Hunan Valin Wire & Cable Co., Ltd
Stock Code: 001208
About This Report
Basis of Preparation
This report constitutes the 2025 Environmental, Social, and Governance (ESG) Report (hereinafter referred to as the “ESG Report”) This report is prepared in accordance with the Self-regulatory Guidelines for Listed Companies No. 17—Sustainability Report
of Hunan Valin Wire & Cable Co., Ltd. (hereinafter referred to as “Valin Cable” or “the Company”). This report provides a detailed (Trial) issued by the Shenzhen Stock Exchange and the requirements of the GRI Standards (2021 Edition) issued by the Global
account of Valin Cable’ s management approaches and performance in environmental, social, and governance aspects for the Sustainability Standards Board (GSSB) .
year 2025.
Reporting Period Data Sources and Reliability Assurance
This report covers the period from January 1, 2025 to December 31, 2025 (hereinafter referred to as the “Reporting Period”). It All information and data cited in this report are derived from Valin Cable’ s internal documents or relevant publicly available
documents the environmental, social, and corporate governance performance for the year 2025. For continuity and comparability materials. Valin Cable guarantees that this report contains no false records, misleading statements, or material omissions. The
purposes, certain sections appropriately reference historical data from previous years. The report is published annually, aligning report is available in both Chinese and English versions. In case of any minor discrepancies between the two, the Chinese version
with the fiscal year. shall prevail.
Report Scope Report Terms
Unless otherwise specified, the information and data in this report are consistent with the scope of the Company’ s annual
Valin Cable, the Company, we refers to Hunan Valin Wire & Cable Co., Ltd.
report.
Access to the Report
The electronic version of this report is available for viewing and downloading on the Company’ s official website (www.hlxl.com),
the Shenzhen Stock Exchange website (www.szse.cn), and the Cninfo website (www.cninfo.com.cn).
Environmental Dimension:
CONTENTS
Green Development, Writing a Chapter on Eco-Environmental Protection
About This Report 01 ESG Management 14 System Building, Refined Operation: Pollution Control and Emission
Laying the Ecological Foundation Focusing on Energy Conservation Reduction: Jointly Building LucidWaters
Contents 03 ESG Governance Framework and Consumption Reduction and Lush Mountains
ESG Risk and Opportunity 14 Environmental Compliance 21 Water Resource Management 25 Wastewater Management 28
Energy Management 26 Waste Gas Management 28
Message from the Chairman
Dual Materiality Analysis 14 Promoting Green 23
About Us 07 Transformation Material Management 27 Noise Management 29
Stakeholder Communication 15 Waste Disposal 29
Corporate Pro?le 07
Corporate Culture 08 Low-Carbon Development:
Addressing Climate Change
Organizational Structure
Greenhouse Gas Management 31
Industrial Layout 10 Climate Change Response 31
“Golden Phoenix” in Numbers 11
Honors of the “Golden Phoenix” 12
Social Dimension: Advancing Together to Chart a Harmonious and Beautiful Vision
Talent Empowerment: Quality First: Fulfilling Missions:
Strengthening Competitive Advantages Empowering Quality Enhancement Undertaking Social Responsibility
Employee Recruitment 35 R&D and Innovation Management 42 Engaging in Social Welfare Initiatives 56
Employee Development And Training 36 Product Quality and Services 46 Support for Rural Revitalization 59
ompensation and Bene?ts 37 Supply Chain Management 49 Co-building the Belt and Road 60
Occupational Health and Work Safety 39 Digital Transformation 53
Democratic Management 41
Governance Dimension: Standardized Governance for Steady and High-Quality Development
Steady Progress: Standardizing the Enterprise: Building the Enterprise with Integrity:
Consolidating the Governance Deepening Compliance and Risk Control Smoothing Communication Channels
Foundation
Commitment to Business Ethics 65 Investor Relations Management 73
Compliance System Building 69 Information Disclosure and Supervision 74
Risk Management 70
Internal Control and Internal Audit 71
Appendix I: Key Performance Indicators 75
Appendix II: Indicator Index 80
Appendix III: Feedback Form 83
Disclaimer 84
Message from the Chairman
In 2025, Valin Cable remained committed to its mission as integrated product capability of “cable + connector”, integrity agreement signing rate. We actively engaged in
and relentless perseverance of all staff at Valin Cable. Here,
a state-owned enterprise, upholding the core values of elevating its core competitiveness continuously. rural revitalization, philanthropy, flood relief, and other
on behalf of the Company’ s Board of Directors, I hereby
“Responsibility, Innovation, and Dedication”, deeply inte- public welfare initiatives, proactively expanded overseas
This year, we have embraced green development to safe- extend my highest respect and sincerest gratitude to
grating ESG principles into the whole process of corporate markets, and demonstrated the warmth and responsibility
guard ecological harmony. We have integrated the “Dual friends from all walks of life who care for and support the
strategic layout, production and operation, as well as value of a state-owned enterprise through value co-creation.
Carbon (carbon peaking and carbon neutrality)” goals into development of Valin Cable, as well as to every employee
creation. Embracing the vision of “Becoming a world-class
our development strategy, established a full-process green This year, we consolidated our governance foundation to who fulfills their duties with diligence and strives for prog-
leader in high-end cable integration and intelligent com-
production system, and achieved energy conservation and ensure steady and long-term progress. We deepened the ress!
posite transmission”, the Company is forging ahead steadily
carbon reduction through green process upgrades includ- integration of Party building with corporate governance,
on the path of green transformation, industrial upgrading On the new journey ahead, Valin Cable will continue to be
ing UV cross-linking and irradiation cross-linking. Remark- refined the “Two Committees and One Tier” governance
and responsibility fulfillment, vividly interpreting the guided by ESG principles, further advance innovation-driv-
able progress was made in water reuse, energy manage- structure, enhanced the ESG governance system and com-
profound significance of high-quality development of en growth, accelerate green transition, and strengthen
ment, pollution control, and emission reduction, with 100% pliance risk control mechanisms, conducted regular
state-owned enterprises with solid and substantial ESG industrial synergy. We will steadily refine our corporate
compliant disposal of wastewater, waste gas, and solid anti-commercial bribery training, and improved investor
practices. governance structure and boost governance efficiency,
waste. We successfully passed triple certifications for communication channels. Through standardized corporate
while rallying all stakeholders to forge ahead with unified
This year, we have stayed committed to innovation-driven carbon neutrality, carbon footprint, and greenhouse gas governance and transparent information disclosure, we
strength and concerted action. Armed with more excep-
development and consolidated our industrial foundation. inventory, painting a vivid picture of symbiosis between were honored with awards such as the “Top 300 Most
tional ESG performance and more tangible development
The Company has deepened its presence in core sectors ecology and development through concrete actions. Popular Listed Companies” in the annual selection by Hexin
outcomes, we will resolutely fulfill social responsibilities,
such as aerospace and integrated equipment. Throughout Flush Network Information Co., Ltd. and the 2025 Typical
This year, we remained true to our people-centric philoso- fully support national strategies, live up to the mission of
the year, R&D investment exceeded RMB 144 million, yield- Cases of Corporate Social Responsibility in Hunan Enter-
phy and fulfilled our social responsibilities. We prioritized the era and the expectations of all sectors, and strive to
ing numerous achievements in formulating national, indus- prises,earning trust and recognition from all sectors.
talent cultivation, achieving a 100% employee training cov- write a new chapter of high-quality corporate develop-
try, and aerospace technical standards. Its high-flexibility
erage rate, fortified workplace safety defenses, and safe- Those hard-won achievements could not have been made ment.
wear-resistant cables for mining were recognized as a
guarded employees’ lives and health. Collaborating with without the careful guidance and strong support of gov-
National Manufacturing Single Champion Product, while
supply chain partners, we built a green and sustainable ernments and regulatory agencies at all levels, the trust Hunan Valin Wire & Cable Co., Ltd.
flexible umbilical cables for offshore engineering and other
ecosystem, with 234 suppliers obtaining sustainability certi- and collaboration of clients, partners, and investors, and
“bottleneck” products achieved domestic substitution. The
fications. The aforementioned suppliers achieved a 100% more importantly, without the dedication, concerted efforts Chairman Zhang Zhigang
Company obtained control over Sunchu and established an
华 菱 线 缆
About Us
Corporate Pro?le Corporate Culture
Valin Cable traces its predecessor to Xiangtan Cable Factory, founded in 1951. In July 2003, Valin Cable was established by five
The Company places great emphasis on corporate culture building. Through years of dedication, it has gradually refined and
state-owned enterprises including Hunan Iron and Steel Group and Xiangtan Iron & Steel Group. Leveraging the core assets of
formed a corporate culture centered on “Responsibility, Innovation, and Dedication”, establishing a comprehensive corporate
Xiangtan Cable Factory, the Company has achieved a remarkable transformation and embarked on a new journey of develop-
culture system that encompasses mission, vision, and core values.
ment. Today, it is one of the leading manufacturers of special-purpose cables in China.
Guided by the philosophy of “Quality for Growth, Premium for Victory; Integrity as a SOE, Reputation Worldwide”, the Company
focuses on independent innovation, committed to delivering high-performance, highly reliable specialty cable products for aero-
space and integrated equipment, robotics, metallurgical mining, rail transit, electric power & new energy, offshore engineering,
and petrochemical industries. Currently, the Company is a key member of the National Wire and Cable Standardization Commit-
tee and one of China’ s top 10 specialty cable manufacturers. It possesses rare industry resources such as a National Enterprise
Corporate Vision
Technology Center, the Hunan Provincial Specialty Cable Engineering Technology Research Center, Hunan Industrial Design
To become a world-class leader
Center, Hunan Expert Workstation, Hunan Key Laboratory for Specialty Cable Preparation, and a CNAS-certified laboratory. Its
in high-end cable
products have been widely applied in major national projects and key initiatives, including the construction of rockets, spacecraft
integration and intelligent composite
and space stations, State Grid and China Southern Power Grid projects, State Power Investment Corporation initiatives, Sich-
Corporate Mission
transmission
uan-Xizhang Railway, Guangzhou-Shenzhen Railway, Beijing Daxing International Airport construction, and CNOOC offshore drill-
ing platforms. The Company has been honored with multiple accolades including the National May Day Labor Award, National Bene?ting Employees and
Innovation Pilot Enterprise, Hunan Provincial Governor’ s Quality Award, and National-level Specialized, Sophisticated, Distinctive, Contributing to Society
and Innovative “Little Giant” Enterprise. In 2023, it was included in the State-owned Assets Supervision and Administration Com-
mission’ s list of world-class “specialized, sophisticated, distinctive, and innovative” demonstration enterprises, standing as the
sole cable industry representative on this prestigious roster.
Anhui Sunchu Intelligence Technology Co., Ltd. (hereinafter referred to as “Sunchu”), the Company’ s subsidiary, is a national Core Values
high-tech enterprise and a “specialized, sophisticated, distinctive, and innovative” SME in Anhui Province. It specializes in the Simplicity is the
R&D, production, and sales of industrial connectors and components. Its products and services are applied in fields such as facto- Ultimate Sophistication,
ry automation, servo drive systems, CNC machine tools, industrial robots, and industrial manipulators. Sunchu has grown into a Virtue Transcends Borders
leading provider of industrial connection product solutions in the industry. Its key clients cover leading domestic and international
enterprises as well as renowned listed companies, including Panasonic Group (Japan), Shenzhen Inovance Technology Co., Ltd.,
Wuxi Lead Intelligent Equipment Co., Ltd. (LEAD), Midea Industrial Technology, Nanjing Estun Automation Co., Ltd., Zhuhai Gree
Intelligent Equipment Co., Ltd., Zhejiang Hechuan Technology Co., Ltd., China Leadshine Technology Co., Ltd., Beijing KND CNC
Corporate Spirit
Technique Co., Ltd., and Syntec CNC. The company is also actively expanding into the global market, with products exported to
People-Oriented,
Germany, France, Italy, the United States, South Korea, Japan, India, Turkey and many other countries.
Technology-Driven,
Striving for Excellence Corporate Culture
Responsibility, Innovation, Dedication
Industrial Layout
Organizational Structure The Company is a state-controlled enterprise specializing in the R&D, production, and sales of wires and cables, ranking among
China’ s leading manufacturers of specialized cables. Adhering to the business and development philosophy of “Establish the
Enterprise with Quality Products; Win the High-end Market through Excellence; Uphold Integrity as a State-owned Enterprise;
Practice Morality Worldwide”, the Company continuously explores the niche market of specialty cables, providing professional and
high-quality products for aerospace and integrated equipment, data communication, robotics, rail transit, metallurgical mining,
Strategy and Shareholders’ new energy, engineering equipment, and other fields. In recent years, the Company has participated in several key projects
ESG Committee Meeting
across various application domains, including:
Nomination Committee Application Fields Key Project Cases/Key Clients
Securities Department
The Board Board Secretary
(Board O?ce)
Compensation and
Construction projects of rockets, spacecraft and space stations, a key nuclear
Assessment Committee power project, the dual-SAR satellite project, as well as supporting components
Aerospace and Integrated
Equipment
for various strategic models.
Audit Risk Control and Legal Credit
Departmen Audit Committee General Manager Operations Management O?ce Projects for CHN Energy, Zijin Mining, Shandong Energy Group, China National Coal
Department Development Co., Ltd., Huaibei Mining Industry (Group) Co., Ltd., Guizhou Energy
Group, Guizhou Kailin Group, Yangquan Coal Industry Group, Shaanxi Coal Industry
Company Limited, Shanxi Coking Coal Group, Jiangxi Copper Corporation Limited,
Strategic Audit O?ce
Development
Shandong Gold Group, Henan Energy Chemical Group, Hunan Iron and Steel Group,
Chief Financial Deputy and Corporate Metallurgy and Mining Jingye Group, Jianlong Steel Holding, China Nonferrous Metal Mining (Group), MCC
O?cer General Manager Capital Engineering & Research Incorporation Limited, WISDRI Engineering & Research
Incorporation Limited, MCC Changtian International Engineering Co., Ltd., WSGRI Engi-
neering & Surveying Incorporation Limited, China Huaye Group, China MCC Group,
Shanghai Baoye Group, and The 23rd Metallurgical Construction Group.
Projects for State Grid, China Southern Power Grid, PowerChina, China Energy Engi-
neering Group, China Eastern Electric Group, Hunan Thermal Power Construction Co.,
SafetyandEnvironmental
Property Management
Ltd., Hunan Energy Group, Xi’ an LONGi Clean Energy Co., Ltd., and China Anneng
Quality Management
ProtectionDepartment
Sales Department
Human Resources
Marketing Service
Technical Process
R&D Department
Con?dentiality
General A?airs
Construction Group, the Wenshan project for Sinohydro Engineering Bureau 8 Co., Ltd.
Department
Procurement
Department
Equipment
Department
Department
Department
Department
Department
Department
Department
Department
Production
Finance
and CHN Energy, the wind power project for CRRC Zhuzhou Institute, the project for
O?ce
Guangdong Mingyang Wind Power Technology, the project for Northwest Water Con-
servancy & Hydropower Engineering Co., Ltd. in Jingtai County, Baiyin City, Gansu
Electric Power & New Energy Province, the project for Hunan Construction Engineering Group in Hongsibao District,
the project for Hunan Red Solar New Energy Science and Technology CO., LTD., the
project for Ningxia Baofeng Group, the Three Gorges Water Conservancy and Hydro-
power Project, the Gezhouba Water Conservancy and Hydropower Project, the new
International Business energy project in the Gurbantünggüt Desert Base for Shanxi Construction Engineering
Wire Plant O?ce Group, and the Qinshui new energy project in Shanxi Province for China Longyuan
O&M Room
Power Group Corporation Limited.
Credit Management
Rubber Cable Plant O?ce Projects for Shenzhen Metro, Chengdu Metro, China Railway Guangzhou Bureau, Tian-
jin Metro, Chongqing Metro, Guangzhou-Zhanjiang Railway, Guangzhou-Shenzhen
Military Products Contract Monitoring
Factory Department Rail Transit
Railway, Hunan Expressway, Yibin-Zhaotong Expressway, Chengdu-Deyang Railway,
among others.
Control Cable Plant Bidding Quotation Room Projects for China Railway Engineering Equipment Group Co., Ltd.(CREG), China
Railway Group’ s Shield Tunnel Project, projects for Dalian Huarui Heavy Industry
Wiring Harness
Marketing Divisions
Group, Taiyuan Heavy Industry, CNOOC offshore engineering project, and projects for
Plant
Specialized Construction Zoomlion, Xuzhou Construction Machinery Group, Sany Heavy Industry, Suzhou Port &
Machinery Shipping Investment and Development Group, Shanghai Zhenhua Heavy Industries
Power Cable Plant Co., Ltd., Henan Mine Crane Co., Ltd., and Lanzhou LS Heavy Equipment Co., Ltd.
Panasonic Group (Japan), Shenzhen Inovance Technology Co., Ltd., Wuxi Lead Intelli-
gent Equipment Co., Ltd. (LEAD), Midea Industrial Technology, Nanjing Estun Automa-
Industrial Automation and Robotics tion Co., Ltd., Zhuhai Gree Intelligent Equipment Co., Ltd., Zhejiang Hechuan Technolo-
(Sunchu) gy Co., Ltd., China Leadshine Technology Co., Ltd., Beijing KND CNC Technique Co.,
Ltd., and Syntec CNC.
Honors of the “Golden Phoenix”
The Company is anchored in three core sectors: aerospace and integrated equipment, specialized rubber-sheathed cables, and
specialized controlling cables, strategically planning a comprehensive industrial chain layout and accelerating industrial integration
and upgrading: expanding upward into core areas such as special conductors and polymer materials, overcoming key material
technology bottlenecks, to achieve domestic substitution and autonomous control of core components; extending downward into
businesses like connectors, components, and flexible boards, driving the transformation from single cable manufacturing to cable
assemblies and system integration, precisely serving major national projects such as rockets and satellites; horizontally focusing
on industry-leading cable enterprises with differentiated technological advantages, rapidly enhancing the Company’ s industrial
scale and comprehensive competitiveness in aerospace and integrated equipment, as well as high-end specialized cable sectors,
steadily advancing the implementation of the full industrial chain strategy, striving to become a world-class leader in high-end
cable integration and intelligent composite transmission.
Award Date Award Content Award Issuing Authority Award Date Award Content Award Issuing Authority
Grade II Enterprise
January 10, 2025 Letter of Hunan Electric Power March 14, 2025 in Work Safety Hunan Safety
Operational Performance Environmental Performance Appreciation Industry Association Standardization Technology Center
Operating Revenue: RMB 4.5069684 billion (Machinery)
Total recycled water consumption:
a YoY increase of 8.39%
Total Pro?t: RMB 125.3918 million
a YoY increase of 2.19% Total energy consumption:
Net Cash Flow from Operating Activities: 5,958.28 tons of standard coal (tce)
RMB 418.7001 million Total greenhouse gas emissions:
a YoY increase of 60.13%
“Golden
Phoenix”
in Numbers Award Date AwardContent Award Issuing Authority Award Date AwardContent Award Issuing Authority
Social Performance Governance Performance
Hunan Consumer Rights May 9, 2025 2025 Top 10 Brands National Bidding
March 18, 2025 Hunan Consumer
Education Base Protection Committee of Special Cables Supply Chain Brand
Employee training coverage rate: 100% in China Promotion Platform
Number of anti-commercial bribery
Number of employees in need assisted: 21
and anti-corruption training sessions: 35
Client satisfaction rate: 97%
Number of research institutions received:
R&D investment: RMB 143.918 million
Random product inspection pass rate: 100%
Cumulative number of investors received: over 300
Percentage of suppliers
signing the Integrity Agreement: 100%
The statistics cover suppliers within the supply chain system
under the centralized management of the Company’s Procurement Department.
Award Date AwardContent Award Issuing Authority Award Date AwardContent Award Issuing Authority
May 21, 2025 2024 Hunan Hunan Brand Development June 1, 2025 2024 Annual Hunan Hunan Province
Outstanding Promotion Association Province Enterprises Contract-Honoring and
Brand Cases Abiding by Contracts and Creditworthy Enterprises
Valuing Credit Association
ESG Management
The Company consistently places sustainable development at the core of its business philosophy and regards ESG as a strategic
cornerstone for enhancing corporate governance compliance, elevating the quality and efficiency of development, and strength-
ening overall competitiveness. It has made sustained efforts to strengthen its capacity and awareness in fulfilling comprehensive
responsibilities, and is committed to achieving sustainable and coordinated development of the enterprise, the environment and
society.
ESG Governance Framework
Award Date Award Content Award Issuing Authority Award Date Award Content Award Issuing Authority
July 1, 2025 City Enterprises Abiding Credit Promotion Most Competitive China Wire & Cable Network,
August 1, 2025 reviewing corporate ESG strategies, objectives, policies, and implementation plans, overseeing the identification, assessment, and
by Contracts and Association Enterprises Global Cable
Valuing Credit in China’s Cable Industry response measures for significant ESG-related risks, closely monitoring ESG-related laws, international standards, and stakeholder
expectations, to ensure relevant risks are fully considered in comprehensive corporate governance and long-term decision-mak-
ing, thus driving sustainable value creation.
ESG Risk and Opportunity Management
The Company strives to maximize the multi-dimensional value for stakeholders and is committed to jointly improving overall
performance in economic results, social benefits and environmental impact. By establishing a regularized mechanism, the Com-
pany systematically conducts identification and assessment of ESG-related risks and opportunities, with a focus on dual materiali-
ty analysis for core issues such as climate change and technological innovation. These are fully integrated into the risk manage-
Award Content Award Content
ment system to achieve unified planning, dynamic tracking, and targeted implementation.
Award Date Award Issuing Authority Award Date Award Issuing Authority
Memberofthe10th Electrical Cable and Wire Branch MinistryofHumanResources The Company develops specific strategies for each identified material ESG issue, and strengthens process monitoring and
September 1, 2025 September29,2025 Postdoctoral Programme andSocialSecurity,NationalPostdoctoral
CounciloftheElectricalCable of China Electrical Equipment
andWireBranchofChinaElectrical Industry Association ManagementCommittee dynamic assessment to achieve precise risk control and effectively capture opportunities. Detailed management actions and prac-
EquipmentIndustryAssociation tical cases are elaborated in the respective sections of this report, comprehensively demonstrating the Company’ s in-depth gov-
ernance in and commitment to addressing key ESG issues.
Dual Materiality Analysis
The Company adheres to the “issue identification - materiality assessment - review and confirmation” process, systematically con-
ducting stakeholder research and material issue evaluation. Considering industry characteristics, operational practices and regula-
tory rating requirements, the Company has comprehensively and systematically identified key ESG-related issues and evaluated
them based on the dual dimensions of “financial materiality” and “impact materiality”, ultimately screening out 22 highly relevant
material issues. Through external expert evaluation and internal management review, the Company has finalized the 2025 ESG
Award Date Award Content Award Issuing Authority Award Date Award Content AwardIssuingAuthority Material Issues Matrix, with specific details as follows:
Hunan Provincial Departmentof Finance,
Top50TaxContributors
October 20, 2025
Hunan Tax Service of State Taxation Administration, Excellent Supplier in 2025 China National Coal Group
October 29, 2025
AmongSpecialized, Publicity Department of the CPC
Corporation Impact Materiality Dual Materiality Non-Material Issues Financial Materiality
Sophisticated, Hunan Provincial Committee,
Hunan Federation of Industry and Commerce,
Distinctive,andInnovativeSMEs Department of Science and Technology
inHunanProvince2024 of Hunan Province, Industry and Information Technology
Department of Hunan Province, Energy Utilization Climate Change Response Ecosystem and Biodiversity Conservation Environmental Compliance Management
Administration for Market Regulation of Hunan Province Water Resources Utilization Occupational Health and Safety Technology Ethics Innovation-Driven Development
Pollutant Emissions
Product and Service Safety & Quality Rural Revitalization Supply Chain Security Management
Waste Disposal
Equal Treatment of SMEs
Circular Economy
Employee Rights and Development Anti-Unfair Competition
Data Security and Client Privacy Protection
Social Contribution
Due Diligence
Stakeholder Communication
Anti-Commercial Bribery and Anti-Corruption
Award Date Award Content Award Issuing Authority Award Date Award Content Award Issuing Authority
Top 10 Tax Contributors Among Finance Bureau of Xiangtan City,
The 750MW Photovoltaic Project
Thank-You Letter Xiangtan Tax Service of State
Department in Guiyang County Specialized,
December 5, 2025 December 12, Taxation Administration,
& Silk Banner Sophisticated, Distinctive,
for CEEC Hunan Thermal Power Construction 2025 Publicity Department of the CPC
Company and China Longyuan Power and Innovative“Little Giant”Enterprises Xiangtan Municipal Committee,
Group Corporation Limited. in Xiangtan City 2024 Xiangtan Municipal Bureau of
Science and Technology,
and Xiangtan Municipal Bureau of Industry
Stakeholder Communication
Feature: Party Building Leads the Way,
The Company places high importance on stakeholder communication , systematically identifying various stakeholder groups such
as shareholders or investors, government and regulatory bodies, clients, employees, and communities, and establishing regular
Cohesion Drives Development
communication mechanisms tailored to their respective needs. Through multiple channels , the Company identifies issues of con-
cern to stakeholders and responds proactively.
Communication Mechanisms
Stakeholder Types Key Issues of Concern
and Methods
As a state-owned enterprise, Valin Cable has always regarded upholding the Party’ s leadership and strengthening Party building
as the root and soul of its development. The Company adheres to the principle of integrating Party building into corporate gover-
nance and the entire production and operation process, using high-quality Party building to solidify institutional foundation for the
Corporate Governance
Shareholders’ Meeting Company’ s steady and long-term growth, thereby promoting the deep integration and alignment between Party building efforts
Risk Control
Performance Brie?ng
and enterprise development. By transforming the strengths of Party building into advantages in corporate governance and devel-
Protection of Shareholders’
Release of Periodic Reports
opment, the Company provides solid political and organizational support to address development challenges and achieve strate-
Shareholders/Investors Rights and Interests gic goals, gathering strong centripetal force for the “Golden Phoenix” development vision.
and Interim Announcements
Transparency of Information Disclosure
Integrating Party Leadership into Corporate Governance
Operation in Compliance with Submission of Documents
Guided by the work philosophy of “Party and Administration Work Together for Performance
Laws and Regulations and Special Reports
Excellence”, the Company upholds the core value of “Dedicated people are our greatest asset”.
Focusing on production and operation tasks, it deeply integrates Party building into daily business
Government and Tax Compliance Acceptance of Supervision
and embeds Party building requirements into its corporate governance system. By fully leveraging
Regulatory Authorities Business Ethics and Anti-corruption Anti-Corruption and Integrity Initiative
the Party Committee’ s leadership in setting direction, managing the overall situation, and ensur-
Climate Change Response R&D and Promotion of Products
ing implementation, we synchronize Party building with production and operations in planning,
deployment, and execution. This effectively transforms the strengths of Party building into tangi-
ble productive forces, ensuring high-quality corporate development under the guidance of Party
Products and Services leadership.
Product Quality and Safety
Interview, Panel Discussion,
Technological and Product Innovation The Company continues to strengthen the foundational work of Party building, striving to build a
and Questionnaire Survey
Clients Client Satisfaction strong and resilient fighting fortress. It fully integrates integrity culture into the entire process of
Site Survey production and operation. In response to problems identified during group inspections and audits,
the Company insists on immediate rectification and preventive improvement. It has carried out
multiple rounds of routine self-examinations and self-corrections on disciplinary violations such as
Democratic Communication irregular dining and improper acceptance or giving of monetary gifts. By refining rectification
Party Organization,
Employee Compensation and Bene?ts plans and tightening the accountability chain, the Company consolidates the foundation for
Labor Union and Sta? Congress
Career Development and Training corporate development through solid and effective Party building.
Employee Training
Occupational Health and Safety
Employees Work Communication
Care for Employees
Supplier Management Supplier Audits/Inspections
Suppliers
Business Ethics and Anti-corruption Supplier Training
Corporate Announcements and
Information Disclosure
Environmental Protection
Public Welfare Activities
Community/Social Contribution
Environmental Protection Promotion
Community Members Technology R&D and Innovation
Anti-Corruption and Integrity Initiative
/Organizations/ Intellectual Property Protection
Participation in Industry
Non-Governmental Fair Competition
Standard Formulation
Organizations
Industry-University-Research Collaboration
Ideological Development
The Company adheres to Party building as the guide to invigorate primary-level vitality, gives full play to the vanguard and exem-
plary role of Party members, and fosters a strong corporate atmosphere of striving to learn from, catch up with and surpass role
models. The Company guides the majority of Party members, officials and employees to fulfill their duties and responsibilities
The Company organized in-depth study of the guiding principles of the Third Plenary Session of the with dedication in their respective positions, and resolutely achieve the Company’ s business development goals. In the course of
CPC Central Committee to carry out thematic education activities focused on thoroughly implementing officials and employees to learn from and follow. This has further stimulated the enthusiasm and vitality of the entire enterprise in
the spirit of the eight-point decision on improving Party and government conduct (hereinafter referred to pursuing entrepreneurship, demonstrated the combat effectiveness and cohesion of the workforce under the guidance of Party
as “the Eight-Point Decision”). building, and gathered strong internal impetus for the Company’ s development.
The Company intensively carried out education on the spirit of the Eight-Point Decision and studied the Going forward, Valin Cable will continue to uphold the original mission of a state-owned enterprise and further strengthen the
guiding principles of the Fourth Plenary Session of the 20th CPC Central Committee. leading role of Party building. It will steadily advance the in-depth integration of Party building into corporate governance,
production and operation, and team building, while continuously consolidating its Party building foundation, fostering a fine work
Members of the Party Committee gave Party lectures at their connected Party branches, hosted study style, and invigorating primary-level initiatives. With higher standards and more concrete measures, the Company will elevate the
and education reading classes, conducted integrity-themed heart-to-heart talks, and organized special quality of Party building, effectively translating Party building strengths into core competitiveness for corporate development.
seminars with presentations. High-quality Party building will lead and guarantee high-quality enterprise development, as the Company marches forward brave-
ly in fulfilling the mission of a state-owned enterprise and serving national strategies.
By combining activities such as the “One Session, One Film, One Practice per Month” themed Party Day
and the Party Conduct and Integrity Education Week of the State-owned Assets Supervision and Admin- The Second Party Branch of Valin Cable’s Headquarters Valin Cable Organizes the Study and Implementation of
Organizes a Democratic Life Meeting the Guidelines of the Third Plenary Session of the 20th
istration Commission of Hunan Provincial People’ s Government, the Company conducted various forms CPC Central Committee
of warning education and achieved 100% coverage of online training. Through watching warning educa-
tion films, analyzing typical cases, and reporting disciplinary violations and illegal activities, the Company
guides Party members and officials to take cases as a warning, stay alert at all times, and build a strong
ideological line of defense against corruption and moral decline.
Party organizations adhere to the integration of learning and practice, aligning knowledge with action.
They conduct comprehensive self-examination and self-correction in accordance with regulations, focus-
ing on key areas such as excessive paperwork and meetings, official receptions, office premises, and the
use of official vehicles to identify problems. Three lists have been established: a problem list, a responsi-
bility list, and a rectification list, with clear deadlines and specific measures for improvement.
Valin Cable Carries out In-depth Study and Education Valin Cable Organizes Party Members to Visit the
The Company has incorporated the implementation of the guidelines of the Eight-Point Decision into on the Guidelines of the Eight-Point Decision Ren Bishi Memorial to Review Revolutionary History
and Draw Strength for Progress
daily supervision and annual assessment, establishing a regular and long-term oversight and manage-
ment mechanism. This has promoted deeper and more solid work style improvement, with sound Party
conduct driving continuous improvement in corporate culture and image.
Work Style Improvement
The Company organized Party members to visit the memorial halls of Ren Bishi and Yang Kaihui for
revolutionary-themed practical activities. Through on-site visits and learning, Party members gained a
deeper understanding of the heroic deeds of revolutionary predecessors and the original aspiration and Valin Cable Arranges Party Lectures for Members of
the Party Committee
mission of the Party.
The Company has intensified the special campaign to rectify the “Four Malfeasances” (favoring form
over substance, bureaucratism, hedonism, and extravagance). All employees were organized to sign the
Responsibility Statement for Party Conduct and Integrity Building and the Pledge Against Drunk Driv-
ing. By accurately identifying problems in daily supervision and eliminating hidden dangers at the
source through institutional improvement, the Company has promoted deeper and more solid work
style improvement, with sound Party conduct driving continuous improvement in corporate culture and
image.
北自所（北京）科技发展股份有限公司
Dimension
Environmental
Dimension
Social
Dimension
Governance
Green Development
Writing a Chapter on Eco-
EnvironmentalProtection
Valin Cable adheres to the strategy of ecological priority and abides by the
bottom line of compliant operation, integrating the concept of green develop-
ment into the entire chain of production and operation. The Company empowers
low-carbon transformation through technological innovation and drives efficient
resource utilization with a circular mindset. It moves steadily in fulfilling the
national “Dual Carbon” goals and protecting the ecological environment, continu-
ously writing a green chapter of harmonious coexistence between the enterprise
and nature.
Environmental Dimension Stock Code: 001208
System Building, Laying the Ecological Foundation
Impact, Risk, and Opportunity Management
Environmental Impact Management
Valin Cable upholds the bottom line of environmental compliance and has established a compliance management system featur-
The Company pays close attention to feedback from residents in communities surrounding its plants and minimizes any inconve-
ing “prevention in advance, control in process, and continuous improvement”. By improving environmental management systems
nience to their daily lives caused by insufficient environmental management. To this end, the Company has established a com-
and standards, promoting clean production upgrades, and fostering a compliance culture, the Company has laid a green founda-
plete internal management procedure. Upon receiving complaints from stakeholders such as the community or local residents, it
tion for implementing the concept of ecological priority.
promptly handles, investigates, rectifies and reviews the issues to continuously improve the effectiveness of environmental man-
Environmental Compliance Management agement.
Environmental Risk Management
Governance The Company continuously improves its environmental risk control mechanism. Taking into account internal and external factors
Valin Cable strictly complies with the Environmental Protection Law of the People’ s Republic of China and other relevant laws as well as the needs and expectations of stakeholders, it systematically identifies and assesses environmental risks and opportuni-
and regulations. It has formulated policies including the Environmental and Occupational Safety Management Manual, establish- ties. Through the formulation and implementation of the Control Procedure for Identification and Evaluation of Environmental
ing a sound environmental management responsibility system. The Company designates the general manager as the primary Factors and the Control Procedure for Hazard Identification and Risk Assessment, the Company has established an environmental
person in charge, with the Safety and Environmental Protection Department as the main administrative body. Through the Envi- risk management mechanism that covers the entire process, clearly defining the responsibilities and authorities for identifying and
ronmental Protection Target Responsibility System, environmental protection responsibilities are delegated level by level to lead- evaluating environmental factors and hazards, implementation procedures, evaluation criteria, and methods, while also classifying
ers at all levels, management personnel of branch factories, various functional departments, and ultimately to every employee. To risk levels to ensure effective communication of significant environmental factors and major hazards across all levels of the Com-
strengthen environmental protection discipline, the Company has issued the Regulations on Environmental Management Prohibi- pany and among various functions.
tions, clarifying prohibited acts and corresponding penalties. It also conducts regular environmental protection assessments of its
For identified environmental risks, the Company has developed the Emergency Plan for Sudden Environmental Incidents to ensure
affiliated entities, implementing a mechanism of rewards, commendations and sanctions to encourage all employees to partici-
that in the event of sudden environmental pollution incidents, all emergency measures can be initiated swiftly, efficiently, and in
pate in environmental protection.
an orderly manner, minimizing the environmental damage caused by accidents. The latest revision and filing were completed in
the Company obtained ISO14001:2015 Environmental Monitoring
During the
Reporting Period (Environmental Management System) certi?cation. The Company conducts real-time monitoring and dynamic management of atmospheric environmental quality, establishing rele-
vant emergency response plans to ensure prompt response capability during emergencies, thereby minimizing the impact of
atmospheric environmental risks on corporate operations. The Company formulates an annual Self-Monitoring Plan, entrusting
third-party testing agencies to conduct self-monitoring, strictly implementing the requirements of “compliance control, risk
Strategy prevention, green development, and responsibility commitment” for corporate eco-environmental protection.
The Company actively responds to the national “Dual Carbon” goals and adheres to the principle of “Promoting energy conserva-
tion and consumption reduction, creating a green environment, providing low-toxic and harmless products, and achieving contin- Indicators and Targets
uous improvement”. It integrates the low-carbon concept and environmental protection into all links of production, operation and
Factory boundary noise emissions meet the Class II limits
stakeholder cooperation, turning the green vision into concrete actions.
In 2019, the Company joined the Xiangtan Eco-Environment Protection Association and is currently a member unit. Through the speci?ed in GB 1234-2008 Emission Standard for Industrial Enterprises
association’ s platform, the Company maintains regular communication with government regulators, industry associations, clients Noise at Boundary.
and other stakeholders, timely understands their expectations for the Company’ s environmental management, and incorporates Workplace noise complies with applicable workplace noise control standards.
them into its environmental management framework. Targets
Waste gas discharge Wastewater discharge meets the
meets standards Grade III discharge standard under
Number of pollution accidents and sudden environmental
Indicators
incidents in 2025: 0.
Promoting Green Transformation Case: B1 Flame-Retardant Power Cable Achieves Multiple Innovations
Cleaner Production Audit The B1 flame-retardant power cable project has achieved multiple innovations in key technologies: adopting a high
flame-retardant inorganic filling combined with glass fiber wrapping structure, effectively enhancing flame-retardant
The Company thoroughly implemented policies such as the 14th Five-Year Plan for the National Promotion of Cleaner Production performance while reducing cable outer diameter and weight; through optimization of high-crusting sheath materi-
(FGHZ [2021] No. 1524) and the Implementation Guidelines on Further Promoting Cleaner Production in the Industrial Sector of als and tube extrusion processes, significantly improving drip performance and production efficiency. The Company
the Province (XGXJN [2024] No. 194). In 2025, the Company passed the voluntary cleaner production audit. boasts advanced equipment and a comprehensive quality management system, ensuring product consistency and
reliability. In terms of economic benefits, the Company maintains a streamlined product portfolio with controllable
costs, achieving a recyclability rate of 99.02%, which aligns with green manufacturing requirements. The project
outcomes can be widely applied in high fire-safety-demand scenarios such as civil buildings and densely populated
Developing Green Products venues, demonstrating significant social and market value.
Traditional cross-linked polyethylene (XLPE) insulated cables exhibit performance shortcomings under high-temperature and
Case: Irradiated Rubber-Sheathed Cable with Irradiation-Crosslinked EPDM Insulation and CPE Sheath
high-load conditions. Polypropylene (PP), as a high-performance thermoplastic, with its outstanding electrical properties, heat
resistance, and environmental performance, has emerged as an ideal alternative to XLPE.
The irradiated rubber-sheathed cable innovatively adopts irradiation-crosslinked EPDM (ethylene propylene diene
The medium-voltage PP insulated cable developed by the Company addresses the capacity expansion needs of medium-voltage
monomer) for insulation and CPE (chlorinated polyethylene) for sheath materials. Combined with physical irradiation
distribution networks. It is suitable for urban power grids, renewable energy integration, and industrial applications, contributing
cross-linking technology, the product significantly improves high temperature resistance, oil resistance, aging resis-
to China’ s efforts in building a clean, green, low-carbon, energy-saving, and circular economic system. tance and environmental performance, in line with the national policies of green manufacturing and the “Dual
Carbon” goals. The Company leverages advanced wire drawing equipment, stranding machines, and automated
The Company has successfully developed a 10kV-rated medium-voltage PP insulated power cable. By modifying PP through spe-
extrusion and irradiation systems to establish stable and controllable production capabilities. Its equipment ranks
cific formula-based melt blending, the defects in mechanical properties, electrical performance, and aging resistance of PP insu-
among the industry’ s best, underpinned by a robust quality assurance system. This product not only boasts a high
lation have been resolved. This cable demonstrates core advantages such as high-temperature resistance, recyclability, no
recyclability rate (32.26%) but also effectively reduces production costs and enhances efficiency, demonstrating
cross-linking by-products, and low energy consumption for medium-voltage power cables, overcoming the shortcomings of XLPE significant market competitiveness and promising prospects for widespread application.
cables in production, application, and end-of-life recycling.
Implementing Green Design
The irradiated rubber-sheathed cables developed by the Company use irradiated rubber for both insulation and sheath materials. Case: XLPE-UV Technology Replaces Traditional Steam/Chemical Cross-Linking
This process eliminates the continuous vulcanization process required for conventional rubber. After sheath extrusion, vulcaniza-
tion of the insulation and sheath is completed directly via an electron accelerator. The Company’ s products are manufactured Adopting UV cross-linking technology in place of traditional steam/chemical cross-linking significantly reduces natu-
and inspected in accordance with the International Electrotechnical Commission’ s IEC 60245 standard. ral gas consumption and carbon emissions, eliminates wastewater and exhaust pollutants, alleviates environmental
management pressure, and complies with green production standards. The crosslinking reaction time is shortened
Compared to traditional rubber-sheathed cables, irradiated rubber-sheathed cables exhibit significant advantages in energy con-
from several hours to mere seconds, boosting production efficiency by over 90%. The highly automated production
servation, environmental protection, and production efficiency. The product features high temperature resistance and odor-free line minimizes manual intervention, eliminates maintenance costs for large equipment like steam boilers, and reduc-
properties, aligning with China’ s “Dual Carbon” policy goals. Additionally, the product has obtained RoHS and REACH certifica- es energy consumption costs by 60%-70%. Concurrently, enhanced production efficiency drives down labor costs
tions in both Chinese and English, meeting the requirements for export products to the EU. It is widely used in household appli- per unit product.
ances such as air conditioning wires and power cords.
Re?ned Operation: Focusing on Energy Conservation
Energy Management
and Consumption Reduction Aiming to build a resource-efficient and eco-friendly enterprise, the Company has established the energy policy of “Standardized
The Company has regarded energy conservation and consumption reduction as the core driver of refined operation,adhering to
Operation, Optimized Energy Use, High Efficiency and Energy Conservation, and Green and Environmental Protection”, continu-
the principles of “Conservation First, On-Demand Use, Full Staff Participation”,and deepening green practices in water resources,
ously promoting the effective operation of the energy management system. At present, the Company’ s energy use is mainly
energy, and materials through systematic, end-to-end management models. The Company promotes efficient resource circulation
concentrated in the manufacturing of wires and cables in production workshops and daily office work. The main energy types
through meticulous control, establishing an energy-saving and consumption-reduction system that covers procurement, produc-
include electricity, natural gas and solar energy, with purchased electricity and natural gas as the primary sources.
tion, and operations.
Water Resource Management
To efficiently implement various energy management tasks, the Company has formulated the Energy Management Manual,
established and implemented the Energy Statistical Management Procedures and the Energy System Process Monitoring and
Evaluation Procedures. It monitors, measures, analyzes and evaluates the operation of the energy management system and the
The Company actively responds to the overall requirements of the National Development and Reform Commission concerning key characteristics affecting energy performance.
Clean Energy/Renewable Energy Usage
the conserved and intensive use of water resources and rigid constraints during the 15th Five-Year Plan period. It strictly abides
by the Environmental Protection Law of the People’ s Republic of China, the Water Law of the People’ s Republic of China and
other relevant laws and regulations. In light of its actual conditions, the Company has formulated detailed internal water manage-
ment rules in the Management Measures for the Energy System of the Rubber Cable Plant, clarifying the management responsi- The Company has installed distributed solar panels on parking lot canopies, employee apart-
bilities of employees and the reward and punishment mechanism for water use management. ments, and rooftops of production facilities. More than 95% of the generated clean energy
is for self-consumption. In addition, the Company optimizes its energy structure by purchas-
Use of Clean Energy: ing green electricity to reduce greenhouse gas emissions from production and operation.
The Company’ s production water is supplied by the Xiangtan municipal tap water system,
and the region is under water resource pressure. To proactively address this challenge, the
Promoting Water
Company strictly controls industrial wastewater discharge, having established eight cooling
The application of the water circulation system reduces water resource loss while effectively
Recycling
circulation pools, with approximately 90% of production water being recycled.
Water Circulation lowering power consumption.
System
The Company regularly organizes departmental personnel and equipment administrators to
Energy Conservation and Emission Reduction
conduct specialized training on water resource management, analyzing water usage in
production areas and monthly YoY reduction rates during routine meetings, while imple-
Strengthening Water menting regular training through both online and offline channels, focusing on water
Conservation Awareness resource management, water conservation, and the application of circulating water systems.
Energy-saving Adhering to the principle of conservation first, the Company continuously implements the
Renovation “Energy Efficiency Improvement” program. Through the application of advanced energy-sav-
of Production ing technologies, deployment of energy monitoring systems and centralized equipment
Equipment procurement, it achieves precise control over energy consumption of individual equipment.
In 2026, the Company plans to reduce water consumption by 5% compared with 2025.
Water Conservation
Target
Procurement of To enhance energy utilization efficiency in production and operational processes, the Com-
Energy-saving Lighting pany has vigorously promoted the replacement of lighting equipment with energy-efficient
Equipment alternatives in office areas.
Use of Renewable The Company continues to expand its photovoltaic power generation systems, adhering to a
or Clean Energy self-generation and self-consumption model, and steadily increasing the proportion of clean
energy (green electricity) usage.
the Company’s total energy
consumption stood at with an energy intensity of
In 2025
re?ecting a low energy consumption level.
Pollution Control and Emission Reduction:
Material Management
Jointly Building Lucid Waters and Lush Mountains
The Company upholds the closed-loop philosophy of “maximizing utility and circular regeneration”, continuously optimizing
procurement and inventory turnover models, reducing warehousing losses, minimizing environmental impact, embedding The Company has consistently adhered to the concept of green development, regarding pollution prevention as a key measure to
resource efficiency into corporate DNA, and driving high-quality development through green operations. fulfill environmental responsibilities. The Company has established a full-process pollution prevention and control mechanism
featuring “source prevention, process control, and end-of-pipe treatment”, and has continuously intensified efforts in wastewater,
waste gas and solid waste management to minimize environmental impacts.
Material Storage & Turnover
In terms of management systems, the Company has formed a pollutant emission management model of “system guidance, insti-
In logistics transportation, the Company has completely phased out the use of China IV and below medium- and heavy-duty tutional guarantee, and full-process control”. Guided by the principles of “Resource Conservation, Environmental Friendliness,
diesel trucks (including gas-powered vehicles) for cargo transportation. The Transportation Management System (TMS) enables Green and Safe Operation”, the Company has formulated management systems for environmental self-monitoring, facility opera-
real-time tracking of shipment routes and immediate client feedback, allowing prompt response to exceptions such as heavy rain, tion and maintenance, and risk emergency response, and appointed full-time management personnel. It strictly implements the
snow, or traffic accidents. For internal material transfer, the Company has introduced autonomous AGVs (automated guided vehi- requirements of pollutant discharge permits, and adopts categorized control measures for waste gas, noise, solid waste and other
cles) to enhance logistics efficiency. Regarding warehouse management, the application of Warehouse Management System pollutants, supported by on-line monitoring and third-party testing. Special night-time noise inspections are conducted on a regu-
(WMS) effectively saves production operation space and improves spatial utilization, while achieving FIFO (First In First Out) for lar basis. The Company has put institutional requirements into effect through process upgrading, facility renovation, clean energy
raw materials, effectively preventing material backlog. substitution and other measures.
Material Recycling
the comprehensive the Company achieved a compliance compliant disposal rate coverage of classified waste
The Company sorts and recycles waste copper and copper granules generated recycling rate
rate for pollutant discharges such as for hazardous waste management
of waste copper exceeds
during waste cable processing. These materials are either reused internally or wastewater and noise
In 2025
exchanged with copper suppliers. It is estimated that the comprehensive recycling
rate of waste copper exceeds 95%.
During the
Reporting Period these goals have been fully achieved
Wastewater Management
The Company actively fulfills its responsibility for water resource protection, strictly adhering to the Environmental Protection Law
of the People’ s Republic of China, the Water Pollution Prevention and Control Law of the People’ s Republic of China, and other
relevant laws and regulations. In line with its specific conditions, the Company has established a comprehensive wastewater man-
agement system and framework, implemented groundwater pollution prevention measures, and effectively managed domestic
sewage discharge, significantly reducing water pollution.
To ensure the sustainable utilization of water resources, the Company identifies and categorizes major wastewater sources such
as cooling circulation pool water, domestic sewage in the plant area, and rainwater. It adopts targeted treatment measures and
conducts regular monitoring to ensure compliance with discharge standards.
Waste Gas Management
The Company strictly adheres to laws and regulations such as the Law of the People’ s Republic of China on the Prevention and
Control of Atmospheric Pollution, establishing clear and comprehensive exhaust gas control standardsEmission limits for
non-methane total hydrocarbons (NMHC), VOCs and other pollutants; clear control standards for particulate matter and hydrogen
chloride in combustion test waste gas.]. The primary sources of the Company’ s waste gas include plastic extrusion exhaust,
enameling oven exhaust, fluoroplastic wrapping and extrusion exhaust, rubber mixing dust, vulcanization organic exhaust, boiler
gas exhaust, welding fumes, ink exhaust, and canteen cooking fumes.
For effective waste gas management, the Company’ s Special Cable Plant, Control Cable Plant, Plastic Cable Plant, Cross-linking
Plant and Rubber Cable Plant have invested in a total of six sets of waste gas treatment facilities. Real-time monitoring and
dynamic control of ambient air quality are implemented, and corresponding emergency plans are established to ensure rapid
response in emergencies and minimize the impact of atmospheric environmental risks on the Company’ s operations.
In 2025 Hazardous Waste Management
The Company upgraded the environmental protection facilities for the enameling process in The Company follows the basic principles of “unified collection, classified disposal, and hazard elimination”, with the management
Environmental Renovation
the Special Cable Plant, phasing out outdated UV photo-oxygen catalytic process. New envi- objectives of “waste reduction, recycling, and harmless treatment”. It has formulated documents including the Methods and
of Enameled Wire
Process in Special ronmental protection facilities were added to effectively collect and treat fugitive emissions Procedures for Hazardous Waste Disposal and the Hazardous Waste Management Plan. The Safety and Environmental Protection
Cable Plant from extrusion and plastic extrusion processes. After treatment by the equipment, the emis- Department regularly contacts qualified hazardous waste treatment companies for disposal, and maintains complete manage-
sion indicators of exhaust gases far exceed national standards. ment records.
The Company has established a sound emergency response plan for hazardous waste and provides regular professional training
The newly-built fire-resistant cable workshop is equipped with an integrated environmental for hazardous waste management personnel, ensuring that the staff possess the required knowledge and skills.
protection system featuring “closed collection + alkaline washing tower + dry filtration + acti-
Upgraded Waste Gas Supported by internal supervision, inspection, and employee training mechanisms, the Company strictly adheres to national stan-
vated carbon adsorption + desorption catalytic combustion”. The systematic upgrade of the
Treatment in Fire-resistant
waste gas treatment process has effectively reduced emissions of volatile organic compounds dard requirements, achieving 100% compliant waste disposal and reinforcing the bottom line of resource recovery and harmless
Cable Workshop
(VOCs). treatment.
Noise Management achieving compliant
waste disposal
The Company strictly adheres to the requirements of the Environmental Protection Law of the People’ s Republic of China, the unified classified hazard
collection disposal elimination
Law of the People’ s Republic of China on the Prevention and Control of Occupational Diseases, and the Emission Standard for
Industrial Enterprises Noise at Boundary among other relevant laws and regulations. It has formulated the Noise Management
System to ensure that noise emissions during production and operational activities comply with national environmental noise emis-
sion standards. By effectively identifying and controlling major noise sources, the Company continuously reduces the impact of
operational noise and factory noise on employees and surrounding residents.
Waste Disposal Hazardous Chemicals Management
The Company has established a waste management system featuring “sound sound The Company places high importance on the management of hazardous chemicals. In accordance with its actual conditions, it
systems, categorized control, and closed-loop management”. It adheres to the princi- systems has formulated relevant regulations such as the Hazardous Chemicals Management System and the Rules on the Safety Manage-
ples of “polluter pays” and “traceable and verifiable” management for solid waste. By ment of Hazardous Chemicals, so as to comprehensively improve the guarantee capacity for safe production and effectively
revising the Solid Waste Management System, the Company clarifies the responsibili- prevent and curb environmental pollution incidents caused by hazardous chemical leaks during production, storage, loading/un-
ties of environmental protection, production, logistics, and other relevant depart- categorized closed-loop
loading and use. At the same time, the Company has established and improved an emergency response mechanism to ensure
control management
ments, forming a full-process management responsibility chain. This achieves classi- rapid and effective countermeasures in the event of a hazardous chemical leak, minimizing environmental risks to the greatest
fied collection, standardized temporary storage, and compliant disposal of waste, as extent.
well as clear records and traceable destinations.
Non-hazardous Waste Management
Focusing on the full-process control of non-hazardous waste, the Company implements
General Industrial Solid
green governance through a multi-pronged approach: source reduction, classified disposal,
Waste Management
and resource recycling.
Upgraded automated intelligent equipment and optimized production processes have
Source Reduction reduced the defect rate from 3% to 1.2%, cutting the generation of scrap metal, waste plas-
tic, and other waste at the source.
The Company has promoted clean energy substitution and digitalized regulation to reduce
Process Control waste generation in production.
Low-Carbon Development:
Addressing Climate Change
Categories of Risks and
Risk Description Countermeasures
Opportunities
The Company focuses on greenhouse gas emissions management as a key lever, anchoring its efforts firmly in the “Dual Carbon” Increasingly frequent The Company conducts key inspections on the foundation
goals. It integrates the concept of green and low-carbon development across the entire production and operation chain. The floods may damage build- stability of drainage systems around the production facilities,
Company actively identifies and responds to climate-related risks and opportunities, and continuously strengthens corporate Acute Risks ings, plants, facilities and identifies vulnerable areas prone to flood damage, and devel-
climate resilience, contributing to global climate governance with corporate strength. ? Floods equipment at major ops a graded response mechanism, an emergency material
Greenhouse Gas Management
production bases. allocation plan, and personnel evacuation routes.
The Company embraces green and low-carbon development with a strong sense of responsibility.
Chronic Risks ?
Increased frequency of
Physical Risks
Through a series of technical renovation projects for energy conservation and emission reduction, it The Company has established a dynamic raw material reserve
Changing
heavy rainfall may lead to
has effectively reduced the product carbon footprint and contributed to ecological protection and mechanism to maintain production continuity during extreme
Precipitation
work stoppages, produc-
sustainable development. In 2025, the Company obtained triple certifications: carbon neutrality, weather, diversify raw material procurement channels, and
Patterns
tion halts, and reduced
carbon footprint, and greenhouse gas inventory. reduce reliance on single regions or transportation routes.
capacity.
The primary greenhouse gas emitted by the Company is CO₂, with accounting scope covering
Scope 1 and Scope 2. Among those, Scope 1 emissions refer to the CO₂ generated from the Com- The Company comprehensively assesses its water usage,
including total volume, consumption processes and water
pany’ s fossil fuel consumption, primarily including diesel used for company vehicles and natural Chronic Water shortages at major source structure. Combined with local water resources and
gas utilized in production processes. Scope 2 represents greenhouse gas emissions converted from Risks ? production bases may lead
climate change trends, the Company identifies potential water
supply risks.
net purchased electricity, mainly consisting of the Company’ s external power procurement. Water to higher water supply
Scarcity costs. The Company launches water conservation initiatives,
promotes wastewater recycling to improve water reuse
Green O?ce efficiency, and provides water-saving training to enhance
employees’ awareness.
The Company practices the concept of green office, committed to building a resource-efficient and eco-friendly enterprise. By
Market Risks
The Company strengthens energy management, improves
optimizing communication methods, the Company encourages online meetings, reduces the use of paper documents, and advo- energy efficiency, and reduces power consumption.
- Carbon
Market and
cates for paperless office operations. Increased uncertainty in The Company increases investment in low-carbon technology
Carbon energy prices research and development, actively introduces and applies
Pricing
It advocates waste sorting, turning off lights when not in use, and rational use of air conditioners among employees, practicing advanced energy-saving and emission-reduction technologies
Transition Risks
green office in every detail. and equipment to enhance energy efficiency and reduce
carbon emissions.
Energy-saving Renovation
Excessive greenhouse gas
Through energy-saving technological upgrades, the company has enhanced energy utilization efficiency and reduced equipment Reputational emissions and ecological
Risks ?
The Company actively communicates with investors, clients,
Stakeholder
energy consumption, further promoting the deep integration of green office and green production. This initiative has elevated the damage may trigger public suppliers, communities and other stakeholders to understand
their concerns and expectations on climate change issues, and
company's green management standards, created a low-carbon and eco-friendly office environment for employees, and demon- Expectations dissatisfaction and criti- responds to relevant questions in a timely manner.
strated the enterprise'’ s responsibility and commitment in green development. cism, leading to corporate
image impairment.
Climate Change Response
Impact, Risk, and Opportunity Management
Governance
The Company has established a climate change risk matrix to identify risk and opportunity types, uncover climate change risk
The Company designates the Safety and Environmental Protection Department as the centralized management unit for climate factors related to its production and operational processes, form a comprehensive assessment framework, and enhance its
change issues, responsible for overseeing climate-related impacts, risks, and opportunities. As the daily executive body, the Safety climate resilience.
and Environmental Protection Department coordinates various business units to advance climate change initiatives, effectively
conducting climate-related information disclosure and internal/external communication. The Company proactively explores
climate governance models tailored to industry characteristics, contributing to climate risk management through concrete Indicators and Targets
actions.
Strategy
the Company’ s total greenhouse including for Scope 2 emissions
The Company has incorporated green and low-carbon initiatives into its overall development strategy and “15th Five-Year Plan”, gas emissions amounted to for Scope 1 emissions
systematically establishing a three-step green and low-carbon transition path of “clean substitution, strategic succession, and
green transformation”, to actively and steadily advance the carbon peak target. In terms of risk and opportunity management, the in 2025 tCO2e tCO2e tCO2e
Company fully considers the impact of climate change on the industry, closely tracks national policy directions and industry
development trends, thoroughly analyzes client needs, systematically identifies and assesses climate-related risks and opportuni-
The greenhouse gas emission intensity
ties, and accordingly formulates corresponding risk management initiatives and response measures to ensure strategy implemen- maintaining a low emission level in the
per RMB 10,000 revenue was
tation and risk control. manufacturing sector and reflecting remarkable
tCO2e results in green transformation.
北自所（北京）科技发展股份有限公司
Dimension
Environmental
Dimension
Social
Dimension
Governance
Advancing Together to Chart
a Harmonious and Beautiful Vision
The Company adheres to its mission of “Benefiting Employees and Contributing to
Society”, embedding social responsibility into the corporate development DNA, and
connecting all stakeholders through value co-creation. Internally, the Company has
established a comprehensive talent system encompassing “talent attraction, cultiva-
tion, utilization, and retention”, laying a solid foundation for sustainable development.
Externally, it strengthens product quality through R&D innovation, fosters collabora-
tive synergy with a sustainable supply chain, and fulfills social responsibilities
through philanthropy, rural revitalization, and the joint development of the Belt and
Road Initiative. In the process of empowering industrial upgrading, serving national
strategies, and promoting common development, the Company demonstrates the
responsibility and warmth of a state-owned enterprise in the new era through con-
crete actions.
Talent Empowerment:
Strengthening Competitive Advantages Employee Development and Training
Valin Cable regards employees as a vital force driving corporate innovation and development, consistently placing employee The Company strengthens human resource development and performance reform,
accelerating the establishment of a trinity organizational system. By adjusting the leadership
growth at a strategic level. The Company has systematically established a full-cycle mechanism for “talent attraction, cultivation,
organizational structure, sorting out departmental frameworks and clarifying job development
utilization and retention”, consolidates its competitive foundation with talent advantages, and builds a broad platform for employ- camps
ees to give full play to their capabilities. Meanwhile, the Company places high priority on employee well-being, actively fostering a responsibilities, the Company has provided employees with clear duties and promo-
work environment characterized by respect, inclusivity, and empowerment, while continuously enhancing employees’ sense of tion paths, effectively enhancing internal development momentum and vitality. In lean production vocational
belonging, fulfillment, and happiness. terms of talent cultivation, the Company leverages initiatives such as leadership training skills
development camps, lean production training programs, and vocational skills compe- programs competitions
Employee Recruitment titions to establish a multi-tiered, multi-dimensional, and multi-channel training and
rotation system, dedicated to refining the high-skilled talent cultivation framework
The Company strictly adheres to relevant laws and regulations such as the Labor Contract Law of the People’ s Republic of
and nurturing more knowledge-based, skilled, and innovative modern-era employees.
China, and has established a series of institutional rules including the Human Resource Management System and the Measures
Employee Development
for Employee Recruitment and Employment Management, comprehensively standardizing its employee recruitment processes.
To foster an equal and fair workplace atmosphere, the Company prohibits any form of discrimination based on age, gender,
The Company adheres to fostering talent through practice, formulates a sound talent development system, and creates abundant
religion, nationality, or ethnic minority status, and strictly prohibits the employment of child labor or forced labor, effectively
career development opportunities and smooth promotion channels for employees. By clarifying the job responsibilities and tasks
protecting the legitimate rights and interests of minors.
of each position, the Company divides the career development channels into five series based on the nature and characteristics
The Company employs a multi-channel recruitment approach, including internal selection, social recruitment, campus recruit- of the positions, and evaluates levels based on job qualifications and requirements. Each career development level includes two
ment, and commissioned recruitment, strictly adhering to position-specific hiring standards to meet the diverse talent require- to four development tiers, forming a stepped growth path, which effectively stimulates employees’ work enthusiasm and
ments across various levels of positions. promotes the coordinated development of individuals and the organization.
Employee Training
The Company places great emphasis on employee training and has established a comprehensive lifecycle training management
system covering new employee development, skilled talent cultivation, and management training, ensuring that employees at
Internal Selection External Recruitment Commissioned Recruitment
different stages of development can acquire essential knowledge and skills.
Methods like employee self-nomina- The Company utilizes campus The Company has signed entrusted
tion, outstanding perfor- recruitment and social recruitment recruitment contracts with interme- To systematize and standardize internal training initiatives, the Company has formulated the Training Management Measures,
m a n c e - b a s e d p ro m o t i o n , a n d to extensively absorb fresh gradu- diary institutions such as talent which clearly define training content, implementation, budget allocation, and effectiveness evaluation, ensuring training programs
departmental recommendations are ates and experienced professionals. c e n te rs a n d h u m a n re s o u rc e are executed in a planned, focused and phased manner. By continuously refining the training system, the Company effectively
utilized to identify internal talent. service agencies, expanding talent meets the demands of business development and talent requirements at all levels, providing solid support for maintaining
acquisition channels. long-term stability of the workforce.
While ensuring the operational needs of the business, the Company actively fulfills its social responsibilities, providing employ- Case: Innovating Training Models and Deepening Industry-Education Integration and Full-Employee Empowerment
ment opportunities for individuals with disabilities and encouraging the recruitment of veterans and individuals from remote
areas, assisting special groups in integrating into the workplace. In performance evaluations, the Company strictly assesses each
employee based on their professional skill level, work outcomes, and specific contributions to the Company, conducting compre- The Company has launched an “Order Class” as a model of industry-education integration, such as the “Cable
Orientation Class”. Through a “1.5 years of theory + 0.5 years of on-the-job training” approach and a dual-mentor
hensive and fair performance appraisals to provide an objective basis for talent development.
system, it achieves “enrollment as employment”, having trained over 30 skilled professionals in a targeted manner.
Case: Focusing on Strategy and Precisely Introducing High-End and Digital-Intelligent Talent
Simultaneously, the Company systematically empowers all employees: organizing AI and digital-intelligent thematic
training, conducting skills competitions and certification assessments, and enhancing new employee onboarding
and industry-standard training. This builds a year-round, comprehensive training system covering all staff.
In 2025, the Company introduced 19 master’ s and doctoral holders and six digital-intelligent R&D professionals.
The Company has launched a special compensation package targeting core majors at Project 985 universities and
industry-specific universities to enhance its competitiveness in campus recruitment. For high-end and scarce
professionals, it has opened a market-oriented “case-by-case” negotiation channel. Meanwhile, the Company has
deepened cooperation with universities including Harbin University of Science and Technology and Central South
University, jointly built R&D platforms and talent bases, and established a postdoctoral research station to broaden
the source of high-quality candidates and expand the Company’ s talent pool.
introduced doctoral holders introduced digital-intelligent R&D professionals
Compensation and Bene?ts Bene?ts System
The Company has always attached great importance to employee well-being. By formulating the Employee Care Plan, it has put
Adhering to the principles of “budget management, total amount control, performance employee care into practice, and strove to create a better working environment and development space for employees, so that
budget
linkage, and final settlement”, the Company has established a fair and reasonable com- management every employee can gain a sense of belonging and happiness in the Company.
pensation and benefits system, alongside a scientific performance appraisal mechanism.
In accordance with relevant national laws and regulations, the Company has formulated
total amount Statutory Benefits Special Benefits Other Benefits
systems such as the Compensation and Benefits Policy and the Total Wage Management control
Measures, providing institutional safeguards for compensation management. Five insurances and one fund (i.e., Staff major supplementary medi- Meal subsidies, housing subsidies,
performance endowment insurance, medical cal insurance and group accident limited reimbursement of mobile
linkage communication fees, limited reim-
insurance, unemployment insur- insurance
bursement of transportation fees,
ance, employment injury insur-
commercial supplementary insur-
final settlement ance, maternity insurance, and ance, holiday benefits, Women’ s
Housing Provident Fund), paid Day care, new-born baby gifts,
annual leave, and statutory holi- employee physical examinations,
hospitalization consolation, and
days
birthday greetings
The Company recognizes the pillar role played by female employees, genuinely focuses on
Performance Management their rights and interests as well as benefits, guarantees their rights and interests, such as
marriage leave, maternity leave, paid breastfeeding leave, and special insurance for female
To foster a fair and efficient working environment, the Company has established a comprehensive performance management
Care for Female employees, and provides comprehensive care and support for female employees.
system, adopting the Balanced Scorecard (BSC) performance model to build a departmental performance evaluation framework.
Employees
Based on employee performance and value contribution, the Company allocates performance bonuses scientifically and flexibly,
with evaluations comprehensively covering work performance and outcomes to ensure income is closely tied to contributions. By
effectively motivating employees’ enthusiasm and creativity, it strongly supports the achievement of the Company’ s strategic
The Company creates excellent living and working conditions for talented people, providing
and operational objectives.
single apartments, free working meals, as well as settling-in allowances for newly hired Ph.D.,
Performance Feedback and Appeal
master’ s, and bachelor’ s degree holders according to standards, with additional housing
Talent Benefits subsidies for Ph.D. holders.
The Company has established a comprehensive personnel evaluation system covering multiple dimensions such as work perfor-
mance, work attitude, and teamwork. During the evaluation process, the management conducts objective assessments based on
employees’ daily work performance, while employees engage in mutual evaluations to ensure the entire process is democratic,
The Company organizes welcome ceremonies, onboarding training, mentorship initiation
fair, and transparent. The evaluation results will serve as a key reference for employee promotions, rewards, and performance
ceremonies, and talent showcases for new employees to help them quickly integrate into the
improvement, effectively motivating staff to enhance their work enthusiasm and creativity.
corporate culture and work environment. For retired employees, the Company presents hon-
Career Care orary retirement gifts and invites them to participate in major events such as annual meet-
Case:
ings and anniversary celebrations.
Deepening Compensation and Performance Reform to Establish a Benefit Linkage Mechanism
The Company promotes the restructuring of the performance system to support efficiency enhancement. First, it
optimizes the evaluation model, establishing a performance system centered on the Balanced Scorecard, decom-
posing objectives layer by layer, and strictly implementing forced performance distribution to achieve a distribution
orientation of “high incentives, strong constraints”. Secondly, it promotes market alignment, implementing a project
application system and bonus pool to provide precise and above-target incentives for teams that make break-
throughs in “bottleneck” technologies or expand major markets.
Donating Relief Supplies for
Employees with Disabilities
Strengthening Safety Responsibilities
The Company has established and strictly implemented the production safety responsibility system, and comprehensively
Occupational Health and Work Safety promoted the grid-based management of safety. Heads of departments and offices have signed the Work Safety Responsibility
Agreement, and heads of all plants, departments and offices signed the Work Safety Commitment with employees, forming a
Governance
responsibility chain with layer-by-layer accountability and full participation, so as to ensure the effective implementation and con-
tinuous improvement of production safety measures.
The Company strictly complies with relevant occupational health and work safety laws and regulations. During the Reporting
Period, it revised the Occupational Health and Safety Management System and the Post Safety Operating Procedures, and Improving Risk Prevention and Control Capacity
formulated the Employee Hazard Reporting and Reward System and the Internal Reporting and Incentive Mechanism for Environ- To enhance employees’ awareness of safety and potential risks, as well as their comprehensive command, rapid response, emer-
mental Hazard. These measures have strengthened the standardization, safety, and systematic management of daily safety gency handling, and coordination capabilities in dealing with sudden incidents and injury accidents, the Company organized
production operations. emergency drills for various scenarios such as “object strikes”, “lifting injuries”, “mechanical injuries”, “electric shock injuries”, and
“fires” based on actual production conditions. Additionally, online and offline safety knowledge competitions were conducted, a
In terms of organizational development, the Company has established a sound safety management structure by forming a work
themed production safety speech contest titled “Identifying Hidden Hazards Around Us” was held, and the health and safety
safety leadership group, serving as the governing body for work safety, with the Company’ s general manager serving as its
home visit program has been continuously advanced. Meanwhile, the Company has developed an annual training plan and regu-
leader. The work safety leadership group has established a work safety supervision and management agency (the Safety and
larly organized specialized safety training sessions for employees, comprehensively improving occupational health and safety risk
Environmental Protection Department), responsible for implementing all aspects of work safety management.
prevention and control capabilities.
Case The Company Holds Themed Activities on Production Safety and Occupational Health
the Company successfully passed the ISO45001:2015
During the (Occupational Health and Safety Management System) certification
Reporting Period Production Safety Drill
audit and Grade II work safety standardization audit.
The Company has comprehensively promoted grid-based safety
management, consolidated the primary responsibility of depart-
ments, persisted in risk identification and hidden danger investiga-
Strategy tion, carried out training and examinations on post operation
Safety First systems and equipment operation for all staff, strictly enforced
The Company places high importance on fostering a culture of safety,
adhering to the production safety principle of “Safety First, Prevention Fore- safety management of external contractors, and cracked down on
most, and Comprehensive Management”. Upholding the principle of “balanc- illegal command and reckless operations. It has completed the
Prevention Comprehensive installation of an eco-friendly intelligent access control and video
ing prevention and emergency response, integrating routine and non-routine
Foremost Management
measures”, it implements the occupational health and safety management monitoring system, realizing comprehensive and precise supervi-
policy of “Caring for Employees and Giving Back to Society”, embedding the sion of inbound and outbound transport vehicles, intra-factory
concept of safety into the corporate development DNA. transport vehicles and non-road mobile machinery.
Impact, Risk, and Opportunity Management Production Safety Training
Improving the Emergency Management System In total, more than 110 safety training sessions were completed.
The Company has continuously strengthened the building of its emergency management system, regularly planning and organiz- The Company, jointly with the municipal Center for Disease Con-
ing emergency drills to test the effectiveness and operability of emergency plans, thereby enhancing employees’ emergency trol and Prevention, carried out health follow-ups for 168
awareness and teamwork capabilities. The Company’ s emergency drills cover multiple scenarios from natural disasters to person-times under the “WECAN” program. It produced short
production accidents, ensuring that when facing a real crisis, the Company can respond quickly and in an orderly manner to min- videos of family safety messages and warning videos on safety
imize losses. operation procedures for eight major processes, which were highly
praised and promoted by the Xiangtan Municipal Emergency Man-
Safety Risks and Hazard Identi?cation agement Bureau.
The Company maintains regular risk identification and hidden danger investigation. During the Reporting Period, a total of 58
special safety inspections were organized, uncovering 8,895 potential hazards. The Company carried out company-wide training
and examinations on post operation systems and equipment operation for operational posts. In total, more than 110 safety train- Occupational Health Hazard Investigation
ing sessions were completed throughout the year. It successfully promoted all departments and plants to establish the “dual
The Company organized health and safety home visits to 45
prevention” system for risk control and hidden danger investigation and management, and continuously improved the mainte-
employees’ families, held a speech contest themed “Identifying
nance of safety protection facilities to ensure their safe and effective operation.
Hidden Hazards Around Us”, and launched an online safety knowl-
edge quiz. Through entertaining education, the Company guided
special safety inspections uncovering safety training
were organized potential hazards sessions employees to internalize the safety concept in their minds and
externalize it in practice.
Democratic Management
Quality First: Empowering Quality Enhancement
Adhering to the people-oriented management policy, the Company has established and improved a democratic management
system, set up a trade union and a staff congress, to effectively protect employees’ rights to information, participation, expression The Company regards quality as its lifeline and the foundation for winning market trust and achieving sustainable development. The
and supervision. The Company, by promoting the institutionalization, standardization, and proceduralization of democratic man- Company adheres to the strategic orientation of “Quality First”, integrating the pursuit of high quality into every aspect of R&D, produc-
agement, continuously fosters the democratization of decision-making and harmonious and stable labor relations. tion, service, and cooperation. Through systematic quality management systems and continuous innovation initiatives, it drives compre-
hensive improvements in product, service, and operational quality, creating long-term value for stakeholders.
The Company is committed to facilitating channels for employees’ democratic management, democratic supervision, and demo-
cratic participation, ensuring that employee voices are fully heard and respected. The Company has established a Labor Dispute
R&D and Innovation Management
Mediation Committee composed of employee representatives, company representatives, and trade union representatives, which
promptly responds to employees’ appeals and addresses labor disputes in a timely manner.
The Company has created diversified employee communication platforms by developing anonymous feedback software, regularly Governance
distributing questionnaires, and organizing employee forums and staff congresses, thus extensively collecting employees’ rational The Company has established and improved various R&D innovation management systems, processes, and operational mechanisms
suggestions. To gain an in-depth understanding of employees’ genuine thoughts and needs, the Company conducts regular for its organizational structure. Drawing on the principles of modern corporate governance and advanced management concepts, it has
employee satisfaction surveys and systematically analyzes the survey results, thereby adjusting and optimizing employee manage- refined regulations covering technology introduction, scientific research and development, technical preparation, and technology man-
ment strategies to continuously enhance their sense of belonging and identification. agement, including the Management System for New Products and New Technology Development, the Management Measures for
Scientific R&D Project Planning, the Management Measures for Scientific and Technological Innovation, the Management Measures for
Supporting External Technical Cooperation, the Intellectual Property Management System, the Management Measures for Patent Appli-
cations, and the Performance Assessment and Incentive Measures for R&D Personnel. For each specific task, detailed work processes
have been developed, forming a systematized and standardized management framework to provide solid support for the high-quality
and efficient execution of technological innovation initiatives.
The Company has designated the Technology Center as the centralized department for R&D and innovation management, which over-
sees the enterprise’ s technology management and R&D activities. Meanwhile, the Technology Center serves as a platform for the
Company’ s technical collaboration and knowledge exchange, undertaking the cultivation of high-caliber R&D professionals while facili-
tating the introduction of internationally advanced production and process technologies.
Strategy
Valin Cable Convenes the Fourth Session of the
Twelfth Staff Congress to Deliberate on Relevant Proposals
Building R&D Platforms
The Company aims to achieve “leading position in China and first-class status inter-
nationally”. It has accelerated the improvement of its innovative product develop- 国内领先
ment platform and built a comprehensive platform integrating the R&D of core
industrial technologies and the transformation of scientific and technological
国际一流
achievements. This has rapidly enhanced its capacity for scientific and technological
innovation and development, and continuously advanced the development of a
world-class “specialized, sophisticated, distinctive, and innovative” demonstration
enterprise.
Building a Talent Team
The Company thoroughly implements the corporate culture of “Responsibility, Inno-
vation, and Dedication” and adheres to people-oriented principles, valuing knowl-
edge, labor, and talent. It has established a full-chain mechanism covering the
Hunan Province Science
recruitment, introduction, cultivation, utilization, evaluation, and incentives of scientific and Technology Innovation
and technological talent, and implemented a dual-channel promotion system for and Entrepreneurship Team
management and technical professionals. The Company has cultivated a substantial of the Furong Program
number of core technical personnel specializing in wire and cable processes. This
effort has resulted in a skilled workforce primarily composed of technicians and has
successfully attracted numerous high-tech talent and technical specialists to join its
R&D team. In 2025, the Company successfully obtained approval for a National Post-
doctoral Programme, and its innovation team was awarded the “Hunan Province
Science and Technology Innovation and Entrepreneurship Team of the Furong
Program”.
Incentives for R&D and Innovation Impact, Risk, and Opportunity Management
In a bid to boost employee motivation for R&D and innovation, the Company revised its Research and Development Rewards Policy.
The updated policy extends the profit-sharing period for commercialized new products and enhances incentives for scientific and tech- Protecting Intellectual Property
nological achievements, thereby establishing a multi-tiered incentive mechanism. The reward system encompasses a wide range of
The Company strictly abides by the Patent Law of the People’ s Republic of China, the Copyright Law of the People’ s Republic of
areas, including product development, intellectual property, professional papers, product certification, new product innovation, QC
China and other national laws, regulations and standards. It has formulated and continuously improved its intellectual property rights
initiative outcomes, standard setting, and scientific research projects. Each year, the Company holds a technology conference to
(IPR) management system to ensure the legality and effectiveness of IPR management. Through the formulation of the Intellectual
promote and emphasize the importance of technological innovation, effectively mobilizing employees’ motivation.
Property Rights Management Measures, the Company has clarified the management policies, norms and requirements for intellectual
Promoting Knowledge Sharing
property protection, forming an IPR management system covering the whole process from pre-research, R&D and production to sales.
While protecting its own IPRs from infringement, the Company actively
The Company launched an internal journal, Valin Technology News, published quarterly, with a total of four issues released during the
takes precautions against infringing the IPRs of others. Its system requires
Reporting Period. The journal features technical and management papers contributed by employees, cutting-edge industry news,
that project undertakers conduct patent literature searches before project
supply and sales insights, and includes sections such as Theoretical Discussion, Technical Debates, and Cultural Essays. It has become
approval, and file all technical materials upon project completion, so as to
a cultural platform, an innovation hub, and an academic salon for the Company, effectively enhancing researchers’ sense of belonging
ensure that IPR management runs through the entire project life cycle.
and academic accomplishment.
Promoting the Commercialization of Achievements
In 2025, the Company successfully acquired nine patented achievements
from Central South University, which have been transformed and applied
The Company actively strengthens the deployment of cutting-edge tech-
internally, effectively promoting technological innovation and industrial
nologies, continuously drives industrial upgrading, steadily enhances
upgrading.
economic efficiency, and focuses on building leadership capabilities in
National Manufacturing
three niche markets: aerospace and integrated equipment, special
Single Champion
rubber-sheathed cables, and special control cables. In 2025, the
Products List.
high-flexibility wear-resistant cable for mining applications, independently R&D Project Organization and Management
developed by the Company, was included in the “National Manufacturing
Single Champion Products List”. The Company has established and improved regulations and management mechanisms covering the entire process of project initiation,
implementation, R&D management, and assessment, providing a solid foundation for the smooth execution of R&D projects. Through
systematic project organization and management, the Company ensures efficient allocation of R&D resources, controllable project
progress, and predictable outcome quality.
Based on the defined direction of the innovation system, the Company conducts extensive
Deepening Industry-University-Research Collaboration research on market and user needs, selecting specific projects with significant market potential
Project Initiation and urgent user demand as key R&D priorities for the Technology Center.
The Company encourages and supports extensive industry-university-research collaboration. Based on alignment with the Company’ s
overall development strategy, it prioritizes key areas, concentrates resources, and selects domestic and international research institu-
tions and enterprises with strong complementary advantages to conduct in-depth collaboration, promoting the coordinated develop-
ment of technological innovation and industrial upgrading.
Appointed project leaders form R&D teams, draft project R&D plans, and submit them for review
by an expert committee organized by the Technology Department. Upon approval by the com-
Case Project Implementation mittee, the plans are submitted to the director of the Technology Center for final endorsement
Industry-University-Research Platform Helps Solve “Bottleneck” Problems
before execution.
In accordance with the project initiation arrangements of the Technology Center, ongoing proj-
The key technology R&D and application project for flexible umbilical cables used in marine engineering involved a prod-
ects undergo quarterly reviews and annual evaluations. These evaluations examine progress,
uct series long monopolized by two foreign companies, Nexans and Derekduck. To address this “bottleneck” issue, China
quality, and the fulfillment of innovation indicators, determining whether projects should continue
Offshore Fugro Geosolutions (ShenZhen) Co., Ltd. put forward the demand for localization. Valin Cable established an
based on the results.
R&D team led by the general manager in 2018. Over many years, through the construction of a technological R&D plat-
form and collaboration with universities and research institutes, the team made breakthroughs in the R&D and applica- Projects that successfully achieve their objectives and meet innovation indicators receive reward
tion of materials such as radiation-crosslinked polyolefin, water-blocking glue, and TPEE. It also overcomes core technical R&D Project recommendations for the R&D teams in accordance with the Implementation Measures for
challenges, including fiber fusion, radiation processing, load-bearing and tensile resistance, and watertight and mois- Management Science and Technology Project Management.
ture-blocking structure. Since its installation and operation offshore in November 2023, the cable’ s service life has
and Assessment
reached the level of imported products, achieving 100% domestic production and receiving high praise from clients. For projects that fail to complete R&D tasks, a phased evaluation is conducted to identify prob-
lems, propose directions for improvement, or recommend project termination, which is then
submitted to the Technology Committee for review and approval.
Product Quality and Services
Governance
Indicators and Targets
The Company continues to deepen its quality control system, strengthening end-to-end quality safeguards and continuously improving
In 2025, the Company participated in the formulation of one national standard, one industrial standard and seven group standards,
the effectiveness of quality governance.
taking the lead in drafting two of the group standards. The annual R&D investment reached RMB 144 million.
In terms of organizational structure, the Company has established a Quality Management Department to lead overall quality efforts,
with dedicated personnel implementing frontline quality control. Through collaboration with R&D, production, sales and other depart-
participated in the ments, the Company has clarified responsibilities across all links including product and service quality management, quality assurance
industrial group
formulation of and improvement, product withdrawal and recall, and after-sales service, forming a highly coordinated quality control mechanism with
standard standards
national standard clear powers and responsibilities.
In 2025
quality management system. Core policies such as the Quality Management Measures, the Quality and Safety Management System,
taking the lead
in drafting The annual R&D the Nonconforming Product Control Procedures, and the Product and Service Control Procedures have been formulated, integrating
of the group standards investment reached RMB quality standards throughout the entire process of technical R&D, production, and quality inspection, providing robust institutional
support for quality compliance and continuous improvement.
million
In 2025, the Company obtained new certifications for its measurement management system and after-sales service. The CNAS (China
National Accreditation Service for Conformity Assessment) accreditation scope of the Testing Center was successfully expanded by two
items, simultaneously upgrading both testing capabilities and service quality. Additionally, two expanded products under the weapons
and equipment qualification smoothly passed on-site inspections. The Company continues to strengthen the quality of system opera-
tions, ensuring product stability and market competitiveness through comprehensive certification and standardized management.
Strategy
The Company regards product quality management as its core competitiveness and the cornerstone of corporate development. Adher-
ing to the “Client Satisfaction, Eternal Quality” quality policy, it comprehensively implements performance excellence management,
forming a quality management model “centered on clients, driven by innovation, and focused on quality”.
In 2025, the Company established a quality management system covering the entire product life cycle, integrating safety and compli-
ance requirements into the whole process of R&D and design, supply chain management, manufacturing and after-sales service,
achieving remarkable results.
Focusing on technological innovation across multiple fields, the Company has launched a number
of newly certified products, including underground cables for airport navigation light circuits and
photovoltaic twin-core cables. These products have obtained international certifications such as
New Product T?V Rheinland and IEC, as well as MA coal mine safety certification, further expanding the port-
Introduction
folio of compliant products.
During production, the Company strictly controls the supply chain, clearly designates registered
suppliers for raw materials such as conductors and insulation, implements standardized produc-
Production tion procedures, and enforces specialized quality control measures for products used in special
Process scenarios like coal mines and ships.
The Company has established a comprehensive testing mechanism, with the Testing Center
expanding two CNAS-accredited items, maintaining internationally recognized professional testing
capabilities;
The Company has added measurement management system certification and after-sales service
Quality Inspection certification, comprehensively upgrading measurement accuracy and client service quality, steadi-
ly improving the compliance and reliability of multiple product categories.
The Company strengthens quality awareness among all employees and integrates quality princi-
ples into all aspects of production and operations. Through comprehensive process control and
the improvement of certification systems, the Company’ s product compliance and market com-
Cultural Development petitiveness have significantly increased, providing clients with innovative and reliable solutions,
achieving dual enhancement in both quality and efficiency.
Impact, Risk, and Opportunity Management Client Service
The Company focuses on core quality risk points such as conductor materials, insulation performance, and production processes, The Company continuously enhances its client service capabilities to ensure prompt
establishing a routine inspection mechanism for products and services. The Quality and Safety Team employs a combination of routine response and fulfillment of diverse client needs. Backed by a comprehensive and well-es-
inspections and specialized audits to strengthen quality control throughout the entire process, promptly identifying and rectifying poten- tablished client service system along with extensive service experience, the Company is
tial hazards, continuously optimizing process standards, and strictly controlling non-conforming products to effectively mitigate quality committed to delivering meticulously refined service experiences . The Company actively
product
and safety risks, thus ensuring product safety and reliability. organizes regular and diversified client service activities, providing professional guidance consultation
on product usage and addressing challenging issues encountered during cable applica-
tion, while fully safeguarding the legitimate rights and interests of clients.
promotion
Indicators and Targets
Business departments within the Company operate with clear divisions of responsibilities,
collaborating effectively in areas such as product consultation, promotion, client visits, and
In 2025, the Company continued to strengthen its quality management system and comprehensively upgrade its quality control capabil- technical support. The Company places high importance on the training of after-sales client visits
ities. Throughout the year, zero major quality incidents were recorded, and the product pass rate in random inspections reached 100%. service personnel, enhancing employees’ professional skills and service quality through a
comprehensive training system. The training covers product knowledge, service tech-
niques, procedural standards, and relevant regulations, combining theoretical instruction
with hands-on practice to improve after-sales efficiency and client satisfaction. technical support
major quality incidents To continuously optimize client service, the Company has established the User Quality
were recorded product pass rate Information Management System and conducts regular client satisfaction surveys. These
surveys target key clients and distributors to ensure comprehensive and representative
In 2025
data collection. After each survey, the Company systematically analyzes the results, gener-
ates improvement recommendations based on the findings, and drives continuous
enhancement of service quality.
Case Robust Operation of the GJB9001C-2017 System
The Company successfully passed the annual surveillance audit for the GJB9001C-2017 standard. Following an organiza-
tional restructuring, system documents were revised accordingly. Five corrective actions were verified as effective, and all
seven minor non-conformities identified during the audit were resolved. Revenue from military products achieved a
substantial YoY growth, client satisfaction reached 99.51%, and the system’ s self-improvement mechanism functioned
effectively.
Case Systematic Implementation of Quality Training
The Quality Management Department conducted two specialized training sessions on the GB/T19001 series standards
from May to July, covering management personnel across various departments. Through case studies and hands-on
exercises, key clauses such as contract review and production control were explained, achieving deep integration of qual-
ity standards with practical work.
Case Quality Month Activities Yield Remarkable Results
In September 2025, the Company launched a campaign themed “Strengthening Control with High Standards, Winning
the Market with Zero Complaints”, with full participation from production divisions. A total of 156 quality improvement
suggestions were collected, 132 of which were implemented. Employee-initiated anomaly reporting rates increased by
quality awareness and strengthened end-to-end control capabilities.
Supply Chain Management Strategy
Governance
Supplier ESG Management
The Company places high importance on supply chain management, continuously advancing sustainable procurement practices. It has
established internal policies such as the Supplier Management Measures, the Key Supplier Management Measures, and the Procure- While prioritizing product quality and supply capability, the Company places increasing emphasis on suppliers’ environmental perfor-
ment Management System for Production Materials to ensure that supplier selection processes are standardized and well-documented. mance and social responsibility fulfillment, continuously strengthening the effectiveness of ESG management across the supply chain.
During the supplier evaluation and selection process, the Company comprehensively considers multiple dimensions, including quality, The Company issues the Declaration to Relevant Parties on Non-Use of Environmentally Hazardous Substances to suppliers and signs
price, delivery time, and service, to ensure that selected suppliers not only meet current business needs but also possess potential for the Environmental Protection and Safety Agreement with Relevant Parties with them. Furthermore, through the Key Supplier Manage-
long-term collaboration. ment Measures, the Company focuses on evaluating suppliers’ qualifications and system certifications in environmental and social
aspects, including but not limited to international standard certifications such as Quality Management System Certification, Environ-
At the organizational development level, the Company strengthens the supply chain management structure, clearly defining functional mental Management System Certification, and Occupational Health and Safety Management System Certification, ensuring that coop-
responsibilities at each tier to achieve more efficient collaboration and refined management, thereby providing organizational safeguards erative suppliers possess strong quality awareness, environmental consciousness, and human rights awareness, jointly promoting the
for the stable operation of the supply chain. green transformation of the supply chain.
Green Procurement
Supply chain management is overseen by the Company’ s deputy general manager, who coordi-
nates management direction and strategies, and convenes regular meetings. The Company has established and continuously improved a green supply chain management system, which has obtained green supply
Decision-making chain management system certification. In accordance with the Procurement Management System for Production Materials, when
Layer Regular exchanges are conducted with key suppliers. procuring materials, the Company not only meets the corresponding technical standards, but also requires compliance with green
manufacturing requirements, ensuring that the materials are free from heavy metals, non-toxic, pollution-free, and recyclable. Addition-
ally, to align with forestry administration regulations, the Company has implemented a comprehensive traceability system for wooden
pallet procurement, exercising strict control over the source. By obtaining phytosanitary certificates through government platforms and
It is composed of teams for strategic operation, procurement, quality, technology, environmental maintaining a strict “one-in, one-out” correspondence, the entire procurement process remains compliant and controllable.
safety, and risk control.
Execution Level This level is responsible for jointly establishing, reviewing, and implementing supplier manage- Enhancing Supply Chain Resilience
ment regulations.
In terms of supply chain sourcing, the Company proactively expands the pool of high-quality potential suppliers and collaborates with
It also conducts supplier evaluations, monitors supply chain anomalies, and addresses business relevant departments to continuously broaden supply channels, effectively mitigating supply risks. The Company has developed suppli-
complaints related to suppliers.
er evaluation criteria tailored to its actual needs, covering dimensions such as product quality, delivery capability, pricing, and after--
sales service. Potential suppliers undergo comprehensive assessment to select the most suitable partners.
Leveraging the development of a supply chain information platform, the Company deeply integrates full lifecycle supplier management
In terms of inventory management, the Company implements real-time monitoring and dynamic adjustments to ensure inventory levels
with digital technology, implementing refined process control over key stages such as supplier onboarding and classification. Simultane-
are consistently maintained at their optimal state. By optimizing procurement plans, sales strategies, and logistics distribution, it contin-
ously, the Company fully harnesses internal synergies, driving close coordination across all segments of the supply chain to ensure
uously enhances inventory turnover speed and reduces inventory costs, thereby strengthening supply chain operational efficiency and
suppliers consistently meet the Company’ s stringent standards and requirements throughout the entire collaboration process.
resilience.
Full Lifecycle Supplier Management Transparent Procurement
The Company places high importance on integrity in the supply chain and standardized full-process management of bidding and
The Procurement Department conducts preliminary surveys of suppliers by completing
tender activities, implementing multiple measures to strengthen integrity safeguards in procurement. Specific initiatives are as follows:
the Supplier Quality Assurance Capability Survey Form, which covers aspects such as
the supplier’ s service scope, product certifications, product execution standards, corpo-
Selection rate qualifications, and product quality levels.
Samples provided by suppliers are inspected by the Company’ s Technology and Quality The Company attaches great importance to integrity management in the supply chain. It requires
Department for appearance, performance indicators, and other quality aspects before Strengthening Source suppliers to sign the Supplier Integrity Commitment, clarifying integrity responsibilities in the form
being approved for use. Control in the Supply of a contract, so as to ensure that procurement activities are open, fair and honest, and to
Chain prevent and curb violations of laws and disciplines at the source.
The Procurement Department selects suppliers for further evaluation to perform sample
testing. Products provided by suppliers must be approved by the Production Department,
Review the Technology Department, production divisions, and Company management before being
included in the Qualified Suppliers List. Based on the impact of purchased materials on prod- The Company systematically identifies risk points at each stage of bidding and tender processes,
Improving Full-Process
uct quality, materials are classified into two categories: important and general. defining three core supervision dimensions: pre-bid conditions, in-bid process supervision, and
Supervision of Bidding
and Tender Activities post-bid follow-up supervision, thereby implementing end-to-end oversight.
Supplier risk levels are evaluated across five dimensions: policy risk, market risk, natu-
Assessment ral/accidental risk, and quality risk.
Weekly specialized supervision of bidding and tender activities is conducted, focusing on compli-
ance of the approval process, sealing status of bid documents, qualifications of evaluation panel
members, and implementation of recusal systems. To date, no relevant issues or clues have been
Refining Daily
identified.
Classification Suppliers are uniformly graded, and cooperation decisions for the following year are Supervision Measures
made based on their ratings. A monthly ledger summary mechanism has been established to comprehensively compile key
information such as bidding amounts, evaluation panel members, tender details, and winning
suppliers, ensuring traceability and verifiability of bidding data.
Strategic Supplier Management Case Valin Cable Hosts Supplier Conference with the Theme “Innovation-Driven,
Digital Empowerment – Jointly Building a Green, Safe, and Sustainable Supply Chain”
The Company values communication with suppliers and is committed to building harmonious and stable strategic partnerships. In
Year” to its partners. The conference recognized 10 strategic suppliers and 27 outstanding suppliers, reaching mutual cooperation In 2025, Valin Cable held its annual Supplier Conference to strengthen communication with suppliers, discuss
intentions with each supplier to jointly achieve win-win development. industry trends, share successful experiences, deepen collaborative relationships, and jointly address market chang-
es to promote sustained growth for both parties.
Impact, Risk, and Opportunity Management
During the conference, the Company presented awards to 27 suppliers recognized as “Outstanding Suppliers of
To enhance supply chain stability, effectively mitigate potential risks related to supplier quality, cost, delivery timelines, technolo- agreements for 2025 with 10 strategic suppliers, laying a solid foundation for in-depth collaboration in the future.
gy, and service, and strengthen the Company’ s core competitiveness, the Supplier Risk Management System has been estab-
lished. This system clarifies the responsibilities of the Procurement Department, covering the entire process from supplier perfor-
mance evaluation, risk factor collection and analysis, to the formulation and follow-up of risk mitigation measures. This compre-
hensive risk management mechanism facilitates the early identification and mitigation of potential risks posed by suppliers, there-
by safeguarding supply chain stability and ensuring normal business operations.
Factors such as material verification, quality assurance capability, pricing, delivery timelines,
service quality, survey results, qualifications, and credibility are taken into consideration.
Risk Identification
Supplier Conference Scene
Corresponding measures are implemented based on risk warning signals to minimize poten-
tial losses and ensure uninterrupted business operations.
Risk Response
A risk case database has been established to store all risk management-related materials for
traceability and analysis purposes.
Traceability and
Analysis
Signing Ceremony of Strategic Cooperation Agreements
Indicators and Targets Equal Treatment of SMEs
In 2025, the Company achieved remarkable results in supply chain management: zero supply chain risk incidents occurred The Company strictly adheres to national laws and regulations such as the Criminal Law of the People’ s Republic of China, the
throughout the year; five special ESG training sessions for suppliers were organized; 234 suppliers obtained sustainability certifi- Anti-Unfair Competition Law of the People’ s Republic of China, the Anti-Money Laundering Law of the People’ s Republic of
cations; and the signing rate of Integrity Agreement with long-term cooperative and qualified suppliers reached 100% China, the Anti-Monopoly Law of the People’ s Republic of China, the Law of the People’ s Republic of China on the Promotion
of Small and Medium-sized Enterprises, and the Regulations on Guaranteeing Payments to Small and Medium-sized Enterprises
(Draft Revision for Public Comments), among others. It also implements the spirit of relevant policies including the Guidelines of
The statistics cover suppliers within the supply chain system under the centralized management of the Company’ s Procurement Department.
the Central Committee of the Communist Party of China and the State Council on Promoting the Development and Growth of
the Private Economy, upholding the principles of fairness and impartiality in all business dealings and treating SME partners
special ESG training sessions for equally.
supply chain risk incidents occurred suppliers were organized
in2025 suppliers obtained sustainability
the signing rate of Integrity Agreement
with long-term cooperative and qualified
certifications suppliers
Digital Transformation
Advancing Digital-Intelligent Transformation
Six Functional Centers
To accelerate digital transformation and enhance overall operational efficiency and modernization, the Company has established Core functions are group finance and investment evaluation, with system support
Finance and Strategic
a “1+5+6” digital-intelligent management framework. This structure centers on a unified digital-intelligent platform, empowers five provided by the group’ s ERP, comprehensive budgeting, and capital management
Investment Center
core capabilities, and leverages six functional centers to enable cross-level and cross-business collaboration. Through precise systems.
configuration and functional integration of core components across modules, this framework drives the Company’ s operational
management toward digitalization, intelligence, and systematization. Core functions are production-sales coordination and procurement cost reduction,
Supply Chain Center
with ERP supply chain and SRM as system support.
Unified Digital-Intelligent Platform
Marketing Center Core functions are client management and credit sales control, with CRM and credit
Physical Equipment Core components are sensors and production equipment, with the functional posi-
Layer tioning of collecting real-time field data. management modules as system support.
IT Infrastructure Core components are servers, switches, and firewalls, with the functional positioning
Data Service Center Core functions are data governance, analytical reporting, with system support from
Layer of providing hardware and network support.
data middle platforms and BI tools.
Core components are container cloud, microservice governance, and IoT platform,
Technology Layer
with the functional positioning of supporting system elastic scaling. Core functions are risk early warning and compliance management, with the risk
Risk Control Center
control system providing system support.
Core components are Financial Middle Platform, Supply Chain Middle Platform, Manu-
Business Data facturing Middle Platform, Procurement Middle Platform, and Marketing Middle Platform,
Layer
with their functional positioning being business operation and data accumulation.
Core functions are intelligent production scheduling, process monitoring. System
Production Center
Core components are digital-intelligent contracts and intelligent platforms, with the func- support: integrated ERP production, MES, CAPP, TMS, and WMS.
Intelligent Application
Layer tional positioning of enhancing business intelligence.
Decision-making Core components are master data management and intelligent analysis, with the func-
In addition, the Company has focused on upgrading core systems such as ERP, MOM and CAPP, and promoted organizational
Layer tional positioning being data-driven decision-making.
flattening, refined management, agile operation, mobile application, intelligent decision-making, digital operation and data asseti-
zation, so as to comprehensively improve its operation and management capacity. The Company is committed to building
first-class intelligent special cable workshops, leveraging industrial internet and 5G technology to achieve comprehensive inter-
Five Core Capabilities Enhancement connection between production equipment and energy management systems. By establishing a data and monitoring center to
realize full AGV material distribution, it significantly enhances production organization efficiency and reduces labor costs, driving
the effective implementation of lean production.
Enhancing Market Implements end-to-end digital management from lead to cash (LTC), improving client
Operation Capabilities response speed and personalized service capabilities.
Case Valin Cable Unmanned Forklift Project
Improving Rapid The Valin Cable Unmanned Forklift Project is a key initiative by the enterprise in response to the national automa-
Strengthens production-supply-sales coordination, shortens order delivery cycles, and
Response Capability
reduces inventory backlog and material shortage risks. tion call, aimed at building a smart factory. It is jointly promoted by Valin Cable and NavaSmart in 2025. The proj-
in Client Service
ect focuses on enhancing production efficiency, reducing costs, and strengthening safety management. It involves
deploying multiple 2-ton unmanned counterbalance forklifts to achieve 24/7 normalized operations both indoors
Adopts cloud-native and microservices architecture to build a highly available, scalable, and outdoors.
Enhancing Data
Management Capability and sustainable iterative technology platform supporting the next decade of develop-
The operation routes cover the automated warehouse and tempo-
ment.
rary storage areas of each branch factory, with a daily delivery of
approximately 100 pallets. Each pallet has a load capacity of ≤
Enhancing Financial Promotes deep integration of business and finance, enables transparent cost accounting 1,500 kg, and distribution requests are initiated via PDA. The
Service and Risk system integrates with the warehouse management system and
and risk early warning, and enhances internal control and compliance management.
Control Capability
NavaSmart’ s “Tianji” and “Tianshu” platforms to enable automated
material inbound/outbound processes and traceable distribution
Enhancing Digital Establishes a management cockpit for trend analysis and intelligent forecasting based on status. Multi-radar perception devices ensure operational safety,
-Intelligent Analysis and supporting the enterprise’ s transition to unmanned production
real-time data, supporting scientific decision-making at the executive level.
Decision-Making Capability
logistics.
Adhering to Technological Ethics
Ful?lling Missions: Undertaking Social Responsibility
The Company actively responds to regulatory initiatives in the fields of data ethics and artificial intelligence (AI), continuously
strengthening the construction of its internal AI governance framework. In line with the characteristics of the cable industry, the The Company has always embedded social responsibility into its developmental DNA, guided by the core principle of “co-creat-
Company has formulated and improved policies such as the Opinions on Strengthening the Governance of Scientific and Techno- ing value and sharing achievements”. It has systematically planned and continuously deepened its involvement in public welfare,
logical Ethics and the Measures for the Review of Scientific and Technological Ethics to ensure the compliant application of AI rural revitalization, and the Belt and Road Initiative. Adhering to strategic leadership to drive responsible practices, the Company
technology in all aspects of production and operations, while strictly prohibiting the development or use of technologies that may integrates its growth into the broader context of national development. Through pragmatic actions that meet societal expecta-
harm the natural environment, life and health, public safety, or violate ethical principles. By establishing multiple institutional doc- tions, it demonstrates the commitment and compassion of a modern enterprise in serving people’ s livelihoods and fostering
uments, the Company has standardized the workflow related to scientific and technological ethics and continuously enhanced mutual success.
Engaging in social welfare initiatives
employees’ awareness of scientific and technological ethics.
At the organizational level, the Company has established a sound AI and technology ethics management system, forming a Tech-
nology Ethics Management Team led by senior executives, with clearly defined personnel composition, scope of authority, and The Company focuses on building a public welfare ecosystem by organizing diverse activities such as beach clean-up initiatives,
work responsibilities. The team is responsible for coordinating and advancing the Company’ s technology ethics governance, environmental greening around the factory premises, voluntary blood donation, and visits to children in welfare institutions. These
overseeing the ethical compliance in AI technology applications, addressing technology ethics-related issues, and ensuring that efforts ensure that the fruits of development benefit a wider community, reflecting the Company’ s contemporary value in
the Company’ s technological innovation activities always adhere to ethical requirements. fulfilling its mission.
No violations of science and technology ethics occurred during the Reporting Period. The Company has established a sound
technological ethics risk prevention and control mechanism, conducting regular internal inspections to promptly identify and
eliminate potential risks, ensuring that technological innovation activities are lawful, compliant, and sustainable.
violations of science and technology ethics
The Company remains steadfast in its commitment to providing comprehensive and
during the
practical assistance and support for persons with disabilities. Through regular care initia-
Reporting Period
tives that offer material aid, the Company actively helps individuals with disabilities over-
Support for Persons come practical challenges in their daily lives. The Company also offers appropriate job
with Disabilities opportunities for those with disabilities, enabling them to feel social equality and respect.
These aid initiatives not only offer substantial support to those people but also convey
the warmth and acceptance of society, assisting them in building confidence and better
Data Security and Client Privacy Protection
integrating into the community.
In accordance with national laws and regulations such as the Cybersecurity Law of the People’ s Republic of China, the Personal During the Reporting Period, in response to the flood situation in the Xiangjiang River,
Information Protection Law of the People’ s Republic of China, and the Data Security Law of the People’ s Republic of China, the the Company promptly acted upon the requirements of the flood prevention command.
It quickly organized security team members and employees from branch factories to
Company has refined its Information System Security Management Rules and Regulations based on the actual conditions of its Conducting Flood
conduct flood prevention inspection and duty work on the embankment. Over a period
cable manufacturing operations, clearly defining the division of responsibilities among various departments in the field of data Prevention Inspections
of six days, the work was carried out in two shifts, ensuring 24-hour uninterrupted
security supervision, systematically enhancing the security defense capabilities and management efficiency of the network and inspections. A total of over 60 persons participated in rotating shifts, successfully com-
information systems, ensuring the high-standard implementation of the Company’ s information security work. pleting the task and making a positive contribution to ensuring the safety of the
embankment.
To strengthen and standardize the management of employees and related visitors, ensure internal security and confidentiality,
and safeguard personal and property safety as well as office order, the Company continuously optimizes the Third-Party Person-
nel Information Security Management system. By conducting regular security status checks, deploying firewalls, intrusion detec-
The Company actively engages in various public welfare and volunteer activities, such as
tion systems, and other technical measures, the Company comprehensively implements data security management responsibili-
Public Welfare and caring for disadvantaged youth, blood donation, and beach clean-up initiatives. The
ties. During the Reporting Period, the Company obtained the 3A (AAA-level) certification for the integration of informatization and philosophy of “starting with small acts of care, spreading love, and warming hearts” is
Volunteer Activities
industrialization. embedded in every action.
In 2025, the Company continued to increase the coverage rate of privacy protection training, reaching over 90%. The Company
maintained zero occurrences of information security breaches or client privacy leaks throughout the year, demonstrating remark-
able achievements in data security and client privacy protection.
Through donating essential school supplies, providing personalized psychological coun-
seling, and offering growth guidance, the Company has illuminated the path of knowl-
Supporting
the coverage rate of information security edge for these young individuals, delivering not only material assistance but also con-
Disadvantaged Youth
privacy protection training breaches veying society’ s profound care and warmth.
in 2025
the integration of informatization The Company regularly organizes employees to participate in voluntary blood donation
client privacy leaks and industrialization. activities, fulfilling the solemn commitment to “safeguarding the lives and health of the
AAA
Voluntary Blood people” through concrete actions. This reflects the spirit of Valin Cable employees in
Donation enthusiastically contributing to public welfare and serving society.
Case Organizing a Beach Clean-Up Themed Group Day Activity Case Visiting Children in a Welfare Institution
On May 12, 2025, the Valin Cable Administrative Youth On May 19, 2025, the Production First Party Branch of the
League Branch and Sales Youth League Branch, in collab- Company organized Party members to visit a social welfare
oration with a volunteer association in Xiangtan City, orga- institution, carrying out a caring and compassionate activity.
nized a “River Guardian · Beach Clean-Up” themed group
The Party members brought carefully selected picture books,
day activity along the riverbank in Dongping Town.
Through the collective efforts of all participants, over 10 stationery, educational toys, snacks, and other charitable
bags of trash were collected, and the previously supplies, engaging in warm interactions with the children at
litter-strewn riverbank regained its pristine and orderly the welfare institution. Everyone sat together in a circle,
natural appearance. Going forward, the Company will con- patiently telling stories, teaching drawing, and playing fun
tinue to actively participate in such environmental protec-
games with the children, with laughter and joy echoing in
tion activities, starting from ourselves and inspiring those
around us, demonstrating the concept of ecological con- every corner of the activity room. This event brought care
servation through the concrete actions of state-owned and warmth to the children in the welfare institution, enrich-
enterprise youth. ing their spiritual and cultural lives, and also conveyed the
love and responsibility of Valin Cable’ s employees.
Case Organizing a Front-of-Factory Greening Initiative
On March 12, 2025, Valin Cable launched a greening initia-
tive in front of its factory premises. Employees actively
participated in the event, planting new saplings, pruning
flowers and trees, and cleaning up green areas. Through
such concrete actions, the Company beautified its factory
environment, enhanced its corporate image, and demon-
strated its commitment to and practice of green develop-
ment.
Case Organizing a Blood Donation Activity
On June 19, 2025, the Company actively responded to the
call of the Xiangtan High-Tech Industrial Development Zone
Management Committee, fulfilling its corporate social
responsibility by organizing employees to participate in a
voluntary blood donation activity. Over 20 employees proac-
tively signed up and completed the registration, physical
examination, and blood collection procedures in an orderly
manner under the guidance of blood station staff. The event
was filled with warmth and compassion, as participants rolled
up their sleeves to donate blood,fulfilling the solemn commit-
ment of “safeguarding the lives and health of the people”
through concrete actions. The flow of blood converged into
hope for life, showcasing the spirit of Valin Cable employees
in enthusiastically contributing to public welfare and serving
society.
Support for Rural Revitalization Co-building the Belt and Road
The Company actively explores sustainable pathways for rural revitalization, closely aligning with national policies and actively Adhering to the “going global” development strategy, the Company actively expands overseas business cooperation, deeply
participating in rural development. By driving increases in farmers’ income through consumption-based assistance, the Company participates in major international exchange activities, and interprets the development philosophy of “extensive consultation, joint
promotes the synergistic enhancement of economic, social, and ecological benefits, supports the diversified development of the contribution, and shared benefits” of the Belt and Road Initiative through pragmatic actions.
rural economy and social harmony, and contributes to the comprehensive advancement of rural revitalization.
To further consolidate rural revitalization efforts, the Company’ s Labor Union initiated targeted consumption-based assistance,
uniformly procuring support materials for distribution to all union members. This initiative not only enhanced employees’ sense of Case Valin Cable’ s Visit to Vietnam for Exchange, Exploring New Opportunities for Overseas Expansion
well-being but also effectively consolidated the poverty alleviation achievements in the assisted villages, playing a positive role in
strengthening collective village industries and raising villagers’ income levels.
November 17-22, 2025, Deputy General Manager Hu
Case
Valin Cable Actively Purchases Agricultural Products from Assisted Regions, Xianghua led a delegation for a business inspection in
Injecting Momentum into Rural Revitalization Through Consumption-based Assistance
Vietnam. This trip to Vietnam was not only an in-depth
market research but also a pragmatic industrial alignment
and ice-breaking cooperation. Through six days of inten-
sive visits and multilateral dialogues, the delegation
gained a comprehensive and clear understanding of the
development potential and practical challenges in the
Vietnamese and the wider ASEAN markets. This inspec-
tion marks the Company’ s critical step forward in
expanding international markets, laying a solid foundation
for in-depth cooperation between China and Vietnam,
and even between China and ASEAN in the field of wires
and cables, ushering in a new chapter of regional syner-
gy and win-win development.
Case Valin Cable Shines on the International Stage, Partnering with African Counterparts to Explore New Frontiers of Cooperation
June 12-15, 2025—As a leading enterprise in the cable
industry, the Company showcased multiple self-devel-
oped core products at the 4th China-Africa Economic
and Trade Expo. Currently, African countries are in a
period of accelerated industrialization, with strong
demand for cables in fields such as power, telecommuni-
cations, and mining machinery. With superior product
quality and extensive overseas project experience, the
Company will further expand its business in Africa,
promoting “Xiangtan Intelligent Manufacturing” to the
world.
北自所（北京）科技发展股份有限公司
Dimension
Environmental
Dimension
Social
Dimension
Governance
Standardized Governance for Steady
and High-Quality Development
The Company adheres to the leadership of the Party, strengthens its foundation
through standardized governance, and regards governance excellence as the core
guarantee for steady and sustainable development. The Company continuously
improves its modern corporate governance structure, upholds compliance and risk
control as the bottom line, and deepens the construction of systems such as
anti-commercial bribery and internal control audits; it uses transparent communica-
tion as a bridge to facilitate investor relations and information disclosure channels.
By transforming governance effectiveness into development momentum, the Com-
pany safeguards its high-quality and sustainable development through the practices
of adhering to integrity and compliance and strengthening its sense of responsibility.
Governance Stock Code: 001208
Steady Progress: Board of Directors
Consolidating the Governance Foundation The Company has established the Articles of Association, the Rules of Procedure for the Board of Directors, the Rules of Proce-
dure for Shareholders’ Meetings, the Special Meeting System for Independent Directors, the Working Rules for Independent
Directors, and the rules of procedure for the four major committees, which clearly stipulate the appointment of directors and
The Company regards excellent governance as the fundamental guarantee for sustainable and sound development, continuously senior management as well as related matters. The Board has established four specialized committees: the Strategy and ESG
improves the modern corporate governance structure, strengthens the institutional foundation for steady and long-term progress, Committee, the Audit Committee, the Nomination Committee, and the Compensation and Assessment Committee, which review
and provides a solid institutional basis for addressing complex challenges and achieving strategic objectives. matters such as corporate strategy, finance, risk control, personnel, performance compensation, and related-party transactions to
ensure scientific decision-making by the Board.
In recent years, amid deepening reforms in China’ s capital market, the Company has proactively adapted to stronger regulations
The Company has established a robust independent director system. Independent directors strictly adhere to the requirements of
and new requirements, firmly establishing the principle of compliant operations for listed companies. In strict accordance with the
the Company Law of the People’ s Republic of China, the Administrative Measures for Independent Directors of Listed
Company Law of the People’ s Republic of China and its Articles of Association, the Company has built a complete, sound, and Companies, and the Several Provisions on Strengthening the Protection of Public Shareholders’ Rights and Interests, among
reasonable corporate governance structure and internal control system. others. They provide independent opinions on significant company matters, offer suggestions and recommendations for opera-
tions, and fully exercise their independent role, effectively safeguarding the legitimate rights and interests of all shareholders and
The Company actively explores the deep integration of new development concepts in the capital market with all aspects of its the overall interests of the Company.
operations and management, continuously strengthens standardized operational mechanisms, and refines its internal control man-
The Company adheres to the principle of diversity and professionalism among board members. During the nomination process,
agement system. This ensures that the shareholders’ meeting, the Board, and various specialized committees perform their
the Nomination Committee holistically considers factors such as gender, professional background, industry experience, and knowl-
respective duties, maintain effective checks and balances, and operate in a coordinated manner. By clarifying the responsibilities, edge structure. Currently, the Board members possess diverse professional backgrounds, with extensive experience in corporate
authorities, and codes of conduct for all parties, the Company steadily enhances its governance standards. governance, business management, industry technology, and financial management, which helps the Company in making scientif-
Shareholders’Meeting
ically sound decisions amidst a complex and ever-changing market environment, enhancing the Board’ s effectiveness, and
ensuring its efficient operation.
The Company recognizes the shareholders’ meeting as the highest authority, strictly adhering to the Articles of Association and The Board consists of nine members, including three independent directors (one of whom is a female director), each being an
expert in the fields of investment, technology, and finance.
the Rules of Procedure for Shareholders’ Meetings. This ensures that the entire process, from convening and conducting meet-
ings to implementing resolutions, is lawful, compliant, and procedurally rigorous. The Company treats all shareholders fairly, effec-
tively safeguarding their rights to information, participation, and inquiry and voting rights.
Shareholder Communication and Opinion Solicitation Mechanism The Board members independent directors
The Company has established clear shareholder communication policies and set up 9 3
a Securities Affairs Department specifically responsible for investor relations man-
Institutionalized agement. Serving as the core hub for communication with shareholders (especially
Communication minority shareholders), investors, and other market participants, this department fully
Channels
Senior Executives
performs its functions as a “bridge for communication, display window, and informa-
tion hub”.
Under the leadership of the Board, the senior executives of the Company strictly exercise their authority in accordance with laws
Through standardized, transparent continuous information disclosure and proactive
and regulations such as the Company Law of the People’ s Republic of China, the Securities Law of the People’ s Republic of
investor relations management, the Company has established routine communication
Regular Communication China, and the requirements of the Company’ s Articles of Association and other institutional provisions. They diligently fulfill their
mechanisms with shareholders. Prior to important meetings such as shareholders’
and Information responsibilities to ensure the effective implementation of the Board’ s decisions. In 2025, the Company had a total of five senior
meetings, the Company actively engages with shareholders (particularly minority executives, including one female senior executive.
Disclosure
shareholders) on relevant agenda items, thoroughly listening to their opinions and
perspectives. The Company, in accordance with its corporate governance policies and strategic plans, has established performance evaluation
criteria for management, covering dimensions such as financial performance, strategic execution, risk management, and compli-
ance. Through regular performance evaluation reports and key performance indicators (KPIs), the Company conducts comprehen-
The Company conducts regular reviews and assessments of the implementation sive assessments of management. This aligns individual interests with the long-term sound development of the enterprise, effec-
effectiveness of its shareholder communication policies, continuously optimizing tively motivates managers, enhances operational efficiency and quality, and ensures the successful achievement of corporate
Regular Evaluation objectives.
communication procedures and methods to ensure the smooth operation and effica-
and Optimization
cy of communication channels. This enables shareholders to stay promptly and com-
prehensively informed about the Company’ s operational and developmental status.
senior executives female senior executive
convened deliberating and approving
During the shareholders’ meetings proposals
Reporting Period
Standardizing the Enterprise:
Deepening Compliance and Risk Control
The Company adheres to establishing the enterprise through standardization, and continuously deepens the development of its
compliance and risk control system. It strictly upholds the bottom line of business ethics, improves anti-commercial bribery and Introducing New Measures The Company strictly addresses issues prone to occur during holidays, such as
compliance management mechanisms; refines internal control, internal audit, and risk prevention systems, embedding compliance improper dining and entertainment, accepting or giving gifts or cash, using public
requirements throughout the entire operational process. Through institutional constraints, cultural influence and closed-loop to Foster Renewed Vitality funds for tourism, drunk driving, and gambling. All employees are required to sign
supervision, the Company has built a solid risk defense line, providing a strong guarantee for the high-quality development of the the Responsibility Statement for Party Conduct and Integrity Building and the Pledge
enterprise. Against Drunk Driving to strengthen integrity defenses during festive periods.
Commitment to Business Ethics A market integrity and ethical access system is implemented, with strict supervision
and inspection of the signing and execution of the Integrity and Credibility Agree-
Ensuring Integrity and
Anti-Commercial Bribery
ment between all units and suppliers. During the Reporting Period, a total of 274
Ethical Operations agreements were signed. Additionally, security posts are arranged to inspect items
brought by external personnel, parcels, and situations where employees work under
Integrity culture is an essential component of corporate culture, and the
the influence of alcohol. These measures effectively prevent risks such as “gift deliv-
Company places high importance on ethical management. The Company ery without direct contact” and drunk driving.
continuously carries out integrity education, implements the “double
responsibilities for one post” system for the improvement of Party con-
duct and clean governance, strengthens efficiency supervision, and
During the Reporting Period, the Company organized sales personnel to sign the Clean Professional Conduct Commitment and
steadily promotes the development of the punishment and prevention
entered into Integrity Agreement with all suppliers. Meanwhile, the Company conducts integrity training for employees to ensure
system for corruption. It cultivates employees’ awareness of integrity and they deeply understand relevant laws, regulations, and internal policies regarding anti-commercial bribery. This helps employees
self-discipline, so as to ensure integrity in practice and strict observance clearly identify the boundaries between lawful compliance and illegal activities, as well as between ethical integrity and unethical
of professional ethics. behavior.
The Company strictly complies with the Anti-Unfair Competition Law of the People’ s Republic of China, the Interim Provisions on
Prohibiting Commercial Bribery, and other relevant laws and regulations. It has established institutional documents such as the
Anti-Commercial Bribery Management System, and signs the Anti-Commercial Bribery Agreement and the Clean Professional
Conduct Commitment with sales personnel, resolutely preventing corrupt practices during bidding, procurement, contract signing, During the sales personnel to sign the entered into Integrity
and execution, and continuously standardizing the behavior of sales personnel. Reporting Period Clean Professional Conduct Agreement with
Commitment all suppliers
In terms of organizational structure, the Company’ s general manager office leads the anti-commercial bribery efforts, urging
management to establish and improve an internal control system that includes the prevention of commercial bribery.
Anti-Unfair Competition
The Company strictly adheres to relevant laws and regulations such as the Anti-Unfair Competition Law of the People’ s Republic
of China, and has established systems including the Regulations on Standardizing Client Resource Management and the Internal
Sales Management Measures. In the marketing process, the Company resolutely opposes any form of fraud and malicious compe-
tition, and is committed to creating a fair, transparent, and orderly market environment.
The Company has established an Anti-Commercial Bribery Task Force (referred to as the
“Task Force” ) to conduct ongoing supervision of the Company’ s anti-commercial bribery
initiatives. The head of the Task Force is the secretary of the Discipline Inspection Commis- Case Valin Cable Organizes Integrity Warning Education
sion, and its members include the secretary of the Discipline Inspection Commission, the
general manager, and other relevant personnel.
Valin Cable regularly organizes Party members and
The Company’ s Discipline Inspection Commission serves as the standing body for anti-com-
cadres to watch integrity warning education videos
mercial bribery work, responsible for the specific implementation tasks, including receiving and shares multiple articles related to integrity culture
reports, organizing case investigations, and proposing disciplinary measures. development on its official WeChat account. Through
regular education and learning, the political awareness,
Heads of each department and branch factory serve as the primary persons responsible for overall perspective, and integrity consciousness of
addressing commercial bribery within their respective units and assume management Party members and cadres have significantly improved,
accountability for preventing such misconduct. building a strong ideological defense against corrup-
tion.
Case Valin Cable’ s Mobilization Meeting for Studying the Spirit of the Eight-Point Decision Case All Employees Sign the Pledge Against Drunk Driving
In line with the thematic education on deeply imple- The Company strictly addresses issues such as
menting the spirit of the Eight-Point Decision, the improper banquets, accepting gifts or money,
Company organized studies on new regulations for
misuse of public funds for tourism, drunk driving,
official dining and business receptions, the
and gambling, which are prone to occur during holi-
Eight-Point Decision, warnings against drunk driving,
and the crackdown on improper banquets, among days. All employees signed the Responsibility State-
other topics. During the Reporting Period, the Com- ment for Party Conduct and Integrity Building and
pany held 10 comprehensive study sessions to the Pledge Against Drunk Driving to reinforce integ-
ensure disciplinary requirements were deeply
rity accountability.
ingrained in the minds of employees.
Case Valin Cable Clarifies Discipline Requirements for Holidays such as Qingming Festival Case Company Employees Sign Integrity Agreements
The Company implements a market integrity and
Before holidays such as the Spring Festival, Mid-Au-
credibility access system, strictly supervising and
tumn Festival, and National Day, the Company con-
inspecting the signing and execution of the Integrity
ducts collective talks and integrity reminders to
and Credibility Agreement between various units and
proactively set a “high-voltage line”, strengthening
suppliers to prevent commercial bribery risks at the
the ideological defense against corruption among
source.
Party members and cadres, especially those in key
positions.
Case Valin Cable’ s Promotion Meeting on Cracking Down on Improper Banquets Case Inspection of Parcels at Company Entrances
The Company arranges for security personnel to
In accordance with group document requirements,
inspect items brought by visitors, parcels, and
the Company held a special promotion meeting to
employees’ alcohol consumption while on duty,
crack down on improper banquets. A dedicated task
effectively preventing risks such as “gift delivery
force was formed to conduct comprehensive self-in-
without direct contact” and drunk driving, thereby
spections, and issues identified were rectified to
strengthening daily integrity safeguards.
ensure the effectiveness of the special campaign.
Compliance System Building Risk Management
Compliant Operation Risk Management
With the goal of comprehensive compliance management and a focus on specialized compliance, the Company emphasizes com- A sound risk management and internal control system is a crucial foundation for the Company’ s standardized operations. The
pliance control in key areas and for critical personnel while advancing overall compliance management. The Company has formu- Company has formulated the Compliance Management Measures, employing strategies such as “strengthening supervision,
lated the Compliance Management Measures, integrating risk management and compliance requirements deeply into business enforcing strict accountability”, and enhancing information management to integrate the requirements of risk management and
processes through “strengthened supervision, strict accountability”, and IT management tools. It has established an internal con- compliance management deeply into business processes.
trol and supervision system oriented toward risk management and centered on compliance management oversight, ensuring
compliance in key areas such as policy formulation, operational decision-making, and production operations. Risk Management Organizational Structure
In terms of organizational structure, the Company has established three lines of defense for compliance risk control with clear the first line
The Company’ s risk management system designates each func- each functional department
responsibilities and layered oversight. Business departments serve as the first line of defense against compliance risks, with of defense
department heads bearing primary compliance responsibility. The Risk Control and Operations Department acts as the second tional department as the first line of defense, risk management
line of defense and is also responsible for building the compliance management system. The Audit Department and the Discipline functional departments as the second line of defense, and the
Inspection Commission form the third line of defense, responsible for compliance audits and overseeing the Company’ s overall Audit Committee as the third line of defense. Through the coordi-
second line risk management functional
compliance risk control. nated operation of the three lines of defense, the Company has of defense departments
established a closed-loop management system and progressively
improved a “trinity” supervision mechanism encompassing busi-
The Company has established a regular compliance training mechanism and ness oversight, comprehensive supervision, and accountability. third line of
developed an annual training plan, making compliance management a man- defense
the coordinated operation
datory part of training for managers, key personnel, and new hires. Addition-
ally, the Company actively encourages directors and senior management to
participate in external compliance training to broaden compliance communi- Risk Management Mechanisms and Processes
Compliance Culture Cultivation cation channels and deepen the compliance culture. To cultivate a compli-
and Training Mechanism ance culture with its unique characteristics, the Company organizes the sign- The Company continuously improves its risk assessment mechanism to accurately identify strategic, financial, market, operational,
ing of compliance pledges, guiding employees to voluntarily practice compli- legal, and other risks. It systematically analyzes risks related to achieving internal control objectives in business activities, reason-
ance principles. ably determines risk tolerance and response strategies, and regularly analyzes internal and external risks to take countermeasures,
thus minimizing risks and enhancing the Company’ s ability to prevent and mitigate significant risks.
Focusing on the goal of comprehensive compliance management, the Com-
pany prioritizes key areas and critical processes, emphasizing compliance
control for key areas and personnel while advancing overall compliance man- Risk Management Mechanisms and Processes
agement. The Company has developed specialized compliance management
systems, strengthening compliance management in areas such as policy
Key Areas and
formulation, operational decision-making, and production operations to
Process Control Comprehensively, systematically, and continuously gathering relevant information to
ensure compliance requirements are precisely implemented and effectively
Information Collection reasonably ensure the achievement of set control objectives.
operated.
Accurately identifying internal and external risks through methods such as interviews
Through the four-step methodology of “streamlining processes, benchmarking against systems, analyzing causes, and continuous- Risk Identification and questionnaires.
ly optimizing”, the Company has steadily advanced the “System, Process, and Authorization System Optimization and Enhance-
ment” project. In 2025, the Company standardized 40 forms, streamlined approval processes for 18 workflows, and digitized 16
forms, significantly improving compliance management efficiency and informatization levels.
Appropriately setting measurement units and models for various risks.
Risk Analysis
streamlined approval
standardized forms processes for workflows digitized forms
In 2025
Development and Establishing fundamental processes that run through the entire risk management
Implementation cycle to ensure timely, accurate, and complete information communication.
of Risk Solutions
Internal Control and Internal Audit Internal Audit
Internal Control
The Company closely adheres to the requirement of “comprehensive
coverage”, using precise auditing to strengthen internal control
The Company strictly complies with laws and regulations such as the Company Law of the People’ s Republic of China, the Secu- defenses. Throughout the year, the Company steadily advanced the
rities Law of the People’ s Republic of China, and the Basic Norms and Supporting Guidelines for the Internal Control of Enter- implementation of audit projects, completing a total of four special
prises, continuously improving its internal control system. During the Reporting Period, the Company introduced the Internal Audit audits. These focused on key business areas such as experimental
Management System and revised the Measures for Accountability for Losses from Irregular Business Investments and the System equipment, inspection equipment, and tender management, delving
for Tolerating and Exempting Accountability in Reform, Innovation, and Compliance Due Diligence, further solidifying the founda- into internal control vulnerabilities and management shortcomings to
tion of the internal control system. reveal potential operational risks. The principle of conducting audits
wherever necessary and maintaining strictness in all audits was
The Company places high importance on the implementation and enforcement of the internal control system, continuously opti- upheld, promoting the deep integration of internal control require-
mizing institutional processes and strengthening execution capabilities. Simultaneously, the Company closely integrates risk man- ments into the entire business process.
agement with internal control implementation, systematically reviews major business processes, precisely identifies key risk points,
and checks whether they are incorporated into key control points for effective management, ensuring the closed-loop operation Regarding rectification implementation, the Company adopts mea-
of the internal control system and risk control. sures such as regular communication of system requirements,
monthly tracking of rectification progress, optimized management of
rectification records, and on-site verification for each issue. These
steps helped to solidly enforce rectification responsibilities layer by
layer. The deterrent effect and governance efficacy of internal audit
supervision have been fully leveraged, strongly ensuring the continu-
The Board’ s Internal
Establishing the Company’ s fundamental internal control systems and periodically ous and effective operation of the internal control system.
Control Responsibilities
evaluating their implementation.
Formulating proposals for the establishment of the Company’ s internal
management departments; drafting the Company’ s fundamental internal control
Management Level policies; developing specific regulations or implementation rules for the Company’ s
basic internal control systems; responsible for the routine operation of the Compa- Case Internal Audit Training Session Enhances Employees’ Risk Awareness
ny’ s internal controls.
The Company’ s Audit Department conducted a specialized training session titled “Introduction for
Risk Analysis Appropriately setting measurement units and models for various risks.
Internal Auditors” for relevant internal personnel. Using the framework of “Tao, Fa, Shu, Qi, Shi” (Princi-
ples, Methods, Techniques, Tools, Trends), the training started from the origins of auditing and clearly
explained the procedures, methods, tools, and future trends of internal auditing. This helped non-audit
departments understand the core logic of auditing, enhanced risk prevention and control capabilities,
empowered employee career development, and contributed to building a sustainable risk control
Developing reasonable annual work plans for internal control; timely formulating,
system.
revising, and improving internal control system proposals based on the annual work
plan and in response to changes in laws, regulations, company management policies,
Risk Control and and business activities.
Operations Department
Guiding various departments in the implementation of the internal control system
and is responsible for supervising and inspecting the execution of internal controls
within the Company, analyzing existing deficiencies and problems.
Organizing promotion, training, and assessments regarding the implementation of
internal controls according to the annual work plan.
General Affairs Responsible for issuing approved internal control systems and archiving internal con-
Department trol documents.
Building the Enterprise with Integrity: Investor Communication
Smoothing Communication Channels Through this multi-channel matrix, the Company ensures smooth two-way information flow between itself and the market. Lever-
aging the agile use of new media, the Company can respond more promptly to market dynamics and clarify false rumors, effec-
Investor Relations Management
tively enhancing the timeliness and reach of information dissemination. A systematic query handling mechanism ensures that
investor inquiries receive timely and consistent responses, genuinely increasing investors’ understanding and recognition of the
Company. This lays a solid foundation for maintaining the Company’ s image in the capital market and stabilizing investor expec-
The Company places high importance on diverse communication and interaction with both existing and potential investors. By
tations.
building systematic communication channels and response mechanisms, it continuously enhances communication effectiveness
and value dissemination capabilities, effectively guides market expectations, and strengthens the Company’ s influence in the
capital market. Creditors’Rights
To systematically advance investor relations management, the Company has established a multi-level, regular organizational guar- During the Reporting Period, the Company maintained a good credit record, with no adverse credit records in lending and no
antee and operational system to ensure standardized, orderly, and efficient management. The details are as follows: occurrences of debt default.
adverse credit records in lending occurrences of debt default
During the
Reporting Period
Establishing a dedicated investor relations department led by the Board Sec-
retary and the Securities Affairs Representative, clarifying its core responsi-
Organizational
bilities; creating a cross-departmental (e.g., finance, strategy, and operations)
Guarantee
collaborative working mechanism to ensure the accuracy and consistency of
information collection and dissemination.
Returns to Shareholders
Formulating an annual investor relations work plan, defining communication While achieving its own development, the Company always considers creating value for shareholders as a core objective. The
Work Planning themes, key targets, and expected objectives for each phase, aligned with Company has established a long-term and stable profit distribution policy. According to the Hunan Valin Wire & Cable Co., Ltd.
key timelines such as periodic reports and major disclosure events. Shareholder Return Plan for the Next Three Years (2025–2027), provided that the conditions for profit distribution are met, the
Company shall distribute no less than 20% of its annual attributable profits in cash each year.
Establishing a comprehensive internal information management mechanism
Information Disclosure and Supervision
Mechanisms and to standardize the closed-loop process from information collection, consoli-
Processes dation, review to external release, ensuring all external communication con-
tent is lawful, compliant, accurate, and fair.
The Company strictly adheres to laws, regulations, and departmental rules such as the Company Law of the People’ s Republic
of China, the Securities Law of the People’ s Republic of China, the Listing Rules, and the Administrative Measures for
Information Disclosure of Listed Companies. It has formulated the Information Disclosure Management System of Hunan Valin
Utilizing a combination of channels including statutory information disclosure Wire & Cable Co., Ltd. and the Insider Registration Management System of Hunan Valin Wire & Cable Co., Ltd., clearly defining
platforms, the investor relations section of the company website, earnings the disclosure procedures for significant information, periodic reports, and interim reports, continuously improving the efficiency
Channels and Tools briefing, roadshows/reverse roadshows, analyst meetings, investor and quality of information disclosure,ensuring the authenticity, accuracy, completeness, timeliness, and fairness of information
hotlines/email, and new media interaction platforms to improve the accessi- disclosure, preventing false records, misleading statements, or significant omissions, and fully safeguarding the legitimate rights
bility and effectiveness of communication. and interests of investors.
To help investors gain a more comprehensive understanding of the Company’ s development trends and growth potential, the
Company actively engages in voluntary information disclosure, proactively showcasing positive progress in capital operations ,
market expansion, and technological innovation, among other areas.
Establishing a multi-dimensional communication rhythm with the disclosure The Company places high importance on the confidentiality management of insider information, having established and strictly
periods of regular reports as the core communication window, supplement- enforced the Insider Registration Management System, to continuously strengthen the confidentiality of insider information and
Timeline
ed by ad-hoc briefings on major events and ongoing daily communications, uphold the fairness of information disclosure. Through channels such as China Securities Journal, Securities Times, Securities
so as to maintain stable and transparent interaction with the capital market. Daily, Shanghai Securities News, the Cninfo website, and the Shenzhen Stock Exchange website, the Company promptly disclos-
es information that may significantly impact investors’ decisions and stock prices, fully revealing potential risks and ensuring the
transparency and openness of information disclosure.
Appendix I: Key Performance Indicators
Environmental Performance Indicators Unit
Labor Contract Signing Rate % 100
Indicators Unit 2025
Total Number of Employees Persons 661
Total Water Consumption Tons 240,030.50
Ethnic Minority Employees Persons 14
Total Recycled Water Usage Tons 972,488.40
Disabled Employees Persons 10
Total Energy Consumption tce 5,958.28
By Region
Energy Consumption Intensity tce / RMB 10,000 revenue 0.0132
Chinese Mainland Persons 661
Direct Energy Consumption tce 1,762.95
Hong Kong, Macao and Taiwan Persons 0
Natural Gas tce 1,465.14
Overseas Persons 0
Diesel tce 12.17
By Gender
Non-Fossil Energy Consumption (Rooftop Photovoltaic) tce 285.64
Male Persons 519
Indirect Energy Consumption tce 4,195.33
Female Persons 142
Purchased Electricity tce 4,195.33
By Age
Proportion of Non-fossil Energy Consumption % 0.05
Clean Energy Consumption tce 285.64 Employee Structure
Renewable Energy Consumption tce 285.64
Above 50 Persons 82
Wastewater Discharge Tons 4,353.70
By Employee Category
Wastewater Discharge Intensity tons / RMB 10,000 revenue 0.0096
Total Frontline Employees Persons 541
Waste Gas Emission 10,000 m? 34,116.48
Total Junior Management Persons 91
Waste Gas Emission Intensity 10,000 m? / RMB 10,000 revenue 0.0756
Total Middle Management Persons 22
Generation of General Industrial Solid Waste Tons 1,966.59
Total Senior Management Persons 7
Disposal of General Industrial Solid Waste Tons 1,966.59
By Education
Hazardous Waste Generation Tons 84.00
Doctorate Persons 2
Hazardous Waste Disposal Tons 84.00
Postgraduate Persons 47
Total Greenhouse Gas Emissions tCO 2e 24,791.53
Bachelor and Below Persons 612
Scope 1 4 Emissions tCO 2e 2,683.36
Labor Contract Signing Rate % 100
Scope 2 5
Emissions tCO 2e 22,108.18
Employee Social Insurance Coverage % 100
Greenhouse Gas Emission Intensity (Scope 1 + Scope 2) tCO2e per RMB 10,000 revenue 0.0550
Training Expenditure RMB 10,000 211.90
Number of Training Sessions Sessions 599
Social Performance
Number of Trained Employees Persons 661
Indicators Unit 2025 Employee Training Coverage % 100
Coverage of Occupational Injury Insurance for Employees % 100 Trained Male Employees Persons 519
Number of Work-related Fatalities Persons 0 Male Employee Training Rate % 100
Work-related Fatality Rate % 0 Trained Female Employees Persons 142
NumberofEmployeesUndergoingOccupationalDiseasePhysicalExaminations Persons 266 Female Employee Training Rate % 100
Number of Employees with Occupational Diseases Persons 0 Trained Senior Management Persons 7
Total Number of New Employees Persons 56 Senior Management Training Rate % 100
By Gender Trained Middle Management Persons 22
Male Persons 45 Middle Management Training Rate % 100
Structure of New Employees Female Persons 11 Trained Frontline Employees Persons 533
By Recruitment Channel Frontline Employee Training Rate % 100
Fresh Graduates Persons 17
Social Recruitment Persons 38
Indicators Unit 2025 Indicators Unit 2025
Average Training Hours per Employee Hours 25.24 Con?rmed Complaints Involving Client Privacy Invasion or Data Loss Case 0
Number of Employees in Need Assisted Persons 21 Number of Privacy Protection Training Sessions Sessions 4
Employee Turnover Rate % 1.60 Coverage of Privacy Protection Training Sessions % 90
By Gender Per Capita Training Hours of Privacy Protection Training Sessions Hours 1.50
Male Persons 9 Number of Suppliers Unit 234
Composition of Female Persons 2 Number of Audited Suppliers Unit 234
Departing By Age Number of Suppliers with Sustainability Certi?cations Unit 234
Employees 30 and Below Persons 9 Number of Suppliers Suspended for Non-compliance Unit 0
By Region Number of Suppliers with ISO 9000 Certi?cation Unit 234
Chinese Mainland Persons 11 Number of Suppliers with ISO 14000 Certi?cation Unit 150
Client Satisfaction % 97 Number of Suppliers with ISO 45001 Certi?cation Unit 150
Number of Respondents in Client Satisfaction Survey Persons 60 Percentage of Suppliers Signing Integrity Agreement % 100
Number of Client Complaints Case 36 Number of Major Supply Chain Risk and Impact Events Case 0
Number of Client Complaints Case 36 Number of Suppliers Identi?ed as Having Actual or Potential Signi?cant Negative Social Impacts Unit 0
R&D Investment RMB 10,000 14,391.80 NumberofSuppliersIdenti?edasHavingActualorPotentialSigni?cantNegativeEnvironmentalImpacts Unit 0
R&D Investment Ratio % 3.19 Total Number of New Suppliers Unit 18
Number of R&D Personnel Persons 171 Percentage of Local Suppliers % 4
Proportion of Procurement Personnel within the Company Who Have Completed
R&D Personnel Ratio % Sustainable Procurement Training % 100
Number of New Patent Applications Item 34 Number of Suppliers with Cooperation Suspended Unit 6
New Patents Granted Item 44 Number of Potential Suppliers Rejected for Inclusion Due to ESG Non-Compliance Unit 0
Total Number of Cumulative Applications Item 441 Number of Supplier ESG Training Sessions Sessions 5
Total Cumulative Grants Item 389 Duration of Supplier ESG Training Hours 10
Number of Valid Patents Item 389 Number of Participants Covered by Supplier ESG Training Person-times 21
Number of Invention Patents Item 71 Number of Data Security Incidents Case 0
Number of Utility Model Patents Item 318
Number of Design Patents Item 0
Number of Trademarks Item 3 Governance Performance
Number of Complaints Received on Products and Services Case 45 Indicators Unit 2025
Complaint Handling Rate % 100 Shareholders’ Meeting Sessions 6
Product Random Inspection Pass Rate % 100 The Board Sessions 11
Product Recalls Case 0 Specialized Committee Sessions 14
Business Coverage Ratio of Data Security-related Standard Certi?cations % 99 Meeting Convening Strategy (and ESG) Committee Sessions 3
Sensitive Data Encryption Coverage % 94 Audit Committee Sessions 8
Access Control Mechanism Coverage % 98 Nomination Committee Sessions 2
Number of Data Security Training Sessions Sessions 4 Compensation and Assessment Committee Sessions 1
Coverage of Data Security Training Sessions % 92 Shareholders’ Meeting Item 22
Client Privacy Breach Incident Case 0 The Board Item 78
Review Status of Proposals
Amount Involved in Client Privacy Breach Incidents RMB 10,000 0 Specialized Committee Item 69
Losses Incurred Due to Violations of Laws and Regulations Related RMB 10,000 0 Strategy (and ESG) Committee Item 26
to Data Breaches/Client Information Leakage Incidents
Appendix II: Indicator Index
Indicators Unit 2025 Section Title GRI Standards SZSE Guidelines Topics
Audit Committee Item 39 GRI 101: Basic Disclosure: Reporting Principles
About This Report and Practices
Meeting Convening Nomination Committee Item 3
GRI 102-1: Organizational Pro?le
Compensation and Assessment Committee Item 1
GRI 201: Economic Performance
Number of Directors Persons 9
GRI 102-14: Governance Structure
By Gender
GRI 415: Product Responsibility
Male Persons 7
GRI 202: Market Presence
Female Persons 2
About Us GRI 102-16: Values, Vision, and Mission
By Age
GRI 102-47: Awards and Recognition
GRI 201: Economic Performance
Composition of GRI 300 (Environmental Dimension)
Above 50 Persons 8
the Board GRI 400 (Social Dimension)
Executive Director % 0
GRI 500(Governance Dimension)
Non-ExecutiveDirector-Non-IndependentDirector % 6
Non-ExecutiveDirector-IndependentDirector % 3
GRI 102-18：Governance Structure Roles
Average Tenure of Board Members Year 2.20
GRI 501-1：Governing Bodies
Attendance Rate of Board Members % 100
GRI 102-26：Identi?cation of Impacts,
Dimission Rate of Board Members Year 0
Risks, and Opportunities; Stakeholder
Number of Senior Executives Persons 5 ESG Management
GRI 308: Climate Change Communication
By Gender
GRI 102-27：De?nition of Material Topics
Male Persons 4
GRI 102-31: Stakeholder Engagement;
Female Persons 1
GRI 104: Stakeholder Engagement
Senior Management By Age
Composition 35 and Below Persons 0
Above 50 Persons 2 Feature: GRI 501-1: Composition of the Governance Bod
Average Tenure of Senior Executives Year 5.20 Party Building Leads the Way, GRI 505: Ethical Conduct and Anti-corruption
Number of Anti-Commercial Bribery and Anti-Corruption Training Sessions Sessions 35 Cohesion Drives Development GRI 416: Anti-corruption
Number of Employees Trained in Anti-Commercial Bribery and Anti-Corruption Person-times 206 GRI 505-1: Anti-corruption Policies
Coverage of Anti-Commercial Bribery and Anti-Corruption Training % 31.26
System Building, GRI 307: Environmental Compliance
Number of Inquiries Replied on Interactive Platform Item 91 Environmental
Laying the Ecological GRI 301: Materials Usage
Rate of Response to Minority Shareholder Inquiries % 1 Compliance Management
Foundation GRI 309: Environmental Expenditure
Number of Performance Brie?ngs Sessions 2
Number of Research Institutions Received Sessions 7 Re?ned Operation: GRI 302: Energy Energy Utilization
Environmental Dimension:
Focusing on Energy
Total Number of Investors Received Person-times Over 300 GRI 303: Water Resources Water Resource Utilization
Green Development, Conservation and
Preparation and Disclosure of Periodic Reports Item 6 ConsumptionReduction GRI 301-2: Material Recycling and Reuse Circular Economy
Writing a Chapter on
Number of Periodic Reports Disclosed Item 6 Pollution Control and
Eco-Environmental Protection GRI 305: Emissions
Emission Reduction: Pollutant Emissions
Number of Interim Announcements Issued Item 93
Jointly Building
GRI 306: Waste Waste Management
Lucid Waters and
Lush Mountains
Low-Carbon
Development: Climate Change Response
GRI 308: Climate Change
Addressing Climate
Change
Section Title GRI Standards SZSE Guidelines Topics Section Title GRI Standards SZSE Guidelines Topics
GRI 401: Employment
Steady Progress: GRI 501: Governance Structure
GRI 405: Diversity and Equal Opportunity
Consolidating the GRI 502: Board Accountability
GRI 402: Labor?Management Relations;
GovernanceFoundation
GRI 503: Remuneration
GRI 503: Remuneration
Talent Empowerment: GRI 407: Freedom of Association and Product and Service GRI 416: Anti-corruption
Strengthening Collective Bargaining Safety & Quality, GRI 505: Ethical Conduct and Anti-corruption
Competitive Employees GRI 417: Anti-monopoly and Anti-unfair
GRI 403-2: Occupational Health Services
Standardizing the Competition
Advantages
GRI 404: Training and Education Anti-Commercial Bribery,
Enterprise: Deepening GRI 102-28: Internal Control System
GRI 404-1: Training Investment and Participation Governance Dimension: GRI 501-3: Internal Control Anti-Corruption,
Compliance
Standardized Governance GRI 102-29: Compliance System
GRI 403: Occupational Health and Safety and Risk Control and Anti-Unfair Competition
for Steady and High-Quality GRI 307: Environmental Compliance
GRI 403-1: Occupational Health Risk Assessment
Development GRI 102-26: Identi?cation of Impacts,
Risks, and Opportunities
GRI 102-33: R&D Investment
GRI 201-2: R&D Investment
GRI 102-45: Disclosure Practices
GRI 102-34: Intellectual Property Building the GRI 506: Information Disclosure
Enterprise with
GRI 415-2: Product Design and Development GRI 504: Shareholder Rights
Social Dimension:
Integrity: Smoothing
Advancing Together to GRI 411：Human Rights Assessment GRI 102-46: Investor Communication
Communication
Chart a Harmonious GRI 504-1: Exercise of Shareholder Rights
GRI 415: Product Responsibility Channels
and Beautiful Vision GRI 504-2: Protection of Minority Shareholders
GRI 415: Product Responsibility Innovation-Driven,
Quality First: GRI 307-1：Environmental Compliance Certi?cation Product and Service Safety & ESG Key
Appendix
GRI 102-50：Performance Indicator Disclosure
Empowering Quality, Supply Chain Security, Performance
GRI 414：Consumer Rights Indicators
Quality Enhancement Data Security & Customer
GRI 415-3：Product Complaint Handling
Privacy Protection
GRI 415-1：Product Information and Labeling
GRI 417：Antitrust
GRI 413：Supply Chain Environmental Compliance
GRI 102-43：Supply Chain Management
GRI 102-39：Technology Investment
GRI 201：Economic Performance
GRI 414-3：Customer Privacy Protection
GRI 102-40：Data Security
Ful?lling Missions: GRI 410: Local Communities
Undertaking Social Social Contribution
GRI 203: Indirect Economic Impacts
Responsibility
Disclaimer
Appendix III: Feedback Form
Dear Reader,
The information contained in this report does not constitute any investment advice. Investors should not rely solely on such infor-
Thank you very much for taking the time to read Valin Cable’s 2025 Environmental, Social and Governance (ESG) Report. mation to replace their independent judgment or make decisions. The Company shall not be held liable for any losses arising or
We sincerely look forward to your feedback and suggestions regarding this report and our work. You may return the potentially arising from the use of the information in this report. The information published by the Company is accurate and
completed questionnaire to us by mail or by scanning and emailing it. Thank you! truthful. In case of any discrepancies with statutory disclosure documents, the statutory disclosure documents shall prevail.
pany’ s future actions. The Company is under no obligation and does not commit to revising any forward-looking statements
□Internal Management □Shareholders/Investors □Employees □Suppliers/Partners contained herein (if any).
□Clients/Potential Clients □Government/Regulatory Bodies □Community □Experts/Scholars All image copyrights belong to their original creators. If any infringement is found, please notify us for removal.
□Non-Governmental Organizations □Public □Other (Please Specify)
□Yes □Partially □No
· Readability (clear and accessible expression, aesthetically pleasing design, engaging content, easy to locate desired information)
□ 3 points (Good) □ 2 points (Average) □ 1 point (Poor)
· Credibility (The reported information is truthful and reliable)
□ 3 points (Good) □ 2 points (Average) □ 1 point (Poor)
· Information Completeness (Balanced coverage of both positive and negative aspects, meeting your information needs)
□ 3 points (Good) □ 2 points (Average) □ 1 point (Poor)
□Yes □Partially □No
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