SUSTAINABILITY
REPORT
China Resources Chemical Innovative Materials Co., Ltd.
CONTENTS
About This Report 03
Ecological Future 03 Pursuing Thriving Governance, Advancing
Together toward a Sustainable Future
APPENDIX
Message from the Chairman 05
Addressing the Challenges of Climate Change 23 Enhancing the Effectiveness of Corporate Gover- 61 Future Prospects 77
About China Resources Chemical Innova- 07 nance
tive Materials Advancing Circular Resource Utilization 28 Index of Indicators 79
Upholding Business Compliance Principles 66
Our Sustainability Journey 09 Strengthening Environmental and Ecological 31 Key Performance Indicators 81
Foundation Building Barriers Against Operational Risks 70
Green Cycle, Infinite Innovation 15 Feedback 89
Strictly Controlling the Discharge of the Three 34 Strengthening Technology Innovation Leader- 73
Wastes and Reducing Pollution ship
Society
Empowering Employee Well-being and Devel- 37
opment
Advancing Customer Value Co-creation 48
Building a Responsible Supply Chain Network 52
Deepening Harmonious Community Develop- 55
ment
｜ About This Report ｜ ｜ About This Report ｜
About This Report
Reporting Period Preparation Process
This report is the fifth sustainability report released by China Resources Chemical Innovative Materials Co., Ltd. The report was prepared through a series of steps, including peer benchmarking, questionnaire surveys, information
Adhering to the principles of objectivity, comprehensiveness, standardization, and transparency, this report provides collection, information verification, report drafting, management review and approval, Board deliberation, and public
a detailed account of the Company’s management approach, notable practices, and annual performance in environ- disclosure, in order to ensure the completeness, authenticity, and balance of the information presented.
mental, social, and governance (ESG) areas in 2025.
Reporting Scope Data Statement
Unless otherwise specified, this report primarily describes the practices and performance of China Resources Chemi- The data used in this report is derived from the Company’s operational raw data, annual financial data, internal
cal Innovative Materials Co., Ltd. and its subsidiaries from January 1, 2025 to December 31, 2025 in key areas includ- statistical reports, third-party evaluations and interviews, and other relevant sources. Unless otherwise specified, the
ing green development, employee growth, workplace safety, win-win partnerships, social contribution, sound financial data contained in this report are denominated in RMB. In the event of any discrepancy between this report
governance, integrity in business operations, and technological innovation. Certain content may also refer back to and the financial report, the financial report shall prevail.
Organizational Scope Quality Assurance
This report covers China Resources Chemical Innovative Materials Co., Ltd. and its affiliated entities. For ease of The Company undertakes that this report contains no false records or misleading statements, and assumes respon-
expression, “China Resources Chemical Innovative Materials,” the “Company,” and “we/us/our” refer to China sibility for the authenticity, accuracy, and completeness of its contents.
Resources Chemical Innovative Materials Co., Ltd.; “Changzhou Base” refers to Changzhou Branch of China Resources
Chemical Innovative Materials Co., Ltd.; and “Zhuhai Base” refers to Zhuhai China Resources Chemical Innovative
Materials Co., Ltd. In this report, “China Resources Group,” “China Resources,” and the “Group” are abbreviated refer- Access to the Report
ences to China Resources (Holdings) Co., Ltd. This report is published in both printed and electronic forms. The electronic version is available for download and
reading on the Company’s official website (https://www.crcchem.com/). To reduce the environmental impact of
Preparation Basis printing, we encourage readers to access and read the electronic version whenever possible.
This report is prepared with reference to the Global Reporting Initiative (GRI) Standards , the Guiding Opinions on
Better Fulfillment of Social Responsibilities by Central State-owned Enterprises in the New Era and the Guiding Opin-
ions on Better Fulfillment of Social Responsibilities issued by the State-owned Assets Supervision and Administration Contact Information
Commission of the State Council，the General Framework of Guidelines on Corporate Sustainability Reporting for Office Address: Floors 11–12 and 14, Building 3, Linghang Tower, Xinbei District, Changzhou, Jiangsu Province
Chinese Enterprises (CASS-ESG 6.0) issued by the China Enterprise Reform and Development Society and the CSR Postal Code: 213000
Cloud Research Institute, the Guidelines No.2 for Self-regulation of Listed Companies—Normative Operations on the Tel: 0519-85177777
ChiNext Listed Companies and the Guidelines No.17 for Self-regulation of Listed Companies—Sustainability Reports
(Trial) issued by the Shenzhen Stock Exchange, as well as “1+N” Social Responsibility Indicator Management Manual
of China Resources Group. Meanwhile, in the Report, we take into full consideration the expectations of stakeholders
and incorporate our specific ESG practices.
｜ Message from the Chairman ｜ ｜ Message from the Chairman ｜
Message from the Chairman
The year 2025 marked a pivotal juncture for concluding the 14th principle of “dual cores and one driving force,” we advanced
Five-Year Plan and laying the groundwork for the 15th Five-Year the implementation of the “Six Refinements strategy” , continuously
Plan. By focusing on green and low-carbon development, strengthening the Company’s core advantages in cost control,
technological innovation, and responsible governance as our key product innovation, and customer service. We further
drivers, we made a breakthrough against headwinds and improved and optimized our innovation system, reinforced the
maintained steady progress. Through concrete actions, we have alignment between R&D and the market, and enhanced the
embodied the true essence of sustainable development and efficiency of innovation commercialization. We also steadily
continued to drive high-quality corporate growth. advanced the deepening reform and enhancement initiative
as well as the benchmarking initiative against world-class
Pressing ahead under pressure and delivering a new chapter management practices. By leveraging the demonstrative
in transformation and development. Amid the profound adjustment effect of the “Double Hundred Action”, we continuously
period following the concentrated release of production capacity in improved our governance structure, talent mechanisms, and China Resources Chemical
the polyester bottle chip industry, the Company sought opportunities incentive approaches, thereby fully unleashing organizational Innovative Materials Co., Ltd.
in the face of challenges and opened new horizons amid vitality and creative potential.
changing circumstances. In the third quarter, it successfully Chairman
Yan Xianjun
returned to profitability on a single-quarter basis, while for the Achieving product breakthroughs and shaping new advantages
full year, net profit attributable to shareholders of the parent for industrial upgrading.We remained committed to using
company recorded a substantial year-on-year reduction in product breakthroughs to lead a new journey of sustainable
losses. Operating quality improved steadily, and solid business development. In the field of rPET, we successfully developed a
performance provided strong evidence of the effectiveness of series of products containing 25% ~ 50% recycled bottle flakes,
the Company’s strategic transformation. becoming the first enterprise in China to achieve large-scale
production of chemical “bottle-to-bottle” recycling technology.
Forging the soul through Party building and inspiring a Our PETG products continued to consolidate their leading
stronger commitment to action and responsibility.We position in the domestic cosmetics packaging market, while
remained committed to the deep integration of Party leadership actively expanding into emerging sectors such as 3D printing.
with corporate governance, giving full play to the role of Party Cooperation with key customers continued to deepen, market
organizations and Party members, and embedding Party share increased steadily, and the product structure was further
building throughout all aspects of the Company’s development. innovated and optimized.
Through a series of Party building themed initiatives such as
“Strengthening Reform and Advancing Toward Targets,” we Laying a green foundation and painting a new picture of
inspired employees’ spirit of perseverance and fostered a practical, ecological harmony.Closely aligned with the national dual
responsible working style. Leveraging initiatives such as “Discus- carbon goals, we fully implemented our carbon peaking action
sions on the Development of Chemical Materials” and “I Do plan and carbon emissions management requirements, and
Practical Things for the People,” we encouraged employees to further advanced the “Eight Actions for Carbon Peaking.” We
voice their views openly, responded effectively to their reasonable actively introduced new energy-saving and carbon-reduction
concerns, and brought together a powerful synergy of shared technologies, equipment, and processes, driving the continuous
purpose, commitment, and accountability. decline of energy consumption and carbon emissions. We also
deepened the development of our environmental management
Empowering development through talent and gathering new system, thoroughly implemented the philosophy of green
momentum for co-creation and shared success.We have development, and integrated ecological and environmental
always regarded talent as the foremost resource for corporate protection requirements throughout all areas and processes of
development, and coordinated efforts to strengthen leadership production and operation. At the same time, we continued to
teams at all levels and build a strong backbone of professional advance green manufacturing. The Changzhou Base was recognized
personnel. We continued to improve talent development and as a “Jiangsu Provincial Green Factory,” and the Zhuhai Base
promotion pathways, refined the cultivation system for skilled initiated its application for designation as a municipal-level
talent pipelines, and further optimized incentive and restraint green factory.
mechanisms. We also focused on deepening collaboration
among industry, academia, research, and application, working Looking ahead to the 15th Five-Year Plan period, we will
with universities and research institutes to enhance collaborative remain focused on the goal of becoming an enterprise special-
innovation and joint talent development, thereby creating a izing in internationally competitive new chemical materials,
cooperative ecosystem built on complementary strengths. In addition, and committed to pursuing higher-end, smarter, and more
we carried out targeted initiatives such as consumption-based eco-friendly development. We will lead industrial upgrading
assistance for rural revitalization and industrial support through technological innovation, reshape our competitive
programs, giving back to society and fulfilling our responsibilities advantages through green and low-carbon development,
through concrete actions. demonstrate greater achievements in fostering a new
development paradigm, and take more solid and forceful steps
Breaking new ground through reform and unleashing fresh on the new journey of serving national strategies and empow-
vitality for innovation-driven development.Guided by the ering industrial upgrading.
｜ About China Resources Chemical Innovative Materials ｜ ｜ About China Resources Chemical Innovative Materials ｜
About China Resources Chemical
Innovative Materials
Company Profile
China Resources Chemical Innovative Materials Co., Ltd. is a first-level business unit within the technology and
emerging industries segment of China Resources Group and serves as the Group’s core platform for the develop-
ment of its new materials business. The Company is principally engaged in the research and development,
production, and sales of bottle-grade PET chips and organic polymer new materials. It operates production bases
in Changzhou and Zhuhai, with an annual production capacity of million tonnes of PET and 2.1 50,000
tonnes of PETG. The Company has received numerous honors, including “the Second Prize of the National Award
for Scientific and Technological Progress”, the title of “National Civilized Unit”, and “the Second Prize for National
Enterprise Management Modernization Innovation Achievements”.
The Company’s products are marketed worldwide and are widely used in beverages, edible oil, alcoholic beverage
packaging, medical blood collection tubes, films, and sheets. It serves many well-known domestic and internation-
al customers, including Coca-Cola, Evian, Nongfu Spring, Wahaha, C’estbon, Dingjin, and Wuliangye. Its “Hualei”
brand bottle-grade PET chips are widely recognized in the industry as a reputable food-grade polyester chip
brand. By leveraging technological innovation to advance the circular economy, the Company has achieved
production of recyclable PET bottle flakes at a relatively high recycled content ratio and has obtained Coca-Cola’s
global green and low-carbon certification, becoming the first enterprise in China to realize “bottle-to-bottle”
technology.
Upholding the value philosophy of “Harnessing the Power of Technology to Shape a Better Life,” the Company
remains committed to its “2+N” strategy, continuously strengthening its core functions and core competitiveness,
actively fostering new quality productive forces, and striving to build strategic capabilities of national significance.
With a firm commitment to better serving everyday life, the Company is dedicated to becoming an internationally
competitive chemical new materials enterprise in the polymer sector that is technologically advanced and trusted
by customers.
China Resources Chemical Innovative Materials Co., Ltd.
Intelligence and Digitalization Department
Legal Compliance and Audit Department
Engineering and Equipment Department
Environment, Health, and Safety Department
Discipline Inspection Commission Office
Procurement Management Department
Marketing Management Department
Operation Management Department
Strategic Development Department
HR & Party Affairs Department
ion
Vis Co
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te Corporate Vision Corporate Values
Finance Department
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Technology Center
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To become a chemical new materi- Integrity Performance-driven Peo-
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at
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eV
Co
als enterprise that is trusted by ple-oriented Win-win cooperation
Office
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customers, innovation-leading, and
Cultural internationally competitive
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Guidance
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Corp
Polyester Business PETG Business Corporate Mission Corporate Organizational
Creating Better Lives through Climate
Chemical Materials Sincerity Unity Openness Progressiveness
Changzhou Base Zhuhai Base ZhuHai Factory
｜ Our Sustainability Journey ｜ ｜ Our Sustainability Journey ｜
Our Sustainability
Journey
Strengthening Sustainability Governance
Enhancing Sustainability Capabilities
Materiality Analysis
Stakeholder Communication
｜ Our Sustainability Journey ｜ ｜ Our Sustainability Journey ｜
Strengthening Sustainability Governance Enhancing Sustainability Capabilities
The Company regards the development of its sustainability capabilities as a key priority. Closely aligned with regula-
Governance Strategy tory requirements, mainstream disclosure guidelines, and industry standards, and drawing on advanced practices
The Company adheres to the Social Responsibility 14th Five Year Plan of China Resources Group, aiming to become from industry peers, the Company regularly publishes its annual sustainability report, actively improves relevant
a reliable, capable, and responsible enterprise. We integrate sustainability into our strategic planning, enhance our internal mechanisms, and delivers ESG-focused training to enhance ESG ratings, so as to continuously strengthen
sustainability strategy framework, and define five key strategic themes. Meanwhile, we are committed to embedding the awareness of and capacity for sustainable development.
the sustainability concept throughout our operation and growth processes.
Authoritative Recognition
The Company has formulated such policies as the Company’s rating was upgraded from A to AA, ranking Rating and was included in two authoritative lists: the Top
Measures for the Administration of External Dona- 100 ESG-listed Companies in the Yangtze River Delta and
Sustainability fourth in the basic chemicals industry.
Governance the Top 100 ESG-listed Central SOE Pioneers in China.
tions, the Measures for the Administration of Social
Responsibility Projects, and the Working Rules of the
Board Strategy and Sustainability Committee, incor-
Green and
Sustainable Low-Carbon porating ESG-related matters into its existing
Product Environmental
Innovation management system to promote the active fulfillment
Five Strategic Themes Stewardship
of the Sustainability of social responsibilities, standardize the sustainability
Strategy Framework process, and comprehensively enhance its capability
to practice sustainable development.
Wind ESG Rating: AA “Five-Star Excellence Rating”
Digital and Intelligent Employee During the reporting period, the Company revised
Empowerment of the Well-being and the Working Rules of the Board Strategy and
Industrial Chain Development
Sustainability Committee, further strengthening the In November 2025, the Company was selected for the In December 2025, the Company was honored with the
Top 100 of the Third “ESG Golden Bull Awards”
organized by China Securities Journal.
strategy and ESG work, improving the effectiveness
of sustainability governance, and supporting the
Company in identifying operational risks and
advancing high-quality development.
Organizational Structure
Board of Directors “Top 100 in the ESG Golden Bull Awards” “ESG Whale Bull Award – ESG Pioneer Enterprise”
Makes decisions on the Company’s ESG development
strategy, direction, and major matters
Decision-
Strategy and Sustainability Committee
making
Level Studies and makes recommendations on the Company’s Training and Capacity Building
long-term development strategy, major investment
On February 28, 2025, the Company organized a training
decisions, and sustainability-related matters; reviews the
Company’s sustainability-related reports; identifies risks session on dual-carbon policies and carbon verification,
in the Company’s operations and proposes improvement inviting external experts from IPE to provide in-depth
Management recommendations explanations on key topics including climate policy
Level trends, carbon emissions accounting, emissions reduc-
Office, functional departments, tion target setting, and information disclosure.
and business departments
As the lead department for ESG-related work, the Office
integrates the Company’s ESG strategy into its operation
and management and coordinates the implementation of
Execution
various ESG initiatives; functional departments and
Level business departments, in accordance with their ESG
responsibilities, coordinate the collection, review, and
Training on Dual-Carbon Policies and Carbon Verification
submission of data on major topics within their respec-
tive areas of responsibility
｜ Our Sustainability Journey ｜ ｜ Our Sustainability Journey ｜
Materiality Analysis
Impact on the Environment, Society and Corporate Governance
Technological Innovation
Environment
Chemical Safety
Social
The Company conducted a comprehensive assessment of macro policy directions and industry development trends, taking Governance
into account its own strategic planning and the core concerns of stakeholders, benchmarking against domestic and Risk and Compliance Management
Occupational Health and Safety
international ESG standards, and engaging external experts to identify, assess, and report on material topics. Upholding Party Building Leadership Resource Utilization and Circular Economy
Research, Development and Innovation
of Green and Low-Carbon Products
Sustainable Supply Chain Management Energy Management Anti-Bribery and Anti-Corruption
Identifying Issues by Benchmarking Standards Product and Service Safety and Quality
Pollutant Emissions and Waste Management
Employee Development and Training Climate Change Response
With reference to domestic and international standards, including the GRI Standards, the General Framework of Guidelines Environmental Compliance Management
on Corporate Sustainability Reporting for Chinese Enterprises (CASS-ESG 6.0), the Guidelines No.2 for Self-regulation of
Anti-Unfair Competition Customer Service and Satisfaction
Listed Companies—Normative Operations on the ChiNext Listed Companies and the Guidelines No.17 for Self-regulation of
Listed Companies—Sustainability Reports (Trial) and in close alignment with macro policy directions and industry trends Deepening State-Owned Enterprise Reform Data Security and Customer Privacy Protection
Optimizing Corporate Governance
such as China’s dual-carbon strategy and the cultivation of new quality productive forces, the Company identified material Employee Rights and Benefits
topics that have significant impacts on both its own development and its stakeholders, based on the actual circumstances
Stakeholder Communication
of its business in the R&D, production, and sales of polyester materials and new materials.
Assessing stakeholder interests and expectations Social Contribution
In strict adherence to the principle of double materiality, the Company conducted stakeholder surveys and interviews from
two dimensions: the financial materiality of topics to the Company, and their impact materiality on the economy, society, Ecosystem and Biodiversity Protection
Supporting Rural Revitalization
and the environment. The survey covered key stakeholder groups, including shareholders and investors, customers,
employees, suppliers and business partners, regulatory authorities, and communities, with a view to gathering stakeholder
expectations and continuously updating and refining the list of material topics. Impact on China Resources Chemical Innovative Materials’ Financial Performance
Assessing, Prioritizing, and Determining Key Topics
Using a combination of quantitative questionnaire analysis and qualitative assessment, the Company carried out materiality Stakeholder Communication
evaluations of various topics. Based on the strategic judgment of internal management and the professional opinions of The Company attaches great importance to communication and interaction with its stakeholders, and has established
external experts, the Company determined the priority of each topic, developed a materiality matrix, and focused in this long-term, stable, well-regulated, and orderly channels for communication and oversight. It actively promotes its sustain-
report on responding to the core issues of greatest concern to stakeholders. ability philosophy and communicates the achievements of its social responsibility initiatives.
Stakeholders Expectations and Concerns Communication and Response Mechanisms
Materiality Matrix Government
Compliance with laws and regulations Compliance with laws and regulations
Tax payment in accordance with the law Proactive tax payment
and Regulatory Support for local development Information reporting
Authorities Commitment to environmental protection Acceptance of supervision and inspection
Investment returns Strengthening internal control systems
Shareholders Improved information disclosure Regular report disclosure
Environment and Investors Enhanced profitability Investor research and communication
Career development opportunities Career development and training
Health and safety Workplace safety management
Social High-quality products Satisfaction surveys
Customers Excellent services Continuous improvement of product
Materiality Promotion of local employment
Communities Support for social development
Matrix and the Public Participation in public welfare initiatives
Volunteer service activities
Industrial assistance
｜ Green Cycle, Infinite Innovation ｜ ｜ Green Cycle, Infinite Innovation ｜
Green Cycle
Infinite Innovation
China Resources Chemical Materials has consistently regarded the
efficient use of resources and the development of a circular economy
as core strategic priorities, while fostering new quality productive forces
through technological innovation.
In 2024, the Company achieved an industrialization breakthrough in its
chemical “bottle-to-bottle” rPET technology, becoming the first
enterprise in China to establish a chemical recycling process from “used
bottles to new bottles.” In 2025, the Company completed a strategic
leap from a “technology breakthrough pioneer” to a “definer of circular
economy standards.”
Breaking Through via Circularity:
Navigating Industry Cycles with Resilience
Synergizing Digital & Green Transitions:
Leading Industry Upgrades through Benchmarking
｜ Green Cycle, Infinite Innovation ｜ ｜ Green Cycle, Infinite Innovation ｜
Breaking Through via Circularity: CR CHem Chemical Recycling
Navigating Industry Cycles with
Resilience
Breakthroughs in rPET Technology
Against the backdrop of plastic recycling and regeneration becoming a key issue in
promoting a green recovery of the economy, the Company has driven the transfor-
mation and upgrading of the circular economy through technological innovation,
Crude Oil Refining PET Resin PET Products
achieving a leap in its semi-chemical “bottle-to-bottle” rPET technology from indus-
trialization breakthrough to standards leadership.
Commercial Distribution & Consumption
Chemical Depolymerization rPET Resin rPET Bottles
Breakthroughs in Industrialization and Certification
Since 2017, the Company has been deeply engaged in the R&D of food-grade
recycled rPET polyester products, and has gradually developed chemical recy-
Recycled PET Flakes Washing & Crushing Post-Consumer PET Collection
cling bottle-to-bottle rPET technologies with recycled PET content levels of 10%,
tion of 25% rPET and exported it to countries participating in the Belt and Road
Initiative, becoming the first domestic enterprise to obtain Coca-Cola certifica-
tion for a chemical recycling route for food-grade rPET polyester, reaching a
leading level in China and an advanced level internationally. Standards Leadership and
Industry Advancement
The Company has actively participated in the
During the reporting period, the Company’s sales volume of 25% rPET formulation and revision of national and indus-
food-grade recycled polyester reached from 16,000 to 34,000 tonnes, try standards, contributing to the high-quality
representing a year-on-year increase of113%. development of the industry. During the
reporting period, the China Chemical Fibers
Over the course of the year, approximately 8,600 tonnes of recycled waste
Association released the Association Standard
PET flakes were used, equivalent to the recycling and reuse of about 477 for Recycled Polyethylene Terephthalate (rPET)
million discarded plastic bottles, reducing carbon emissions by approximately Leading the formulation of the Group Standard
Resin for Bottles, which was led and developed for Recycled Polyethylene Terephthalate (rPET) Resin for Bottles
｜ Green Cycle, Infinite Innovation ｜ ｜ Green Cycle, Infinite Innovation ｜
Expanding PETG Application Scenarios The Changzhou Base constructed a distributed photovoltaic
power station by utilizing the rooftops of buildings within the
The Company achieved a technological breakthrough, successfully developing a preparation technology for environ- plant area, covering approximately 79,800 square meters, with an
mentally friendly copolyester materials, thereby filling the domestic gap in this area. Positioning its products in the installed capacity of 10.75 MW. The project passed acceptance in
daily chemical packaging materials market, the Company successfully secured international brand customers and March 2025. After being put into operation, it is expected to
has become a key supplier of domestic copolyester materials for the daily chemical packaging sector. generate approximately 10.5 million kWh of electricity annually,
save about 3,045 tonnes of standard coal per year, and reduce
During the reporting period, the Company actively expanded into emerging application fields such as 3D printing,
carbon dioxide emissions by approximately 7,490 tonnes annually.
medical care, home appliances, and films. Among them, sales in the 3D printing application area grew by 270%
year-on-year. By developing tailored products for these applications, the Company enhanced product-process As of the end of the reporting period, the project had generated
compatibility and customer service, further increasing its market share.
a cumulative net output of 11.5216 million kWh, equivalent
to 1,416 tonnes of standard coal.
Deepening New Materials R&D
Focusing on core directions in the field of new materials, the Company continued to make sustained efforts in key
technologies such as high-temperature-resistant copolyesters, recycled polyester, titanium-based catalysts, differen-
tiated nylon, and high-barrier materials. Multiple R&D achievements were successfully industrialized, and annual
Waste Heat Natural Gas
sales revenue from differentiated polyester products exceeded RMB 80 million. Power Energy-saving Differential Pressure
Generation Performance Power Generation
Expanding Differentiated Nylon Products.The Company, together with China Resources Double-Crane Pharma- Project Project
ceutical Co., Ltd., launched the Collaborative Innovation Project for the Bio-based Pentamethylenediamine–Nylon 46
Industrial Chain. Using bio-based 1,4-butanediamine, independently developed by the China Resources
Double-Crane Synthetic Biology Research Institute, as a key raw material, the project has been included in the first
batch of landmark biomanufacturing products released by the Ministry of Industry and Information Technology of
China, and is dedicated to advancing the industrialization of high-performance Nylon 46. Photovoltaic
Power
Generation
Project
Synergizing Digital & Green Transitions:
Leading Industry Upgrades through Benchmarking
Establishing a 5G Smart Factory Annual net power generation of Annual net power generation of Annual net power generation of
The Company launched the development of a “5G + Industrial 3,102.4 MWh 1,943.0 MWh 177.1 MWh
Internet” initiative, taking the lead at its Changzhou Base in
exploring the integrated application of 5G technology in produc-
tion and operations.
In September 2025, the Changzhou Base was included in the 2025
National 5G Factory Directory issued by the Ministry of Industry and Refining Best Practices
Information Technology, becoming a benchmark for digital transfor- The Company has systematically distilled its integrated practical experience in “5G + Industrial Internet + green and
mation in the chemical industry. In partnership with China Mobile, low-carbon development + ESG governance” into a replicable and scalable methodology for industry transformation.
the factory achieved full 5G network coverage across the entire From Changzhou to Zhuhai, the China Resources model is being replicated; from “green factory” to “green brand,”
plant area, with an overall coverage rate of 99.96%. the Company’s influence continues to expand.
The Company has consistently aligned itself with regional
development and, by practicing ESG principles to high
Deepening Green Manufacturing standards, has continued to deepen its efforts in green
The Company steadily advanced the Eight Actions for Carbon Peaking, while promoting new technologies, equip- production, social responsibility, and sound governance. In
ment, and processes for energy conservation and carbon reduction. Energy-saving transformation projects, including doing so, it has injected strong momentum into its own
natural gas differential pressure power generation, power generation from surplus esterification steam, and distrib- high-quality development and demonstrated the proactive
uted photovoltaic systems, were implemented in a steady and orderly manner. commitment of a central state-owned enterprise.
｜ Pursuing Green Development for a Shared Ecological Future ｜ ｜ Pursuing Green Development for a Shared Ecological Future ｜
Pursuing Green 01
Development for a Shared
Ecological Future
The ecological environment is an important cornerstone of corporate
sustainable development. China Resources Chemical Innovative Materials
integrates environmental responsibility throughout the entire process
of its operations and development, adheres to the philosophy of
green and low-carbon development, and proactively fulfills its mission
of ecological protection and environmental governance. Focusing on
key areas such as energy conservation and emissions reduction,
efficient resource utilization, and pollution prevention and control, the
Company adopts pragmatic measures to reduce its environmental
impact, safeguards the ecological environment through responsible
environmental practices, and steadily advances green, high-quality
development.
Key Indicators
Both the completion rate for comprehensive energy consumption per
RMB 10,000 of output value and the completion rate for carbon dioxide
emissions per RMB 10,000 of output value exceeded target levels.
Total greenhouse gas emissions (Scope 1 + Scope 2 + Scope 3):
Investment in energy conservation and environmental protection
reached RMB 9.9 million.
Comprehensive waste utilization rate: 95.88%.
UN SDGs
｜ Pursuing Green Development for a Shared Ecological Future ｜ ｜ Pursuing Green Development for a Shared Ecological Future ｜
Addressing the Challenges of Climate Change Eight Priority Tasks
Guided by the “Dual Carbon” Strategy Energy and Resource Conservation and
The Company firmly implements the major national strategic objectives of carbon peaking and carbon neutrality, actively Green and Low-Carbon Transformation Carbon Reduction Initiative
Establish a plastics recycling system; Improve energy conservation management;
advances the coordinated formulation of climate action policies and strategies, has developed the Carbon Peaking Action Plan, and
implement key energy-saving and carbon-reduction
develop and promote recycled and
steadily carries out various carbon reduction initiatives, making every effort to promote green, low-carbon, and high-quality lightweight PET products; develop new projects; establish an internal resource recycling
development. products to reduce energy consumption and and reuse system; and promote the coordinat-
carbon emissions. ed development of the social green circular
The Company has always attached great importance to ecological and environmental protection, and conducts regular monitor-
economy.
ing of key pollutant emissions as well as energy-saving and carbon-reduction efforts. The Company’s two major production
bases in Changzhou and Zhuhai collect monthly data on pollutant emissions, water consumption, electricity consumption, and
natural gas consumption, and compile them into the Summary Statistical Report on Energy Conservation and Emissions Reduc-
tion Monitoring. Through detailed analysis of year-on-year and month-on-month changes in the data, and timely investigation Cultivation of Carbon Neutrality-oriented
Green and Low-Carbon Technological
New Business
of fluctuations exceeding 5%, the Company ensures that energy conservation, carbon reduction, and environmental manage- Innovation
Seize development opportunities arising from the
Build a green and low-carbon technology
ment measures are effectively implemented. national dual-carbon goals; introduce advanced
innovation platform; strengthen innovation
The Company has also advanced innovative digital applications by establishing an integrated digital EHS management platform. domestic and international low-carbon, zero-car-
capabilities and talent cultivation in green and
bon, and negative-carbon technologies; create
It has identified 15 core control indicators and designed eight major functional modules, covering scenarios such as hazardous low-carbon development; and advance the
low-carbon and zero-carbon zones; and participate
application of key green and low-carbon
operations and closed-loop rectification of hidden risks. Supported by data visualization and intelligent early-warning functions, in the development of demonstration projects for
technologies.
the platform enables dynamic analysis of key indicators, full-process monitoring of special operations, and automatic alerts for low-carbon and zero-carbon industrial parks.
permits and licenses, thereby establishing a full-chain EHS management mechanism and comprehensively enhancing manage-
ment effectiveness and control efficiency.
Carbon Emissions Management Capability
Leveraging Green Finance to Support Core
“ “
By 2025, the Company aims to make positive progress Enhancement
By 2030, the Company aims to achieve significant Business
in the R&D, promotion, and application of green and Improve carbon emissions data management
results in its comprehensive green and low-carbon Utilize green financial products and services to
capabilities; and enhance the professional
low-carbon technologies, reduce comprehensive provide financial support for the Company’s
energy consumption per RMB 10,000 of output value by
Dual-Carbon transformation, bring the energy efficiency of its PET
green and low-carbon transformation.
competence of carbon emissions management
Targets business close to the advanced level of world-class personnel.
enterprises, and reach its peak carbon emissions by
emissions per RMB 10,000 of output value by 5%
”
compared with 2020.
”
The reporting period marked the concluding year of the Company’s first dual-carbon target phase. The Company exceeded its
Company-wide Green and Low-Carbon
Participation
Comprehensive Green and Low-Carbon
Give full play to the guiding role of green and
first-stage targets, with the completion rate for comprehensive energy consumption per RMB 10,000 of output value reaching Cooperation
low-carbon production and consumption;
Strengthen cooperation with customers and
suppliers in the R&D and application of
living styles; and strengthen publicity and
reduction, green, and low-carbon development measures were effectively implemented and delivered tangible results. low-carbon technologies.
education on green and low-carbon develop-
ment.
Adhering to technology leadership and a goal-oriented approach
strengthen technological innovation, promote green technologies featuring low-carbon, Innovation Empowering Carbon Reduction
zero-carbon, and negative-carbon characteristics, advance the transformation of high
energy-consuming businesses, and define development tasks with clear objectives.
Actively responding to the national dual-carbon strategy and the requirements for green development, the Company has
focused on addressing key pain points in the polyester industry, including resource waste and low recycling rates, and has
Basic Principles
established a long-term mechanism for green and high-quality development. The Company successfully overcame key
Adhering to coordinated planning and synergistic development technical bottlenecks in chemical recycling-based food-grade rPET polyester, developed its proprietary chemical recycling
enhance overall coordination, improve supporting mechanisms, integrate green and process, took the lead in achieving industrialization, and expanded into overseas markets, with product sales continuing to
low-carbon development throughout all aspects of operations, and improve both rise. During the reporting period, the project had recycled and reused 12,003 tonnes of recovered PET flakes, enabling the
economic and social benefits. high-value reuse of approximately 670 million waste plastic bottles and reducing carbon emissions by 35,962 tonnes.
Improving the Management Framework
Adhering to the principle of conservation first and carbon reduction at source The Company has established a Leading Group for Carbon Peaking and Carbon Neutrality, and designated the principal person
prioritize energy conservation, optimize the energy structure, steadily reduce carbon in charge of each subordinate enterprise as the primary person responsible for dual-carbon efforts, while members of the
emissions through cleaner production, and earnestly fulfill social responsibilities. management team work in coordination to ensure effective implementation. At the same time, dual-carbon initiatives have been
incorporated into the key agenda of executive education and training, continuously enhancing management’s capability to fulfill
its responsibilities in advancing green and low-carbon development and providing a solid organizational foundation for the
Company’s low-carbon transformation.
｜ Pursuing Green Development for a Shared Ecological Future ｜ ｜ Pursuing Green Development for a Shared Ecological Future ｜
Identifying Risks and Opportunities
The Company closely follows the prevailing trend of low-carbon development, optimizes the layout of its green business portfolio,
and proactively identifies climate change-related risks and opportunities.
Climate Risk Identification Climate Opportunity Identification
Climate Risk Risk Risk Description Time Financial Measures
Type Category Horizon Impact Opportunity Type Opportunity Description Response Measures
In response to the hot and humid
climate conditions in South China, the
Demand for bio-based materials continues to
Company has replaced existing equipment Formulate an innovation-driven development
rise, helping the Company expand into new
with energy-efficient cooling systems to strategy, develop bio-based materials and
Risks such as rising tempera- markets, increase market share, and grow
reduce energy consumption; deepen efforts in recycled materials, optimize
tures may lead to increased revenue;
energy consumption, higher
Increased Adjusted employees’ working hours to Green Product The circular economy is also driving the
processes, expand channels, and comprehen-
Chronic Short-term Operating prevent heat-related incidents; sively enhance core market competitiveness;
cooling-related energy use and Market development of recycled materials, creating
Costs And established a monitoring and Leverage locational advantages to expand
equipment wear, and may also new profit growth points and enhancing
intelligent early-warning mechanism for PETG applications in emerging fields such as
affect employee safety at work. economic performance and sustainability
facility operating conditions through daily chemical packaging and 3D printing.
digital technologies, thereby optimizing capabilities.
the efficiency of operations and mainte-
nance management.
Risks such as typhoons may In view of the high incidence of typhoons By leveraging its industrial strengths, the
cause damage to buildings and in coastal areas, the Company has Company can deepen the R&D and applica- Formulate a technological innovation strategy,
equipment, result in casualties established dedicated emergency response tion of low-carbon processes, reduce carbon increase investment in low-carbon and energy
Physical and major property losses, lead plans, regularly conducted typhoon and emissions in production, improve energy storage R&D, deepen industry-academia-
Risks to production disruptions, and Increased flood prevention drills, relocated Technological efficiency, control costs, and strengthen research collaboration, improve incentive
generate costs associated with Short-term Operating resources to safe areas, and promptly competitiveness; mechanisms, and strengthen sustainable
idle equipment, delayed order Costs evacuated personnel to safeguard
Innovation innovation capabilities;
At the same time, it can expand the boundaries
delivery, and contractual compen- operational continuity; of its new materials business, promote diversi- Advance energy-saving and carbon-reduction
sation, thereby affecting the It has also optimized drainage systems fied development, and further enhance market projects to continuously reduce production
Company’s market reputation and in advance and reinforced protective position and risk resilience. energy consumption.
weakening its competitiveness. facilities and equipment.
Acute
Unstable raw material supply may
affect the Company’s normal
production planning, potentially Incorporate energy conservation, green and
resulting in production disruptions low-carbon development, and carbon peaking
Establish stable transportation channels and carbon neutrality efforts into the 15th
or reduced output and increasing
for bulk raw materials; Five-Year strategic plan, and formulate and
production costs, as the Company Supportive policies for green industries can
Strengthen supply chain risk manage-
may need to procure raw materials Increased implement a task list for green development;
ment and establish a risk early-warn- reduce the cost of green transformation and
at higher prices or seek alterna- Short-term Operating improve management systems for energy
ing mechanism; accelerate the pace of transition;
tive suppliers, which may in turn Costs conservation, carbon reduction, and ecological
And build close cooperative relationships Opportunities arising from participation in
affect product quality and stability; and environmental protection, and strictly
with logistics service providers to jointly the carbon market can increase the value of
Delays in fulfilling customer orders Policy implement special inspection and rectification
respond to emergencies. carbon assets and encourage greater emissions
may also damage the Company’s Support reduction efforts;
plans;
reputation and could lead to Establish a policy research team to keep
customer loss. Policy guidance can also optimize the competi-
abreast of policy developments and actively
tive landscape of the industry, helping improve
apply for fiscal subsidies, tax incentives, and
cost efficiency and sustainable competitive-
Environmental protection require- special R&D funding; Strengthen carbon asset
Continuously monitor relevant laws and ness.
ments under laws and regulations Increased management, establish a carbon emissions
Policy and regulations, make timely adjustments,
are becoming increasingly stringent, Long-term Management monitoring and management system, optimize
Legal Risks and carry out rectification of non-compli-
the carbon emissions structure, and actively
making corporate compliance Costs
ant projects.
more challenging. participate in carbon market trading.
The development of green and Impairment Apply green and low-carbon technologies
Medium-
Technology low-carbon technologies may render of Fixed and equipment, and upgrade outdated
term
existing technologies obsolete. Assets equipment.
Deepening industry-academia-research collabo-
Transition Deepen industrial chain collaboration and
ration can enhance the Company’s techno-
industry-academia-research cooperation, expand
Risks The market increasingly demands
Decline in
Develop green products aligned with logical innovation capabilities and promote
high-quality domestic and overseas partner-
Market products that are green, low-car- Long-term environmental trends through innovation green development through external research
Revenue ships, and focus on the development of
bon,and environmentally friendly. and upgrading.
Cooperation resources;
high-end and green materials;
Green supply chain cooperation can improve
and the resilience and green competitiveness of
Promote the development of a green supply
Environmental compliance viola- chain, and work with suppliers and customers
tions or the absence of green Development the entire supply chain;
to formulate green supply chain standards and
products, coupled with growing Increased Proactively and comprehensively disclose Collaboration across the industrial chain and
Medium- norms; Actively participate in industry association
Reputation societal attention to corporate Management relevant information, and strengthen linkage with global customers can accelerate
term activities and achieve high-quality development
information disclosure, may Costs communication with stakeholders. technological breakthroughs and global
through open cooperation.
undermine trust in the Company expansion.
if disclosures are incomplete.
｜ Pursuing Green Development for a Shared Ecological Future ｜ ｜ Pursuing Green Development for a Shared Ecological Future ｜
Greenhouse Gas Management
The Company has actively carried out greenhouse gas emissions management. With the support of tools such as
the Carbon Explorer Platform, it records and verifies its greenhouse gas emissions, strictly controls both the total
volume and intensity of greenhouse gas emissions, and has established a standardized and normalized mechanism
for greenhouse gas accounting and disclosure. In accordance with the requirements of ISO 14064, the Company
voluntarily conducts an annual carbon inventory and prepares a carbon inventory report to ensure the accuracy and
reliability of carbon emissions data, while providing assistance and guidance to various departments in carrying out
carbon reduction and greenhouse gas inventory work.
During the reporting period, the Company completed its greenhouse gas emissions accounting and disclosed the
relevant data on the Institute of Public &Environmental Affairs (IPE) platform, thereby ensuring transparency and
openness and demonstrating the Company’s commitment and actions.
Training on EHS Quantification and Energy Conservation,
Carbon Management Dashboard
Environmental Protection, and Carbon Reduction Data
Carbon Footprint Certificate for Polyester Chips Products
On February 6, 2025, the Company organized a training
Advancing Circular Resource Utilization
session on EHS quantification and the consolidation of data
related to energy conservation, environmental protection, Managing Energy and Resources
and carbon reduction. Relevant persons in charge from the
EHS Department, designated coordinators for quantitative
The Company consistently adheres to green and low-carbon development, and regards energy management and
rating across business units, and personnel from the rational planning as important components of sustainable development. To this end, it has formulated the Measures
carbon management function line participated in the for the Supervision and Administration of Energy Conservation and Carbon Emissions. In daily operations, the Com-
training both on-site and online.
pany places emphasis on energy conservation and the scientific use of energy, and effectively reduces energy
consumption through measures such as optimizing energy utilization methods, advancing energy-saving retrofits,
and improving energy efficiency.
Energy Use Requirements
Statistics on Greenhouse Gas Emissions for the Past Three Years Strengthen full-process energy management, adhering to principles of rational energy utilization and conser-
Scope 1 Greenhouse Scope 2 Greenhouse Scope 3 Greenhouse vation priority.
Year
Gas Emissions (tonnes) Gas Emissions (tonnes) Gas Emissions (tonnes)
Formulate and implement energy-saving work plans and technical measures.
Continuously optimize the industrial structure, product mix, and energy consumption structure.
Steadily reduce energy consumption per unit of output value and per unit of product, and resolutely phase
Note 1: Scope 1 greenhouse gas emissions mainly include greenhouse gas emissions from the Company’s consumption of natural gas, New Energy Development and Utilization
gasoline for vehicles, diesel for forklifts, refrigerants, septic tanks, and production processes.
Note 2: Scope 2 greenhouse gas emissions mainly refer to greenhouse gas emissions resulting from the Company’s purchased electricity.
Note 3: Scope 3 greenhouse gas emissions mainly include greenhouse gas emissions arising from purchased goods and services, All business units shall actively promote the development and utilization of renewable energy and non-fos-
energy-related activities not included in Scope 1 and Scope 2, upstream transportation, waste treatment, employee commuting, and sil energy, steadily increase the share of electricity consumption from new energy sources, accelerate the
downstream transportation.
establishment of a clean, low-carbon, safe, and efficient energy system, and continuously advance the
Note 4: In order to improve the accuracy and completeness of greenhouse gas emissions data, the Company updated the emission
accounting parameters and accounting boundaries for certain Scope 3 categories. Therefore, the data for the year of 2025 are not fully transformation of the energy structure toward greater cleanliness and lower carbon intensity.
comparable with those of 2024.
｜ Pursuing Green Development for a Shared Ecological Future ｜ ｜ Pursuing Green Development for a Shared Ecological Future ｜
Energy Consumption Analysis
Conserving Energy and Resources
Enterprises at all levels shall establish and improve mechanisms for energy consumption statistics and analysis of energy The Company continues to advance efforts in energy and resource conservation, constantly optimizing its energy structure,
utilization, regularly conduct energy use monitoring and analytical assessments, promptly investigate the causes of abnormal implementing energy-saving management and benchmarking requirements, accelerating the retrofitting of energy-efficient
energy consumption, implement corrective measures, and continuously enhance the level of refined energy management. equipment and process optimization, and phasing out outdated production capacity. At the same time, it strengthens the
refined management of energy and resources, promotes water conservation, material saving, and resource recycling and
reuse, improves utilization efficiency, and is committed to building a resource-efficient and environmentally friendly enterprise.
The Company has formulated annual assessment targets for energy conservation and ecological and environmental protec-
tion, and has incorporated such assessments into its daily management practices in order to enhance its overall environmental
management capabilities. Energy Conservation, Consumption Reduction, Efficiency Enhancement, and Intensive Resource Utilization
Indicator Type Indicator Unit 2025 Target Requirement 2025 Completion Rate The Company has incorporated energy conservation, green and low-carbon development, and the dual-carbon goals
into its 15th Five-Year strategic plan, formulated a task list for green development, and advanced its implementation,
Comprehensive energy consump- while continuously improving the utilization of renewable energy. In parallel, the Company Department has further
tonnes of standard coal
tion per RMB 10,000 of output Decrease by no less than 10% 106.19%
/ RMB 10,000 improved management systems for energy conservation, carbon reduction, and ecological and environmental protection,
value (comparable price basis)
and organized all units to carry out special inspections and rectification initiatives, thereby systematically enhancing the
Energy Company’s ecological and environmental management capabilities.
Comprehensive energy consump-
Consumption tonnes of standard coal Decrease by no less than 8% -94.25%
tion per RMB 10,000 of value
Indicators added (comparable price basis)
/ RMB 10,000
Comprehensive energy consump-
Cleaner Production and E?cient Utilization
tonnes of standard coal
Decrease by no less than 5% 103.61%
tion per tonne of chemical product / tonne
Changzhou Base
Nitrogen oxides (NOx) emissions tonnes Decrease by no less than 50% 106.75%
Emissions Biogas generated by the wastewater treatment station is utilized
Indicators Carbon dioxide emissions intensity tonnes of CO₂ at the 600,000-tonne heat transfer medium station. By leveraging
Decrease by no less than 5% 126.30% the calorific value of biogas to reduce natural gas consumption,
(comparable price basis) / RMB 10,000
the biogas reuse project entered trial operation on April 29,
achieving average daily savings of 1,100 cubic meters of
natural gas, annual cost savings of RMB 1.48 million, and an
annual reduction of approximately 828 tonnes of carbon
dioxide emissions.
Developing Circular Economy
The Company adheres to the principles of reduction, reuse, and resource recovery in developing the circular economy, and
focuses on advancing waste recycling, energy reuse, and resource circular utilization throughout the entire production and
Energy Management System Certification Energy Management System Certification Participated in the formulation of the national
standard Norm of Energy Consumption per Unit
operational process.
Certificate of Zhuhai Base Certificate of Changzhou Base
Product of Chemical Fiber (GB/T 36889-2025)
During the reporting period, the Company participated in the formulation of the national standard Norm of Energy Consump- Waste Recycling and Reuse at Zhuhai Base
tion per Unit Product of Chemical Fiber (GB/T 36889-2025), promoting improvements in industry energy efficiency and The Zhuhai Base has actively promoted waste recycling and
low-carbon transformation at the level of technical standards. reuse. For the 600,000-tonne and 500,000-tonne units, it
implemented a discharge waste recycling project, under which
discharged melt is crushed and then fed back into the slurry
Protecting Water Resources tank for recycled slurry preparation. At the same time, while
ensuring product quality, the Base has expanded the recycling
The Company attaches great importance to the conservation and protection of water resources, and regards water of various types of waste, including hot well residues and filter
resource management as an important component of green development. Adhering to the principles of water conservation residues, thereby achieving resource circular utilization. During
first and efficient utilization, the Company strengthens full-process control over water use, promotes water-saving the reporting period, the two units collectively recycled
measures, and improves water use efficiency, thereby protecting water resources through practical actions and fulfilling its 149.36 tonnes of waste, reducing carbon dioxide
responsibility for green and sustainable development.
emissions by approximately 342.28 tonnes.
During the reporting period, the Company’s freshwater consumption totaled 1.2805 million tonnes, with water
consumption intensity of 0.98 tonnes per RMB 10,000 of output value.
｜ Pursuing Green Development for a Shared Ecological Future ｜ ｜ Pursuing Green Development for a Shared Ecological Future ｜
Phase II Waste Heat Power Generation Project at Zhuhai Protecting Biodiversity
Base Connected to the Grid
Biodiversity is the foundation for human survival and development, and also a prerequisite for corporate sustainable develop-
The generator unit of the Phase II Waste Heat Power Generation Project at
the Zhuhai Base was successfully connected to the grid on its first attempt ment. The Company deeply fulfills its social responsibilities, follows relevant national policies and ecological principles, and
and began stable power generation, marking the project’s formal readiness integrates biodiversity protection throughout its strategy, production, and supply chain processes.
for operation. The project focuses on the intensive utilization of tail gas
from the process towers of the Phase III polyester unit. With an installed No. Protection Measure Specific Content
capacity of 2 MW, the unit is capable of generating up to 1,550 kWh of net
electricity per hour under rated operating conditions, and its annual net Incorporate green and low-carbon development into the Company’s strategic
planning, establish and improve management systems for ecological and
power generation is expected to reach 12.4 million kWh, equivalent to an
Strengthening the strategic foundation environmental protection, strictly implement national and local environmental
annual reduction of
Rectification Work Plan for Enhancing Ecological and Environmental Protection,
approximately 7,560 tonnes of carbon dioxide emissions. After being and regularly conduct compliance reviews and internal inspections.
put into operation, the project will significantly reduce the proportion of
externally purchased electricity used at the Zhuhai Base, optimize the Carry out ecological restoration in light of the ecological characteristics of
energy structure, effectively lower product energy consumption, and Focusing on ecological restoration and operational areas, optimize green spaces within plant areas, and plant native
contribute to cost reduction, efficiency improvement, and business growth. 2 safeguarding habitat integrity species; strictly prohibit non-compliant operations and avoid disturbing rare
species and their habitats.
Promote green and low-carbon operations, ensure that treatment facilities for
Strengthening operational control and the “three wastes” meet discharge standards, and optimize water resource
Strengthening Environmental and
mentally friendly and sustainable raw materials.
Strengthen communication and cooperation with external professional institutions,
Ecological Foundation 4
Deepening collaborative governance and
building a joint protection mechanism
and advance technological research and practical exploration in relevant fields;
extend environmental management requirements throughout the upstream and
downstream industrial chain to promote coordinated green development.
Enhancing Compliance Management Enhancing public awareness and Popularize knowledge of biodiversity protection through various means,
The Company has improved its environmental management system and formulated relevant policies, including the protection awareness among employees, partners, and the public.
Measures for the Supervision and Administration of Energy Conservation and Ecological and Environmental Protec-
tion. Based on their actual circumstances, subordinate units have further refined supporting management systems, Strengthen the management and disclosure of monitoring data to ensure that
Establishing a monitoring system and data are authentic, accurate, and traceable; establish a database to track
actively pursued environmental management system certification, and effectively strengthened primary responsibility 6 continuously improving performance biodiversity changes; and regularly analyze and assess data to optimize protec-
for ecological and environmental protection. tion measures.
During the reporting period, the Company’s cumulative investment in energy conservation and environmental
protection reached RMB 9.9008 million, including RMB 1.0225 million in emissions reduction investment
and RMB 8.8783 million in other environmental protection investment. The Company did not experience any Conducting Environmental Protection Training
major environmental incidents, nor was it subject to any administrative penalties by ecological and environmental Promoting Environmental Protection Concepts. The Company has strengthened the promotion of green and environ-
authorities or held criminally liable for environmental incidents. mental protection concepts by organizing employees’ environmental learning through centralized training sessions, presenta-
tions at meetings, and other forms of communication. The Company organized 55
employees to participate in the 2025
China Resources Group Professional Training and Qualification Certification in Ecological and Environmental Protection. During
National Ecology Day, the Company’s various bases jointly carried out 14 systematic environmental protection training
sessions, covering 175 participant attendances.
Environmental Management System Environmental Management System
Certification Certificate of Zhuhai Base Certification Certificate of Changzhou Base
China Resources Group Professional Qualification Certificate in Ecological and Environmental Protection
｜ Pursuing Green Development for a Shared Ecological Future ｜ ｜ Pursuing Green Development for a Shared Ecological Future ｜
Organizing a World Water Day Themed Awareness Campaign
During the 33rd World Water Day and the 38th China Water Week, the Company, together with the Changzhou Binjiang Strictly Controlling the Discharge of the Three
Wastes and Reducing Pollution
Economic Development Zone Chemical Industry Bureau, Changzhou and Everbright Changgaoxin Environmental Energy
(Changzhou), organized a themed awareness campaign entitled “Water Conservation Challenge: Piecing Together a Green
Dream.” Going forward, the Company will continue to explore new approaches to water use and water conservation,
deepen new mechanisms for technological and management-based water saving, and promote the transformation of Controlling Waste Gas Emissions
water-saving efforts from public advocacy to company-wide practice. The Company strictly complies with laws and regulations including the Atmospheric Pollution Prevention and Control Law of the
People's Republic of China
and the Emission Standard of Air Pollutants for Boilers, and has formulated relevant policies such as the Administrative Provisions on
Waste Gas Emissions and the Management System for VOCs Pollution Prevention and Control. By carrying out routine leak detection
and repair (LDAR) and continuously optimizing cleaner production processes and technologies, the Company effectively reduces the
volume of atmospheric pollutant emissions and leakages at the source.
Indicator Unit 2023 2024 2025
SO₂ emissions tonnes 2.06 1.74 1.06
NOx emissions tonnes 93.22 79.52 55.17
During the reporting period, the Company’s SO₂ emissions decreased by 39.08% year on year, while total NOx emissions decreased
by30.62% year on year. In addition to the impact of output decline caused by shutdowns for inspection and maintenance, the reduc-
tions were mainly attributable to low-NOx retrofits, as well as strengthened pollutant treatment and control measures.
Controlling Wastewater Emissions
The Company has established and continuously improved its wastewater treatment management system, and has formulated and
strictly implemented dedicated policies such as the Management System Documents for Wastewater Treatment Stations and the
Administrative Provisions on Excessive Wastewater Discharge.
Indicator Unit 2023 2024 2025
Deepening Green Office Practices Wastewater discharge
The Company actively promotes the concept of volume
green office practices, advocating for low-carbon, During the reporting period, all wastewater pollutants discharged by the Company complied with applicable standards. Wastewater
resource-saving, and environmentally efficient office discharge volume at each base showed structural changes in light of production load, project construction, and process optimization. At the
models. In daily operations, it strictly implements Zhuhai Base, wastewater discharge decreased by 9.63% year on year as a result of shutdowns for maintenance, strict water use
water and electricity conservation, promotes a control, and recycling efforts. At the Changzhou Base, however, changes in reclaimed water reuse and process adjustments led to an overall
paperless approach, reduces the use of disposable increase in the Company’s wastewater discharge volume. In response, the Company has strengthened targeted water use control and
reclaimed water reuse measures, and is striving to achieve a year-on-year decline in wastewater discharge in the following year.
items, and standardizes waste sorting and recycling.
Controlling Wastewater Emissions
The Company has strengthened full-lifecycle management of solid waste and hazardous waste, strictly adhering to the principles of
reduction, resource recovery, and harmless treatment. It has formulated policies such as the Administrative Provisions on Hazardous
Waste and the Administrative Provisions on General Waste, improved its management plans for solid and hazardous waste, standard-
ized the construction and temporary storage of hazardous waste warehouses, and entrusted compliant professional entities with disposal.
Indicator Unit 2024 2025 Decrease
Total waste generated tonnes 3,585.96 3,231.89 9.87%
Total recyclable waste tonnes 3,264.22 3,098.62 5.07%
Total general solid waste tonnes 3,464.96 3,123.14 9.87%
Total hazardous waste tonnes 121 108.75 10.12%
During the reporting period, the Company’s total waste generation decreased by ?.??% year on year. Among this, general solid
waste decreased by ?.??% year on year, recyclable and hazardous waste decreased by ?.??% and ??.??% respec-
tively year on year. The comprehensive utilization rate of waste increased from 91.03% in 2024 to ??.??% in 2025.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Acting for Good, 02
Building a Harmonious
Society
Employees, customers, partners, and communities constitute the core
foundation of corporate sustainable development. China Resources
Chemical Innovative Materials integrates social responsibility through-
out the entire course of its operations, adheres to a people-oriented
philosophy and win-win cooperation, and focuses on employee
well-being, customer value, supply chain responsibility, and commu-
nity harmony. Through pragmatic measures, the Company enhances
social well-being, builds synergy for development, and promotes
coordinated progress and mutual benefit between the enterprise and
society.
Key Indicators
Employee Training Investment RMB 1.432 million
Work Safety Investment RMB 1.35 million
PET Customer Satisfaction 96.60%
PETG Customer Satisfaction 94.83%
Rural Revitalization Investment RMB 421,400
UN SDGs
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Empowering Employee Well-being and Development Ensuring Equal Employment Opportunities
The Company strictly adheres to national laws and regulations such as the Labor Law of the People’ Republic of China, the
Optimizing Compensation and Benefits Labor Contract Law of the People's Republic of China, the Employment Promotion Law of the People's Republic of China,
and the Law on the Protection of Minors of the People's Republic of China, while also aligning with international human
The Company consistently upholds a people-oriented development philosophy and regards employees as its most valuable rights standards and relevant local regulations and policies. It continuously standardizes labor management. By establishing
asset. The Company strictly comply with the labor laws and regulations of the places where we operate, continuously policies such as the Recruitment Management Measures and the Labor Contract Management Measures, the Company
optimize our compensation and performance management mechanisms, standardize working hour and leave management, integrates the principles of equality and non-discrimination into every stage of employment, resolutely preventing illegal
strengthen supervision over labor employment, and effectively safeguard employees’ lawful rights and interests. By building practices such as child labor and forced labor, and effectively safeguarding the legitimate rights and interests of workers.
a human resources management system that is well-regulated, fair, transparent, and orderly, we foster a positive environ-
ment that respects, develops, and empowers people, thereby achieving resonance between employee growth and the As of the end of the reporting period, the Company employed 1,079 full-time employees, with 36 new hires, including
Company’s development. 6 fresh graduates. The labor contract signing rate and social insurance coverage rate both reached 100%, and there were
Optimizing the compensation and performance management system. Centering on the three pillars of “improving no instances of child labor, forced labor, or other violations.
mechanisms, optimizing structure, and strengthening incentives,” the Company has systematically advanced the upgrading
of its compensation and performance management system, continuously enhancing the standardization of compensation
management and the effectiveness of incentives.
Showcasing Diversity
Building mechanisms The Company adheres to the principle of equal employment and strictly prohibits discrimination based on race, gender,
age, disability, or other factors in recruitment, promotion, compensation, and other processes. It fully complies with relevant
consolidating the management foundation and
systematically establishing the groundwork for Strengthening incentives
local laws and regulations and actively promotes the career development of female employees, supports employment for
compensation and performance management individuals with disabilities, and fosters a fair and just working environment. The Company firmly believes that a diverse
Established a total payroll budget manage- stimulating organizational vitality and workforce is a key source of innovation and sustainable development.
ment system, upgrading it from a cost comprehensively reinforcing a long- and
management tool to a strategic lever;
?%
Successfully launched the compensation Strictly implemented the tenure system ??%
??%
management system and Data Collection 2.0, Upgrading the and contractual management for the ??% ??%
realizing process standardization and Compensation and managerial level, realizing that “positions
data-driven decision-making; can be promoted or demoted, and income
Performance
can increase or decrease”; ??%
Management Performance contracts were extended to all
System employees to ensure that strategic
objectives are cascaded at every level;
Continued to advance equity incentives, ??% ??% ??%
repurchase, and drafted a new round of
incentive plan.
aged 51 and above aged 41 to 50 frontline middle management
male female employees employees
employees employees
aged 31 to 40 aged 30 and below senior management employees
Optimizing the structure
improving precise alignment and deeply optimizing the compensation and performance structure 795 male employees 140 aged 51 and above, 314 918 frontline employees, 103
Conducted comprehensive research and dual benchmarking of “performance-compensation”, and designed and implemented a compensation structure
plan centered on “performance alignment and precise incentives”;
At the same time, revised the performance management measures for all employees, forming a value closed loop of “target-execution-evaluation-feed- 40, 280 aged 30 and below senior management employees
back-development”;
Safeguarding employees’ rights to working hours and leave. The Company has always regarded its employess as its
??%
most valuable asset, strictly complies with all applicable labor laws and regulations in the locations where it operates, and ??%
??%
is committed to fostering a compliant, fair, and healthy work environment. Through scientific shift management and flexible
working mechanisms, the Company reasonably controls employee working hours, prohibits overtime work in violation of ?%
regulations, and ensures that employees have adequate rest time. In terms of leave entitlements, the Company fully ??% ??%
guarantees statutory holidays, paid annual leave, sick leave, maternity leave, and other types of leave, encouraging employ-
ees to balance family and personal development alongside their work. The Company firmly believes that respecting ??%
employees’ right to rest and leave is the cornerstone of enhancing employee well-being, stimulating organizational innova- ??%
??% ?%
tion, and achieving sustainable corporate development.
bachelor's college production sales technical
During the reporting period, employees took an average of degree or above diploma
labor contracts other
personnel personnel personnel
finance administrative
technical secondary school education or below personnel personnel
Standardizing the management of labor service providers. The Company has formulated the Measures for the Admin-
istration of Labor Employment, standardizing the management of labor service suppliers throughout the entire process
from access and engagement to supervision. Each subsidiary has established an annual assessment and elimination mechanism,
with a particular focus on evaluating workplace safety, labor contracts, wage payment, social insurance, and personnel 336 with a college diploma,
above, 323 temporary or other types sales personnel, 274 technical
qualifications. Labor service providers that fail the assessment or cause safety incidents due to inadequate management 278 with a technical secondary of workers personnel, 40 finance personnel,
will categorically not have their contracts renewed, thereby ensuring that labor employment is compliant, safe, and controllable. school education or below. 176 administrative personnel.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
（人）
Employee Turnover by Gender Employee Turnover by Age Group Promoting Key Talent Development Projects
on reviewing and organizing the “talent pool”, designing talent growth pathways. Through training sessions such as “Leading Talent,”
of 8 training projects were completed throughout the year, covering 209 participant attendances.
male employees female employees aged 51 and above aged 41 to 50 aged 31 to 40 aged 30 and below
During the reporting period, the Company’s employee turnover rate was 4.7%, significantly lower than the industry average, indicating
that the workforce remained generally stable.
Emphasizing Talent Development
The Company adheres to the strategy of strengthening the enterprise through talent development and continuously improves its talent
management system under the guidance of the “Six Refinements Strategy”. By formulating the Position Management Measures, the Leading Talent Program: Skilled Talent Program:
Company has continued to optimize management mechanisms covering such areas as compensation, talent planning, and training and Leadership Empowerment Project Talent Young Cadre Training Class (Fourth Session)
development. It has also established multiple career pathways for both professional specialization and generalist development, thereby Pipeline
motivating employees to pursue self-improvement and promoting the shared growth of both the organization and individuals, thereby Development
achieving the vision of “refined minds, remarkable grains”. Project
Building a Tiered and Categorized Training System
The Company focuses on the core talent groups of the “3+1” support team, specifically targeting key groups such as Party members,
directly managed cadres, and key talents. It has innovatively developed a tiered and categorized training system that is guided by Party
building, empowered by business needs, fosters talent development at multiple levels, and emphasizes practical experience. Through a
dual-track program design that combines precise empowerment by tier and category with comprehensive training for specialization and
versatility, the Company ensures a two-way linkage between strategic needs and employee growth. At the beginning of the year, the
Company formulated and implemented the 2025 Education and Training Plan, which systematically outlines learning paths for different
business lines and talent groups.
Group talent
Target Audience development programs China Resources Chemical Materials talent development programs
Outstanding Talent Program: “Future Stars” Campus Recruitment New Employee
Party building Technology Talent Training Class (Third Session) Training Program
Group Executive Training “3+1” branch talent team development program special programs
CR Group
directly managed Training for Deputy
cadres Managers Directly Managed Business Management Technology R&D Professional Skills Party building and Youth
by the Group Sequence - M Sequence - R Sequence - P Sequence - S League affairs sequence
Functional Support Projects. Aligned with the Company’s strategic objectives, the Company continues to advance benchmarking improve-
Leading Talent Program -
development for Company
Special program on the ments and organizes action learning initiatives. A total of 36 training projects were completed throughout the year, covering 2,411 partici-
Group Young spirit of the “Two
directly managed cadres
Business unit Talent Program Sessions” and the spirit of pant attendances.
the Eight-Point Decision
directly managed Training Program for
cadres China Resources Way Newly Appointed Directly
Training Program Managed Cadres -
bridging competency Joint Training Program
gaps for new positions
Elite Talent Program Outstanding Talent
(Chemical Materials Program - development
Outstanding Young Talent of the Company’s Training program for
Class) - reserve scientific and secretaries of grassroots
development for technological talent Party organizations
Training Program for “Six
Company directly
managed cadres Refinements Strategy”
Business unit
middle-level Empowerment Training Talent Development
cadres (manager for Middle-level Cadres -
Program for
level) bridging competency
gaps for current positions Organizational Work Organizational Work Line Training Project Precision R&D Refined Procurement
Professionals
Industrial Digitalization Empowerment training Empowerment program
Innovation Lecture Hall - for frontline team leaders for Youth League cadres
Business unit Training Program
key employees fostering the Company’s Training and certification
innovation culture Young Marxists Training
for assessors of Program
vocational skill evaluation
Vocational skill level Empowerment program
Business unit evaluation for Party affairs workers
general
employees Development of newly Study of Party discipline
hired employees and Party regulations
During the reporting period, the Company’s total investment in employee training amounted to RMB 1.432 million, with 63 training Lean Production Precision Marketing Smart Investment Energized and Enthusiastic
sessions conducted. The training coverage rate reached 100%, and a total of 1,079 employees participated in the training.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Strengthening Talent Team Development Safeguarding Health and Safety
The Company continues to deepen the EHS Strategy, deeply implementing the EHS Responsibility Management Measures, and continu-
ously improving safety production management, emergency management systems, and occupational health management. Through
enhanced training, awareness campaigns, and safety drills, the Company has built an EHS training system that covers all employees, with
tiered and categorized training. Special training is conducted in key areas such as energy and carbon management, chemical process
safety, environmental monitoring, occupational health, and accident prevention, aiming to comprehensively enhance employees’ EHS
awareness and professional capabilities, ensure the effective implementation of systems, and foster a safe and healthy working environ-
ment. This effort helps to lay a solid talent foundation for the Company’s green and low-carbon development.
Advancing Organizational Optimizing Personnel Strengthening the
Transformation Structure Talent Pipeline
Safeguarding Occupational Health
The Company places a high priority on the physical and mental well-being of its
The Company achieve substantial The Company has reduced the The Company has established a
employees and strictly implements national policies and directives, including the
increase in labor productivity number of directly managed training system for scientific talent, Opinions of the State Council on Implementing the Healthy China Action and the
through promoting a 1.5
-level
cadres and promoted competitive Hong Kong talent, and postgraduate National Plan for Prevention and Control of Occupational Diseases (2021-2025). The
recruitment for key positions. The talent in engineering, and has Company continuously improves its occupational health management system. It has
organizational reshaping and
number of cadre positions has improved its tiered and categorized established occupational health management regulations and health records for
optimizing the “three clarifica- employees, refining the institutional framework and continuously optimizing the
tions” plan. been streamlined from 60 to 39, training mechanism. Over the
working environment.
and 341
key core positions have
course of the year, the Company
For employees in special jobs, the Company provides necessary personal protective
undergone competitive recruit- recruited 24 scientific talents, 3 equipment (PPE) and installs protective facilities such as dust collectors at work sites
ment. high-level talents, and recognized 2 to prevent occupational diseases. It strengthens the identification, control, and supervi-
sion of occupational health risks. Additionally, the Company regularly organizes
core talents.
occupational health checkups for employees, conducts ongoing occupational health
education and awareness training, and continually enhances employee health aware-
ness and participation, ensuring the protection of employees' occupational health rights.
Supporting Employee Growth
Occupational Disease Prevention and Control.
The Company has optimized four career streams: management, R&D, professional, and technical streams, fully opening up career
The Company strictly adheres to the Law of the Training and Drills Mechanism
development pathways for employees and expanding diverse promotion opportunities, further boosting employees’ enthusiasm for
People's Republic of China on the Prevention and
innovation and entrepreneurship. Implementation Measures Implementation Measures
Control of Occupational Diseases and other relevant
laws and regulations. It has established a compre-
Innovating Talent Recruitment Channels hensive occupational disease prevention and control Employees are trained in first aid skills such as
Emergency Knowledge Training
The Company actively expands recruitment channels and continuously enriches recruitment resources and channels to provide strong management system, developed the Occupational cardiopulmonary resuscitation (CPR) and bandaging.
support for attracting highly skilled and scarce talent. Disease Hazard Incident Handling and Reporting
System and the Emergency Rescue Plan for
Regular Drills Organize emergency rescue drills.
Occupational Disease Hazard Incidents, and contin-
Improving the Incentive System uously improves its mechanisms for preventing and
The Company is simultaneously building a diversified talent incentive mechanism, enhancing compensation and performance policies, and managing occupational health risks and emergen- Awareness Education Conduct regular occupational health training.
providing institutional guarantees for retaining internal core talents and attracting high-end external talents. This approach continuously cies. The EHS Committee oversees and coordinates
strengthens the stability and competitiveness of the talent pool. the efforts, with the EHS Department taking the lead Ensure the availability of sufficient rescue
Material Support
and collaborating with production departments and materials and equipment.
Management R&D Professional Skills the Comprehensive Management Department,
Sequence Sequence Sequence Sequence ensuring a clear division of responsibilities and an During the reporting period, the employee occupational health checkup rate
effective occupational disease prevention and
Chairman/General Manager control organizational structure. reached 100%, and no occupational disease cases were identified.
Deputy General Manager Chief Scientist (Group-level
Scientific and Technological Talent) Health Management for Special Positions. For
positions involving the use of radiation sources and
Department General Manager Chief Scientist (Company-level Senior Professional Director / Senior Business other special jobs, the Company has established a
/ General Manager Scientific and Technological Talent) Director / Chief Engineer
radiation safety management system and an
Department Deputy emergency response plan, specifying responsible
General Manager Professional Director / Business Director / Chief Technician
R&D Director Technical Director managers and emergency organizational structures.
/ Deputy General Manager
The Company strictly enforces requirements such as
Senior Professional Manager / Senior Business certified personnel, personal dose monitoring,
Department Senior Manager R&D Senior Manager Manager / Senior Engineer Special Technician
radiation monitoring of work areas, and health
record management, and regularly commissions
Department Manager R&D Manager Professional Manager / Business Manager / Senior Technician
Principal Engineer third-party organizations to conduct testing and
evaluations. These measures ensure that the
Senior Research Fellow Senior Supervisor / Senior Engineer Technician radiation workplace and personnel dose monitoring
results meet the required standards.
Research Fellow Supervisor / Engineer Senior Worker
Assistant Research Fellow Specialist / Assistant Engineer Intermediate Worker
Assistant Specialist Junior Worker
Personal Monitoring Report
Apprentice
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Strengthening the Safety Defense Line
The Company adheres to the management philosophy of “Safety First, Prevention First, Comprehensive Management”. With the
support of the Occupational Health and Safety Management System Certification, the Company has established a safety produc-
tion management system that covers the entire process of bottle-grade polyester chips and PETG specialty polyester R&D and
production.
On March 14, 2025, the Changzhou base organized an emergen- On November 27, 2025, the company invited the Xinbei District
cy drill for a high-temperature EG leakage accident, with 20 Fire Brigade of Changzhou City to conduct comprehensive fire
participants, including process team members and department emergency training.
managers. By regularly conducting emergency drills, the company
tests employees' emergency response capabilities in a practical,
real-world context, promotes the construction of the emergency
management system, strengthens the emergency response
coordination mechanism, and reinforces the ecological and
environmental protection defense.
Practical Drills Fire Drill
On April 27, 2025, the company organized a practical drill with On August 21, 2025, the company conducted a photovoltaic fire
the theme of "Material Package Collapse and Human Crushing," drill. A simulated fire point was set up in the inverter room, and
aimed at testing the feasibility of the emergency plan through the inspection personnel promptly detected the fire and immedi-
real-life scenarios and training the emergency rescue team's ately activated the emergency plan. Throughout the drill, all
practical capabilities. teams coordinated effectively, which successfully tested the
scientific and operational feasibility of the emergency plan.
Occupational Health and Safety Management System Certification Certificate of Zhuhai
During the reporting period, the Company continued to strengthen safety production management. A total of48,680 hours
of safety training were conducted throughout the year, with safety production investments amounting to RMB 1.35 million.
To effectively improve the emergency response capabilities for To improve the handling capabilities for hazardous chemical
Enhancing Emergency Response Capabilities high-temperature EG leakage accidents, on July 21, 2025, the leakage, ensure the personal safety of employees during produc-
Changzhou base conducted a drill on the on-site disposal plan tion, and reduce accident losses, on May 30, 2025, the company
Strengthen Emergency Drills to Enhance Response Capabilities. To improve safety and emergency management standards
for high-temperature EG leakage. The drill was carried out in a conducted a phenol-tetrachloroethane leakage drill. The partici-
and enhance emergency response capabilities, the company regularly organizes emergency drills for unexpected environmental
tense and orderly manner, with clear division of labor among the pants responded to the emergency promptly and effectively,
incidents. These drills focus on strengthening the ability to handle sudden situations. A total of 52 drills were conducted through- teams and excellent coordination, achieving the expected achieving the set objectives.
out the year, with 729 participants, covering various safety scenarios. This has effectively improved the contingency planning objectives.
system and enhanced employees' emergency response skills.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Optimize material allocation to strengthen emergency Through these drills, the Company further strengthened employees’ understanding of the hazardous characteristics of chemicals
support. All grassroots enterprises of the company have compre- and emergency response procedures, enhanced the self-rescue and mutual rescue capabilities as well as emergency response
hensively carried out emergency material inspections and invento- capacity of personnel in relevant positions, continuously improved the allocation of emergency supplies and on-site response
ries, systematically assessing the status of emergency personnel, mechanisms, and ensured that risks can be quickly and effectively controlled in emergency situations, thereby minimizing the
technology, materials, and equipment. Resources have been impact of chemical accidents on employee health and production operations.
optimized, and an emergency response system with both regular
and emergency capabilities has been established. Grassroots enter-
prises have promptly replaced near-expiry materials, ensuring that
the existing emergency supplies are intact, sufficient, and within
their validity period.
Strictly Control Chemical Risks
The Company strictly complies with the Law of the People’s Republic of China on Work Safety, the Regulations on the Safety
Management of Hazardous Chemicals, the Regulations on the Administration of Precursor Chemicals, and the Measures for the
Public Security Administration of Explosive-Prone Hazardous Chemicals. During the reporting period, the Company issued the
Provisions on the Safety Management of Hazardous Chemicals in the Technology Center to further standardize the safety manage-
ment of hazardous chemicals in research and development and analytical testing, and to ensure safe use and disposal.
The Company attaches great importance to personnel safety and emergency response capability building in chemical operations,
integrates Environment, Health and Safety (EHS) management requirements throughout the entire chemical use process, imple-
ments full-chain safety management for hazardous chemicals under the “one matter, one chain” approach, and strengthens tiered
control of major hazard sources and accountability assignment. Each base completed hazard identification and rectification and
achieved dynamic risk control, with a 100% rectification rate for hazardous chemical hazards throughout the year. In response
to emergencies such as chemical burns, the Company regularly organized special emergency drills, simulating key procedures
including on-site cordoning, personnel evacuation, emergency flushing, casualty rescue, information reporting, and medical
transfer after an accident, in order to test the operability of emergency response plans and the efficiency of on-site coordination.
Management Management focus
module
Personnel handling hazardous chemicals must receive specialized training and be familiar with the hazard- Hazardous chemical burn drill site in May 2025 Hazardous chemical burn drill site in November 2025
Training and ous characteristics of hazardous chemicals, fire emergency response, occupational protection, and leak
education prevention and response. Safety engineers shall organize at least one annual training session on hazardous
chemicals expertise.
Designated personnel shall be responsible for requisition and collection, and a requisition register shall be
established. Precursor chemicals and explosive precursor chemicals shall be collected by two persons in
Collection
quantities limited to the amount required for the same day’s experiment, and any remainder shall be
Promoting Democratic communication
management
returned on the same day. Chemicals may be released from storage only when accompanied by an MSDS
and complete labeling (“one document, one label”).
The Company adheres to a democratic management system for factory affairs disclosure under the unified leadership of Party
organizations, administrative operation, disciplinary inspection and supervision, day-to-day responsibility of labor unions, and broad
A usage register shall be established to record information such as time of use, chemical name, quantity employee participation, continuously deepens democratic management, advances factory affairs disclosure, and effectively
Use control used, and remaining quantity. Precursor chemicals and explosive precursor chemicals shall be handled by at
safeguards employees’ rights to know, participate, express, and supervise.
least two persons during use, with one person operating and the other providing supervision.
Chemicals shall be stored by category and kept away from heat sources, ignition sources, and power Improve institutional safeguards. The Company has formulated the Staff Representative Congress System (Implementation
Storage sources. Chemicals with incompatible properties or requiring different firefighting methods shall not be Rules), clearly defining key matters such as the composition, powers, and rules of procedure of the Staff Representative Congress,
requirements stored together. Flammable and explosive chemicals shall be stored in explosion-proof cabinets, and effectively incorporating democratic management into the Company’s internal control management system and ensuring that
corrosive chemicals shall be stored in corrosion-resistant cabinets.
democratic management is rule-based and standardized in operation.
Deepen factory affairs disclosure. Upholding the principle of openness and transparency, the Company discloses matters of
Waste The hazardous waste management process shall be implemented in compliance with applicable regulations broad employee concern, including production and operation conditions, financial status, personnel appointments and removals,
disposal and standards.
as well as other hot, focal, and sensitive issues, through various channels such as the Company’s internal EIP system and bulletin
boards. By adopting both prior disclosure and post-event disclosure, the Company proactively accepts employee supervision and
enhances management transparency.
Emergency response plans shall be formulated, emergency rescue personnel and equipment shall be provid-
Emergency
disposal ed, and drills shall be organized regularly. In the event of an accident, the emergency response plan shall be
Strengthen labor union organizations. During the reporting period, the construction of labor union organizations at all levels of
activated immediately and reported to the Company’s security department.
the Company progressed steadily.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Enrich cultural life. The Company attaches importance to employees’ physical and mental well-being and cultural development.
During International Women’s Day, it organized a series of care initiatives, including miniature landscape making, health care activi-
ties, movie viewing, and the fun event themed “Showcasing Women’s Charm, Sharing Happiness Together”, creating a positive
atmosphere of caring for and respecting employees. On November 15, 2025, the Company organized employees to participate in
the “Discover Changzhou · 2025 Urban Orienteering Challenge”, enhancing employee cohesion and showcasing a positive and
progressive spirit through teamwork and sports competition.
On November 13, 2025, Changzhou On December 8, 2025, Zhuhai Base On December 24, 2025, the company
Base held the first trade union held the third Plenary meeting of held the fourth member Congress of
Congress and workers' Congress, the third trade union member the trade union to elect a new trade
deliberated and adopted relevant Congress to further strengthen the union team. Yan Xianjun, Secretary of
documents, and elected the trade participation of workers and the the Party Committee and chairman of "Discover Changzhou 2025 City "Discover Changzhou 2025 City Women's Day "Graceful Women, Joyful
Orienteering Challenge" Orienteering Challenge" Togetherness" Team Building Event
union committee, the fund review protection of their rights and the board of directors of the company,
committee, the labor mediation interests. put forward the requirements of "the
committee and the women workers' same direction of strategy, the same
committee to lay a solid foundation frequency of reform, the same heart
for the standardization of of workers and the same creation of
grass-roots trade unions. brands".
Delivering Employee Care Women’s Day Movie
Screening Activity
Women's Day Wellness
Initiative
Women’s Day Miniature Landscape
Making Activity
The Company attaches great importance to employee care and support, and continues to improve assistance mechanisms for
employees in need and health support systems, effectively enhancing employees’ sense of fulfillment and well-being.
Targeted support for employees in need. Throughout the reporting period, the Company implemented multifaceted
employee assistance programs, extending aid to
ill employees. Through these concrete support measures, the Company effectively alleviated practical hardships for employees
and their families while delivering organizational warmth and care.
Ensuring quality and safety
Improving the quality management system
The Company is committed to establishing and continuously enhancing its product quality management system. Through
end-to-end, systematic institutional development and process optimization, it has laid a solid foundation for delivering exceptional
product quality.
During the report period, the Company has formulated the 2025 Quality Objectives and Management Plan.
The Company passed the ISO 9001 recertification audit and expanded the scope of quality management system certification to
include the Zhuhai base’s 500,000-ton PET business and 50,000-ton PETG new materials business. It also tracked updates to
national standards for bottle-grade PET and formulated, updated, and improved PET product quality standards. The Company
exercised strict control over product quality and engaged authoritative third-party testing institutions to conduct annual inspec-
tions, confirming that its products complied with national standards and related requirements of U.S. FDA . By setting qualification
rate targets for various raw materials, auxiliary materials, and packaging materials, the Company strictly controlled quality risks at
The Company cares for employees in need and delivers the warmth of the organization through in-person support. the source, ensured production stability and product reliability, and enhanced customer satisfaction.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Optimizing system management and preventing and mitigating risks. In response to the increase in complaints related to
sea freight packaging, the Changzhou base carried out a special improvement initiative, developed quality supervision and inspec-
tion checklists for sea freight packaging and tank trucks, and refined the management requirements for in-vehicle samples; the
Zhuhai base organized comprehensive inspection and rectification measures to address impurity risks during the sea freight
packaging process.
Advancing improvement projects and enhancing quality competitiveness. The Changzhou base tackled and resolved the
issue of negative deviation in truck scale measurements and optimized the daily maintenance process; it also promptly identified
and addressed the hidden risk of holes in the connecting fabric bag between the pelletizer drying box and the vibrating screen. In
mid-to-late September 2025, the Changzhou and Zhuhai bases organized lean improvement project evaluations, with each base
selecting two high-quality projects.
Carrying out internal and external exchanges and expanding industry influence. The Company strengthened its work on
the value assignment of national standard samples for bottle-grade polyester chips at Yizheng Chemical Fiber; the Changzhou base
also carried out special quality communication activities for outsourced personnel in response to quality-related issues.
Organizing knowledge competitions and consolidating the quality foundation. The Company actively organized all employ-
ees to participate in the National Total Quality Management Knowledge Competition for Enterprise Employees, achieving a partici-
pation rate of 84.67% and an average score of 96.44.
Standardizing Product Identification Management
The Company formulated the Product Identification and Traceability Control Procedure, setting out specific requirements for
Zhuhai Base Quality Management Changzhou Base Quality Management
System Certi?cate System Certi?cate product identification to ensure that information such as product composition, specifications and models, and production batches
is accurately labeled, thereby facilitating quality traceability and customer identification.
During the reporting period, the Company did not record any violations related to product and service information labeling.
During the reporting period, the coverage rate of the Company’s ISO 9001 quality management system certification reached
Optimizing Customer Service
Building a Solid Foundation of Quality Development Improving the customer complaint handling mechanism. The Company formulated the Customer Complaint Handling Proce-
The Company thoroughly implemented the Outline for Building a Quality Nation and the arrangements for Quality Month activities, dure, clearly defining the customer complaint handling process and related responsibilities to ensure that customer feedback is
adhered to quality improvement as the core, full participation as the foundation, and improvement and innovation as the driving addressed effectively and promptly. The handling process covers six stages, namely acceptance and registration, cause analysis,
force, and systematically advanced key tasks such as cultivating quality awareness, strengthening skills training, optimizing and classified handling, final disposition, customer response, and corrective and preventive actions, thereby achieving closed-loop
improving systems, and implementing improvement projects, thereby continuously consolidating the foundation for quality devel- management of complaint handling.
opment and providing strong support for the Company’s high-quality development.
Establishing a product recall mechanism. The Company formulated the Product Recall Control Procedure, clearly defining the
Strengthening communication and training to enhance quality awareness. The Company gave full play to the role of various
triggering conditions, organizational process, and handling measures for product recalls. When a product is found to have quality
media platforms, including newspapers, websites, social media, mobile platforms, and screens, and carried out quality communica-
defects or safety hazards, the recall procedure is initiated, including product recall proposal, establishment of a recall team, prepa-
tion through DCS screens, elevator advertisements, and display boards in canteens and workshops. It also systematically organized
ration of a recall plan, launch of the recall, handling of recalled products, corrective actions and improvements, and recall
training on quality knowledge and skills. At the Changzhou base, the Company conducted special study sessions on the Outline
reporting.
for Building a Quality Nation and specialized training on PET export tank truck control and product quality standards, while the
Zhuhai base organized quality awareness training under the theme of “Product Quality Is No Small Matter.” During the reporting period, the Company did not experience any product recall incidents.
Organizing skills competitions to strengthen professional Deepening customer satisfaction management. Upholding the principle that quality is the core competitiveness for an enter-
capabilities. During the reporting period, the Changzhou base prise’s survival and development in the market environment, the Company remains committed to providing customers with
held the “Runxincai” Craftsman Cup Chemical Inspector Opera- high-quality services in a dedicated and responsible manner, and organizes customer satisfaction surveys to continuously improve
tional Skills Competition and the Electromechanical and Instru- customer service standards.
ment Maintenance Skills Competition. During the reporting period, the Company received a total of 4 complaints related to products and services, all of which were
responded to and handled in accordance with relevant requirements, resulting in a 100% complaint handling rate. Among them,
customer satisfaction reached 96.60% for PET and 94.83% for PETG.
Carrying out compliant and honest marketing. The Company strictly complies with laws and regulations such as the Law of
the People’s Republic of China on the Protection of Consumer Rights and Interests and the Advertising Law of the People’s Repub-
lic of China, and ensures compliance by improving institutional frameworks and standardizing business processes. In business
activities such as contract signing and product promotion, the Company strictly abides by all applicable laws, regulations, and
internal rules, provides customers with objective and truthful information, rejects false publicity, and avoids exaggeration, risk
The 4th “Runxincai” Craftsman Cup Chemical Inspector Operational Skills concealment, and excessive marketing, thereby fulfilling its responsibilities to customers.
Competition at China Resources Chemical Materials Changzhou Base During the reporting period, the Company did not record any violations related to marketing communication.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Providing Green Solutions By empowering customer growth through professional services and reinforcing the foundation of cooperation through deep collab-
oration, the Company continues to strengthen partnership stickiness, effectively helps customers enhance their competitiveness in
end markets, and drives the steady growth of order volume and market share for both parties, thereby achieving mutual success
Innovating Green Transportation Models in corporate development and customer value enhancement.
The Company has innovated its transportation models. During the reporting period, sea freight packaging transportation accounted
for one-third of the Company’s total annual deliveries, representing a year-on-year increase of 26.5%.
Sea freight packaging delivery covers the entire process, including preliminary planning and container loading, logistics vessel
schedule tracking, in-transit change monitoring, and receipt coordination with terminal plants. In response to contingencies such
as port congestion and container rollovers, vessel suspension, and shipping delays caused by weather conditions, the Company
has established a sound emergency response system and prepared multiple contingency measures in advance. To meet customers’
needs for frequent production plan adjustments due to peak and off-peak seasons, the Company rapidly assessed all available
options and made prompt decisions to adopt more cost-effective and flexible solutions, which were widely recognized by custom-
ers.
Terminal transport vehicles for sea freight packaging deliveries comply with China VI fuel standards or new energy standards,
enabling a green, low-carbon, and environmentally friendly transportation model. This approach not only provides customers with
efficient and safe transportation services, but also enhances customer trust, creates value for customers, and helps protect the
blue planet. The model has effectively prevented disruptions to customers’ production lines and ensured the stable supply of down- Visit and exchange with Tricon, the core strategic partner for export
stream beverages.
During the reporting period, the Company received the “Core Supply Strategic Partner Award” from COFCO Coca-Cola Bever-
ages (Hebei) Co., Ltd.
Building a Responsible Supply Chain Network
Improving Supply Chain Management
The Company has established and implemented the Supplier Management Measures and continues to improve its supplier
management system. By identifying and controlling supplier performance risks and applying classified and tiered management, the
Company promotes the development of a stable, transparent, and sustainable supply chain system.
Adhering to transparent procurement. The Company follows the principles of fairness, openness, and impartiality in transac-
tions, signs the Sunshine Declaration with its partners, keeps reporting and supervision channels open, strengthens joint integrity
building, and works together to prevent commercial bribery and improper conduct.
Advancing a green supply chain. The Company has formulated the Work Plan for Green Supplier Evaluation to systematically
advance the implementation of green supplier evaluation. By specifying environmental protection requirements in contracts,
conducting regular on-site environmental reviews, and encouraging suppliers to obtain environmental product certifications, the
Company guides and promotes suppliers to improve their environmental management capabilities and works with partners to
advance the green and low-carbon transition.
Improving procurement governance mechanisms. The Company continues to improve its procurement management system,
enhance the efficiency of procurement processes, and strengthen compliance awareness and the execution of institutional requirements.
Enhancing Digitalization and
Transparency
Launching Bulk Materials Trading
Platform; Promoting SRM System
Management; Applying for E-Procure-
ment CA Accounts; Advancing Digital
Procurement Process for Miscella-
neous Materials.
Customized Supply Chain Solutions
As a supplier to Tricon, a core strategic partner in the export market, the Company focuses on its key needs for raw material stabili- Conducting Procurement
Improving procurement
ty, timely delivery, and cost competitiveness. Through regular senior management engagement, periodic visits, and in-depth management system Training Programs
meetings, the Company accurately identifies the personalized standards of end customers in areas such as intrinsic viscosity,
transparency, and environmental certification for bottle-grade polyester chips, ensuring a high degree of alignment between
product supply and end-market demand.
Building a standardized and transpar- Enhancing Procurement Strengthening Compliance Awareness
The Company conducts in-depth analysis of trade policies in target end markets and accurately captures key rules such as
ent procurement system Process E?ciency and Policy Implementation
anti-dumping duty rates and tariff preference terms, thereby providing customers with tailored integrated supply chain solutions. Revising and Issuing Procurement Organizing A nnual B id d ing and
It has innovatively adopted a flexible trading model combining annual long-term contracts with batch performance under spot Management Regulations; Introducing Procurement Training, Specialized
orders, effectively helping customers hedge against raw material price fluctuations and strengthen their cost advantages. In Procurement Committee Rules and Operation Training, and Online Policy
Procurement Management Manual; Training.
parallel, the Company provides professional technical guidance throughout the entire process to ensure the stable operation of Establishing Special List Management
end customers’ production processes and support improvements in production efficiency and product quality. Mechanism.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Output results/
Supplier Management Standard Process Control links Risk points/Key Focus Areas Main measures management tools
Establishing Supplier Admission Mecha-
nism；
Non-compliant Supplier Qualifica-
Strictly reviewing supplier qualifications, Supplier Admission Review
Trial Process Supplier tions, Insufficient Performance
capabilities, and credit information; Records, Supplier Database,
Admission Capacity, Potential Quality and
conducting multi-dimensional assessments Qualification Archives.
EHS Risks.
of key suppliers to ensure reliable sources
and qualified quality.
Registration Commercial Admission
Entry Verification
Application Review Review
Implementing Supplier Classification and
Grading Management
Supplier Classification Key Supplier Disruption Risks,
Managing suppliers by importance level Classification and Grading List,
and Grading Unstable Supply Chain Structure,
Technical Management Dispersed Control Resources.
(Categories A/B/C/D);implementing focused Qualified Supplier Register.
Review System Supplier control for core suppliers and differentiat-
Database ed management for general suppliers.
Exceptional Evaluation
Establishing Dynamic Assessment Mecha-
Delivery Delays, Quality Abnormali- nism Supplier Assessment Score
Routine Procurement Supplier Performance
ties, Insufficient Service Capability, Evaluating suppliers from dimensions of Sheets, Performance Monitor-
Application Assessment
Unstable Performance. quality, commerce, and on-site management; ing Records.
regularly reviewing contract performance.
Procurement Implementing Supplier Evaluation Manage-
Qualified Supplier Regular Supplier ment
Committee Evaluation
List Review Supplier Evaluation
Supplier Risks Not Timely Identified, Classifying suppliers as Excellent, Good, To Annual Supplier Evaluation
Declining Partnership Quality, Non-trans- Be Rectified, or Unqualified based on annual Results, Qualified/Blacklist
Management
parent Performance. comprehensive assessment scores; updating Register.
qualified supplier list and cooperation strategies
accordingly.
Supplier Rectification
Establishing Supplier Exit Mechanism
Defining clear exit standards and procedures;
Inefficient Long-term Partnerships,
Supplier Exit implementing exit management for unquali- Supplier Exit Records, Exited
Supplier Exit Persistent Non-compliant Suppliers,
Mechanism fied, poorly managed, or seriously non-com- Supplier List.
Risk Transmission to Production.
pliant suppliers to reduce systematic supply
chain risks.
Strengthening Supplier Blacklist Management
Bid Rigging, False Documentation, Establishing supplier blacklist system; banning
Blacklist Supplier Database,
Supplier Blacklist Major Contract Breaches, Safety and seriously non-compliant suppliers; blacklist-
Banning Mechanism, Non-com-
Management Environmental Incidents, Integrity ed suppliers ineligible for cooperation within
pliance Disposal Records.
Risks. 5 years; identifying and controlling risks of
affiliated companies.
Strengthening Risk Management
Promoting Integrity and Compliance Partnership
The Company attaches great importance to supply chain Adhering to principles of fairness, impartiali-
Integrity and Integrity Agreements, Reporting
security and resilience, and integrates supply chain risk Compliance
Commercial Bribery, Unfair Competi- ty, and transparency; strengthening procure-
Channels, Supervision
tion, Non-compliant Transaction Risks. ment process supervision; reinforcing
management throughout the entire process of supplier Partnership Mechanism.
integrity partnership through agreement
admission, evaluation, cooperation performance, perfor- constraints and reporting mechanisms.
mance assessment, and exit management, while continu-
ously improving its supplier management system. Adhering Enhancing Supplier Records and Informa-
to the management principles of openness and transparen- tion Management
Supplier Records Information Gaps Leading to Untrace- Establishing supplier records management Supplier Archives Database,
cy, fair competition, honesty, and good faith, the Company
and Information able Risks, Inability to Review Supplier system covering admission documents, Risk Record Ledger, Informa-
strengthens the prevention and control of compliance, Management Historical Performance. assessment records, evaluation results, and tion Traceability System.
quality, delivery, and EHS risks in the supply chain through rectification status; achieving full life cycle
traceability management.
classified and tiered management, dynamic evaluation
mechanisms, and blacklist control measures, thereby
Improving Supply Chain Communication and
building a stable, reliable, green, and sustainable supply
Collaboration
chain ecosystem and ensuring the stable operation of Supply Chain Insufficient Collaboration and Coordina- Optimizing supplier communication mecha- Supplier Mutual Visit Records,
production and business activities. Communication and tion, Information Asymmetry, Low nisms; gathering opinions and suggestions Satisfaction Surveys, Collabora-
Collaboration Supply Chain Efficiency. through regular mutual visits and satisfaction tive Improvement Mechanism.
surveys; enhancing cooperation efficiency
During the reporting period, the Company organized a total and stability.
of 58 hours of ESG training for suppliers, covering 196 Driving Risk Rectification and Optimization
participant attendances. Implementing rectification tracking for
Risk Rectification Inadequate Problem Rectification, Rectification Closed-loop Records,
suppliers to be improved; taking measures
and Optimization Recurring Risks. Grade Adjustment Mechanism.
of downgrade, suspension, or elimination
for suppliers with inadequate rectification.
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Deepening Harmonious Community Development
Deepening strategic cooperation
The Company proactively engages with external stakeholders including local governments, industry partners, universities, and
research institutions, and continues to deepen government–enterprise collaboration, industry–academia–research integration, and
industrial chain cooperation to jointly promote technological progress and high-quality industry development. While actively
integrating into local economic development, the Company fully leverages both internal and external resource advantages to
achieve mutual benefit and win-win outcomes, and continues to contribute the strength of China Resources Chemical Materials to
regional economic and social development and the green transformation of the industry.
Deepening university–enterprise cooperation and jointly Leveraging association resources to enhance industry
pursue innovation-driven development influence
Company leadership led delegations to China Plastics Processing The Company actively integrates into the industry ecosystem by
Industry Association, Jiangnan University, Hunan University of becoming a member of the China Pharmaceutical Packaging
Technology, and other higher education institutions for discus- Association, participating deeply in the formulation of industry
sion and exchange, with a view to advancing university–enter- standards and policy discussions, and closely following development
prise cooperation and joint R&D. The parties jointly explored the trends in the pharmaceutical packaging sector. At the same time,
applications and development trends of packaging materials in the Company was recognized as one of the “Top 100 Packaging
the food, pharmaceutical, and cosmetics industries, while actively Enterprises” by the China Packaging Federation, demonstrating
seeking potential collaboration opportunities in the packaging its overall strength and brand position in the packaging industry
materials field. and continuously enhancing its industry influence and voice.
Participated in the 12th World Congress of Chemical Engineering and
deepened industrial collaboration
On July 14, 2025, China Resources Chemical Materials, together with China Resources Pharmaceutical, participated in the 12th
World Congress of Chemical Engineering (WCCE12 & APCChE2025). Under the theme of “Biochemical Technology for a Healthier
Future,” the two companies showcased the innovative applications of core products such as differentiated PET and PETG in the
fields of medical devices and medical packaging. They also further deepened integrated cooperation between the chemical and
pharmaceutical industries, jointly advancing the development of high-purity, high-performance polyester materials and contributing
“China Resources strength” to the coordinated development of the global chemical and pharmaceutical industries.
Promoting industry development
The Company continues to deepen exchanges and cooperation with new materials enterprises, while strengthening systematic
research and forward-looking planning across the new materials industry chain. Leveraging the diverse application-scenario
resources of China Resources Group, it works in close coordination with CRB, CR Double-Crane, CR Pharmaceutical Business,
NIGALE and CR Beverage to further identify high-quality new materials project opportunities and promote industrial synergy and
value co-creation.
Participated in the 37th International Exhibition on Plastics and
Rubber Industries and deepened customer collaboration
On April 15, 2025, the 37th China International Exhibition on Plastics and Rubber Industries (CHINAPLAS 2025) opened at Shenzhen
World Exhibition & Convention Center (Bao’an). As a leading enterprise in the polyester materials sector, China Resources Chemical
Materials participated in the exhibition with its core products, showcasing innovative achievements under the theme of “Harnessing
the Power of Technology to Shape a Better Life.”
｜ Acting for Good, Building a Harmonious Society ｜ ｜ Acting for Good, Building a Harmonious Society ｜
Participated in the 8th China International Import Expo and Public Welfare Education Support to Deliver Warmth
signed multiple procurement agreements
The “A Marathon for a Bag of Milk” charity event
From November 5 to 10, 2025, China Resources Chemical Materials participated in the 8th China International Import Expo, where In May 2025, the Company organized a team of 56
it signed procurement agreements with three internationally renowned chemical companies to ensure the stable supply of key raw employees to participate in Changzhou’s 12th “A
materials and strengthen industrial chain collaboration. Meanwhile, at the “Buyer’s Corridor,” the Company showcased its R&D Marathon for a Bag of Milk” charity event. Despite
achievements in advanced polymer materials, as well as its achievements in green and low-carbon innovation, through a combina- temperatures reaching 32°C, they completed a
tion of physical exhibits and graphic displays, attracting many international partners to stop by and engage in discussion. 26-kilometer walking challenge to raise funds for milk
donations to children in need. Since 2020, the
The Company actively participates in professional Company has participated in this event for six consec-
exchange activities such as international plastics utive years, and in 2025 it was awarded the honorary
and rubber industry exhibitions, the Nylon Industry plaque of “Caring Organization.”
Development Summit Forum, and the Special
Engineering Plastics Industry Summit, while
strengthening communication and interaction with
professional institutions in fields including nylon,
film materials, semiconductor materials, and
pharmaceutical materials. By continuously tracking Red Education for Soul-building and Empowerment
industry development trends and cutting-edge technological directions, the Company lays a solid foundation for extending the
industrial chain and advancing a diversified business layout. Carrying Forward the Spirit of Resistance and Strengthening the Enterprise
in Service of the Nation
In August 2025, the Changzhou Base organized 80 Party members, officials, and
frontline employees over three consecutive days to watch the film Dead to Rights.
Contributing to rural revitalization Through the film, they revisited the history of the 1937 Nanjing Massacre, drew inspira-
tion from the fighting spirit of the forebears, and transformed their patriotism and
The Company actively responds to the national strategy for rural revitalization, proactively integrates into the Group’s rural revital- aspiration to build a strong nation into concrete actions to advance the Company’s
ization framework, and continues to deepen designated assistance and cooperative development efforts to support improvements reform and development.
in rural infrastructure and industrial development.
Remembering History, Strengthening Conviction, Carrying Forward the
Supporting the development of Hope Towns. During the reporting period, the Company continued to assign young key Legacy, and Courageously Shouldering Responsibility
employees to Yimeng China Resources Hope Town to participate in township construction, thereby contributing the strength of In September 2025, the Company organized more than 90 employees at its Changzhou
China Resources Chemical Materials to rural revitalization and common prosperity. Base to watch the film Evil Unbound, in order to further study and implement the
guiding principles of President Xi Jinping’s speech at the conference commemorating
Deepening consumption-based assistance initiatives. The Company actively participated in the 2025 “Central SOEs Spring the 80th anniversary of the victory of the Chinese People’s War of Resistance Against
Festival Consumption Assistance Campaign,” purchasing RMB 102,200 worth of agricultural support products, including RMB Japanese Aggression and the World Anti-Fascist War, draw lessons from history, and
Group. It also participated in the joint consumption assistance initiative “Pooling Strength to Enrich the People and Boost Agricul-
ture” organized by China Resources Group, China National Nuclear Corporation, and COMAC. During the fourth “Central SOEs Spring
Festival Consumption Assistance Campaign,” the Company made cumulative purchases of RMB 319,200, including RMB 129,000
of products from Haiyuan County, Ningxia, a county assisted by China Resources Group, and RMB 190,200 of agricultural products
from Pingshan County, Shijiazhuang City, Hebei Province, a county assisted by other central enterprises and national ministries. Voluntary Blood Donation to Safeguard Life
Carrying out industrial assistance cooperation. Since 2021, the Company has provided industrial assistance to Guangchang Charity Blood Donation Activity in Changzhou
County Changsheng New Materials Co., Ltd. in Fuzhou City, Jiangxi Province, supporting the company’s development through raw In March 2025, the Company organized employees to visit the Changzhou Central Blood
material supply assurance, technical support, and joint Party-building initiatives. Station to participate in the public welfare blood donation campaign themed “Donate
Blood in Youth, Volunteer for the Future.” Party members took the lead and employees
During the reporting period, the Company helped Guangchang County Changsheng New Materials Co., Ltd. reduce raw material responded actively, taking practical action to help sustain lives.
procurement costs by approximately RMB 120,000.
“Little Green Orange” Volunteer Blood Donation Campaign
In September 2025, the Company organized 48 “Little Green Orange” volunteers to
Fulfilling social responsibilities participate in a public welfare blood donation campaign.
The Company consistently upholds a social responsibility philosophy of “people-oriented development and acting for the greater
good,” closely linking corporate development with social well-being. It actively engages in public welfare and charitable initiatives, Voluntary Blood Donation Activity at the Zhuhai Base
giving back to society, serving communities, and caring for employees through concrete actions. From red education to urban In September 2025, the Zhuhai Base organized eight employees to participate in the
culture, and from voluntary blood donation to education assistance, the Company measures responsibility through action and third voluntary blood donation campaign of China Resources Group, themed “Donate
conveys warmth through dedication, striving to become a corporate citizen with compassion, accountability, and a strong sense of Blood in Youth, Volunteer for the Future,” helping carry life forward with their blood
social commitment, while joining hands with all sectors of society to build a better future. donation.
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Pursuing Thriving Governance, 03
Advancing Together toward a
Sustainable Future
China Resources Chemical Materials consistently upholds high-quality
development as its strategic guiding principle, systematically advanc-
ing key tasks including standardized governance, deepened reform,
core business enhancement, and technological innovation. By contin-
uously optimizing its governance structure and efficient operating
mechanisms, the Company steadily strengthens its risk prevention
and control capabilities and decision-making standards, comprehen-
sively enhances its corporate governance capacity and modernization
of governance, and lays a solid foundation for its sound and sustain-
able development.
Key Indicators
Held 4 shareholders’ meetings
Held 9 Board meetings
Overall completion rate of state-owned enterprise reform tasks: 100%
Zero incidents of commercial bribery and corruption
Full employee coverage of anti-corruption training
UN SDGs
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Enhancing the effectiveness of Strengthening investor relations
corporate governance Strengthening information disclosure
The Company strictly complies with laws, regulations, and regulatory requirements relating to information disclosure, and adheres
Standardizing corporate governance to the principles of truthfulness, accuracy, completeness, timeliness, and fairness. It coordinates the preparation and disclosure of
periodic reports, ad hoc announcements, and other documents, and fully and promptly discloses its operating conditions and
The Company continues to improve its modern corporate governance system and advance the deep integration of Party leader- progress on major matters to investors, thereby effectively safeguarding the right of all stakeholders to be informed.
ship with corporate governance. It has further strengthened its governance structure composed of the shareholders’ meeting,
the Board of Directors, the Board of Supervisors, and senior management, while continuously optimizing the division of powers Deepening investor communication
and responsibilities among governance bodies to ensure aligned authority and accountability, coordinated operation, and effi-
cient functioning. In accordance with relevant laws and regulations, the Company has formulated the Investor Relations Management Policy and
With its Articles of Association as the foundation, governance rules as the key, and internal policies as the basis, the Company improved its “4R” relationship management system covering investors, media, analysts, and regulators. During the reporting period,
continues to enhance its governance system, regularly conducts evaluations of Board operations, and improves the standardiza- the Company regularly carried out activities such as results briefings, investor reception days, institutional research visits, and
tion and effectiveness of Board performance. At the same time, it actively participates in the development of the CR Group’ s conference calls through a combination of online and offline channels, while also actively participating in regional collective
director talent pool, standardizes director appointment procedures, strengthens support for director performance, and continu- investor reception events and large-scale investment strategy conferences. The Company has established a dedicated investor
ously improves governance effectiveness. hotline and relies on the Shenzhen Stock Exchange’s Interactive Easy platform to respond promptly to investor concerns, thereby
During the reporting period, the operation of the Company’s governance bodies was as follows: effectively safeguarding the legitimate rights and interests of investors.
Governance Body Number of Meetings Matters Considered
The Company regularly monitors and analyzes changes in its shareholder base and responds promptly to investor inquiries. In
Considered and reviewed 389 matters of various types, including 36 ????, it provided responses to a total of ??? investor questions on the Shenzhen Stock Exchange’ s Interactive Easy platform. The
Party Committee 36 major operational and management matters subject to prior review replies were targeted and professional, e?ectively addressing investor concerns relating to business operations, ?nancial
performance, and other relevant matters. The Company also introduced more diverse forms of investor engagement by inviting
Chairman’s Special Meeting 29 Considered 64 agenda items Investor Relationship
investors and industry analysts to participate in interviews and site visits, and by conducting interactive exchanges through both
(IR) Management
online and o?ine channels. In addition, it held the ???? Annual Results Brie?ng to communicate clearly to the market the
General Manager’s Office Meeting 27 Considered 114 agenda items Company’ s performance highlights, industry insights, and strategic plans, thereby strengthening investor con?dence.
Board of Directors 9 Considered 46 resolution items
Board of Supervisors 7 Considered 21 resolution items
The Company maintains regular communication with industry analysts to share updates on its business operations and industry
developments, helping analysts gain an accurate understanding of the Company’ s development trajectory and promoting
Shareholders’ Meeting 4 Considered 14 resolution items
deeper research and understanding of the Company in the capital market. Through ?nancial public relations introductions,
Analyst Relationship
performance brie?ngs, and active reception of research visits, the Company continues to expand its network of new securities
Board Specialized Committees 16 2 meetings of the Strategy and Sustainability Committee, 2 meetings (AR) Management
?rms and analysts, while continuously improving and enriching its chemical industry analyst contact directory.
Optimizing the structure of the Board of Directors and its specialized committees. Adhering to the principles of proactive communication and active relationship maintenance, the Company maintains sound
cooperative relationships in its daily operations with government authorities, the Jiangsu Bureau of the China Securities
During the reporting period, the Company’s Board of Directors included three independent directors, accounting for one-third of Regulatory Commission, the Shenzhen Stock Exchange, China Securities Depository and Clearing Corporation Limited, listed
the Board, in compliance with the relevant requirements of the Company Law of the People’s Republic of China and the Code of Regulator Relationship company associations, the media, and other listed companies, thereby creating a favorable external environment for its business
Corporate Governance for Listed Companies. The Board members possess professional backgrounds in accounting, finance, (RR) Management operations and development. At the same time, it e?ciently prepares and submits various reports and documents required by
regulatory authorities and intermediary institutions, ensuring smooth coordination with external organizations.
economics, chemical engineering, and other fields, as well as extensive industry experience, providing strong support for the
Company’s strategic decision-making and sound operations.
The Board has established four specialized committees: the Audit Committee, the Strategy and Sustainability Committee, the Nomi-
nation Committee, and the Remuneration and Appraisal Committee. These committees have clearly defined responsibilities and
operate in a standardized manner. Among them, the Audit Committee and the Remuneration and Appraisal Committee are
composed primarily of external directors, effectively strengthening the independence and professionalism of oversight and enhanc-
Standardizing the management of inside information.
ing the standard of corporate governance and the quality of decision-making. The Company has established a management mechanism for insiders, standardized the process for external information reporting,
and strengthened public opinion monitoring and risk control to promptly grasp market feedback and industry trends, thereby
continuously fostering a transparent and prudent image in the capital market.
During the reporting period, the Company released a total of 123
disclosure documents; successfully received one on-site visit
and survey by regulatory authorities; actively participated in four online and offline professional training and exchange activities
organized by regulatory authorities and relevant platforms; completed more than 10
feedback submissions on survey question-
naires and special tasks assigned by regulatory authorities; disclosed records of five investor communication activities; and estab-
lished communication channels with a cumulative total of 70 securities firms, investment institutions, and other stakeholders,
while also creating a chemical industry analyst contact directory covering a total of 109 contacts.
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Strengthening the integration of Party building with business operations to support
Ensuring full and rigorous Party self-governance
The Company’s Party Committee adheres to Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era as its guiding
production and operational performance
principle, thoroughly implements the overall requirements for Party building in the new era, and closely aligns its efforts with the “Six Refine- Party branch secretaries take the lead in tackling key challenges through the implementation of the “Secretary Project.” The annual Party-building
responsibility agreement sets out tailored targets, and Party branch secretaries give full play to the “lead goose effect” by taking the lead in addressing
ments Strategy” and key tasks. Centered on the main line of “precise theoretical guidance, education-based team strengthening, difficult issues that constrain development. Party members are encouraged to strive for excellence through the establishment of a “post-area-team”
spirit-centered cultural cultivation, and practice-based effectiveness testing”, it has established an ideological and political work system excellence framework, including Party member demonstration posts, Party member responsibility areas, and Party member vanguard teams. The
that promotes the effective implementation of Party building at the grassroots level and its deep integration into frontline business opera- Party-building themed campaign of “Strengthening Reform and Achieving Targets” is carried out in depth, with specific tasks further refined and
tions. broken down, supported by a performance tracking and effectiveness evaluation mechanism featuring monthly follow-up and quarterly reporting. With
a focus on cultivating a team of Party affairs personnel who “understand Party building, understand business, and understand management; can
speak, can write, and can deliver; and demonstrate strong political competence, professional capability, and work discipline,” efforts are being made
Explore the establishment of a “thematic research + action learning” working mechanism, under which members of the Party committee
to explore and establish a “Five-Type Secretary” development framework featuring leadership-oriented, problem-solving, service-oriented, innova-
leadership team take the lead in carrying out targeted research at the grassroots level to advance strategy implementation. In 2025, six tion-driven, and integrity-focused secretaries.
research projects covering key areas such as cost reduction and efficiency improvement, technological innovation, organizational restructur-
ing, safety, and environmental protection were promoted and implemented. The “Chemical Materials Development Forum” was carried Lead Geese Take Charge at the Forefront
out to build a mechanism of “discussion – collection – transformation – incentive”, fostering a strong atmosphere for lean improvement.
The “Six Refinements” Management Lecture Series was launched to enhance the capability and initiative for strategic execution through
lectures, case analysis, interactive discussions, and simulation exercises.
Strengthening benchmark leadership and stimulating the momentum for striving
the“Chemical Materials
Cost-E?ciency Pioneer Team
the Lean Production
o?ine interactive discussion for excellence
Development Forum” Exchange Seminar
The Company deepens the education and management of Party members and gives full play to their vanguard and exemplary role. It carries out the
“Firm in Original Aspiration, Advancing with Run Material” political birthday activities for Party members, using the “Five Initiatives” to awaken their
original aspiration for joining the Party and strengthen Party consciousness; organizes the “Party Emblem Shines, Posts Shine” activity for Party
members to display their identity, inspiring their awareness to take the lead and set an example; launches the “Pioneers Taking the Lead, Tackling
Consolidating the foundations at the primary level and strengthen the role of Challenges on the Front Line” commitment-fulfillment activities, encouraging Party members to charge ahead, conduct research, and take action on
the front line; and conducts the “Run Material Pioneers Leading the Way and Making Contributions” campaign for Party members to strive for
grassroots Party organizations as strongholds for action excellence, selecting model Communist Party members on a quarterly basis, identifying advanced Party member role models across different periods
In step with business development, the setup of grassroots Party organizations is dynamically optimized, leadership teams are carefully and levels, commending and publicizing them, and promoting Party members to play a demonstrative and leading role in production and business
operations, thereby making their vanguard and exemplary role concrete and visible.
selected and strengthened, and full coverage of Party organizations and Party work is achieved. The requirements of “dual cultivation and
one delivery” are implemented, strict quality control is maintained in Party member development, and capacity-building training is carried
Reinvigorated and united for breakthroughs
out for Party branch secretaries and Party affairs personnel. Full implementation of the systems for the “Three Meetings and One Class,”
themed Party Day activities, and organizational life meetings is ensured, while closed-loop management of organizational activities through
“planning–filing–documentation” is promoted to enhance the standardization and effectiveness of grassroots work.
Building Party-building brands and creating distinctive identities
The Company’s Party Committee has established the core Party-building brand “RUN CAI”, exploring the implementation of the “Five Leadership”
the themed Party Day activity on“Enhancing initiatives of banner leadership, fortress leadership, leading by example, pioneer leadership, and development leadership. Highlighting the characteris-
Con?dentiality Awareness and Strengthening the meeting for collective interviews with commend Advanced Primary-Level Party tics of each base, the Changzhou base has created the sub-brand “RUN YOU CAI”, while the Zhuhai base has established the sub-brand “RUN XING
Information Security Safeguards” prospective Party members Organizations
CAI”. At the same time, by promoting coordination among mass organizations, the Company has also developed the labor union brand “RUN JIANG
CAI” and the youth league brand “RUN QING CAI”, forming a “1+N” Party, labor union, and youth league brand system that resonates together and
works in synergy.
“1+N”Party
the themed Party Day activity on“Protecting the
Yangtze River Environment and Building a Better the seminar on the special initiative to strengthen
the July ? Themed Party Day Activity the inheritance of red genes
Home Together”
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Deepening State-Owned Enterprise Reform Upholding Business Compliance Principles
Implementing the requirements of the State-owned Assets Supervision and Administration Commission of the State Council and
advancing the reform deepening and enhancement initiative. Strengthening Integrity Safeguards
The Company strictly complies with laws and regulations on anti-commercial bribery, strictly prohibits any form of bribery, corrup-
Strengthening organizational support. tion, and improper transfer of benefits, and requires all employees and partners to jointly uphold an honest and clean business
Following organizational restructuring, the Company continued to optimize the composition of the “Reform Deepening and Enhancement Initiative environment. To effectively prevent and combat corruption, the Company has established a rigorous integrity risk prevention and
Leading Group” and the “Promotion Working Group”, covering 12 departments, business units, and affiliated institutions. Functional lines coordinate control mechanism. Through annual risk assessments and quarterly monitoring, it continuously evaluates the risks of commercial
and collaborate to ensure that reform responsibilities are implemented at every level.
bribery and corruption, and requires employees and key partners to sign the Integrity and Compliance Commitment Letter to
strengthen awareness of integrity in professional conduct.
Advancing reform implementation.
In December 2025, the Company convened a special meeting on the “Double Hundred Action” and the Reform Deepening and Enhancement Initiative,
Compliance complaint and whistleblowing handling mechanism
conveying the spirit of higher-level meetings, publicizing the assessment and diagnostic evaluation report, and focusing on optimizing assessment
The Company has established a standardized, transparent, and confidential mechanism for handling compliance complaints and whistleblowing,
indicators to enhance the effectiveness of reforms.
forming a seven-step closed-loop management process of “centralized acceptance, classified preliminary verification, joint investigation, timely
feedback, rectification supervision, standardized filing, and continuous improvement”. The mechanism is coordinated and managed by the Legal and
Leveraging demonstration effects. Compliance Department and strictly implements a five-working-day time limit for acceptance. The Company’s supervisory department is specifically
The Company achieved an “Excellent” rating in the Double Hundred assessment for both 2022 and 2023. It actively leveraged the demonstration and responsible for handling such matters and establishes dedicated working groups. Through nine detailed procedures including analysis and assess-
leading role of the Double Hundred Special Project, using the reform deepening and enhancement initiative as a key driver to improve the quality ment, classified handling, coordinated investigation, and follow-up on effectiveness, the Company ensures that every report receives a response and
and efficiency of business development, and contributing the experience of Chemical Materials to the reform of state-owned enterprises in the every issue is properly addressed, while maintaining strict confidentiality throughout the process and preventing retaliation, thereby promoting contin-
industry through benchmark practices. uous improvement in institutional optimization and risk prevention and control.
Completing reform tasks. Seven-Step Closed-Loop Management Process
The Company’s reform work ledger focuses on 13 major reform themes, comprising a total of 81 reform tasks. It undertakes 80% of the Phase Core Content
tasks in the Group’s reform ledger and has added 20% self-selected tasks, achieving an overall completion rate of 100%. Centralized Intake Dedicated email submission; 5-day acknowledgment
Triage & Preliminary Review Initial verification for case merit
Joint Investigation Legal & Compliance-led, cross-functional if needed
Building a value creation and strategic management system and comprehensively
promoting benchmarking against world-class management Timely Feedback Results reported to complainant post-investigation
The Company continues to deepen its benchmarking initiative against world-class management standards, focusing on coordinated Remediation Tracking Corrective plans with monitored implementation
advancement along two main lines: value creation and operational excellence.
In terms of value creation, the Company further optimized its value creation indicator system and established a quarterly tracking Confidential Documentation Full confidentiality; case files archived
mechanism to ensure dynamic control of indicators. At the same time, it aligned the analytical outcomes of the indicator system
with the preliminary research for the 15th Five-Year Plan strategy, providing support for development over the next five years. The Continuous Improvement Trend analysis for systemic risk prevention
Company convened multiple working group meetings to continuously refine working approaches and formulated a value creation
task list, clearly defining the responsible units and expected outcomes for each indicator. In addition, through internal and external
Nine-Step Detailed Handling Procedure
benchmarking research, it studied and drew on the experiences of advanced enterprises to promote continuous management
improvement. Step Core Content
In terms of operational excellence and digital develop-
Complaint Receipt /
ment, the Company initially established an operational
excellence indicator system and accelerated the devel- Analysis & Assessment Establish handling task force
opment of an integrated digital platform. The platform
was officially launched in September 2025, covering five Categorized Processing Based on jurisdiction, nature, severity, verification feasibility
key areas: procurement, marketing, production, opera-
tions, and finance. Cross-departmental data sharing Investigation Preliminary verification by investigation team
efficiency increased by 80%, and 275 data analysis Decision Formulation Approval and execution per procedure
indicators were integrated, with more than 82% of Result Feedback Timely response to complainant with ongoing communication
core indicators automatically collected and analyzed.
Management can monitor operational dynamics through Rectification Tracking Develop and implement corrective plan
data dashboards, providing data support for strategic
decision-making and shortening the decision response Case Filing Full confidentiality; standardized archiving
cycle by 40%. Continuous Enhancement Analysis and systemic improvement
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Strictly protecting the information security of whistleblowers Improving the Compliance System
The Company attaches great importance to the protection of whistleblowers, establishes and improves whistleblower protection mechanisms, and The Company has established a compliance management system centered on “Party Committee leadership, Board supervision, management account-
ensures smooth reporting channels through letters, visits, phone calls, and online platforms to promptly accept reports and accusations. It strictly ability, departmental coordination, and full employee participation”, deeply integrating compliance requirements into key business processes such as
implements confidentiality requirements, manages whistleblower information and report contents as confidential documents, and strictly prohibits any procurement, sales, and investment, and promoting the transformation of compliance management toward ex ante prevention and whole-process control.
form of retaliation, ensuring that whistleblowers are not subjected to unfair treatment as a result of their reporting.
Strengthening the foundation of compliance management
In light of its business characteristics, the Company formulated and issued the Detailed Rules for Compliance Management and the Detailed Rules
for Overseas Anti-Commercial Bribery Compliance Management, further improving the compliance management framework, strengthening anti-com-
Email Tel mercial bribery risk prevention and control in overseas business, and providing clear institutional guidance for the integrity and compliant operation
lianjie@crcchem.com 0519-85778288 of overseas business.
Initiative Content & Results
Tiered & Categorized Policy Framework Established “Level-1 Policies—Level-2 Measures—Level-3 Rules” architecture for
systematic compliance management
Mapped 45 compliance obligations and 10 focus areas; developed obligation list,
“Three Lists” Management Mechanism
Safeguarding Fair Competition
risk list, and review list for standardized compliance processes
Implemented routine signing mechanism ensuring full coverage; strengthened
Enhancing Code of Business Conduct Signatures
The Company strictly complies with laws and regulations such as the Anti-Monopoly Law of the People’s Republic of China and employee compliance awareness
the Anti-Unfair Competition Law of the People’s Republic of China, firmly prohibits monopolistic conduct and unfair competition, Improving Fair Competition Compliance Enhanced identification, assessment, and control of fair competition risks
and is committed to maintaining a fair and equitable market competition environment.
End-to-End Compliance Policy Network Gradually built comprehensive compliance system covering domestic and international
operations across all processes
Improving the institutional system and preventing related risks
The Company implements the China Resources Group Measures for Anti-Monopoly and Anti-Unfair Competition Management and the Code of Strengthening Compliance Data Reporting Achieved standardized and routine compliance information reporting
Conduct for Employee Compliance, clearly prohibiting illegal acts such as price manipulation, bid rigging, infringement of trade secrets, and exchange
of sensitive information. In investment and merger and acquisition activities, the Company strictly complies with merger control filing requirements
and strictly prohibits “gun-jumping” transactions prior to approval. At the same time, by formulating systems such as the Measures for Trade Name Improving business management systems
Management and the Measures for Trade Secret Management, the Company strengthens the protection of its intangible assets and prevents unfair The Company has established a hierarchical and categorized institutional management system to ensure that all business management activities are
competition from harming the Company’s interests. governed by clear rules and well-founded procedures.
During the reporting period, the Company did not experience any incidents of unfair competition.
Level-1 Frame core business management behaviors with
Policies principles; serve as top-level design foundation
Define management requirements and basic
procedures for specific business matters; Level-2
ensure executability Measures
Level-3 Detail operational and procedural workflows for
Rules implementation; guarantee on-ground execution
Strengthening compliance to reinforce the defense line.
The Company adheres to the concept of “compliance by all employees” and promotes the transformation of compliance awareness into “conscious
behavior” through multi-level and diversified training and communication.
During the reporting period, the Company achieved full compliance education coverage for personnel in key positions in areas such as anti-commer-
cial bribery and fair competition.
The Company organized members of the Party Committee leadership team and directly The Company strengthened warning education and case-based analysis, organized 21
managed cadres to complete the SASAC online integrity education training program, special warning education meetings across all units and conducted self-examinations
with an average of 20.5 training hours per person, and arranged for them to visit the against identified issues, and developed warning education materials such as Insatiable
Jiangyin Anti-Corruption and Integrity Warning Education Center to receive work-style Greed Harms Both the Public Interest and Oneself and Stay Away from Greed, Uphold
warning education, thereby enhancing their awareness of voluntarily accepting Integrity and Self-Discipline, and Advance Steadily through Coordinated Fulfillment of
supervision and exercising power in a standardized manner. the Four Responsibilities.
The Company developed courses such as Fastening the First Button of Life and The Company issued the Plan for Building the Integrity Culture System and organized its
Integrity Creates Value, Compliance Safeguards Development, and delivered six first Integrity Culture Activity Month. It promoted integrity education to penetrate frontline
integrity training sessions and seminars to various categories of employees. It also operations and key areas, and extended it to employees’ “circles of life” and suppliers. The
organized and conducted integrity talks for 78 newly appointed cadres, fostering an Company organized all employees to sign the Integrity Practice Handbook, clearly setting
atmosphere of care and support for young cadres. out the behavioral norms of the “Seven Dos and Seven Don’ts”, and distributed Letters to
Families on Integrity to leading cadres and personnel in key positions. It also organized its
first supplier integrity communication session.
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Standardizing Payment Practices
The Company strictly implemented the relevant policy requirements set out in the Opinions of the Central Committee of the Communist
Party of China and the State Council on Promoting the Development and Growth of the Private Economy, the Opinions on Resolving the
Issue of Overdue Payments Owed to Enterprises, and the Special Action Plan for Clearing Overdue Payments Owed to Enterprises,
standardized payment practices, and made full and timely payments to small and medium-sized enterprises. During the reporting period,
no overdue payments occurred.
Building Barriers Against Operational Risks
The Company convened a warning education meeting The Company carried out integrity-themed training
Comprehensive Risk Prevention and Control
The Company has continuously improved its comprehensive risk management system, established a closed-loop management mechanism
of “identification–assessment–monitoring–warning–response–review”, and embedded risk management throughout the entire process of
strategic planning, annual business planning, and major decision-making. During the reporting period, focusing on key areas such as market
fluctuations, fund security, environmental emissions, hedging, and supply chain stability, the Company established a risk monitoring indica-
tor system combining quantitative and qualitative indicators, implemented a quarterly dynamic monitoring mechanism, and promoted the
shift of risk management from ex post response to ex ante prevention.
The Company organizes major risk assessments every year, adopting a combination of a “bottom-up, layered and graded” approach and
a “top-down approach from the shareholder perspective” to systematically review risk matters, update the risk database, identify
major and important risks, and formulate special control measures for key risks. Through risk indicator warnings, reporting through the risk
Themed warning education activity on “Deepening the Study and 2025 Conference on Improving Party Conduct,
Education of the Spirit of the Central Eight-Point Rules and Upholding Integrity, Combating Corruption, and information system, and a closed-loop rectification mechanism, the Company continuously improves the accuracy of risk identification and
Forging a Strong Work Style among Party Members and Cadres” Advancing “Comprehensive Oversight” Work the timeliness of response, providing strong support for the Company’s business decision-making.
Risk Prevention and Control Organizational Structure
All departments, business units, and directly affiliated institutions
First Line Conduct risk prevention and control; specifically address major risks in
Employees receiving Average training hours production safety and environmental protection
anti-corruption training hours per employee
Compliance and Risk Control Team, Legal Compliance and Audit
Department
Second Line Organize, coordinate, and promote implementation of risk control work;
Management personnel in 2025 Board members in
report progress and issues to the Law-based Enterprise Management,
Risk Control and Compliance Management Committee
specialized training Training Data
Audit & Supervision Team, Legal Compliance and Audit Department
Third Line Conduct gap analysis and quality assurance on risk control work
Average training hours 14 19 Compliance officers
per board member hours certified
Ensuring Information Security
The Company attaches great importance to information security and data protection, and integrates cybersecurity, data security, and
business continuity management throughout the entire process of digital operations. By improving institutional systems, strengthening
technical protection, enhancing risk monitoring and emergency response, and supporting these efforts with company-wide training and
communication, the Company continuously enhances its information security prevention and control capabilities, fully safeguards the stable
operation of its production and business systems, and protects the information security of customers and partners.
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Strengthening Comprehensive Risk Management Standardizing tax management
The Company continues to improve its tax management system, consolidate its management foundation, strengthen risk prevention and control,
The Company has established a major operational risk indicator system and formulated 57 quantitative and qualitative early warning indica- standardize business guidelines, and respond systematically to inspections, effectively reducing tax risks and costs and providing strong support for
tors covering key areas such as environmental emissions, fund security, and hedging, enabling real-time risk monitoring and thresh- the Company’s business operations and development.
old-based early warning. It has also established a quarterly dynamic risk monitoring mechanism to update risk status on an ongoing basis
and ensure the timely reporting of risk information.
During the reporting period, the Company identified and assessed a total of 832 risks, updated 18 categories in its risk database, and
formulated monitoring indicators and control measures for 62 major and important risks, continuously enhancing its capabilities in risk Updated the Guidelines for the Super Deduction of R&D Expenses; strengthened the tax-related
control checklist at the source of business operations in conjunction with the tax manual; and
anticipation and forward-looking management.
issued the Tax Control Checklist for the Full Business Lifecycle. The Company also optimized its
tax burden analysis reporting system, including improving the profit analysis structure, systemati-
Strengthening industrial risk management cally reviewing tax adjustment items, strengthening the management of deferred tax assets and
The Company actively integrates into coordinated industrial chain Strengthening the tax liabilities, implementing new tax policies, and refining response mechanisms.
management foundation
development and explores new models for combining industry and
finance by deepening cooperation with financial institutions and
industry partners, injecting new momentum into high-quality industry
development. In March 2025, the Company was recognized as a
cooperative partner of the Zhengzhou Commodity Exchange’s
industry-finance integration base. In May of the same year, the Zheng- Updated the tax risk inventory and analytical models; carried out tax risk assessments and
zhou Commodity Exchange organized several futures companies and follow-up reviews of the basic tax evaluation; strengthened tax credit rating management and
futures risk management subsidiaries to conduct a special research achieved significant improvement. During the reporting year, six domestic companies participat-
visit to the Company. The parties held discussions on key topics ed in the taxpayer credit rating evaluation, of which four were rated Grade A and two were rated
including the development of polyester futures products, the current Grade B. Grade A taxpayers accounted for 67%, representing an increase of two Grade A taxpay-
state of the bottle-grade PET chip industry, the use of futures Strengthening tax ers compared with the same period last year.
instruments by upstream and downstream players across the industrial risk management
chain, and industrial risk management, with a view to promoting the
role of futures instruments in serving the real economy and helping
enterprises enhance their capabilities in cost control and market
response.
Provide guidance for the Company’s downsizing initiatives and the establishment of new entities.
Strengthening Operational Management Key measures included offering full-process guidance on liquidation procedures to ensure
efficient tax clearance, as well as participating deeply in and guiding the optimization analysis of
The Company takes institutional development as the foundation and process control as the key lever, continuously optimizing its operational functions at the Company’s production bases and headquarters.
Providing standardized guidance
management system and promoting standardized institutional implementation and regulated business management. Focusing on key areas
for major business activities
such as procurement, sales, investment, funds, contracts, and asset management, the Company has established a hierarchical institutional
system and approval mechanisms for key control points, strengthened prior review and process supervision, and ensured that all business
activities are carried out in accordance with laws and regulations.
Strengthening operational safeguards In line with the overall requirements of “centralized coordination, professional guidance, dynamic tracking,
regular communication, and closed-loop management,” the Company has established a full-process closed-loop
In key business areas, the Company has strengthened supplier admission review and contract review mechanisms, promoted the integration of tax risk management mechanism covering receipt, analysis, response, and feedback. It has also developed a
compliance checklists into business processes, improved customer credit management and payment collection tracking mechanisms, and reinforced three-in-one tax risk management model that integrates routine basic tax assessments, internal risk evaluation,
and responses to major tax risks. Issues identified through inspections are deeply incorporated into the annual
fund risk prevention and control. Through internal audits and special inspections, it has promoted the closed-loop rectification of identified issues. At
review of basic tax assessments and internal risk evaluation, enabling effective linkage among risk identification,
the same time, the Company continues to give full play to the supervisory functions of the Board of Directors and its specialized committees, assessment, and rectification. By leveraging the coordinating and professional oversight role of dedicated task
strengthens the review of major matters and risk control, and has formed an operational management framework that combines institutional Systematically carrying out forces and adhering to the deep integration of business, finance, and tax functions, the Company effectively
responses to major tax risks reduces both tax risks and tax costs.
safeguards, process control, and coordinated supervision.
Improving due diligence
The Company refined its due diligence management system and
established an internally and externally coordinated due diligence
mechanism to conduct comprehensive investigations into strategy,
finance, legal affairs, EHS, and other aspects, thereby comprehen-
sively assessing corporate value and risks.
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Key Focus Recyclable, high-barrier, high-clarity differentiated polyester materials
Strengthening Technology Innovation Leadership
Market
Expansion Enter non-bottle fiber market; explore medical applications
Strengthening Operational Management
The R&D organizational system was continuously improved Frontier
Bio-based materials and high-performance fiber sectors
R&D
The Company completed the optimization of the Technology Center’s organizational structure, established four major functional
segments—science and innovation operations, R&D support, product R&D, and analysis and testing—and implemented a matrix manage-
ment model. The original eight functions were integrated and streamlined into five, with non-core functions such as process and product External collaboration + internal R&D synergy; accelerate R&D and commercialization
Innovation
quality improvement and R&D platform management being separated out. This further sharpened the focus on the two core businesses of Model
of high-potential new materials; serve national strategic needs through key technology
new product development and analysis and testing, broke down platform barriers, strengthened product orientation, and enhanced internal breakthroughs
R&D service awareness.
Improving the Institutional Management System
Technology Center The Company formulated and issued the Detailed Rules for the Implementation of R&D Investment Statistics and the Measures for the
Management of Technological Innovation, revised the Measures for the Management of R&D Projects, introduced the “green channel” and
the “open competition mechanism to select the best candidates”, and initially established a whole-process management system covering
technological innovation planning, project operation, platform development, and commercialization of achievements. At the same time, it
Expert Committee completed the review and implementation of the Technology Center’s organizational structure and the “three determinations” plan for
staffing.
Upgrading and Optimizing the R&D Information System
Analysis and Science and Innovation
Product R&D Group R&D Support Group
Testing Group Operations Group Phase II of the PMS was officially launched in January 2025, achieving a vertical extension from basic R&D process management to the full
chain of “technology development–pilot-scale validation–commercialization of achievements”. Core functions such as strategic emerging
product management, pilot production management, task cost accumulation, and technical package archiving were added, and system
testing and functional optimization for both mobile and desktop terminals were completed.
Core Core
Functions Functions
Advancing Digital and Intelligent Transformation
Technology R&D EHS The Company continuously advanced the digitalization of R&D management. Through information system upgrades, integration of testing
Science and Innovation
Analysis and Testing resources, and full-process digital management of chemicals, it improved the operational efficiency of technological innovation and the
Innovation Management Management Management
refinement level of management.
New Product R&D Platform New Product Science and Innovation
Development Management Development Operations Building the R&D management platform
Process and Product Industry Research and Intellectual Property Phase II of the PMS realized the transformation from online process management to data value realization, and strengthened the capability
Quality Improvement Market Development Management to evaluate the input-output efficiency of R&D investment through the cost accumulation function. The Company also carried out system
maintenance as needed, completed data verification and retesting for the strategic emerging products and project management modules,
Intellectual Production of and organized a communication meeting on issues arising from the use of Phase II to ensure stable operation.
Property Management Differentiated Products
Strategic New Product Management Task Cost Aggregation
Functions 5 Core
Functions Strengthen full lifecycle control of
strategic new products
Achieve precise R&D investment accounting
and output evaluation
Planning strategic objectives for technological innovation
Centered on the strategic plan of “foundation businesses + new materials businesses”, and guided by the strategic positioning of Bridge technology R&D and industrialization Standardize technical achievement
transformation documentation and knowledge management
“practicing green upgrading, driving innovative development, and becoming the leading provider of the most competitive material solutions
in the industry”, the Company will strengthen and optimize its polyester materials business and focus on the “four orientations” in the Pilot Trial Production Management Technical Package Archiving
development of high-end new materials.
｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜ ｜ Pursuing Thriving Governance, Advancing Together toward a Sustainable Future ｜
Achieving integrated detection data
The Company completed the consolidated management of analysis and testing personnel at the Technology Center and the Changzhou
Improving talent development mechanisms
base, and actively advanced physical integration. Daily production services and R&D testing services were differentiated by service
recipients. Key testing personnel from the base participated in the work of the Technology Center’s testing platform, some equipment was
The Company formulated the China Resources Chemical Materials Talent Recruitment Plan, clarifying
shared, common reagents were procured jointly, and internal management was integrated and operated steadily.
demand in areas such as market technical support, polymer materials, polymerization processes,
polymer material modification, engineering design, and scientific research project management.
During the reporting period, the Company had 148 R&D personnel, accounting for 13.72% of its total
Advancing the digitalization of chemical management
workforce.
The Company built a material management platform and deeply integrated it with the laboratory management platform, fully covering the
entire process of chemical information, including basic information, storage, use, encryption, and disposal. It also formulated the Provisions
on R&D Material Management of the Technology Center, clarifying requirements for the use, management, and confidentiality of R&D
materials, establishing concurrent material management roles, and enabling real-time data monitoring and intelligent early warning.
Strengthening intellectual property management
Strengthening intellectual property management. The Company formulated the Patent Management
System and established a management framework covering the entire patent life cycle, standardizing
patent application, protection, utilization, and rights enforcement, stimulating employees’ enthusiasm
Building an Innovation Ecosystem for innovation, and safeguarding the Company’s legitimate rights and interests.
The Company actively expanded internal and external innovation resources, deepened industry-university-research cooperation and internal
Group collaboration, and strengthened standards leadership and intellectual property deployment, providing comprehensive resource
support for technological innovation. During the reporting period, the Company was granted 5 patents and filed 11 patent applications, of which 100% were invention patent
applications.
Deepening industry-university-research cooperation Enhancing Science and Innovation Operations
The Company continuously optimized its technology innovation operation and management mechanisms, strengthened whole-life-cycle
The Company, together with Sichuan University, jointly introduced seven engineering master’s and
project management, promoted the release of pilot-scale production capacity and the development of the testing service platform, and
doctoral candidates under a co-cultivation program, who entered the Company for practical training in
supported the Company’s high-quality development.
November 2025 and signed tripartite agreements; it also signed the Changzhou Laboratory Alliance
Agreement with the Yangtze River Delta Carbon Fiber and Composite Materials Technology Innovation Optimizing project management mechanisms
Center, and, as a participating entity, advanced the application for the National Carbon Fiber Innova- Established a precise R&D closed loop of “market-project-production-market”, formed a coordination mechanism among R&D, production,
tion Center. sales, and other departments, and institutionalized it through a series of interdepartmental coordination meetings; established a dynamic
ledger for projects under research and a weekly meeting mechanism to continuously track project progress.
Improving the Sci-Tech Innovation Management System
The Company optimized its sci-tech innovation management system by actively adopting the Group's technological innovation systems. It
Advancing collaborative innovation within the Group completed the revision of the R&D Project Management Measures, clarifying the "green channel" for R&D projects and the operational
mechanism of the project leader accountability system.
The Company worked with China Resources Breweries Co., Ltd to jointly promote the Green High-Bar-
rier Beer Packaging Innovation Consortium project, developing lightweight, portable, and environmen-
tally friendly plastic beer packaging materials with reduced emissions; it also organized three projects, Compliance with Research Ethics
namely PETG, nylon high-tenacity filament, and PA66 industrial filament chips, to participate in the
application for exhibition projects of major scientific and technological achievements under China Upholding research integrity
Resources Group’s 14th Five-Year Plan. The Company regards integrity as the foundation of scientific research and strictly adheres to the bottom line of scientific ethics. Before
the launch of any R&D project, a letter of commitment to integrity must be signed, and the entire process is digitally managed through the
R&D information management platform to ensure that experimental data are true and accurate and fully traceable throughout the process.
Strengthening EHS control
Strengthening standards leadership The Company has established a pre-assessment mechanism for EHS in R&D projects to systematically identify environmental, health, and
safety risks and ensure that R&D activities comply with environmental protection regulations. During the reporting period, the Company
During the reporting period, the Company led the formulation of one group standard; cumulatively, it continuously strengthened the EHS training system and further enhanced researchers’ awareness of safety protection and emergency
has led or participated in the formulation of three national standards, eleven industry standards, and response capabilities.
three group standards, covering areas such as green design product evaluation and waste plastic
bottle recycling and treatment.
…
｜ Future Prospects ｜ ｜ Future Prospects ｜
Future Prospects
the face of new circumstances, new tasks, and new challenges, we will
remain committed to high-quality development. We will firmly implement
the practical requirements of the “dual cores and one force” approach,
continue advancing the “Six Refinements Strategy”, further deepen and
solidify the “Four Reshaping” initiatives, and systematically enhance
our core competitiveness. We will promote the development of smart,
green, and service-oriented manufacturing, accelerating the transition
toward innovation-driven, quality-oriented growth. Upholding the principle
of alignment among strategy, organization, and culture, we will build a
more scientific and efficient management system and foster an agile,
high-performing organization.
We will reshape the corporate spirit of passion, perseverance, and
entrepreneurship, promote a culture that honors striving and dedication,
and, with a practical, grounded, and truth-seeking work style, as well as
a sense of urgency and commitment to seize every moment, focus on
making our business segments more specialized and refined, strengthen
the market competitiveness of distinctive and innovative products, and
secure a strong start for the 15th Five-Year Plan period.
｜ Index of Indicators ｜ ｜ Index of Indicators ｜
Index of Indicators
the General Framework of Guide- the Guidelines No.17 for Self-regula- Strengthening
lines on Corporate Sustainability tion of Listed Companies— Environmental and E.2.1.1,E2.3.2-E2.3.3 Article 29 P31-P33
First-level title Secondary title Report location
Reporting for Chinese Enterprises Sustainability Reports (Trial) Report Ecological Foundation
(CASS-ESG 6.0) location
Strictly Controlling the
Discharge of the Three E2.1.2,E2.2.1,E2.2.3,E2. Article 30 (1) (2) and Article
About This - P?.?-?.? Article ?? (?) P?-P? Wastes and Reducing 31 (1) P34
Report 2.5-E2.2.6
Pollution
Message
- P?.? / P? Empowering
from the
Chairman Employee S4.1.1,E4.1.3-S4.1.12,S4.2. Articles 49, 50 (1), (2) and
Well-being and P37-P48
Development
Company Profile P3.1, P3.3 / P7
About China
Resources Chemical Advancing
Innovative Materials Governance Structure P3.4 / P7 S3.3.1-S3.3.6 Article 47 (1) (2) (3) (4) P48-P52
Customer Value
Acting for Good,
Co-creation
Building a
Harmonious
Cultural Guidance P3.2 / P8 Society
Building a
Responsible Supply S3.1.1-S3.1.4 Article 44 and Article 45 (1) P52-P54
Chain Network
G1.1.1-G1.1.2,
Strengthening
Sustainability G1.1.5-G1.1.7, Article 11 (1), Article 52
Governance G1.1.11, G1.2.3 Deepening Harmoni-
S1.1.1-S1.1.3,S1.2.1-S1.2.2, Article 38, Article 39 (1) (2)
ous Community P55-P58
S1.2.6 (3) and Article 40
Development
Enhancing G1.1.3-G1.1.4,
Sustainability /
G1.1.10 P9 Enhancing the
Our Capabilities / / P61-P65
effectiveness of
Sustainability - corporate governance
Journey P14
Materiality Analysis G1.1.9 /
Upholding Business Article 46, Article 48 (2),
S3.4.1,G2.1.1-G2.1.8，
Compliance Article 54, Article 55 (1), P66-P70
Stakeholder G1.3.1-G1.3.2 Article 53 (1) (2) Principles G2.2.1-G2.2.3 Article 56 (1) (2)
Communication
Pursuing Thriving
Governance,
Advancing
Breaking Through via Together toward Building Barriers
Circularity: Navigating a Sustainable Against Operational G1.2.2 / P70-P72
Industry Cycles with
S2.1.3,E3.3.1 Articles 20, 23 (2), 28 and 42 (4) Future Risks
Resilience P15
Green Cycle,
Infinite
Strengthening S2.1.1-S2.1.7,
Innovation Synergizing Digital & Green P20 Articles 41, 42 (1) (2) (3) (4)
Technology Innovation S2.1.9-S2.1.13, P73-P76
Transitions: Leading and 43 (1) (4)
E3.1.5,G1.1.12 Article 20 Leadership
Industry Upgrades through S3.4.1-S3.4.2
Benchmarking
Future Prospects - A1 / P77-78
Addressing the E1.1.1-E1.1.9, Articles 11 (2) (3) (4), 12 (1), 13, P23
Challenges of 14 (1) (2), 15 (3), 24, 25, 26, 27, -
Climate Change E1.1.12-E1.1.18 51 and 52 Index of A3 Article 57 P79-80
P28 indicators
Pursing Green
Development for
a Shared
Ecological Future Appendix Key performanc A2 Article 57 P81-P88
E3.1.1-E3.1.5,E3.2.1-
Advancing
Article 34, Article 35 (1) (2) (3),
P28
Circular Resource E3.2.2,E3.1.5,E3.3.2 Article 36 (1) (2), Article 37 (1) (2) (3) -
Utilization Feedback A6 / P89-90
-E3.3.6 P31
｜ Key Performance Indicators ｜ ｜ Key Performance Indicators ｜
Key Performance Indicators
Average number of hours of training for directors who
Corporate Governance received anti-corruption training Hours 12 15 14
Dimension Indicators Unit Data for 2023 Data for 2024 Data for 2025 Number of Patents Held Items 76 90 95
Number of Disclosure Reports Issued reports 141 114 123
Number of Invention Patent Applications Items 17 14 11
Number of board meetings Held meetings 9 8 9
Number of Invention Patents Granted Items 23 13 5
Number of Board of Supervisors Meetings Held meetings 8 7 7 Number of Valid Patents Items 76 90 74
Number of Strategy and Sustainability
Committee Meetings Held meetings 1 1 2 Number of Copyrights Held Items 2 2 2
Number of Audit Committee Meetings Held meetings 5 8 9 Number of Registered Trademarks and
Word Marks Held Items 4 7 33
Number of Nomination Committee Meetings Held meetings 2 3 2 Number of Software Copyrights Held Items 3 3 4
Number of Remuneration and Number of New Patent Applications Filed
meetings 4 0 3
Appraisal Committee Meetings Held During the Year Items 23 15 11
Number of board members Persons 9 9 9 Number of New Copyright Applications Filed
During the Year Items 0 0 0
Male directors Persons 9 9 9 RMB 52,385,479.84 43,126,731.67 24,418,789.39
R&D Investment
Disclosure by gender
Persons 0 0 0 Proportion of R & D investment in main
Female directors % 0.30 0.24 0.19
business income
Corporate
governance Independent director Persons 3 3 3 Number of R&D Personnel Persons 153 149 148
Disclosure by type
Non-independent Proportion of R & D personnel to the total
Persons 6 6 6 % 8.46 8.86 13.72
director number of employees
Duration of law and compliance training Hours 4.50 14 11 Total assets RMB 100 million 104.95 90.36 83.22
Number of trainings on compliance
Person-times 62 81 105 Operating income RMB 10,000 1,722,498.46 1,805,525.40 1,306,816.44
with laws and regulations
Number of Concluded Corruption Cases
Brought by Regulatory Authorities against Cases 14 12 0 Total pro?t RMB 10,000 48,136.00 -61,743.67 -11,490.36
the Issuer or Its Employees
Average Hours of Anti-bribery and Anti-corrup- Hours 12 15 14
tion Training Received by Employees Net pro?t RMB 10,000 37,921.54 -57,438.60 -8,616.94
Number of Employees Receiving Economic
Persons 1,809 1,682 1,079 return on equity % 5.40 -8.30 -1.33
Anti-bribery and Anti-corruption Training
indicators
Proportion of employees receiving
anti-corruption training % 100 100 100 Return on total assets % 4.64 -6.26 -1.31
Total number of management personnel who
have received anti-commercial bribery and Persons - 159 223 Rate of value maintenance and apprecia
% 103.26 91.54 98.99
anti-corruption training tion of state-owned assets
Number of directors trained in anti-corruption Persons 2 5 2 Asset-liability ratio % 31.62 28.38 23.30
Proportion of directors who have received
anti-corruption training
% 22.22 55.56 22.22 Total tax payment RMB 10,000 26,874.80 8,224.80 6,645.29
｜ Key Performance Indicators ｜ ｜ Key Performance Indicators ｜
Employees Production personnel Persons 1,363 1,225 506
Dimension Indicators Unit Data for 2023 Data for 2024 Data for 2025 Salesperson Persons 68 64 83
By Employee
Professional
Technicians Persons 179 250 274
Labor contract signing rate % 100 100 100 Composition
Category
Financial personnel Persons 38 37 40
Social insurance coverage % 100 100 100
Administrative staff Persons 161 106 176
Average Number of Paid Annual Leave Days per Employee Days 9 14 16.30
Number of Newly Hired Fresh Graduates Persons 53 17 6
Health Check-up Coverage Rate % 100 100 100 Number of Employees in Financial Difficulty
Help employ- Receiving Assistance Persons 51 45 42
ees in
Total number of employees Persons 1,809 1,682 1,079 Amount Invested in Assisting
difficulty Employees in Financial Difficulty RMB 10,000 7.55 7.10 7.70
Male Persons 1,413 1,330 795 Visit and Number of Households of Employees in
console the Financial Difficulty Visited and Comforted Households 2 4 2
By gender families of
Amount Invested in Visits and Comfort for
Female Persons 396 352 284 employees in
RMB 10,000 0.06 0.35 0.08
difficulty Employees in Financial Difficulty
Number of sick employees 16
Labor contract system Persons 1,809 1,682 1,079 Persons 17 14
Rescue sick receiving Assistance
employees Amount invested in assisting
By type of Labor dispatch system Persons 0 0 0 sick employees RMB 10,000 0.79 0.98 0.77
employment
Total Number of Departed Employees Persons 113 199 53
Other Persons 0 0 323
Staff turnover rate % 6.37 11.83 4.70
Number of Departed Male Employees Persons 87 146 37
Employee 41 to 50 years Persons 526 511 314 By gender
performance By age Number of Departed Female Employees Persons 26 53 16
Number of Departed Employees Aged
Persons 4 14 0
Number of Departed Employees Aged 41–50 Persons 17 39 6
By age
Employees working in mainland China Persons 1,794 1,667 1,071
Number of Departed Employees Aged 31–40 Persons 42 58 23
Employees working in Hong Number of Departed Employees Aged 30
Kong, Macao and Taiwan Persons 15 15 8 Persons 50 88 24
and Below
By region
Number of employees working Number of Departed Employees Working in
in other countries and regions Persons 0 0 0 Mainland China Persons 111 198 49
Number of Departed Employees Working in
Number of Local Persons 733 805 800 By region Hong Kong, Macao, and Taiwan Persons 2 1 4
Number of Departed Employees Working in
Persons 0 0 0
Bachelor’s degree and above Persons 552 525 465 Other Countries and Regions
By academic Labor contract system Persons 113 233 49
Associate Degree Persons 526 492 336
qualifications By type of
Labor dispatch system Persons 0 0 0
Persons 731 employment
Secondary Technical School and Below 665 278
Other Persons 0 0 4
Total number of grass-roots employees Persons 1,633 1,523 918
Total investment in staff training RMB 10,000 230 122.75 143.20
Total number of employees at middle
management level Persons 139 121 103
Number of employee trainings Sessions - 64 63
Number of female employees at
By employee middle management level Persons 39 31 30
Employee training coverage % - 100 100
category
Total number of senior
management employees Persons 37 38 58 Total number of employees receiving training Persons 1,809 1,682 1,079
Number of female employees at Total number of people receiving
senior management level
Persons 10 9 7 environmental protection training Persons 1,809 1,682 994
｜ Key Performance Indicators ｜ ｜ Key Performance Indicators ｜
Number of male employees
receiving training
Persons 1,413 1,330 795 Industry and Community Relations
By gender
Number of female employees
receiving training
Persons 396 352 284 Dimension Indicators Unit Data for 2023 Data for 2024 Data for 2025
Number of grass-root employees
receiving training Persons 1,633 1,523 918 Total number of suppliers (dealers) Suppliers 1,971 886 998
By
Employee Number of middle management
employees receiving training
Persons 139 121 103 Supplier in Mainland China Suppliers 1,942 860 964
Type
By region
Number of senior management
staff receiving training Persons 37 38 58 Hong Kong, Macao, Taiwan and
overseas suppliers Suppliers 29 26 34
Total Employee Training Hours Hours 42,341 36,230.33 38,001
Percentage of supplier code of conduct signed % 100 100 100
Average Employee Training Hours Hours 23 21.54 35.20
Percentage of suppliers with clauses that include
environmental and labor requirements
% 100 100 100
Total Training Hours Received
Hours 30,467 28,801.33 27,998
by Male Employees
By gender Number of Suppliers Subject to Social Impact Assessment Suppliers 77 88 89
Total Training Hours Received
by female employees
Hours 11,874 7,429 1,003
Number of Suppliers Subject to
Environmental Impact Assessment Suppliers 77 88 89
otal Training Hours Received
by Grass-root Employees
Hours 35,021 28,154.50 27,189
By Number of Suppliers Identified as Having Actual
Total Training Hours Received and Potential Significant Negative Social Impacts Suppliers 0 0 0
Employee Hours 5,200 4,215.53 4,855
by Middle Management Employees
Type Number of Suppliers Identified as Having Actual
Total Training Hours Received and Potential Significant Negative Environmental Impacts Suppliers 0 0 0
by Senior Management Employees Hours 2,120 3,860.30 5,957
Coverage Rate of Work-related Injury Insurance Number of Suppliers Terminated Due to Non-compliance Suppliers 5 14 36
and Work Safety Liability Insurance
% - 100 100
Number of Potential Suppliers Rejected Due
Safety training hours Hours 54,414 47,945.60 48,680 to Non-complianc Suppliers 5 0 16
RMB 100 Suppliers
Safety production input 0.14 0.09 0.01 Industry and Total number of new suppliers 213 102 126
million Community
Relations
Injury Rate per Million Working Hours % - 2 0 Performance Number of local suppliers purchased Suppliers 378 216 258
Number of Emergency Safety Drills Times 66 59 52 By
Percentage of New Suppliers Screened
%
Using Environmental Criteria 0.36 0.37 0.39
Person- Assessment
Number of Participants in Emergency Safety Drills 1,451 976 726 Percentage of suppliers screened
times Type using social criteria % 0.04 0.05 0.05
Number of Work Safety Accidents Times 0 0 0 Proportion of buyers trained in sustainable
procurement within the company
% 100 100 100
Number of Work-related Fatalities Persons 0 0 0
Supplier ESG training person-time Person-
times
Work-related Fatality Rate % 0 0 0
Duration of supplier ESG training Hours 743.50 748.50 58
Work-related Injury Rate % 0 0 0
Number of employees participating in voluntary activities Person-
times
Number of Lost Workdays Due to Work-related Injuries Persons - 63 61
Duration of employee volunteer activities Hours - 552 399
Number of New Occupational Disease Cases Cases 0 0 0
The amount of charitable donations RMB
Occupational Disease Incidence Rate % 0 0 0 10,000
Investment of special funds for poverty alleviation
RMB
Number of Emergency Drills for Chemical Incidents Times - 20 14 10,000 32.39 11.86 42.14
- - Number of New Jobs Created Persons 257 72 36
Frequency of Special Equipment Inspections Times 12
RMB
Pass Rate of Special Equipment Inspections Times - - 100 Total investment amount of Rural Revitalization - 6.86 42.14
｜ Key Performance Indicators ｜ ｜ Key Performance Indicators ｜
Products and Services Sulfur dioxide emissions Tonnes 2.06 1.74 1.06
Dimension Indicators Unit Data for 2023 Data for 2024 Data for 2025 Sulfur dioxide emission reduction
Tonnes -0.13 0.32 0.68
(over the previous year)
Number of Complaints Received Regarding
Cases 5 4 4
NOx emissions Tonnes 93.22 79.52 55.17
Products and Services
Emission reduction of nitrogen oxides
Tonnes 17.41 13.70 24.35
(compared with the previous year)
Number of Products Recalled Items 0 0 0
Waste water discharg 10,000 tonnes 45.28 43.93 44.57
Product Business scope covered by quality management
and service system certification % 100 100 100
Wastewater Discharge Reduction
perfor- 10,000 tonnes 7.35 1.35 -0.64
(vs. previous year)
mance
PETG Customer Satisfaction % / / 94.83
Chemical Oxygen Demand Emissions Tonnes 30.16 31.45 30.46
Chemical Oxygen Demand Reduction
PET customer satisfaction % / / 96.60 Tonnes 2.28 -1.29 0.99
(vs. previous year)
% 100 100 100
Ammonia Nitrogen Emissions Tonnes 4.70 4.87 4.73
Customer complaint handling rate
Ammonia Nitrogen Emissions Reduction
(vs. previous year)
Tonnes -0.49 -0.17 0.14
Waste Generated 10,000 tonnes 0.48 0.36 0.32
Environmental
Waste Reduction (vs.previous year) 10,000 tonnes -0.29 0.12 0.04
Dimension Indicators Unit Data for 2023 Data for 2024 Data for 2025
Total Recyclable Waste Tonnes 4,545.07 3,264.22 3,098.62
Total Environmental Protection Investment RMB 100 million 0.08 0.11 0.10
Total General Solid Waste Tonnes 4,697.01 3,464.96 3,123.14
Investment in Energy-saving and Emission-reduction Tonnes / RMB
Technological Upgrades RMB 100 million 0.10 0.01 0.02 General Solid Waste Intensity 27.27 19.19 23.62
Total Hazardous Waste Tonnes 119.81 121 108.75
Total Comprehensive Energy Consumption standard coal 21.28 20.21 18.60
equivalent
Tonnes of CO2
Tonnes of standard Scope 1 Greenhouse Gas Emissions
equivalent 328,982.45 311,728.67 286,275.04
Energy Consumption Intensity coal equivalent / RMB 0.12 0.11 0.14
Tonnes of CO2
Scope 2 Greenhouse Gas Emissions 128,889.96 121,059.18 98,329.60
Product Energy Savings standard coal 1.09 -0.61 -1.61
equivalent Other Indirect (Scope 3) Tonnes of CO2
Greenhouse Gas Emissions equivalent 671,341.28 764,092.77 3,431,976.90
Natural Gas 10,000 13,841 13,079.15 12,087.88 Tonnes of CO2
Scope 1 Greenhouse Gas Emissions Reduction -52,905.01 17,253.78 25,453.63
equivalent
Environ-
mental Tonnes of CO2
Diesel Liters 73,000 55 26 Scope 2 Greenhouse Gas Emissions Reduction 97,591.68 7,830.78 22,729.58
perfor- equivalent
mance Total Greenhouse Gas Emissions Tonnes of CO2
Renewable Energy kWh 5,694,558 11,258,674 19,429,831 from Operations equivalent 457,872.41 432,787.85 384,604.64
Tonnes of CO2
Greenhouse Gas Emissions Intensity 0.66 0.66 2.92
equivalent / RMB 10,000
Purchased Electricity kWh 232,716,791 228,678,176 108,537,050
Number of Chemical Leakage Incidents Incidents 0 0 0
Proportion of Renewable Electricity in Total % 2.46 4.92 9.49
Total Chemical Leakage Tonnes 0 0 0
Annual fresh water consumption 10,000 tonnes 103.75 128.50 128.05
Product Recycling Rate % 100 100 100
Water consumption intensity Tonnes/RMB 10,000 0.60 0.71 0.98 Electricity Saved kWh 1,153,660 3,020,168 23,996,724
Total non-methane hydrocarbon emissions Mg/m? 4.45 4.66 5.17
Circulating water consumption Tonnes 8,920.68 8,884.06 9,614.44
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