresponding policy and regulatory constraints are relatively mild but the physical impacts of climate change are sig-

nificant.The above changes will directly and indirectly pose challenges to the operational safety of our medical facilities the sta-

bility of energy supply the continuity of diagnosis and treatment services and the resilience of our assets and supply

chain exposing us to high climate-related physical risks.Time Scope of FinancialRisk Type Risk Description Response Measures Horizon5 Impact Impact6

Strong winds and heavy rainfall Within our existing medical safety

associated with typhoons may damage management framework we improve

the exterior facades and auxiliary the typhoon emergency response plan

facilities of our hospitals (e.g. signage and multi-department response

temporary structures) cause short-term mechanisms (coordinating logistics

power and water outages block road medical services and nursing). We focus Upstream

access affect patient arrivals and the on the protection (e.g. reinforcing doors

Short-term Corporate Major

Typhoon and windows testing backup power Medium-term

order of in-hospital diagnosis and Operations Impactswitching) and operational assurance of Long-term

treatment and disrupt the delivery Downstreamkey facilities and equipment such as

timeliness of medical supplies (e.g. operating rooms and pharmacies and

pharmaceuticals consumables). conduct full-process emergency drills

Acute and post-event reviews for optimization

Physical when necessary.Risks

Heavy rainfall may cause flooding Taking into account our facility terrain

around hospital facilities seepage or and building layout we improve flood

backflow in underground spaces (e.g. control emergency arrangements and

parking lots equipment rooms) inspection systems for key areas (e.g. Upstream

threatening the safety of electrical underground garages basement power Short-term

Flood systems and medical equipment rooms distribution rooms). We strengthen the

Corporate

Medium-term Major

management of drainage systems and Operations Impact

blocking access to entrances and exits Long-termanti-backflow facilities (e.g. flood Downstream

leading to the suspension of services in barriers drainage pumps) and enhance

certain departments (e.g. emergency emergency response capabilities

laboratory) restricting patient transport through multi-department collaborative

and increasing emergency response drills.pressure.

5 The time horizon is divided into short-term medium-term and long-term. Short-term refers to within one year (including one year); medi-

um-term refers to one year to five years (including five years); long-term refers to beyond five years.

6 The financial impact is divided into minimal minor moderate major and significant impact. Minimal impact means the impact on monetary value

(e.g. revenue) is <1 million CNY or the impact on net profit is <1%; minor impact means the impact on monetary value (e.g. revenue) is between

1 million and 5 million CNY or the impact on net profit is between 1% and 5%; moderate impact means the impact on monetary value (e.g. rev-

enue) is between 5 million and 10 million CNY or the impact on net profit is between 5% and 10%; major impact means the impact on monetary

value (e.g. revenue) is between 10 million and 50 million CNY or the impact on net profit is between 10% and 15%; significant impact means the

impact on monetary value (e.g. revenue) is >50 million CNY or the impact on net profit is >15%.Environmental 35

Risk Type Risk Description Response Measures Time

Scope of Financial

Horizon5 Impact Impact6

Short-term extreme heat increases Without compromising medical safety

the cooling load and energy and patient-physician comfort we

consumption of our facilities adding optimize the operation strategy of

pressure to the operation of air the air conditioning system (e.g.Acute conditioning and refrigeration time-segmented temperature

Extreme Short-term Corporate Physical

Heat equipment. It also affects the safety

adjustment). We strengthen the Medium-term Operations Moderate

Risks of outdoor operations (e.g. medical operation maintenance and load Long-term Downstream Impact

waste transport) and emergency management of key equipment and

support (e.g. ambulance dispatch) improve job protection during

imposing additional management high-temperature periods (e.g. heat

requirements on the stability of some protection gear for outdoor

precision medical equipment. personnel) and emergency support

requirements.Sea level rise combined with factors We maintain attention on key facilities

such as storm surges increases the

Sea Level and operational assurance aspects of risk of waterlogging and backflow in coastal hospitals. Taking into account

Rise coastal hospitals threatening road local marine and meteorological Corporate

access around the facilities and the department requirements and facility Long-term Operations

Minor

continuity of infrastructure Impactconditions we prudently assess Downstream

operations and introducing long-term flood control drainage

uncertainty to the long-term and emergency support plans (e.g.planning and operational resilience of raising equipment foundations).coastal hospitals.Long-term rise in average Based on our facility operational

temperature continuously increases characteristics (e.g. outpatient

the cooling demand and operational volume department distribution) we

energy consumption of our facilities continuously monitor the operation

Average adding load and maintenance management and maintenance of Short-term

Chronic Temperature pressure on HVAC systems while HVAC systems. During new Medium-term

Corporate Moderate

Rise imposing higher requirements on the construction or renovation we Long-term Operations ImpactPhysical comfort of the indoor diagnosis and

Risks prudently consider the thermal treatment environment (e.g. insulation performance of building

temperature and humidity in wards envelopes and equipment energy

and operating rooms) and the efficiency ratings and optimize the

stability of equipment operation. operation of cooling systems.Regional water scarcity may lead to We improve water use records and

increased water costs and pressure the management of key water-use

on water supply assurance affecting processes promote water-saving

Water the stable operation of water-use fixtures and water use behavior

Supply scenarios such as medical diagnosis management and based on facility Long-term Corporate Moderate

Shortage and treatment daily living and conditions assess the feasibility of Operations Impact

logistics support and increasing unconventional water sources and

operational uncertainty. emergency water supply assurance.Long-term changes in precipitation Based on the climate characteristics

patterns may exacerbate the of the region where our facilities are

drought-flood transition and seasonal

Precipitation located we continuously monitor the fluctuations in some regions affecting operation maintenance and risk

Pattern Medium-term Corporate Minor the load on our facility drainage point identification of drainage

Change Long-term Operationssystems and operational assurance Impactsystems. During new construction or

requirements and increasing renovation we prudently consider the

uncertainty in logistics management. resilience of drainage systems and

optimize drainage and water storage

management for dry and flood

seasons.

5 The time horizon is divided into short-term medium-term and long-term. Short-term refers to within one year (including one year); medi-

um-term refers to one year to five years (including five years); long-term refers to beyond five years.

6 The financial impact is divided into minimal minor moderate major and significant impact. Minimal impact means the impact on monetary value

(e.g. revenue) is <1 million CNY or the impact on net profit is <1%; minor impact means the impact on monetary value (e.g. revenue) is between

1 million and 5 million CNY or the impact on net profit is between 1% and 5%; moderate impact means the impact on monetary value (e.g. rev-

enue) is between 5 million and 10 million CNY or the impact on net profit is between 5% and 10%; major impact means the impact on monetary

value (e.g. revenue) is between 10 million and 50 million CNY or the impact on net profit is between 10% and 15%; significant impact means the

impact on monetary value (e.g. revenue) is >50 million CNY or the impact on net profit is >15%.36 Environmental

GHG Emissions Management

We followed the requirements of the ISO 14064-1:2018 standard and adopted the operational control approach to conduct the 2025

greenhouse gas inventory for entities within the consolidation scope over which we have operational control.GHG Inventory Boundaries

Our 2025 greenhouse gas inventory covers Scope 1 (direct emission sources) and Scope 2 (indirect emission sources). The inventory

scope is detailed as follows:

GHG Category Definition Primary GHG Emission Sources

Direct greenhouse gas emissions refer to the

emissions generated by the organization itself

including emissions from the combustion of fossil * Natural gas stoves

Scope 1 fuels and industrial processes. These are * Gasoline-powered company

categorized into fixed combustion emissions * Diesel-powered company vehicles

mobile combustion emissions process emissions

and fugitive emissions.Energy indirect greenhouse gas emissions refer

to the emissions generated from the

consumption of energy such as electricity and

Scope 2 * Purchased electricitythermal energy by the organization. This includes

purchased electricity purchased steam and

other forms of energy.GHG Type

The types of greenhouse gases include carbon dioxide (CO?) methane (CH?) nitrous oxide (N?O) hydrofluorocarbons

(HFCs) perfluorocarbons (PFCs) sulfur hexafluoride (SF?) and nitrogen trifluoride (NF?).Emission Factor

For various emission sources under Scope 1 and Scope 2 we calculate greenhouse gas emissions by selecting appropriate

emission factors based on the 2006 IPCC Guidelines for National Greenhouse Gas Inventories the General Rules for

Calculation of the Comprehensive Energy Consumption (GB/T 2589—2020) and the latest electricity emission factors

published by the Ministry of Ecology and Environment.GHG Emissions

In 2025 our total greenhouse gas emissions (including Scope 1 and Scope 2) amounted to 24360.73 tCO2e of which

direct greenhouse gas emissions (Scope 1) were 1774.29 tCO2e accounting for 7.27% of total emissions; energy

indirect greenhouse gas emissions (Scope 2) were 22586.44 tCO2e accounting for 92.73% of total emissions. The

increase of 1206.89 tCO2e in total greenhouse gas emissions compared with 2024 was primarily due to the expansion

of the reporting boundary to include eight entities such as Beijing Minzhong as well as an increase in business volume

during the reporting period.Environmental 37

Category 2023 2024 2025

Scope 1:

Direct Emissions 1414.98 1821.67 1774.29（Unit：tCO?e）

Scope 2:

Indirect Emissions 18690.29 21332.17 22586.44（Unit：tCO?e）

Total Emissions

20105.2723153.8424360.73（Unit：tCO?e）

Carbon Emission

Intensity 500.98 574.96 588.54

（Unit：tCO2e/hundredmillion RMB ofoperating revenue）

GHG Emissions

25000.00

20000.00

15000.00

10000.0018690.2921332.1722586.44

5000.00

0.001414.981821.671774.29

202320242025

Scope 1: Direct Emissions Scope 2: Indirect Emissions（Unit：tCO2e） （Unit：tCO2e）38 Environmental

GHG Emission Reduction Measures

In line with the national “dual carbon” strategic goals we have integrated climate change response and greenhouse gas emission manage-

ment into our sustainable development framework as a healthcare institution. We systematically advance key initiatives such as energy effi-

ciency improvement green and low-carbon operations green procurement and low-carbon culture development actively exploring path-

ways for the green transformation of the healthcare industry.Enhancing Energy Efficiency

We optimize our energy mix and operational efficiency through a combination of institutional management and technological upgrades con-

tinuously reducing energy consumption per unit of operation. The main measures include:

Prioritize energy-efficient equipment in new or renovated office and medical areas and gradually phase out

high-energy-consumption equipment.Strengthen equipment operation management and maintenance optimize air conditioning system operation strategies

reasonably control indoor temperature ranges (not below 26°C in summer not above 20°C in winter) and implement

time-sharing control of central air conditioning.Enhance standby energy consumption management advocating the shutdown of computers printers and other equipment

during non-working hours.Conduct regular facility maintenance and operation inspections to ensure equipment operates efficiently.Promoting Green and Low-carbon Operations

We integrate the concept of green and low-carbon development into the entire process of our medical service operations. Through

measures such as green office management and waste classification and recycling we continuously optimize our operating model

towards resource conservation and environmental friendliness.Focusing on the daily operations of our facilities we implement specific measures in areas such as lighting and electricity

management office practice optimization and resource recycling:

Maximize the use of natural lighting in new or renovated office areas to reduce the use of artificial lighting.Promote the use of energy-efficient lighting such as LED lamps and reasonably divide lighting zones based on usage scenarios to

avoid excessive illumination.Implement staggered lighting in public areas (including restrooms) at night to reduce energy consumption while ensuring

necessary illumination.Strengthen employee energy-saving awareness and behavioral norms enforce light-off requirements after work and overtime to

reduce unnecessary lighting.Promote the use of electronic documents and cloud storage to reduce the need for paper documents and printing.Set up recycling points for general waste such as waste paper and plastics encourage employee participation in resource recycling

and cooperate with professional recycling institutions to ensure that recycled waste is safely and compliantly disposed of.Environmental 39

Practing Green Procurement

We continuously improve our green procurement management integrating environmental and social responsibility requirements into

our procurement processes and supplier management mechanisms. By establishing clear green procurement standards conducting

supplier access and ongoing evaluations we prioritize products and services with environmental certifications and the use of

recyclable materials. We also encourage our partners to share environmental responsibility promoting the green transformation of

our supply chain.Our specific measures in practicing green procurement include:

In supplier management we focus on partners’ performance in environmental protection social responsibility and

compliance. Using the Supplier Survey Form New Qualified Supplier Evaluation Form Supplier On-site ESG Audit Form

and on-site review findings we conduct due diligence covering key topics such as compliant pollutant discharge clean

production and energy conservation and consumption reduction.We guide and encourage suppliers to adopt energy-saving and emission-reduction measures collaborate on green supply

chain development and conduct training on responsible supply chain environmental and social practices. We continuously

communicate our sustainable development philosophy and management requirements enhancing the overall

environmental and social performance of our supply chain.Fostering a Low-Carbon Culture

We promote a low-carbon culture through a combination of institutional development and awareness campaigns. We integrate

energy conservation and environmental protection requirements into employees’ daily conduct. Through ongoing training

communication and thematic activities we enhance the low-carbon awareness of all employees and foster an organizational

atmosphere conducive to green development.Our specific measures in fostering a low-carbon culture include:

Regularly organize green office training and thematic seminars to educate employees on environmental protection

knowledge and energy-saving concepts promoting the implementation of green office requirements in daily work.Use workplace bulletin boards internal websites emails and other channels to continuously publish information and

initiatives on green office practices strengthening employees’ understanding of energy conservation and resource saving.Organize employee participation in environmental public welfare activities helping employees enhance their environmental

awareness and sense of social responsibility through hands-on experience and promoting the translation of low-carbon

concepts into daily behaviors.40 Environmental

Energy Utilization

Scientific and efficient energy management not only directly reduces hospital

operating costs and improves resource utilization efficiency but also enhances

our ability to respond to energy price fluctuations and supply risks. Against

the macro background of the “dual carbon” goals and the green

transformation of the healthcare industry systematic energy management is In 2025

an important foundation for building environmentally friendly hospitals our energy consumption during

enhancing brand credibility and achieving long-term competitiveness. operations

We place great importance on energy management strictly comply with laws was mainly electricity

and regulations such as the Energy Law of the People’s Republic of China the

Energy Conservation Law of the People’s Republic of China and the

Renewable Energy Law of the People’s Republic of China and continuously Electricity consumed

promote green office practices and energy conservation and consumption

reduction management. 4268.59 ten-thousand kWh

We have formulated and strictly implement the Electricity Cost Management

Control Measures and guide our subsidiary hospitals to establish supporting

policies such as the Electricity and Water Usage Management System and the

Water and Electricity Conservation Management Provisions in accordance Accounting for 86.08%

with local policies. We regularly conduct energy usage inspections and of total energy consumption.analysis optimize the operation and management of key energy-consuming

equipment and continuously improve energy efficiency. At the same time we

steadily expand the application of renewable energy based on facility

conditions to promote energy consumption reduction.Energy Structure

2025 Energy

Energy Type 2023 2024 2025 Consumption Ratio

Electricity(kWh) 32772733.13 39754330.42 42685854.05 86.08

Natural Gas(L) 424892.63 568248.18 495161.08 8.73

Diesel(L) 154299.93 205173.36 217031.35 4.46

Gasoline（m3） 18400.00 36418.71 33677.00 0.73

Total（tce） 4701.98 5801.72 6094.71 100

4.46%0.73%

8.73%

Electricity

Gasoline

Diesel

86.08% Natural GasEnvironmental 41

Water Resources Utilization

As a healthcare service provider we have integrated water resource protection and efficient utilization into our daily operations

management system continuously advancing the construction of a water-saving institution. By systematically optimizing water

management in diagnosis and treatment logistics and office areas promoting water-saving equipment and fixtures and conducting

regular water conservation awareness campaigns and employee training we comprehensively improve water use efficiency and fulfill our

green operations responsibilities.We strictly comply with laws and regulations such as the Environmental Protection Law of the People’s Republic of China the Water Law

of the People’s Republic of China and the Water Pollution Prevention and Control Law of the People’s Republic of China. In line with policy

directions including the Water Conservation Regulations and the national water conservation action plan we have improved our water

resource management institutional arrangements formulated and implemented the Environmental Protection Policy and implemented

classified management and refined control for major water use scenarios such as medical diagnosis and treatment daily living fire

protection landscaping and equipment cooling continuously improving water resource utilization efficiency.Highlight | Refined Water Resource Management

Zhangzhou Huaxia continuously implements water resource management requirements promoting refined water management

through a combination of zone-based control assignment of responsibility to specific posts and data analysis continuously improving

water resource utilization efficiency:

·Assign designated personnel to be

·Establish a zone-based management responsible for administrative office areas

mechanism implementing classified control conduct daily inspections and promptly

by functional area to ensure water safety and identify and address abnormal water usage.operational efficiency in each area.·Strengthen equipment maintenance

·Integrate water conservation requirements

management in outpatient clinics optometry

into nursing management in operating

departments laboratory departments and

rooms and wards enhance water-saving

other areas assign water use responsibilities

awareness among patients and their families

and promptly report and repair any leaks.through admission guidance and strengthen

daily supervision to ensure proper use of

water for washing and timely correction of

leaks.·Establish a monthly water use analysis

mechanism regularly compile water bills and

usage data track abnormal fluctuations and

conduct investigations dynamically optimize

management measures and improve the

effectiveness of water management.42 Environmental

Pollutant Discharge

We fully recognize that healthcare institutions bear a special and significant responsibility in the areas of environmental protection and

public health. Waste gas wastewater and various types of waste generated from medical activities if improperly managed may pose

potential risks to the surrounding environment and community health. Therefore we place pollutant emission management at the core of

our operations regarding it as an inherent requirement for fulfilling our social responsibilities safeguarding ecological security and

protecting public health.By improving our full-process control standards covering waste gas wastewater and waste and by constructing and maintaining

supporting environmental treatment facilities we systematically advance the compliant management of emissions ensuring that all types

of pollutants continuously meet national and local environmental standards. This not only represents compliance with legal requirements

but also reflects our proactive actions to reduce our environmental footprint prevent operational risks and fulfill our green development

commitments demonstrating our multi-faceted responsibility to patients employees communities and the natural environment.The wastewater pollutants generated during our operations mainly include animal and

vegetable oils volatile phenols cyanides petroleum substances biochemical oxygen demand

(BOD) anionic surfactants and chemical oxygen demand (COD). We strictly comply with

relevant laws and regulations such as the Environmental Protection Law of the People’s Republic

of China and the Water Pollution Prevention and Control Law of the People’s Republic of China.We have formulated and implemented the Wastewater Treatment Management System

obtained pollutant discharge permits in accordance with the law and established a tiered

monitoring and management mechanism based on pollutant characteristics. Through daily

Wastewater tracking weekly inspections monthly assessments and quarterly analyses we conduct

Management monitoring and analysis to enhance the timeliness accuracy and completeness of environmental

data.We have established a wastewater management structure with clear responsibilities. The

Deputy General Manager is responsible for overall hospital wastewater treatment management.The Property Management Department Director is specifically responsible for daily

management and supervision. The Wastewater Treatment Management Team is responsible for

organizing and implementing wastewater treatment-related operations and managementmeasures. This forms a three-tier management system of “overall coordination – specificresponsibility – implementation” ensuring that hospital wastewater treatment operates in a

standardized manner and consistently meets compliance standards.Wastewater Management Structure

Deputy General Overall responsibility for hospital wastewater treatment

Manager management.Property Specific responsibility for hospital wastewater treatment

Management

Department Director management.Wastewater Specific responsibility for organizing and implementing hospital

Treatment wastewater treatment management regulations.Management TeamEnvironmental 43

Medical Wastewater

Treatment

Medical Wastewater

We have equipped ourselves with wastewater treatment facilities

including equalization tanks reaction tanks oxidation tanks Treatment Process

sedimentation tanks disinfection tanks and pumps continuously

optimizing treatment processes and operational management to

improve pollutant removal efficiency. We have completed the technical hospital

upgrade of our wastewater treatment station and introduced an wastewater

intelligent monitoring system achieving real-time monitoring and

automatic early warning of discharge water quality. The system has been

connected to environmental supervision platforms at national

provincial and municipal levels effectively enhancing data transparency septic

and regulatory compliance. At the same time we have assigned tank

dedicated personnel to be responsible for the daily operation of the

wastewater treatment station carrying out regular inspections and

equipment maintenance to ensure continuous and stable operation of grid

the facilities. acidification submersible

tank aerator

After treatment our medical wastewater strictly complies with the

Discharge Standard of Water Pollutants for Medical Institutions (GB

18466-2005) using the pretreatment standard for comprehensive contact sludge

medical institutions as the emission limit. The compliant wastewater is oxidation treatment

connected to the municipal pipe network and sent to urban wastewater tank tank

treatment plants for further treatment. In addition the fugitive waste

gas generated during the wastewater treatment process is also

effectively treated through supporting purification equipment achieving sedimentation chlorine

full-process environmental control. dioxide tank generator

disinfection and compliant

dechlorination discharge

tank

Domestic Sewage Treatment

The domestic sewage generated from our operations mainly comes from cleaning and sanitation water use restroom wastewater etc. In

line with our facility logistics support management requirements we have improved domestic sewage collection and treatment measures

to ensure standardized discharge after treatment:

Strengthen the management of oil-water separation facilities:

Optimize the operation management of sedimentation tanks and filter screens in hospital canteens improve oil-water

separation efficiency and enhance daily maintenance to ensure the stable operation of relevant facilities.Enhance the maintenance of grease traps and septic tanks:

Regularly clean grease traps and septic tanks to strengthen source management of domestic sewage discharge; at the

same time strictly control operations and storage activities around sewage pipelines prohibit the storage or dumping of

pollutants such as chemicals and oils near the pipeline network and reduce the risk of blockages and secondary pollution.Standardize domestic sewage treatment:

Domestic sewage is treated through three-stage septic tanks before discharge ensuring that pollutant treatment meets

relevant discharge requirements.Promote the use of environmentally friendly cleaning products:

Give priority to environmentally friendly cleaning products in cleaning and sanitation activities reduce the use of highly

polluting chemicals and lower the pollution load of domestic sewage.44 Environmental

Air Emissions Management

The waste gas generated during our daily operations mainly comes from vehicle exhaust canteen cooking fumes and backup generator

flue gas. Taking into account our facility layout and personnel activity characteristics we implement corresponding waste gas collection

and emission management measures to ensure that all waste gas is properly organized and discharged in compliance with standards:

Vehicle exhaust management:

Ventilation facilities are installed in underground parking garages with exhaust ducts routed away from upper-floor windows and

pedestrian walkways. Exhaust outlets face green belts and are located away from areas with heavy pedestrian and vehicle traffic. At the

same time exhaust direction is reasonably set based on prevailing wind patterns to reduce the risk of exhaust backflow. We promote

the gradual replacement of fuel-powered official vehicles with new energy vehicles to reduce emissions of nitrogen oxides sulfur oxides

and particulate matter.Canteen cooking fume management:

Dedicated cooking fume ducts are installed to channel cooking fumes to the rooftop where they are treated by oil fume purification

devices before discharge.Backup generator flue gas management:

Dedicated flue gas ducts and exhaust stacks are installed in generator rooms to directly channel flue gas generated during operation to

the rooftop for high-altitude discharge.Environmental 45

Waste Disposal

The standardized management of medical institution waste is a critical link in public health safety and ecological environmental

protection. Improper disposal of medical waste not only pollutes the environment and harms ecosystems but may also become a

source of disease transmission directly threatening the health of patients employees and the public. Therefore we place waste

management particularly full-process compliance control of medical waste at the core of our operations management and social

responsibility fulfillment.We strictly comply with the requirements of the Law of the People’s Republic of China on the Prevention and Control of Environmental

Pollution by Solid Waste the Medical Waste Management Regulations the Measures for the Management of Medical Waste in Medical

and Health Institutions and other relevant regulations. We have established and continuously improved our medical waste

management system formulating policy documents including the Medical Waste Classification and Collection Management System

the Medical Waste Collection and Transport Work System the Medical Waste Temporary Storage Management System and the

Medical Waste Entrustment System. These documents clearly define management requirements for the entire chain of medical waste

classification collection transport temporary storage and entrusted disposal and we conduct regular information disclosure.In our operations management we adhere to the principles of reduction resource recovery and harmlessness implementing refined

classified management for all types of waste generated from medical activities. For general waste we actively promote resource

recycling and source reduction to minimize resource consumption and waste generation. For hazardous medical waste we have

established a full-process closed-loop management mechanism covering generation classified collection specialized packaging

on-site temporary storage sealed transport and final compliant disposal achieving full-process traceability and legal control. We

continuously optimize processes to minimize potential risks to the environment and public health thereby fulfilling our social

responsibilities as a healthcare institution.General Waste

The general waste generated during our daily operations consists primarily of household waste. In accordance with local

government requirements on household waste classification management we promote the implementation of classified

disposal and recycling across all floors and departments in our daily facility operations. Sanitation staff collect and transport the

waste to household waste stations for centralized sorting and treatment ensuring that general waste is properly managed and

disposed of in compliance with regulations.Highlight｜Special Training on Household Waste Classification

To continuously improve the level of refined management at our facilities and promote

the construction of green hospitals in 2025 we organized a special training session on

infection control and household waste classification for all personnel at the Xiamen Eye

Center Wuyuan Bay Campus.This training focused on the compliant classification and accurate disposal of household

waste as one of its key components systematically communicating the household

waste classification system and specific operational requirements. It placed special

emphasis on enhancing the classification knowledge and practical skills of key personnel

such as sanitation staff. The training aimed to promote the strict implementation of

household waste classification recycling and resource utilization across all floors and

departments in daily diagnosis treatment and logistics operations facilitating the

continuous deepening of standardized and normalized waste classification

management at our facilities and supporting the achievement of sustainable

Household Waste Classification Training

development goals that are environmentally friendly and operationally efficient.46 Environmental

Hazardous Waste

The hazardous waste generated during our business operations mainly consists of medical waste including infectious solid waste and

sharp solid waste. We have established a systematic medical waste management organizational structure with the head of the Medical

Waste Management Leading Group coordinating overall management. Each member based on their assigned responsibilities strictly

complies with relevant regulations such as the Medical Waste Management Regulations ensuring that medical waste is handled in a

standardized and compliant manner at every stage—including classification collection temporary storage transport and final

disposal—effectively reducing potential risks to the environment and public health.Medical Waste Management Structure

Leader of the Medical Waste Management Leadership Team

(Fully responsible for medical waste management)

Member of the Medical Waste Management Team

The Property Healthcare-Associated Medical Affairs Security

Department Infection Management Department Department

Office and Nursing Department

(Responsible

forManagement of (Responsible for (Responsible for (Responsible forpreventing

WasteTemporary businesstraining. guidance themanagement of the outflow ofmedical

Storage andTransfer) andsupervision) locallygenerated waste from thehospital)medicalwaste)

Medical Waste Transfer Hospital Medical Waste

Station Generation Sites

(Responsible for collection (Responsible for sorting

andtransportation) disinfectionand transfer)

We require each department of our subsidiary hospitals to improve the configuration of medical waste transfer points and hazardous

waste storage rooms in accordance with the Medical Waste Classification Catalogue. For different categories of medical waste we use

specialized packaging bags or containers that comply with the Standards for Special Packaging and Containers for Medical Waste and

Requirements for Warning Labels for classified collection and temporary storage. We also entrust qualified third-party institutions for

compliant disposal preventing the loss mixing or leakage of medical waste. We implement classified management of hazardous

waste with the main measures as follows:

·Chemical waste (e.g. waste chemical reagents waste disinfectants etc.) is disposed of by professional institutions.·High-risk waste (e.g. culture media containing pathogens specimens and related preservation solutions) is first subjected to

pressure steam sterilization or chemical disinfection at the point of generation and then collected and disposed of as infectious waste.·Waste narcotic drugs psychotropic substances radioactive materials toxic drugs and related waste are subject to full-process

management in accordance with applicable laws regulations and national standards.Highlight｜Special Training on Medical Waste Management

To continuously strengthen the awareness and practical skills of all employees regarding

the standardized management of medical waste we systematically organized a special

training session on medical waste management. The training covered key aspects

including medical waste classification standards collection and temporary storage

specifications transport procedures and emergency response to incidents. It also

analyzed and corrected common operational errors using real-world cases.Through a combination of on-site explanations and interactive Q&A the training

effectively deepened employees’ understanding and mastery of full-process

management requirements laying a solid foundation for ensuring standardized and

compliant management of medical waste at every stage including generation

classification temporary storage and transfer for disposal. Medical Waste Management TrainingEnvironmental 47

Environmental Compliance Management

We strictly comply with relevant laws and regulations such as the Environmental Protection Law of the People’s Republic of China and

the Environmental Impact Assessment Law of the People’s Republic of China. We continuously improve our environmental

management system systematically establish and gradually optimize environmental management objectives and long-term

mechanisms and steadily enhance our environmental governance capabilities and management standards.Emergency Management for Sudden Environmental Incidents

Pursuant to relevant laws and regulations such as the Emergency Response Law of the People’s Republic of China and to prevent and

respond to sudden incidents such as natural disasters we have formulated and implemented a series of specialized emergency plans

including the Emergency Plan for Sudden Environmental Incidents the Emergency Plan for Sodium Hypochlorite Leakage the

Emergency Treatment Procedures for Wastewater Treatment and the Emergency Plan for Flood Control and Typhoon Preparedness.These plans clearly define the emergency response procedures and handling standards.Emergency Management Process for Sudden Environmental Incidents

Emergency Monitoring Initiation Monitoring Point Layout

In the event of a sudden environmental Based on the pollutant diffusion rate in the

incident our hospital’s Emergency sudden environmental incident combined with

Command Center immediately the meteorological conditions and geographical

dispatches monitoring personnel to the characteristics of the incident site we

site. In coordination with the rescue scientifically delineate the pollutant diffusion

team they promptly develop an range and reasonably set up monitoring points

emergency monitoring plan based on the within that range (the number matches the

actual conditions at the scen0e. 1 scale of pollution diffusion and monitoring needs). 02

Dynamic Monitoring Implementation

In the early stage of the incident taking into account the

monitoring capabilities of the incident site and the severity

of the sudden incident we conduct monitoring followingthe principle of “comprehensive coverage with a focus onkey areas.” As the pollutant diffusion pattern and

monitoring results change we dynamically adjust

monitoring frequency and monitoring points0 to ensure that data accurately supports decision-making. 3

On-site Testing and Laboratory Analysis Monitoring Result Feedback and

Decision-making Recommendations

After the testing plan is determined emergency

testing personnel immediately conduct on-site We promptly report on-site monitoring conditions

testing and analysis or sample collection. The and results to the Emergency Command Office

collected samples are sent back to the laboratory while simultaneously providing treatment

for analysis as soon as possible. Upon receiving the recommendations for eliminating pollution

notification the laboratory analysts quickly arrive hazards. We also offer professional advice on

and prepare; analysis work begins im0mediately major protective measures such as the isolation or after samples are delivered ensuring timely 4 reopening of contaminated areas and the testing. evacuation or return of personnel. 0548 Environmental

We have established a systematic emergency management organizational structure setting up an Emergency Command Leading

Group and forming a full-time emergency rescue team. Through regular emergency training and practical drills we continuously

enhance the team’s emergency response capabilities. At the same time we carry out ongoing emergency knowledge education and

publicity helping employees master key skills such as environmental pollution prevention and control emergency hazard avoidance

and self-rescue and mutual rescue thereby comprehensively strengthening the risk prevention and disaster reduction awareness of

all employees.In 2025

we conducted a total of 8 environmental emergency drills

effectively improving our rapid response and coordinated

handling capabilities in sudden environmental incidents.Highlight｜Flood Control and Typhoon Preparedness Emergency Drill

To effectively enhance our ability to respond to heavy rainfall risks during the flood

season in 2025 Santai Huaxia Eye Hospital organized a comprehensive flood control

emergency drill. The drill was commanded and supervised on-site by hospitalleadership focusing on key areas such as “flood warning and emergency responseactivation risk inspection and duty in key areas rapid on-sitestanding watertreatment and maintenance of patient visit order.” The entire process emphasized

practical testing and process coordination.This drill effectively strengthened the information reporting coordination and rapid

response capabilities of all departments and positions in the event of sudden heavy

rainfall. At the same time it further clarified the division of responsibilities for flood

control work through practical exercise refined on-site handling procedures and Santai Huaxia Flood Control

and Typhoon Preparedness Emergency Drill

comprehensively improved the overall prevention and control level of flood risks at our

facility laying a solid foundation for ensuring safe and stable hospital operations during

the flood season and maintaining a good medical environment for patients.Highlight｜Medical Waste Leakage Emergency Drill

To strengthen the standardized management of medical waste and the ability to

respond to emergencies in 2025 Chengdu Aidi Eye Hospital organized a special

emergency drill for medical waste leakage. The drill focused on key areas such as

“medical waste collection and transport standards” “on-site leakage handlingprocedures” and “incident reporting mechanisms.” Through a combination of “traininglectures + practical drills” it systematically tested and enhanced the rapid response

on-site control standardized handling and cross-departmental coordination

capabilities of relevant personnel in the event of a sudden leakage.The drill further clarified the division of responsibilities and coordination mechanisms

among relevant positions from hospital leadership logistics support and infection

control management to clinical departments achieving a full-process closed-loop test

Chengdu Aidi Medical Waste from risk identification and emergency response to post-event evaluation. This activity

Leakage Emergency Drill effectively enhanced the hospital’s risk prevention and emergency response

capabilities in medical waste management providing strong support for ensuring a

safe hospital environment and stable medical order.Environmental 4091

Circular Economy

We actively respond to the national strategic direction on developing a circular economy and deeply recognize the importance of

promoting resource recycling for the sustainable development of the healthcare industry. The operation of medical service institutions

involves substantial inputs of medical supplies equipment and energy. Building a full-process resource circular system covering

procurement use and disposal is not only an inherent requirement for fulfilling green development responsibilities and reducing our

environmental footprint but also an important pathway for optimizing operating costs enhancing resource resilience and achieving

long-term stable development. To this end based on our actual medical services we continuously improve the closed-loop resource

management mechanism covering key stages such as material procurement clinical use and recycling and disposal. By implementing

green procurement strengthening refined material management and promoting waste classification and resource utilization we

systematically integrate the concept of circular economy strive to improve resource allocation and utilization efficiency and promote

the transformation of our medical institutions towards a sustainable development model that is resource-saving environmentally

friendly and operationally efficient.In our operational practice we follow the implementation pathway of “source reduction process control and classified recycling”

systematically promoting the refined use and full-process standardized management of medical consumables. By improving the

classification recycling and resource utilization system for general waste and in conjunction with green office guidelines we integrate

measures such as energy conservation and consumption reduction paperless office green procurement and material recycling into

daily operations. We continuously explore circular economy practice models that better suit the characteristics of medical services

promoting resource efficiency improvement and environmental performance enhancement:

Strengthen energy

conservation Optimize the use of air conditioning and lighting based on demand reduce standby energy

management consumption of equipment and improve energy efficiency in office and logistics operations.Optimize green In the procurement of office furniture equipment and consumables prioritize products with

procurement strategies environmental certifications energy efficiency labels and recyclable attributes and focus on

product durability to reduce replacement frequency and resource waste.Promote paper Continuously promote electronic workflows and storage. When paper use is necessary advocate

reduction and reuse double-sided printing and copying and recycle and reuse single-sided paper.Improve the

closed-loop recycling of Set up classified recycling channels for waste paper ink cartridges toner cartridges batteries and

office consumables other office consumables and hand them over to professional institutions for disposal or reuse.Reduce the use of Encourage employees to bring their own water cups reduce the consumption of disposable paper

disposable items cups and promote the implementation of green office habits in daily work.Strengthen publicity Through training lectures and internal channels enhance employee participation and promote the

and behavior guidance normalized implementation of green office requirements.50 Environmental

Ecosystem and Biodiversity Protection

Biodiversity is the cornerstone of maintaining the Earth’s ecological balance and supporting human health and well-being and

it is also an important dimension for medical service institutions to fulfill their social responsibilities and achieve sustainable

development. Protecting biodiversity is not only a respect for natural ecosystems but also a key measure to ensure the

sustainability of medical resources maintain ecological service functions and prevent public health risks. As a healthcare service

provider we have the responsibility to reduce our impact on ecosystems during operations and support regional ecological

restoration through proactive management. This is not only compliance with laws and regulations but also a strategic choice to

build a resilient operational system enhance brand credibility and win the long-term trust of stakeholders.We actively respond to the Convention on Biological Diversity and the Kunming-Montreal Global Biodiversity Framework

deeply integrating biodiversity protection into our strategic planning and daily operations. Through systematic assessment

mitigation and monitoring of the ecological and environmental impacts of our medical activities we are committed to

achieving a harmonious coexistence between medical services and the natural ecosystem.During the project planning stage we insist on not carrying out construction in legally designated important ecological areas

such as nature reserves and implement ecological and environmental risk assessments and environmental impact assessment

requirements during the site selection of new construction renovation and expansion projects thereby controlling potential

impacts on surrounding ecosystems and biodiversity at the source.During project construction and renovation we strictly implement ecological and environmental protection measures

effectively controlling dust noise and solid waste during the construction period. For decoration we uniformly select compliant

and environmentally friendly building materials and strengthen material control. Before project operation we commission

qualified professional institutions to conduct environmental acceptance inspections after completion comprehensively

evaluating the operation of environmental protection facilities and the effectiveness of environmental management. At the

same time we incorporate eco-friendly concepts into our facility landscaping planning scientifically configuring vegetation to

enhance the stability and service functions of the ecosystem within and around our facilities.Social 51

02

Social

2025 Key Performance Targets for Social Matter

Strengthen efforts in scientific research and innovation and promote breakthroughs and development in ophthalmic medical

technology with annual R&D investment no less than 60 million RMB

Zero incidents of intellectual property infringement throughout the year

Establish and improve supplier admission and evaluation standards giving priority to partners that meet environmental

protection requirements fulfill social responsibilities and adhere to business ethics

Apply ESG evaluation criteria to assess newly admitted suppliers

Achieve 100% coverage in hospital service quality inspections

Zero penalties throughout the year for violations of labor laws or employment discrimination

Zero information security incidents and violations of customer privacy throughout the year

Maintain a local employee hiring ratio of no less than 60% for the year

Achieve 100% employee training coverage with an average of no less than 40 training hours per person

Zero extremely serious major relatively serious or general safety accidents throughout the year52 Social

Rural Revitalization and Social ContributionsGuided by our mission – “Serve every patient with dedication regardless of theirwealth or status and enable everyone to have healthy bright eyes” – we strictly

implement the 14th Five-Year National Eye Health Plan integrating social

responsibility into our corporate development. Leveraging our medical expertise

and focusing on the gaps in rural eye health services we provide basic medical

services to residents in remote areas and surrounding communities through rural

and community outreach clinics eye disease screenings and health education

activities. By using our professional capabilities to promote resource redistribution

and building sustainable health assistance pathways we effectively support rural

revitalization and equitable social development.Rural Revitalization

We actively respond to the rural revitalization development strategy earnestly fulfill our social responsibilities and support the

development of medical and health services in rural areas. In our public welfare practices we have repeatedly dispatched high-level

medical teams to assist Tibet Ningxia Xinjiang and other regions donated medical equipment and supplies and provided free eye

examinations and treatments to local residents contributing to the improvement of eye health in rural areas. At the same time we

continuously provide medical personnel training and technical support to grassroots medical institutions in rural areas promote the

cultivation of rural ophthalmic talent narrow the urban-rural medical gap and foster the sustainable development of rural medical and

health services.Highlight｜“Overseas Chinese Love · Brightness Journey” Public Welfare Brand Project

Together with the All-China Federation of Returned Overseas Chinese and the China Overseas Chinese Public Welfare Foundation we

launched the “Overseas Chinese Love · Brightness Journey” public welfare brand project in 2021. This project continuously provides

medical assistance beyond basic medical coverage to eye disease patients in rural areas preventing them from falling into or returning

to poverty due to illness.In 2025 we organized multiple subsidiary hospitals in Hefei Huainan Nanchang Pizhou Wuxi Linyi and other cities to participate in

the “Overseas Chinese Love · Brightness Journey” project. To date the project has screened over 300000 disadvantaged eye disease

patients and helped more than 20000 patients with cataracts and pterygium regain their sight.Social 53

Highlight｜“Tibet Brightness Journey” Public Welfare Project

For many years we have actively responded to the national call for “group-style” medical assistance to Tibet carrying out more than

ten “Tibet Brightness Journey” activities. Through public welfare initiatives including screening surgeries charitable donations and

technical assistance we have implemented tangible medical support continuously helping Tibet improve its ophthalmic medical

service capabilities.In 2025 the medical team from our Jinan Huashi Eye Hospital traveled to Lhasa Tibet to carry out the “Shandong Tibet BrightnessJourney.” Through outpatient consultations surgical training and difficult case discussions they provided ophthalmic diagnosis and

treatment services to local patients. They conducted eye screenings for more than 2000 Tibetan students at Bailang County Middle

School in Shigatse City provided 186 pairs of glasses free of charge performed free strabismus correction surgeries for 26 Tibetan

children and helped local medical staff improve their ability to diagnose and treat eye diseases promoting the normalized

development of ophthalmic techniques in the region.Highlight｜“Fujian-Ningxia Collaboration – Huaxia Brightness Journey” Public Welfare ProjectSince 2007 we have continuously participated in Fujian-Ningxia medical collaboration carrying out more than ten “Huaxia BrightnessJourney” activities in multiple locations in Ningxia. Through screening surgeries technical assistance equipment donations and other

forms of support we have helped improve the local diagnosis and treatment of eye diseases.In 2025 our “Huaxia Brightness Journey” medical team visited Longde County Ningxia for the sixth time carrying out the

“Fujian-Ningxia Collaboration – Huaxia Brightness Journey” activity. The team performed free vision-restoration surgeries for 26

disadvantaged cataract patients. While providing surgical assistance the team also taught diagnostic and treatment techniques and

standardized procedures to the ophthalmology team at Longde County People’s Hospital through on-site instruction demonstration

operations and post-operative ward rounds. From incision management and medication protocols to patient management the team

provided systematic technical assistance promoting the sustainable improvement of local ophthalmic medical capabilities.“Huaxia Brightness Journey” in Longde County Ningxia54 Social

Social Contributions

With responsibility as our bond and professionalism as our foundation we leverage our ophthalmic medical resources and service

capabilities to continuously integrate the concept of eye health into social welfare. We actively build positive interaction mechanisms

with communities and the public continuously expanding the breadth and depth of our public welfare services. We are committed to

enhancing social well-being through joint construction governance and sharing and fulfilling our corporate social responsibility

through concrete actions.Community Co-building

Guided by our core values of “responsibility care innovation and win-win cooperation” we have formulated the Community Policy.By establishing diversified communication mechanisms and participatory service models we continuously enhance mutual trust and

collaboration with communities building a solid foundation for inclusive and accessible health services:

Regular communication mechanism: Establish transparent and open communication channels with a

dedicated department responsible for maintaining timely and candid exchanges with the community.Regularly organize community exchange activities receive and respond to residents’ opinions and complaints

and foster good neighborly relations.Respect for indigenous rights: In project investment and operations respect the culture traditions and

rights of indigenous peoples fully understand their opinions and concerns and strive to avoid mitigate or

reasonably compensate for any adverse impacts that project construction and operation may have on them.Promote local priority: Adhere to the principle of local priority providing cooperation opportunities for local

enterprises in business development prioritizing the procurement of local products and services. At the same

time give priority to local candidates in recruitment and provide training and career development support.Conduct community impact management: Carry out community risk assessments for business activities

identify affected stakeholders and minimize the negative impacts of operations on the community. At the

same time through activities such as eye health check-ups science education preventive medical services

and by implementing environmental measures such as waste and emission reduction and the use of

sustainable materials we promote the harmonious development of the local economy culture and

environment.In addition we will continuously evaluate the effectiveness of our Community Policy implementation and make dynamic

adjustments based on feedback earnestly fulfilling our social responsibilities.Social Welfare

Leveraging our ophthalmic professional advantages and focusing on the eye health needs of vulnerable groups we continuously

carry out public welfare actions such as blindness prevention and treatment poverty alleviation and assistance to those in need. By

integrating medical resources and social forces we have built a sustainable public welfare project system promoting the extension

of high-quality ophthalmic services to the grassroots level. We fulfill our social responsibilities with professional expertise

contributing to health equity and social harmony.Highlight｜Charitable Outreach Clinic

Through our subsidiary hospitals we organize charitable outreach

clinics in communities offering vision tests cataract screenings and

eye disease consultations. By distributing educational materials and

conducting health awareness campaigns we popularize eye health

knowledge and enhance residents’ awareness of eye diseases and eye

care enabling people to access convenient and professional

ophthalmic services close to their homes.Social 55

Highlight｜“National Public Welfare Tour for Eye Health by Party Members”In June 2025 we launched the “Brightness Lecture Hall · Red Heart Science Light – Huaxia Eye Hospital Party Members’ NationalPublic Welfare Tour for Eye Health” project. This project integrates Party building to lead public welfare medical services. Led by

several academicians and authoritative experts in the field of ophthalmology who are Party members we formed a team of renowned

Party member physicians. They went in batches to various regions particularly central and western areas grassroots communities

schools and enterprises carrying out a series of activities including eye health science lectures charitable outreach clinics technical

assistance and talent cultivation. The project combines the advantages of Party building with professional resources promoting

high-quality ophthalmic services at the grassroots level and contributing to the improvement of national eye health.Highlight｜“Overseas Chinese Love · Brightness Journey” in Uzbekistan

To help achieve the goal of building a global community of health for all we launched our international public welfare strategy in 2014

organizing professional medical teams to carry out “Brightness Journey” medical assistance activities in countries such as Cambodia

Myanmar Nepal and Sri Lanka. We continuously expand the reach of our international public welfare efforts actively participate in

the construction of the Belt and Road Health Community deepen international exchanges and cooperation in the health sector and

leverage our professional medical capabilities to empower the inclusive and balanced development of global health.In September 2025 together with the China Overseas Chinese Public Welfare Foundation we traveled to Uzbekistan to carry out the

“Overseas Chinese Love · Brightness Journey” international public welfare medical activity. At the Kokand Branch of the National Eye

Microsurgery Center of Uzbekistan we performed vision-restoration surgeries for 146 local cataract patients and donated a batch of

urgently needed medical supplies. Given the complexity of the patients’ conditions and the relative lack of advanced medical

equipment our medical team completed high-difficulty surgeries continuously over four days performing up to 41 surgeries in a

single day at the peak. During the surgeries the team taught local ophthalmologists diagnostic and treatment techniques and

standardized procedures through on-site training operational demonstrations and difficult case discussions helping to improve local

ophthalmic service capabilities.Uzbekistan Brightness Journey56 Social

Innovation-driven Development

Guided by the principles of “academic guidance technical support and patient-centered care” we promote the integrated development

of medical care education and research. Focusing on disciplinary development and key research breakthroughs we have built a mature

academic system and innovation platform steadily improving our medical research and academic capabilities. We have formed a

closed-loop mechanism where research outcomes feed back into technical improvements continuously optimizing clinical protocols and

benefiting patients with more professional and higher-quality diagnosis and treatment services.Technology Innovation

Scientific research and innovation are key to solidifying our core competitiveness and leading the upgrading of specialized diagnosis

and treatment. We focus on two main lines: “academic research platform construction” and “strategy talent and disciplinarydevelopment.” We promote the deep integration of clinical diagnosis and treatment medical research and education and training. By

strengthening research management and building talent pipelines we ensure the output of innovative achievements enhance our

overall research level and build the ecological foundation for innovative development in ophthalmology.“Medical Care-Education-Research” Integration

We continuously deepen the coordination mechanism of our “medical care-education-research” system. Leveraging the

accumulation of clinical cases we expand our research layout enhance clinical innovation capabilities accelerate the translation

of outcomes and improve the quality of medical services. We have established the Strategy and Academic Committee as the

highest academic review body responsible for coordinating decisions reviews and evaluations of academic affairs providing

directional guidance for the high-quality development of our medical care education and research.We build specialized research support platforms to high standards. Our Xiamen Eye Center as an ophthalmic diagnosis and

treatment technology center has been recognized as a National Clinical Key Specialty (Ophthalmology) construction unit and

a National Drug Clinical Trial Institution (GCP). It also hosts a Postdoctoral Research Workstation an Academician Expert

Workstation the Fujian Provincial Key Laboratory of Ocular Surface and Corneal Diseases the Xiamen Key Laboratory of

Ocular Surface and Corneal Diseases and the Xiamen Key Laboratory of Eye Diseases. These accelerate the clinical application

of medical research outcomes and continuously improve the quality of diagnosis and treatment services.Innovative Medical Research Model

We continuously explore innovative medical research models holistically advancing disciplinary development. We support and

encourage ophthalmic clinicians to conduct medical research leveraging the two-way synergy between clinical practice and

basic medical research to achieve breakthroughs and upgrades in academic research and medical technology. At the same

time we encourage our subsidiary hospitals to apply for research grants and publish academic monographs and papers

empowering the innovative development of basic ophthalmic research and clinical technology. Since our establishment we

have applied for and conducted numerous national and provincial/ministerial research projects including 863 Program

projects 973 Program projects National Natural Science Foundation projects National Science Fund for Distinguished Young

Scholars projects Postdoctoral Science Foundation projects Foreign Expert Introduction projects and provincial/municipal

projects.In 2025 our main achievements in research work include:

267

4635

academic papers Participation in the

provincial/ministerial and patents granted

published 11 formulation or revision of

municipal/district research

of which 178 were software copyrights 27 industry standards.projects approved. registered.indexed in SCI.Social 57

Targeted Breakthroughs in Ophthalmic Diseases

Through our clinical research collaboration network platform we conduct targeted breakthroughs in ophthalmic epidemiological

surveys focusing on major blinding and difficult eye diseases. Our subsidiary hospitals lead or participate in specialized research on

common eye diseases such as dry eye corneal diseases diabetic retinopathy and age-related macular degeneration covering areas

such as diagnosis and treatment standards clinical application and basic-to-clinical translation. This achieves deep integration of

research value and clinical services.In 2025 the honors and qualifications obtained by our subsidiary hospitals in scientific research

innovation include:

The Xie Lixin Academician Workstation at Xiamen Eye Center was approved as a Fujian Provincial Academician Expert

Workstation.The Strabismus and Pediatric Ophthalmology Department at Xiamen Eye Center was approved as a 2025 Xiamen Municipal

Clinical Key Specialty Construction Project.Chengdu Aidi Eye Hospital was approved as a 2025 Sichuan Provincial Clinical Key Specialty Construction Project.Chengdu Aidi Eye Hospital was selected as a Provincial Doctoral Innovation Station.Qingdao Huaxia Eye Hospital was approved as a 2025 Qingdao Municipal Expert Workstation.The Zhenjiang Engineering Technology Research Center for Innovative Diagnosis and Treatment of Eye Diseases under

Zhenjiang Rehabilitation Eye Hospital was approved as a 2025 Zhenjiang Municipal Engineering Technology Researc科h C研enter.创新

To encourage our company and subsidiary hospitals to carry out clinical research and other

scientific research innovation activities and to enhance the research capabilities of clinical teams

we have established the Huaxia Eye Hospital Group Research Fund. This fund provides special

grants to our internal physicians and full-time researchers for the translation of clinically valuable

research outcomes and clinical research projects. We have also collaborated with the Fujian

Provincial Natural Science Foundation to include basic research within the scope of the Research

Fund’s support. In 2025 the Huaxia Eye Hospital Research Fund planned to approve 34 research

Research and projects including 9 basic research projects and 25 clinical research projects.Innovation

Incentives At the same time we have formulated the Research Incentive Measures establishing an internal

research reward mechanism. By setting up five internal awards – Science and Technology Project

Award Science and Technology Progress Award Intellectual Property Award Paper and

Monograph Award and Science and Technology Cooperation Award – we provide corresponding

rewards to researchers who contribute to make progress in or achieve outcomes at various

stages of research projects. This continuously stimulates the initiative and creativity of our

researchers and enhances our overall level of research innovation.Research projects Basic research projects Clinical research projects

34 9 2558 Social

We actively promote the construction of a smart medical system and continuously invest in digital

innovation. With core directions including internet-based patient services intelligent clinical services

refined hospital management and integrated research data we are building a smart medical platform to

drive the digital and intelligent transformation of our hospitals optimize operational management

efficiency achieve cloud-based intelligent diagnosis and treatment break down geographical barriers to

ophthalmic services and provide patients with more attentive and convenient medical care. To address Construction

the needs of difficult and complex eye disease diagnosis and treatment our Xiamen Eye Center

leveraging its remote outpatient system and remote consultation system has established a national of Smart

teleconsultation platform for complex eye diseases. This platform not only provides clinical guidance and Healthcare

technical support to our subsidiary hospitals but also offers a channel for ophthalmic experts across Platform

different regions to engage in cross-disciplinary discussions on complex cases.To date we have established multiple smart medical platforms including the Yanketong Internet

Hospital Platform the 5G Remote Diagnosis and Treatment Smart Medical Platform and the Diabetic

Retinopathy Screening Multimodal Imaging AI Internet Hospital Platform. We have also launched the

“Huaxia Digital and Intelligent Great Wall Plan” and the local deployment of the DeepSeek model.Through digital and intelligent innovation we empower the entire diagnosis and treatment process

helping to build an efficient precise and accessible eye health service system and leading the

high-quality development of smart ophthalmic care.Ethics of Science and Technology

In an era of accelerating medical technology iteration we always regard ethical norms as the fundamental principle of medical

innovation. We adhere to the development direction of “technology for good humanity empowered” promoting the resonance

between technological progress and humanistic care. We integrate ethical requirements throughout the entire process of

technology R&D and application strictly following the ethical principles of safety fairness transparency and traceability. This

covers the application scenarios of cutting-edge technologies such as artificial intelligence big data and telemedicine ensuring

that technological innovation complies with laws regulations industry standards and social expectations. At the same time we

proactively assess the ethical risks brought by emerging medical technologies advance innovative practices with a prudent and

pragmatic attitude and lead the positive development of medical technology through standardized and orderly ethical practices.Our Xiamen Eye Center has established a dedicated Clinical Trial Ethics Committee. In accordance with the Ethics Committee

Charter this committee is responsible for conducting independent competent and timely ethical reviews of all life sciences and

medical research involving human subjects at the center. It also regularly provides bioethics education and training to relevant

researchers. Xiamen Eye Center has further formulated internal policies such as the Conflict of Interest Policy Review Meeting

Rules Expedited Review System and Review Project Management System. These comprehensively regulate the entire ethical

review process clarify review standards refine operational requirements and effectively ensure the independence impartiality

and compliance of ethical review work putting ethical guidelines into practice.Intellectual Property Protection

We strictly comply with relevant national laws and regulations including the Patent Law of the People’s Republic of China and

the Copyright Law of the People’s Republic of China. Based on our operational realities we have formulated an internal

Intellectual Property Management Manual. Through management measures such as pre-project search and investigation

full-process control of project R&D registration and use of intellectual property daily tracking supervision and maintenance

confidentiality mechanisms and access authorization we have built a standardized control system and strengthened compliant

intellectual property protection. Currently we have obtained the GB/T 29490-2013 certification for our intellectual property

management system.In addition we have established a full-cycle compliance mechanism covering employees from onboarding to offboarding. Upon

hiring employees are required to sign relevant legal documents such as agreements on the ownership of service inventions and

confidentiality agreements. Upon departure a special written notice is issued to the employee explicitly requiring them to

continue to comply with agreements on intellectual property ownership and trade secret confidentiality during the agreed

post-termination period.In 2025 we were granted 35 new patents and registered 11 new copyrights. As of the end of 2025 we held a total of 219 granted

patents and 186 registered software copyrights with no intellectual property dispute cases throughout the year.Social 59

Suppliers and ClientsSuppliers and customers are important pillars supporting the stable operation of our business. We adhere to the philosophy of “win-wincooperation and shared responsibility” building a transparent and standardized supply chain management system. While ensuring the

safety and reliability of medical products and services we continuously optimize customer service experience. By establishing a scientific

supplier access and evaluation mechanism we drive continuous improvement in the supply chain in terms of quality compliance and

sustainability. On the customer side we are patient-need-oriented improving service processes strengthening communication and

feedback and continuously enhancing service quality and trust. We are committed to working with our partners to build a stable

efficient and responsible healthcare service ecosystem.Supply Chain Security

Supply chain security is fundamental to patient safety and health protection. We have formulated the Supplier Code of Conduct and

established a full-process supply chain security management system. We actively communicate our responsible conduct

requirements in business ethics labor rights workplace safety product quality compliant marketing and environmental protection

to suppliers contractors and other partners. In special scenarios such as public health emergencies we rely on diversified

procurement strategies and strategic reserve mechanisms to ensure the continuity of in-hospital medical services.We comply with relevant national laws and regulations and have established procurement management

policies such as the Supplier Management System the Internal Control Manual (Supplier Management)

and the Procurement Management Measures. These standardize the access review and procurement

management processes for medical supplies. By establishing a full lifecycle management mechanism

covering supplier access evaluation cooperation and exit and by promoting the digital construction of

the Enterprise Application Suite (EAS) procurement management system we minimize potential

operational risks in the procurement process. In procurement practice we incorporate ESG-related factors

into our supplier access evaluation system prioritizing partners who meet environmental requirements Responsible

fulfill social responsibilities and adhere to business ethics thereby building a solid quality defense line for Sourcing

medical supplies and consumables from the source.We adhere to the principles of fairness justice and openness. Before business cooperation we evaluate

supply chain partners rigorously examining their product quality price and cost delivery capability

after-sales service and market reputation. We focus on their performance in environmental protection

social responsibility and operational compliance. Using the Supplier Survey Form the New Qualified

Supplier Evaluation Form the Supplier On-site ESG Audit Form and on-site review findings we conduct

compliance investigations. Suppliers that pass the access review are included in our procurement catalog.Supplier In addition to the procurement framework contract all suppliers are required to sign an integrity

Admission agreement and a quality assurance agreement to ensure they meet our requirements regarding business

ethics and product quality.60 Social

The ESG-related dimensions we focus on during supplier admission include:

Environmental assessment Social assessment Governance assessment

Compliance with environmental Workplace safety protection of Standardized governance protection

regulations ensuring compliant employees’ legitimate rights and of the interests of small and medium

pollutant discharge promoting interests employee training investors anti-corruption anti-unfair

clean production energy providing a good working competition anti-monopoly etc.conservation and consumption environment anti-discrimination

reduction advocating green anti-harassment freedom of

environmental protection association participation in

conducting environmental community building and social

training etc. innovation providing employment

opportunities local hiring etc.For suppliers that have been admitted we implement a dynamic management and real-time

evaluation mechanism. We annually compile a supplier procurement catalog review and screen

existing suppliers and use the evaluation results as an important basis for formulating the next

year’s procurement plan. We have formulated the Annual Review Form for Qualified Suppliers.Through a combination of document review and on-site audits focusing on dimensions such as

supplier qualifications and certifications supply timeliness and stability product safety and

reliability environmental impact human rights and occupational health and safety risks after-sales

service and technical support operational compliance and business ethics risks and financial

health we assess suppliers’ performance in responsible management market performance social

performance workplace safety community responsibility environmental performance and

evaluate their ESG practices.Based on the evaluation results we classify suppliers into four levels: Excellent Qualified Needs

Improvement and Unqualified. For issues identified during the annual review we take corrective Supplier

measures for the corresponding suppliers provide guidance on rectification ideas assist in Evaluation

developing rectification plans and track and verify the completion of rectifications. For suppliers

that fail to meet standards in ESG compliant operations product quality or service standards we

provide opportunities for improvement and offer suggestions for improvement. If they still fail to

meet the standards within the specified time limit we terminate the cooperation in accordance

with established procedures.We have established an open transparent and mutually trusting supplier communication

mechanism. We organize training on responsible supply chain practices share industry dynamics

communicate our sustainable development concepts and policies and provide corresponding

support to suppliers. We have set up a reporting email (sjzx@huaxiaeye.com) for potential

improper supply chain conduct. Through regular on-site visits meetings joint seminars email

correspondence and on-site audits we regularly communicate and exchange with suppliers on

quality assessment procurement operations integrity building social responsibility and business

ethics.Supplier In 2025 we provided ESG-related training to 51 suppliers conveying the concept of ESG and its

Communication importance in the healthcare industry. Taking into account the global regulatory investor and societal focus on sustainable development we discussed key industry social responsibility points

such as medical ecosystem development improving product accessibility promoting national

health awareness product quality social welfare responsible marketing and preventing

counterfeit and unlicensed products. We encouraged suppliers to jointly practice sustainable

development and promote the construction of a responsible supply chain.Social 61

Equal Treatment of SMEs

In the healthcare service sector we deeply recognize the important role of small and medium-sized enterprises (SMEs) in medical

industry innovation and supply chain resilience and are always committed to building an open fair and inclusive supply chain

ecosystem. We strictly comply with laws and regulations such as the Law of the People’s Republic of China on the Promotion of Small

and Medium-sized Enterprises and the Regulations on Ensuring Payment of Sums Owed to Small and Medium-sized Enterprises. We

implement uniform and transparent standards in supplier admission contract signing settlement and payment ensuring equal

participation of SMEs and guaranteeing timely payment of their amounts. We proactively disclose payment information through

channels such as the National Enterprise Credit Information Publicity System to enhance cooperation transparency and protect the

rights and interests of our partners.On this basis we continue to deepen collaboration with SMEs supporting them in enhancing their professional capabilities and

operational levels through technology sharing management support and business coordination jointly building a stable sustainable

and mutually beneficial industrial cooperation network.Product and Service Quality and Safety

Product and service quality and safety are the core foundation of ophthalmic medical service operations and management. Based on the

characteristics of our ophthalmic medical business we integrate quality and safety management throughout all stages of R&D

procurement production distribution and clinical application building a quality management system covering the entire lifecycle of our

products and services. Focusing on medical compliance and quality control requirements we refine safety management standards at each

stage strengthen full-process supervision from material access to clinical application and service delivery continuously enhance our

specialized medical safety assurance capabilities and effectively provide safe precise and high-quality ophthalmic diagnosis and

treatment services to our patients.In accordance with national healthcare laws and regulations such as the Basic Healthcare and Health

Promotion Law of the People’s Republic of China and the Practicing Physicians Law of the People’s

Republic of China we have formulated management policies including the Medical Quality Management

System the Key Points of the Core Medical Quality and Safety System the Medical Personnel Practice

Access System the Medical Quality and Medical Safety Management Evaluation Standards and the

Surgical Work Management System. We have established and continuously improved a medical quality

and safety management system covering the entire process from pre-hospital in-hospital to

post-hospital care.In the management of medical supplies we comply with laws and regulations such as the Pharmaceutical Medical Quality

Administration Law of the People’s Republic of China the Regulations on the Supervision and and Safety

Administration of Medical Devices and the Quality Management Standard for Medical Device Management

Distribution. We start from supplier qualification review signing of Quality Assurance Agreements

procurement process standardization and traceability management to ensure that medical supplies

come from reliable sources with controllable quality. At the same time we regularly conduct random

inspections of pharmaceuticals and consumables monitor storage environments and assess use safety

to ensure that all procured products and equipment meet national certification standards.62 Social

Management Structure

We have established dedicated committees at different stages to oversee the full-process management of medical quality and

safety and have built a systematic medical quality management evaluation system. This system covers various aspects including

quality management system development biosafety and quality medical record management compliance patient safety goals

medical risk prevention and emergency plans rational clinical drug use departmental quality and safety anesthesiology quality

improvement and prevention and control of hospital infections.Dedicated Committee for Medical Quality and Safety Management

Medical Quality and Safety Management

Medical Quality and Safety

Management Committee Ethics Committee

Medical Records Management Nursing Quality and Safety

Committee Management Committee

Hospital Infection Control Medical Device Management

Committee Committee

Pharmacy Management

CommitteeSocial 63

Risk Management

We have formulated internal management policies including the Clinical Laboratory Critical Value Reporting System the Surgical

Safety Verification System the In-hospital Emergency Process Management the Critical Illness Rescue Process the Medical Safety

(Adverse) Major Incident Reporting System the Emergency Incident Handling System and the Preoperative Systemic Assessment

System for Ophthalmic Surgery thereby establishing our hospital emergency and first-aid management system. We have

designated the responsible leader as the overall emergency response commander. The presidents of subsidiary hospitals directors

of medical affairs departments internal medicine departments and anesthesiology departments form the emergency response

teams of each subsidiary hospital. We clarify personnel responsibilities and rescue reporting principles strengthen the

management of critically ill patients establish on-site rescue standards for critically ill patients and minimize medical risks to the

greatest extent.In the management of major medical negligence and medical accident risks we comply with relevant laws and regulations such as

the Medical Institution Management Regulations the Medical Accident Handling Regulations and the Ministry of Health’s Major

Medical Negligence and Medical Accident Reporting System. We have formulated the Major Medical Negligence and Medical

Accident Reporting System which stipulates that medical quality safety disputes and major incidents must be reported to

management immediately accompanied by risk identification analysis rectification and continuous follow-up. In addition we hold

a group-wide medical quality and safety video conference every month requiring the presidents of all subsidiary hospitals and all

medical affairs management personnel to participate. The conference focuses on communicating and exchanging key content such

as the promotion of medical quality and safety concepts monthly reports on medical quality and safety of subsidiary hospitals

deployment of key medical quality tasks and standardization of compliant medical practices effectively preventing medical risks.In 2025 we had no major medical accidents.In terms of building medical risk emergency response capabilities we regularly conduct specialized training covering emergency

operation drills for medical staff hospital CPR and other topics. At the same time we provide monthly specialized training for

presidents vice presidents all doctors medical technologists and medical affairs management personnel on medical quality and

safety management laws and regulations hospital infection management emergency and first-aid knowledge clinical diagnosis

and treatment guidelines and ophthalmic clinical knowledge. We also organize regular assessments to continuously improve

medical risk management capabilities. In 2025 our subsidiary hospitals conducted emergency operation drills for medical staff with

2486 participants and organized hospital CPR training with 871 participants.

Participation in emergency operation drills Hospital CPR training

reached 2486 participants reached 871 participants64 Social

Quality Inspection

We regularly conduct medical quality inspections combining on-site checks with online guidance focusing on key areas such as legal

practice and standardized diagnosis and treatment behavior quality safety medical records medical insurance hospital infection

medical waste and wastewater treatment to reduce the risk of non-compliance. We develop an annual special inspection action

plan for hospitals to monitor the implementation status of each subsidiary hospital with a focus on standardized practice and quality

management.In 2025 we issued self-inspection plans including the Rectification and Improvement Plan for Hospital Medical Record Quality and

Hospital Infection Quality Issues and the Management Standards for Refined Management and Standardized Use of Narcotic Drugs

and Class I Psychotropic Substances in Subsidiary Hospitals to supervise subsidiary hospitals in legal practice and hospital infection

management. We conducted medical quality inspections in accordance with the Medical Quality and Safety Management Evaluation

Standards. Through a combination of head office inspections and cross-inspections among hospitals we carried out medical quality

inspections on subsidiary hospitals systematically identifying problems in their medical services and promptly following up on

rectifications to ensure continuous improvement of medical quality.Hospital Patient Service Management

Centered on the service philosophy of “all for the patient” we have built a patient-centered full-cycle service management

system. By establishing high-level service standards and promoting the construction of digital platforms we achieve efficient

coordination in appointment booking diagnosis and treatment and follow-up. At the same time we strengthen service

awareness training for medical staff focus on humanistic care and use patient feedback to drive continuous improvement of

service standards and management mechanisms.·In 2025 the group standard Guidelines for Service Quality Management System of Non-Public Ophthalmic Medical Institu-

tions which we led in drafting was officially released. This marks a new stage of standardization and normalized development

for service quality management in non-public ophthalmic medical institutions providing strong support for the industry’s

transformation from “scale development” to “high-quality improvement.”

·In 2025 our case study titled “Special Initiative for Patient Experience Improvement Based on the PDCA Cycle” won the GoldAward in the Patient Experience Improvement category at the 2nd National Socially-Run Medical Institutions “New QualityProductivity” Case Competition. This recognition marks our systematic and digital approach to improving patient experience as

a nationally recognized best practice providing a replicable and scalable model for the socially-run medical institution industry as

it transitions from “scale expansion” to “quality enhancement.”Social 65

Management Structure

We have established a Group Service Quality Promotion Committee and Hospital Service Quality Promotion Committees. The

Group Committee is responsible for coordinating the formulation of service standards processes systems and evaluation systems

guiding the construction of hospital service organizations and providing support in resources performance and system support.Each hospital committee is responsible for implementing service quality improvement measures conducting regular service

inspections and organizing quarterly special inspections and evaluations to promote the continuous implementation and

optimization of service standards.Service Standards

We have established a complete system covering service standards manuals management systems and operational procedures

committed to providing patients with high-level and standardized services. Throughout the entire service process we continuously

optimize patients’ overall medical experience before during and after consultations through innovative high-quality and

convenient service measures:

During Post-discharge

hospitalization Digital servicesfollow-upEach hospital actively Each hospital continuously We promote the “Palmmonitors patients’conducts face-to-face Hospital” convenient platform rehabilitation progress

communication regularly conducts regular follow-up on a hospital-by-hospital

organizes health education visits for post-operative basis supporting patients in

care and comfort holiday patients tracks recovery online appointment booking

interaction activities and status and promptly reminds consultations and payments.other events based on patient them to return for follow-up We provide AI intelligent

needs to enhance patients’ appointments if any customer service for 24-hour

comfort and sense of abnormalities are detected inquiries and regularly push

well-being during their forming a closed-loop health information to betterhospital stay; for patients with management of “diagnosis respond to patients’and treatment – rehabilitationspecial needs we provide personalized needs.– follow-up” reflecting a

corresponding personalized patient-centered continuity of

convenience services. medical services.Postoperative Follow-up Indicator Target and Achievement Status for 2025

Indicator 2024 2025 Year-on-Year Target AchievementGrowth Value Status

Follow-up Call

Connection R a

t e 91.60% 93.49% 2.06% ≥85% √66 Social

Service Evaluation

Through training supervision inspections coaching service-specific initiatives tool provision and performance guidance we lead

hospital leadership experts departments and functional units to improve service attitudes and enhance service levels. By analyzing

service evaluation data and incorporating feedback we continuously improve service quality and enhance patients’ diagnosis and

treatment experience.We systematically integrate the service quality data of each subsidiary hospital to form the Hospital Service Quality Inspection and

Evaluation Form. This form covers monthly service inspection results the implementation of special service improvement activities

cross-inspection findings patient satisfaction survey results (at both the company and hospital levels) and the handling of complaint

tickets. It is linked to the overall performance of each hospital driving continuous improvement in service quality and accountability.

2025 Hospital Evaluation System Implementation Score

Indicator 2024 2025 Year-on-Year Target AchievementGrowth Value Status

Implementation Score of the

Hospital Evaluation System 89.90% 92.74 % 3.16% ≥80% √

Service Training

We provide diversified and specialized training programs for our service personnel to enhance their professional service capabilities

building a professional reliable attentive and rigorous service team:

New employee Patient service On-the-job training Service etiquette

training mobilization meetings at all levels training

We have developed the We regularly hold We establish learning We conduct hospital-wide

New Employee monthly special and records covering medical service etiquette training

Onboarding Training peak-season mobilization knowledge and customer service

Manual (Customer Service meetings for patient communication skills team empowerment

Department) providing a services to clarify work sharing of best practices training to strengthen the

three-month training directions. and management team’s service awareness

program for new methods etc. to enhance and professional skills.employees. The training the team’s professional

covers both theoretical capabilities.knowledge and practical

skills. Upon completion

employees must pass an

assessment and

comprehensive evaluation

before they can begin

work.In 2025 we conducted a total of 116 service quality and safety training sessions with over 11000 participants.Social 67

Complaint Management

Pursuant to the Medical Accident Handling Regulations and related supporting documents we have formulated the Medical

Dispute Prevention and Handling Regulations. Each subsidiary hospital has established a hospital-level complaint management

department publicly displaying complaint hotlines and handling procedures and has developed a Dispute Handling Flowchart to

standardize the complaint handling process. Every complaint received from suggestion boxes 12315 the mayor’s hotline the

Health Commission or online channels is logged as a work order and processed promptly. Patients may also provide feedback

directly to on-site guidance staff.Work Order Processing Performance in 2025

Year-on-Year

2024 2025 TargetIndicator AchievementGrowth Value Status

Work Order

Completion Rate 100% 100% 0 100% √

Satisfaction Surveys

We actively encourage patients to provide feedback on their medical experience and use it as an important basis for continuous

service improvement. To enhance the accuracy and effectiveness of feedback we have introduced a customer experience

management system based on patient touchpoint perception setting up scenario-based survey questions throughout the patient

journey and distributing satisfaction questionnaires via channels such as SMS mini-programs and official WeChat public accounts.At the same time we continue to advance the digitalization of patient services integrating the patient relationship management

system AI-powered intelligent customer service and the CRM follow-up management platform. By leveraging intelligent analysis

of patient visit behavior and feedback we systematically conduct satisfaction assessments and improvement efforts driving

continuous optimization of service quality.Customer Satisfaction Survey Results in 2025

Year-on-Year

Indicator 2024 2025

Target Achievement

Growth Value Status

Questionnaire

Participation Rate 16.90% 18.22% 7.81% ≥15% √

Satisfaction Score 95.80% 95.75% -0.001% ≥90% √

Data Security and Customer Privacy

In the process of advancing digitalization we strictly comply with laws and regulations such as the Cybersecurity Law of the

People’s Republic of China and the Personal Information Protection Law of the People’s Republic of China. We continuously

improve our information security management and customer privacy protection systems optimize information security

management mechanisms and effectively safeguard information security and patient privacy. In 2025 we had no information

security or customer privacy incidents.68 Social

Information Security Management Framework

To ensure the effective implementation of information security management we have established a clearly defined information

security management framework setting up an Information Security Leadership Team an Information Security Management Team

and an Information Security Implementation Team. Through coordination and collaboration across different levels and roles we

provide organizational support for information security management.Information Security Organizational Structure

Information Security Information Security Information Security

Leadership Team Management Team Implementation Team

The Information Security The Information Security The Information Security

Leadership Team serves as the Management Team is led by the Implementation Team consists of

decision-making body chaired by head of the corporate IT all members of the IT department

the company's Vice President. department and consists of all IT designated hospital information

Team members include general department staff. officers information staff and

managers of each hospital and technical personnel from system

the head of the corporate IT The team organizes information vendors.department who also acts as the security–related discussions and

coordinator and main point of meetings formulates strategies The team is responsible for

contact. and plans for review by the implementing security policies at

leadership team and oversees their respective units. Key tasks

The team is primarily responsible daily management of policy include managing system account

for formulating the overall development risk assessments permissions retaining operational

information security strategy and staff training. It also assists logs ensuring network protection

reviewing and appr oving related the leadership team in promoting performing antivirus tasks

policies appointing key security implementing guiding and managing data security

personnel and making decisions supervising information security maintaining software and

on major incidents and system activities. hardware environments

vulnerabilities. It also oversees providing technical support and

coordination supervision and inspections and executing

review of incident response backup and recovery strategies.efforts.Information Security Policy Development

We have formulated a series of internal information security management policies including the IT Information Security Management

System the Project and Information System Construction Management System and the Information System Change Management

System. These provide work guidelines for us and our subsidiary hospitals in areas such as information security management

inspection education and incident response. At the same time we have issued the Overall Information Security Policy and Security

Strategy which focusing on the overall objectives of information security establishes corresponding strategies across various

dimensions of information security management including security management systems organizational structure system

construction and operation and maintenance network security physical security data security and backup and recovery thereby

providing institutional support for our information security management efforts.Social 69

Information Security Management Measures

We continuously strengthen information security management comprehensively applying technical measures such as internet

isolation combined with management mechanisms including data backup verification user access control authorization and

approval for information access and use and implementation of confidentiality responsibilities to fully ensure system and data

security. Currently the information systems of us and our subsidiary hospitals have passed the Level 2 and Level 3 evaluations of

the Cybersecurity Multi-Level Protection Scheme respectively.To effectively strengthen our information security defense we regularly carry out a series of inspections and

assessments including:

Conduct a network security vulnerability scan once a month for the information systems of us and our subsidiary hospitals and

promptly remediate any identified vulnerabilities.Conduct an external information security assessment for software systems deployed by third parties and prepare a report on the

penetration test results.Carry out internal control evaluations on the operation and effectiveness of information systems and commission external profes-

sional institutions to audit the effectiveness of internal controls.In addition we encourage all employees to proactively report any information security issues or risks to their direct supervisors or

our information security management department so that timely assessments and response measures can be taken.Patient Privacy Protection

In the context of increasingly prevalent digital diagnosis and treatment patient health data medical records and financial

information are highly sensitive. Their security directly affects patient privacy rights medical service quality and institutional

reputation. Any information leakage tampering or destruction may not only harm patient rights and disrupt diagnosis and

treatment activities but may also lead to legal proceedings regulatory penalties and a crisis of public trust. We strictly comply with

legal requirements such as the Personal Information Protection Law and the Data Security Law and have formulated and

implemented the Business Conduct Guidelines and the Patient Privacy Protection System which clarify the principles responsible

parties and specific management requirements for customer information use and patient privacy protection. We commit to

collecting using and storing patient information only within the scope of legality legitimacy and necessity and ensure that patients

have the rights to be informed provide consent query copy correct and delete their information. Without the explicit authorization

of the patient or unless necessary for service provision we will never disclose patient information to any third party.In our management practices we implement full lifecycle control over patient information covering all stages from collection

storage use sharing to disposal. We strengthen protection through measures such as technical encryption access grading and

operational auditing and sign the Informed Consent Form for Privacy Protection with patients and data confidentiality agreements

with third-party partners systematically safeguarding patient privacy and data security.70 Social

Supporting Industry Development

Operating in the healthcare industry we take technological innovation joint standard-setting and resource sharing as our core

pathways to actively build an open and collaborative medical and health ecosystem. By continuously investing in R&D we promote

the upgrading of diagnostic and treatment technologies and the optimization of service models contributing to the overall

improvement of industry capabilities. We translate our practical experience into industry standards participate in the formulation of

regulations and promote the standardization and sustainable development of medical services. Additionally through academic

exchanges and technical training we strengthen the cultivation of professional talent supplying high-quality personnel to the industry

and jointly advancing the high-quality development of healthcare.Formulation of Industry Standards

In 2025 we participated in the development or revision of 27 industry standards including:

Industry Standards

Guidelines for the Service Quality Management System of Non-Public Ophthalmic Medical Institutions

Chinese Expert Consensus on Clinical Application of Therapeutic Bandage Contact Lenses (2025)

Chinese Expert Consensus on Diagnosis and Treatment of Achromatopsia (2025)

Expert Consensus on Technical Specifications for Corneal Stromal Lens Transplantation Surgery (2025)

Expert Consensus on Application of Topical Anesthetics in Ophthalmic Surgery

Expert Consensus on Diagnosis and Treatment of Acute Retinal Necrosis Syndrome

Chinese Expert Consensus on Pre-Myopia Management (2025)

Chinese Expert Consensus on Diagnosis and Treatment of Normal Tension Glaucoma (2025)

Chinese Expert Consensus on Diagnosis and Treatment of Primary Angle-Closure Glaucoma (2025)

Guidelines for Visual Cognitive Rehabilitation for Visual Information Processing Disorders (2025)

Chinese Expert Consensus on Diagnosis and Treatment of Tractional Maculopathy in Pathologic Myopia

International consensuses and guidelines on etiology diagnosis treatment and future developments of neovascular

age-related macular degeneration (nAMD) by the Asia-Pacific Vitreo-retina Society (APVRS) the Asia-Pacific Ocular Imaging

Society (APOIS) and the Academy of the Asia-Pacific Professors of Ophthalmology (AAPPO)

Expert Consensus on Pharmaceutical Care for Intravitreal Injection Drugs

Chinese Expert Consensus on Diagnosis and Treatment of Idiopathic Intracranial Hypertension (Papilledema) (2025)

Chinese Expert Consensus on Clinical Diagnosis and Treatment of Pseudoexfoliation Syndrome Eye Disease (2025)

Chinese Expert Consensus on Myopia Control Effect Evaluation and Safe Wearing of Frame Glasses with Multi-Microlens

Myopic Defocus Design (2025)

Guidelines for Application of Trace Elements in Eye Diseases (2024)

Expert Consensus on Diagnosis and Treatment of Non-Infectious Intraocular Inflammation After Intravitreal Injection

Therapy (2025)Social 71

Industry Standards

Chinese Expert Consensus on Perioperative Management of Pediatric Strabismus (2025)

Consensus on the Treatment of Severe Ocular Trauma and Silicone Oil-Dependent Eyes Using Foldable Capsular Vitreous

Body

Chinese Expert Consensus on Clinical Application of Presbyopia-Correcting Intraocular Lenses (2025)

Expert Consensus on Personalized Clinical Diagnosis and Treatment of Presbyopia

Guidelines for Standardized Operation of Small Animal Fundus Photography Data Acquisition (2025)

Guidelines for Standardized Operation of Small Animal Visual Electrophysiology Data Acquisition (2025)

Chinese Expert Consensus on the Management of Pediatric Ocular Trauma (2024)

Expert Consensus on Classification Annotation Methods Workflow and Quality Control of Dry Eye Imaging for Artificial Intel-

ligence Applications (2025)

Guidelines on the Application of Artificial Intelligence in the Diagnosis of Uveitis (2025)

Highlight｜The 11th Huaxia Ophthalmology International Forum & Huaxia Eye Disease

Innovation Symposium

In June 2025 the 11th Huaxia Ophthalmology International Forum & Huaxia Eye Disease Innovation Symposium co-hosted by us and

our Xiamen Eye Center was held in Xiamen. The forum invited over 100 ophthalmic experts from both domestic and international

institutions to engage in academic exchanges on cutting-edge topics such as innovative biomaterials ophthalmic surgical robots gene

and cell therapy and large-scale AI model applications. More than 10000 ophthalmic professionals participated both online and

offline. The forum featured a general assembly and six specialized sessions on cataract glaucoma fundus diseases and other areas

with a total of 21 thematic meetings. In addition the forum brought together 72 ophthalmic pharmaceutical and medical device

companies providing a platform for industry-academia-research exchange through thematic discussions and live demonstrations

thereby facilitating the connection between technological innovation and clinical application.The 11th Huaxia Ophthalmology International Forum72 Social

Highlight｜Huaxia Optometry New Progress Symposium

In June 2025 the Vision China 2025 International Conference on Visual Health Innovation and Development was held in Xi’an. As one

of the key sub-forums we concurrently hosted the Huaxia Optometry New Progress Symposium. The symposium brought together

domestic and international ophthalmic experts focusing on areas such as tear film examination presbyopia correction corneal

disease treatment strabismus surgery and myopia prevention and control. Latest research findings and clinical practice experiences

were shared contributing Huaxia’s wisdom and efforts to safeguarding the eye health of the population at a higher level.Huaxia Optometry New Progress Symposium

Highlight｜2025 Huaxia Refractive International Forum & Refractive Surgery New Progress Seminar

In September 2025 the 2025 Huaxia Refractive International Forum & Refractive Surgery New Progress Seminar hosted by us was

held in Xiamen. The forum brought together domestic and international ophthalmic experts and more than 200 ophthalmic

professionals from across the country. Academic exchanges focused on the clinical application of advanced surgical techniques such

as SMILE pro whole-optical sculpting and ICL as well as interdisciplinary topics including keratoconus screening and dry eye

prevention and treatment. The forum promoted technical exchange and clinical standardization advanced

industry-academia-research collaboration and supported the dissemination and application of refractive surgery techniques in

China.

2025 Huaxia Refractive International Forum & Refractive Surgery New Progress SeminarSocial 73

Highlight｜The 22nd Yangtze River Delta (Shanghai) Academic Conference on New Advances in

Ophthalmology

In August 2025 the 22nd Yangtze River Delta (Shanghai) Academic Conference on New Advances in Ophthalmology hosted by

our subsidiary Shanghai Heping Eye Hospital was held in Shanghai. With 22 years of accumulation this conference has become

an important academic platform that brings together ophthalmic expertise from the Yangtze River Delta and even nationwide

leading the development of cutting-edge technologies. This year’s conference featured nine core academic units covering

refractive surgery cataract fundus diseases glaucoma ocular surface and optometry and pediatric ophthalmology. In-depth

exchanges were conducted on international frontier technologies clinical practice challenges and industry development trends

playing a positive role in promoting regional ophthalmic collaboration and the dissemination and application of new knowledge

and technologies.The 22nd Yangtze River Delta (Shanghai) Academic Conference on New Advances in Ophthalmology

Highlight｜“Fujian Provincial Anesthesia New Technology Seminar”

In November 2025 the “Fujian Provincial Anesthesia New Technology Seminar” hosted by us was held in Xiamen. With the theme

“Focusing on Anesthesia Frontiers Jointly Promoting Disciplinary Development” the seminar invited nearly 60 anesthesia experts

from across the country and featured 29 special reports. Focusing on topics such as new anesthesia technologies clinical challenges

comfort care and distinctive anesthesia practices in ophthalmology the seminar explored new concepts technologies and

advancements in anesthesia injecting new momentum into the high-quality development of anesthesiology in China.“Fujian Provincial Anesthesia New Technology Seminar”74 Social

Employees

Our employees are the intrinsic driving force behind our sustainable development. We adhere to a people-oriented management

philosophy strictly comply with laws and regulations effectively protect employees’ legitimate rights and interests and strive to

build a fair inclusive and healthy working environment. In terms of talent development we have established a systematic training

system and career advancement pathways supporting employees in achieving simultaneous growth in professional capability

enhancement and career development. In terms of occupational safety and health we fully implement the workplace safety

responsibility system and continuously improve our occupational health protection system. We place great importance on

employee opinions maintain open communication channels actively foster an organizational culture of respect trust and

collaboration and promote the shared growth and co-creation of value between our employees and us.Equal Employment

We adhere to equal employment and oppose any form of discrimination. Through the formulation of the Human Resources

Management System we stipulate that every employee shall be treated in a fair and reasonable manner in recruitment training

promotion and compensation decisions and shall not be discriminated against based on race color gender sexual orientation

marital or parental status pregnancy parental status religious belief political opinion nationality ethnic background social origin

social status disability age or group membership.Human Rights Protection

We respect international human rights instruments such as the Universal Declaration of Human Rights the International Covenant

on Civil and Political Rights and the International Covenant on Economic Social and Cultural Rights as well as international

standards including the ILO Declaration on Fundamental Principles and Rights at Work and the UN Guiding Principles on Business

and Human Rights. We strictly comply with relevant domestic laws and regulations such as the Labor Law of the People’s Republic

of China and the Labor Contract Law of the People’s Republic of China. We have formulated and published the Human Rights

Policy making clear commitments regarding anti-discrimination anti-harassment anti-conflict and anti-violence prohibition of

forced labor and prohibition of child labor.Protection of Female Employees' Rights

and Interests

We have formulated the System for the Protection of Female Employees in the

Workplace respecting and protecting the legitimate rights and interests of female

employees prohibiting gender discrimination and adhering to equal pay for equal

work between men and women. We commit to providing corresponding labor

International Women's Day Activities

protection and statutory leave for female employees during pregnancy childbirth

and breastfeeding arranging reasonable working hours for them and not reducing

their basic salary or terminating their labor contracts during these special

physiological periods.In addition we pay attention to the special needs of female employees setting up

nursing rooms in office areas to provide convenient spaces for breastfeeding

employees. We also organize activities such as Nurses’ Day and Women’s Day to

create an equal and comfortable working environment.Nursing RoomSocial 75

Anti-Violence and Anti-Harassment

We strictly prohibit any form of violence or acts of assembling to disrupt social order. We

firmly oppose and eliminate all words and actions that infringe upon human dignity

personal freedom and basic rights including but not limited to insult discrimination

bullying intimidation threats corporal punishment defamation sexual harassment and

mental or physical coercion. Any gestures words or physical contact that are intrusive

coercive threatening insulting or exploitative are prohibited.We and the third-party security personnel we employ must strictly comply with

regulations refraining from committing acts of violence conducting illegal body searches

or body searches by persons of the opposite sex or threatening implying or actually

taking any such actions in any manner.Prohibition of Forced Labor and Child Labor

We strictly prohibit all forms of forced labor and child labor. During the recruitment process

we rigorously verify the age of employees. We oppose all forms of forced labor child labor

slavery or servitude and human trafficking. We commit not to employ minors under the age

of 18 in work that is hazardous to their health or safety.We comply with all applicable laws and regulations related to working hours and rest periods

for employees establishing attendance management and leave systems. Based on job

characteristics we supervise and guide business and production departments to reasonably

arrange work and working hours ensuring that employees have adequate and reasonable

rest time.Human Rights Grievance Mechanism

We have established a Reporting Center to uniformly accept and handle all reports and

accusations of violations of national laws regulations and internal company policies within the

Company. For complaints involving human rights or related issues we assign designated

personnel to follow up and promptly initiate investigation procedures. At the same time we

strictly implement a confidentiality mechanism for the identity of reporters ensuring that no

employee suffers unfair treatment or retaliation as a result of reporting.After an issue is confirmed we take corresponding actions in accordance with relevant

regulations implement necessary corrective and remedial measures and simultaneously

strengthen training and communication in related areas to promote institutional improvement

and cultural enhancement. In 2025 we had no incidents of significant penalties for violations of

labor-related laws.76 Social

Employee Communication

We respect employees’ legitimate democratic rights such as freedom of speech and freedom of association. By establishing a

collective consultation system we provide employees with open and transparent channels for expression and grievance

mechanisms. We have also established an Employee Representative Congress ensuring that all employees enjoy the rights to vote

stand for election and vote in accordance with the law. Through the effective operation of the trade union and its subordinate Labor

Dispute Mediation Committee and Labor Protection Supervision Committee we effectively safeguard employees’ right to know and

right to supervise.We carry out employee communication through diverse forms including:

Establishing a Reporting Center to accept all reports and accusations of

violations of national laws and company policies within the Company.Opening the Chairman’s mailbox collecting rational suggestions monthly

and promptly responding to and adopting reasonable suggestions.Irregularly convening the Employee Representative Congress conducting

employee satisfaction surveys collecting and providing feedback on

employees’ opinions and suggestions and focusing on employee welfare

and rights.Organizing new employee symposiums to understand the issues faced by

new employees and assist in resolving them.Employee Compensation and Benefits

We have established a comprehensive compensation management system committed to providing employees with

market-competitive compensation and benefits. We promise to pay salaries on time and in full ensuring that salary levels are always

above the local minimum wage. We have built a standardized performance appraisal mechanism designing reasonable salary grades

for different job sequences and distributing corresponding incentives based on performance results to recognize the contributions

of employees and teams.We adopt a performance management model combining OKR and KPI implementing a full-coverage multi-level performance

management strategy. By setting clear and measurable performance indicators we systematically evaluate employees’ work

efficiency quality and outcomes and closely link appraisal results to compensation incentives promotion development and

benefits. At the same time through regular performance interviews and feedback we provide ongoing development support to

employees facilitating personal growth and performance improvement.In addition we have built a diversified employee benefits system covering the following aspects:

Material security Employee care Work convenience

Pay social insurance and housing Regularly hold employee care Provide free nap beds for

provident fund in accordance activities such as Spring Festival employees and operate shuttle

with the law provide various dinner Mid-Autumn Festival dice game and monthly buses for employees living

subsidies holiday allowances employee birthday parties to

and statutory holiday rest. create a warm organizational

farther away.atmosphere.Team building Health support Psychological care

Regularly hold ophthalmic Establish channels for

Regularly conduct knowledge lectures distribute

eye health experience workplace stress relief organize departmental team building vouchers and provide mental health lectures and

activities to enhance team diagnosis treatment and provide professional

cohesion and collaboration. eyewear discounts for psychological counseling

employees and their immediate services.family members.Social 77

Talent Development

We have built a dual-channel career development system with parallel management and professional tracks supporting employees

to choose their growth direction based on their interests and expertise. Through mechanisms such as reserve cadre training

programs and internal competitive selection we insist on prioritizing internal talent selection providing development platforms for

employees with potential and a sense of responsibility. Amid rapid business development we continuously strengthen talent

pipeline construction constantly expanding job space and development paths achieving the synergistic progress of employee

growth and organizational development.Employee Training

Leveraging a series of platforms including two academies (Huaxia Ophthalmology Academy Huaxia Management Academy)

two institutes (Huaxia Eye Hospital Group Eye Research Institute Xiamen Eye Center Eye Research Institute) three bases

(National Standardized Residency Training Base National Drug Clinical Trial Base Group Clinical Skills Training Base) three

stations (Academician Workstation Postdoctoral Research Workstation National Ophthalmic Expert Studio) and partner

universities we have built a training system that equally emphasizes talent attraction and development. Through specialized

talent cultivation and university-enterprise cooperation we continuously build a center of excellence for ophthalmic talent. We

regularly conduct activities such as 360-degree assessments and employee satisfaction surveys promote organizational and

talent reviews draw talent maps periodically review talent development plans and clarify career development paths for core

talent.In terms of training system development we have formed an internal and external combined training mechanism. Through

the implementation of the lead surgeon training system the master-apprentice teaching system the nursing hierarchical

training and assessment system and standardized training combining basic theory with practical operation we further

enhance employees’ professional competence and clinical practice capabilities. At the same time we continue to advance

programs such as the “Chinese Ophthalmologist Tomorrow Star Plan” president special training general manager training

reserve management talent training medical practitioner qualification training and nursing staff hierarchical training precisely

cultivating ophthalmic clinicians and optometry technicians and providing targeted learning and growth support for medical

technicians management cadres and reserve talent.In 2025 we conducted a total of

8616 employee training sessions

with 314945 training completions.78 SocialHighlight｜Special Training on “Building a High-Morale High-Performance Team – How ManagersCan Accurately Identify Talent and Boost Morale”In April 2025 we held a special training program titled “Building a High-Morale High-Performance Team – How Managers CanAccurately Identify Talent and Boost Morale” featuring a specially invited corporate management practice expert as the instructor.All middle-level managers and core business personnel of the Group participated. The training focused on the themes of accurate

talent identification and morale boosting with course modules covering theoretical deepening tool application and

scenario-based exercises. It addressed practical issues such as the transformation of managers’ roles the formulation of talent

standards and the management of the new generation helping the management team improve their talent identification and

selection efficiency and team motivation capabilities.Special Training on “Building a High-Morale High-Performance Team– How Managers Can Accurately Identify Talent and Boost Morale”

Highlight｜“Gathering at Huaxia Journeying Together in Medicine” President Training Program

In August 2025 we held a president training program themed “Gathering at Huaxia Journeying Together in Medicine.” Newly

promoted and newly hired presidents from various hospitals of the Group participated in a three-day intensive training. The training

covered modules such as comprehensive hospital management disciplinary development medical service improvement medical

insurance compliance operations performance management and financial management. Through thematic lectures expert

exchanges and on-site observations the program systematically empowered hospital managers to enhance their comprehensive

management capabilities supported our talent pipeline development strengthened hospital management talent reserves and

provided management support for the high-quality development of our hospitals.“Gathering at Huaxia Journeying Together in Medicine” President Training ProgramSocial 79

Highlight｜“Pilot Plan” Phase 1 Training Program

In September 2025 we held the “Pilot Plan” Phase 1 training program. Managers from various hospitals participated in a three-day

intensive training. The training was themed “Upholding Integrity Embracing Innovation and Making Progress” with courses

covering management leadership comprehensive management quality management disciplinary development and value

delivery. Topics included corporate culture performance management financial budgeting medical quality and safety patient

service systems and disciplinary construction and operations. From internal management to external development the program

built a complete management knowledge framework for managers systematically enhancing the comprehensive capabilities of our

management team.“Pilot Plan” Phase 1 Training Program

University–Enterprise Collaboration

We place great strategic value on university-enterprise collaboration in medical talent cultivation and the sustainable development

of the industry. By deeply integrating industry needs with educational resources university-enterprise collaboration builds a critical

bridge between medical education and clinical practice. It not only helps university students adapt to the clinical environment in

advance and enhance their practical skills but also supplies medical institutions with compound professional talents who bettermeet job requirements. It is an important pathway to achieving “medical-education collaboration and industry-educationintegration.”

We continue to deepen long-term cooperation with multiple universities jointly building industry-education integration platforms

such as affiliated hospitals practical teaching bases and eye health service bases. We have established a normalized cooperation

mechanism covering talent cultivation internships and employment technical exchanges and research collaboration. In practice

we offer specialized joint training classes regularly accept university interns selectively recruit outstanding graduates and actively

promote academic interaction between clinical experts and university faculty providing solid talent support for the high-quality

development of the industry and our sustainable development.80 Social

Highlight｜Leading the Establishment of the Department of Ophthalmology at Xiamen University

School of Medicine

In October 2025 our Xiamen Eye Center led the establishment of the Department of Ophthalmology at Xiamen University School of

Medicine. The department fully integrates the ophthalmic talent and medical resources of Xiamen University and its affiliated

hospitals dedicated to cultivating compound ophthalmic talents with both clinical medicine and research innovation capabilities. The

department will leverage Xiamen University School of Medicine and its multiple affiliated hospitals together with several research

platforms such as the Eye Research Institute and the National Institute of Health Data Science to promote departmental integration

and teaching reform striving to build a distinctive domestically leading base for ophthalmic medical talent cultivation and research

innovation.Official Inauguration of the Department of Ophthalmology at Xiamen University School of Medicine

Highlight｜Designation as an Affiliated Hospital of Shanghai University

In August 2025 our subsidiary Shanghai Heping Eye Hospital was officially designated as an affiliated hospital of Shanghai Universitybecoming the university’s first eye-specialty affiliated hospital. The two parties simultaneously established the “Shanghai UniversityMedical-Engineering Interdisciplinary Research Institute Eye Research Institute” and the “Shanghai University-EnterpriseCooperation Talent Training Base” focusing on the medical-engineering interdisciplinary direction to build an innovation ecosystem

for the coordinated development of “research – clinical – industry” with a focus on frontier areas such as AI-assisted diagnosis and

new materials promoting the translation of research outcomes into clinical applications. The two parties also established a talent

co-cultivation mechanism with several of our experts appointed as distinguished professors of Shanghai University jointly

conducting research project applications and talent cultivation achieving efficient integration of university research resources and

corporate clinical practice.Inauguration and Expert Appointment Ceremony of Shanghai Heping Eye Hospital Affiliated Hospital of Shanghai UniversitySocial 81

Occupational Health and Safety

We always place the health and safety of our employees and patients as our top priority. We strictly comply with laws and regulations

such as the Work Safety Law of the People’s Republic of China and the Law of the People’s Republic of China on the Prevention and

Control of Occupational Diseases. We continuously advance the construction of our occupational health and safety management

system aligned with the ISO 45001 standard constantly improving workplace safety and health conditions creating a safer and

healthier working environment for our employees and enhancing the safety assurance level of our medical service processes.Focusing on institutionalized and process-oriented management we have formulated and continuously improved internal rules and

regulations such as the Work Safety Responsibility System the Inspection and Management System for Gas and Electrical Equipment

the Fire and Electricity Safety Management System the Hospital Infection Management System and the Medical Infection Emergency

Response Plan. These clarify the work safety responsibilities and management requirements for personnel at all levels optimize safety

management processes systematically identify and control occupational risks related to medical activities continuously improve the

working environment reduce occupational risks and ensure the safe stable and sustainable operation of medical services.Safety Management Responsibilities

We strictly implement a full-staff work safety responsibility system building a top-down responsibility transmission mechanism.From the General Manager to frontline employees work safety responsibility letters are signed at each level clarifying job-specific

safety responsibilities and management requirements ensuring that responsibilities are assigned to specific positions and

individuals forming a closed-loop safety management system. The Hospital President as the primary person responsible for

hospital work safety management takes overall responsibility for work safety coordinating managers at all levels to fulfill their

safety management duties and continuously promoting the improvement and optimization of the safety management system.We simultaneously strengthen work safety supervision and management. By improving the hazard identification and control

process expanding the coverage and effectiveness of safety training we reduce potential risks in operations continuously

enhancing our occupational health and safety management level. In 2025 we had no major safety accidents and the occupational

disease incidence rate was 0.82 Social

Emergency Management and Drills

We have formulated emergency management policies such as the Public Emergency Response Plan to

standardize the emergency handling procedures for sudden incidents:

Establish The Medical Affairs Department organizes the formation of an emergency response team defines the concept of an emergency identifies team members

Response Plan and issues the emergency response flowchart.Immediate The responsible department or emergency unit immediately initiates on-site

Incident emergency rescue and reports to relevant departments and hospital leadership

Reporting according to the emergency response procedure.Medical Affairs Upon receiving the report the department reports to hospital leadership within

Department 10 minutes and convenes emergency response team members on-site.Emergency The team verifies and investigates the situation implements necessary control

Response Team measures and if patient rescue is required organizes expert consultations and provides emergency care to ensure patient safety and orderly incident resolution.Reporting Public health incidents must be reported to the local health bureau by phone within 2 hours and a written report must be submitted within 24 hours.Follow-up and Follow up on the results of the incident investigation the clinical outcomes of the

Visits involved patients and the handling and arrangements for related personnel.After the incident is resolved the entire process is documented. Staff who

Summary and promptly reported the incident actively participated in rescue responded

effectively or performed exceptionally are recognized and rewarded. Those who

Commendation delayed reporting or refused to cooperate resulting in serious consequences are

referred to hospital leadership for disciplinary action.In 2025 we conducted around 213 emergency drills including evacuation drills anti-riot drills

and fire drills with a total engagement of 6151 participants approximately.Social 83

Highlight｜Elevator Entrapment Rescue Emergency Drill

In 2025 we organized an elevator entrapment rescue emergency drill at Yantai

Huaxia Kang’ai Eye Hospital simulating scenarios of elevator entrapment and

rescue on mis-leveled floors. The drill focused on key aspects such as incident

reporting on-site response and coordinated rescue conducting practical tests and

capability enhancement to ensure the safety of personnel in the hospital. After the

drill we conducted a post-exercise evaluation and review proposing improvement

measures for on-site response proficiency communication and coordination

thereby continuously enhancing our emergency response capabilities.Yantai Huaxia Elevator Entrapment

Rescue Emergency Drill

Fire Safety Management

Hospitals are public places with relatively dense populations and fire safety is an important component of our safety management

system. We strictly comply with the Fire Protection Law of the People’s Republic of China continuously improving our fire safety

management mechanism to ensure the safe and orderly operation of the medical environment.Based on the actual conditions of our facilities we have formulated and dynamically optimized fire safety-related policy documents

including the Fire Safety Management System the Fire Safety Inspection and Patrol System the Fire Safety Education and Training

System the Fire Facility and Equipment Maintenance Management System and the Firefighting and Emergency Evacuation Plan

and Drill System. We implement a progressive fire prevention responsibility system clarifying job responsibilities and boundaries

through departmental signing of Fire Prevention Responsibility Letters promoting the step-by-step transmission and implementa-

tion of fire safety responsibilities. We have standardized the placement of fire safety signs within our facilities established voluntary

firefighting teams equipped necessary fire facilities and equipment and strengthened maintenance to ensure they are in usable

condition. At the same time we have established patrol inspection and fire/electricity management requirements strengthening

risk control at key points. We continuously carry out fire safety education training and drills helping employees master key skills

such as using fire extinguishing equipment reporting fires and organizing evacuations thereby enhancing the fire safety awareness

and emergency response capabilities of all staff.Highlight｜Fire Safety Training and Emergency Evacuation Drill During Work Safety Month

In 2025 we organized a Work Safety Month fire safety training and emergency evacuation drill at Yantai Huaxia Kang’ai Eye

Hospital. Targeting all on-duty employees the drill combined fire emergency evacuation training hazard identification prevention

and firefighting knowledge dissemination. Drill scenarios included fire alarm handling and reporting initial fire suppression

personnel evacuation and emergency rescue. The drill focused on testing and strengthening key steps from fire detection and alarm

activation to the orderly evacuation of personnel along designated routes while emphasizing the responsibility and safety

requirements for guiding vulnerable groups such as those with visual impairments during evacuation. This continuously improved

fire safety awareness and emergency coordination capabilities within the hospital ensuring a safe medical environment and

operational stability.Yantai Huaxia Fire Emergency Evacuation Drill84 Social

Highlight｜Fire Safety and Firefighting Evacuation Drill

In 2025 Foshan Sanshui Huaxia Eye Hospital Co. Ltd. organized employee fire safety education and training while simultaneously

conducting firefighting and emergency evacuation drills. The training covered fire hazards basic fire prevention measures the

principles and use of fire extinguishers as well as fire escape and safe evacuation. Guided by the emergency plan requirements the drill

focused on practical testing of key steps such as the use of firefighting equipment and safe personnel evacuation. Through the

combination of training and drills we further strengthened employees’ ability to identify fire risks and their awareness of initial fire

response improved the standardization of emergency coordination and evacuation organization within the facility and ensured safe

hospital operations and continuity of medical services.Foshan Huaxia Firefighting Evacuation DrillSocial 85

Safety Training and Education

We value the development of a safety culture. Through tiered categorized and systematic occupational health and safety training we

continuously enhance employees’ safety skills and risk prevention awareness solidifying the foundation of work safety management.Using safety knowledge dissemination job-specific practical training and emergency drills as our main methods we help employees

become familiar with and follow safety operation procedures strengthen their ability to identify and respond to key risk points prevent

work safety accidents and reduce safety hazards in our operations.In 2025 we conducted a total of over 289 safety training sessions

with more than 11599 participants.Highlight｜Special Training on Water and Electricity Safety Hazard Identification and Emergency

Response

In 2025 Yantai Huaxia Kang’ai Eye Hospital organized a special training on

water and electricity safety hazard identification and emergency response

as part of facility operation support. The training focused on risk

identification in areas such as the environment and operation status of

power distribution rooms aging and damaged wiring unauthorized

connections and overload heating. Key control points emphasized included

dedicated power supply for medical equipment grounding reliability and

UPS operation status. At the same time water supply and drainage hazards

such as leaks blockages backflow and standing water were included as

key inspection points. Emergency response requirements for scenarios

such as electric shock water leakage/flooding and fires caused by water or

electricity factors were clearly defined. Combined with preventive

measures such as regular maintenance standardized operations and Yantai Huaxia Water and Electricity Safety Hazard

water/electricity usage management the training helped relevant Identification and Emergency Response Special

personnel improve their risk identification and standardized response Training

capabilities ensuring safe facility operations and continuity of medical

services.Occupational Health Management

We continuously improve our occupational health management combining institutional arrangements with health support to

enable employees to work happily and live healthily in a safe and healthy working environment. Our main occupational health

management measures include:

Work and rest management: Establish relatively scientific working hour and rest system arrangements promote work-life

balance and ensure employees receive necessary rest and recovery during periods of intense work.Health checkups: Organize regular health checkups for employees as planned supporting them in promptly identifying and

addressing potential health risks.Health and psychological counseling: Provide occupational health consulting services offering professional advice on disease

prevention and occupational disease protection while also providing mental health counseling to address occupational stress and

suboptimal psychological well-being.Work injury and occupational disease management: Establish sound investigation and handling mechanisms for work injuries and

occupational disease incidents ensuring timely standardized and effective processing of such matters.Health promotion and recreational activities: Organize sports events walking activities outdoor team building and other events

from time to time based on actual conditions promoting a healthy lifestyle and enriching employees’ after-work cultural life.86 关Go于ve本rn报an告ce

03

Governance

2025 Key Performance Targets for Governance Matters

Continuously improved sustainability policies aligned with business and operational needs

Zero incidents of conflict of interest

Zero incidents of commercial bribery corruption or embezzlement

Zero incidents of money laundering or insider trading

Zero major lawsuits or administrative penalties due to unfair competition

Zero incidents of tax violationsGovernance 87

Risk Management and Compliance

A sound and robust risk control and compliance system is an important safeguard for achieving sustainable and stable development.Guided by our strategic planning and business objectives we continuously build and optimize our internal control and risk

management system. Based on our business realities we constantly revise relevant systems and processes such as the Internal Control

Manual improve the risk control matrix implement a regular inspection and supervision mechanism and systematically identify assess

and monitor various risks that may arise during our operations.Through a closed-loop management model of prevention before events control during events and supervision after events we

continuously strengthen risk control across all business areas and operational processes achieving timely identification and effective

prevention of risks thereby laying a solid foundation for sustainable development.Our Board of Directors its subordinate Audit Committee the management team the Audit and Risk Control Department and the

Policy and Legal Affairs Department together form the risk defense line. By establishing a risk management structure with clear

responsibilities reasonable division of labor and mutual checks and balances we ensure that risk management and internal control

related work are carried out in an orderly and standardized manner. At the same time to effectively implement risk management

responsibilities we also take violations of laws and regulations by functional departments and hospitals as one of the assessment

criteria linking them to the performance-based compensation of relevant management personnel.Board of Directors

The Boand of Directors is the highest decision-making body

for risk management. It is responsiblefor determining the

overall objectives of risk management reviewing risk

management reports submitted by management as well as

the company-level risk register and supervising the cultivation

of the company's risk management culture.Audit Committee

The Audit Committee serves as the supervisory

department for risk management. It guides and

CEO supervises various functional departments and

business units in conducting risk management and

Responsible for the effectiveness of risk management CEO is assessment activities and generates an anmual risk

accountable to the Board of Directors and serve as the primary assessment report.person in charge of risk management. CEO is tasked with either

directly overseeing or delegating to the leader in charge of risk

management the day-to-day operations including drafting the

risk management organizational structure identifying signifieant

risk issues and corresponding contingency plans approving

company's risk register and coordinating risk management

activities within functional departments.Audit Department Policy and Legal Department

Our risk management functional department is Our policy and legal department is responsible for

responsible for daily risk management tasks identifying and evaluating legal risks related to

including regular risk analysis compiling and operations providing legality reviews for major company

updating risk registers proposing system and matters continuously monitoring the latest legal trends

process optimization suggestions based on risk and understanding their impact on the

response measures assisting the CEO in handling risk operations and promptly reporting any sigaificant legal

issues and fostering a risk management culture. incidents to the board of directors88 Governance

In 2025 we continuously improved our internal control system. Based on operational management needs and actual business activities

we revised the Internal Control Manual optimizing internal control processes in areas such as business management R&D expense

management fundraising management procurement management and charitable donation management. At the same time we newly

formulated or revised a series of internal management policies including the Huaxia Eye Hospital Group Reporting Management System

for Important and Abnormal Matters the Huaxia Eye Hospital Group Regulations on Approval of Hospital External Cooperation and the

Huaxia Eye Hospital Group Headquarters and Hospital Job Agent System continuously enhancing our risk control and compliance

management level.Risk Identification and Assessment

Focusing on internal control and risk management objectives we comprehensively systematically and dynamically collect internal and

external initial information related to risks and on this basis fully identify various risks related to our operations. Based on business

activities and internal control management requirements we prepare and regularly update risk lists which specifically include:

Risk list at the corporate level: Assessed and updated at least annually to ensure alignment with our overall risk profile and

strategic objectives.Risk list at the business process level: Based on business risk assessment results prepared or updated in a timely manner after

reviewing major business processes with a focus on new businesses high-frequency risk areas and process changes.We screen refine compare classify and integrate the various risk-related information collected to build a unified risk database. Using a

combination of qualitative and quantitative methods we systematically analyze the impact of each risk and classify them into risk levels

based on their impact. Based on the risk assessment results combined with our risk appetite and risk tolerance and after balancing risk

and reward we adopt corresponding response strategies such as risk avoidance risk reduction risk sharing and risk acceptance and

ensure effective implementation of these measures thereby achieving systematic control over all types of risks.Governance 89

Risk Risk Description and Likelihood Impact Risk

Impact of Severity Level Mitigation MeasuresCategory Occurrence

Through continuous exploration

and practice we have built a

We have achieved rapid and comprehensive operational

effective growth through management system covering

our chain-based business clinical services nursing finance

model with our overall scale human resources procurement

and business performance and marketing. We have made

continuing to expand. In this initial progress in achieving

context the scope and standardization

Management Risks complexity of our operations institutionalization and

Arising from and management have also digitalization of management.Continuous increased. If our

Expansion management teams lack Medium Medium Medium

New hospitals are able to replicate

our mature management model

sufficient experience in new and leverage our shared corporate

market operations or have resources which helps to shorten

limited understanding of the market development cycle.local regulatory frameworks Going forward we will continue to

we may face challenges in refine our standardized and

maintaining effective modular chain management

oversight which could pose system optimize our business and

risks to our future service processes and enhance

development. our ability to replicate

management practices to

effectively mitigate related risks.We maintain a strong reserve of

talent and have established a

Ophthalmology sound talent development system.professionals remain in short Our team includes well-known

supply across the country. If ophthalmology experts and

we experience significant experienced clinicians enabling us

Risk of Talent

Shortage or talent attrition or fail to

to continuously train and supply

Attrition attract sufficient qualified Medium Medium Medium

professionals for new hospitals.medical professionals our Looking ahead we will continue to

regional competitiveness strengthen our capabilities in

may be weakened which talent acquisition development

could negatively affect our and retention. By enhancing our

long-term development. internal talent pipeline we aim to

meet the growing demand for

medical personnel driven by the

expansion of our healthcare

service network.90 Governance

Major Risk Management

To effectively prevent and respond to major operational risks we have established a systematic risk early warning mechanism and

formulated corresponding special emergency response plans. In the event of an emergency or sudden risk incident we will immediately

initiate the response procedures take targeted measures to control losses and reduce impacts and through continuous tracking ensure

that risks are effectively controlled or business returns to normal. The Audit and Risk Control Department regularly reports the risk status

and control implementation to the Board of Directors and the Audit Committee and tracks and summarizes risk rectification matters.In 2025 based on the Internal Reporting System for Major Matters we formulated the Reporting Management System for Important and

Abnormal Matters to further ensure that major risks and crisis incidents can be promptly identified accurately reported quickly responded

to and properly handled. The management system specifies the reporting principles classification and grading division of responsibilities

reporting processes and handling procedures for relevant matters. The system covers risk matters in multiple areas including medical

safety and quality operational services compliance supervision and information security and divides them into three levels based on

urgency and impact. For matters of different types and levels the system specifies corresponding reporting paths time limits and

responsible parties. After a risk incident occurs we will strictly follow the process to conduct assessment investigation and handling and

will conduct summaries both after the emergency ends and after rectification is completed achieving closed-loop management.In addition to enhance the risk prevention awareness of all employees we encourage employees to proactively and promptly report

potential risks. Units and individuals who avoid or recover significant losses through timely reporting will be given corresponding

recognition and rewards.Risk Supervision Mechanism

In accordance with internal policies such as the Group Inspection System and the Normative Requirements for Inspection and Audit we

continuously improve our regular risk supervision mechanism. Through various methods including inspection audits internal control

checks and evaluations we strengthen dynamic supervision over the operational activities of functional departments and subsidiary

hospitals promptly identify potential risks and internal control weaknesses strictly implement closed-loop rectification management

effectively prevent and plug management loopholes enhance overall risk prevention and control capabilities and ensure the continued

stable operation of the Company.In 2025 the risk supervision and internal control inspection work we carried out included:

Conducted internal control system and implementation inspections and evaluations as well as financial report audits for more than 30

hospitals.Conducted routine audit inspections on major matters such as the deposit and use of raised funds external guarantees related-party

transactions risk investments provision of financial assistance to external parties purchase or sale of assets as well as large fund

transactions and fund transactions with related parties such as controlling shareholders.Conducted exit audits for 7 senior managers of entities such as Xianyou Huaxia and Hefei Mingren Eye Hospital evaluating their

performance of economic and management responsibilities during their terms of office.Completed 27 engineering inspections and project acceptances proposed rectification suggestions for existing problems and ensured

the completion of rectifications.Completed over 1800 process approvals and modifications eliminated risks and promptly resolved issues while guiding the

engineering leaders of relevant branch hospitals to improve process details.Organized and carried out internal control effectiveness evaluations covering matters such as corporate governance social

responsibility medical management nursing management fund management procurement business asset management inventory

management and hospital renovation. We focused on high-risk areas such as medical risks and social public relations risks and

commissioned external audit firms to audit the effectiveness of internal controls.Governance 91

Business PracticesCentered on the development goals of “patient satisfaction employee satisfaction peer recognition social recognition and governmentconfidence” we always adhere to high standards of business ethics in all our business activities uphold the concept of free and fair

competition and actively maintain an honest fair orderly and harmonious market environment.To this end we have formulated the Business Conduct Guidelines establishing clear compliance red lines in areas such as anti-corruption

and anti-commercial bribery conflict of interest management prohibition of insider trading anti-unfair competition anti-monopoly and

anti-money laundering. We regard these as the basic code of conduct that all employees must follow guiding everyone to practice honest

operations and jointly safeguard the Company’s reputation. We also actively advocate and encourage our partners to follow the

responsible business practices advocated in these guidelines working together to create an honest and transparent cooperation

ecosystem.Anti-Corruption and Anti-Commercial Bribery

We always adhere to a “zero tolerance” stance towards any form of corruption or bribery. All employees must abide by the professional

code of integrity and self-discipline and are strictly prohibited from committing or participating in any form of bribery accepting bribes

or facilitating bribery. In 2025 we had no major incidents of corruption bribery or embezzlement that violated business ethics.Employee Business Ethics Management

We require all employees to sign the Anti-Commercial Bribery Agreement upon joining the Company clearly informing them of

prohibited commercial bribery behaviors and the corresponding consequences of violation including termination of labor contracts

compensation for losses etc.In accordance with internal policies such as the Disciplinary Violation Penalty Provisions if an employee engages in commercial

bribery we will recover their illegal gains demand full compensation for losses and terminate their employment. If a crime is

suspected the case will be transferred to judicial authorities for handling in accordance with the law. Upon receiving relevant reports

or clues the Human Resources Department will immediately initiate an investigation and if necessary will jointly verify with the Audit

and Risk Control Department. After verification the Human Resources Department together with the involved department will

propose handling suggestions which will be approved and implemented according to established procedures. We also guarantee

employees’ right to appeal; the disciplined person may file an appeal with the Human Resources Department which will review the

case and provide feedback.Supplier Business Ethics Management

To jointly build a standardized honest and transparent business environment we embed integrity risk prevention and control

throughout the entire process of supplier cooperation strengthening supply chain integrity governance through institutional

constraints and continuous supervision:

Clear policies: We have formulated the Supplier Code of Conduct which sets forth clear requirements for suppliers contractors

and other partners in areas such as anti-unfair competition anti-corruption conflict of interest and compliant marketing.Access control: During supplier admission we incorporate their compliance performance in areas such as anti-corruption and

anti-unfair competition into the evaluation system.Contractual commitment: We require all suppliers to sign the Integrity Agreement which explicitly prohibits any form of

corruption bribery and unfair competition and stipulates measures for dealing with breaches including termination of

cooperation contract cancellation and recovery of liquidated damages.Ongoing communication: During the cooperation period we continuously monitor suppliers’ integrity and compliance

performance and regularly communicate anti-corruption requirements through means such as supplier conferences enhancing

the overall integrity awareness of the supply chain.92 Governance

Integrity Risk Supervision

As the supervisory body for integrity work our Audit and Risk Control Department is responsible for regularly conducting inspections

and audits on potential integrity risks and disciplinary violations that may exist in various areas of operations management and

business processes across functional departments and hospitals. Each year we implement integrity supervision responsibilities and

strengthen integrity supervision through various means such as inspection audits and internal control evaluations thereby ensuring

that potential integrity risks and issues are promptly identified and rectified continuously reinforcing the integrity risk defense line

through regular and long-term supervision mechanisms.In 2025 our Audit and Risk Control Department continued to integrate integrity-related supervision and inspection into audit work

such as financial report audits and internal control system reviews for each hospital thereby strengthening integrity oversight. The

main supervision work included:

Conducting audit inspections on key business processes such as procurement and advertising as well as potential corruption and

bribery matters involving key positions including General Managers Hospital Presidents and heads of procurement departments.Carrying out self-assessments on the implementation and effectiveness of internal controls and commissioning external

institutions to conduct internal control audits.Integrity Culture Building

We continuously promote the building of an integrity culture conducting integrity education communication and training for

directors senior management and employees enhancing awareness of integrity and compliance and strengthening ideological and

moral defenses.In 2025 the main integrity education and training we carried out included:

The Company’s Party Committee conducted a special Party lecture on implementing the spirit of the Central Eight-Point

Regulations for all Party members and organized more than 1000 employees to participate in related thematic learning and

tests.The Audit and Risk Control Department published anti-corruption and anti-bribery requirements through the Company’s

official website and internal platforms and conducted integrity awareness communications for relevant personnel at hospitals

during inspection audits and special inspections.Functional departments and hospitals independently carried out various forms of integrity education and training based on

their actual conditions.Functional departments such as the Procurement Department continuously strengthened regular communication on

anti-corruption anti-bribery and risk prevention and control in their daily departmental meetings.Governance 93

Fair Competition

Integrity freedom and fair competition are the fundamental principles guiding our business operations. We strictly comply with

anti-unfair competition laws and regulations of the country and the regions where we operate actively maintaining a healthy and orderly

market environment.In the Business Conduct Guidelines we explicitly advocate for healthy competition and prohibit all employees from seeking business

opportunities harming the legitimate rights and interests of competitors or disrupting market order through any unfair illegal or

unethical means such as infringing trade secrets or disseminating false information. In 2025 we had no lawsuits or penalties arising from

unfair competition.Tax Compliance

In our business operations we strictly comply with the Corporate Income Tax Law of the People’s Republic of China and the tax laws and

regulations of the countries or regions where we operate adhering to tax transparency and compliance and paying taxes honestly in

accordance with the law. We have formulated and implemented the Tax Policy which sets out the basic principles of tax management and

provides unified standards for our overall tax work.Our headquarters has established a dedicated tax management position and a policy team responsible for coordinating tax risk

management across the Company handling tax practices at the headquarters and providing tax guidance and support to subsidiary

hospitals. In accordance with the relevant processes of the Internal Control Manual we systematically identify assess monitor and

manage tax risks that may arise in our operations. We also continuously monitor tax policy developments in various regions promptly

adjust operational practices and effectively prevent compliance risks.In addition we engage external professional institutions each year to audit our internal control system and the final settlement of

corporate income tax examining the standardization and effectiveness of tax management from an independent third-party perspective

ensuring that tax payments are legal and compliant. We also actively maintain regular communication with tax authorities and relevant

units in various regions ensuring that our tax work responds promptly to policy changes and continuously strengthens the foundation of

tax compliance management.In 2025 we conducted tax training through online platforms to enhance the tax compliance awareness and practical tax capabilities of

relevant personnel. For the full year we paid a total of 22627.73 ten-thousand CNY in taxes and had no major tax violations.Complaint Mechanism and Whistleblower Protection

To maintain our honest operations and sustainable development we have established a comprehensive complaint mechanism providing

convenient and open channels for supervision and feedback for employees partners and the public. We encourage all parties to supervise

our business activities jointly creating a transparent and fair governance environment and laying the foundation for our long-term stable

development.Through the formulation of the Reporting System we specify the acceptance and feedback process the reporting reward mechanism and

protection measures for whistleblowers striving to ensure the effective operation of the complaint mechanism and to genuinely play a role

in supervision and improvement.94 Governance

Complaint Channels

Whistleblowers may report to us through various channels including telephone email letter in-person reporting online

questionnaires and “QR code reporting” either by name or anonymously. We communicate reporting channels to employees

through means such as intranet pop-ups and provide guidance during inspection audits. For suppliers we also specify reporting

channels in the Integrity Agreement.Complaint hotline: 0592-2109380

Complaint email: sjzx@huaxiaeye.com

Company official website anti-corruption reporting section:

https://www.huaxiaeye.com/Readme/index.html

Mailing address: Audit Department 16th Floor Building 2 No. 999 Wutongxi Road Huli District Xiamen City

Complaint Handling Procedure

Our Audit and Risk Control Department has established a Reporting Center responsible for accepting complaints and reports

within the Company. The Reporting Center conducts a preliminary review of received complaints and reports according to

prescribed procedures. Those requiring further investigation will be handled in accordance with Company regulations and the

handling results will be promptly communicated to the whistleblower. If the whistleblower disagrees with the handling result they

may provide comments or suggestions and the Audit and Risk Control Department will conduct supplementary investigations or

re-process the matter as appropriate. For important reporting incidents the Audit and Risk Control Department will report the

investigation and handling results to the Company’s Audit Committee and Board of Directors.In addition we have established a reporting reward mechanism. For reported matters that are verified and result in appropriate

punishment of violators and that recover or reduce losses for the Company or its hospitals rewards will be given to the

whistleblower in accordance with the Reporting System.Whistleblower Protection

To effectively protect the legitimate rights and interests of whistleblowers we have formulated and implemented special

protection measures：

Support whistleblowers in reporting complaints anonymously.Strictly implement the reporting confidentiality system maintaining confidentiality when verifying information with

whistleblowers keeping confidential the whistleblower’s name work unit and other relevant information as well as the

content of the complaint. Reporting materials will be managed as confidential documents and are strictly prohibited from

being forwarded to the reported unit or person.Strictly prohibit any form of retaliation. Personnel who violate confidentiality provisions or engage in retaliation will be

seriously dealt with in accordance with relevant regulations and if a crime is constituted they will be transferred to judicial

authorities for legal handling.Data Overview 9051

Data Overv iew

Metrics Unit 2023 2024 2025

GHG Emissions

Scope 1 – Direct

GHG emissions1 1414.98 1821.67 1774.29

Scope 2 – Indirect GHG

emissions from purchased 18690.29 21332.17 22586.44

energy (market-based)2

Scope 2 – Indirect GHG tCO?e

emissions from purchased 18690.29 21332.17 22649.11

energy (location-based)

Total GHG emissions

(market-based) 20105.27 23153.84 24360.73

Total GHG emissions 20105.27 23153.84 24423.40

(location-based)

GHG Emission intensity tCO?e / hundred-million CNY of operating revenue 500.98 574.96 588.54

Energy Consumption3

Electricity consumption 32772733.13 39754330.42 42685854.05

kWh

Including: photovoltaic

electricity consumption / / 118117.00

Natural gas consumption m3 18400 36418.71 33677.00

Gasoline consumption 424892.63 568248.18 495161.08

Litre

Diesel consumption 154299.93 205173.36 217031.35

Steam consumption Ton 0 0 0

Comprehensive energy Tonnes of coal equivalent 4701.98 5801.72 6094.71

consumption

Comprehensive energy tCO?e / hundred-million

consumption intensity CNY of operating revenue 117.16 144.07 147.25

Water Resources4

Water withdrawal m3 338517.48 390954.73 413152.33

1 The decrease in our direct GHG emissions in 2025 compared with the same period last year was mainly due to our promotion of a green and low-carbon

energy structure transition alongside business expansion the gradual replacement of our gasoline-powered official vehicles with new energy vehicles and the

implementation of an “electricity instead of gas” energy substitution project which effectively reduced natural gas consumption.

2 The increase in our indirect GHG emissions in 2025 compared with the same period last year was mainly due to the addition of eight companies including

Beijing Huaxia Minzhong Eye Hospital Co. Ltd. to our consolidation scope during the reporting period.

3 The increase in our total energy consumption in 2025 compared with the same period last year was mainly due to the addition of eight companies including

Beijing Huaxia Minzhong Eye Hospital Co. Ltd. to our consolidation scope during the reporting period.

4 The increase in our water intake in 2025 compared with the same period last year was mainly due to the addition of eight companies including Beijing Huaxia

Minzhong Eye Hospital Co. Ltd. to our consolidation scope during the reporting period.Environmental96 Data Overview

Metrics Unit 2023 2024 2025

Waste5

Hazardous waste generated / 197.36 226.88

Including: quantity of infectious

solid waste generated / 184.22 213.93

Including: quantity of sharps

solid waste generated / 13.14 12.95

Transfer and disposal volume of Ton

hazardous waste 186.19 197.11 225.23

Including: quantity of infectious

solid waste transferred and 172.96 184.07 212.29

disposed

Including: quantity of sharps solid

waste transferred and disposed 13.23 13.04 12.94

General Waste Generation 2135.30 1156.54 1341.26

Environmental Compliance Management

Annual Number of

Environmental Emergency Drills Times / 7 8

Employee Composition6

Total employees 7613 7883 8200

Including: Full-time employee / 7112 7402

Person

Non-employee workers7 / 771 798

Part-time employee 730 213 118

Employee Composition by Gender

Male 2149 2084 2190

Person

Female 5464 5799 6010

Employee Composition by Age

Under 30 2779 2687 2552

Between 31-40 2638 2836 3054

Person

Between 41-50 1237 1384 1539

Over 51 959 976 1055

5The increase in our general waste and hazardous waste generation in 2025 compared with the same period last year was mainly due to the addition of eight

companies including Beijing Huaxia Minzhong Eye Hospital Co. Ltd. to our consolidation scope during the reporting period.

6The statistical scope of our employee-related data in 2025 includes eight newly added companies such as Beijing Huaxia Minzhong Eye Hospital Co. Ltd.

7Non-employee workers include individuals who have signed training agreements labor service contracts labor service agreements or reemployment

contracts after retirement.Employment EnvironmentalData Overview 97

Metrics Unit 2023 2024 2025

Employee Composition by Education8

Higher education 5933 6344 6806

Person

Non-higher education 1680 1539 1394

Employee Composition by Nationality

China / 7881 8200

Person

Others / 2 0

Employee Composition by Function

Administrative employee 1383 1785 1489

Medical services employee 2301 2264 2559

Nursing & services employee 3470 3437 3747

Maintenance employee 459 397 405

Person

Female administrative 968 1298 1056

employee

Female medical services 1571 1524 1753

employee

Female nursing & services 2794 2829 3057

employee

Female maintenance

employee 131 148 144

Employee from the Province

Number of employees from Person

the province / 6845 7041

Proportion of employees

from the province % / 86.83 85.87

Number of female

employees from the province Person / 5073 5220

Proportion of female

employees from the province % / 87.48 86.86

Management Composition by Gender

Grassroots cadres 220 218 248

Person

Female grassroots cadres 136 158 180

8Higher education includes associate degree education undergraduate education and graduate education.

Employment98 Data Overview

Metrics Unit 2023 2024 2025

Management Composition by Gender

Proportion of female

grassroots cadres % 61.82 72.48 72.58

Management9 1428 1452 1544

Male management Person 607 580 621

Female management 821 872 923

Proportion of female %

management 57.49 60.06 59.78

Senior management

personnel 6 6 6

Person

Female senior

management personnel 1 1 1

Proportion of female senior

management personnel % 16.67 16.67 16.67

Number of local senior

management Person 4 4 4

Proportion of local senior

management % 66.67 66.67 66.67

Number of female local

senior management Person 1 1 1

Proportion of female local

senior management % 100.00 100.00 100.00

Labor Contract Signing

Labor contract signing rate % 100.00 100.00 100.00

Employment of Disabled Individuals

Number of disabled Person 31 52 59

employees hired

Proportion of disabled

employees hired % 0.41 0.66 0.72

Employee Training

Total number of Person

employees trained / 7883 8200

Employee training

coverage rate % 100.00 100.00 100.00

Total number of employee

training sessions Times / 7247 8616

Total training participants Participant / 296760 314945

9Management refers to middle and senior-level personnel within the company.

EmploymentData Overview 99

Metrics Unit 2023 2024 2025

Employee Training

Total employee training

hours 296653 327412 349043

Hour

Average training hours per

employee / 41.53 42.57

Employee Performance10

Number of administrative employees

undergoing regular performance and / 1345 1083

career development assessments

Number of medical services employees

undergoing regular performance and / 48 899

career development assessments

Number of nursing & services employee

undergoing regular performance and / 709 2606

career development assessments

Number of maintenance employees Person

undergoing regular performance and / 0 25

career development assessments

Number of female employees

undergoing regular performance and / 1093 3476

career development assessments

Number of male employees undergoing

regular performance and career / 1009 1137

development assessments

Number of employees undergoing

regular performance and career / 2102 4613

development assessments

Proportion of employees undergoing

regular performance and career % / 26.66 56.26

development assessments

Freedom of Association and Collective Bargaining

Total number of employees

in trade union Person / 1865 4230

Proportion of employees covered

by collective agreements % / 23.66 51.59

Employee Welfare and Benefits

Total paid parental leave (as / 843 993

primary caregiver) Day

Employment management non-compliance incidents

Total monetary loss incurred

due to penalties for violations of Ten-thousand RMB / 0 0

labor-related laws and

Security Practice

Number of security personnel

trained in human rights policies / 90 94

or procedures

Person

Number of security personnel

employed by the company / 90 94

Proportion of security personnel

trained in human rights policies % / 100.00 100.00

or procedures

10 Our employee performance statistics cover the employees of entities that adopt a unified assessment model.

Employment100 Data Overview

Metrics Unit 2023 2024 2025

Information Security and Customer Privacy Infringement Incidents

Number of information

security incidents 0 0 0

Item

Number of customer privacy

infringement incidents / 0 0

Intellectual Property

Number of new patent

applications 40 61 73

Number of new patents

granted 39 62 35

Number of new software Item

copyright registrations / 14 11

Number of patents held as

of the end of 2025 124 192 219

Number of registered software

copyrights held as of the end of 2025 161 175 186

Number of intellectual property

infringement incidents against Item

others 0 0 0

Product Quality

Qualification rate of outpatient

prescriptions 96 96 96

Qualification rate of inpatient

medical orders 98 98 98

%

Utilization rate of antimicrobial

drugs in inpatients 10 4 5

Prophylactic antibiotic utilization

rate for clean surgeries 7 8 3

Complaint Acceptance and Resolution

Total number of complaint cases Case / 1464 1335

received

Complaint resolution rate % / 100.00 100.00

Customer Satisfaction

Customer satisfaction rate % / 95.80 95.75

Supplier Management

Number of non-affiliated

suppliers 101 108 124

Unit

Including: Number of suppliers

located in the same province as / 12 14

the company

MarketData Overview 101

Metrics Unit 2023 2024 2025

Supplier Management

Number of key suppliers / 66 67

Number of new suppliers

admitted in the year 3 8 14

Total number of suppliers that

passed desktop assessments / 108 124

Total number of suppliers that

passed on-site audits / 3 2

Number of suppliers audited in

the year 76 108 124Unit

Total number of key suppliers

assessed / 66 67

Number of suppliers assessed

with significant actual or / 0 0

potential negative impacts

Number of suppliers with significant

actual or potential negative impacts that / 0 0

were terminated

Number of suppliers that

completed improvements after / 0 0

assessment

Number of potential suppliers eliminated

in 2025 due to non-compliance with

social responsibility requirements / 0 0

Supplier Training

Number of suppliers

participating in ESG training Unit 15 40 51

Total number of participants in

supplier ESG training Participant 75 132 142

Total training hours of supplier

ESG training Hour 8 20 26

Proportion of male employees

among suppliers participating in 55 60 43

ESG training

Proportion of female employees

among suppliers participating in 45 40 57

ESG training

Proportion of senior

management among suppliers % 10 70 65

participating in ESG training

Proportion of middle

management among suppliers 70 20 25

participating in ESG training

Proportion of general employees

among suppliers participating in 20 10 10

ESG training

Supplier Risk Assessment

Number of suppliers at risk of

violating freedom of association 0 0 0

and collective bargaining rights

Unit

Number of suppliers at

significant risk of child labor 0 0 0

incidents

Market102 Data Overview

Metrics Unit 2023 2024 2025

Supplier Risk Assessment

Number of suppliers at

significant risk of forced or Unit

compulsory labor incidents 0 0 0

Safety Training

Total participants in

occupational health and Participant 6674 9882 11599

safety training

Number of safety training

sessions Times 238 243 289

Number of safety emergency

drills Times 154 173 213

Number of attendees for

safety emergency drills Participant 5476 7354 6151

Work Safety Accident

Extra-major accident 0 0 0

Major accident 0 0 0

Serious accident Case 0 0 0

General accident 0 0 0

Number of work-related

injury incidents 0 0 0

Occupational Health

Occupational injuries 0 0 0

Person

Occupational fatalities 0 0 0

Occupational fatality rate % 0 0 0

External donations

Total social contributions 171572.61 177085.74 191307.42

Including: Total tax payment Ten-thousand CNY 26330.83 25836.94 22627.73

Employee compensation 117754.05 131180.35 133737.27

Social Contributions Occupational Health and Safety MarketData Overview 103

Metrics Unit 2023 2024 2025

External donations

Dividends paid to shareholders 16096.10 12477.05 30769.03

Interests paid to creditors Ten-thousand CNY 51.61 40.90 291.83

Social donations 11340.02 7550.50 3881.56

Business Ethics Violations

Conflict of interest incidents 0 0 0

Lawsuits resulting from

commercial bribery and 0 0 0

corruption Item

Money laundering or insider

trading incidents / 0 0

Lawsuits or administrative

penalties resulting from unfair 0 0 0

competition incidents

Tax-related Violations

Number of tax-related violation

incidents Item 0 0 0

Governance Social Contributions104 The Guidelines No. 17 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies

- Sustainability Report (Trial) Index

The Guidelines No. 17 of Shenzhen Stock

Exchange for the Self-Regulation of Listed

Companies - Sustainability Report (Trial) Index

Topic Clause Location

Chapter III Environmental Disclosure

Climate Response Article 21-28 Climate Response

Pollutant Discharge Article 30 Pollutant Discharge

Waste Disposal Article 31 Waste Disposal

Ecosystem and Biodiversity Protection Article 32 Ecosystem and Biodiversity Protection

Environmental Compliance Management Article 33 Environmental Compliance Management

Energy Utilization Article 35 Energy Utilization

Water Resources Utilization Article 36 Water Resource Utilization

Circular Economy Article 37 Circular Economy

Chapter IV Social Disclosure

Rural Revitalization Article 39 Rural Revitalization

Social Contributions Article 40 Social Contributions

Innovation Article 42 Innovation-driven Development

Ethics of Science and Technology Article 43 Ethics of Science and Technology

Supply Chain Security Article 45 Supply Chain Security

Equal Treatment of SMEs Article 46 Equal Treatment of SMEs

Product and Service Safety and Quality Article 47 Product and Service Safety and Quality

Data Security and Customer Privacy Article 48 Data Security and Customer Privacy

Employees Article 50 EmployeesThe Guidelines No. 17 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies 105

- Sustainability Report (Trial) Index

Topic Clause Location

Chapter V Disclosure of Corporate Sustainability-Related Governance Information

Management of Material Matters

Due Diligence Article 52 Climate-Related Risks Opportunities

and Financial Impacts

Supply Chain Security

Stakeholder Engagement Article 53 Stakeholder Engagement

Anti-Commercial Bribery and Anti-Corruption Article 55 Anti-Corruption

and Anti-Commercial Bribery

Fair Competition Article 56 Fair Competition106 SASB Index

SASB Index

SASB Topics Accounting Metrics Location

HC-DY-130a.1：

(1) Total energy consumed Energy Utilization

Energy Management

(2) percentage grid electricity and Data Overview

(3) percentage renewable

HC-DY-150a.1：

Total amount of medical waste:

Waste Disposal

percentage (a) incinerated

Data Overview

(b) recycled or treated

and (c) landfilled

Waste Management

HC-DY-150a.2:

Total amount of: (1) hazardous and Waste Disposal

(2) non-hazardous pharmaceutical waste percentage

(a) incinerated (b) recycled or treated and (c) landfilled Data Overview

HC-DY-230a.2：

Description of policies and practices to secure customers’ Data Security

personal health data records and other personal data and Customer Privacy

HC-DY-230a.3：

Patient Privacy & Electronic (1) Number of data breaches Data Security and Customer

(2) percentage involving (a) personal data only and (b)

Health Records Privacypersonal health data

Data Overview

(3) number of customers affected in each category

(a) personal data only and (b) personal health data

HC-DY-230a.4： Data Security

Total amount of monetary losses as a result of legal

proceedings associated with data security and privacy and Customer Privacy

HC-DY-240a.1：

Access for Low-Income Patients Discussion of strategy to manage the mix of patient Not covered in this report

insurance status

HC-DY-250a.2：

Quality of Care & Patient Satisfaction Not covered in this report

Number of serious reportable eventsSASB Index 107

SASB Topics Accounting Metrics Location

HC-DY-250a.3：

Quality of Care & Patient Satisfaction Hospital-acquired condition rates per hospital Not covered in this report

HC-DY-260a.1：

Management of Controlled Substances Description of policies and practices to manage the number Data Overview

of prescriptions issued for controlled substances

HC-DY-270a.1：

Description of policies or initiatives to ensure that patients are Product and Service

adequately informed about price before undergoing a procedure Quality and Safety

HC-DY-270a.2：

Pricing & Billing Transparency Product and Service Discussion of how pricing information for services is made Quality and Safety

publicly available

HC-DY-270a.3：

Number of the entity’s 25 most common services for which pricing We did not collect relent data

information is publicly available percentage of total services performed (by during this reporting period

volume) that these represent

HC-DY-320a.1：

Workforce Health & Safety Total recordable incident rate (TRIR) for (a) direct employees Data Overview

and (b) contract employees

HC-DY-330a.1：

(1) Voluntary and (2) involuntary turnover rate for: (a)

Employee physicians (b) non physician health care practitioners and (c) Data Overview

Recruitment all other employees

Development & Retention

HC-DY-330a.2：

Description of talent recruitment and retention efforts for Talent Development

health care practitioners

HC-DY-450a.1：

Description of policies and practices to address: (1) the physical risks

Climate Change Impacts on because of an increased frequency and intensity of extreme weather Climate-Related Risks

Human Health & Infrastructure events Opportunities and Financial (2) changes in the morbidityand mortality rates of illnesses and diseases Impacts

associated with climate change and (3) emergency preparedness and

response

HC-DY-510a.1：

Fraud & Unnecessary Procedures Total amount of monetary losses as a result of legal proceedings Not covered in this report

associated with medical fraud108 ESRS Index

ESRS Index

European sustainability reporting standards (ESRS) Location/omission

ESRS 2 General Disclosures

BP-1 General basis for the preparation of sustainability statements About This Report

BP-2 Disclosures in relation to specific circumstances Not covered in this report

GOV-1 The role of the administrative management and supervisory bodies Governance Structure and Mecha-nism

Information provided to and sustainability matters addressed by the undertaking’s Governance Structure and GOV-2 Mechanismadministrative management and supervisory bodies Risk Management and Compliance

GOV-3 Integration of sustainability-related performance in incentive schemes Governance Structure and Mechanism

Management of Material Matters

GOV-4 Statement on due diligence Climate-Related Risks Opportunities and Financial Impacts

Supply Chain Security

Risk Management and Compliance

GOV-5 Risk management and internal controls over sustainability reporting Climate-Related Risks Opportunities

and Financial Impacts

About Us

Corporate Strategy

SBM-1 Strategy business model and value chain Supply Chain Security

Product and Service Quality and

Safety

SBM-2 Interests and views of stakeholders Stakeholder Engagement

Management of Material Matters

Material impacts risks and opportunities and their interaction with strategy Risk Management and Compliance

SBM-3 and business model Climate-Related Risks Opportunities

and Financial Impacts

IRO-1 Description of the processes to identify and assess material impacts risks and opportunities Management of Material MattersRisk Management and Compliance

About Us

IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement Management of Material Matters

Index

ESRS E1 Climate change

E1-1 Transition plan for climate change mitigation Climate Response

E1-2 Policies related to climate change mitigation and adaptation Climate Response

E1-3 Actions and resources in relation to climate change policies Climate ResponseCircular Economy

E1-4 Targets related to climate change mitigation and adaptation Corporate Strategy

Energy Utilization

E1-5 Energy consumption and mix Data OverviewESRS Index 109

European sustainability reporting standards (ESRS) Location/omission

ESRS E1 Climate change

GHG Emissions

E1-6 Gross Scopes 1 2 3 and Total GHG emissions Management

Data Overview

E1-7 GHG removals and GHG mitigation projects financed through carbon credits Not covered in this report

E1-8 Internal carbon pricing Not covered in this report

E1-9 Anticipated financial effects from material physical and transition risks

Climate-Related Risks

Opportunities and Financial Impacts

and potential climate-related opportunities Management of Material Matters

ESRS E2 Pollution

E2-1 Policies related to pollution Pollutant Discharge

E2-2 Actions and resources related to pollution Pollutant Discharge

E2-3 Targets related to pollution Environmental

Pollutant Discharge

E2-4 Pollution of air water and soil

Waste Disposal

Pollutant Discharge

E2-5 Substances of concern and substances of very high concern Waste Disposal

Circular Economy

E2-6 Anticipated financial effects from pollution-related impacts risks and opportunities Not covered in this report

ESRS E3 Water and marine resources

E3-1 Policies related to water and marine resources Water Resources Utilization

E3-2 Actions and resources related to water and marine resources Water Resources Utilization

E3-3 Targets related to water and marine resources Environmental

E3-4 Water consumption Data Overview

E3-5 Anticipated financial effects from water and marine resources-related impacts risks and opportunities Not covered in this report

ESRS E4 Biodiversity and ecosystems

E4-1 Transition plan and consideration of biodiversity and ecosystems in strategy and business model Not covered in this report

E4-2 Policies related to biodiversity and ecosystems Ecosystem and Biodiversity Protection

E4-3 Actions and resources related to biodiversity and ecosystems Ecosystem and Biodiversity Protection

E4-4 Targets related to biodiversity and ecosystems Environmental

E4-5 Impact metrics related to biodiversity and ecosystems change Not covered in this report

E4-6 Anticipated financial effects from biodiversity and ecosystem-related risks and opportunities Not covered in this report

ESRS E5 Resource use and circular economy

E5-1 Policies related to resource use and circular economy Circular Economy

E5-2 Actions and resources related to resource use and circular economy Circular Economy

E5-3 Targets related to resource use and circular economy Not covered in this report

E5-4 Resource inflows Circular Economy

E5-5 Resource outflows Circular Economy110 ESRS Index

European sustainability reporting standards (ESRS) Location/omission

ESRS E5 Resource use and circular economy

E5-6 Anticipated financial effects from resource use and circular economy-related impacts risks and opportunities Not covered in this report

ESRS S1 Own workforce

S1-1 Policies related to own workforce Employees

S1-2 Processes for engaging with own workforce and workers’ representatives about impacts Employee Communication

Human Rights Protection

S1-3 Processes to remediate negative impacts and channels for own workforce to raise concerns

Employee Communication

Taking action on material impacts on own workforce and approaches to managing material

S1-4 risks and pursuing material opportunities related to own workforce and effectiveness Employees

of those actions

S1-5 Targets related to managing material negative impacts advancing positive impacts and managing material risks and opportunities Employees

Equal Employment

S1-6 Characteristics of the undertaking’s employees Data Overview

Equal Employment

S1-7 Characteristics of non-employees in the undertaking’s own workforce Data Overview

S1-8 Collective bargaining coverage and social dialogue Employee Communication

Equal Employment

S1-9 Diversity metrics Data Overview

S1-10 Adequate Wages Employee Compensation and Benefits

S1-11 Social protection Employee Compensation and Benefits

S1-12 Persons with disabilities Data Overview

S1-13 Training and skills development metrics Talent Development

S1-14 Health and safety metrics Data Overview

S1-15 Work-life balance metrics Data Overview

S1-16 Remuneration metrics (pay gap and total remuneration) Not covered in this report

S1-17 Incidents complaints and severe human rights impacts Human Rights Protection

ESRS S2 Workers in the value chain

S2-1 Policies related to value chain workers Supply Chain Security

S2-2 Processes for engaging with value chain workers about impacts Supply Chain Security

Supply Chain Security

S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns Stakeholder Engagement

Taking action on material impacts on value chain workers and approaches to managing

S2-4 material risks and pursuing material opportunities related to value chain workers and Supply Chain Security

effectiveness of those action

S2-5 Targets related to managing material negative impacts advancing positive impacts and Suppliers and Clientsmanaging material risks and opportunities

ESRS S3 Affected communities

S3-1 Policies related to affected communities Social Contributions

S3-2 Processes for engaging with affected communities about impacts Social Contributions

Processes to remediate negative impacts and channels for Social Contributions

S3-3

affected communities to raise concerns Stakeholder EngagementESRS Index 111

European sustainability reporting standards (ESRS) Location/omission

ESRS S3 Affected communities

Taking action on material impacts on affected communities and approaches to managing

S3-4 material risks and pursuing material opportunities related to affected communities and Social Contributions

effectiveness of those actions

S3-5 Targets related to managing material negative impacts advancing positive impacts and managing material risks and opportunities Social Contributions

ESRS S4 Consumers and end-users

Supply Chain Security

S4-1 Policies related to consumers and end-users Product and Service Quality and Safety

Data Security and Customer Privacy

Supply Chain Security

S4-2 Processes for engaging with consumers and end-users about impacts

Product and Service Quality

and Safety

Data Security and Customer Privacy

Processes to remediate negative impacts and channels for consumers and end-users to raise Product and Service Quality and S4-3 concerns SafetyData Security and Customer Privacy

Taking action on material impacts on consumers and end-users and approaches to managing Product and Service Quality and

S4-4 material risks and pursuing material opportunities related to consumers and end-users and Safety

effectiveness of those actions Data Security and Customer Privacy

S4-5 Targets related to managing material negative impacts advancing positive impacts and managing material risks and opportunities Suppliers and Clients

ESRS G1 Business Conduct

G1-1 Business conduct policies and corporate culture Business Practices

G1-2 Supply Chain SecurityManagement of relationships with suppliers Equal Treatment of SMEs

Anti-Corruption and

G1-3 Prevention and detection of corruption and bribery Anti-Commercial BriberyComplaint Mechanism and

Whistleblower Protection

Anti-Corruption and

G1-4 Incidents of corruption or bribery Anti-Commercial Bribery

Data Overview

G1-5 Political influence and lobbying activities Not covered in this report

G1-6 Payment practices Equal Treatment of SMEs112 ISDS Index

ISDS Index

IFRS S1

Core Elements DisclosureDisclosure Recommendations Placement

a）The governance body(s) (which can include aboard committee or Governance Structure and

equivalent body charged with governance) or individual(s) responsible for MechanismRisk Management and

oversight of sustainability-related risks and opportunities. Compliance

Governance

b）Management’s role in the governance processes controls and procedures Governance Structure and Mechanism

used to monitor manage and oversee sustainability-related risks and Risk Management and

opportunities. Compliance

a）The sustainability-related risks and opportunities that could reasonably be Management of Material Matters

expected to affect the entity’s prospects within the time horizons—short Climate-Related Risks

medium or long term. Opportunities and Financial Impacts

b）The current and anticipated effects of sustainability-related risks and Management of Material Matters

opportunities on the entity’s business model and value chain and where in the Climate-Related Risks

entity’s business model and value chain sustainability-related risks and Opportunities and Financial

opportunities are concentrated Impacts

c）How the entity has responded to and plans to respond to

sustainability-related risks and opportunities in its strategy and decision-making Management of Material Matters

and the progress against plans the entity has disclosed in previous reporting Climate-Related Risks

periods including quantitative and qualitative information and trade-offs Opportunities and Financial

Strategy Impactsbetween sustainability-related risks and opportunities that the entity considered.d）The quantitative and qualitative effects of sustainability-related risks and

opportunities on the entity’s financial position financial performance and cash

flows for the reporting period and the sustainability-related risks and

opportunities identified for which there is a significant risk of a material Management of Material Matters

adjustment within the next annual reporting period to the carrying amounts of Climate-Related Risks

assets and liabilities reported in the related financial statements and how the Opportunities and Financial

entity expects its financial position financial performance and cash flows to Impacts

change over the short medium and long term given its strategy to manage

sustainability-related risks and opportunities.Management of Material Matters

e）The resilience of the entity’s strategy and its business model to those

sustainability-related risks Climate-Related Risks

Opportunities and Financial Impacts

a）The processes and related policies the entity uses to identify assess prioritize

and monitor sustainability-related risks including information about: the inputs Management of Material Matters

and parameters the entity uses，whether and how the entity uses scenario Climate-Related Risksanalysis to inform its identification of sustainability-related risks whether and Opportunities and Financial Impacts

how the entity prioritizes sustainability-related risks how the entity assesses the Risk Management and Compliance

nature likelihood and magnitude of the effects of those risks.Risk Management b）The processes the entity uses to identify assess prioritize and monitor Management of Material Matters

sustainability-related opportunities including: whether and how the entity uses Climate-Related Risks

scenario analysis to inform its identification of sustainability-related opportunities. Opportunities and Financial Impacts

c）The extent to which and how the processes the entity uses to identify Climate-Related Risks

assess prioritize and monitor sustainability-related risks and opportunities are Opportunities and Financial Impacts

integrated into and inform the entity’s overall risk management process. Risk Management and Compliance

Environmental

a）Metrics required by an applicable IFRS Sustainability Disclosure Social

Standard. Governance

b）Metrics the entity uses to measure and monitor sustainability-related Environmental

Metrics and targets risks or opportunities and its performance in relation to that Socialsustainability-related risk or opportunity. Governance

c）Any targets the entity has set it is required to meet by law or Environmental

regulation. Social

GovernanceISDS Index 113

IFRS S2

Core Elements DisclosureDisclosure Recommendations Placement

Governance Structure and

a）The governance body(s) (which can include a board committee or Mechanism

equivalent body charged with governance) or individual(s) responsible for Risk Management and Compliance

Governance oversight of climate-related risks and opportunities.b）Management’s role in the governance processes controls and procedures Governance Structure and

used to monitor manage and oversee climate-related risks and opportunities. Mechanism

Risk Management and Compliance

a）The climate-related risks and opportunities that could reasonably be

expected to affect the entity’s prospects within time horizons—short medium Management of Material Matters

or long term whether the entity considers the risk to be a climate-related Climate-Related Risks Opportunities

physical risk or climate-related transition risk. and Financial Impacts

b）The current and anticipated effects of climate-related risks and

opportunities on the entity’s business model and value chain and where in the Management of Material Matters

entity’s business model and value chain climate-related risks and opportunities Climate-Related Risks Opportunities

are concentrated. and Financial Impacts

c）Information about how the entity has responded to and plans to respond

to climate-related risks and opportunities in its strategy and decision-making Management of Material Matters

including how the entity sets targets how the entity is resourcing and Climate-Related Risks Opportunities

quantitative and qualitative information about the disclosed progress of plans. and Financial Impacts

d）The quantitative and qualitative effects of those climate-related risks and

opportunities on the entity’s financial position financial performance and cash

Strategy flows for the reporting period the climate-related risks and opportunities

identified in paragraph 16(a) for which there is a significant risk of a material Management of Material Matters

adjustment within the next annual reporting period to the carrying amounts Climate-Related Risks Opportunities

of assets and liabilities reported in the related financial statements and how and Financial Impacts

the entity expects its financial position financial performance and cash flows

to change over the short medium and long term given its strategy to

manage climate-related risks and opportunities.e）The entity’s assessment of its climate resilience including the entity’s

assessment for its strategy and business model the significant areas of

uncertainty considered in the entity’s assessment of its climate resilience and

the entity’s capacity to adjust or adapt its strategy and business model to Management of Material Matters

climate change over the short medium and long term. The entity shall use Climate-Related Risks Opportunities

climate-related scenario analysis to assess its climate resilience and disclose and Financial Impacts

how and when the climate-related scenario analysis was carried out

including information about the inputs the entity used the key assumptions

the entity made in the analysis and the reporting period in which the

climate-related scenario analysis was carried out.a）The processes and related policies the entity uses to identify assess

prioritize and monitor climate-related risks including information about: the

inputs and parameters the entity uses whether and how the entity uses Management of Material Matters

climate-related scenario analysis to inform its identification of climate-related Climate-Related Risks Opportunities

risks whether and how the entity prioritizes climate-related risks how the and Financial Impacts

entity assesses the nature likelihood and magnitude of the effects of those Risk Management and Compliance

risks.Risk Management b）The processes the entity uses to identify assess prioritize and monitor

climate-related opportunities including information about whether and how Management of Material Matters

the entity uses climate-related scenario analysis to inform its identification of Climate-Related Risks Opportunities

climate-related opportunities. and Financial Impacts

c）The extent to which and how the processes for identifying assessing Climate-Related Risks Opportunities

prioritizing and monitoring climate-related risks and opportunities are and Financial Impacts

integrated into and inform the entity’s overall risk management process. Risk Management and Compliance

a）The cross-industry metric categories of greenhouse gas emissions

internal carbon prices the percentage of executive management

remuneration recognized in the current period that is linked to

climate-related considerations capital deployment towards climate-related GHG Emissions Management

risks and opportunities the amount and percentage of assets or business

activities vulnerable to climate-related risks and opportunities.Metrics and targets b）Industry-based metrics that are associated with one or more particular

business models activities or other common features that characterize GHG Emissions Management

participation in an industry

c）The quantitative and qualitative climate-related targets the entity has set Environmental

or it is required to meet by law or regulation progress towards reaching the Social

target information about its performance and each greenhouse gas Governance

emissions target.114 Independent Assurance Statement

Independent Assurance StatementIndependent Assurance Statement 115116 Independent Assurance StatementIndependent Assurance Statement 117118 Independent Assurance StatementIndependent Assurance Statement 119120 Independent Assurance StatementIndependent Assurance Statement 121122 Independent Assurance StatementIndependent Assurance Statement 121122 Independent Assurance StatementNo. 999 Wutong West Road Huli District Xiamen City

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