Orinko Advanced Plastics Co., Ltd.
Environmental, Social and
Corporate Governance (ESG) Report
Contents 01
CONTENTS 01 02 03 04
Sustainable Development Making Innovations, Empowering Maintaining Steady Growth, Ensuring Integrity and Transparency,
Management Industrial Development Upholding Value Creation Practising Normative Governance
ESG Strategy 12 R&D Innovation 20 Product Quality and Safety 29 Governance System of the Listed Company 39
ESG Governance 15 Green Products and Solutions 24 Supply Chain Management 33 Internal Audit 42
Communication with Stakeholders 16 Intellectual Property Protection 26 Customer Service 36 Business Ethics 43
Evaluation of Materiality Issues 17 Information Security 45
Digital Construction 47
Low-Carbon Transition, Protecting Environment, Putting People First, Building Embracing Diversity and Shared Growth,
About the Report 02 Reshaping Industry Ecosystems Building a Green Home Together a Defense Line to Ensure Safety Ful?lling Corporate Responsibility
Message from Chairperson 03
Strategic Carbon Neutrality Action 50 Environmental Managemen 60 Workplace Safety Management 66 Protection of Employees' Rights and Interests 72
About Orinko 04
Response to Climate Change 54 Energy Management 61 Dual Prevention Mechanism 68 Human Resources Management 73
Circular Development 58 Water Resource Management 63 Occupational Health & Safety 69 Employee Development and Training System 75
Pollution and Emissions Management 64 Employee Promotion and Career Development 77
Employee Care 78
Public Welfare and Charity 79
Appendix 80
About the Report 02
About the Report
Overview of the Report Sources of Information
This Report is the second environmental, social and corporate governance (ESG) The information in the Report is sourced from internal statistical statements, compa-
report released by Orinko Advanced Plastics Co., Ltd. (hereinafter referred to as ny documents, stakeholder surveys and interviews of Orinko.
"Orinko", "the Company" or "we"), aiming to disclose the Company's management,
actions and performance on ESG issues to its stakeholders.
References for Report Preparation
Organizational Scope of the Report
The Report is prepared in accordance with the Self-Regulatory Guidelines No. 14 for
The headquarters and its branch o?ces and subsidiaries of Orinko Advanced Plas- Companies Listed on Shanghai Stock Exchange—Sustainability Report (For Trial
tics Co., Ltd. Implementation), the Self-Regulatory Guide No. 4 for Companies Listed on Shanghai
Stock Exchange—Sustainability Report Preparation, the Self-Regulatory Guide No. 13
for Companies Listed on SSE STAR Market—Sustainability Report Preparation, and
UN SDGs, and also taking into account the actual situations of Orinko Advanced
Time Range of the Report Plastics Co., Ltd. at the present stage.
The Report covers the period from January 1 to December 31, 2024. To enhance the
comparability and continuity of the contents, part of the contents may trace back to
previous years where appropriate. Disclaimer
The Report contains predictive statements. Except for historical facts, any events and
Release Cycle of the Report statements that may or will occur in the future (including but not limited to premis-
es, objectives, estimates or business plans) shall be regarded as predictive state-
The Report is released annually in parallel with the Company's annual report. The ments. However, the future development of the facts or the trends may di?er from
speci?c time is subject to the o?cial announcement of the Company in the year. the statements due to external variables.
About the Report 03
Message from Chairperson
The year 2024 marked a pivotal juncture where the sustainability concept was continued to re?ne the talent training system, established a Painting a blueprint for sustainable development with Li Jianyi
further integrated in global economic and social development. For Orinko, it's whole-lifecycle mechanism for selecting, cultivating, using and a global vision and ful?lling our new responsibilities as
also a crucial year where the Company honoured prede?ned ESG strategies retaining talents, and helped employees achieve both career values a Chinese enterprise Chairperson
and forged ahead towards sustainable development. In the face of unprece- and personal growth. Meanwhile, we actively engaged in charitable
dented changes and accelerated advancement towards the "carbon peaking activities, and practiced our responsibilities as a corporate citizen Globally, ESG development is moving from a stage of concept advo-
and neutrality" goals, we ?rmly believe that ESG is not only a "ballast" for through student aid, assistance and community care initiatives, to cacy to one of implementation. Chinese enterprises are engaging in
make our achievements in development bene?t more groups. global sustainability governance with a most positive stance.
enterprises to tackle the challenges, but also a "compass" guiding high-quality
development. Upholding a global vision of "serving the world with new materials",
Conquering sustainable development challenges Orinko remains committed to its responsibilities during the process
through innovations and pioneering a new path for of internationalization.
Charting the course for ESG development with a strategic vision
industry transformation
and building a new paradigm for sustainable development On one hand, we actively aligned with international ESG standards,
As a strategic emerging industry in China, new materials represent and re?ned our management system and information disclosure
As an explorer and practitioner in the new materials industry, Orinko is keenly
both a frontier arena for technological innovation and a critical ?eld mechanism, to boost our global competitiveness. On the other
aware that an enterprise's values have long transcended the economic dimen-
for green transition. In 2024, guided by the ESG concept, we ful?lled hand, relying on the "dual circulation" development pattern, we
sion, embodying instead the enterprise's harmony with the environment,
our responsibilities by driving technological breakthroughs and established low-carbon industrial alliances with partners at home
progress with the society, and alignment with the times. In 2024, we further
engaging in industrial collaboration. and abroad, sharing experience in carbon reduction and driving the
incorporated the ESG concept into the Company's strategic plans, remained
green transition of global value chains. We are deeply aware that in
committed to the mission of 'facilitating customers' success with innovative In terms of the innovation of green technologies, the Company, the era of globalization, an enterprise’s sustainability capabilities
materials and creating a green life for mankind', and built a sustainability focusing on areas like new energies and high-end manufacturing, are not only the "golden name card" of its brand, but also an import-
system comprising environmental, social and governance dimensions. developed a number of energy-e?cient and environment-friendly ant testimony to the country’s industrial competitiveness.
modi?ed materials, enabling downstream customers to develop
In terms of environmental protection, guided by the "carbon peaking and
lightweight and low-carbon products. For example, the lightweight Looking ahead, we will pursue a more strategic perspective and take
carbon neutrality" goals, we drove green and low-carbon transition across the
materials applied to new energy vehicles lower carbon emissions more practical steps, further enhancing ESG management, incorpo-
whole chain from R&D to production and operation. By conducting annual
while enhancing batter y duration; the environment-friendly rating ESG requirements into our strategic decisions, business
greenhouse gas inventory and veri?cation, we precisely identi?ed the major
?ame-resistant materials applied to electronics and electrical appli- processes and corporate culture, and forming a regular and institu-
sources of carbon emissions, and advanced optimization of the energy struc-
ances reduce the use of hazardous substances from the source. tion-based model of sustainable development.
ture and upgrading of production processes. Meanwhile, the Company further
These technological outcomes have not only created value for
increased input in the R&D of renewable materials, established a whole indus-
customers, but driven the upgrading of industrial chains toward Conclusion: Building a century-old enterprise through
trial chain for RCR materials, and formed a closed loop for recovery, recycling
greener ones. ESG endeavours
and application, contributing to the green transition of the economy and
society. In terms of digital transformation, we advanced the building of There is no end to the path of ESG, but one fresh starting point after
"smart factories". We applied an intelligent production and manage- another. Our practices in 2024 convince us even more that only
In terms of corporate governance, we consolidated the foundation of develop-
ment system to achieve real-time energy consumption monitoring, when an enterprise closely combines its own development with
ment through regulated and transparent operations, tightened internal
dynamic resource e?ciency optimization, and a signi?cant reduc- national strategies, global trends and human well-being can it
control and risk management, and ensured e?cient and compliant deci-
tion in energy consumption per unit of output. Meanwhile, we lever- unleash enduring vitality beyond the commercial dimension.
sion-making. Through diverse channels such as information disclosure and
aged digital tools to build a carbon footprint management system
investor surveys, we built a bridge of mutual trust with shareholders, custom- Ushering into a new historical stage, we will adhere to the ESG
across product lifecycles, providing customers with transparent
ers and employees. We fully acknowledge that outstanding governance capa- concept, protecting the waters and mountains through environmen-
environmental performance data, and empowering the building of a
bilities serve as the guarantee for an enterprise's sustainable development, as tal governance, promoting a better life by ful?lling our social respon-
green supply chain ecosystem.
well as the core competence for the enterprise to win market trust. sibility, and staying true to our original aspiration in governance
We ?rmly believe that only by deeply integrating our innovation transformation.
In terms of social responsibility, we enabled social values through a
gene with the ESG concept can we open up new horizons amid the
human-oriented approach. Employees are our most valued asset. In 2024, we Thank you!
changes and turn challenges into opportunities.
About Orinko
Company Pro?le ?? Business Layout ??
Corporate Culture ?? Globalised Services ??
Development Course ?? Honours and Awards in ??
Environmental, Social and Corporate Governance (ESG) Report About Orinko 05
Company Pro?le
Orinko Advanced Plastics Co., Ltd. (hereinafter referred to as "Orinko") is a national The Company's main products include modi?ed materials, special-purpose engineering materials, environ-
high-tech enterprise, the ?rst modi?ed materials company listed on the STAR ment-friendly high-performance PCR materials and multifunctional membrane materials, etc., and are applied in a
Market, as well as one of the largest advanced material enterprises with the widest wide range of national pillar industries and emerging industries, such as automotives, home appliances, new energy,
customer coverage in China. As a new materials company operating globally, Orinko consumer electronics, electronic and electrical products, AI, healthcare, rail transit, home furnishing & building mate-
has set up seven production bases in Hefei, Anqing, Foshan, Chongqing, Wuhu and rials, and security protection.
Weifang in China and Chonburi Province in Thailand, as well as a global R&D centre
in Shanghai. Through the robust production network and technical service system, Committed to the mission of "facilitating customers' success with innovative materials, and creating a green life for
the Company provides global customers with more precise, accessible and timely mankind", Orinko provides high-quality products and exceptional services for global customers with a good reputa-
professional services and integrated material solutions. tion, continuous innovations and a stable quality, creating a green life for mankind.
Corporate Culture
Vision
Become a global leader in the advanced materials industry
Mission
Facilitating customers' success with innovative materials, and creating a
green life for mankind
Core values
Customer ?rst, open learning, reform and innovation, cooperation and
striving, honesty and pragmatism
Organizational atmosphere
Simple interpersonal relationships, candid communication, openness
and inclusiveness
Environmental, Social and Corporate Governance (ESG) Report About Orinko 07
Development Course
The Company was listed as
a national enterprise tech-
The Company was quali?ed as a national nology center
high-tech enterprise. Shanghai Research Insti- The Company was listed
The Company was awarded the title of an tute was put into operation. on the SSE STAR Market Orinko New Energy Company was
The Company was incorporated
innovation-oriented enterprise. I t a cq u i re d G u a n gd o n g (stock code: 688219). established to expand into the ?eld of
and o?cially started business in
The Company established a postdoctoral Yuanrong to operate in the new energy battery separators.
the ?eld of new materials.
workstation. South China market.
Hefei Industrial Park Phase II was completed.
Orinko Advanced Plastics Interna-
Orinko Environmental Tech-
tional Co., Ltd. was established
The Company completed the nology (Anhui) Co., Ltd. was
and set up a subsidiary in Thai-
joint-stock system reform. established as a joint ven-
land to promote the Company’s
Chongqing Orinko was estab- ture to drive presence
Hefei Industrial Park was completed process of internationalization.
lished to operate in the South- across the PCR industrial
and put into operation. A new base in Anqing was com- chain in all aspects.
west China market. The new base in Hefei
pleted and put into operation.
was completed and
put into operation. The special nylon synthesis base
in Shandong was put into trial
operation, integrating synthesis
a n d m o d i ? c a t i o n i n d u st r i a l
chains.
Environmental, Social and Corporate Governance (ESG) Report About Orinko 08
Business Layout Food Housing
Transpor-
Clothing tation
Orinko Advanced Plastics Co., Ltd. is a national high-tech enterprise,
the ?rst modi?ed materials company listed on the STAR Market, as
well as one of the largest advanced material enterprises with the Service
widest customer coverage in China. areas
Automotives Home New energy
appliances
Modi?ed new materials
Consumer Electronic and Healthcare
electronics electrical products
Special-purpose engineering materials
Product Products
Rail transit Home furnishing and Security application and services
building materials protection Environment-friendly high-performance PCR materials
AI Low-altitude Humanoid Multifunctional membrane materials
economy robots
Data center Energy storage Hydrogen
cooling energy
Service
purpose
Orinko provides specialised, innovative and e?cient products and services for global customers, creating a green life for mankind.
Environmental, Social and Corporate Governance (ESG) Report About Orinko 09
Globalised Services
Chongqing
Shandong
Japan
Shanghai
North America Anhui
Guangzhou
Thailand
Europe
Global R&D Centre Domestic modi?cation R&D Separator base Overseas presence
Shanghai and production base Wuhu, Anhui Southeast Asia (Chonburi Province in Thailand)
Eastern areas: Hefei and Anqing, Anhui Japan and South Korea (Tokyo, Japan)
Synthesis base Western areas: Tongliang, Chongqing North America, Europe (planned)
Weifang, Shandong Southern areas: Foshan, Guangdong
Environmental, Social and Corporate Governance (ESG) Report About Orinko 10
Honours and Awards in 2024
Signi?cant awards and honors received by Orinko and its subsidiaries in 2024:
A National Specialised and
National Green Factory Sophisticated "Little Giant" A National High-Tech
Enterprise Producing Novel Enterprise
and Unique Products
A Technological Innovation
Demonstration Enterprise in An Intelligent Factory
A Technology-Oriented SME
China's Petroleum and in Anhui Province
Chemical Industry
A Pilot Base (Platform) A Technological Innovation
A Green Factory in for the Commercialisa- Centre in Tongliang District,
Guangdong Province tion of Technological Chongqing
Results in Hefei
One of the Top 10 New One of the Top 100
An Outstanding Private
Material Industry Leaders in Manufacturers in
Enterprise in Anhui Province
Anhui Province Anhui Province
One of the Top 500 One of the Top 100 Private One of the Top 100
Manufacturers in Enterprises in Foshan Manufacturers in Foshan
Guangdong Province
Sustainable Development
ESG Strategy ??
ESG Governance ??
Communication with Stakeholders ??
Evaluation of Materiality Issues ??
ESG Strategy
ESG Core Concept and Strategic Objectives
With "creating innovative materials to drive green development and harmony with nature" as the ESG mission, Orinko deeply
integrates the ESG concept with the carbon neutrality goal, and strives to build an ESG value system featuring "environmental
sustainability, co-growth with society and high-standard governance". Through systematic ESG strategic planning, the Company
aims to be a benchmark of ESG practices for the global new materials industry, with speci?c objectives including:
Short-term objectives Medium and long-term objectives
(2025-2028) (2028-2035 and before 2050)
Governance upgrade Governance benchmark
O?cially put into operation the Strategy and ESG Committee The Board of Directors will continuously supervise the Company's
under the Board of Directors, include the carbon neutrality goal progress towards ESG objectives, include the completion of ESG
and climate risk management into the decision-making agenda of objectives into the ESG performance assessment, and continuous-
the Board of Directors; signi?cantly enhance the transparency of ly disclose progress of relevant core issues in the annual ESG
ESG information disclosure; and continuously release the annual report and TCFD report; participate in the formulation of interna-
ESG report and the special TCFD report. tional/domestic green standards, and become a member of the
United Nations Global Compact.
Environmental transformation
Environmental leadership
ESG
In 2028, reduce energy consumption per unit product by 15% and
greenhouse gas emissions (Scope 1 + Scope 2) by 20% when com-
In 2035, reduce the carbon emissions in its operations by 30% from
pared with 2025, and increase the proportion of green products
(low-carbon modi?ed materials, PCR renewable materials) to the
consumption to 30%; form a closed loop of mass circular economy
operating income to 30%; complete the annual greenhouse gas
operations, and bring the proportion of renewable materials to
emission inventory and veri?cation, and build a carbon footprint
operating income to more than 20%.
management system covering the whole value chain.
Social values Social impact
Ensure a 100% employee training coverage, over an 80% talent Keep the ratio of R&D input above 5%, raise the self-su?ciency rate
retention rate in key posts, and zero signi?cant safety accident; of key technologies to above 80%, become a core supplier of
build at least four industry-leading "demonstration factories of low-carbon materials in areas like new energy vehicles, PV, and
green manufacturing"; and ensure a 100% ESG compliance audit energy storage, enable an employee satisfaction rate of over 90%,
rate across all suppliers. and ensure annual public welfare input equivalent to 0.5% of net
pro?ts or more, covering at least ?ve community environmental
protection and education programs.
ESG Strategic ESG Strategic Vision
Directions ESG governance structure of the listed company Orinko views the ESG strategy as a key engine for the restruc-
turing of core competence, leads environmental transforma-
tion with the carbon neutrality goal, deepens social values with
Compliance management and transparency improvement
a human-centric approach, and reinforces the foundation of
development through transparent governance. Going forward,
the Company will continue to strengthen the pattern of "tech-
nological innovation + industrial collaboration + globalized
operations", forge di?erentiated advantages in areas like new
e, energy materials and circular economy, provide global custom-
nc
lia S ers with more sustainable products and services, and empower
p
m on an o
ti the realization of "carbon peaking and carbon neutrality" goals
ra
bo co
and the sustainable development of humanity.
ci o-c
al
d
ol cy,
c
: H reat
ic c n
um ion
la
teg are
an of va
and stra ansp
cen
: Tr
trici es
Governance
lu
ty
Green manufacturing
and improvement Employee development
of energy e?ciency and rights protection
En g
v ir u ri n Responsibility for
Circular economy and on
me a ct customers and
material innovation ntal: n uf
L o w - ca r b o n m a communities
and y
circular econom
ESG Strategic Path: Phased Implementation and Capability Building
Stage of consolidating governance Stage of accelerated Stage of ecosystem-wide collaboration
capability (2025-2028) green transition (2028-2035) and globalization (2035-2050)
Complete the setup of the Strategy and ESG Committee Ensure continued production and delivery at the green pro- Establish the "New Materials Industry ESG Alliance" jointly
under the Board of Directors, develop the ESG Management duction base in Thailand, establish R&D centres and produc- with industrial chain partners and peer enterprises to build
Manual, and include the carbon neutrality goal and tion bases in North America and Europe, and meet local a green supply chain together; push more than 80% core
response to climate risk into the Company's articles of asso- carbon emission-related compliance requirements (such as suppliers to complete carbon footprint calculation, and
ciation and business processes; conduct basic ESG diagno- the CBAM of EU); improve the proportion of overseas opera- form an industrial ecosystem featuring "sharing of technolo-
sis, formulate improvement plans for weak links in the gov- tions to total operating income to 20% in 2035, and build a gies, mutual recognition of standards, and sharing of
ernance structure and carbon emission management, and globalised green supply chain. responsibilities".
ensure the full coverage of ESG related systems by 2028.
Establish the "Low-Carbon Materials Institute", and drive Improve the climate-related risk disclosure framework in
Improve the "core path of carbon reduction", conduct an breakthroughs in the synthesis of bio-based materials and line with ISSB, TCFD and other applicable international stan-
inventory of Scopes 1-3 emissions in accordance with the high-value utilization of waste plastics in collaboration of dards, engage in the formulation of international ESG stan-
ISO 14064 standards, complete the setting of the carbon universities and research institutes; in 2035, realise a R&D dards, realise carbon neutrality in its operations and value
neutrality strategic goal and path planning, and make clear outcome commercialisation rate of over 80%, and increase chain before 2050, become a member of the United Nations
the carbon reduction objectives and schedule under the the number of new patents by more than 100, at least 50% Global Compact, and improve its premium in the interna-
path of limiting the rise of global temperature to 1.5°C. of which are related to green products. tional market as a green brand.
ESG Support Measures and Resources Input
Resources allocation Digital tools Cultural integration
Ensure the annual ESG budget is not Research and deploy the ESG data manage- Raise the awareness of participation
less than 1% of operating income; ment platform; integrate modules for among all employees through internal
prioritise support for the R&D of green carbon emission accounting, supplier ESG training, themed ESG activities, and
technologies, building of the gover- data, and employee training records, etc.; publicity on the carbon neutrality goal;
nance system, and development of realize real-time monitoring and dynamic include "sustainable development" into
public welfare programs and the digital optimization; and complete integration of core values, and foster a top-to-bottom
platform for carbon management. data across the value chain before 2050. consensus on ESG practices.
ESG Governance ESG management structure ESG job responsibilities and division of labour
At the decision-making level, the Board of Directors is the
To systematically enhance the Compa- supreme decision-making body for ESG work. The Board of
Decision-making level
ny's ESG management capabilities, Board of Directors Directors and the Strategy and ESG Committee are responsible
for approving ESG strategic directions and objectives, reviewing
Orinko established and improved the
and deciding on major ESG matters, regularly supervising and
ESG work mechanism, and built an ESG inspecting the progress of ESG related matters, implementing
management structure comprising three the ESG work requirements imposed by the listed regulator, and
levels, namely the decision-making Strategy and ESG Committee (to be established) providing support for the Board of Directors in making ESG deci-
level, management level and execution sions. The Company's Board Chairperson serves as the chairper-
level, in 2024. Speci?cally, at the deci- son (convener) of the Strategy and ESG Committee, chairing
work of the committee.
sion-making level, the Board of Directors
and the Strategy and ESG Committee
review the Company's ESG strategies At the management level, the ESG Leading Group consists of the
and plans, major policies and sustain- ESG Leading Group Company’s General Manager and other senior executives. It's
Management level
responsible for developing the ESG management system, super-
able development goals, to ensure the
vising the implementation of ESG work, carrying out the ESG
corporate governance, social responsi- work, and reporting the progress of ESG work to the Board of
bility and environmental responsibility ESG Work o?ce (R&D Centre) Directors and the Strategy and ESG Committee on a regular
are highly aligned with the Company's basis. The ESG Work O?ce was set up under the ESG Leading
long-term development objectives. At Group, with the R&D centre heading the daily coordination and
the management level, the ESG Leading management of ESG related matters.
Group was set up, the ESG Work O?ce
under which takes charge of the daily
coordination, data management and ESG Work execution group
external communication related to ESG
work. At the execution level, the ESG
At the execution level, the ESG Work Execution Group consists of
Execution level
Work Execution Group was established Centres and functional departments Factories and business departments full-time employees assigned by various centres, functional
across various centres, functional departments, factories and business departments of the Com-
CEO O?ce, investment & securities Hefei factory, Guangdong factory, Anqing
departments, subsidiaries and business pany. It is responsible for the implementation of daily ESG man-
centre, audit & legal a?airs centre, quality factory, Chongqing factory, membrane
departments, coordinating the imple- agement to ensure the achievement of ESG goals.
centre, supply chain centre, human product company, special-purpose mate-
mentation of various ESG work within
resources centre, R&D centre, process rial company, central research institute,
the Company.
data & IT centre Orinko Environmental Protection
Communication with Stakeholders
Orinko attaches great importance to the concerns and demands of stakeholders. Through e?ective channels and mechanisms for the communication with stakeholders, the Company conveys and discloses the
information stakeholders are concerned about in a timely manner, and listens to their feedback and suggestions. Based on comprehensive analysis and surveys, Orinko identi?ed its main stakeholders as share-
holders and investors, regulators, exchanges and rating agencies, customers, suppliers, contractors and other partners, communities, public society and media, employees, non-governmental organizations
(NGOs), and industrial associations.
Main stakeholders Expectations and demands Main communication channels Main stakeholders Expectations and demands Main communication channels
Charity and public welfare Community project cooperation
Economic performance
General meetings of shareholders Protection of employee rights and interests Charity and public welfare activities
Risk management
Regular report disclosure Ecological environment protection Daily communications
Management structure Communities, public (telephone, email and meeting)
Daily communications society and media Resource recycling and waste disposal
Shareholders Operation compliance (telephone, email and meeting)
and investors
R&D innovation
Employee health and safety Employee communication groups
Protection of employee welfare rights Corporate email box for employee feedback
Compliance management Information disclosure and interests Corporate service account for employee feedback
Employees Employee training and development
Legal employment Compliance training Employee satisfaction survey questionnaires
Regulators, exchanges
and rating agencies Business ethics Questionnaire surveys
Water resource management
Energy management Information disclosure
Customer privacy and information security Global service platforms
Response to climate change Daily communications
Customer services Customer visits NGOs (telephone, email and meeting)
Waste management
Product quality and safety Quarterly operation communication meetings
Customers Legal employment
Product performance Customer satisfaction surveys
Exhibitions
Sustainable procurement Regular evaluation and review Scienti?c and technological innovation
and intellectual property protection International standard formulation
Business ethics Supplier conferences Academic exchange activities
Product management
Suppliers, contractors Responsible production Daily communications Industrial associations Industrial association meetings
and other partners (telephone, email and meeting)
Evaluation of To better understand stakeholders' core expectations and demands and make Orinko's ESG report more target-
Materiality Issues
ed and material, the Company carried out the ESG work in three stages, namely issue identi?cation, issue
survey and issue screening.
Analysis of industrial characteristics: The Company took industrial characteristics into full consideration, including environmental
issues like energy consumption and waste generation arising from the production process as well as social and governance issues like
product quality and supply chain management.
Issue Alignment with standards and policies: With reference to relevant domestic and international standards, macro policies and industrial
identi?cation trends, such as national environmental protection policies, carbon peaking and carbon neutrality goals, and industrial speci?cations,
the Company identi?ed the ESG issues related to the industry, such as response to climate change, energy management, circular econo-
stage
my, product quality and safety, and compliance operation.
Stakeholder surveys: The Company collected the opinions and suggestions of internal and external stakeholders through interviews
and focus groups, etc. For example, it communicated with suppliers on the requirements for sustainable procurement, and communi-
cated with employees on their expectations for career development and working environment, to fully understand the concerns and
Issue survey expectations of di?erent groups for ESG issues.
stage
Evaluation of ?nancial materiality: The Company analysed the impacts of various ESG issues on the Company's ?nancial conditions,
operating results, cash ?ows, ?nancing modes and costs. For example, improved energy management can lower production costs and
enhance pro?tability; response to climate change can help the Company avoid policy risk and market risk, and ensure sustained and
stable operation.
Evaluation of impact materiality: The Company evaluated the impacts of its performance in various ESG issues on the economy, soci-
ety and environment. For example, circular economy practices can reduce resource waste and environmental pollution, exerting positive
Issue analysis
impacts on the society and environment; product quality and safety concern consumers' health and rights, having signi?cant impacts on
stage
the society.
Identi?cation of material issues: Based on comprehensive analysis and ranking results, the Company identi?ed the ESG issues of
?nancial materiality and impact materiality to Orinko. These issues, such as response to climate change, energy management, circular
economy, product quality and safety, and compliance operation, became the contents highlighted in the ESG report.
Dynamic adjustments: The Company regularly reviewed and evaluated the materiality of the issues, and adjusted the scope and focus-
Issue
es of the material issues in time based on the changes in internal and external environments, changes in stakeholder expectations, and
screening
stage
its own developments, to ensure Orinko's sustainable development strategy is consistently aligned with actual conditions.
Material Issue Evaluation Matrix for the ESG Report
Evaluation Results of the Material Issue Matrix Material issues
Environmental dimension Social dimension Corporate governance dimension
Impact materiality
Carbon neutrality strategy Risk management
Innovation of Employee training
Public welfare
Financial materiality
Making Innovations,
R&D Innovation ??
Green Products and Solutions ??
Intellectual Property Protection ??
R&D Innovation R&D Innovation Mechanism
The Company upholds innovations, and continuously
increases input of resources in R&D to drive the develop- The Company makes constant innova- Based on pain points of the industry and customer
ment of new technologies and products. The Company has tions in new materials and new technolo- demands, the Company follows market trends, and gives
in place a professional and experienced R&D team, which gies. Meanwhile, it increases investments full consideration to customer demands. Through close
consists of experts and technical talents in multiple disci- and e?orts in the R&D of cutting-edge cooperation with customers, it provides targeted product
plines such as polymer materials and chemical engineer- technologies, and converts novel ideas solutions to solve pain points of the industry and meet
ing. The team members possess profound theoretical into product solutions in line with cus- customer demands.
knowledge and rich practical experience, laying a solid tomer demands, to break foreign monop-
oly, replace imported products, and We continuously improve the serviceability and innova-
intellectual foundation for R&D innovation. In terms of
advance towards advanced technologies tiveness of our products, and create new green material
industry-academia-research collaboration, the Company
in the industry. technologies.
maintains long-term and stable partnership with several
universities and research institutions. By jointly carrying
out research projects and co-establishing R&D platforms,
among other means, the Company integrates resources
from all sides, broadens R&D perspectives, and accelerates
technological innovation and the commercialisation of
research outcomes. In 2024, the Company carried out the
project of "Design, Preparation and Application of
New-type High-performance Composite Polypropylene
Fibre Reinforced Composites for Automobiles" jointly with
the Anhui University.
The Company has established a sound innovation incentive
mechanism to encourage employees to actively engage in
R&D innovation. The Company has set up a special innova-
tion award fund, providing considerable material awards
and spiritual incentives for the teams and individuals who
have achieved outstanding results in R&D innovation, to
fully stimulate their enthusiasm for innovation. Meanwhile,
the Company champions a culture of innovation, advocates
the innovation concept de?ned by openness, inclusiveness,
and cooperation, and encourages employees to try and
innovate, o?ering an enabling culture and environment for
R&D innovation.
R&D Framework R&D System
The R&D framework consists of basic research, With a customer-centric approach, the Company has established a three-level R&D system to ensure swift response to customer
applied research, and development research. demands. It has also planned for the development of material technologies in the next 3-5 years, and put in place complete lifecycle
management for product technologies.
Basic research serves as the cornerstone. New theo-
ries and principles are explored to discover new
scienti?c knowledge, and provide data support and
At the core of the R&D system, it focuses on
theoretical guidance for the invention and creation the R&D and disruptive innovation of frontier
of new technologies. Global strategy research technologies, to establish the Company's
and frontier technology incubation technological leadership in the industry.
l
C e n t rarc h
Le ve l Re s eau te
In st it
Applied research is the extension to basic research, It focuses on technological accumulation,
and connects scienti?c research with the market. product platform building and generic tech-
The research on how to apply the new knowledge Core product technology nology research, to provide support for the
and theories discovered in basic research to speci?c development and capability platform building Le ve R&D C
e n t re Company's core technologies.
l2
goals aims to open up ways for the speci?c applica-
tion of the outcomes of basic research and convert
them into practical technologies.
it
ss Un It is responsible for customising solutions to
u s i n et i o n s t
Le ve u
Sol lopmen
swiftly address market demands, and
Market-oriented application innovation l3 Deve rtment advancing the commercialisation of techno-
and solution development D e pa logical outcomes.
Development research aims to apply basic research
and applied research in product development and
production practices. It is the central link to convert
science into productivity, including the research and
development of industrialisation technology and
industrial technology.
R&D Platform Construction
A National Enterprise A National CNAS A National-Level An Industrial Technology Innovation Centre
Technology Centre Laboratory Postdoctoral Workstation of Petroleum and Chemical Industries
By National Development By China National Accreditation By National Post-Doctoral By China Petroleum
and Reform Commission Service for Conformity Assessment Administrative Committee and Chemical Industry Federation
An Engineering Research Centre An Enterprise R&D Centre An Enterprise Technology Centre An Enterprise Technology Centre
in Anhui Province in Anhui Province in Guangdong Province in Guangdong Province
By Anhui Provincial Development By Anhui Provincial Department By Guangdong Provincial Department By Guangdong Provincial Department
and Reform Commission of Science and Technology of Industry and Information Technology of Science and Technology
An Enterprise Technology Centre A Small and Medium-sized Enterprise An Industrial A Technological Innovation Centre
in Chongqing Technology R&D Centre in Chongqing Design Centre in Hefei in Tongliang District
By Chongqing Municipal Economic By Chongqing Municipal Economic By Hefei Municipal Economic Science and Technology Bureau
and Information Technology Commission and Information Technology Commission and Information Commission of Tongliang District, Chongqing
R&D Capability Building
Whole-process technological empowerment and one-stop material solutions:
Injection mould design Testing and certi?cation guarantee
• Focus on the common problems of • A national CNAS laboratory
the injection moulding process
• Covering 150+ testing items
• Independent mould development
and reproduction of product defects • Four major testing standards: ISO, GB, ASTM and DIN
• 39+ sets of veri?cation moulds
Intelligent simulation prediction Application engineering support Closed-loop mould veri?cation
• Mold?ow + CAE dual-core simulation platform • Multiple injection moulding machines ranging from • A 23-member moulding support team
• Simulation of performance for ?ve major 450T to 1300T
• A global service network that ensures
types of structure • Basic research on processes and reproduction of arrival at the site within 36 hours
• 90% precision in the prediction of product injection moulding defects
• Fast response to market demands
performance with mould ?ow - structure com- • A database of 500+ injection moulding defects
bined simulation
Green Products Innovative materials for automotives Innovative materials for home appliances
and Solutions Focusing on light weight, low carbon and environmental protection,
safety and comfort, intelligence and interaction, Orinko provides
Focusing on intelligence, premium quality, segmentation, energy
conservation & environmental protection, health and safety, and
integrated material solutions for the 12 major systems of automotives. home aesthetics, Orinko keeps advancing product innovation and
Upholding the mission of "facilitating cus-
upgrading, and provides integrated material solutions for home appli-
tomers' success with innovative materials,
ances in the whole house.
and creating a green life for mankind", the
Company actively responds to China's
"carbon peaking and carbon neutrality"
Polarity injection-moulded surface for intelligent cockpits Thermoplastic powder coatings for dishwasher baskets
strategy, and embeds the green concepts of
light weight, low carbon, energy conserva- Orinko pioneered the "ORINKO IMSS" injection moulding technology, In the ?eld of basket powder, Orinko independently developed the resin
tion, environmental protection, health and which is widely applied to the injection moulding of large thin-wall surface and powder grinding technology, which precisely matches the dip moulding
products, replacing the traditional moulding process for soft surfaces like process, enables replacement of imported products and takes the lead in
safety, reliability and long service life into genuine skin wrapping, slush moulding and vacuum thermoforming in neg- the domestic market.
the whole process of product development. ative mould, and greatly boosting productivity and product competitive-
Committed to developing green and envi- ness.
ronment-friendly materials, the Company
Spray-free materials
has launched innovative products including Integrated long-carbon-chain nylon industry
halogen-free ?ame-retardant reinforced From mould ?ow analysis to customization of colour e?ects, and from mate-
Orinko integrated the long-carbon-chain nylon synthesis and modi?cation
nylon material, high-?ow thin-wall injection industrial chain, achieving breakthroughs in such areas as new energy cool- rials to processes, Orinko delivers domestically leading green and low-car-
moulding P-TPE translucent surface materi- ing pipes, fuel pipes, inlet pipes and pipe joints, and breaking foreign bon spray-free materials for home appliances.
al, which are successfully applied in areas monopoly.
like new energy vehicles and home appli-
ances, addressing key industry challenges Innovative translucent bumper materials Renewable materials
and contributing to green and low-carbon
Orinko created innovative translucence bumper materials, which feature Orinko provides renewable and low-carbon PP, ABS and PC material series
development. high light transmittance, excellent light di?usion, stable dimensions and across the ecosystem, empowering customers to achieve the goal of reduc-
high weather resistance, delivering to customers intelligent and tech-in- ing carbon emissions from products.
fused products.
High-gloss black PMMA alloy The ?rst refrigerant-resistant PBT material at home
Orinko completed the 3500kJ ageing certi?cation and was included in the Orinko passed the long-term refrigerant immersion and precipitation test,
SAIC General Motors system, designated for the development of exterior as well as relevant GMCC tests, breaking the monopoly of imported materi-
trim panels of pillars, grilles and other components of all vehicle models. als on the customer side.
Innovative materials for new markets Lithium-ion battery separator materials
Focusing on light weight, low density, chemical corrosion resistance, Orinko continuously advances implementation of the lithium-ion bat-
and weather resistance, Orinko continuously develops novel and tery wet-process separator project, speeds up production of wet-pro-
unique formulations and processes, providing innovative materials cess separators with stable quality and excellent performance, focus-
for new markets such as engineering materials, consumer electron- es on achieving breakthroughs in the lithium-ion battery market, and
ics, and new energy. strives to become a supplier of new energy materials that can pro-
duce a range of functional separators.
Halogen-free ?ame-retardant nylon Domestic production line
The highly heat-resistant alloy technology solves the problems related to Orinko independently designed the ?rst fully domestic 6.5-meter-wide
precipitation, corrosion and moulding appearance of existing products, ?nished product production line in China, demonstrating full mastery over
guaranteeing safe connections in the new energy ?eld. production line iteration and upgrade technologies.
PC and alloy materials Aramid ?bre coating materials
With the UL746C F1 certi?cation, the materials for outdoor applications Orinko independently developed the polymerization and coating technolo-
feature an RTI of 120℃ and excellent low-temperature resistance perfor- gy for para-aramid ?bre. The product features high temperature resistance
mance (-50℃). They are applied in areas like communication radomes, con- (with a ?lm-breaking temperature of over 350℃), low speci?c gravity, oxida-
nectors, charging guns, and batteries, etc. tion resistance, and sound wettability, improving the energy density and
safety performance of batteries.
Dielectric PPE materials Online coating process
Orinko is the only manufacturer in China that can stably supply the whole
series of low-loss PPE materials with a dielectric constant ranging from 2.6 Orinko independently designed the online coating equipment, which
to 9.0, and has been recognised by multiple communication equipment achieves integrated production, shortens the production cycle and boosts
manufacturers. production e?ciency.
Integrated high-temperature nylon materials High-temperature resistant ceramic coated separator
Orinko integrated the high-temperature nylon synthesis and modi?cation Based on the conventional ceramic formulation, Orinko improved the
industrial chain, achieving breakthroughs in areas such as new energy, con- heat-resistant performance of heat-sensitive auxiliary materials, and
sumer electronics, and LED display, with products leading in the domestic increased the product's heat resistance temperature by another 20-50℃.
market.
Intellectual Property Protection
Since its establishment, Orinko has viewed intellectual property protection as a major strategy guiding its development. Building of the Intellectual
The Company has continuously improved the intellectual property management system, re?ned intellectual property Property Management System
management policies, and enhanced the capabilities in creating, applying, protecting and managing intellectual proper-
ties, to provide strong support for its innovation and development. Orinko has established a special department for intellectual
property management, as well as dedicated IP management
positions, including the director of intellectual property and
intellectual property management specialists, to take full
charge of the application for and management of the Compa-
ny's intellectual property rights such as patents, trademarks,
software copyrights. The Company has formulated and
improved a series of intellectual property management policies,
including the Patent Management Measures, to specify the cre-
ation, application, protection and management of intellectual
properties, and put in place a long-term management mecha-
nism, to ensure the orderly advancement of intellectual proper-
ty related work.
Intellectual Property Creation
and Quality Improvement
The Company highlights intellectual property motivation and
the building of an innovation culture. In accordance with the
Patent Management Measures and relevant national regula-
tions, it gives commendations and awards to the employees
who complete inventions, creating a sound atmosphere for
independent innovation. Meanwhile, the Company has in place
a classi?ed and tiered system for patent protection, and imple-
ments scienti?c, tiered and classi?ed protection of patents in
compliance with the Measures for the Tiered and Classi?ed
Management of Patents, re?ning management of patents and
enhancing the quality and values of patents.
Intellectual Pa r t i c i pat i o n i n t h e
Property formulation / revision
International Deployment Intellectual Property Statistics Rights of national standards
of Intellectual Properties and Standards Formulation
Orinko actively expands international markets, having As of the end of 2024, Orinko was authorised 382 intel-
applied for one patent through the Patent Cooperation lectual property rights, including 274 patents, on a
Treaty (PCT) system, and applied for and been granted cumulative basis, a testimony of the Company's strong Authorised Industrial Group
three registered trademarks through the Madrid trade- capabilities in technological innovation. The Company Patents Standards Standards
mark registration system, which further enhances its capa- is also an active participant in the formulation of stan-
bility in deploying intellectual properties worldwide. Also, dards, engaging in the development/revision of 26
the Company actively engages in the formulation of inter- national standards, two industrial standards, and four
national standards, which ampli?es its in?uence and voice group standards, and contributing to the technological
in the global industry. progress of the industry.
Intellectual Property Achievements
and Honours
For its remarkable achievements in the intellectual prop-
erty ?eld, Orinko was granted many honours at the state
or local level. The Company was recognised as a "National
Intellectual Property Demonstration Enterprise", honoured
the "China Outstanding Patent Award" and "Anhui Patent
Silver Award", and named as an " Intellectual Property
Demonstration Enterprise of Guangdong Province" and an
" Intellectual Property Competitive Enterprise of Chongq-
ing", among others. In addition, the Company also won
local honours including the "Patent Intensive Product of
Hefei", "Patent Navigation Project of Hefei", and "High-Val-
ue Patent Cultivation Project of Hefei", which further con-
solidated its technological leadership in the industry.
Maintaining Steady Growth,
Product Quality and Safety ??
Supply Chain Management ??
Customer Service ??
Product Quality and Safety
Product Quality System Development
Orinko has obtained certi?cations for ISO 9001, ISO/IEC 17025, and Laboratory Accreditations
IATF 16949 quality management systems. Adhering to the require-
ments of these systems, it implements comprehensive quality man- National ISO/IEC 17025 accredited laboratory
agement, ensuring meticulous control over product safety and Laboratory accreditation by SAIC Motor, Ford, BYD, JAC Motors, FAW-Volk-
quality from product initiation and design to production and sales. swagen, and others
Additionally, a full set of production management measures has
Joint laboratory established with Guangzhou Institute of Chemistry,
been established to control all factors during production, ensuring Chinese Academy of Sciences
product quality and delivery meet customer expectations. To e?-
ciently satisfy customer needs, the Company has set up an internal
laboratory accredited as a National Enterprise Technology Center
and a CNAS-accredited laboratory, providing comprehensive prod-
uct and application technology services to customers.
Hardware Facilities
Leading quality inspection and R&D equipment, and advanced and customized production equipment
System Standards
ISO 9001:2015 Quality Management System
IATF 16949:2016 Automotive Quality Management System
ISO 45001:2018 Occupational Health and Safety Management System
ISO 14001:2015 Environmental Management System
IECQ QC 080000:2017 Hazardous Substance Process Management System
Intellectual Property Management System
Eight major performance testing equipment Product Quality Policy
Orinko has established the Quality Management Manual and adheres to the quality
policy of "putting quality ?rst, making continuous improvement, and providing stable
products and satisfactory services to customers".
Orinko's Commitments:
Emission testing
Thermal performance Photoelectric
testing performance testing
Quality First Customer-Oriented
Material reliability Mechanical Orinko regards quality as its life and Orinko is customer-centric, responding
assessment performance testing always puts quality ?rst, with contin- to customer requirements quickly and
uous e?orts to improve product and e?ectively, and continuously improving
service quality. customer satisfaction.
Material composition Flame retardant Zero Defects Full Employee Participation
analysis performance testing
Do things right the ?rst time. The All employees are involved in continu-
Company does not accept non-con- ous improvement and the Company's
formance, produce non-conforming quality culture building to ensure the
Rheological
products, or allow non-conformance e?ectiveness of the quality manage-
performance testing to pass through. ment system.
Orinko enhances product quality from Product Traceability Management
the following four dimensions:
Orinko promotes product traceability management with digital transformation as the core driver. It has achieved a
Improve quality Strengthen quality leap in end-to-end supply chain traceability through technological upgrades, process restructuring, and ecosys-
management processes performance management
tem collaboration, building an e?cient and transparent technological foundation for quality control, risk
Orinko has developed processes such Orinko has developed the Quality response, and customer trust.
as the New Product Development Performance Management Mea-
On the technical front
Management Process, the Change sures, quantifying quality objectives
Management Process, the Unquali?ed and conducting regular assessments
Product Management Process, the and feedback.
Incoming Material Inspection Manage-
Orinko has fully implemented a digital traceability platform, connecting the entire lifecycle data chain from raw
ment Process, the Production Process material procurement, production and processing, warehousing and logistics to end customers. This enables pre-
Inspection Management Process, and cise management through "one item, one code", with traceability granularity re?ned to the single-piece or batch
the Product Delivery Inspection Man- level. The real-time data collection rate has improved to 98%, and key node information is uploaded to the block-
agement Process, covering quality
management throughout the entire
chain to ensure data integrity and full-process reliability. System response speed has been signi?cantly optimized,
product lifecycle. reducing the average traceability time for quality issues from 2 hours to 3 minutes, with a 100% accuracy rate in
identifying a?ected batches.
Promote standardized
On the application front
management Customer-oriented
The traceability system has expanded its coverage from core products to the Reduction in process
handling time
Orinko actively promotes standard- Orinko gains deep insights into entire product line and 180 suppliers, and achieved deep integration with the
ized management, including raw
material standardization, process
standardization, measurement
customer needs, actively promotes
continuous improvement, and con-
tinuously enhances the ability to
PDM, SCRM, ERP, and MES systems, facilitating quality collaboration across the
supply chain. To meet customer demands, Orinko has developed a mobile visual
traceability interface, which allows customers to instantly access over 20 key
system standardization, and prod- meet customer requirements.
uct development process standard- pieces of information, including product inspection reports, process parameters,
Customer satisfaction rate
ization. and logistics tracking, simply by scanning QR codes. This has led to a 50% for traceability inquiries
year-on-year reduction in process handling time and a 97% customer satisfaction
rate for traceability inquiries. Additionally, traceability data is used to inform and
improve R&D and production, helping to identify and optimize 15 process bottle-
The Company's quality policy de?nes continuous improvement as the driving necks, which contributed to a 1.2% reduction in product defect rate.
force for constantly enhancing the ability to meet customer requirements. As a Reduction in product
key priority of Orinko's quality culture, continuous improvement has been em- In the future, Orinko will further integrate the traceability system with various sce- defect rate
narios and explore a "quality - environment - social responsibility" integrated
bedded into the top-level design logic of the Company's quality strategy.
traceability system, continuously setting the industry benchmark through trans-
parency and digital capabilities.
Nonconforming Product Product Quality Enhancement Initiatives
Control and Management
In 2024, Orinko's quality management e?orts achieved breakthrough progress in comprehensive quality systematization, digitalization, and company-wide lean
The Company has formulated procedures activities, comprehensively supporting the enhancement of product competitiveness and customer satisfaction. Through systematic optimization and innova-
such as the Incoming Material Inspection tion, the quality management system transitioned from traditional "post-error correction" to a "prevention-?rst, full-process control" model, leading to signi?-
Management Process, the Production Pro- cant improvements in core indicators. Speci?cally:
cess Inspection Management Process, and
the Product Delivery Inspection Manage- System Optimization Customer-Oriented
ment Process to ensure strict quality veri- and Risk Control Process Control and E?ciency Improvement
and Continuous Improvement
?cation for raw materials, processes, and
?nished goods. Leveraging digital intelli- Standardization development: Digital empowerment: Complaint closed-loop management:
gent systems, it has realized the preload- The Company reviewed and optimized By introducing the QMS system, key process inspection e?- A customer quality interaction platform
ing of quality standards and automatic 32 quality control processes covering ciency improved by 50%, defect miss rate dropped to has been launched, enabling full digitali-
judgment, ensuring the reliability of prod- R&D, procurement, production, and 0.02%, full-chain traceability response time compressed to zation of the "complaint - analysis - cor-
uct quality. For in-process quality control, logistics, closing management gaps in 3 minutes, and issue location accuracy reached 100%. rection - feedback" process. The average
methods such as ?rst inspection, in-pro- high-risk areas. As a result, the cover- handling time was reduced from 7 days
cess inspection, and ?nal inspection are age rate of Process Failure Mode and Breakthrough in ?rst-time pass rate: to 48 hours, the customer complaint rate
appropriately applied based on product E?ects Analysis (PFMEA) increased dropped by 65% year-on-year, and the
Through real-time monitoring with SPC (Statistical Process
characteristics. Statistical knowledge and from 75% to 95%. recurrence rate of repeat issues reduced
Control) and process parameter optimization, the ?rst-time
tools are utilized to e?ectively detect and to below 3%.
pass rate of core products rose from 98.2% to 99.6%, reach-
reduce process variation.
ing an industry-leading level.
For any nonconforming product identi?ed Risk prevention and control: Full employee participation:
d u r i n g ra w m ate r i a l , i n - p ro ce s s , o r Supply chain collaboration:
A three-level "red-yellow-green" quali- A series of "Lean Improvement" activities
?nished product inspections, the Compa- Leveraging the SRM system, the Company collaborated
ty early warning mechanism has been were conducted, with 800 employees
ny follows the Unquali?ed Product Man- with suppliers to build a comprehensive quality system.
established, intercepting 28 potential trained and 256 improvement proposals
agement Process to isolate, label, and The pass rate of incoming material batches increased by
major quality risks over the year and accepted, directly contributing to cost
lock the items in the system. Meanwhile, a 5%, and production abnormalities caused by raw materials
achieving the goal of zero major quali- savings of RMB 22.7 million.
nonconforming product review process is were reduced by 80%.
ty incidents.
triggered, where team members jointly
assess the quality risks of the noncon-
forming product and provide appropriate
handling recommendations from the per- In the future, Orinko will deepen its "comprehensive quality system" strategy, focusing on zero-defect management and quality chain construction. It will con-
spective of customer requirements. tinue to drive quality upgrades through technological innovation, providing higher-value products and services to global customers.
Supply Chain Management
Supplier Management
To continuously optimize and improve supplier management, Orinko has built systems such as SRM,
QMS, and MIP to implement lifecycle management of suppliers. It closely monitors suppliers' quality
and non-quality system development, mobilizes resources to empower them, and enhances supply
chain e?ciency and ?exibility, ensuring stable production. Meanwhile, the Company collaborates with
suppliers in technological innovation to deliver satisfying products and services to customers.
Orinko has developed a series of digital intelligent management models to achieve dynamic manage-
ment of suppliers from onboarding to process management and exit. Based on category management
needs, the Company has formulated di?erentiated supplier onboarding rules and daily management
models, supplemented by an exit mechanism that promotes the survival of the ?ttest among supply
resources, thereby realizing visualized and transparent management of operations.
Supplier Assessment and Performance Evaluation
To strengthen dynamic management of suppliers, the The Company's supply chain center orga-
Company has formulated and implemented the Sup- nizes monthly supplier performance eval-
plier Performance Evaluation Management Measures, uations in collaboration with the quality,
conducting performance assessments of raw material planning, and ?nance departments. Eval-
suppliers. This promotes comprehensive improve- uation results are categorized as Green+,
ments in supplier capabilities and e?ciency across Green, Yellow, or Red, representing Excel-
four key dimensions: product quality, delivery perfor- lent, Good, Average, and Poor, respective-
mance, pricing, and service level, ultimately ensuring ly, encouraging continuous improvements
the delivery of satisfying products and services to in supplier quality and management and
Orinko's customers. ensuring stable production.
New Supplier Onboarding Supplier Audits
The Company develops and onboards new suppliers in accordance with the New Supplier Development and Introduction Supplier audits include onboarding audits for new suppliers
Management Measures. Suppliers that meet the requirements are included in the List of Quali?ed Suppliers. The principles and annual audits for existing ones.
for evaluating quali?ed suppliers are as follows:
Onboarding Audits for New Suppliers
Pass ISO 9001 certi?cation or pass a second-party audit, with the audit methodology aligned with process
In accordance with the New Supplier Development and Intro-
Quality audit requirements;
duction Management Measures, Orinko conducts on-site
Pass the on-site audit of its quality capability and achieve a rating of B level or above. audits of new suppliers, covering production workshops, DCS
system, R&D management, laboratory center, ?re safety
acceptance, warehouses, and logistics and transportation.
For any issues identi?ed during the audit, the Company col-
Cost Meet the Company's gross margin and payment term requirements. laborates with the suppliers to review them and formulate
systematic improvement measures.
Annual Audits
Deliver goods within the speci?ed time (excluding uncontrollable factors), ensuring that the Company can
Delivery Following the Supplier Control Procedure, the Company con-
supply ?nished products to customers without interruption.
ducts on-site audits of existing suppliers. A score of 80 or
above is required to qualify as a quali?ed supplier. For any
product or operational system-related issues identi?ed
Meet rapid response requirements, i.e. arranging dedicated personnel within 24 hours when required. during the audit, the Company collaborates with the suppli-
Execute purchase contracts and technical agreements (incorporate technical standards as an annex to the ers to revise system documents, optimize rules and regula-
Service
quality assurance agreement, with the same e?ect as the technical agreement), as well as quality assurance tions, and introduce new speci?cations, ensuring that 100%
agreements (including quality objectives for the year). of the identi?ed issues are properly addressed.
Environment Suppliers certi?ed under ISO 14001 Environmental Management System, ISO 45001 Occupational Health
and and Safety Management System, and IECQ QC080000 Hazardous Substance Process Management System
occupational
health will receive bonus points and be given priority among suppliers of the same grade.
Case 2024 Supplier Conference
Orinko held its 2024 Supplier Conference on January 19, 2025, in Hefei, Anhui Province. Company executives, department heads, and representatives from 129 core suppliers attended the event.
During the conference, Mr. Li Jianyi, Chairman of Orinko, emphasized the importance of creating value for customers together with suppliers and highlighted the need to build a healthy ecosystem.
His speech covered topics such as establishing strategic partnerships, promoting joint innovation, fostering positive competition, and quickly seizing opportunities. He also stressed the critical role
of product and technological innovation, as well as Orinko's exploration and practices in digital transformation.
Five awards were presented at the conference: the Best Growth Award, the Outstanding Supplier Award, the Excellence in Quality Award, the Technological Innovation Award, and the Gold Strategic
Supplier Award, recognizing the contributions of outstanding suppliers. In addition, a session was held to reinforce integrity awareness among suppliers and employees. In 2024, Orinko strength-
ened its collaboration with leading companies such as Midea, achieving signi?cant business growth. Looking ahead, the Company will continue to focus on the automotive, home appliance, and
consumer electronics sectors while expanding into emerging industries such as smart home, low-altitude economy, and robotics. Orinko will further deepen cooperation with new energy vehicle
manufacturers to meet customers' evolving requirements for material performance, while continuing to deliver high-quality, reliable products and services to home appliance customers.
Customer Service
Building Customer Service Capabilities
Orinko is committed to providing customers with comprehensive service experience:
In-depth technical End-to-end satisfaction
support of customer requirements
Full lifecycle technical service Ser ving 1000+ customers, the
assurance, from mold trials to Company deeply understands
mass production and after-sales their pain points and o?ers profes-
support. sional solutions.
Fast response Strategic collaboration
mechanism and sharing
The Company o?ers 24/7 quick Orinko conducts regular follow-up
response to customer demands. visits and technical exchanges to
co-build a collaborative innova-
tion ecosystem.
After-sales Service Customer
Satisfaction Survey
Orinko has formulated a series of management measures, including the Customer Complaint Management Measures, and established a CRM-based
complaint handling process, ensuring full-process follow-up and closed-loop management from complaint initiation to process tracking, root cause
In 2024, Orinko conducted a customer
analysis and corrective action.
satisfaction survey targeting strategic and
After-sales services primarily focus on handling customer complaints, with the speci?c process outlined as follows: key customers across business lines such
as automotive, smart home, and struc-
tural functionalities. The survey covered
aspects including quality, delivery, ser-
Preliminary assessment of
Receive customer feedback
anomalies and temporary
On-site handling at Root cause vice, product innovation, brand value,
and align information the customer site analysis
countermeasures and international expansion at the cus-
Verify whether the custom- Locate the problem in In accordance with the 3G (Genba, Thoroughly investigate root
to m e r e n d . S u r v e y re s u l ts s h o w e d
er-reported issue deviates stages, systematically ana- Genbutsu, and Genjitsu) principle, causes across the generation, improvements across all dimensions
from the design intent. Clarify lyze potential loopholes, dispatch after-sales engineers to the out?ow, and system dimen- compared to 2023.
the customer's application and determine a tempo- site for handling. Recreate the cus- sions using tools such as ?sh-
scenario and assign dedicated rary countermeasure plan tomer's usage scenario and assist in bone diagrams and 5 Whys. The Company developed a comprehen-
personnel to follow up within 4 hours. resolving the issue. Alternatively, Simulate and reproduce poten- sive improvement plan, which included
throughout the entire process clearly describe the problem using tial causes using the restoration
until closure. 5W2H and initiate ITR for problem method to repeatedly verify collecting customer feedback on anoma-
improvement. and accurately identify the true l i e s , co m p i l i n g fe e d ba c k s u m m a r y
root cause. reports, conducting on-site customer
visits, and implementing special
improvement initiatives, with clearly
Knowledge accumulation and Customer response and Countermeasure
continuous improvement exception handling development
de?ned deadlines and responsible per-
sons for each task, all aimed at further
Hold monthly review and With customer satisfaction The responsible department shall enhancing customer satisfaction.
i m p ro v e m e n t m e et i n g s to as the goal, submit a writ- propose a corrective action plan
address high-frequency cus- ten improvement report to within 24 hours after root cause
tomer complaints. For custom- the customer and clarify con?rmation, ensure full problem
er application scenarios prone the disposal plan for closure within 5 working days, and
to issues, conduct extreme suspected items. de?ne preventive measures and
scenario simulation during the horizontal deployment strategies
design phase to reduce mis- within 7 working days.
matches at the source and
ensure product alignment with
customer needs.
Ensuring Integrity and Transparency,
Governance System of the Listed Company ??
Internal Audit ??
Business Ethics ??
Information Security ??
Digital Construction ??
Governance System
of the Listed Company
The general meeting of shareholders is the highest power body of the Company. The summoning, proposals,
convening, voting, resolutions and meeting minutes of the general meeting of shareholders comply with the
requirements of relevant laws, regulations, normative documents, the Articles of Association and the Rules of
Procedure for Shareholders' Meeting. The Company appoints the lawyer to attend and witness the meeting and
In accordance with the requirements of the Company Law of the People's Republic of China
issue the legal opinion, which further guarantees the legality and validity of the meeting, ensures that all share-
(hereinafter referred to as the "Company Law"), the Securities Law of the People's Republic of holders enjoy equal status and fully exercise their rights, and safeguards the rights and interests of minority
China (hereinafter referred to as the "Securities Law"), the Rules Governing the Listing of Stocks shareholders.
on the STAR Market of the Shanghai Stock Exchange, and other relevant laws and regulations,
Orinko Advanced Plastics Co., Ltd. continues to improve the corporate governance structure,
ensuring its standardized operation. The summoning, convening and voting procedures of the
The Board of Directors is the decision-making body of the Company. The summoning, proposals, convening,
Company's general meetings of shareholders and meetings of the Board of Directors and the
voting, resolutions and meeting minutes of the meeting of the Board of Directors comply with the provisions of
Board of Supervisors comply with the provisions of relevant laws and regulations, and all rele- relevant laws, regulations, normative documents, the Articles of Association and other relevant systems. All
vant members perform their respective rights and obligations in strict accordance with relevant directors of the Company perform their duties and obligations in a faithful, diligent and prudent manner, main-
laws and regulations. The Company makes all major decisions on production and operation, tain timely and ongoing oversight of the Company's operation and management, fully discuss various propos-
als at meetings, give careful deliberations and make scienti?c decisions, with no violations of laws or regula-
investment and ?nance according to the procedures and rules set forth in the Articles of Associ-
tions or harm to the interests of the Company and its shareholders, especially those of minority shareholders.
ation and relevant internal control systems. During the Reporting Period, we recorded good and
independent practice, and standardized information disclosure, with actual conditions of cor-
porate governance in line with the requirements of normative documents on corporate gover-
nance of the listed company.
The Board of Supervisors is the supervisory body of the Company. The summoning, proposals, convening,
A governance struc- voting, resolutions and meeting minutes of the meeting of the Board of Supervisors comply with the provisions
ture of the general
General meeting of
shareholders of relevant laws, regulations, normative documents, the Articles of Association and other relevant systems. All
supervisors perform the duties entrusted by all shareholders, diligently and dutifully supervise the Company's
meeting of sharehold- ?nancial conditions and the legality and compliance of directors and senior executives in performing their
ers, the Board of duties, oversee and express opinions on major events, related party transactions and ?nancial conditions of
Directors and the the Company, and safeguard the legitimate rights and interests of the Company and its shareholders.
Board of Supervisors
Board of Supervisors
Board of Directors
The Company's Board of Directors has four special committees, namely the Audit Committee, the Remunera-
tion and Assessment Committee, the Strategy and Development Committee, and the Nomination Committee,
which were accountable to the Board of Directors. The composition of all special committees complies with the
requirements of relevant laws and regulations as well as the Articles of Association. In the principle of diligence
and dutifulness, all members of special committees conscientiously perform their duties, attend the meetings
Strategy and Nomination Remuneration Audit
in person, without entrusting attendance or absence, and put forward many valuable professional opinions on
Development Committee Committee and Assessment Committee Committee
In 2024, the Company held a total of four general meetings of shareholders, nine meetings of the the Company's system improvement and decisions on daily operations, playing their due roles in enhancing the
Company's supervision mechanisms and safeguarding the legitimate rights and interests of the Company and
Board of Directors, nine meetings of special committees and eight meetings of the Board of its shareholders.
Supervisors.
Construction of Communication with stakeholders (investors)
the Board of Directors
The Company continues to improve the investor relations management,
arranges special personnel to take charge of relevant matters, and provides
The Company fully considers the age, gender, professional
multiple communication modes, such as SSE E-interactive, on-site surveys
background, industrial experience and other factors of
by investors, investor hotline, performance presentation and announcement
board members to optimize and diversify the composition
disclosure, carefully listening to the opinions and suggestions of investors on
of the Board of Directors.
the Company's production, operation and strategic development.
As of 31 December 2024, the Company had a total of seven
directors, of which three were external independent direc-
tors, accounting for 42.86%, and four were non-indepen- Timely reply on SSE E-interactive
dent directors, taking up 57.14%. The current board mem- On the SSE E-interactive platform, the Company timely answered a total of 68
bers had professional competence in multiple ?elds, such questions from investors in 2024;
as industries, ?nance, law, accounting and human resource
management, with abundant industry experience.
Reception of investors in on-site surveys
The Company receives institutions and individual investors in on-site surveys,
and provides investors with opportunities to gain a deeper understanding of the
The Company had a total
of seven directors
Company's operation and development;
Call answering of the investor hotline
Number of external
The Company arranges special personnel to answer calls through the investor
Proportion
independent directors
hotline, so that investors can obtain necessary information in a timely manner;
Regular performance presentations
Number of non-inde- Proportion In 2024, the Company held three presentations (Orinko 2023 Annual and 2024
pendent directors First Quarterly Performance Presentation, Orinko 2024 Semi-annual Collective
New Material Performance Presentation, and Orinko 2024 Third Quarterly Perfor-
mance Presentation).
Compliance Information Disclosure Related party transactions
In accordance with relevant provisions of the Company Law of the People's Republic of China, the Securi- Orinko improves its internal control systems,
ties Law of the People's Republic of China, the Administrative Measures for Information Disclosure of Listed and standardizes related party transactions in
Companies and the Articles of Association, the Company formulates a series of management systems strict accordance with relevant provisions of
including the Information Disclosure System, to further strengthen the management of the Company's the Articles of Association and the Manage-
information disclosure a?airs, ful?l information disclosure obligations in a truthful, accurate, complete and ment System for Related Party Transactions.
timely manner, improve the Company's information disclosure management level and information disclo- The Company signs relevant agreements for
sure quality, and safeguard the rights and interests of investors. new related party transactions in a timely
manner, while independent directors issue
According to the Information Disclosure Management System, the Company's directors, supervisors and independent opinion letters on relevant party
senior executives faithfully and diligently perform their duties, ensuring that the Company discloses infor- transactions. We continue to standardize the
mation in a truthful, accurate, complete, timely and fair manner. In addition to information disclosed as decision-making procedures for related party
required by mandatory regulations, we also actively and timely disclose information that may have a sub- transactions, determine transaction prices in
stantial impact on the decisions of shareholders and other stakeholders, and ensure that all shareholders the principles of justice, openness and impar-
have equal opportunities to obtain information, without disclosing or leaking information to individual or tiality, follow legal procedures and enter into
partial investors. The Company discloses various key information in a complete, timely and accurate relevant agreements or contracts in accor-
manner, so that public investors have a deep understanding of the Company's operation status, ?nancial dance with regulations, and timely disclose
health, progress of major events, existing risks and future development potential. Its information disclosure information, ensuring the fairness of related
not only e?ectively safeguards the right to know of all investors, especially small and medium-sized inves- party transactions.
tors, but also provides reliable references for their investment decisions, thereby guiding investors to make
more wise and rational choices.
In 2024, the Company issued a total of four regular announcements and 76 temporary announcements to
the public.
Number of regular Number of temporary
announcements announcements
Internal Audit
In 2024, the Company conducted audits on four main business processes, namely sales and collection management, production and warehousing management, procurement and payment management, and
expense management for Orinko and its branches and subsidiaries as follows:
Sales and collection audit Production and warehousing audit Purchase and payment audit Expense audit
The sales and collection audit mainly evaluates The production and warehousing audit mainly The purchase and payment audit mainly evalu- The expense audit mainly evaluates the imple-
the design e?ectiveness of internal control evaluates the design e?ectiveness of internal ates all purchase activities on the supply chain mentation of expense control policy and the
systems in the sales process and the rigor of the control systems in the production and ware- purchase platform. The audit covers such compliance of expense reimbursement proce-
execution process, making the Company’s over- housing process of domestic modi?ed material process nodes as purchase plan management, dures in the expense reimbursement and
all sales activities controllable. The audit covers factories and the rigor of the execution process, purchase order management, payment approv- accounting process, making the Company's
such process nodes as sales order manage- making the Company’s overall production and al management, contract execution manage- expense management transparent and e?ective.
ment, sales process control, customer manage- warehousing activities controllable. The audit ment and supplier management. According to The audit covers such process nodes as expense
ment, shipment and income con?rmation and covers such process nodes as production plan- the audit results, the internal control manage- budget preparation, expense reimbursement
leased warehouses. According to the audit ning management, production process manage- ment of the purchase and payment process is approval, expense accounting and travel
results, the internal control management of the ment, quality management, warehousing man- controllable in general. expense management. According to the audit
sales and collection process is controllable in agement and asset management. According to results, the internal control management of the
general. the audit results, the internal control manage- expense process is controllable in general.
ment of the production and warehousing
process is controllable in general.
Construction of anti-fraud culture
Business Ethics To create a clean, honest and self-disciplined cultural environment, the
Company holds various forms of publicity and promotion activities:
Orinko commits to creating a clean, transparent and e?cient corpo-
rate environment, laying a solid foundation for the Company's sus- The Company's directors, supervisors and senior executives take
tainable development. the lead in complying with the Company's various systems
through practical actions, and uphold honest and righteous pro-
fessional ethics, setting good examples;
Construction of anti-fraud system The corporate culture of "anti-corruption and integrity" is pro-
moted in various forms, including but not limited to employee
To prevent fraud risks and safeguard the legitimate rights and inter- manual, website and posters;
ests of the Company and its shareholders, Orinko released the
Anti-Fraud Management System in January 2024, aiming to stan-
dardize anti-fraud e?orts of Orinko and its subsidiaries, creating a
clean and self-disciplined corporate culture environment.
New employees are required to take the anti-fraud management
The Anti-Fraud Management System requires establishing an system training and the exam;
anti-fraud work execution group responsible for organizing fraud risk
self-assessment, risk prevention and training for all departments.
The group is also responsible for accepting fraud reports, investigat-
ing cases, compiling reports, and reporting the cases according to
established procedures. Illegal, unethical and dishonest behaviours can be reported
through multiple channels, with protective measures for infor-
mants.
Anti-fraud measures in internal control systems Reporting channels
and informant protection
The Company assesses fraud risks, establishes internal control systems, and strengthens daily business management and supervi-
The Company sets up a special hotline, email address and mail-
sion to reduce the possibility of frauds. The main measures are as follows:
box for reporting and promises to keep the reporting units, infor-
mants and the report contents strictly con?dential.
Construction of internal control systems Declaration of interest con?icts
Reporting Channels
Internal control systems are established An interest con?ict declaration mechanism is
and improved for various businesses to established to enable employees to promptly
conduct closed-loop management over and truthfully declare existing or potential Telephone:
systems and processes, plugging vulnera- interest con?ict information of their own and 18355099271
bilities and preventing frauds. their speci?c related parties.
Email:
Separation of incompatible duties
Honesty and self-discipline agreement audit@orinko.com.cn
With "internal check" at the core, each
economic transaction must be handled by The Company organizes internal employees
two or more departments or personnel, to sign the Honesty and Self-discipline Agree-
ment, and requires suppliers to sign the Address:
forming supervision and check mecha-
nisms for each other. Honest Cooperation Agreement and other Audit and Legal Service Centre in the O?ce Building
relevant agreements that need to be signed.
at the northwest corner of the intersection of Changning
Avenue and Ningxi Road, Baiyan Industrial Park,
Authorized review and approval measures
Hefei High-tech Zone
The Decentralization Manual is regularly Reporting and investigation measures
revised to strictly review and approve all
business activities of the Company.
A fraud reporting hotline is set to ensure
timely and e?ective information transmis-
Informant Protection
sion, with a promise to protect the privacy of
Intellectual property protection reporting units and informants. The Company prohibits any organizations or individuals from
unlawful discrimination or retaliation against personnel partici-
Its intellectual property protection mea-
sures focus on the protection of business
pating in the investigations. Anyone who illegally discloses the
Punishment measures informant’s information or retaliates against the informant will
secrets and anti-unfair competition in
accordance with the Administrative Regu- Once frauds are con?rmed, corresponding be given punishments, such as warning or a dismissal, according
lations for Cultural Publicity, Software Use punishments will be imposed immediately. to the seriousness of the cases. Those who violate the laws will
and Intellectual Property Applications.
be transferred to judicial authorities for legal proceedings in
accordance with the laws.
Information Security
Orinko has a specialized position of Information Security Engineer responsible for information security and data privacy protection. The Company develops a series of management systems, such as the "Infor-
mation Security Management Measures and the Data Centre Management Measures, and carries out security protection work in ?ve aspects, namely networks, host computers, applications, data and operations.
The speci?c implementation is as follows:
Network Host computer
Firewall deployment Protection by Desktop protection system
antivirus software and watermarks
E?cient ?rewalls are deployed at the Company's network boundaries to moni-
tor and ?lter network tra?c in real time, and intercept malicious attacks and Antivirus software is installed on terminals and The de s kto p prote ctio n s y ste m is de pl o y e d,
unauthorized access, ensuring security of internal systems and data. servers, and virus databases are upgraded and a n d d e s kto p wate r m a r k s a re s et to p re v e n t
updated promptly to e?ectively identify and i l l e ga l r e p l i c at i o n o r d i s s e m i n at i o n o f co n -
remove malicious software, preventing virus and te nt o n the s c re e n, fur the r prote cting co n?-
malicious software intrusion. dential information.
Internet behaviour management
E?orts are made to manage employees' Internet behaviours and standardize
network use, preventing information leakage or security incidents caused by
improper behaviours. Domain controller management Disposal of scrapped
and password strategy information assets
In the domain controller management, terminal After irreversible destruction, scrapped informa-
password complexity and 5-minute lock screen tion assets are uniformly scrapped to prevent
Sangfor VPN for remote access control are set to enhance account security and prevent recovery of data in the scrapped equipment and
illegal login and operations. avoid data leakage.
A safe remote access channel is built via VPN to restrict access to internal
networks, ensure the security of remote access, and e?ectively prevent infor-
mation leakage.
Application Data Operation
Vulnerability scanning and remediation Data backup strategy Industry vulnerability intelligence monitoring and handling
Vulnerability scanning devices are imported to conduct regular Important system databases are fully backed up once a Security engineers conduct internal veri?cation and disposal for industry
security checks on applications to promptly identify and rectify day. Business application data is incrementally backed up vulnerability intelligence in a timely manner, preventing the Company's
non-compliant applications and eliminate security hazards. every day, and fully backed up every seven days to ensure systems and applications from threats from known vulnerabilities.
data integrity and availability, and enhance the data
disaster resistance capability.
Revocation of departing employees' access permission Monitoring of security log alerts
The application system access permission of departing employees Relevant security log alerts are monitored to promptly detect and handle
is revoked promptly according to the demission process to prevent security incidents, so that security incidents can be responded to and
permission abuse or information leakage. resolved quickly.
Data storage security
Uni?ed identity authentication and permission control
Professional data backup software is used to store the Virus handling and incident investigation
backup data on a safe and reliable data backup storage
A uni?ed identity authentication system is imported to control the
server to ensure security and reliability of the backup After discovery, viruses and other security threats are handled immediately
access permission of various business systems, so that users can
data. and investigated in a closed-loop management model to prevent recurrence
only access the resources they require for their work, which
improves security and controllability of systems. of similar incidents.
Digital Construction
Orinko upholds a digital intelligent construction strategy covering the whole business process, and builds digital
intelligent factories. The speci?c achievements and progress are as follows:
Visual management of factories
Manufacturing platform construction Warehousing management optimization
The Company achieves data-driven intelligent visual operation at its bench-
The Company establishes a uni?ed The Company builds a uni?ed inventory man- mark factory in Hefei. A big data centre is composed of three major areas,
manufacturing management platform agement platform, enabling precision manage- namely the visitor passage area, the on-site operation area and the on-site
to gradually integrate production, ment and e?cient operation of inventories command meeting area, involving eight modules, i.e. general management,
warehousing and logistics systems in a through features, such as purchase arrival, inven- production, quality control, warehousing, logistics, equipment, security &
centralized management model and tory transfer, outbound shipment and storage environmental protection and lean management. Comprehensive visual
signi?cantly improve production e?- location statement. Meanwhile, warehousing e?- management covers multiple business areas, including corporate publicity,
ciency and management accuracy ciency is further optimized through pull produc- factory introduction, quality management, mixing operation, extrusion
through functions, such as work order tion, reduced workshop inventories and precise operation, colour powder centre, additive centre, warehousing manage-
tasks, material error proo?ng, output storage location management. ment, logistics management, equipment management, security & environ-
reporting, and historical traceability. mental protection management, lean management and work safety man-
agement, totalling 23 visual boards. We achieve the goal of overall visual
management through real-time alerts for key data anomalies, earning
unanimous recognition from customers.
Number of visual boards
Logistics management enhancement
The Company develops a uni?ed shipment and in-transit monitoring platform for overall visual manage-
ment over the logistics process through functions, such as arrival scheduling, in-transit monitoring, auto-
mated charging and order visualization, signi?cantly improving control capability and e?ciency in the
delivery process.
Technological exploration and application Achievements in digital construction
The Company actively explores the application of The company makes remarkable achievements after
AI-powered intelligent assistants, pioneering a new intel- above digital construction:
ligent interactive o?ce model. Speci?cally, nine AI-driven
scenarios, including intelligent inventory inquiry, IT E?ciency improvement:
knowledge base, yellow card assistant, Orinko GPT and
translation assistant, are launched to enhance employ- Digital tools are applied to signi?cantly reduce redundant links in work
procedures, improving work e?ciency.
ees' work e?ciency and customer service quality signi?-
cantly. Key applications include: Cost control:
Marketing terminals enable employees to inquire product
Digital means helps us precisely manage resources, achieving reasonable
inventories when they communicate with customers and to cost control.
retrieve yellow card data when they recommend products.
Business expansion:
Digital construction provides powerful support for the Company’s prod-
uct and service innovation.
Planning personnel can inquire available inventory, label
dates and batch numbers through AI-powered Q&A, making Honours and awards:
scienti?c and reasonable production and purchase plans
rapidly, with no need to spend time in system switching and
complex manual inquiry. • National Manufacturing and Internet Integration Development Pilot Demonstration Project: a project on manufacturing of modi?ed plas-
tics and capabilities of lean quality management and control
• Enterprise-level Industrial Internet Platform in Anhui Province: an industrial Internet platform on full life-cycle control of new types of
multi-functional composite materials
AI-powered knowledge base provides business personnel • Industrial Internet New Application Model Demonstration Project in Anhui Province: a new model application demonstration project on
with business personnel system use guidance, base printer manufacturing of modi?ed plastics and lean quality management
use guidance, yellow card inquiries and daily IT o?ce proce- • Intelligent Factory in Anhui Province: an intelligent factory for producing modi?ed plastics
dure guidance.
• Top 10 Empowered Industrial Scenario Demonstration Project in Hefei: an industrial Internet demonstration project on digital collabora-
tion in high-performance ?reproof material industry chain
Low-Carbon Transition,
Strategic Carbon Neutrality Action ??
Response to Climate Change ??
Circular Development ??
Strategic Carbon Short term (by 2028)
Neutrality Action
Reduce the energy consumption per unit product by 15% and the greenhouse gas emis-
sion intensity by 20% (Scope 1 + Scope 2), and increase the revenue share of green prod-
ucts to 30%; complete the annual greenhouse gas emission accounting and veri?cation,
and establish a carbon footprint management system covering the whole value chain.
Orinko's strategic goalsfor carbon neutrality
Guided by China’s "dual carbon" goals, Orinko commits to becoming
an internationally competitive green new materials solution provider
through technological innovation and whole-industry-chain collabo-
ration.
Medium term (by 2035) Long-term (by 2050)
Reduce the greenhouse gas emission intensity Achieve carbon neutrality in
(Scope 1 + Scope 2) by 30% compared to that in operations and value chains,
to complete carbon emission accounting; "material production, recycling
increase the revenue share of low-carbon mate- and carbon asset operation",
rials for new energy vehicles, photovoltaic mod- and grow into a global bench-
ules and energy storage devices to over 40%, marking company for low-car-
and achieve large-scale production capacity in bon transition in the new materi-
circular economy businesses. al industry.
Orinko's carbon neutrality strategy focuses on four core areas:
Low-carbon product upgrades driven Whole-process green manufacturing
by technological innovation and energy e?ciency improvement
Developing high-performance low-carbon materials Building intelligent green factories
Breakthroughs are made in bio-based resins, post-consumer Energy consumption in the process of production is monitored and
recycled plastics, and lightweight engineering plastics to reduce optimized in real time on the energy management platform (EMP).
carbon footprints throughout the full life cycle. For example, Rooftop photovoltaic system and green electricity purchase are
battery pack shell materials (over 20% weight reduction) and promoted to increase the proportion of renewable energy use to
motor insulation materials (15% higher temperature resistance) 25% by 2030 and use green electricity in all main production bases
are developed for new energy vehicles, helping downstream cus- by 2050.
tomers achieve emission reduction goals.
Advancing the circular economy model
Advancing cutting-edge material technologies Throughout the whole industry chain of "waste plastic recycling,
sorting, modi?cation and application", PCR (post-consumer
Based on the demands of emerging ?elds, such as low-altitude recycled) material production bases are established in East
economy and robotics, low-dielectric and high-thermal-conduc- China and South China, with an annual production capacity of
tivity modi?ed materials are developed to make intelligent devic- 150,000 tons. Lightweight PCR-ABS for vehicles and weather-re-
es more lightweight and e?cient. Materials relating to carbon sistant PCR-PP for home appliances are developed to help cus-
capture, utilization and storage (CCUS) are explored to o?er sup- tomers reduce emissions in their supply chains.
port for industrial carbon sequestration.
Globalization and policy Green and high value-added
compliance capacity building industrial structure
Addressing international carbon policy challenges Exploring core new energy materials
A dedicated team is established to track policies such as the EU The wet-process separator project is extended to lithium battery
CBAM and the US IRA, and a traceable product carbon footprint separators, oil-based coatings and aramid coatings, aiming to
system is built to ensure that exported products meet internation- develop leading customers in the new energy industry and seize
al low-carbon standards. The Company engages in global supply opportunities amid global surging demands for new energy mate-
chain carbon emission reduction cooperation to enhance its rials.
green brand premium.
Phasing out outdated production capacity,
Strengthening carbon emission governance optimizing production capacity layout
and disclosure
With a declining number of conventional high-energy-consump-
The carbon neutrality target is included into the ESG-speci?c tion material production lines, green manufacturing bases are
performance assessment. The annual greenhouse gas emission established in Southeast Asia (e.g. Thailand factory) and North
data is published to disclose climate risk response and emission America to better meet overseas market demands and reduce both
reduction progress, improving transparency and investor con?- emissions in transportation and impacts from trade barriers.
dence.
Orinko' Carbon Neutrality Action Green design: advancing low-carbon
transition through technological innovation
Orinko focuses on the full life-cycle carbon reduction, boosts Orinko attaches attention to the quality of raw materials at the source, and
coordinated development of green design, green purchase, designs and develops renewable low-carbon products, bio-based low-carbon
green intelligent manufacturing, green logistics and green recy- products and high-quality low-carbon products throughout the whole industry
cling, and forms closed-loop model from technological innova- chain, building a green material system spanning from synthesis to modi?ca-
tion to industrial chain collaboration, setting a leading example tion. The Company's high-performance steel-replacing plastic materials not
for achieving a green and low-carbon economy in the industry. only enhance the lightweight performance of terminal products, but also
signi?cantly reduce their carbon emissions, providing critical support for green
transition of new energy vehicle and home appliance industries. Additionally,
its self-developed spray-free materials and laser-engraving materials empower
the low-carbon economy, demonstrating that its forward-looking designs
advance green manufacturing.
Green purchase: co-building a closed-loop Green intelligent manufacturing: o?ering
model in supply chains technological support to energy management
Adhering to the green supply chain management principle, Orinko In the ?eld of green intelligent manufacturing, Orinko's production bases
establishes strategic partnerships with Midea, GEM and other lead- actively carry out the ISO 50001 energy management system by establishing a
ing enterprises, and develops PCR (post-consumer recycled) ma- microgrid system integrating energy management system, distributed photo-
terial recycling, dismantling and advanced plastic processing voltaic modules and energy storage devices, which enables real-time energy
through equity investments and co-investments in factories. This consumption monitoring and data-driven operation analysis. The digital tran-
closed-loop management model spanning from raw materials to sition of energy management not only increased the energy utilization e?cien-
terminal products not only ensures upstream resource supply, but cy, but also provides scienti?c basis for decarbonizing the production process.
also drives large-scale development of resource recycling. Further- By reference to Danaher's DBS lean management system, Orinko establishes
more, the Company leverages its Thailand production base to its own lean production system to build green factories through process opti-
expand PCR resource channels, providing solid support for build- mization and energy management improvement initiatives. Currently, its Hefei
ing global green supply chains and demonstrating its strategic and Guangdong factories have successively passed provincial and nation-
layout in international resource guarantee. al-level green factory demonstration certi?cations, further solidifying the Com-
pany's leading position in the ?eld of green manufacturing.
Green logistics: intelligent optimization
for low-carbon transportation
Case Hefei and Guangdong production bases were awarded green factories in 2024
Orinko signi?cantly reduces energy consumption and carbon emissions in the process
of transportation by such measures as local purchase, optimized transportation routes
Since the construction start of the factories, Orinko has carried out friendly sustainable develop-
and prioritized use of new energy vehicle models. Meanwhile, the Company adopts the
ment concepts of low carbon, energy e?ciency and environmental protection in design and proj-
WMS (Warehousing Management System) for automated and unmanned warehouse
ect construction. With green development and circular economy as its main development direc-
operations, improving the space utilization rate of warehouses, the inbound and out-
tions, the Company commits to building a "green manufacturer" to advocate green manufactur-
bound e?ciency of goods and the intensive use of land. We apply AGVs (automated
ing concept and boost comprehensive green development.
guided vehicles), palletizing robots, conveyor belts and other intelligent devices in
automated cargo handling and sorting, making logistics operations more automatic
and e?cient.
At the organizational level, the Company set up a green factory promotion body, consisting
of the promotion committee, the promotion o?ce, the promotion backbone group and the
green factory construction assessment group.
Full life-cycle carbon reduction: a closed-loop system
from materials to value chains
At the institutional level, the Company developed a range of management systems, devel-
oped the green factory performance assessment management system, and de?ned the Orinko actively responds to national and market policies by establishing a carbon foot-
duties and the target-based assessment accountability system. print accounting platform. By the full life-cycle assessment method stated in the ISO
Experts, and databases, including CLCD, ELCD and Ecoinvent, to assess product carbon
footprints and compile reports, in a bid to track and monitor environmental emissions
At the practical level, the Company satis?ed the green factory assessment requirements in from raw material acquisition through the whole production process, and adopt target-
terms of building and lighting infrastructures, ISO management system certi?cation, energy,
resource input, products, environmental emissions and performance. ed emission reduction measures in key links. In 2024, we completed the carbon
accounting for over 200 product series in PP, ABS, and PC categories and the third-party
carbon footprint evaluation for two product series, boosting the construction of a prod-
uct carbon footprint database by both internal and external e?orts. According to the
ISO 14067 standard, the Company organized greenhouse gas accounting and carbon
reduction assessment management across its production bases to have comprehen-
sive understanding of its own greenhouse gas emissions, identify key emission reduc-
tion processes, and formulate and implement e?ective carbon reduction measures,
laying a solid foundation for its sustainable development.
Response to Climate Change
Governance Strategy Risk management
Orinko integrates climate change governance into its top-level Admit the progress toward "dual carbon" goals, Orinko formulates Orinko establishes a full life-cycle climate risk manage-
design by establishing a climate governance system that is short-term, medium-term and long-term strategic plans against climate ment system based on the TCFD (Task Force on
supervised by the Board of Directors and led by the manage- change, focusing on synergy between green technological innovation Climate-related Financial Disclosures) framework to iden-
ment with cross-departmental collaboration. The Board of and emission reduction on full value chains. Through systematic evalua- tify the impacts of physical risks (such as extreme weath-
Directors proposes to establish a Strategic Development and tions on climate-related risks and opportunities, the Company optimizes er) and transition risks (such as policy tightening) on its
ESG Committee to de?ne the decision-making rights and carbon footprints of products throughout the full life cycle, explores operations and quantify their ?nancial relevance. In
responsibilities for climate-related issues, and develop climate alternative solutions for clean energy, and boosts technological innova- response to extreme weather, policy and regulations
policies and execution mechanisms as a whole. Each produc- tion in green processes, reducing the carbon emission intensity in opera- updates, technological disruptions and other potential
tion base has a climate action team, which incorporates tions and value chains in an all-round way. We deeply integrate the risks, the Company formulates emergency plans, and
low-carbon goals into performance evaluation to ful?l climate low-carbon concept into our product R&D and business models, devel- keeps optimizing its resource allocation capabilities. By
responsibilities throughout core processes, such as R&D, pro- op high value-added and environmentally friendly materials, and em- taking advantage of its green ?nancial tools and low-car-
duction, and supply chains. The Company holds regular train- power low-carbon transition in downstream industries, building a bon technology reserves, we become more adaptive to
ings and publicity programs on climate issues to enhance em- climate resilience competitiveness. In the implementation of the strate- transition risks, such as carbon pricing mechanisms and
ployees' awareness of climate change, and continues making its gic plans, the Company lays emphasis on cooperation with stakehold- changes in market preferences.
governance framework more complete and e?ective through ers, and participates in discussions on industry initiatives and policies to
the stakeholder communication mechanism. jointly build a climate-friendly industrial ecosystem.
Climate-related risks and countermeasures (partial)
Risk type Risk description Countermeasures Impact degree Time range
Global warming leads to frequent extreme weather conditions, such 1. Establish climate risk maps, and screen physical risks in core production bases and supply chain nodes; Lead to potential local production capacity
as high temperatures, heavy rains and typhoons, which may a?ect Short term (1-3 years)
Entity risk the operational stability of production bases, cause equipment systems; continuous investments in resilience build- Long term (more than 5 years)
damage, disrupt raw material supply or delay logistic delivery. ing in the long term.
Global carbon peak and carbon neutrality policies and increasingly 1. Establish a policy research team to Keep track of global carbon policy trends;
Transition risk Increase compliance costs in the medium Medium term (3-5 years)
strict industry emission standards, such as the EU's CBAM and the 2. Optimize the carbon footprint accounting system for products, and develop purchase of low-carbon raw
in policy expansion of the domestic carbon market, may increase carbon
term, avoid market access barriers through
materials and green manufacturing processes; technological upgrades in the long term. Long term (more than 5 years)
compliance compliance costs and carbon tari?s on exported products.
Record declined sales volume of part of
Conventional high-carbon materials are under the pressure of PC series materials.
Transition risk conventional products in the medium term,
substitution with low-carbon ones, such as degradable materials, 2. Establish a whole industrial chain of "consumer product recycling, dismantling, crushing, sorting, pelletiz- achieve a di?erentiated competitiveness Medium term (3-5 years)
in technological PCR materials and bio-based materials. Lagging technological itera- ing and modi?cation" in PCR material production bases. through technological innovation in the long Long term (more than 5 years)
substitution tions may lead to the loss of market shares. term, expected an increase of 10%-15% in
other industries to pass low-carbon product certi?cations. new revenue.
Climate change intensi?es price ?uctuations of oil and other Su?er an impact on pro?ts from cost ?uctua-
Transition risk hedging and other tools;
conventional raw materials, a?ecting the stability of production tions in short term, optimize supply chains Short term (1-3 years)
and raw material costs. Meanwhile, the supply system of low-carbon raw materials, 2. Establish production bases through co-investment with upstream PCR enterprises in East China and to gradually alleviate the impact in the
South China to ensure stable supply of low-carbon raw materials; Long term (more than 5 years)
?uctuations such as bio-based resins, remains immature, so there may be medium term, rely on low-carbon materials
purchase risks. 3. Optimize purchase strategies, and increase the proportion of local purchase to reduce supply chain risks. for substitution in the long term.
Transition risk in The progress of new construction projects is a?ected by such
project progress factors as climate-related approvals and supply chain delays, which medium term, reduce the dependence on a Medium term (3-5 years)
tion units, and formulate emergency plans;
below may result in the lag of production capacity release and the loss of single project through diversi?ed layout in
expectation market opportunities. 3. Simultaneously advance the development of existing businesses and the R&D of cutting-edge technolo-
the long term.
gies to diversify risks.
Have an impact on R&D e?ciency in the
The brain drain of technical personnel or the leakage of core 1. Sign con?dentiality agreements with core technical personnel;
Core short term, lead to declined market competi- Short term (1-3 years)
technologies lead to lagging R&D of low-carbon materials, making it
competitiveness di?cult to meet customer demands for high-performance and
Medium term (3-5 years)
risk low-emission products. 3. Establish an R&D achievement protection mechanism to strengthen technical barriers based on patents. uous investments in talent and technologi-
cal reserves in the long term.
Core competitiveness risks : Risks are classi?ed based on the TCFD framework and industry characteristics, focusing on entity risks (physical impacts) and transition risks (policy, technology and market changes),
while including climate risks relating to core competitiveness.
Climate-related opportunities and countermeasures (partial)
Opportunity Opportunity description
type Countermeasures Impact degree Time range
China's 14th Five-Year Plan and the Guiding Opinions on Promoting High-Quality
Development of the Petrochemical and Chemical Industries During the 14th 1. Focus on R&D of high-end modi?ed materials, and make breakthroughs in special Record the revenue share of high-end products
Five-Year Plan Period explicitly support the development of high-end modi?ed engineering plastics (such as long-carbon-chain nylon, PEEK), bio-based materials of more than 25% in the medium term (3-5
Policy-driven and other "bottlenecks", accelerating the process of import substitution; years), grow into a core bene?ciary of import
materials, bio-based materials and low-carbon materials, and requires that domes- Medium term, long term
opportunities substitution in the long term (more than 5
tic chemical new materials meet 75% of domestic demands by 2025, indicating a 2. Participate in developing industry standards, strengthen cooperation with govern-
clear import substitution trend. China's new materials industry scale is expected to ment departments and industry associations, and strive for policy subsidies and years), and expect to contribute additionally
exceed RMB11 trillion by 2025 and reach RMB23.5 trillion by 2029, with a com- green credit support. 15%-20% of pro?ts.
pound annual growth rate of approximately 21%.
Global new energy vehicles and energy storage markets are experiencing rapid 1. Accelerate the implementation of the wet-type separator project, and develop Increase the revenue share of new energy mate-
Explosive growth. In 2024, China's lithium battery market recorded 1,175 GWh of shipments, high-performance lithium-ion separator materials, covering energy storage, power rials by more than 10% in the medium term (3-5
demands for and the demand for lithium battery separators is expected to reach 26.7 billion batteries and 3C ?elds; years), develop the business into the second Medium term, long term
new energy square meters by 2025. The Company is steadily advancing its wet-process separa- 2. Develop lightweight materials for new energy vehicles, such as battery pack shell growth curve in the long term (more than 5
materials tor project, aiming to become a leading supplier of new energy materials. materials and motor insulation materials, as well as weather-resistant materials for years), and expect an increase of 5-8 percentage
photovoltaic modules to retain core customers. points in the gross pro?t margin.
During the development of the circular economy driven by global "dual carbon" 1. Expand the production capacity of PCR materials, and develop high value-added Continuously increase the revenue of circular
Circular goals, there are increasing demands for PCR (post-consumer recycled plastic) recycled material products, such as lightweight PCR-ABS for automobiles and weath- economy in the medium term (3-5 years), form a
economy and materials in automobile and home appliance industries. The Company establishes er-resistant PCR-PP for household appliances; closed loop of "production, recycling, modi?ca- Medium term, long term
a complete industrial chain covering "consumer product recycling, dismantling,
low-carbon 2. Provide carbon footprint accounting services for customers, jointly build green tion and application" in the long term (more
crushing, sorting, pelletizing and modi?cation", and builds joint venture production than 5 years), and expect to contribute 10%-15%
products bases in East China and South China, with a total annual capacity of 150,000 tons, supply chains, and help downstream customers achieve ESG goals.
of pro?ts.
covering PP, ABS, PC and other recycled materials.
Opportunity Opportunity description Countermeasures Impact degree Time range
Indicators and targets
type
With reference to mainstream international standard
With the increasing demands for low-carbon materi- 1. Make business presence with its Thailand base at the Gradually increase the proportion frameworks, such as TCFD and SASB, Orinko builds a
of overseas business revenue in the
als in new energy vehicle and home appliance core, gradually expand into markets in North America
medium term (3-5 years), grow into climate performance management indicator system,
International markets across Southeast Asia, North America and and the EU countries, and meet local requirements for
Europe, the Company's Thailand factory phase I has low-carbon compliance (e.g. EU CBAM); a global supplier of green materials Medium term, covering carbon emission intensity, energy use
market in the long term (more than 5 long term
expansion
come into operation. In 2024, the Company recorded 2. Develop localized production and supply chain years), and expect to earn more
e?ciency, proportion of renewable energy and other
rapid growth in overseas revenue, and planned to layout, while reducing transportation emissions and than 20% of revenue from interna- core dimensions. The Company sets phased emis-
sales o?ces in North America and Europe. impacts of trade barriers. tional markets. sion reduction targets in a scienti?c and practical
manner based on process optimization, equipment
upgrades, circular economy model innovation and
With surging demands for lightweight, high-strength Continue to increase business other measures in the pathway toward carbon neu-
Technological
and low-dielectric materials in emerging industries, 1. Establish a specialized R&D team to focus on devel- revenue from emerging ?elds in trality, and conducts regular evaluations and disclos-
such as intelligent connected vehicles, low-altitude oping materials for cutting-edge ?elds such as low-alti- the medium term (3-5 years), form
innovation economy (drones) and robots, the Company has tude economy and robots;
Medium term, es to stakeholders to make climate actions increas-
technological barriers in the long long term
and product developed lightweight PC materials for drones and term (more than 5 years), and ingly more transparent. Furthermore, we take an
upgrades electromagnetic shielding materials for robots,
achieving mass production of relevant vehicle iterations to seize the initiative in emerging markets. expect to achieve revenue increase active part in climate action initiatives, commit to
by 10% to 15%.
models. aligning with global temperature control goals, and
carry out climate actions through dynamic and itera-
tive indicator management, contributing measurable
value to stakeholders.
With energy e?ciency upgrades of the manufacturing Reduce energy consumption costs
Green 1. Promote energy-saving technologies, such as photo-
industry driven by China's "dual-carbon" policy, the in the short term (1-3 years), build
manufacturing Company introduces lean management and digital voltaic power stations and green electricity purchase, Short term,
zero-carbon manufacturing
and energy tools (e.g. MES, WMS systems) to build intelligent to reduce carbon emissions in the production process; medium term,
demonstration factories in the long long term
e?ciency green production lines, with the goal to reduce the 2. Enhance the resource utilization rate through intelli- term (more than 5 years), enhance
enhancement energy consumption per unit product by 15% by 2028 gent upgrades to reduce waste discharge. the brand's ESG competitiveness.
compared with that in 2025.
Opportunities are classi?ed based on policy guidance, market demands, technological innovation and internationalization strategies, focusing
on business segments highly related to low-carbon transition, such as new energy materials, circular economy and green manufacturing.
Circular Development Content certi?cation
of renewable materials
Purchase of recyclable resources
As the EU's Green Deal initiative requires 100% recyclable
plastic packaging by 2030, and China's 14th Five-Year Plan
Under China's "dual-carbon" policy, the proportion of recycled material manu- for Circular Economy Development targets a recycling
facturers shows a gradual upward trend. Orinko partners with domestic waste industry output of RMB5 trillion by 2025, global supply
household appliance and automobile dismantling plants to make business chains are facing increasingly stringent requirements for
layout in South China and East China, which greatly shortens recycling chains, the use ratio of recycled materials. For instance, brands like
reduces recycling costs, and improves the PCR recycling system. In 2024, the Apple and Dell require over 30% of recycled plastics in their
Company launched product portfolios involving PP, ABS, PA, PBT, PE, PC, PPO, products by 2030. Orinko commits to "building value
AS, HIPS and GPPS, and provided services mainly to manufacturers of home chains for circular economy and driving green material
appliances, automobiles, electric vehicles and electric tools. upgrades", passes GRS, UL 2809, ISO 14021 and other inter-
national authoritative certi?cations, and creates a
Utilization of renewable resources closed-loop process of "recycled materials → green prod-
ucts → low-carbon supply chains" in line with global
By strengthening R&D and manufacturing of recycled materials in terms of quali- market access standards, gaining a ?rst-mover advantage
ty and process, the Company cooperates with many brands to widely apply its in "green competitiveness".
products in electronic appliances, automobiles and other ?elds.
Quality Process
Certi?cation Number Core value
From sorting, crushing, high-e?ciency Under intelligent and IT-based
cleaning to composite sorting and puri- control, the whole PCR production
?cation, the whole operation process process becomes an integrated Make e?orts in environmental protection, social responsibility and business development to
GRS 62 drive global industrial chains toward a low-carbon circular model.
complies with the standards. Through manufacturing procedure guaran-
melting in high temperature, impurities tee system incorporating waste
are further removed, then the materials plastic sorting, crushing, high-e?- Quantify carbon emission reduction data, supporting customers' carbon o?set claims, and help
are pelletized, cooled and homoge- ciency cleaning, composite sorting UL 2809 48 companies reach the requirements of recycled material utilization regulations of all countries,
nized into ?nished products, which are and modi?ed material pelleting. while avoiding trade barriers.
high-quality PCR materials, and can
replace all or part of new materials in Boost technological innovations in PCR products, and enhance transparency and credibility,
modi?ed formulas. ISO 14021 68 while avoiding trade barriers.
Reduce marine plastic pollution, protect biodiversity, and advance the circular economy, while
OBP 1 mitigating policy risks.
Protecting Environment,
Environmental Management ??
Energy Management ??
Water Resource Management ??
Pollution and Emissions Management ??
Environmental Development of the Environmental
Management System
Environmental
Emergency Management
Management To comprehensively enhance the Company's environmental protection Orinko's major production bases have integrated environmental risk prevention
e?orts and continuously strengthen environmental risk management, and control into routine enterprise management, continuously enhancing their
Development of the Environmental
ensuring compliance with relevant laws, regulations, and standards in capacity to prevent environmental risks and reinforcing pre-incident prevention
production and operations, Orinko strictly adheres to the requirements e?orts. The Company has established a comprehensive emergency response
Management System of the Environmental Protection Law, the Environmental Impact Assess-
ment Law, and the Law on the Prevention and Control of Environmental
mechanism for environmental incidents, formulating the Emergency Plan for
Abrupt Environment Incidents as a guiding document. It has also set up a
Pollution by Solid Waste. It has formulated documents such as the Haz- response team for environmental emergencies and concerns, fully responsible for
Orinko's major production bases strictly comply with the Envi- ardous Waste Management System, and the Methods for the Routine ensuring swift, accurate, and e?cient emergency handling within the factories.
ronmental Protection Law of the People's Republic of China, the Administration of Environmental Protection Collection System as opera- These measures aim to minimize, mitigate, or eliminate casualties and property
Regulations on the Administration of Construction Project Envi- tional guidelines. A dedicated Environmental, Health and Safety (EHS) losses caused by unexpected environmental incidents. Additionally, the Company
ronmental Protection, and other relevant laws and regulations. department is established, sta?ed with full-time personnel responsible conducts regular emergency drills to strengthen the emergency response capabil-
The Company continues to improve its environmental manage- for supervising and guiding environmental management e?orts to ities and identify potential environmental risk points, followed by assessment and
ment system through system development and compliance ensure e?ective operation of the Company's environmental manage- recti?cation, while reinforcing routine environmental monitoring.
management, identi?cation of environmental factors and risk ment system and continuous improvement of its environmental perfor-
control, as well as resource conservation and recycling. Orinko mance, thereby reducing the impact on the public and the environment.
has successfully obtained ISO 14001 Environmental Management
System certi?cation. In line with the Environmental Protection
Target Responsibility System, the Company has set environmen-
tal goals and indicators, which are then allocated to speci?c
departments. Detailed plans for training, drills, and hazard
inspections are developed for each target and indicator to con-
Environmentalincident
occurrence rate in 2024 0
tinuously enhance environmental performance. Through scientif-
ic planning, full participation, and continuous improvement,
Orinko e?ectively enhances its environmental management,
achieving coordinated development of both economic and envi-
ronmental bene?ts.
During the construction of new facilities, Orinko strictly imple-
ments the "Three Simultaneities" policy for environmental pro-
tection in construction projects, ensuring that environmental
protection facilities are designed, constructed, and commis-
sioned simultaneously with the main project. The Company
enforces rigorous standards throughout project design and regu-
latory submission, environmental acceptance, and pollutant
discharge permit processing. It also ensures timely completion of
environmental impact declarations and the preparation of relat-
ed project documentation for public disclosure.
In 2024, the Company recorded no environmental pollution inci-
dents and received no environmental complaints.
Energy Management Development of the Energy Management System
To reduce energy consumption and improve energy e?ciency, Orinko's major production bases have developed the Energy Manage-
Energy Energy saving & e?ciency ment Manual as a guiding document, in accordance with the ISO 50001 Energy Management System standard and tailored to the Com-
Management
improvement, and clean
pany's speci?c context. The manual de?nes the Company's energy management policy and objectives. To ensure e?ective implementa-
production
Policy
tion, the company leadership coordinates with relevant departments to carry out the Energy Management Implementation Plan, estab-
lishing practical measures and actions, and ensuring their execution.
Energy saving & e?ciency
improvement Energy-saving Initiatives and Outcomes
In its energy use, Orinko seeks to minimize
waste and continuously improve utilization Real-time energy consumption monitoring and analysis
and operational e?ciency, thereby reducing
energy costs and improving overall perfor-
mance. Through the workshop energy man-
agement system, Orinko collects Identify equipment operation patterns and
energy consumption data at work- schedule o?-peak electricity usage
shop, production line, team, and Monitor the power supply system to detect
equipment levels, and calculates abnormalities in real time
Clean production t o ta l e n e r g y co n s u m p t i o n a n d Set energy e?ciency benchmarks with
over-limit alerts and benchmark analysis
energy intensity as dual-control indi-
The Company is committed to complying with cators. By comparing collected data
energy conservation laws and regulations, with historical production data, the
actively adopting high-e?ciency and ener- system identi?es anomalies and
Enable real-time energy monitoring
gy-saving equipment and technologies, and uncovers potential energy-saving
Automatically generate energy reports
meticulously organizing energy management opportunities, continuously optimiz-
Integrate with the MES system to support
to reduce energy consumption and green- ing energy use e?ciency.
intelligent manufacturing networking
house gas emissions, thereby ful?lling its social
responsibility and obligations in environmental
protection.
Equipment operation optimization
The Company enhances energy e?ciency through multiple measures, including identifying equipment operation patterns to
schedule o?-peak electricity usage, monitoring the power supply system to detect anomalies in real time, and setting energy
e?ciency benchmarks with over-limit alerts and benchmark analysis.
Rooftop photovoltaic power generation
Distributed photovoltaic systems have been installed
at all major production bases of Orinko, increasing the
use of renewable energy.
Hefei Factory Chongqing Factory
Idle rooftop space on industrial buildings is utilized for PV
panel installation, without occupying land resources;
Reduction in emissions of CO2 , SO2 , NO2 , and particulate
matter;
Power generated is primarily self-consumed, with excess elec-
tricity fed into the grid, e?ectively reducing peak-hour power
loads;
During staggered electricity consumption, the Company ben-
e?ts from government policies that prioritize the consump-
tion of green energy, such as solar power, thereby reducing
Guangdong Factory Anqing Factory the impact of staggered power rationing and outages.
Water Resource Management
Development of the Water Resource Water-saving Initiatives Water-saving Publicity
Management System
Orinko has established a water-saving and water-consuming man- Water balance testing The Company's water-saving and water-consum-
agement steering group led by the general manager, with depart- and rational water use assessment: ing management steering group has organized
ment and workshop heads serving as team members, and desig- multiple water-saving publicity campaigns for
Regular water balance testing is carried out to fully
nated personnel responsible for daily management of water-sav- employees, distributing brochures and sharing
understand the Company's water supply network and
ing e?orts. To ensure e?ective implementation, the Company has water-saving tips via the internal network. These
water usage status, providing a scienti?c basis for ratio-
introduced speci?c responsibility systems for water conservation e?orts aim to embed water-saving awareness
nal water use. The test results help identify issues in
leaders, departments, and o?cers, with clear responsibilities deeply into employees' mindset, turning conser-
water usage, enabling targeted optimization and
assigned to individuals. A comprehensive set of water conserva- vation into a conscious and voluntary habit. Em-
improvement measures to enhance both e?ciency and
tion management regulations has been established, including the ployees are encouraged to report any leaks, drips,
e?ectiveness.
pipe network inspection system, the water-saving and water-con- or abnormal water usage promptly to the man-
suming statistics system, and the reward and punishment system agement for immediate repair.
for water-saving quota management. To incorporate water-saving
as a mid- to long-term component of corporate management, Water recycling systems:
Orinko has formulated an annual water conservation plan and the
other equipment are used to facilitate water recycling
and reuse.
Pollution and Emissions Wastewater
Management
During its production process, the Company generates circulating cooling water and domestic
wastewater. Wastewater is treated through a dedicated sewage treatment system, with regular
monitoring of indicators such as chemical oxygen demand (COD), biochemical oxygen demand
(BOD), ammonia nitrogen, and total phosphorus, to ensure compliance with discharge stan-
dards. Orinko centrally collects and treats wastewater using a combination of physical, chemi-
At its major production bases, Orinko ensures that the cal, and biological methods, ensuring compliance with national and local discharge standards
emissions of exhaust gas, wastewater, solid waste, and before discharge.
noise generated during the manufacturing process all
comply with environmental protection requirements.
Exhaust gas
During the extrusion, blending, coloring, and additive processes, exhaust gases such as
particulate matter, hydrogen chloride, and non-methane total hydrocarbons may be gen-
erated. The Company treats them properly using activated carbon, bag-type dust collec-
tors, zeolite rotors combined with RTO, and pulse dust collectors before discharge in
compliance with relevant standards.
Solid waste
During production processes such as blending and material feeding, as well as in employees'
daily activities, the Company generates general solid waste (e.g., packaging materials, waste
paper) and hazardous solid waste (e.g., spent activated carbon, waste mineral oil). Orinko
keeps detailed records and statistics on the quantities, types, and disposal of solid waste, and
regularly inspects and evaluates the treatment process. General waste and hazardous waste
are stored separately in dedicated temporary storage areas and are collected centrally before
being transferred at regular intervals to quali?ed third-party entities for compliant disposal.
Noise
The Company's major sources of noise include production machinery, ventilation systems, and
transport vehicles. To reduce noise, technical measures such as installing vibration-damping pads
on equipment are implemented. When upgrading or replacing equipment, low-noise models are
prioritized. The Company also engages quali?ed third-party institutions to regularly monitor envi-
ronmental noise levels. E?ective noise reduction measures are adopted to ensure that noise
emissions comply with national and local environmental protection standards.
Putting People First,
Workplace Safety Management ??
Dual Prevention Mechanism ??
Occupational Health & Safety ??
Workplace Safety Management
Development of the Workplace Safety System Workplace Safety Accountability
All major production bases of Orinko strictly comply with relevant national laws and regulations, and uphold the concept of "safety is the In accordance with the State Council's Five Provisions on
basis of survival" and the policy of "safety ?rst, prevention foremost, and comprehensive control". The Company has established a com- Strengthening the Safety Management in the Production
prehensive safety management system covering the entire production process. of Enterprises, Orinko's major production bases have
established a workplace safety accountability system,
At the organizational level, the Company has implemented a safety accountability system, with the general manager serving as the high- and signed the Letter of Commitment on Workplace
est decision-maker and commander for safety matters, ensuring that safety responsibilities are enforced at all levels to prevent and Safety Accountability with principal safety o?cers of all
reduce the occurrence of safety incidents. Safety-related metrics, including administrative penalties, work-related injuries, and the functional departments. All factories have implemented
on-time recti?cation rate of identi?ed hazards, are incorporated into performance evaluations across departments, with a reward and the safety accountability system with commitment letters
penalty mechanism in place to e?ectively enhance the Company's safety management. Guided by the Management System for Work- signed at every level.
place Safety Goals, Orinko sets workplace safety goals and performance indicators, which are further allocated to speci?c departments.
Through a combination of goal-setting and process management, supported by the collective e?orts of all employees, the Company
achieved its target of zero safety incidents in 2024.
Workplace Safety Training
In 2024, Orinko's major production bases enhanced workplace safety Average hours of safety
training to ensure improved safety awareness and operational skills training per employee
among employees. Training topics covered three-level safety educa-
tion for new employees, specialized safety training, and comprehen-
sive safety training. The training content included workplace safety
laws and regulations, safe operation procedures, and accident case
analysis. These training sessions enhanced employees' safety aware-
ness and operational capabilities, reduced "three violations" (viola-
tion of procedures, discipline, and safety rules), and e?ectively pre-
vented and reduced the occurrence of accidents.
Workplace Safety Initiatives "Fire Safety Month" Events
To build a harmonious and safe factory environment and foster a strong culture of ?re safety, Orinko takes active steps to enhance
?re awareness among all employees. In strict accordance with the National Outline for Fire Safety Publicity and Education, the
Company has made solid e?orts to implement the "Fire Safety Month" campaign. In November 2024, major production bases of
Orinko o?cially held kick-o? ceremonies to launch the "Fire Safety Month" initiative.
"Workplace Safety
Month" Events
June 2024 marked the 33 rd Workplace Safety Month in
China. Orinko's major production bases actively responded
to the campaign themed "Safety ?rst for everyone, emer-
gency readiness for everyone". In alignment with relevant
directives issued by local governments, the Company
promptly formulated an activity plan and ensured its imple-
mentation through comprehensive publicity and organized
Fire safety quiz with prizes
execution, enabling the campaign to be well-planned,
well-arranged, well-inspected, and well-executed.
The production bases focused on promoting national work-
place safety laws and regulations, workplace safety knowl-
edge, and the Company's internal workplace safety man-
agement system, with the goal of enhancing employees'
safety awareness and accident prevention capabilities. A
wide range of engaging and informative activities were
launched, along with intensi?ed e?orts to identify and recti-
fy potential hazards. These initiatives enhanced recognition
of workplace safety across the organization, improved safety Nighttime dormitory emergency evacuation drill Specialized training on ?re protection systems
management mechanisms, elevated the quality of work-
place safety management, strengthened risk prevention
capabilities, and e?ectively eliminated potential hazards,
yielding signi?cant outcomes and ensuring workplace
safety.
Dual Prevention Mechanism
Risk Classi?cation & Control
and Hazard Investigation & Recti?cation
At all major production bases, Orinko has established a "six-mechanism" safety risk control
system to implement hierarchical management of safety risk areas. Risk points are evaluat-
ed, with supporting tools such as risk data collection/review/reporting ?owcharts, risk classi-
?cation methods and standards, risk rating (risk matrix), early warning grading standards,
and a structured risk control process. Over 80 types of hazards were identi?ed, including me-
chanical injuries, burns, electric shocks, object strikes, vehicle-related risks, ?res, and falls
from height.
Divide units Continuous improvement
Identify risk points Assign responsible persons for risk control
Identify sources of hazards Prepare emergency response plans for accidents
Evaluate risks and determine risk levels Develop response procedures
Develop preventive measures De?ne early warning levels
Occupational Health and Safety
Development of the Occupational Health and Safety System
Orinko strictly complies with the Law of the People's Republic of China on the Prevention and Control of Occupational Diseases and other relevant laws
and regulations. It has established institutional documents such as the Responsibility System for Occupational Disease Hazard Prevention and Control, the
Occupational Disease Hazard Warning and Noti?cation System, and the Publicity, Education and Training System for Occupational Disease Prevention and
Control, to regulate employees’work practices, strengthen supervision and risk control, and e?ectively protect employees' occupational health and safety.
All major production bases have continuously improved their occupational health and safety management systems and obtained ISO 45001 Occupational
Health and Safety System certi?cation.
The Company places great importance on employees' occupational health, treating it as a key aspect of its ESG management. Orinko is committed to
ensuring a healthy and safe working environment for employees and continuously improves its occupational health management measures to enhance
both work quality and quality of life for employees. To achieve this goal, the Company has adopted the following measures:
When signing labor contracts with employees in positions exposed to occupational Employees engaged in hazardous or toxic operations are
disease hazards, the Company truthfully informs them of potential occupational required to undergo occupational health examination before
hazards and their consequences, as well as protective measures, and clearly taking the job, during employment, and upon departure. In the
includes this information in the labor contract. event of an emergency in the workplace, immediate health
examinations must be conducted.
In accordance with the Technical Speci?cations for Occupational Health Surveil-
lance (GBZ188-2014), the Company formulates an annual plan for occupational
health examinations, and selects hospitals with corresponding quali?cations to pro- For employees exposed to occupational risks, corresponding
vide physical examinations for employees, aiming to prevent the occurrence of measures are taken as required, along with regular re-examina-
occupational diseases and strengthen occupational health management through tions.
regular health checkups.
Subsidiaries and branches are required to provide employees exposed to occupa- The Company strictly enforces the "Three Simultaneities" occu-
tional hazards with personal protective equipment that meets national standards, pational health policy for construction projects, ensuring that
free of charge, and o?er training and supervision to ensure proper use of personal occupational health facilities are designed, constructed, and
protective equipment. Warning signs are placed in workplaces, job positions, equip- commissioned simultaneously with the main project. This guar-
ment, material packaging, and storage areas where occupational hazards are pres- antees the e?cient operation of supporting occupational
ent, and occupational health bulletin boards are set up in prominent locations, to health equipment and reduces occupational health risks in the
raise employee awareness. workplace.
Occupational Health Assessment Occupational Disease Prevention
Orinko conducts annual occupational
The Company has established Fo r o cc upatio na l dis ea s e The Company regularly orga-
health assessments for employees, includ- a comprehensive occupational prevention, Orinko has nizes occupational health
ing physical examinations and occupa- health management system prepared documents such as training and educational activ-
tional disease screenings. In 2024, the par- t h at co v e r s o cc u pat i o n a l the Pre-assessment Report on ities to enhance employees'
ticipation rate for occupational health health assessments, occupa- Occupational Disease Hazards, awareness of occupational
tional disease prevention, the Special Plan for the Design health and self-protection
examinations reached 100%. work-related injury manage- o f O cc u p a t i o n a l D i s e a s e capabilities.
Participation rate in
ment, health monitoring, and Prevention Facilities, and the
occupational health
Hazards and risks in the workplace are examinations
reporting. Responsibilities and Assessment Report on Control
assessed, and occupational disease
obligations are de?ned in E?ect of Occupational Disease
hazard factors are monitored regularly to accordance with relevant stan- H a za r d s . E m p l o y e e s a r e
ensure the implementation of e?ective dards and regulations, with provided with relevant training
regular reviews and continu- and guidance on occupational
occupational health control measures. ous improvements in place. disease prevention and
protection.
Manage and record work-related injury incidents, con-
duct investigation and analysis, and propose improve-
Compliance and Regulatory Adherence
ment measures.
Work-related
Injury
Management Orinko complies with relevant occupational Orinko regularly conducts ISO 45001 Occupational
health regulations and standards to ensure the Health and Safety Management System audits and
Assist employees in applying for work-related injury Company's occupational health practices align provides relevant occupational health data and
compensation and provide necessary medical and with legal and regulatory requirements. information.
rehabilitation support.
Embracing Diversity and Shared Growth,
Protection of Employees' Rights and Interests ??
Human Resources Management ??
Employee Development and Training System ??
Employee Promotion and Career Development ??
Employee Care ??
Public Welfare and Charity ??
Protection of Employees' Rights
and Interests
Labor Management
Orinko strictly complies with the Labor Law, the Labor Contract Law, and other relevant laws and
regulations. It signs labor contracts with employees, makes timely contributions to social insur-
ance and housing provident fund, and ensures full and punctual salary payments. The Company
emphasizes the protection of minors and strictly prohibits the employment of child labor. It
respects employees' freedom of association, allowing them to lawfully organize or join labor
unions and other social organizations. In recruitment, hiring, and promotion, discrimination
based on race, gender, age, religion, ethnicity, disability, or place of residence is strictly prohibit-
ed, ensuring all employees have equal access to fair opportunities. Reasonable working hours are
arranged to protect employees' lawful rights and interests.
Employee Safety and Labor Protection
Respecting and caring for every employee, Orinko re?nes its implementation of labor laws and
regulations through detailed internal regulations and disciplines to standardize management.
The Company continuously improves its workplace safety system and operating procedures and
regularly organizes safety training and educational activities to enhance employees' workplace
safety awareness and emergency response capabilities. Various safety activities, such as the
"Workplace Safety Month" campaign, ?re drills, and safety competitions, are actively carried out
to strengthen accident prevention and safety awareness. The Company also strictly complies with
laws and regulations on occupational health, establishes detailed occupational health manage-
ment systems, provides free occupational health examinations and necessary protective equip-
ment, and posts warning signs in workplaces to ensure employees' health and safety.
Human Resources Employee Compensation and Bene?ts
Management Employee compensation primarily consists of: ?xed salary, welfare subsi-
Short-term incentives
Monthly performance bonuses, pro-
dies, short-term incentive bonuses, and long-term incentive bonuses cess-based incentives, recognition
Employee Recruitment (such as equity). Employee bene?ts mainly include: social insurance ((in- awards, commissions, annual perfor-
and Employment cluding pension, medical, unemployment, work-related injury, and mater- mance bonuses, etc.
nity insurance) and housing provident fund, meal subsidies, holiday gifts,
regular team-building activities, annual physical examinations, company
Upholding the spirit of continuous innovation and pursuit of excel- dormitories, and commuter shuttles. Medium- to long-term incentives
lence, Orinko actively embraces globalization by recruiting college
graduates, experienced professionals and high-level talents. The
Company attracts top industry professionals, international talents, Equity incentives, among others.
and high-potential graduates from the world's top 30 universities in
the materials ?eld, aiming to deliver world-class, competitive prod-
Compensation Management Principles
ucts and services.
As of 2024, Orinko has employed over 2,270 sta? members. The R&D
and marketing teams are composed of individuals with master's or Strategic Compensation aligns with the Company's overall strategy, with a focus on rewarding
doctoral degrees or specialized knowledge in materials science. In alignment strategic talents.
several renowned industry experts and overseas professionals.
Relative Salaries are determined based on job value to re?ect internal equity, while also
fairness benchmarking against the market to ensure competitiveness for key talents.
Number of employees College graduates recruited in ????
Performance Adjustments to base pay and distribution of variable pay are tied to performance,
Bene?t Employee income is linked to the Company's business performance—the better the
sharing Company performs, the more employees share in its success.
Employee Communication
Employee communication is a vital component of e?ective internal communication. It involves conveying information to em-
ployees, establishing communication channels, identifying issues, and ?nding solutions. E?ective communication enhances
the Company's continuous development, drives internal collaboration, serves as a key tool for problem-solving, and acts as a
crucial bridge for employee engagement and feedback.
Employee communication channels within the Company mainly fall into two categories: online communication and o?ine
communication.
Online communication O?ine communication
OA o?ce system Regular meetings Employee satisfaction surveys
Allows employees to access o?cial docu-
ments and send internal emails. Including team meetings, weekly, Carried out annually through question-
monthly, biannual and annual meet- naires to gather comprehensive feedback
ings, employee forums, dormitory visits, on work, life, company policies, interper-
Feishu and interdepartmental exchange ses- sonal relationships, employee growth, and
sions, which provide opportunities for corporate development.
Enables seamless information exchange
face-to-face communication among em-
among all employees.
ployees, between sta? and manage-
ment, and across departments.
Chairman's mailbox
Allows all employees to o?er suggestions,
report misconduct, or submit complaints Performance reviews Rationalization proposal initiatives
directly.
Held at least once ever y quarter to Regularly organized to encourage cost-re-
guide employees to improve their work duction and e?ciency-enhancing sugges-
Employee suggestion box
performance and advance their person- tions, tapping into employees' collective
Provides an anonymous feedback channel al development. wisdom to improve the Company's econom-
to encourage employees to raise issues ic performance.
and o?er suggestions.
Employee Development Case The 24th Orinko Star Training Camp
and Training System
To support the rapid growth of emerging talents, the Company innovatively launched the 24th
Orinko Star Training Camp, with over 170 new campus recruits in 2024. Adopting business orien-
Employee Development tation and combination of training and practical experience as the core philosophy, the program
developed a curriculum system driven by cultural identity and business understanding, inviting
Guided by its strategic priorities, Orinko has built a multidimen- external experts and Company executives to give lectures on corporate culture, product knowl-
sional talent development system. In 2024, the Company centered edge, and career advancement skills, fostering strategic vision and a strong sense of organiza-
its e?orts on a tiered and categorized training framework, integrat- tion belonging. The program introduced an innovative four-site rotational model, allowing par-
Overall satisfaction rate
ing diverse online and o?ine learning scenarios. Over the year, ticipants to gain in-depth experience of the entire production process through rotations across
of the training camp
Orinko conducted more than 800 customized training sessions,
achieving 100% employee coverage, with an average of 9.5 training
hours per employee and 13,301 training attendances recorded.
di?erent production bases and workshops. A horizontal competition mechanism was embed-
ded in localized project management, stimulating innovation momentum through a standard-
ized evaluation system and real-time score display. Additionally, the program built a
The Company also launched the innovative "Orinko Star Training three-in-one mentorship model, where business mentors guided professional advancement,
Camp" to help emerging talents grow into strategic talent pipe- career mentors supported career path planning and HR mentors enhanced soft skills, enabling
lines, with plans to further enhance the training model in 2025. multi-dimensional growth of participants through job rotations and phased performance
reviews. The training camp received an overall satisfaction rate of 98%. In 2025, the Company
will further enhance the data-driven dynamic assessment model, continuously strengthen orga-
nizational talent pipeline and increase the density of high-potential talents.
Customized Employee
training sessions coverage
Average training hours Attendances
per employee recorded
Employee Training Introduction of External
Training Resources
Orinko has established a comprehensive
training system that includes tiered and
Case Orinko Trainer Evaluation and Certi?cation In 2024, Orinko restructured its external training
categorized internal training as well as
model to support strategic transformation and
professional training by external experts,
organizational capability upgrading, shifting from
supporting employees' continuous
To meet the Company's growing training needs and promote the inheritance of knowledge standardized knowledge input to value-driven
growth and career development.
and wisdom, Orinko launched a trainer evaluation initiative in June 2024 to select and certify capability development. On one hand, the Com-
internal trainers with strong professional capabilities and e?ective teaching skills. pany actively invited experts across various ?elds
to build specialized knowledge systems. In mar-
Internal Training keting, Orinko implemented the LTC process
Development
management while strengthening the "iron trian-
gle" system, to deliver systematic solutions for
customers, thereby enhancing the Company's
To support the Company's growth, brand reputation. In manufacturing, initiatives
strengthen knowledge management, such as Lean Improvement Week and in-depth
and foster a learning-oriented organiza- OBS system training enabled lean competency
tion, Orinko launched several initiatives certi?cation of core leaders, supporting the con-
in 2024 such as focused capability build- struction of benchmark factories. On the other
ing and modular course coaching to hand, targeted training programs were launched
develop an internal trainer team, shift- for the management team, covering areas such
ing from reliance on external resources as strategic planning and deployment, organiza-
to cultivating internal expertise. As a tional transformation, and digital process devel-
re s u l t , 5 5 e m p l o y e e s s u cce s s f u l l y opment. Senior executives also engaged in
passed certi?cation. Additionally, in benchmarking visits and industr y forums to
alignment with trainer schedules and enhance business thinking and strategic execu-
business priorities, Orinko regularly tion capabilities. This structured, tiered talent
hosted internal knowledge seminars development system provides critical talent sup-
covering manufacturing, R&D, business, port for the Company's strategy of "customer
?nance, planning, and lean manage- orientation, product leadership, lean operations,
ment, attracting over 1,000 participants. and sustainable development".
Employee Promotion and Career Development
Employee Promotion Employee Career Development
To align with the Company's strategic priorities of customer orientation, Orinko highly values employees’career development. It
product leadership, lean operations, and sustainable development, has established a multi-channel promotion mechanism
while better attracting, motivating, and retaining top talents, Orinko car- that includes management and professional career tracks,
ries out its employee promotion initiatives based on the following three supporting both vertical promotion and horizontal devel-
principles: opment. Through talent review, the Company builds a
talent pipeline, and enhances job rotation and vitality
mechanisms, e?ectively stimulating talent engagement.
Employee career development is deeply integrated into
the corporate governance system to support organization-
Progressive promotion al capability enhancement.
Objective evaluation In principle, employees are pro-
moted progressively. Employees
It adheres to the princi-
with signi?cant contributions and
Construction of Career
ples of openness, fair-
outstanding performance will be Development Pathways
ness, and impartiality in
granted accelerated promotion Orinko implements multi-channel position management
comprehensive assess-
opportunities. that includes management and professional career tracks,
ments of employees' job
competency. supporting both vertical promotion and horizontal devel-
opment. The management pathway includes functional
management and production management, while the pro-
Dynamic management fessional pathway covers areas such as strategic opera-
tions, marketing, technical R&D, production operations,
Talent management allows for
process coloring, quality management, supply chain,
upward or downward mobility, as
?nancial management, human resources, information
well as entry and exit, providing
technology, legal management, technology management,
?exibility.
administrative management, and operational support.
Employee Care Dormitories O?ce Environment
In 2024, the Company renovated and upgraded employ- In 2024, the Company carried out a comprehensive renovation and redesign of the o?ce
Orinko organizes a wide variety of activities ee dormitories, improving the supporting facilities to building, providing employees with a more comfortable and aesthetically pleasing
for employees during various holidays and better serve sta? needs. modern workspace.
traditional festivals, such as the Lantern
Festival, International Women's Day (March
Festival, National Day, and more. The Com-
pany provides various bene?ts to employ-
ees and organizes team-building trips each
summer. To enrich employees' leisure
time, it has built facilities such as basket-
ball courts, badminton courts and gyms,
and organizes various competitions like
skill contests, tug-of-war, basketball games,
shuttlecock kicking, and badminton com-
petitions. These activities help enhance
Canteen
employees' competitiveness and team
spirit. The Company also periodically orga-
nizes ?exible competitions and employ-
In 2024, the Company continually introduced new menu
ee-led innovation activities. These initia-
items in the Canteen, enhancing the quality of meals to
tives help cultivate a sense of dedication
ensure employees enjoy healthier, safer, more nutritious,
and commitment to the job, strengthen
and balanced food.
employees' sense of ownership, stimulate
innovation, and unleash employees' initia-
tive and enthusiasm
Shuttle Service
To improve commuting convenience for employees, the
Company o?ers shuttle bus services, addressing the
issue of long commutes.
Public Welfare and Charity
Case Charity Program for Student Support Case Charity Campaign to Support Agricultural Product
On October 25, 2024, the Party branch secretary and sta? of Orinko Advanced Plastics Co., Ltd. In November 2024, Orinko launched an internal charity campaign titled "Support Rural
visited Fengle Town Central School in Feixi County, Hefei, Anhui Province to carry out a charity Revitalization by Purchasing Agricultural Products". Organized by the Company's Party
program for student support. Orinko provided scholarships and supplies to ten outstanding branch, the campaign encouraged employees to purchase specialty agricultural prod-
students. ucts—rice and lotus root starch—from Jianggang Village in Fengle Town, Feixi County,
Hefei, Anhui Province. The campaign, open to all employees, aimed to boost the sales
As a publicly listed company, Orinko actively ful?lls its social responsibilities. While pursuing of agricultural products from Jianggang Village through compassionate consumer
its own development, the Company also dedicates part of its resources and e?orts to public action, helping increase farmers' income and contributing to rural revitalization.
welfare, giving back to society through concrete actions.
Appendix
Key ESG Performance in 2024
Ⅰ. Governance
Corporate governance performance Business ethics performance R&D and innovation performance
Number of general Number of resolutions Con?rmed Con?rmed unfair competition R&D R&D investment
meetings of reviewed at general corruption incidents and antitrust violations investment as a percentage
shareholders held meetings of shareholders of total revenue
Number of Number of employees
anti-corruption who participated in Number of R&D sta? as a percentage
Number of Number of resolutions
training sessions anti-corruption training R&D sta? of total workforce
board meetings held reviewed at
board meetings
Average hours of anti-corruption training per employee Information security performance
Number of supervisory
board meetings held
Number of resolutions
reviewed at supervisory
Complaints related to customer privacy violations
board meetings
Percentage of employees who signed the business ethics
commitment letter
Con?rmed incidents of customer data leakage, theft, or loss
Intellectual property performance Environmental management performance Waste management performance
Total investment in Number of environmental Compliance rate
Cumulative intellectual Of which, environmental protection violations and penalties Total waste generated for waste treatment
property rights obtained cumulative granted patents
RMB 20.25 million 0 3,131.44 tons 100%
Hazardous waste Non-hazardous waste
Intellectual property rights Of which,
obtained during the granted patents Energy management performance 274.855 tons 2,856.585 tons
reporting period
Total wastewater
Total electricity consumption in production
Ⅱ. Environmental
Rooftop photovoltaic
Organizational GHG emissions Purchased electricity self-generated electricity
Ⅲ. Social
Total GHG emissions Of which: Scope 1 emissions Employee rights and interests performance
Labor contract signing rate Social insurance coverage rate
Of which: Scope 2 emissions Of which: Scope 3 emissions 100% 100%
Employee rights and interests performance
GHG emissions reduced through carbon reduction measures Total water withdrawal Number of public welfare and charity activities conducted
Employee employment performance Employee training performance Occupational health and safety performance
Total training hours Average training hours Number of work-related Occupational disease
Total number of employees for employees per employee fatalities of direct employees incidence rate
Average hours of safety Average training hours Occupational health examination participation rate
Male Female training per employee per new employee
Coverage rate Percentage of employees regularly
of new employee assessed for performance
By profession:
training and career development Supplier Management Performance
Functional sta? 348 Total number of suppliers Of which, domestic suppliers
Sales sta? 236 Occupational health and safety performance 484 474
R&D sta?
Of which, Number of new suppliers added
Production & Major ?re Work-related fatalities
manufacturing
overseas suppliers during the reporting period
sta?
By educational background: Employee workplace Recti?cation rate
Number of suppliers eliminated during the reporting period
safety education and training rate of potential hazards
PhD 22 100% 100% 0
Master’
s 201 Facility and equipment Percentage of newly introduced suppliers selected based on
maintenance rate environmental standards
Bachelor’
s
and below
Index of Reporting Indicators Social
No. Topic Article Corresponding Section in This Report
Guidelines No. 14 of Shanghai Stock Exchange for Self-Regulation Embracing Diversity and Shared Growth, Ful?lling
of Listed Companies—Sustainability Report (Trial)
Embracing Diversity and Shared Growth, Ful?lling
Making Innovations, Empowering
Industrial Development
During the reporting period, the Company’s
business did not involve scienti?c and technolog-
production and operations involve any activities
related to ethics of science and technology.
Maintaining Steady Growth, Upholding
Value Creation
During the reporting period, the Company had no
outstanding payments overdue to small and
Equal treatment to small medium-sized enterprises. As of the end of the
Environmental
(including notes payable) exceeding RMB 30
billion or accounting for more than 50% of total
assets.
No. Topic Article Corresponding Section in This Report 15
Safety and quality of
Article 47 Maintaining Steady Growth, Upholding
products and services Value Creation
Low-Carbon Transition, Reshaping
Industry Ecosystems 16 Data security and customer
Article 48 Ensuring Integrity and Transparency, Practising
privacy protection Normative Governance
Protecting Environment, Building a Green
Protecting Environment, Building a Green Building a Defense Line to Ensure Safety
Home TogetherIndustry Ecosystems
During the reporting period, the Company’s
operating sites were not located in protected
areas, and its business activities did not have
Governance
protection
any signi?cant negative impact on ecosystems
or biodiversity.
No. Topic Article Corresponding Section in This Report
Environmental compliance Protecting Environment, Building a Green
Protecting Environment, Building a Green 19 Communications with stakeholders Article 53 Sustainable Development Management
Protecting Environment, Building a Green Anti-commercial bribery Ensuring Integrity and Transparency, Practising
Article 55
Normative Governance
Low-Carbon Transition, Reshaping Ensuring Integrity and Transparency, Practising
Normative Governance
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