SUSTAINABILITY
REPORT
Stock Code 301267
Contents Environmental 29
About This Report 01 Climate Response 30
Energy Utilization 40
Preface 03 Water Resources Utilization 41
Pollutant Discharge 42
About Us 05 Waste Disposal 45
Environmental Compliance Management 47
Circular Economy 49
Development Impact
Ecosystem and Biodiversity Protection 50
Management of
Material Matters
Social 51
Rural Revitalization and Social Contributions 52
Stakeholder Engagement 20 Innovation-driven Development 56
Suppliers and Clients 59
Sustainability-Related 21 Employees 74
Governance
Appendix Governance 86
Risk Management and Compliance 87
Business Practices 91
Data Overview 95
The Guidelines No. 17 of 104
Shenzhen Stock Exchange
for the Self-Regulation of
Listed Companies -
Sustainability Report (Trial)
Index
SASB Index 106
ESRS Index 108
ISDS Index 112
Independent Assurance
Statement
About This Report 01
About This Report
This is the 2025 Sustainability Report ("this report") released by Huaxia Eye Hospital Group Co., Ltd. (referred to as "Huaxia Eye
Hospital" or "We"). This report aims to provide stakeholders with an overview of the company’s sustainability efforts and accom-
plishments in 2025.
We prepare this report in accordance with the the Sustainability Disclosure Standards for Enterprise
- General Requirements (Trial), jointly formulated by the Ministry of Finance of the People’s Republic
of China, the Ministry of Foreign Affairs, the National Development and Reform Commission, the
Ministry of Industry and Information Technology, the Ministry of Ecology and Environment, the Min-
istry of Commerce, the People's Bank of China, the State-owned Assets Supervision and Administra-
tion Commission of the State Council (SASAC), the National Financial Regulatory Administration, and
the China Securities Regulatory Commission. We also follow the Guidelines No. 17 of Shenzhen Stock
Exchange for the Self-Regulation of Listed Companies - Sustainability Report (Trial) and the Guide
Reference No.3 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies - Preparation of Sus-
Guidelines tainability Report issued by the Shenzhen Stock Exchange, the Sustainability Accounting Standards
Board Standards (SASB Standards), the European Sustainability Reporting Standards (ESRS) re-
leased by the European Commission, the two IFRS Sustainability Disclosure Standards(IFRS S1, S2)
issued by the International Sustainability Standards Board (ISSB), and the United Nations Sustain-
able Development Goals (SDGs).
The report is released annually, and the reporting period of this report is from January 1, 2025 to De-
cember 31, 2025. Some parts of the report may be beyond the aforementioned scope. Unless other-
wise specified, the sustainability data disclosed in this report covers all entities within the company's
Reporting consolidated scope.
Scope
This report is published in electronic format in both Simplified Chinese and English. In the event of
any inconsistencies between the Chinese and English versions, the Chinese version shall prevail. The
electronic version of the report can be accessed and downloaded from our official website
(https://www.huaxiaeye.com/) and the Shenzhen Stock Exchange website (http://www.szse.cn/). If
you have any comments or suggestions on our economic, environmental, and social performance,
Access to Report please reach us by 0592-2108975.
and Feedback
Explanatory Note
Abbreviation Full Name
Huaxia Eye Hospital or We Huaxia Eye Hospital Group Co., Ltd.
Xiamen Ophthalmology Center Co., Ltd., subsidiary of
Xiamen Ophthalmology Center Huaxia Eye Hospital, with former name as Xiamen University Affiliated
Xiamen Ophthalmology Center Co., Ltd.
Shanghai Heping Shanghai Heping Eye Hospital Co., Ltd., subsidiary of Huaxia Eye Hospital
Zhangzhou Huaxia Zhangzhou Huaxia Eye Hospital Co., Ltd., subsidiary of Huaxia Eye Hospital
Santai Huaxia Santai Huaxia Eye Hospital Co., Ltd., subsidiary of Huaxia Eye Hospital
Chengdu Aidi Chengdu Aidi Eye Hospital Co., Ltd., subsidiary of Huaxia Eye Hospital
Qingdao Huaxia Qingdao Huaxia Eye Hospital Co., Ltd., subsidiary of Huaxia Eye Hospital
Zhenjiang Rehabilitation Eye Hospital Co., Ltd., subsidiary
Zhenjiang Rehabilitation
of Huaxia Eye Hospital
Huaxia Eye Hospital Group Yantai Kang’ai Eye Hospital Co., Ltd., subsidiary
Yantai Huaxia of Huaxia Eye Hospital
Foshan Sanshui Huaxia Foshan Sanshui Huaxia Eye Hospital Co., Ltd., subsidiary of
Huaxia Eye Hospital
Xianyou Huaxia Xianyou Huaxia Eye Hospital Co., Ltd., subsidiary of Huaxia Eye Hospital
Hefei Mingren Huaxia Eye Hospital Co., Ltd., subsidiary
Hefei Mingren
of Huaxia Eye Hospital
Jinan Huashi Jinan Huashi Eye Hospital Co., Ltd., subsidiary of Huaxia Eye Hospital
External Assurance
RSM China CPA LLP independently guarantees the environmental, social and corporate governance performance key indicators
in this report.
Preface 03
Preface
Preface
In 2025, driven by accelerated population aging, deeper myopia prevention and control, and technological iteration, the demand
for eye health continued to grow. Society’s expectations for medical services increasingly focused on accessibility, continuity, and
safety. We at Huaxia Eye Hospital have remained committed to medical quality as our foundation and standardized governance
as our guide, improving our national eye care service network, promoting the coordinated development of medical care, educa-
tion, and research, and strengthening disciplinary capabilities, striving to provide more patients with stable, reliable, and afford-
able eye health services.
Over the past year, we have continuously refined our medical expertise, focusing on key specialties such as cataract, refractive
surgery, fundus diseases, glaucoma, ocular surface and cornea, and strabismus, amblyopia, and pediatric ophthalmology. We
have optimized diagnostic and treatment pathways, promoted multidisciplinary collaboration, and facilitated the orderly flow
and standardization of high-quality resources across our hospital network. In 2025, we advanced the construction of our myopia
prevention and control system, with nearly 50 of our medical institutions selected as partner units for local government myopia
prevention and control projects. We have made patient experience and service standards a key focus of our high-quality devel-
opment, continuously conducting service quality training and inspections. To date, we have held over 110 service quality training
sessions with more than 11,000 participants, steadily improving service standardization and patient satisfaction.
Over the past year, we have remained innovation-driven and clinical-needs-oriented, continuously enhancing our scientific re-
search and technological influence as well as the effectiveness of outcome commercialization. In 2025, we were granted the
China Ophthalmic Pathology Alliance (COPA) Central-Level Unit designation by the National Clinical Research Center for Eye
Diseases. As the leading unit in Fujian Province, Xiamen Eye Center undertook a national research project to explore screening
and referral management models for blinding fundus diseases. At the same time, we collaborated with universities to establish
a joint ophthalmic technology transfer center, actively promoting the coordinated implementation of industry, academia, and
research. In terms of research output, we filed 73 new patent applications, were granted 35 patents, and obtained 11 software
copyrights. We published 267 research papers, of which 178 were indexed in SCI. We participated in the development or revi-
sion of 27 industry standards, received approval for 46 medical research projects, and launched 21 new clinical trial projects as
the lead principal investigator. In addition, we continued to organize and participate in high-level academic exchange activities,
promoting the coordinated development of clinical diagnosis and treatment, medical education, and scientific research.
Nearly 50 of our medical
Research Output institutions selected as partner units
for local government myopia prevention
and control projects
Filed 73 new patent applications, were granted 35 patents, and obtained 11 software
copyrights.
Published 267 research papers, of which 178 were indexed in SCI.
Held over 110
service quality training sessions
Participated in the development or revision of 27 industry standards
Received approval for 46 medical research projects, and launched 21 new clinical trial projects
as the lead principal investigator.
Over 11,000
participants
Over the past year, we have embedded sustainable development concepts into our facility operations and internal controls,
steadily advancing green, low-carbon, and resource-efficient practices. We have improved our systems and process require-
ments for greenhouse gas inventory, energy and water management, pollution prevention, and waste disposal. We have
strengthened the operation, maintenance, and risk identification of key facilities, promoted green procurement and office waste
reduction, and continuously reduced the environmental impact of our operations while ensuring medical safety and service
quality. We maintain the effective operation of our environmental management system, implement pollutant discharge permit-
ting and monitoring requirements in accordance with the law, and have integrated climate-related risk identification into our
overall risk management perspective, enhancing emergency preparedness and operational resilience.
Over the past year, we have adhered to a public welfare and inclusive orientation, extending eye health services to grassroots
communities and key populations. We continued to carry out myopia prevention and control school screenings and the Bright-
ness Journey series of public welfare initiatives, covering over 3.5 million people through school screenings and performing
public welfare vision-restoration surgeries for thousands of patients with eye diseases. We participated in special public welfare
activities such as Huaxia Brightness Journey, China-Sri Lanka Brightness Journey, and Tibet Brightness Journey, expanding our
public welfare coverage and service accessibility. Our public welfare practices have been recognized by authoritative media for
public welfare activities, further strengthening our long-term commitment to giving back to society through professional excel-
lence and compassion.
Over the past year, we have strengthened our organizational and cultural foundation internally, continuously enhancing talent
recruitment and succession pipeline development. We recruited 206 full-time ophthalmic medical professionals and 294 new
graduates, including 27 with master’s or doctoral degrees in ophthalmology. Leveraging our multi-level training system and uni-
versity-industry collaboration platforms, we support the development of young physicians, academic exchanges, and cross-fa-
cility collaboration. We value employee rights and occupational health, continuously optimizing communication mechanisms
and incentive arrangements to enhance organizational cohesion and long-term development resilience.
Looking ahead, we will continue to prioritize medical quality and safety, deepen the coordinated advancement of disciplinary de-
velopment and smart healthcare, and improve service coverage and management efficiency. At the same time, adhering to the
principles of robust disclosure and prudent commitment, we will continuously improve our environmental and social governance
practices, strengthen communication with investors and other stakeholders, create long-term value in a sustainable manner,
and work with all sectors of society to advance the improvement of eye health for the entire population.
Over 3.5 million
participants 206 294 27
of school-based myopia full-time ophthalmic medical new graduates with master’s or doctoral degrees
prevention and control screenings professionals recruited in ophthalmology
About Us 05
About Us
Established in 2004, Huaxia Eye Hospital (Stock Code: 301267) is a large-scale ophthalmic medical service group dedicated to special-
ized eye care. We have built a comprehensive ophthalmology diagnosis and treatment system covering eight major sub-specialties—
cataract, refractive surgery, fundus diseases, strabismus and amblyopia, pediatric ophthalmology, ocular surface diseases, glaucoma,
orbital and ocular oncology, and ocular trauma—as well as optometry. We provide professional and attentive comprehensive ophthal-
mic services to patients with eye diseases both domestically and internationally.
Our service network covers East China, Central China, South China, Southwest China, Northwest China, and North China. We have es-
tablished and managed over 100 professional ophthalmic medical institutions nationwide, including two tertiary Grade A specialized
hospitals—Xiamen Eye Center and Chengdu Aidi Eye Hospital—gradually building a new strategic depth characterized by “leading by
tertiary Grade A hospitals, regional coordination, and nationwide reach.” We bring together globally influential leaders in the field of
ophthalmology and continue to deepen our “medical care-education-research” system, introducing internationally advanced diagnos-
tic and treatment equipment and technologies to continuously build a center of excellence for ophthalmic talent. At the same time,
through the development of smart platforms such as the “Yanketong” medical service platform, we deepen the application of big data
and artificial intelligence technologies to build a smart medical service system integrating “smart medical care, smart services, and
smart management,” safeguarding the eye health of the population across the entire lifecycle.
Corporate Culture
Vision Mission Goal
Build a Renowned Eye Whether rich or poor, we Patient Satisfaction,
Hospital, Cast a Hundred serve each patient with Employee Contentment,
Years of Huaxia care, and protect healthy Peer Endorsement,
and bright eyes for all. Societal Recognition,
Government Trust.
Service Tenet Core Value Business Philosophy
Superior Medical Expertise,
Patient Always Comes Responsibility, Care, Fair Pricing, Noble Medical
First. Innovation, Win-Win Ethics, Attentive Service,
Convenient Access,
Pleasant Environment.
Total asset：
Operating revenue：
Economic
Impact
Net profit attributable to shareholders of the parent company:
GHG emission intensity：
Energy intensity：
Environmental
Impact 147.25Tons of coal equivalent /
hundred- million CNY of operating
Total social contributions：191,307.42 Ten-thousand CNY
Including：
Total tax payment:22,627.73 Ten-thousand CNY
-Employee compensation：133,737.27 Ten-thousand CNY
Social -Dividends paid to shareholders：30,769.03 Ten-thousand CNY
Impact
-Interests paid to creditors：291.83 Ten-thousand CNY
-Social donations：3,881.56 Ten-thousand CNY
Total employees：8,200 Persons
Total employee training hours：349,043 hours
Awards
Winner Honors and Awards
S&P Global Corporate Sustainability Assessment (CSA) ESG Score improved by 31%
Huaxia Eye Hospital year-on-year, ranking among the top 12% of global peers in the same industry.
Honored with the 2025 Golden Dawn New Quality Productivity Award by Securities
Huaxia Eye Hospital Market Weekly.
Selected as an Outstanding Practice Example for High-Quality Development of Listed
Huaxia Eye Hospital Companies (Value Growth Category) by Dazhong Securities News.
Huaxia Eye Hospital Received the 2025 Cailian Press Zhiyuan Award · ESG Pioneer Enterprise designation.
Huaxia Eye Hospital Included in the 2025 Huaxia ESG Dandelion Typical Case by China Times.
Huaxia Eye Hospital Selected as a 2025 Excellent Practice Case for Sustainable Development of Listed
Companies by the China Association for Public Companies (CAPCO).
Selected as a 2025 Best Practice for Listed Company Board Offices by the China Association
Huaxia Eye Hospital
for Public Companies (CAPCO).
Received the Outstanding ESG Value Communication Award at the 6th Panorama Investor
Huaxia Eye Hospital
Relations Gold Awards by Panorama Network.
Huaxia Eye Hospital Received the 2025 Best ESG Practice Award for Listed Companies from Value Online.
Huaxia Eye Hospital Named Outstanding Board of Directors at the 20th Golden Round Table Awards for Boards
of Directors of China’s Listed Companies by Directors & Boards Magazine.
Huaxia Eye Hospital Received the 2025 ESG Model Enterprise designation as part of the Golden Antelope
Excellent Practice Cases by Guangdong Times Media Group.
Huaxia Eye Hospital Ranked 47th on the 2025 Fujian Top 100 Private Service Enterprises list by the Fujian
Federation of Industry and Commerce.
Ranked 51st on the 2025 Xiamen Top 100 Private Enterprises list by the Xiamen Federation of
Huaxia Eye Hospital Industry and Commerce.
Management of Material Matters 09
Management of Material Matters
We conducted double materiality assessments in alignment with the methodologies outlined in latest domestic and international
disclosure standards, including the Sustainability Disclosure Standards for Enterprise - General Requirements (Trial), jointly formu-
lated by the Ministry of Finance of the People’s Republic of China, the Ministry of Foreign Affairs, the National Development and
Reform Commission, the Ministry of Industry and Information Technology, the Ministry of Ecology and Environment, the Ministry
of Commerce, the People's Bank of China, the State-owned Assets Supervision and Administration Commission of the State Coun-
cil (SASAC), the National Financial Regulatory Administration, and the China Securities Regulatory Commission. We also referred
to the Guidelines No. 17 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies - Sustainability Report (Trial)
and the Guide No.3 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies - Preparation of Sustainability Report
issued by the Shenzhen Stock Exchange, the European Sustainability Reporting Standards (ESRS) released by the European Com-
mission, and the two IFRS Sustainability Disclosure Standards(IFRS S1, S2), to identify sustainability matters that have a significant
impact on the company's long-term value and stakeholders.
In the materiality assessment, following the principle of “double materiality,” we carried out extensive stakeholder engagement
through questionnaire surveys, collecting valid feedback from over 200 stakeholders. Based on the survey results and the assess-
ment of the financial impact of relevant issues, we ultimately identified 10 material issues, which are elaborated in the correspond-
ing sections of this report.
Collected valid feedback from Identified
over 200 10
stakeholders material issues
Double Materiality Assessment Process
Step 1: Understanding the Context and Identifying Sustainability Matters
We conducted a systematic contextual analysis based on five dimensions: selected reporting standards, international initiatives,
global economic and macro policy trends, changes in the market environment, and our own corporate strategy and development
needs. On this basis, we identified 30 sustainability issues relevant to the Company.
The Sustainability Disclosure Standards for Enterprise – General Requirements (Trial), jointly formulated by the Ministry
of Finance of the People’s Republic of China, the Ministry of Foreign Affairs, the National Development and Reform
Commission, the Ministry of Industry and Information Technology, the Ministry of Ecology and Environment, the
Ministry of Commerce, the People's Bank of China, the State-owned Assets Supervision and Administration Commission
of the State Council (SASAC), the National Financial Regulatory Administration, and the China Securities Regulatory
Commission, the Guidelines No. 17 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies -
Sustainability Sustainability Report (Trial) and the Guide No.3 of Shenzhen Stock Exchange for the Self-Regulation of Listed
Disclosure Companies - Preparation of Sustainability Report issued by the Shenzhen Stock Exchange, the European Sustainability
Standards and Reporting Standards (ESRS) released by the European Commission, and the two IFRS Sustainability Disclosure
Guidelines Standards(IFRS S1, S2) issued by the International Sustainability Standards Board (ISSB).
The United Nations Sustainable Development Goals (SDGs), the 29th Conference of the Parties of the UNFCCC (COP
Development (OECD), etc.
International
Initiatives
The global and Chinese “dual carbon” and sustainable development goals, international climate commitments such as
the Paris Agreement, opportunities arising from healthcare cooperation under the Belt and Road Initiative, and the
global transformation trends of digitalization, intelligence, and precision medicine in ophthalmic diagnosis and
Global Economic
and Macro Policy treatment.
Trends
Patients’ demands for ophthalmic diagnosis and treatment services are becoming increasingly diverse and personalized,
raising higher requirements for customized service solutions and faster response times. The industry continues to strengthen
full-process traceability management and supply chain transparency for medical consumables to ensure medical quality and
safety. In international development, global major markets are continuously raising their requirements for product registration,
clinical data, and ESG-related compliance standards for ophthalmic medical devices. Changes in the
Market Environment
We adhere to the strategy of “organic growth plus external expansion,” uphold the balanced development concept of
integrating medical care, education, and research, continuously improve our national ophthalmic medical service
Our Corporate network, drive sustained growth in operating performance, and provide more patients with high-quality ophthalmic
Strategy and diagnosis and treatment services that are technologically advanced, reasonably priced, convenient, and attentive.
Development Needs
Management of Material Matters 11
Sustainability Matters
Dimension Sustainability Matters
Climate Response Pollutant Discharge
Waste Disposal Ecosystem and Biodiversity Protection
Environmental
Environmental Compliance Management Energy Utilization
Water Resources Utilization Circular Economy
Rural Revitalization Social Contributions
Innovation-Driven Development Ethics of Science and Technology
Responsible Sourcing Supply Chain Security
Equal Treatment of SMEs Medical Quality and Safety
Social
Data Security and Customer Privacy Supporting Industry Development
Equal Employment Human Rights Protection
Employee Communication Employee Development and Training
Employee Compensation and Benefits Occupational Health and Safety
Due Diligence Stakeholder Engagement
Governance Risk Managment and Compliance Anti-Commercial Bribery and Anti-Corruption
Fair Competition Tax Compliance
Step 2-1: Impact Materiality Assessment
We assessed the impact materiality of each matter based on two dimensions: the severity of impact and the likelihood of occurrence.
Criteria 1: Severity of Impact
We conducted stakeholder surveys to assess the impact of sustainability matters across economic, environmental, and social
dimensions. We used statistical methods such as weighted averages and variance analysis to quantify the qualitative scores
(1-5 scale) of each matter. The overall severity score was calculated by combining the weight distribution to determine the
impact materiality of sustainability matters.
Criteria 2: Likelihood of Occurrence
Referring to the frequency of similar past events and drawing on industry experience with analogous situations, we infer,
grade, and quantify the probability of occurrence for each sustainability-related risk to determine its likelihood level.
Impact Materiality Issues
Climate Response Pollutant Discharge
Waste Disposal Medical Quality and Safety
Water Resources Utilization Data Security and Customer Privacy
Note: Issues with impact materiality refer to those that received an impact materiality score above 4.0 in this assessment,
indicating that our performance on these issues may have direct, extensive, and significant actual or potential material impacts
on the economy, society, and the environment.
Step 2-2: Financial Materiality Assessment
We assessed the financial materiality of each matter based on two criteria: the potential magnitude and the likelihood of occurrence.
Criteria 1: Potential Magnitude
The opportunities and risks associated with each sustainability issue may have direct or indirect, positive or
negative impacts on our financial performance during the reporting period and in future expectations.
Criteria 2: Likelihood of Occurrence
Over the short, medium, and long term, the opportunities and risks associated with each sustainability
issue may have an impact on our financial performance.
Management of Material Matters 13
Assessment Reference Indicators
Core business revenue from outpatient services, inpatient care, surgeries, optometry services, as well as
Revenue revenue growth from new technologies and new projects.
Direct medical costs such as medical consumables, pharmaceuticals, equipment depreciation and
Costs maintenance, as well as labor costs, energy expenditures, R&D investment, market expansion, and
compliance-related expenses.
Profit Profit impact is assessed by comprehensively considering both costs and revenues.
Assets The scale, renewal status, and utilization efficiency of fixed assets including medical equipment and real
estate.
Payback period and returns on capital investments such as the introduction of new technologies,
Investment equipment upgrades, and information system development.
Interest-bearing debt scale, financing costs, and financial resilience in response to policy adjustments and
Debt market fluctuations.
Operating cash flow, particularly the speed of medical service payment collection and capital turnover
Cash Flow efficiency.
Potential impact on long-term revenue from factors such as patient satisfaction, follow-up visit rates, and
Long-Term Value word-of-mouth referrals.
Medical Quality and Safety Pollutant Discharge
Waste Disposal Environmental Compliance Management
Energy Utilization Employee Compensation and Benefits
Note: Issues with financial materiality refer to those that may have a significant impact on our financial position in the short, medium, or
long term. The specific criteria are: the relevant monetary value changes (e.g., revenue, costs) triggered by the issue exceed 5 million
CNY, or the impact on our net profit margin exceeds 5%.
Step 3: Consolidating Impact and Financial Materiality Outcomes
Based on the assessment results of impact and financial materiality, we have developed a materiality matrix and
identified 10 key material matters.
Impact Materiality
Environmental
Social
Governance
Financial Materiality
Environmental 2 Pollutant Discharge 5 Environmental Compliance Management 8 Circular Economy
Communication
Customer Privacy
Development and
Social Development Training
Compensation and
Development SMEs Benefits
and Technology Safety Protection and Safety
Governance
and Anti-Corruption
Management of Material Matters 15
Step 4: Reporting and Practice Guidance
The results of the materiality assessment are reviewed and confirmed by the company's Strategic and Sustainable Development Committee.
Detailed management measures and specific actions for each identified issue are outlined in the relevant sections of this report.
Impact Scope
Material Affected Impact Corresponding
Value Value Risks Opportunities Location in the Report
Matters Corporate Chain Commu Stakeholders Duration SDGs
Chain
Operations Downstre nities
Upstream
am
Improper Establishing a
management of full-process waste
medical waste, management
hazardous waste, mechanism covering
and general solid classification,
waste in collection, temporary
classification, storage, transport,
collection, temporary outsourced disposal,
storage, transport, or and record-keeping
outsourced disposal helps improve the
may lead to standardization of
environmental waste disposal and
pollution, reduce Waste
environmental and Short-t
cross-infection, or erm Disposal
safety incidents, health risks.
Waste Community resulting in Mediu
Disposal regulatory penalties, m-ter
corrective Continuously m
requirements, and advancing waste
reputational reduction, resource Long-t
damage. recovery, and refined erm
management helps
enhance
Continuously environmental
tightening waste management
disposal standards, capabilities, shape a
rising disposal responsible
costs, or strained healthcare institution
disposal resources image, and
may increase strengthen trust
operational costs among patients and
and compliance the public.
management
pressure.
Inconsistent Continuously
implementation of optimizing
cross-facility treatment
treatment pathways,
standards, strengthening
inadequate referral multidisciplinary
coordination, or collaboration, quality
insufficient review of training and
key steps may lead inspections, and
to fluctuations in smart management
medical quality helps improve the Short-
standardization, as standardization of term
Customers/ well as patient medical services and
complaints and patient trust, Mediu Product
Patients disputes. and
Medical Quality reinforcing our m-ter
and Safety Suppliers professional brand m Service
advantage. Quality
Community Ophthalmic and
specialty diagnosis Long-
term Safety
and treatment
require high levels of
personnel
competence, team
collaboration, and
equipment
reliability.
Inadequate training
management,
scheduling, or pre-
and post-operative
management may
increase medical
safety risks.
影响范围
Impact Scope
Material
重要性 受影响的 Impact 管理与行动
Matters Value Value Affected 风险
Risks 机遇
Opportunities 影响 Corresponding
Duration
对应的 Location in the Report
Commu Stakeholders SDGs
议题 上游
Chain
Corporate Chain
企业 下游 利益相关方 所在章节
Operations
Upstream 运营 Downstre 社区
nities 周期 SDGs
价值链 价值链
am
Extreme weather Integrating green
events such as and low-carbon
typhoons and heavy principles and
rainfall may damage climate risk
facility infrastructure, management into
cause short-term strategic planning
power or water and facility
outages, disrupt road operations, while
access, and affect strengthening
material delivery, operational
Employees impacting patient safeguards and
visits and service emergency
Customers continuity. coordination during
/Patients extreme weather,
Suppliers Extreme heat, rising helps enhance our
average service continuity
Investors temperatures, and
Banks and operational
Climate regional water resilience. Climate Response
Response Media scarcity may increase Long-
cooling loads, Growing attention
Government equipment operating from capital markets, term Circular Economy
and pressure, and patients, and the
regulatory energy/water costs, public on healthcare
authorities while imposing institutions’
higher demands on environmental
Non-govern logistics and governance and
mental operational stability. information
organizations transparency means
Evolving climate and that steadily
Community environmental advancing
regulations, climate-related
disclosure governance and
requirements, and disclosure helps
building energy enhance our brand
efficiency standards image, market
may increase recognition, and
pressure on external trust.
compliance
management, data
verification,
equipment upgrades,
and low-carbon
transition
investments.
Improper Continuously
management of improving
medical wastewater, full-process control
waste gas, and requirements for
related pollutants in wastewater, waste
collection, treatment, gas, and waste,
monitoring, or facility strengthening
operation and discharge permit
maintenance may maintenance, tiered
lead to abnormal monitoring and
emissions, regulatory analysis, and
penalties, public environmental facility
scrutiny, and adverse operation
effects on the management helps
hospital’s brand ensure stable Short-
image. compliance of all term
emissions and reduce
the negative impact Mediu
of our operations on m-ter
m Pollutant Discharge
Pollutant Continuously the environment and
Discharge Community improving pollutant public health.
discharge permit Long-
requirements, term
emission standards, Advancing refined
and monitoring pollutant discharge
regulations may management and
increase pressure on standardized
environmental facility environmental data
maintenance, management helps
monitoring enhance our
management, environmental
corrective actions, governance
and compliance capabilities and
operations. compliance levels,
strengthening trust
among patients and
the public.
Management of Material Matters 17
影响范围
Impact Scope
Material
重要性 受影响的 Impact 管理与行动
Matters Value Value Affected 风险
Risks 机遇
Opportunities 影响 Corresponding
对应的 Location in the Report
Corporate Chain Stakeholders
利益相关方 Duration SDGs
议题 Chain 企业 下游 Commu
上游 Operations 周期 SDGs 所在章节
Upstream Downstre 社区
nities
价值链 运营 价值链 am
Energy price Promoting green
fluctuations and office practices,
insufficient efficiency optimizing key
of key energy-using equipment
equipment may operation, and
increase facility strengthening
operating costs and energy
energy management consumption
pressure. analysis help
Long-term operation improve energy
of air conditioning, efficiency and
lighting, and certain reduce energy
medical support consumption.
equipment requires Long-
Energy high energy Steadily expanding Energy Utilization
Community the application of term
Utilization efficiency
management; renewable energy
inadequate and prioritizing the
management may deployment of
increase resource energy-efficient
consumption. equipment helps
optimize the energy
Energy-saving mix and enhance
retrofits and our green
renewable energy operations.
applications may
entail upfront
investment and
technical adaptation
challenges.
Hospital operations Continuously
and related services advancing water
require continuous conservation
water supply. management,
Extensive water optimizing water
management and equipment
insufficient configuration, and
water-saving improving water use
measures may efficiency help
increase water reduce resource
consumption and consumption
environmental intensity and
burden. mitigate negative
impacts on the water
environment.
Local water scarcity,
water supply
fluctuations, or Strengthening
full-process water Long- Water Resources
Water Resources tightening
Community management and term Utilization
Utilization management
requirements may promoting a
pressure daily water-efficient
operations, facility operational system
management, and help enhance our
resource assurance environmental
capabilities. management level
and establish a
responsible
healthcare institution
image.
影响范围
Impact Scope
Material
重要性 受影响的
Affected Impact Corresponding 管理与行动
Matters Value Value 风险
Risks 机遇
Opportunities 影响 对应的
Duration Location in the Report
Stakeholders SDGs
议题 上游
Chain
Corporate Chain
企业 下游 Commu 利益相关方 所在章节
Upstream
Operations Downstre 社区
nities 周期 SDGs
价值链 运营 价值链 am
Lack of Establishing a
market-competitive market-competitive
compensation levels, compensation
inadequate benefits, system and
or imperfect diversified benefit
incentive mechanisms helps
mechanisms may enhance employee
weaken our ability to satisfaction, sense of
attract and retain belonging, and
professional talent, organizational
increasing turnover cohesion,
risk. strengthening our
Short-
ability to attract and term
retain outstanding Employee
Employees Declining employee
Employee talent. Mediu Compensation and
Community satisfaction, lack of m-ter Benefits
Compensation
and Benefits motivation, or m
inadequate labor Continuously
relations Long-
improving employee term
management may incentive and care
affect medical service mechanisms helps
quality, operational stimulate employee
efficiency, and stable initiative and
creativity, enhance
corporate
service quality and
development, while operational
also giving rise to efficiency, and
compliance and support long-term
reputational risks. stable development.
Environmental laws Continuously
and regulations, improving
discharge permits, environmental
and local regulatory compliance
requirements are management
constantly updated. systems, clarifying
Delays in policy responsibilities,
communication, process
unclear division of requirements, and
responsibilities, closed-loop
inadequate mechanisms helps
implementation, or enhance the
untimely corrective standardization and
actions may create normalization of our
compliance gaps, environmental
leading to regulatory management.
inquiries, corrective Short-
requirements, and Embedding term Environmental
Environmental management liability environmental
Compliance
Compliance risks. compliance Mediu
Community Management
Management requirements into m-ter
Environmental daily operations and m
monitoring, data internal controls, and
reporting, permit strengthening Long-
maintenance, and term
monitoring,
related reporting,
documentation record-keeping, and
involve multiple review, helps
facilities and business enhance the
processes. robustness of our
Insufficient internal environmental
coordination or weak governance and
process control may external compliance
affect the credibility.
consistency,
timeliness, and
verifiability of
environmental
compliance
management.
Management of Material Matters 19
影响范围
Impact Scope
Material
重要性 受影响的
Affected Impact Corresponding 管理与行动
Matters Value Value 风险
Risks 机遇
Opportunities 影响
Duration
对应的SDGs Location in the Report
Corporate Chain Stakeholders
利益相关方
议题 上游
Chain 企业 下游 Commu
Operations Downstre 社区 周期 SDGs 所在章节
Upstream nities
价值链 运营 价值链 am
Commercial bribery, Establishing robust
conflicts of interest, anti-commercial
or fraud in bribery and
procurement, anti-corruption
bidding, partner mechanisms,
onboarding, strengthening
marketing, and daily institutional
management may constraints, process
lead to supervision, and
administrative compliance training,
penalties, legal helps enhance
Employees liabilities, and internal corporate Short-
Customers/ management governance and term
Anti-Commercial disorder. internal control Anti-Commercial
Bribery and Patients
effectiveness. Mediu Bribery and
Anti-Corruption Suppliers m-ter Anti-Corruption
m
Banks Such incidents, once
Continuously
occurred, may
fostering a culture of Long-
damage our brand term
integrity and
image and market
promoting fair, open,
credibility, affect the
and equitable
trust of partners,
business practices
investors, and the
helps enhance the
public, and adversely
trust of partners,
impact sustainable
investors, and the
and stable
public, safeguarding
operations.
long-term healthy
development.
Improper Establishing a robust
management of data security and
patient information, customer privacy
customer data, and protection system,
business data in strengthening data
collection, storage, classification, access
transmission, use, or controls, system
sharing may lead to protection, and
data breaches, emergency response
privacy violations, mechanisms, helps
system security ensure patient
incidents, and service information security
interruptions. and protect
customer legitimate
rights. Short-
term
Data Security Mediu Data Security
and Customer Employees m-ter Customer Privacy
Privacy Customers/ Cyberattacks, Continuously m
inadequate internal improving data
Patients governance and Long-
access controls, or
Suppliers weak third-party information security term
management may management helps
result in regulatory enhance customer
penalties, legal trust, support the
liabilities, loss of standardized
customer trust, and development of
damage to our brand digital diagnosis and
reputation. treatment services,
and strengthen our
compliance
operations and
brand credibility.
Stakeholder Engagement
We place great importance on the suggestions and concerns of all our stakeholders. Through diversified communication channels, we
continuously collect and analyze their expectations and feedback regarding our hospital, and systematically incorporate them into our
management decisions and operational considerations.
Stakeholders Matters of Concern Communication Channels
Employee opinion solicitation and complaints
Employee Compensation and Benefits Employee training and employee activities
Employees Medical Quality and Safety Employee representative congress
Tax Compliance Employee satisfaction survey
Data Security and Customer Privacy Customer service and complaint handling
Customers/
Medical Quality and Safety Satisfaction survey
Patients Anti-Commercial Bribery and Anti-Corruption Official website and social media
Exchanges and visits
Medical Quality and Safety Supplier audit management
Suppliers Data Security and Customer Privacy Industry conferences
Tax Compliance Supplier conferences and joint seminars
Listed company information disclosure
Medical Quality and Safety Shareholder meetings and performance briefings
Investors Anti-Commercial Bribery and Anti-Corruption Investor hotline and interactive platform
Tax Compliance Investor meetings and research visits
Public opinion monitoring
Medical Quality and Safety Listed company information disclosure
Banks Supply Chain Security Project cooperation
Tax Compliance Exchanges and visits
Media Waste Disposal Listed company information disclosure
Innovation-Driven Development Social media and media communications
Organizations
Data Security and Customer Privacy Public opinion monitoring
Government Employee Compensation and Benefits Listed company information disclosure
and Regulatory Medical Quality and Safety Government project cooperation
Tax Compliance Exchanges and visits
Authorities
Non-Governme Pollutant Discharge Public welfare services
ntal Waste Disposal Exchanges and visits
Organizations Environmental Compliance Management Public opinion monitoring
Sustainability-Related Governance 21
Sustainability-Related Governance
We have deeply integrated the concept of sustainable development into our governance system. By improving our top-down
governance structure, strengthening institutional frameworks, and optimizing operating mechanisms, we systematically enhance the
effectiveness of sustainable development governance. The governance structure clearly defines the roles and responsibilities of the
Board of Directors, management, and each executing department, ensuring effective transmission of strategic goals, efficient
allocation of resources, and proactive risk management. This serves as the cornerstone for systematically advancing and continuously
iterating our sustainable development efforts. Building on this foundation, we embed sustainability requirements throughout all
aspects of our hospital operations and management, providing solid support for creating long-term value and achieving stable
development.
Governance Structure and Mechanism
We strictly comply with the requirements of relevant laws, regulations, and regulatory rules, including the Company Law of the
People’s Republic of China, the Securities Law of the People’s Republic of China, and the Governance Guidelines for Listed
Companies. We continuously improve our corporate governance structure consisting of the Shareholders’ Meeting, the Board of
Directors, and the management team. Under the Board of Directors, we have established four specialized committees: the
Strategy and Sustainability Committee, the Audit Committee, the Nomination Committee, and the Remuneration and
Assessment Committee. Through thorough discussion, supervision, and review of matters within their respective scopes of
responsibility, these committees collectively guide the implementation of our ESG work, monitor the effectiveness of ESG
objectives and related efforts, and provide professional advice and reference for the Board’s decision-making. This strengthens
our ESG governance efficiency and ensures the achievement of our ESG strategy and goals.
Board of
Directors
Strategic and Sustainable Compensation and
Nomination Audit Committee Appraisal
Development Committee Committee Committee
Management Team
Board
Comittees Composition and Responsibilities
Strategic and The Strategic and Sustainable Development Committee is composed of three directors, one of whom
Sustainable is an independent director. The Committee is primarily responsible for studying and making
Development recommendations on the Company’s medium and long-term development strategy, major
Committee investment and financing projects, sustainable development strategic goals, and ESG-related matters.
Audit The Audit Committee is composed of three independent directors, and the committee chair is an
Committee accounting professional. The Committee is primarily responsible for supervising matters related to the
Company’s internal control, financial information, and internal audit.
The Nomination Committee is composed of three directors, two of whom are independent directors,
Nomination and the committee chair is an independent director. The Committee is primarily responsible for
Committee formulating the selection standards and procedures for directors and senior management, as well as
selecting, reviewing, and making recommendations on candidates and their qualifications for directors
and senior management positions.
The Compensation and Appraisal Committee is composed of three directors, two of whom are
Compensation and independent directors, and the committee chair is an independent director. The Committee is
Appraisal primarily responsible for formulating and reviewing the remuneration policies and plans for
Committee non-independent directors and senior management, as well as establishing assessment standards for
non-independent directors and senior management and conducting performance evaluations.
Based on our ESG strategy and operational realities, we have systematically established a sustainable development policy system
covering key areas such as environment, human rights, business ethics, and occupational health and safety. This system is
designed to articulate our firm commitment to the concept of sustainable development, provide a principled foundation and
action guide for all business activities, and promote the integration of ESG requirements into the entire chain of corporate
governance and business operations.
Sustainable Development Policy
Supplier Code of Conduct
Environmental Human Rights Policy
Business Code of Conduct
Protection Policy Occupational Health and Safety Policy
Tax Policy
Information Security Policy
Community Policy
Environmental Social Governance
Sustainability-Related Governance 23
In 2025, we continued to improve our governance system. In accordance with relevant laws, regulations, and regulatory requirements, we
reviewed and revised internal governance documents including the Articles of Association, the Rules of Procedure for the Shareholders’
Meeting, the Rules of Procedure for the Board of Directors, the Working System for Independent Directors, and the Fundraising
Management System, ensuring standardized governance practices and enhancing our corporate governance level. In 2025, we convened
a total of 2 Shareholders’ Meetings, reviewing 18 proposals; we convened a total of 4 Board meetings, reviewing 36 proposals; we also
convened 4 Audit Committee meetings, 2 Compensation and Appraisal Committee meetings, 1 Strategic and Sustainable Development
Committee meeting, and 1 Nomination Committee meeting.
Convened 2 Convened4 Convened 4
Shareholders’ Meetings Board meetings Audit Committee meetings
Reviewed Reviewed 2 1 1
Compensation Strategic Nomination
and Appraisal and Sustainable Committee meeting
Committee meeting
Appointment of Directors and Senior Management
We strictly comply with laws, regulations, and internal governance documents such as the Articles of Association and the
Implementing Rules for the Nomination Committee to carry out the nomination and appointment of directors and senior
management in a standardized manner. The Board’s Nomination Committee, taking into account our governance objectives and
operational development needs, conducts comprehensive assessments based on multiple dimensions including professional
competence, industry experience, educational background, and independence. It selects candidates for directors and senior
management, reviews their qualifications, and makes recommendations to the Board. The list of director candidates, after being
reviewed and approved by the Board, is submitted as a proposal to the Shareholders’ Meeting for election. The employee
representative director is elected by our Employee Representative Congress. Candidates for senior management are appointed
after being reviewed and approved by the Board.
At the beginning of 2026, we completed the election of the new Board of Directors. The current Board consists of 7 directors,
including 3 independent directors, accounting for 43%. The Board members possess extensive experience in operations
management, risk control and compliance, financial accounting, and other areas, with professional backgrounds covering medicine,
business administration, accounting, economics, engineering, and more. Our senior management team also has a diversified
professional structure, covering fields such as medicine, economics, accounting, and business administration, and has rich
experience in corporate operations management, risk control and compliance, financial management, and other areas. The
diversified professional composition of the Board and management team provides important assurance for enhancing our scientific
decision-making and governance standards.
Professional competence Board Committees Meeting
Attendance Rate
During the
Age Industry Operatio Risk Com Strategic and Reporting Period
Name Occupation （Board meetings
ns Control Financial Audit Nomination pensation Sustainable
Experien and Board
Manage and Accounting Committee Committee and Development
ce committee
ment Complia Appraisal Committee
nce meetings）
Su Qingcan Chairman & 56 100%
(M) CEO
Chen
Fengguo Director 58 100%
(M)
Zhang
Guangbin Director 57 100%
(M)
Li
Director & Vice 100%
Xiaofeng 54
President
(M)
Wang
Zhiqiang Independent 58 100%
(M) Director
Zheng Independent
Wenli 62 100%
Director
(M)
Independent
Fu Director
Yuanlue (appointed 72 /
effective January
(M) 14, 2026)
Hu Jun Independent
Director During the 69 100%
(M) Reporting Period
Zhang /
Vice President 44
Zhiyong
(M)
Zhang
Vice President 61 /
Binbin
(M)
Chen Luyan
CFO /
(F) 47
Cao Naien Board Secretary /
(M) 51
Sustainability-Related Governance 25
We place great importance on and continuously strengthen the professional development of our directors and senior man-
agement team. By providing regular updates on the latest regulatory policies, analysis of typical industry cases, and other
learning materials, and by actively organizing and facilitating participation in specialized training on laws, governance, and
professional competence conducted by stock exchanges, listed company associations, and other institutions, we systemati-
cally enhance the professional expertise and decision-making capabilities of our directors and senior management. In 2025,
we organized a total of 9 training sessions for our directors and senior management on topics including information disclo-
sure, market value management, the Governance Guidelines for Listed Companies, and the standardized operation and func-
tioning of specialized committees, continuously empowering the professional competence and career development of our di-
rectors and senior management.
Compensation of Director and Senior Management
Pursuant to our Articles of Association and the Implementing Rules for the Remuneration and Assessment Committee,
the Board’s Remuneration and Assessment Committee is responsible for formulating the compensation policies and
plans for directors and senior management. The compensation plan for directors, after being reviewed and approved
by the Board, is submitted to the Shareholders’ Meeting for final approval and implementation. The compensation plan
for senior management is implemented after being reviewed and approved by the Board. To further improve our com-
pensation management system, we have formulated the Management Measures for Compensation and Allowances of
Directors and Senior Management, establishing a mechanism that equally emphasizes incentives and constraints. This
closely aligns the interests of directors and senior management with the enhancement of corporate value, long-term
development goals, and shareholder returns, thereby driving the achievement of our strategic and operational objec-
tives.
Directors and senior management who hold other positions within our Company receive compensation based on their
actual roles, with the compensation structure mainly consisting of fixed salary and performance bonus. Fixed salary is
determined based on factors such as job responsibilities, individual capabilities, and industry compensation levels. Per-
formance bonus is linked to their performance, the results of their areas of responsibility, and the overall operational
outcomes of the Company. Independent directors and non-independent directors who do not hold other positions re-
ceive director’s fees in accordance with the standard amount determined by the Shareholders’ Meeting. Furthermore,
we have incorporated sustainability-related indicators—such as compliant operations, risk control, talent development,
and occupational health and safety—into the performance assessment system for directors and senior management,
directly linking them to performance-based compensation.
To motivate our core team to grow together with us, we have implemented an employee stock ownership plan (ESOP)
prior to our initial public offering, granting incentive interests to eligible directors and senior management. As of the
end of the reporting period, directors and senior management participating in the ESOP indirectly held an aggregate
of 16,095,000 shares of the Company through the employee stock ownership platform, representing 1.92% of the
Company’s total issued shares.
Shareholding of Directors
and Senior Management
Shareholdings at the end of Shareholdings at the end of
Name Position the reporting period Name Position the reporting period
(Shares) (Shares)
Chen Fengguo Director 7,050,000 Zhang Binbin Vice President 1,890,000
Director &
Li Xiaofeng Vice 1,500,000 CFO 1,275,000
Chen Luyan
President
Zhang Board Secretary
Guangbin Director 3,930,000 Cao Naien 450,000
Total 16,095,000
Conflicts of Interest
We strictly manage related-party transactions in accordance with relevant laws, regulations, and regulatory requirements to prevent
potential conflicts of interest. Our Articles of Association explicitly stipulate that directors and senior management owe a duty of loyalty
to the company. They shall not exploit their positions to secure, for themselves or others, business opportunities that rightfully belong
to the company, nor shall they operate, either personally or for others, any business that competes with the company.
To continuously improve our governance of related-party transactions, we have formulated and consistently updated the Related-Party
Transaction Management System. This document systematically sets out the criteria for identifying related parties, the scope of relat-
ed-party transactions, pricing principles, approval authorities, decision-making procedures, and oversight mechanisms. It aims to fur-
ther standardize related-party transactions, ensure their legality and fairness, and effectively protect the legitimate rights and interests
of the Company and all shareholders.
All of our directors and senior management have made specific commitments regarding related-party transactions. They undertake to
avoid or minimize related-party transactions with the Company in the course of their duties. For unavoidable related-party transactions,
they commit to strictly following fair, reasonable, and customary commercial principles, duly implementing the voting avoidance proce-
dures for related parties, and ensuring that no illegal transfer of Company funds or profits occurs through such transactions, that no im-
proper benefits are sought, and that the Company does not assume any inappropriate obligations. If any director or senior management
member breaches the above commitments, they shall bear full responsibility and compensate the Company in full for any resulting
losses. If compensation is not made, the Company has the right to correspondingly deduct such amounts from their entitled cash divi-
dends and other equity interests.
Investor Rights Protection
We strengthen our governance foundation by standardizing the operation of the Shareholders’ Meeting, enhance transparency through
a robust information disclosure mechanism, and deepen investor relations through diversified communication channels, systematically
building a standardized, transparent, and equitable investor rights protection system.
Shareholder Rights Information Disclosure
Protection Management
In the convening, holding, and voting procedures of the Shareholders’ Meet- Ensuring that all investors have equal and timely
ing, we strictly comply with relevant laws and regulations as well as internal access to Company information is an important
policies such as the Articles of Association and the Rules of Procedure for the objective of our information disclosure work. We
Shareholders’ Meeting. We ensure that all shareholders fully enjoy their legiti- adhere to the principles of timeliness and fairness
mate rights, including the right to know, the right to vote, and the right to su- in information disclosure. Based on internal poli-
pervise regarding the Company’s operations, and that they are treated equally. cies such as the Information Disclosure Manage-
At the same time, we have implemented the Detailed Implementing Rules for ment System, the External Information Submis-
Online Voting at Shareholders’ Meetings and the Detailed Implementing Rules sion and Use Management System, and the Insid-
for Cumulative Voting, among other policies, to facilitate online voting and cu- er Information Holder Registration Management
mulative voting, providing convenient channels for shareholders, particularly System, we have established a robust information
small and medium-sized shareholders, to exercise their rights. disclosure management mechanism, strength-
ened process standardization, and fulfilled our
disclosure obligations in accordance with laws
and regulations. We ensure that all disclosed in-
formation is true, accurate, and complete, contin-
uously improving the quality of our information
disclosure.
Sustainability-Related Governance 27
Investor Relations Management
Investor relations management is an important component of corporate gover-
nance. We strictly comply with laws, regulations, and regulatory requirements, con-
tinuously improve the Investor Relations Management System, and establish a sys-
tematic investor relations management framework to effectively protect the legiti-
mate rights and interests of investors.
Through diversified channels including investor hotline, fax, IR email, investor rela-
tions official account, stock exchange interactive platform, investor research visits,
roadshows, performance briefings, and collective investor reception days, we active-
ly and proactively communicate with investors, earnestly listening to their reason-
able opinions and suggestions regarding the Company’s operations and develop-
ment. Through continuous, transparent, and two-way communication, we are com-
mitted to building long-term stable, mutually trusting, and win-win investor rela-
tionships, thereby promoting the continuous improvement of information disclosure
quality and corporate governance standards.
In 2025, we hosted a total of 6 investor research visits, receiving over 140 investors
for visits and exchanges. Our online response rate to investor questions was 100%.
We received over 780 inquiries from small and medium-sized shareholders via tele-
Investor Relations Activities
phone. The Company was honored with the “2025 Excellent Investor Relations Con-
struction Award for Listed Companies” selected by Value Online.
Received investors for Online response rate Received inquiries from small and
visits and exchanges to investor questions medium-sized shareholders
Hosted a total of
investor research visits via telephone
over 140 100% over 780
Party Building
We adhere to Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era as our guiding principle, give full play to the
role of Party organizations as strongholds of strength, continuously strengthen the development of grassroots Party organizations,
empower business operations, and promote innovative development through high-quality Party building.
Our Party Committee effectively plays its core leadership role, striving to promote the deep integration of Party building with our op-
erations and management, while strengthening political guidance and organizational support. By continuously advancing the stan-
dardization and normalization of grassroots Party organizations and strictly implementing systems such as the “Three Meetings and
One Lecture” and organizational life meetings, we continuously enhance the organization and cohesion of our Party branches.
Our Party Committee focuses on the talent development strategy, promoting the organic integration of Party building with talent de-
velopment. We prioritize recruiting Party members from among highly educated groups, business core talents, and young elites, striv-
ing to cultivate business core talents into Party members and Party members into business core talents, thereby building a high-qual-
ity, professional talent team. In 2025, our Party Committee continuously strengthened the recruitment, education, and management
of Party members, forging a team of Party members who play an exemplary and vanguard role.
We continuously innovate our learning formats, building a learning mechanism that combines “theory + practice,” “joint learning + joint
building,” and “online + offline” to achieve regular and full-coverage learning and education. In 2025, we organized over 30 sessions of
“First Issue” learning, covering more than 3,000 participants. We conducted over 10 joint learning and joint building activities, with a
cumulative participation of more than 800 core Party members. Focusing on key themes and taking into account industry characteris-
tics, we carried out over 30 activities including thematic Party lectures, centralized study sessions, knowledge competitions, learning
exchanges, and red-themed film screenings, promoting the in-depth understanding and effective implementation of the Party’s inno-
vative theories.
“First Issue” learning Covered
over 30 sessions over3,000participants
Joint learning and joint Core Party members
building activities participated
Thematic Party Lecture: Let History Tell the Future –
over 10 over 800 The Party Central Committee in Yan’an
various Party-building activities
over 30
General Party Branch Re-election
Environmental 29
Environmental
Strengthen water conservation publicity and facility maintenance; continuously improve the efficiency
of medical and office water management
Obtain and maintain pollutant discharge permits in accordance with the law; implement monitoring and
management requirements; ensure zero major environmental pollution incidents throughout the year
Implement closed-loop management of medical waste classification, temporary storage, and transport;
ensure full traceability of compliant outsourced disposal
Advance green procurement management; give priority to environmentally friendly and durable products;
promote source reduction and optimization through substitution
Climate Response
Climate change has led to an increased frequency of extreme weather events such as heatwaves, droughts, and floods, exerting
sustained impacts on the socio-economy and ecological environment. As a leading ophthalmic medical service provider in China,
we actively respond to the national “dual carbon” strategy, follow international climate governance consensus including the United
Nations Framework Convention on Climate Change and the Paris Agreement, and integrate the concept of green and low-carbon
development into our corporate strategy and daily operations. We systematically identify and assess climate-related risks and
opportunities, steadily advance energy-saving and emission-reduction initiatives, and continuously improve energy efficiency. At
the same time, we strengthen our climate adaptation and risk management capabilities, enhance operational resilience, and
contribute to the achievement of global climate governance goals.
Corporate Strategy
We have set the "1236" strategic development goals based on the external environment and industry development trends.
Build 1 world-renowned Manage 200 professional Expand overseas across 3 Establish 6 regional
ophthalmology center ophthalmic medical continents - Asia, Europe, ophthalmology centers
institutions nationwide and America
Focused on our high-quality development goals, we continue to improve our national ophthalmic medical service network,
advance the coordinated development of medical care, education, and research, and strengthen clinical discipline capabilities.
We enhance the recruitment and training of high-level ophthalmic talent, accelerate the cultivation of new quality
productivity in the ophthalmology field, and actively promote the construction of a smart medical system. By continuously
improving our diagnostic and treatment capabilities and service levels, we provide patients with higher-quality medical
services and support for cutting-edge technology applications, thereby enhancing the efficiency and effectiveness of our
operations and development.
Environmental 31
Climate-Related Risks, Opportunities, and Financial Impacts
To enhance resource allocation efficiency and the systematic management of
climate risks, we have integrated climate change-related risks into our overall
risk management framework and effectively aligned them with existing risk
management processes. Considering our industry and business
characteristics, we refer to the scenario analysis methods and models
published by the Intergovernmental Panel on Climate Change (IPCC) and the
International Energy Agency (IEA) to conduct phased identification and
assessment of physical and transition risks arising from climate change over
the short, medium, and long term. Simultaneously, we analyze the strategic
opportunities embedded in these changes. Based on the assessment results,
we formulate and implement corresponding risk response strategies and
management measures, continuously strengthening our management
capabilities and operational resilience in addressing climate change.
Transition Risks
We have selected the Net Zero Emissions (NZE) scenario under the IEA scenario model to assess
our transition risks. Under this scenario:
The world achieves net zero emissions by 2050, with the average temperature stabilized at 1.5°C above pre-industrial
levels.
The global population is projected to grow to approximately 9.7 billion, with a slowing trend in population growth.
The global economy is expected to grow at an average annual rate of 2.6%, with variations across countries, regions,
and time periods.
Coal and other high-carbon fossil fuels will be gradually phased out, with significant improvements in energy efficiency.
By 2050, nearly 70% of global electricity generation will come from solar photovoltaic and wind energy.
Against the backdrop of global collaboration to advance policy development, reduce the cost of clean energy
technologies, and expand the diversity of critical minerals and technologies, a resilient global supply chain is gradually
taking shape. At the same time, companies will face stricter policy regulations and higher transition risk pressures.
Time Scope of Financial
Risk Type Risk Description Response Measures 1
Impact Impact2
Horizon
Climate and environmental regulations,
We continuously monitor dynamic
disclosure requirements, and industry
changes in regulatory requirements
management rules are expected to
and industry rules, and prudently
continuously improve. Compliance
Policy and assess their impact on our Short-term Upstream
requirements for energy management, Moderate
operations and disclosure scope Medium-term Corporate
Legal Risk building energy efficiency, emissions, and
within our existing systems and
Impact
Long-term Operations
waste may become more stringent,
internal control framework, ensuring
potentially increasing the pressure on us
information consistency and
regarding compliance and information
verifiability.
disclosure.
While ensuring medical safety,
As energy-saving and carbon-reduction
service quality, and compliant
technologies, standards, and operation
operations, we prudently assess
and maintenance models for ophthalmic
energy-saving and carbon-reduction
diagnostic equipment and facilities
technology pathways and Upstream
accelerate their evolution, we may face Medium-term Moderate
Technological equipment upgrade plans in line Corporate
adjustments in technology selection, Long-term Impact
with our business development
Risk system compatibility, and subsequent Operations
pace. At the same time, we closely
maintenance requirements when
monitor the operation and
constructing or renovating facilities or
maintenance needs of key systems
upgrading equipment. This may lead to
and opportunities for energy
increased equipment retrofitting and
efficiency improvement, optimize
system upgrade costs, putting upward
resource allocation, and avoid
pressure on capital expenditures.
unnecessary expenditures.
We closely monitor price and supply
Adjustments to energy pricing
trends for major energy sources, key
mechanisms, changes in green electricity
medical equipment, and
supply, and shifts in market rules for the
procurement categories of supplies, Upstream
procurement costs, financing, and Short-term Moderate
Market Risk insurance of energy-intensive medical
and enhance communication and
Medium-term
Corporate
collaboration with suppliers to the Operations Impact
equipment may lead to fluctuations in our
extent feasible, thereby improving
energy usage costs and equipment
supply chain resilience and reducing
procurement costs, thereby affecting our
operational risks arising from price
overall operating costs.
and supply fluctuations.
Investors, patients, and the public are We adhere to the principle of
increasingly concerned about the prudent disclosure, strengthen
environmental performance and information consistency, traceability, Corporate
disclosure transparency of healthcare Medium-term Operations Minor
and careful wording, avoid
Reputational institutions. If we have inconsistencies in over-commitment and selective Long-term Downstream
Impact
Risk disclosure scope, insufficient data disclosure, and continuously improve
verifiability, or inadequate communication the quality of our information
in our environmental information disclosure and communication.
disclosure, we may face reputational
pressure.
Time horizons are classified as short-term, medium-term, and long-term. Short-term refers to a period within one year (including one year);
medium-term refers to a period from one year to five years (including five years); long-term refers to a period beyond five years.
The financial impact is divided into minimal, minor, moderate, major, and significant impact. Minimal impact means the impact on monetary value
(e.g., revenue) is <1 million CNY or the impact on net profit is <1%; minor impact means the impact on monetary value (e.g., revenue) is between
enue) is between 5 million and 10 million CNY or the impact on net profit is between 5% and 10%; major impact means the impact on monetary
value (e.g., revenue) is between 10 million and 50 million CNY or the impact on net profit is between 10% and 15%; significant impact means the
impact on monetary value (e.g., revenue) is >50 million CNY or the impact on net profit is >15%.
Environmental 33
Transition Opportunities
Opportunity Opportunity Action Time Scope of Financial
Type Description Measures Horizon
Impact Impact4
Through finely managing medical energy
We improve full-process records and
consumption (e.g., in high-energy areas
monitoring analysis of medical energy,
such as operating rooms), water
water, and medical supplies, optimize
consumption (e.g., water for washing,
the operation management of lighting Short-term
disinfection, and preparation), and medical Corporate Moderate
Resource supplies (consumables and
and air conditioning, and promote the Medium-term Operations Impact
classified recycling of medical waste
Efficiency pharmaceuticals), we can reduce Long-term
and general waste, complying with
operational resource consumption and
medical waste management
improve resource utilization efficiency,
requirements.
aligning with the requirements of green
hospital construction.
The gradual improvement of green We evaluate feasible pathways such
electricity and distributed energy supply as green electricity procurement and
systems enables us to optimize our energy distributed photovoltaics based on
mix, reduce carbon emission intensity, and our facility layout and power load Medium-term Upstream
Moderate
Energy support the green hospital transformation (e.g., high-energy equipment in Long-term Corporate
Impact
Sources under the “dual carbon” goals. imaging and laboratory departments), Operations
and steadily increase the share of
clean energy use while ensuring
compliance.
The growing emphasis on low-carbon and We advance digital processes and
health concepts is driving demand for information management to reduce
green hospitals and smart healthcare, paper consumable consumption
which helps enhance patient service without compromising medical Upstream
experience and optimize medical quality. In medical equipment Medium-term Moderate
Products Corporate
Impact
operational efficiency. procurement and maintenance, we Long-term Operations
and Services prioritize energy-efficient and
low-carbon certified equipment by
focusing on energy efficiency ratings
and low-emission attributes.
Increased attention from capital markets We improve climate-related
on low-carbon governance and disclosure governance, risk identification, and
means that prudently disclosing our disclosure scope, enhance information
Medium-term Corporate Minor
Market environmental and governance consistency and verifiability, and
Long-term Operations Impact
improvements can enhance investor strengthen communication with
communication, strengthen market investors and industry associations to
recognition, and increase brand premium. convey the achievements of our green
hospital construction.
The time horizon is divided into short-term, medium-term, and long-term. Short-term refers to within one year (including one year); medi-
um-term refers to one year to five years (including five years); long-term refers to beyond five years.
The financial impact is divided into minimal, minor, moderate, major, and significant impact. Minimal impact means the impact on monetary value
(e.g., revenue) is <1 million CNY or the impact on net profit is <1%; minor impact means the impact on monetary value (e.g., revenue) is between
enue) is between 5 million and 10 million CNY or the impact on net profit is between 5% and 10%; major impact means the impact on monetary
value (e.g., revenue) is between 10 million and 50 million CNY or the impact on net profit is between 10% and 15%; significant impact means the
impact on monetary value (e.g., revenue) is >50 million CNY or the impact on net profit is >15%.
Physical Risks
We select the high-emission, high-growth scenario (SSP5-8.5) under the IPCC’s Shared
Socioeconomic Pathways (SSPs) to conduct our physical risk assessment. Under this scenario:
Global greenhouse gas emissions will continue to grow through the end of the 21st century. Compared with
The average surface temperature in our main operating regions is expected to rise significantly, while the frequency
and intensity of extreme weather events (e.g., heatwaves, heavy precipitation, typhoons) may increase. The trend of
continued sea level rise in some regions will also persist.
Corresponding policy and regulatory constraints are relatively mild, but the physical impacts of climate change are sig-
nificant.
The above changes will directly and indirectly pose challenges to the operational safety of our medical facilities, the sta-
bility of energy supply, the continuity of diagnosis and treatment services, and the resilience of our assets and supply
chain, exposing us to high climate-related physical risks.
Time Scope of Financial
Risk Type Risk Description Response Measures 5
Impact Impact6
Horizon
Strong winds and heavy rainfall Within our existing medical safety
associated with typhoons may damage management framework, we improve
the exterior facades and auxiliary the typhoon emergency response plan
facilities of our hospitals (e.g., signage, and multi-department response
temporary structures), cause short-term mechanisms (coordinating logistics,
medical services, and nursing). We focus Upstream
power and water outages, block road
on the protection (e.g., reinforcing doors Short-term Corporate Major
Typhoon access, affect patient arrivals and the Medium-term
and windows, testing backup power Operations Impact
order of in-hospital diagnosis and switching) and operational assurance of Long-term Downstream
treatment, and disrupt the delivery key facilities and equipment such as
timeliness of medical supplies (e.g., operating rooms and pharmacies, and
pharmaceuticals, consumables). conduct full-process emergency drills
Acute and post-event reviews for optimization
Physical when necessary.
Risks
Heavy rainfall may cause flooding Taking into account our facility terrain
around hospital facilities, seepage or and building layout, we improve flood
backflow in underground spaces (e.g., control emergency arrangements and
parking lots, equipment rooms), inspection systems for key areas (e.g., Upstream
threatening the safety of electrical underground garages, basement power Short-term
Corporate Major
Flood distribution rooms). We strengthen the Medium-term
systems and medical equipment rooms, Operations Impact
management of drainage systems and Long-term
blocking access to entrances and exits, anti-backflow facilities (e.g., flood Downstream
leading to the suspension of services in barriers, drainage pumps), and enhance
certain departments (e.g., emergency, emergency response capabilities
laboratory), restricting patient transport, through multi-department collaborative
and increasing emergency response drills.
pressure.
The time horizon is divided into short-term, medium-term, and long-term. Short-term refers to within one year (including one year); medi-
um-term refers to one year to five years (including five years); long-term refers to beyond five years.
The financial impact is divided into minimal, minor, moderate, major, and significant impact. Minimal impact means the impact on monetary value
(e.g., revenue) is <1 million CNY or the impact on net profit is <1%; minor impact means the impact on monetary value (e.g., revenue) is between
enue) is between 5 million and 10 million CNY or the impact on net profit is between 5% and 10%; major impact means the impact on monetary
value (e.g., revenue) is between 10 million and 50 million CNY or the impact on net profit is between 10% and 15%; significant impact means the
impact on monetary value (e.g., revenue) is >50 million CNY or the impact on net profit is >15%.
Environmental 35
Time Scope of Financial
Risk Type Risk Description Response Measures 5
Impact Impact6
Horizon
Short-term extreme heat increases Without compromising medical safety
the cooling load and energy and patient-physician comfort, we
consumption of our facilities, adding optimize the operation strategy of
pressure to the operation of air the air conditioning system (e.g.,
Acute conditioning and refrigeration time-segmented temperature
Extreme Short-term Corporate
Physical equipment. It also affects the safety adjustment). We strengthen the Moderate
Heat Medium-term Operations
operation, maintenance, and load
Risks of outdoor operations (e.g., medical Long-term Downstream Impact
waste transport) and emergency management of key equipment, and
support (e.g., ambulance dispatch), improve job protection during
imposing additional management high-temperature periods (e.g., heat
requirements on the stability of some protection gear for outdoor
precision medical equipment. personnel) and emergency support
requirements.
Sea level rise combined with factors We maintain attention on key facilities
such as storm surges increases the and operational assurance aspects of
Sea Level risk of waterlogging and backflow in coastal hospitals. Taking into account
Rise coastal hospitals, threatening road local marine and meteorological Corporate
Minor
access around the facilities and the department requirements and facility Long-term Operations
Impact
continuity of infrastructure conditions, we prudently assess Downstream
operations, and introducing long-term flood control, drainage,
uncertainty to the long-term and emergency support plans (e.g.,
planning and operational resilience of raising equipment foundations).
coastal hospitals.
Long-term rise in average Based on our facility operational
temperature continuously increases characteristics (e.g., outpatient
the cooling demand and operational volume, department distribution), we
energy consumption of our facilities, continuously monitor the operation
Average adding load and maintenance management and maintenance of Short-term
Chronic
Temperature pressure on HVAC systems, while HVAC systems. During new Medium-term Corporate Moderate
Rise imposing higher requirements on the construction or renovation, we Long-term Operations Impact
Physical comfort of the indoor diagnosis and prudently consider the thermal
Risks treatment environment (e.g., insulation performance of building
temperature and humidity in wards envelopes and equipment energy
and operating rooms) and the efficiency ratings, and optimize the
stability of equipment operation. operation of cooling systems.
Regional water scarcity may lead to We improve water use records and
increased water costs and pressure the management of key water-use
on water supply assurance, affecting processes, promote water-saving
Water the stable operation of water-use fixtures and water use behavior
Supply Long-term Corporate Moderate
scenarios such as medical diagnosis management, and, based on facility
Shortage and treatment, daily living, and conditions, assess the feasibility of Operations Impact
logistics support, and increasing unconventional water sources and
operational uncertainty. emergency water supply assurance.
Long-term changes in precipitation Based on the climate characteristics
patterns may exacerbate the of the region where our facilities are
drought-flood transition and seasonal located, we continuously monitor the
Precipitation fluctuations in some regions, affecting operation, maintenance, and risk Medium-term Corporate Minor
Pattern the load on our facility drainage point identification of drainage
Change Long-term Operations Impact
systems and operational assurance systems. During new construction or
requirements, and increasing renovation, we prudently consider the
uncertainty in logistics management. resilience of drainage systems and
optimize drainage and water storage
management for dry and flood
seasons.
The time horizon is divided into short-term, medium-term, and long-term. Short-term refers to within one year (including one year); medi-
um-term refers to one year to five years (including five years); long-term refers to beyond five years.
The financial impact is divided into minimal, minor, moderate, major, and significant impact. Minimal impact means the impact on monetary value
(e.g., revenue) is <1 million CNY or the impact on net profit is <1%; minor impact means the impact on monetary value (e.g., revenue) is between
enue) is between 5 million and 10 million CNY or the impact on net profit is between 5% and 10%; major impact means the impact on monetary
value (e.g., revenue) is between 10 million and 50 million CNY or the impact on net profit is between 10% and 15%; significant impact means the
impact on monetary value (e.g., revenue) is >50 million CNY or the impact on net profit is >15%.
GHG Emissions Management
We followed the requirements of the ISO 14064-1:2018 standard and adopted the operational control approach to conduct the 2025
greenhouse gas inventory for entities within the consolidation scope over which we have operational control.
GHG Inventory Boundaries
Our 2025 greenhouse gas inventory covers Scope 1 (direct emission sources) and Scope 2 (indirect emission sources). The inventory
scope is detailed as follows:
GHG Category Definition Primary GHG Emission Sources
Direct greenhouse gas emissions refer to the
emissions generated by the organization itself,
including emissions from the combustion of fossil • Natural gas stoves
Scope 1 fuels and industrial processes. These are • Gasoline-powered company
categorized into fixed combustion emissions, • Diesel-powered company vehicles
mobile combustion emissions, process emissions,
and fugitive emissions.
Energy indirect greenhouse gas emissions refer
to the emissions generated from the
consumption of energy such as electricity and
Scope 2 • Purchased electricity
thermal energy by the organization. This includes
purchased electricity, purchased steam, and
other forms of energy.
GHG Type
The types of greenhouse gases include carbon dioxide (CO₂), methane (CH?), nitrous oxide (N₂O), hydrofluorocarbons
(HFCs), perfluorocarbons (PFCs), sulfur hexafluoride (SF?), and nitrogen trifluoride (NF?).
Emission Factor
For various emission sources under Scope 1 and Scope 2, we calculate greenhouse gas emissions by selecting appropriate
emission factors based on the 2006 IPCC Guidelines for National Greenhouse Gas Inventories, the General Rules for
Calculation of the Comprehensive Energy Consumption (GB/T 2589—2020), and the latest electricity emission factors
published by the Ministry of Ecology and Environment.
GHG Emissions
In 2025, our total greenhouse gas emissions (including Scope 1 and Scope 2) amounted to 24,360.73 tCO2e, of which
direct greenhouse gas emissions (Scope 1) were 1,774.29 tCO2e, accounting for 7.27% of total emissions; energy
indirect greenhouse gas emissions (Scope 2) were 22,586.44 tCO2e, accounting for 92.73% of total emissions. The
increase of 1,206.89 tCO2e in total greenhouse gas emissions compared with 2024 was primarily due to the expansion
of the reporting boundary to include eight entities such as Beijing Minzhong, as well as an increase in business volume
during the reporting period.
Environmental 37
Category 2023 2024 2025
Scope 1:
Direct Emissions 1,414.98 1,821.67 1,774.29
（Unit：tCO₂e）
Scope 2:
Indirect Emissions 18,690.29 21,332.17 22,586.44
（Unit：tCO₂e）
Total Emissions
（Unit：tCO₂e）
Carbon Emission
Intensity
（Unit：tCO2e/hundred
million RMB of
operating revenue）
GHG Emissions
Scope 1: Direct Emissions Scope 2: Indirect Emissions
（Unit：tCO2e） （Unit：tCO2e）
GHG Emission Reduction Measures
In line with the national “dual carbon” strategic goals, we have integrated climate change response and greenhouse gas emission manage-
ment into our sustainable development framework as a healthcare institution. We systematically advance key initiatives such as energy effi-
ciency improvement, green and low-carbon operations, green procurement, and low-carbon culture development, actively exploring path-
ways for the green transformation of the healthcare industry.
Enhancing Energy Efficiency
We optimize our energy mix and operational efficiency through a combination of institutional management and technological upgrades, con-
tinuously reducing energy consumption per unit of operation. The main measures include:
Prioritize energy-efficient equipment in new or renovated office and medical areas, and gradually phase out
high-energy-consumption equipment.
Strengthen equipment operation management and maintenance, optimize air conditioning system operation strategies,
reasonably control indoor temperature ranges (not below 26°C in summer, not above 20°C in winter), and implement
time-sharing control of central air conditioning.
Enhance standby energy consumption management, advocating the shutdown of computers, printers, and other equipment
during non-working hours.
Conduct regular facility maintenance and operation inspections to ensure equipment operates efficiently.
Promoting Green and Low-carbon Operations
We integrate the concept of green and low-carbon development into the entire process of our medical service operations. Through
measures such as green office management and waste classification and recycling, we continuously optimize our operating model
towards resource conservation and environmental friendliness.
Focusing on the daily operations of our facilities, we implement specific measures in areas such as lighting and electricity
management, office practice optimization, and resource recycling:
Maximize the use of natural lighting in new or renovated office areas to reduce the use of artificial lighting.
Promote the use of energy-efficient lighting such as LED lamps, and reasonably divide lighting zones based on usage scenarios to
avoid excessive illumination.
Implement staggered lighting in public areas (including restrooms) at night to reduce energy consumption while ensuring
necessary illumination.
Strengthen employee energy-saving awareness and behavioral norms, enforce light-off requirements after work and overtime to
reduce unnecessary lighting.
Promote the use of electronic documents and cloud storage to reduce the need for paper documents and printing.
Set up recycling points for general waste such as waste paper and plastics, encourage employee participation in resource recycling,
and cooperate with professional recycling institutions to ensure that recycled waste is safely and compliantly disposed of.
Environmental 39
Practing Green Procurement
We continuously improve our green procurement management, integrating environmental and social responsibility requirements into
our procurement processes and supplier management mechanisms. By establishing clear green procurement standards, conducting
supplier access and ongoing evaluations, we prioritize products and services with environmental certifications and the use of
recyclable materials. We also encourage our partners to share environmental responsibility, promoting the green transformation of
our supply chain.
Our specific measures in practicing green procurement include:
In supplier management, we focus on partners’ performance in environmental protection, social responsibility, and
compliance. Using the Supplier Survey Form, New Qualified Supplier Evaluation Form, Supplier On-site ESG Audit Form,
and on-site review findings, we conduct due diligence covering key topics such as compliant pollutant discharge, clean
production, and energy conservation and consumption reduction.
We guide and encourage suppliers to adopt energy-saving and emission-reduction measures, collaborate on green supply
chain development, and conduct training on responsible supply chain environmental and social practices. We continuously
communicate our sustainable development philosophy and management requirements, enhancing the overall
environmental and social performance of our supply chain.
Fostering a Low-Carbon Culture
We promote a low-carbon culture through a combination of institutional development and awareness campaigns. We integrate
energy conservation and environmental protection requirements into employees’ daily conduct. Through ongoing training,
communication, and thematic activities, we enhance the low-carbon awareness of all employees and foster an organizational
atmosphere conducive to green development.
Our specific measures in fostering a low-carbon culture include:
Regularly organize green office training and thematic seminars to educate employees on environmental protection
knowledge and energy-saving concepts, promoting the implementation of green office requirements in daily work.
Use workplace bulletin boards, internal websites, emails, and other channels to continuously publish information and
initiatives on green office practices, strengthening employees’ understanding of energy conservation and resource saving.
Organize employee participation in environmental public welfare activities, helping employees enhance their environmental
awareness and sense of social responsibility through hands-on experience, and promoting the translation of low-carbon
concepts into daily behaviors.
Energy Utilization
Scientific and efficient energy management not only directly reduces hospital
operating costs and improves resource utilization efficiency, but also enhances
our ability to respond to energy price fluctuations and supply risks. Against
the macro background of the “dual carbon” goals and the green
transformation of the healthcare industry, systematic energy management is In 2025,
an important foundation for building environmentally friendly hospitals, our energy consumption during
enhancing brand credibility, and achieving long-term competitiveness. operations
We place great importance on energy management, strictly comply with laws was mainly electricity
and regulations such as the Energy Law of the People’s Republic of China, the
Energy Conservation Law of the People’s Republic of China, and the
Renewable Energy Law of the People’s Republic of China, and continuously Electricity consumed
promote green office practices and energy conservation and consumption
reduction management.
We have formulated and strictly implement the Electricity Cost Management
Control Measures, and guide our subsidiary hospitals to establish supporting
policies such as the Electricity and Water Usage Management System and the
Water and Electricity Conservation Management Provisions in accordance Accounting for 86.08%
of total energy consumption.
with local policies. We regularly conduct energy usage inspections and
analysis, optimize the operation and management of key energy-consuming
equipment, and continuously improve energy efficiency. At the same time, we
steadily expand the application of renewable energy based on facility
conditions to promote energy consumption reduction.
Energy Structure
Energy Type 2023 2024 2025 Consumption Ratio
Electricity(kWh) 32,772,733.13 39,754,330.42 42,685,854.05 86.08
Natural Gas(L) 424,892.63 568,248.18 495,161.08 8.73
Diesel(L) 154,299.93 205,173.36 217,031.35 4.46
Gasoline（m?） 18,400.00 36,418.71 33,677.00 0.73
Total（tce） 4,701.98 5,801.72 6,094.71 100
Electricity
Gasoline
Diesel
Environmental 41
Water Resources Utilization
As a healthcare service provider, we have integrated water resource protection and efficient utilization into our daily operations
management system, continuously advancing the construction of a water-saving institution. By systematically optimizing water
management in diagnosis and treatment, logistics, and office areas, promoting water-saving equipment and fixtures, and conducting
regular water conservation awareness campaigns and employee training, we comprehensively improve water use efficiency and fulfill our
green operations responsibilities.
We strictly comply with laws and regulations such as the Environmental Protection Law of the People’s Republic of China, the Water Law
of the People’s Republic of China, and the Water Pollution Prevention and Control Law of the People’s Republic of China. In line with policy
directions including the Water Conservation Regulations and the national water conservation action plan, we have improved our water
resource management institutional arrangements, formulated and implemented the Environmental Protection Policy, and implemented
classified management and refined control for major water use scenarios such as medical diagnosis and treatment, daily living, fire
protection, landscaping, and equipment cooling, continuously improving water resource utilization efficiency.
Highlight | Refined Water Resource Management
Zhangzhou Huaxia continuously implements water resource management requirements, promoting refined water management
through a combination of zone-based control, assignment of responsibility to specific posts, and data analysis, continuously improving
water resource utilization efficiency:
·Assign designated personnel to be
·Establish a zone-based management responsible for administrative office areas,
mechanism, implementing classified control conduct daily inspections, and promptly
by functional area to ensure water safety and identify and address abnormal water usage.
operational efficiency in each area.
·Strengthen equipment maintenance
·Integrate water conservation requirements
management in outpatient clinics, optometry
into nursing management in operating
departments, laboratory departments, and
rooms and wards, enhance water-saving
other areas, assign water use responsibilities,
awareness among patients and their families
and promptly report and repair any leaks.
through admission guidance, and strengthen
daily supervision to ensure proper use of
water for washing and timely correction of
leaks.
·Establish a monthly water use analysis
mechanism, regularly compile water bills and
usage data, track abnormal fluctuations and
conduct investigations, dynamically optimize
management measures, and improve the
effectiveness of water management.
Pollutant Discharge
We fully recognize that healthcare institutions bear a special and significant responsibility in the areas of environmental protection and
public health. Waste gas, wastewater, and various types of waste generated from medical activities, if improperly managed, may pose
potential risks to the surrounding environment and community health. Therefore, we place pollutant emission management at the core of
our operations, regarding it as an inherent requirement for fulfilling our social responsibilities, safeguarding ecological security, and
protecting public health.
By improving our full-process control standards covering waste gas, wastewater, and waste, and by constructing and maintaining
supporting environmental treatment facilities, we systematically advance the compliant management of emissions, ensuring that all types
of pollutants continuously meet national and local environmental standards. This not only represents compliance with legal requirements
but also reflects our proactive actions to reduce our environmental footprint, prevent operational risks, and fulfill our green development
commitments, demonstrating our multi-faceted responsibility to patients, employees, communities, and the natural environment.
The wastewater pollutants generated during our operations mainly include animal and
vegetable oils, volatile phenols, cyanides, petroleum substances, biochemical oxygen demand
(BOD), anionic surfactants, and chemical oxygen demand (COD). We strictly comply with
relevant laws and regulations such as the Environmental Protection Law of the People’s Republic
of China and the Water Pollution Prevention and Control Law of the People’s Republic of China.
We have formulated and implemented the Wastewater Treatment Management System,
obtained pollutant discharge permits in accordance with the law, and established a tiered
monitoring and management mechanism based on pollutant characteristics. Through daily
Wastewater tracking, weekly inspections, monthly assessments, and quarterly analyses, we conduct
Management monitoring and analysis to enhance the timeliness, accuracy, and completeness of environmental
data.
We have established a wastewater management structure with clear responsibilities. The
Deputy General Manager is responsible for overall hospital wastewater treatment management.
The Property Management Department Director is specifically responsible for daily
management and supervision. The Wastewater Treatment Management Team is responsible for
organizing and implementing wastewater treatment-related operations and management
measures. This forms a three-tier management system of “overall coordination – specific
responsibility – implementation,” ensuring that hospital wastewater treatment operates in a
standardized manner and consistently meets compliance standards.
Wastewater Management Structure
Deputy General Overall responsibility for hospital wastewater treatment
Manager management.
Property Specific responsibility for hospital wastewater treatment
Management management.
Department Director
Wastewater Specific responsibility for organizing and implementing hospital
Treatment wastewater treatment management regulations.
Management Team
Environmental 43
Medical Wastewater
Treatment
We have equipped ourselves with wastewater treatment facilities
Medical Wastewater
including equalization tanks, reaction tanks, oxidation tanks, Treatment Process
sedimentation tanks, disinfection tanks, and pumps, continuously
optimizing treatment processes and operational management to
improve pollutant removal efficiency. We have completed the technical hospital
upgrade of our wastewater treatment station and introduced an wastewater
intelligent monitoring system, achieving real-time monitoring and
automatic early warning of discharge water quality. The system has been
connected to environmental supervision platforms at national,
provincial, and municipal levels, effectively enhancing data transparency septic
and regulatory compliance. At the same time, we have assigned tank
dedicated personnel to be responsible for the daily operation of the
wastewater treatment station, carrying out regular inspections and
equipment maintenance to ensure continuous and stable operation of grid
the facilities. acidification submersible
tank aerator
After treatment, our medical wastewater strictly complies with the
Discharge Standard of Water Pollutants for Medical Institutions (GB
medical institutions as the emission limit. The compliant wastewater is oxidation treatment
connected to the municipal pipe network and sent to urban wastewater tank tank
treatment plants for further treatment. In addition, the fugitive waste
gas generated during the wastewater treatment process is also
effectively treated through supporting purification equipment, achieving chlorine
sedimentation dioxide
full-process environmental control.
tank generator
disinfection and compliant
dechlorination discharge
tank
Domestic Sewage Treatment
The domestic sewage generated from our operations mainly comes from cleaning and sanitation water use, restroom wastewater, etc. In
line with our facility logistics support management requirements, we have improved domestic sewage collection and treatment measures
to ensure standardized discharge after treatment:
Strengthen the management of oil-water separation facilities:
Optimize the operation management of sedimentation tanks and filter screens in hospital canteens, improve oil-water
separation efficiency, and enhance daily maintenance to ensure the stable operation of relevant facilities.
Enhance the maintenance of grease traps and septic tanks:
Regularly clean grease traps and septic tanks to strengthen source management of domestic sewage discharge; at the
same time, strictly control operations and storage activities around sewage pipelines, prohibit the storage or dumping of
pollutants such as chemicals and oils near the pipeline network, and reduce the risk of blockages and secondary pollution.
Standardize domestic sewage treatment:
Domestic sewage is treated through three-stage septic tanks before discharge, ensuring that pollutant treatment meets
relevant discharge requirements.
Promote the use of environmentally friendly cleaning products:
Give priority to environmentally friendly cleaning products in cleaning and sanitation activities, reduce the use of highly
polluting chemicals, and lower the pollution load of domestic sewage.
Air Emissions Management
The waste gas generated during our daily operations mainly comes from vehicle exhaust, canteen cooking fumes, and backup generator
flue gas. Taking into account our facility layout and personnel activity characteristics, we implement corresponding waste gas collection
and emission management measures to ensure that all waste gas is properly organized and discharged in compliance with standards:
Vehicle exhaust management:
Ventilation facilities are installed in underground parking garages, with exhaust ducts routed away from upper-floor windows and
pedestrian walkways. Exhaust outlets face green belts and are located away from areas with heavy pedestrian and vehicle traffic. At the
same time, exhaust direction is reasonably set based on prevailing wind patterns to reduce the risk of exhaust backflow. We promote
the gradual replacement of fuel-powered official vehicles with new energy vehicles to reduce emissions of nitrogen oxides, sulfur oxides,
and particulate matter.
Canteen cooking fume management:
Dedicated cooking fume ducts are installed to channel cooking fumes to the rooftop, where they are treated by oil fume purification
devices before discharge.
Backup generator flue gas management:
Dedicated flue gas ducts and exhaust stacks are installed in generator rooms to directly channel flue gas generated during operation to
the rooftop for high-altitude discharge.
Environmental 45
Waste Disposal
The standardized management of medical institution waste is a critical link in public health safety and ecological environmental
protection. Improper disposal of medical waste not only pollutes the environment and harms ecosystems but may also become a
source of disease transmission, directly threatening the health of patients, employees, and the public. Therefore, we place waste
management, particularly full-process compliance control of medical waste, at the core of our operations management and social
responsibility fulfillment.
We strictly comply with the requirements of the Law of the People’s Republic of China on the Prevention and Control of Environmental
Pollution by Solid Waste, the Medical Waste Management Regulations, the Measures for the Management of Medical Waste in Medical
and Health Institutions, and other relevant regulations. We have established and continuously improved our medical waste
management system, formulating policy documents including the Medical Waste Classification and Collection Management System,
the Medical Waste Collection and Transport Work System, the Medical Waste Temporary Storage Management System, and the
Medical Waste Entrustment System. These documents clearly define management requirements for the entire chain of medical waste
classification, collection, transport, temporary storage, and entrusted disposal, and we conduct regular information disclosure.
In our operations management, we adhere to the principles of reduction, resource recovery, and harmlessness, implementing refined
classified management for all types of waste generated from medical activities. For general waste, we actively promote resource
recycling and source reduction to minimize resource consumption and waste generation. For hazardous medical waste, we have
established a full-process closed-loop management mechanism covering generation, classified collection, specialized packaging,
on-site temporary storage, sealed transport, and final compliant disposal, achieving full-process traceability and legal control. We
continuously optimize processes to minimize potential risks to the environment and public health, thereby fulfilling our social
responsibilities as a healthcare institution.
General Waste
The general waste generated during our daily operations consists primarily of household waste. In accordance with local
government requirements on household waste classification management, we promote the implementation of classified
disposal and recycling across all floors and departments in our daily facility operations. Sanitation staff collect and transport the
waste to household waste stations for centralized sorting and treatment, ensuring that general waste is properly managed and
disposed of in compliance with regulations.
Highlight｜Special Training on Household Waste Classification
To continuously improve the level of refined management at our facilities and promote
the construction of green hospitals, in 2025 we organized a special training session on
infection control and household waste classification for all personnel at the Xiamen Eye
Center Wuyuan Bay Campus.
This training focused on the compliant classification and accurate disposal of household
waste as one of its key components, systematically communicating the household
waste classification system and specific operational requirements. It placed special
emphasis on enhancing the classification knowledge and practical skills of key personnel
such as sanitation staff. The training aimed to promote the strict implementation of
household waste classification, recycling, and resource utilization across all floors and
departments in daily diagnosis, treatment, and logistics operations, facilitating the
continuous deepening of standardized and normalized waste classification
management at our facilities, and supporting the achievement of sustainable
Household Waste Classification Training
development goals that are environmentally friendly and operationally efficient.
Hazardous Waste
The hazardous waste generated during our business operations mainly consists of medical waste, including infectious solid waste and
sharp solid waste. We have established a systematic medical waste management organizational structure, with the head of the Medical
Waste Management Leading Group coordinating overall management. Each member, based on their assigned responsibilities, strictly
complies with relevant regulations such as the Medical Waste Management Regulations, ensuring that medical waste is handled in a
standardized and compliant manner at every stage—including classification, collection, temporary storage, transport, and final
disposal—effectively reducing potential risks to the environment and public health.
Medical Waste Management Structure
Leader of the Medical Waste Management Leadership Team
(Fully responsible for medical waste management)
Member of the Medical Waste Management Team
The Property Healthcare-Associated Medical Affairs Security
Department Infection Management Department Department
Office and Nursing Department
(Responsible (Responsible for
forManagement of (Responsible for (Responsible forpreventing
businesstraining. guidance, themanagement of the outflow ofmedical
WasteTemporary locallygenerated
Storage andTransfer) andsupervision) waste from thehospital)
medicalwaste)
Medical Waste Transfer Hospital Medical Waste
Station Generation Sites
(Responsible for collection (Responsible for sorting,
andtransportation) disinfection,and transfer)
We require each department of our subsidiary hospitals to improve the configuration of medical waste transfer points and hazardous
waste storage rooms in accordance with the Medical Waste Classification Catalogue. For different categories of medical waste, we use
specialized packaging bags or containers that comply with the Standards for Special Packaging and Containers for Medical Waste and
Requirements for Warning Labels for classified collection and temporary storage. We also entrust qualified third-party institutions for
compliant disposal, preventing the loss, mixing, or leakage of medical waste. We implement classified management of hazardous
waste, with the main measures as follows:
·Chemical waste (e.g., waste chemical reagents, waste disinfectants, etc.) is disposed of by professional institutions.
·High-risk waste (e.g., culture media containing pathogens, specimens, and related preservation solutions) is first subjected to
pressure steam sterilization or chemical disinfection at the point of generation, and then collected and disposed of as infectious waste.
·Waste narcotic drugs, psychotropic substances, radioactive materials, toxic drugs, and related waste are subject to full-process
management in accordance with applicable laws, regulations, and national standards.
Highlight｜Special Training on Medical Waste Management
To continuously strengthen the awareness and practical skills of all employees regarding
the standardized management of medical waste, we systematically organized a special
training session on medical waste management. The training covered key aspects
including medical waste classification standards, collection and temporary storage
specifications, transport procedures, and emergency response to incidents. It also
analyzed and corrected common operational errors using real-world cases.
Through a combination of on-site explanations and interactive Q&A, the training
effectively deepened employees’ understanding and mastery of full-process
management requirements, laying a solid foundation for ensuring standardized and
compliant management of medical waste at every stage, including generation,
classification, temporary storage, and transfer for disposal. Medical Waste Management Training
Environmental 47
Environmental Compliance Management
We strictly comply with relevant laws and regulations such as the Environmental Protection Law of the People’s Republic of China and
the Environmental Impact Assessment Law of the People’s Republic of China. We continuously improve our environmental
management system, systematically establish and gradually optimize environmental management objectives and long-term
mechanisms, and steadily enhance our environmental governance capabilities and management standards.
Emergency Management for Sudden Environmental Incidents
Pursuant to relevant laws and regulations such as the Emergency Response Law of the People’s Republic of China, and to prevent and
respond to sudden incidents such as natural disasters, we have formulated and implemented a series of specialized emergency plans,
including the Emergency Plan for Sudden Environmental Incidents, the Emergency Plan for Sodium Hypochlorite Leakage, the
Emergency Treatment Procedures for Wastewater Treatment, and the Emergency Plan for Flood Control and Typhoon Preparedness.
These plans clearly define the emergency response procedures and handling standards.
Emergency Management Process for Sudden Environmental Incidents
Emergency Monitoring Initiation Monitoring Point Layout
In the event of a sudden environmental Based on the pollutant diffusion rate in the
incident, our hospital’s Emergency sudden environmental incident, combined with
Command Center immediately the meteorological conditions and geographical
dispatches monitoring personnel to the characteristics of the incident site, we
scientifically delineate the pollutant diffusion
site. In coordination with the rescue
team, they promptly develop an range and reasonably set up monitoring points
emergency monitoring plan based on the within that range (the number matches the
actual conditions at the scene. scale of pollution diffusion and monitoring
needs).
Dynamic Monitoring Implementation
In the early stage of the incident, taking into account the
monitoring capabilities of the incident site and the severity
of the sudden incident, we conduct monitoring following
the principle of “comprehensive coverage with a focus on
key areas.” As the pollutant diffusion pattern and
monitoring results change, we dynamically adjust
monitoring frequency and monitoring points to ensure that
data accurately supports decision-making.
On-site Testing and Laboratory Analysis Monitoring Result Feedback and
Decision-making Recommendations
After the testing plan is determined, emergency
testing personnel immediately conduct on-site We promptly report on-site monitoring conditions
testing and analysis or sample collection. The and results to the Emergency Command Office,
collected samples are sent back to the laboratory while simultaneously providing treatment
for analysis as soon as possible. Upon receiving the recommendations for eliminating pollution
notification, the laboratory analysts quickly arrive hazards. We also offer professional advice on
and prepare; analysis work begins immediately major protective measures such as the isolation or
after samples are delivered, ensuring timely reopening of contaminated areas and the
testing. evacuation or return of personnel.
We have established a systematic emergency management organizational structure, setting up an Emergency Command Leading
Group and forming a full-time emergency rescue team. Through regular emergency training and practical drills, we continuously
enhance the team’s emergency response capabilities. At the same time, we carry out ongoing emergency knowledge education and
publicity, helping employees master key skills such as environmental pollution prevention and control, emergency hazard avoidance,
and self-rescue and mutual rescue, thereby comprehensively strengthening the risk prevention and disaster reduction awareness of
all employees.
In 2025,
we conducted a total of 8 environmental emergency drills,
effectively improving our rapid response and coordinated
handling capabilities in sudden environmental incidents.
Highlight｜Flood Control and Typhoon Preparedness Emergency Drill
To effectively enhance our ability to respond to heavy rainfall risks during the flood
season, in 2025, Santai Huaxia Eye Hospital organized a comprehensive flood control
emergency drill. The drill was commanded and supervised on-site by hospital
leadership, focusing on key areas such as “flood warning and emergency response
activation, risk inspection and duty in key areas, rapid on-sitestanding water
treatment, and maintenance of patient visit order.” The entire process emphasized
practical testing and process coordination.
This drill effectively strengthened the information reporting, coordination, and rapid
response capabilities of all departments and positions in the event of sudden heavy
rainfall. At the same time, it further clarified the division of responsibilities for flood
control work through practical exercise, refined on-site handling procedures, and Santai Huaxia Flood Control
and Typhoon Preparedness Emergency Drill
comprehensively improved the overall prevention and control level of flood risks at our
facility, laying a solid foundation for ensuring safe and stable hospital operations during
the flood season and maintaining a good medical environment for patients.
Highlight｜Medical Waste Leakage Emergency Drill
To strengthen the standardized management of medical waste and the ability to
respond to emergencies, in 2025, Chengdu Aidi Eye Hospital organized a special
emergency drill for medical waste leakage. The drill focused on key areas such as
“medical waste collection and transport standards,” “on-site leakage handling
procedures,” and “incident reporting mechanisms.” Through a combination of “training
lectures + practical drills,” it systematically tested and enhanced the rapid response,
on-site control, standardized handling, and cross-departmental coordination
capabilities of relevant personnel in the event of a sudden leakage.
The drill further clarified the division of responsibilities and coordination mechanisms
among relevant positions, from hospital leadership, logistics support, and infection
control management to clinical departments, achieving a full-process closed-loop test
Chengdu Aidi Medical Waste from risk identification and emergency response to post-event evaluation. This activity
Leakage Emergency Drill effectively enhanced the hospital’s risk prevention and emergency response
capabilities in medical waste management, providing strong support for ensuring a
safe hospital environment and stable medical order.
Environmental 49
Circular Economy
We actively respond to the national strategic direction on developing a circular economy and deeply recognize the importance of
promoting resource recycling for the sustainable development of the healthcare industry. The operation of medical service institutions
involves substantial inputs of medical supplies, equipment, and energy. Building a full-process resource circular system covering
procurement, use, and disposal is not only an inherent requirement for fulfilling green development responsibilities and reducing our
environmental footprint, but also an important pathway for optimizing operating costs, enhancing resource resilience, and achieving
long-term stable development. To this end, based on our actual medical services, we continuously improve the closed-loop resource
management mechanism covering key stages such as material procurement, clinical use, and recycling and disposal. By implementing
green procurement, strengthening refined material management, and promoting waste classification and resource utilization, we
systematically integrate the concept of circular economy, strive to improve resource allocation and utilization efficiency, and promote
the transformation of our medical institutions towards a sustainable development model that is resource-saving, environmentally
friendly, and operationally efficient.
In our operational practice, we follow the implementation pathway of “source reduction, process control, and classified recycling,”
systematically promoting the refined use and full-process standardized management of medical consumables. By improving the
classification, recycling, and resource utilization system for general waste, and in conjunction with green office guidelines, we integrate
measures such as energy conservation and consumption reduction, paperless office, green procurement, and material recycling into
daily operations. We continuously explore circular economy practice models that better suit the characteristics of medical services,
promoting resource efficiency improvement and environmental performance enhancement:
Strengthen energy Optimize the use of air conditioning and lighting based on demand, reduce standby energy
conservation
consumption of equipment, and improve energy efficiency in office and logistics operations.
management
In the procurement of office furniture, equipment, and consumables, prioritize products with
Optimize green
environmental certifications, energy efficiency labels, and recyclable attributes, and focus on
procurement strategies
product durability to reduce replacement frequency and resource waste.
Promote paper Continuously promote electronic workflows and storage. When paper use is necessary, advocate
reduction and reuse double-sided printing and copying, and recycle and reuse single-sided paper.
Improve the Set up classified recycling channels for waste paper, ink cartridges, toner cartridges, batteries, and
closed-loop recycling of other office consumables, and hand them over to professional institutions for disposal or reuse.
office consumables
Reduce the use of Encourage employees to bring their own water cups, reduce the consumption of disposable paper
disposable items cups, and promote the implementation of green office habits in daily work.
Strengthen publicity Through training lectures and internal channels, enhance employee participation and promote the
and behavior guidance normalized implementation of green office requirements.
Ecosystem and Biodiversity Protection
Biodiversity is the cornerstone of maintaining the Earth’s ecological balance and supporting human health and well-being, and
it is also an important dimension for medical service institutions to fulfill their social responsibilities and achieve sustainable
development. Protecting biodiversity is not only a respect for natural ecosystems but also a key measure to ensure the
sustainability of medical resources, maintain ecological service functions, and prevent public health risks. As a healthcare service
provider, we have the responsibility to reduce our impact on ecosystems during operations and support regional ecological
restoration through proactive management. This is not only compliance with laws and regulations but also a strategic choice to
build a resilient operational system, enhance brand credibility, and win the long-term trust of stakeholders.
We actively respond to the Convention on Biological Diversity and the Kunming-Montreal Global Biodiversity Framework,
deeply integrating biodiversity protection into our strategic planning and daily operations. Through systematic assessment,
mitigation, and monitoring of the ecological and environmental impacts of our medical activities, we are committed to
achieving a harmonious coexistence between medical services and the natural ecosystem.
During the project planning stage, we insist on not carrying out construction in legally designated important ecological areas
such as nature reserves, and implement ecological and environmental risk assessments and environmental impact assessment
requirements during the site selection of new construction, renovation, and expansion projects, thereby controlling potential
impacts on surrounding ecosystems and biodiversity at the source.
During project construction and renovation, we strictly implement ecological and environmental protection measures,
effectively controlling dust, noise, and solid waste during the construction period. For decoration, we uniformly select compliant
and environmentally friendly building materials and strengthen material control. Before project operation, we commission
qualified professional institutions to conduct environmental acceptance inspections after completion, comprehensively
evaluating the operation of environmental protection facilities and the effectiveness of environmental management. At the
same time, we incorporate eco-friendly concepts into our facility landscaping planning, scientifically configuring vegetation to
enhance the stability and service functions of the ecosystem within and around our facilities.
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Social
Strengthen efforts in scientific research and innovation, and promote breakthroughs and development in ophthalmic medical
technology, with annual R&D investment no less than 60 million RMB
Zero incidents of intellectual property infringement throughout the year
Establish and improve supplier admission and evaluation standards, giving priority to partners that meet environmental
protection requirements, fulfill social responsibilities, and adhere to business ethics
Apply ESG evaluation criteria to assess newly admitted suppliers
Achieve 100% coverage in hospital service quality inspections
Zero penalties throughout the year for violations of labor laws or employment discrimination
Zero information security incidents and violations of customer privacy throughout the year
Maintain a local employee hiring ratio of no less than 60% for the year
Achieve 100% employee training coverage, with an average of no less than 40 training hours per person
Zero extremely serious, major, relatively serious, or general safety accidents throughout the year
Rural Revitalization and Social Contributions
Guided by our mission – “Serve every patient with dedication, regardless of their
wealth or status, and enable everyone to have healthy, bright eyes” – we strictly
implement the 14th Five-Year National Eye Health Plan, integrating social
responsibility into our corporate development. Leveraging our medical expertise
and focusing on the gaps in rural eye health services, we provide basic medical
services to residents in remote areas and surrounding communities through rural
and community outreach clinics, eye disease screenings, and health education
activities. By using our professional capabilities to promote resource redistribution
and building sustainable health assistance pathways, we effectively support rural
revitalization and equitable social development.
Rural Revitalization
We actively respond to the rural revitalization development strategy, earnestly fulfill our social responsibilities, and support the
development of medical and health services in rural areas. In our public welfare practices, we have repeatedly dispatched high-level
medical teams to assist Tibet, Ningxia, Xinjiang, and other regions, donated medical equipment and supplies, and provided free eye
examinations and treatments to local residents, contributing to the improvement of eye health in rural areas. At the same time, we
continuously provide medical personnel training and technical support to grassroots medical institutions in rural areas, promote the
cultivation of rural ophthalmic talent, narrow the urban-rural medical gap, and foster the sustainable development of rural medical and
health services.
Highlight｜“Overseas Chinese Love · Brightness Journey” Public Welfare Brand Project
Together with the All-China Federation of Returned Overseas Chinese and the China Overseas Chinese Public Welfare Foundation, we
launched the “Overseas Chinese Love · Brightness Journey” public welfare brand project in 2021. This project continuously provides
medical assistance beyond basic medical coverage to eye disease patients in rural areas, preventing them from falling into or returning
to poverty due to illness.
In 2025, we organized multiple subsidiary hospitals in Hefei, Huainan, Nanchang, Pizhou, Wuxi, Linyi, and other cities to participate in
the “Overseas Chinese Love · Brightness Journey” project. To date, the project has screened over 300,000 disadvantaged eye disease
patients and helped more than 20,000 patients with cataracts and pterygium regain their sight.
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Highlight｜“Tibet Brightness Journey” Public Welfare Project
For many years, we have actively responded to the national call for “group-style” medical assistance to Tibet, carrying out more than
ten “Tibet Brightness Journey” activities. Through public welfare initiatives including screening surgeries, charitable donations, and
technical assistance, we have implemented tangible medical support, continuously helping Tibet improve its ophthalmic medical
service capabilities.
In 2025, the medical team from our Jinan Huashi Eye Hospital traveled to Lhasa, Tibet, to carry out the “Shandong Tibet Brightness
Journey.” Through outpatient consultations, surgical training, and difficult case discussions, they provided ophthalmic diagnosis and
treatment services to local patients. They conducted eye screenings for more than 2,000 Tibetan students at Bailang County Middle
School in Shigatse City, provided 186 pairs of glasses free of charge, performed free strabismus correction surgeries for 26 Tibetan
children, and helped local medical staff improve their ability to diagnose and treat eye diseases, promoting the normalized
development of ophthalmic techniques in the region.
Highlight｜“Fujian-Ningxia Collaboration – Huaxia Brightness Journey” Public Welfare Project
Since 2007, we have continuously participated in Fujian-Ningxia medical collaboration, carrying out more than ten “Huaxia Brightness
Journey” activities in multiple locations in Ningxia. Through screening surgeries, technical assistance, equipment donations, and other
forms of support, we have helped improve the local diagnosis and treatment of eye diseases.
In 2025, our “Huaxia Brightness Journey” medical team visited Longde County, Ningxia, for the sixth time, carrying out the
“Fujian-Ningxia Collaboration – Huaxia Brightness Journey” activity. The team performed free vision-restoration surgeries for 26
disadvantaged cataract patients. While providing surgical assistance, the team also taught diagnostic and treatment techniques and
standardized procedures to the ophthalmology team at Longde County People’s Hospital through on-site instruction, demonstration
operations, and post-operative ward rounds. From incision management and medication protocols to patient management, the team
provided systematic technical assistance, promoting the sustainable improvement of local ophthalmic medical capabilities.
“Huaxia Brightness Journey” in Longde County, Ningxia
Social Contributions
With responsibility as our bond and professionalism as our foundation, we leverage our ophthalmic medical resources and service
capabilities to continuously integrate the concept of eye health into social welfare. We actively build positive interaction mechanisms
with communities and the public, continuously expanding the breadth and depth of our public welfare services. We are committed to
enhancing social well-being through joint construction, governance, and sharing, and fulfilling our corporate social responsibility
through concrete actions.
Community Co-building
Guided by our core values of “responsibility, care, innovation, and win-win cooperation,” we have formulated the Community Policy.
By establishing diversified communication mechanisms and participatory service models, we continuously enhance mutual trust and
collaboration with communities, building a solid foundation for inclusive and accessible health services:
Regular communication mechanism: Establish transparent and open communication channels, with a
dedicated department responsible for maintaining timely and candid exchanges with the community.
Regularly organize community exchange activities, receive and respond to residents’ opinions and complaints,
and foster good neighborly relations.
Respect for indigenous rights: In project investment and operations, respect the culture, traditions, and
rights of indigenous peoples, fully understand their opinions and concerns, and strive to avoid, mitigate, or
reasonably compensate for any adverse impacts that project construction and operation may have on them.
Promote local priority: Adhere to the principle of local priority, providing cooperation opportunities for local
enterprises in business development, prioritizing the procurement of local products and services. At the same
time, give priority to local candidates in recruitment and provide training and career development support.
Conduct community impact management: Carry out community risk assessments for business activities,
identify affected stakeholders, and minimize the negative impacts of operations on the community. At the
same time, through activities such as eye health check-ups, science education, preventive medical services,
and by implementing environmental measures such as waste and emission reduction and the use of
sustainable materials, we promote the harmonious development of the local economy, culture, and
environment.
In addition, we will continuously evaluate the effectiveness of our Community Policy implementation and make dynamic
adjustments based on feedback, earnestly fulfilling our social responsibilities.
Social Welfare
Leveraging our ophthalmic professional advantages and focusing on the eye health needs of vulnerable groups, we continuously
carry out public welfare actions such as blindness prevention and treatment, poverty alleviation, and assistance to those in need. By
integrating medical resources and social forces, we have built a sustainable public welfare project system, promoting the extension
of high-quality ophthalmic services to the grassroots level. We fulfill our social responsibilities with professional expertise,
contributing to health equity and social harmony.
Highlight｜Charitable Outreach Clinic
Through our subsidiary hospitals, we organize charitable outreach
clinics in communities, offering vision tests, cataract screenings, and
eye disease consultations. By distributing educational materials and
conducting health awareness campaigns, we popularize eye health
knowledge and enhance residents’ awareness of eye diseases and eye
care, enabling people to access convenient and professional
ophthalmic services close to their homes.
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Highlight｜“National Public Welfare Tour for Eye Health by Party Members”
In June 2025, we launched the “Brightness Lecture Hall · Red Heart Science Light – Huaxia Eye Hospital Party Members’ National
Public Welfare Tour for Eye Health” project. This project integrates Party building to lead public welfare medical services. Led by
several academicians and authoritative experts in the field of ophthalmology who are Party members, we formed a team of renowned
Party member physicians. They went in batches to various regions, particularly central and western areas, grassroots communities,
schools, and enterprises, carrying out a series of activities including eye health science lectures, charitable outreach clinics, technical
assistance, and talent cultivation. The project combines the advantages of Party building with professional resources, promoting
high-quality ophthalmic services at the grassroots level and contributing to the improvement of national eye health.
Highlight｜“Overseas Chinese Love · Brightness Journey” in Uzbekistan
To help achieve the goal of building a global community of health for all, we launched our international public welfare strategy in 2014,
organizing professional medical teams to carry out “Brightness Journey” medical assistance activities in countries such as Cambodia,
Myanmar, Nepal, and Sri Lanka. We continuously expand the reach of our international public welfare efforts, actively participate in
the construction of the Belt and Road Health Community, deepen international exchanges and cooperation in the health sector, and
leverage our professional medical capabilities to empower the inclusive and balanced development of global health.
In September 2025, together with the China Overseas Chinese Public Welfare Foundation, we traveled to Uzbekistan to carry out the
“Overseas Chinese Love · Brightness Journey” international public welfare medical activity. At the Kokand Branch of the National Eye
Microsurgery Center of Uzbekistan, we performed vision-restoration surgeries for 146 local cataract patients and donated a batch of
urgently needed medical supplies. Given the complexity of the patients’ conditions and the relative lack of advanced medical
equipment, our medical team completed high-difficulty surgeries continuously over four days, performing up to 41 surgeries in a
single day at the peak. During the surgeries, the team taught local ophthalmologists diagnostic and treatment techniques and
standardized procedures through on-site training, operational demonstrations, and difficult case discussions, helping to improve local
ophthalmic service capabilities.
Uzbekistan Brightness Journey
Innovation-driven Development
Guided by the principles of “academic guidance, technical support, and patient-centered care,” we promote the integrated development
of medical care, education, and research. Focusing on disciplinary development and key research breakthroughs, we have built a mature
academic system and innovation platform, steadily improving our medical research and academic capabilities. We have formed a
closed-loop mechanism where research outcomes feed back into technical improvements, continuously optimizing clinical protocols and
benefiting patients with more professional and higher-quality diagnosis and treatment services.
Technology Innovation
Scientific research and innovation are key to solidifying our core competitiveness and leading the upgrading of specialized diagnosis
and treatment. We focus on two main lines: “academic research, platform construction” and “strategy, talent, and disciplinary
development.” We promote the deep integration of clinical diagnosis and treatment, medical research, and education and training. By
strengthening research management and building talent pipelines, we ensure the output of innovative achievements, enhance our
overall research level, and build the ecological foundation for innovative development in ophthalmology.
“Medical Care-Education-Research” Integration
We continuously deepen the coordination mechanism of our “medical care-education-research” system. Leveraging the
accumulation of clinical cases, we expand our research layout, enhance clinical innovation capabilities, accelerate the translation
of outcomes, and improve the quality of medical services. We have established the Strategy and Academic Committee as the
highest academic review body, responsible for coordinating decisions, reviews, and evaluations of academic affairs, providing
directional guidance for the high-quality development of our medical care, education, and research.
We build specialized research support platforms to high standards. Our Xiamen Eye Center, as an ophthalmic diagnosis and
treatment technology center, has been recognized as a National Clinical Key Specialty (Ophthalmology) construction unit and
a National Drug Clinical Trial Institution (GCP). It also hosts a Postdoctoral Research Workstation, an Academician Expert
Workstation, the Fujian Provincial Key Laboratory of Ocular Surface and Corneal Diseases, the Xiamen Key Laboratory of
Ocular Surface and Corneal Diseases, and the Xiamen Key Laboratory of Eye Diseases. These accelerate the clinical application
of medical research outcomes and continuously improve the quality of diagnosis and treatment services.
Innovative Medical Research Model
We continuously explore innovative medical research models, holistically advancing disciplinary development. We support and
encourage ophthalmic clinicians to conduct medical research, leveraging the two-way synergy between clinical practice and
basic medical research to achieve breakthroughs and upgrades in academic research and medical technology. At the same
time, we encourage our subsidiary hospitals to apply for research grants and publish academic monographs and papers,
empowering the innovative development of basic ophthalmic research and clinical technology. Since our establishment, we
have applied for and conducted numerous national and provincial/ministerial research projects, including 863 Program
projects, 973 Program projects, National Natural Science Foundation projects, National Science Fund for Distinguished Young
Scholars projects, Postdoctoral Science Foundation projects, Foreign Expert Introduction projects, and provincial/municipal
projects.
In 2025, our main achievements in research work include:
academic papers patents granted
provincial/ministerial and formulation or revision of
published, 11
municipal/district research
of which 178 were
software copyrights 27 industry standards.
projects approved.
registered.
indexed in SCI.
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Targeted Breakthroughs in Ophthalmic Diseases
Through our clinical research collaboration network platform, we conduct targeted breakthroughs in ophthalmic epidemiological
surveys, focusing on major blinding and difficult eye diseases. Our subsidiary hospitals lead or participate in specialized research on
common eye diseases such as dry eye, corneal diseases, diabetic retinopathy, and age-related macular degeneration, covering areas
such as diagnosis and treatment standards, clinical application, and basic-to-clinical translation. This achieves deep integration of
research value and clinical services.
In 2025, the honors and qualifications obtained by our subsidiary hospitals in scientific research
innovation include:
The Xie Lixin Academician Workstation at Xiamen Eye Center was approved as a Fujian Provincial Academician Expert
Workstation.
The Strabismus and Pediatric Ophthalmology Department at Xiamen Eye Center was approved as a 2025 Xiamen Municipal
Clinical Key Specialty Construction Project.
Chengdu Aidi Eye Hospital was approved as a 2025 Sichuan Provincial Clinical Key Specialty Construction Project.
Chengdu Aidi Eye Hospital was selected as a Provincial Doctoral Innovation Station.
Qingdao Huaxia Eye Hospital was approved as a 2025 Qingdao Municipal Expert Workstation.
The Zhenjiang Engineering Technology Research Center for Innovative Diagnosis and Treatment of Eye Diseases, under
科研
Zhenjiang Rehabilitation Eye Hospital, was approved as a 2025 Zhenjiang Municipal Engineering Technology Research Center.
创新
To encourage our company and subsidiary hospitals to carry out clinical research and other
scientific research innovation activities and to enhance the research capabilities of clinical teams,
we have established the Huaxia Eye Hospital Group Research Fund. This fund provides special
grants to our internal physicians and full-time researchers for the translation of clinically valuable
research outcomes and clinical research projects. We have also collaborated with the Fujian
Provincial Natural Science Foundation to include basic research within the scope of the Research
Fund’s support. In 2025, the Huaxia Eye Hospital Research Fund planned to approve 34 research
Research and projects, including 9 basic research projects and 25 clinical research projects.
Innovation
Incentives At the same time, we have formulated the Research Incentive Measures, establishing an internal
research reward mechanism. By setting up five internal awards – Science and Technology Project
Award, Science and Technology Progress Award, Intellectual Property Award, Paper and
Monograph Award, and Science and Technology Cooperation Award – we provide corresponding
rewards to researchers who contribute to, make progress in, or achieve outcomes at various
stages of research projects. This continuously stimulates the initiative and creativity of our
researchers and enhances our overall level of research innovation.
Research projects Basic research projects Clinical research projects
We actively promote the construction of a smart medical system and continuously invest in digital
innovation. With core directions including internet-based patient services, intelligent clinical services,
refined hospital management, and integrated research data, we are building a smart medical platform to
drive the digital and intelligent transformation of our hospitals, optimize operational management
efficiency, achieve cloud-based intelligent diagnosis and treatment, break down geographical barriers to
ophthalmic services, and provide patients with more attentive and convenient medical care. To address
the needs of difficult and complex eye disease diagnosis and treatment, our Xiamen Eye Center,
Construction
leveraging its remote outpatient system and remote consultation system, has established a national of Smart
teleconsultation platform for complex eye diseases. This platform not only provides clinical guidance and Healthcare
technical support to our subsidiary hospitals but also offers a channel for ophthalmic experts across
Platform
different regions to engage in cross-disciplinary discussions on complex cases.
To date, we have established multiple smart medical platforms, including the Yanketong Internet
Hospital Platform, the 5G Remote Diagnosis and Treatment Smart Medical Platform, and the Diabetic
Retinopathy Screening Multimodal Imaging AI Internet Hospital Platform. We have also launched the
“Huaxia Digital and Intelligent Great Wall Plan” and the local deployment of the DeepSeek model.
Through digital and intelligent innovation, we empower the entire diagnosis and treatment process,
helping to build an efficient, precise, and accessible eye health service system, and leading the
high-quality development of smart ophthalmic care.
Ethics of Science and Technology
In an era of accelerating medical technology iteration, we always regard ethical norms as the fundamental principle of medical
innovation. We adhere to the development direction of “technology for good, humanity empowered,” promoting the resonance
between technological progress and humanistic care. We integrate ethical requirements throughout the entire process of
technology R&D and application, strictly following the ethical principles of safety, fairness, transparency, and traceability. This
covers the application scenarios of cutting-edge technologies such as artificial intelligence, big data, and telemedicine, ensuring
that technological innovation complies with laws, regulations, industry standards, and social expectations. At the same time, we
proactively assess the ethical risks brought by emerging medical technologies, advance innovative practices with a prudent and
pragmatic attitude, and lead the positive development of medical technology through standardized and orderly ethical practices.
Our Xiamen Eye Center has established a dedicated Clinical Trial Ethics Committee. In accordance with the Ethics Committee
Charter, this committee is responsible for conducting independent, competent, and timely ethical reviews of all life sciences and
medical research involving human subjects at the center. It also regularly provides bioethics education and training to relevant
researchers. Xiamen Eye Center has further formulated internal policies such as the Conflict of Interest Policy, Review Meeting
Rules, Expedited Review System, and Review Project Management System. These comprehensively regulate the entire ethical
review process, clarify review standards, refine operational requirements, and effectively ensure the independence, impartiality,
and compliance of ethical review work, putting ethical guidelines into practice.
Intellectual Property Protection
We strictly comply with relevant national laws and regulations, including the Patent Law of the People’s Republic of China and
the Copyright Law of the People’s Republic of China. Based on our operational realities, we have formulated an internal
Intellectual Property Management Manual. Through management measures such as pre-project search and investigation,
full-process control of project R&D, registration and use of intellectual property, daily tracking, supervision and maintenance,
confidentiality mechanisms, and access authorization, we have built a standardized control system and strengthened compliant
intellectual property protection. Currently, we have obtained the GB/T 29490-2013 certification for our intellectual property
management system.
In addition, we have established a full-cycle compliance mechanism covering employees from onboarding to offboarding. Upon
hiring, employees are required to sign relevant legal documents such as agreements on the ownership of service inventions and
confidentiality agreements. Upon departure, a special written notice is issued to the employee, explicitly requiring them to
continue to comply with agreements on intellectual property ownership and trade secret confidentiality during the agreed
post-termination period.
In 2025, we were granted 35 new patents and registered 11 new copyrights. As of the end of 2025, we held a total of 219 granted
patents and 186 registered software copyrights, with no intellectual property dispute cases throughout the year.
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Suppliers and Clients
Suppliers and customers are important pillars supporting the stable operation of our business. We adhere to the philosophy of “win-win
cooperation and shared responsibility,” building a transparent and standardized supply chain management system. While ensuring the
safety and reliability of medical products and services, we continuously optimize customer service experience. By establishing a scientific
supplier access and evaluation mechanism, we drive continuous improvement in the supply chain in terms of quality, compliance, and
sustainability. On the customer side, we are patient-need-oriented, improving service processes, strengthening communication and
feedback, and continuously enhancing service quality and trust. We are committed to working with our partners to build a stable,
efficient, and responsible healthcare service ecosystem.
Supply Chain Security
Supply chain security is fundamental to patient safety and health protection. We have formulated the Supplier Code of Conduct and
established a full-process supply chain security management system. We actively communicate our responsible conduct
requirements in business ethics, labor rights, workplace safety, product quality, compliant marketing, and environmental protection
to suppliers, contractors, and other partners. In special scenarios such as public health emergencies, we rely on diversified
procurement strategies and strategic reserve mechanisms to ensure the continuity of in-hospital medical services.
We comply with relevant national laws and regulations, and have established procurement management
policies such as the Supplier Management System, the Internal Control Manual (Supplier Management),
and the Procurement Management Measures. These standardize the access review and procurement
management processes for medical supplies. By establishing a full lifecycle management mechanism
covering supplier access, evaluation, cooperation, and exit, and by promoting the digital construction of
the Enterprise Application Suite (EAS) procurement management system, we minimize potential
operational risks in the procurement process. In procurement practice, we incorporate ESG-related factors
into our supplier access evaluation system, prioritizing partners who meet environmental requirements, Responsible
fulfill social responsibilities, and adhere to business ethics, thereby building a solid quality defense line for Sourcing
medical supplies and consumables from the source.
We adhere to the principles of fairness, justice, and openness. Before business cooperation, we evaluate
supply chain partners, rigorously examining their product quality, price and cost, delivery capability,
after-sales service, and market reputation. We focus on their performance in environmental protection,
social responsibility, and operational compliance. Using the Supplier Survey Form, the New Qualified
Supplier Evaluation Form, the Supplier On-site ESG Audit Form, and on-site review findings, we conduct
compliance investigations. Suppliers that pass the access review are included in our procurement catalog.
Supplier In addition to the procurement framework contract, all suppliers are required to sign an integrity
Admission agreement and a quality assurance agreement to ensure they meet our requirements regarding business
ethics and product quality.
The ESG-related dimensions we focus on during supplier admission include:
Environmental assessment Social assessment Governance assessment
Compliance with environmental Workplace safety, protection of Standardized governance, protection
regulations, ensuring compliant employees’ legitimate rights and of the interests of small and medium
pollutant discharge, promoting interests, employee training, investors, anti-corruption, anti-unfair
clean production, energy providing a good working competition, anti-monopoly, etc.
conservation and consumption environment, anti-discrimination,
reduction, advocating green anti-harassment, freedom of
environmental protection, association, participation in
conducting environmental community building and social
training, etc. innovation, providing employment
opportunities, local hiring, etc.
For suppliers that have been admitted, we implement a dynamic management and real-time
evaluation mechanism. We annually compile a supplier procurement catalog, review and screen
existing suppliers, and use the evaluation results as an important basis for formulating the next
year’s procurement plan. We have formulated the Annual Review Form for Qualified Suppliers.
Through a combination of document review and on-site audits, focusing on dimensions such as
supplier qualifications and certifications, supply timeliness and stability, product safety and
reliability, environmental impact, human rights and occupational health and safety risks, after-sales
service and technical support, operational compliance and business ethics risks, and financial
health, we assess suppliers’ performance in responsible management, market performance, social
performance, workplace safety, community responsibility, environmental performance, and
evaluate their ESG practices.
Based on the evaluation results, we classify suppliers into four levels: Excellent, Qualified, Needs
Improvement, and Unqualified. For issues identified during the annual review, we take corrective Supplier
measures for the corresponding suppliers, provide guidance on rectification ideas, assist in Evaluation
developing rectification plans, and track and verify the completion of rectifications. For suppliers
that fail to meet standards in ESG, compliant operations, product quality, or service standards, we
provide opportunities for improvement and offer suggestions for improvement. If they still fail to
meet the standards within the specified time limit, we terminate the cooperation in accordance
with established procedures.
We have established an open, transparent, and mutually trusting supplier communication
mechanism. We organize training on responsible supply chain practices, share industry dynamics,
communicate our sustainable development concepts and policies, and provide corresponding
support to suppliers. We have set up a reporting email (sjzx@huaxiaeye.com) for potential
improper supply chain conduct. Through regular on-site visits, meetings, joint seminars, email
correspondence, and on-site audits, we regularly communicate and exchange with suppliers on
quality assessment, procurement, operations, integrity building, social responsibility, and business
ethics.
Supplier In 2025, we provided ESG-related training to 51 suppliers, conveying the concept of ESG and its
importance in the healthcare industry. Taking into account the global regulatory, investor, and
Communication societal focus on sustainable development, we discussed key industry social responsibility points
such as medical ecosystem development, improving product accessibility, promoting national
health awareness, product quality, social welfare, responsible marketing, and preventing
counterfeit and unlicensed products. We encouraged suppliers to jointly practice sustainable
development and promote the construction of a responsible supply chain.
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Equal Treatment of SMEs
In the healthcare service sector, we deeply recognize the important role of small and medium-sized enterprises (SMEs) in medical
industry innovation and supply chain resilience, and are always committed to building an open, fair, and inclusive supply chain
ecosystem. We strictly comply with laws and regulations such as the Law of the People’s Republic of China on the Promotion of Small
and Medium-sized Enterprises and the Regulations on Ensuring Payment of Sums Owed to Small and Medium-sized Enterprises. We
implement uniform and transparent standards in supplier admission, contract signing, settlement and payment, ensuring equal
participation of SMEs and guaranteeing timely payment of their amounts. We proactively disclose payment information through
channels such as the National Enterprise Credit Information Publicity System to enhance cooperation transparency and protect the
rights and interests of our partners.
On this basis, we continue to deepen collaboration with SMEs, supporting them in enhancing their professional capabilities and
operational levels through technology sharing, management support, and business coordination, jointly building a stable, sustainable,
and mutually beneficial industrial cooperation network.
Product and Service Quality and Safety
Product and service quality and safety are the core foundation of ophthalmic medical service operations and management. Based on the
characteristics of our ophthalmic medical business, we integrate quality and safety management throughout all stages of R&D,
procurement, production, distribution, and clinical application, building a quality management system covering the entire lifecycle of our
products and services. Focusing on medical compliance and quality control requirements, we refine safety management standards at each
stage, strengthen full-process supervision from material access to clinical application and service delivery, continuously enhance our
specialized medical safety assurance capabilities, and effectively provide safe, precise, and high-quality ophthalmic diagnosis and
treatment services to our patients.
In accordance with national healthcare laws and regulations such as the Basic Healthcare and Health
Promotion Law of the People’s Republic of China and the Practicing Physicians Law of the People’s
Republic of China, we have formulated management policies including the Medical Quality Management
System, the Key Points of the Core Medical Quality and Safety System, the Medical Personnel Practice
Access System, the Medical Quality and Medical Safety Management Evaluation Standards, and the
Surgical Work Management System. We have established and continuously improved a medical quality
and safety management system covering the entire process from pre-hospital, in-hospital, to
post-hospital care.
In the management of medical supplies, we comply with laws and regulations such as the Pharmaceutical Medical Quality
Administration Law of the People’s Republic of China, the Regulations on the Supervision and and Safety
Administration of Medical Devices, and the Quality Management Standard for Medical Device
Distribution. We start from supplier qualification review, signing of Quality Assurance Agreements,
Management
procurement process standardization, and traceability management to ensure that medical supplies
come from reliable sources with controllable quality. At the same time, we regularly conduct random
inspections of pharmaceuticals and consumables, monitor storage environments, and assess use safety
to ensure that all procured products and equipment meet national certification standards.
Management Structure
We have established dedicated committees at different stages to oversee the full-process management of medical quality and
safety, and have built a systematic medical quality management evaluation system. This system covers various aspects including
quality management system development, biosafety and quality, medical record management compliance, patient safety goals,
medical risk prevention and emergency plans, rational clinical drug use, departmental quality and safety, anesthesiology quality
improvement, and prevention and control of hospital infections.
Dedicated Committee for Medical Quality and Safety Management
Medical Quality and Safety Management
Medical Quality and Safety Ethics Committee
Management Committee
Medical Records Management Nursing Quality and Safety
Committee Management Committee
Hospital Infection Control Medical Device Management
Committee Committee
Pharmacy Management
Committee
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Risk Management
We have formulated internal management policies including the Clinical Laboratory Critical Value Reporting System, the Surgical
Safety Verification System, the In-hospital Emergency Process Management, the Critical Illness Rescue Process, the Medical Safety
(Adverse) Major Incident Reporting System, the Emergency Incident Handling System, and the Preoperative Systemic Assessment
System for Ophthalmic Surgery, thereby establishing our hospital emergency and first-aid management system. We have
designated the responsible leader as the overall emergency response commander. The presidents of subsidiary hospitals, directors
of medical affairs departments, internal medicine departments, and anesthesiology departments form the emergency response
teams of each subsidiary hospital. We clarify personnel responsibilities and rescue reporting principles, strengthen the
management of critically ill patients, establish on-site rescue standards for critically ill patients, and minimize medical risks to the
greatest extent.
In the management of major medical negligence and medical accident risks, we comply with relevant laws and regulations such as
the Medical Institution Management Regulations, the Medical Accident Handling Regulations, and the Ministry of Health’s Major
Medical Negligence and Medical Accident Reporting System. We have formulated the Major Medical Negligence and Medical
Accident Reporting System, which stipulates that medical quality, safety, disputes, and major incidents must be reported to
management immediately, accompanied by risk identification, analysis, rectification, and continuous follow-up. In addition, we hold
a group-wide medical quality and safety video conference every month, requiring the presidents of all subsidiary hospitals and all
medical affairs management personnel to participate. The conference focuses on communicating and exchanging key content such
as the promotion of medical quality and safety concepts, monthly reports on medical quality and safety of subsidiary hospitals,
deployment of key medical quality tasks, and standardization of compliant medical practices, effectively preventing medical risks.
In 2025, we had no major medical accidents.
In terms of building medical risk emergency response capabilities, we regularly conduct specialized training covering emergency
operation drills for medical staff, hospital CPR, and other topics. At the same time, we provide monthly specialized training for
presidents, vice presidents, all doctors, medical technologists, and medical affairs management personnel on medical quality and
safety management, laws and regulations, hospital infection management, emergency and first-aid knowledge, clinical diagnosis
and treatment guidelines, and ophthalmic clinical knowledge. We also organize regular assessments to continuously improve
medical risk management capabilities. In 2025, our subsidiary hospitals conducted emergency operation drills for medical staff with
Participation in emergency operation drills Hospital CPR training
reached 2,486 participants reached 871 participants
Quality Inspection
We regularly conduct medical quality inspections, combining on-site checks with online guidance, focusing on key areas such as legal
practice and standardized diagnosis and treatment behavior, quality, safety, medical records, medical insurance, hospital infection,
medical waste, and wastewater treatment, to reduce the risk of non-compliance. We develop an annual special inspection action
plan for hospitals to monitor the implementation status of each subsidiary hospital, with a focus on standardized practice and quality
management.
In 2025, we issued self-inspection plans including the Rectification and Improvement Plan for Hospital Medical Record Quality and
Hospital Infection Quality Issues, and the Management Standards for Refined Management and Standardized Use of Narcotic Drugs
and Class I Psychotropic Substances in Subsidiary Hospitals, to supervise subsidiary hospitals in legal practice and hospital infection
management. We conducted medical quality inspections in accordance with the Medical Quality and Safety Management Evaluation
Standards. Through a combination of head office inspections and cross-inspections among hospitals, we carried out medical quality
inspections on subsidiary hospitals, systematically identifying problems in their medical services, and promptly following up on
rectifications to ensure continuous improvement of medical quality.
Hospital Patient Service Management
Centered on the service philosophy of “all for the patient,” we have built a patient-centered full-cycle service management
system. By establishing high-level service standards and promoting the construction of digital platforms, we achieve efficient
coordination in appointment booking, diagnosis and treatment, and follow-up. At the same time, we strengthen service
awareness training for medical staff, focus on humanistic care, and use patient feedback to drive continuous improvement of
service standards and management mechanisms.
·In 2025, the group standard Guidelines for Service Quality Management System of Non-Public Ophthalmic Medical Institu-
tions, which we led in drafting, was officially released. This marks a new stage of standardization and normalized development
for service quality management in non-public ophthalmic medical institutions, providing strong support for the industry’s
transformation from “scale development” to “high-quality improvement.”
·In 2025, our case study titled “Special Initiative for Patient Experience Improvement Based on the PDCA Cycle” won the Gold
Award in the Patient Experience Improvement category at the 2nd National Socially-Run Medical Institutions “New Quality
Productivity” Case Competition. This recognition marks our systematic and digital approach to improving patient experience as
a nationally recognized best practice, providing a replicable and scalable model for the socially-run medical institution industry as
it transitions from “scale expansion” to “quality enhancement.”
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Management Structure
We have established a Group Service Quality Promotion Committee and Hospital Service Quality Promotion Committees. The
Group Committee is responsible for coordinating the formulation of service standards, processes, systems, and evaluation systems,
guiding the construction of hospital service organizations, and providing support in resources, performance, and system support.
Each hospital committee is responsible for implementing service quality improvement measures, conducting regular service
inspections, and organizing quarterly special inspections and evaluations to promote the continuous implementation and
optimization of service standards.
Service Standards
We have established a complete system covering service standards manuals, management systems, and operational procedures,
committed to providing patients with high-level and standardized services. Throughout the entire service process, we continuously
optimize patients’ overall medical experience before, during, and after consultations through innovative, high-quality, and
convenient service measures:
During Post-discharge
Digital services
hospitalization follow-up
Each hospital continuously We promote the “Palm
Each hospital actively
monitors patients’ Hospital” convenient platform
conducts face-to-face
rehabilitation progress,
communication, regularly on a hospital-by-hospital
conducts regular follow-up
organizes health education, basis, supporting patients in
visits for post-operative
care and comfort, holiday patients, tracks recovery online appointment booking,
interaction activities, and status, and promptly reminds consultations, and payments.
other events based on patient them to return for follow-up We provide AI intelligent
needs to enhance patients’ appointments if any customer service for 24-hour
comfort and sense of abnormalities are detected, inquiries and regularly push
well-being during their forming a closed-loop health information to better
management of “diagnosis respond to patients’
hospital stay; for patients with
and treatment – rehabilitation personalized needs.
special needs, we provide
– follow-up,” reflecting a
corresponding personalized patient-centered continuity of
convenience services. medical services.
Postoperative Follow-up Indicator, Target, and Achievement Status for 2025
Indicator 2025 Growth Value Status
Follow-up Call
Connection Rate 91.60% 93.49% 2.06% ≥85% √
Service Evaluation
Through training, supervision, inspections, coaching, service-specific initiatives, tool provision, and performance guidance, we lead
hospital leadership, experts, departments, and functional units to improve service attitudes and enhance service levels. By analyzing
service evaluation data and incorporating feedback, we continuously improve service quality and enhance patients’ diagnosis and
treatment experience.
We systematically integrate the service quality data of each subsidiary hospital to form the Hospital Service Quality Inspection and
Evaluation Form. This form covers monthly service inspection results, the implementation of special service improvement activities,
cross-inspection findings, patient satisfaction survey results (at both the company and hospital levels), and the handling of complaint
tickets. It is linked to the overall performance of each hospital, driving continuous improvement in service quality and accountability.
Year-on-Year Target Achievement
Indicator 2024 2025 Growth Value Status
Implementation Score of the
Hospital Evaluation System 89.90% 92.74 % 3.16% ≥80% √
Service Training
We provide diversified and specialized training programs for our service personnel to enhance their professional service capabilities,
building a professional, reliable, attentive, and rigorous service team:
New employee Patient service On-the-job training Service etiquette
training mobilization meetings at all levels training
We have developed the We regularly hold We establish learning We conduct hospital-wide
New Employee monthly, special, and records covering medical service etiquette training
Onboarding Training peak-season mobilization knowledge, and customer service
Manual (Customer Service meetings for patient communication skills, team empowerment
Department), providing a services to clarify work sharing of best practices training to strengthen the
three-month training directions. and management team’s service awareness
program for new methods, etc., to enhance and professional skills.
employees. The training the team’s professional
covers both theoretical capabilities.
knowledge and practical
skills. Upon completion,
employees must pass an
assessment and
comprehensive evaluation
before they can begin
work.
In 2025, we conducted a total of 116 service quality and safety training sessions, with over 11,000 participants.
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Complaint Management
Pursuant to the Medical Accident Handling Regulations and related supporting documents, we have formulated the Medical
Dispute Prevention and Handling Regulations. Each subsidiary hospital has established a hospital-level complaint management
department, publicly displaying complaint hotlines and handling procedures, and has developed a Dispute Handling Flowchart to
standardize the complaint handling process. Every complaint received from suggestion boxes, 12315, the mayor’s hotline, the
Health Commission, or online channels is logged as a work order and processed promptly. Patients may also provide feedback
directly to on-site guidance staff.
Work Order Processing Performance in 2025
Year-on-Year Target Achievement
Indicator 2024 2025 Growth Value Status
Work Order 100% 100% 0 100% √
Completion Rate
Satisfaction Surveys
We actively encourage patients to provide feedback on their medical experience and use it as an important basis for continuous
service improvement. To enhance the accuracy and effectiveness of feedback, we have introduced a customer experience
management system based on patient touchpoint perception, setting up scenario-based survey questions throughout the patient
journey, and distributing satisfaction questionnaires via channels such as SMS, mini-programs, and official WeChat public accounts.
At the same time, we continue to advance the digitalization of patient services, integrating the patient relationship management
system, AI-powered intelligent customer service, and the CRM follow-up management platform. By leveraging intelligent analysis
of patient visit behavior and feedback, we systematically conduct satisfaction assessments and improvement efforts, driving
continuous optimization of service quality.
Customer Satisfaction Survey Results in 2025
Year-on-Year Target Achievement
Indicator 2024 2025 Growth Value Status
Questionnaire
Participation Rate 16.90% 18.22% 7.81% ≥15% √
Satisfaction Score 95.80% 95.75% -0.001% ≥90% √
Data Security and Customer Privacy
In the process of advancing digitalization, we strictly comply with laws and regulations such as the Cybersecurity Law of the
People’s Republic of China and the Personal Information Protection Law of the People’s Republic of China. We continuously
improve our information security management and customer privacy protection systems, optimize information security
management mechanisms, and effectively safeguard information security and patient privacy. In 2025, we had no information
security or customer privacy incidents.
Information Security Management Framework
To ensure the effective implementation of information security management, we have established a clearly defined information
security management framework, setting up an Information Security Leadership Team, an Information Security Management Team,
and an Information Security Implementation Team. Through coordination and collaboration across different levels and roles, we
provide organizational support for information security management.
Information Security Organizational Structure
Information Security Information Security Information Security
Leadership Team Management Team Implementation Team
The Information Security The Information Security The Information Security
Leadership Team serves as the Management Team is led by the Implementation Team consists of
decision-making body, chaired by head of the corporate IT all members of the IT department,
the company's Vice President. department and consists of all IT designated hospital information
Team members include general department staff. officers, information staff, and
managers of each hospital and technical personnel from system
the head of the corporate IT The team organizes information vendors.
department, who also acts as the security–related discussions and
coordinator and main point of meetings, formulates strategies The team is responsible for
contact. and plans for review by the implementing security policies at
leadership team, and oversees their respective units. Key tasks
The team is primarily responsible daily management of policy include managing system account
for formulating the overall development, risk assessments, permissions, retaining operational
information security strategy, and staff training. It also assists logs, ensuring network protection,
reviewing and appr oving related the leadership team in promoting, performing antivirus tasks,
policies, appointing key security implementing, guiding, and managing data security,
personnel, and making decisions supervising information security maintaining software and
on major incidents and system activities. hardware environments,
vulnerabilities. It also oversees providing technical support and
coordination, supervision, and inspections, and executing
review of incident response backup and recovery strategies.
efforts.
Information Security Policy Development
We have formulated a series of internal information security management policies, including the IT Information Security Management
System, the Project and Information System Construction Management System, and the Information System Change Management
System. These provide work guidelines for us and our subsidiary hospitals in areas such as information security management,
inspection, education, and incident response. At the same time, we have issued the Overall Information Security Policy and Security
Strategy, which, focusing on the overall objectives of information security, establishes corresponding strategies across various
dimensions of information security management, including security management systems, organizational structure, system
construction and operation and maintenance, network security, physical security, data security, and backup and recovery, thereby
providing institutional support for our information security management efforts.
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Information Security Management Measures
We continuously strengthen information security management, comprehensively applying technical measures such as internet
isolation, combined with management mechanisms including data backup verification, user access control, authorization and
approval for information access and use, and implementation of confidentiality responsibilities, to fully ensure system and data
security. Currently, the information systems of us and our subsidiary hospitals have passed the Level 2 and Level 3 evaluations of
the Cybersecurity Multi-Level Protection Scheme, respectively.
To effectively strengthen our information security defense, we regularly carry out a series of inspections and
assessments, including:
Conduct a network security vulnerability scan once a month for the information systems of us and our subsidiary hospitals, and
promptly remediate any identified vulnerabilities.
Conduct an external information security assessment for software systems deployed by third parties and prepare a report on the
penetration test results.
Carry out internal control evaluations on the operation and effectiveness of information systems, and commission external profes-
sional institutions to audit the effectiveness of internal controls.
In addition, we encourage all employees to proactively report any information security issues or risks to their direct supervisors or
our information security management department, so that timely assessments and response measures can be taken.
Patient Privacy Protection
In the context of increasingly prevalent digital diagnosis and treatment, patient health data, medical records, and financial
information are highly sensitive. Their security directly affects patient privacy rights, medical service quality, and institutional
reputation. Any information leakage, tampering, or destruction may not only harm patient rights and disrupt diagnosis and
treatment activities but may also lead to legal proceedings, regulatory penalties, and a crisis of public trust. We strictly comply with
legal requirements such as the Personal Information Protection Law and the Data Security Law, and have formulated and
implemented the Business Conduct Guidelines and the Patient Privacy Protection System, which clarify the principles, responsible
parties, and specific management requirements for customer information use and patient privacy protection. We commit to
collecting, using, and storing patient information only within the scope of legality, legitimacy, and necessity, and ensure that patients
have the rights to be informed, provide consent, query, copy, correct, and delete their information. Without the explicit authorization
of the patient or unless necessary for service provision, we will never disclose patient information to any third party.
In our management practices, we implement full lifecycle control over patient information, covering all stages from collection,
storage, use, sharing to disposal. We strengthen protection through measures such as technical encryption, access grading, and
operational auditing, and sign the Informed Consent Form for Privacy Protection with patients and data confidentiality agreements
with third-party partners, systematically safeguarding patient privacy and data security.
Supporting Industry Development
Operating in the healthcare industry, we take technological innovation, joint standard-setting, and resource sharing as our core
pathways to actively build an open and collaborative medical and health ecosystem. By continuously investing in R&D, we promote
the upgrading of diagnostic and treatment technologies and the optimization of service models, contributing to the overall
improvement of industry capabilities. We translate our practical experience into industry standards, participate in the formulation of
regulations, and promote the standardization and sustainable development of medical services. Additionally, through academic
exchanges and technical training, we strengthen the cultivation of professional talent, supplying high-quality personnel to the industry
and jointly advancing the high-quality development of healthcare.
Formulation of Industry Standards
In 2025, we participated in the development or revision of 27 industry standards, including:
Industry Standards
Guidelines for the Service Quality Management System of Non-Public Ophthalmic Medical Institutions
Chinese Expert Consensus on Clinical Application of Therapeutic Bandage Contact Lenses (2025)
Chinese Expert Consensus on Diagnosis and Treatment of Achromatopsia (2025)
Expert Consensus on Technical Specifications for Corneal Stromal Lens Transplantation Surgery (2025)
Expert Consensus on Application of Topical Anesthetics in Ophthalmic Surgery
Expert Consensus on Diagnosis and Treatment of Acute Retinal Necrosis Syndrome
Chinese Expert Consensus on Pre-Myopia Management (2025)
Chinese Expert Consensus on Diagnosis and Treatment of Normal Tension Glaucoma (2025)
Chinese Expert Consensus on Diagnosis and Treatment of Primary Angle-Closure Glaucoma (2025)
Guidelines for Visual Cognitive Rehabilitation for Visual Information Processing Disorders (2025)
Chinese Expert Consensus on Diagnosis and Treatment of Tractional Maculopathy in Pathologic Myopia
International consensuses and guidelines on etiology, diagnosis, treatment, and future developments of neovascular
age-related macular degeneration (nAMD) by the Asia-Pacific Vitreo-retina Society (APVRS), the Asia-Pacific Ocular Imaging
Society (APOIS) and the Academy of the Asia-Pacific Professors of Ophthalmology (AAPPO)
Expert Consensus on Pharmaceutical Care for Intravitreal Injection Drugs
Chinese Expert Consensus on Diagnosis and Treatment of Idiopathic Intracranial Hypertension (Papilledema) (2025)
Chinese Expert Consensus on Clinical Diagnosis and Treatment of Pseudoexfoliation Syndrome Eye Disease (2025)
Chinese Expert Consensus on Myopia Control Effect Evaluation and Safe Wearing of Frame Glasses with Multi-Microlens
Myopic Defocus Design (2025)
Guidelines for Application of Trace Elements in Eye Diseases (2024)
Expert Consensus on Diagnosis and Treatment of Non-Infectious Intraocular Inflammation After Intravitreal Injection
Therapy (2025)
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Industry Standards
Chinese Expert Consensus on Perioperative Management of Pediatric Strabismus (2025)
Consensus on the Treatment of Severe Ocular Trauma and Silicone Oil-Dependent Eyes Using Foldable Capsular Vitreous
Body
Chinese Expert Consensus on Clinical Application of Presbyopia-Correcting Intraocular Lenses (2025)
Expert Consensus on Personalized Clinical Diagnosis and Treatment of Presbyopia
Guidelines for Standardized Operation of Small Animal Fundus Photography Data Acquisition (2025)
Guidelines for Standardized Operation of Small Animal Visual Electrophysiology Data Acquisition (2025)
Chinese Expert Consensus on the Management of Pediatric Ocular Trauma (2024)
Expert Consensus on Classification, Annotation Methods, Workflow and Quality Control of Dry Eye Imaging for Artificial Intel-
ligence Applications (2025)
Guidelines on the Application of Artificial Intelligence in the Diagnosis of Uveitis (2025)
Highlight｜The 11th Huaxia Ophthalmology International Forum & Huaxia Eye Disease
Innovation Symposium
In June 2025, the 11th Huaxia Ophthalmology International Forum & Huaxia Eye Disease Innovation Symposium, co-hosted by us and
our Xiamen Eye Center, was held in Xiamen. The forum invited over 100 ophthalmic experts from both domestic and international
institutions to engage in academic exchanges on cutting-edge topics such as innovative biomaterials, ophthalmic surgical robots, gene
and cell therapy, and large-scale AI model applications. More than 10,000 ophthalmic professionals participated both online and
offline. The forum featured a general assembly and six specialized sessions on cataract, glaucoma, fundus diseases, and other areas,
with a total of 21 thematic meetings. In addition, the forum brought together 72 ophthalmic pharmaceutical and medical device
companies, providing a platform for industry-academia-research exchange through thematic discussions and live demonstrations,
thereby facilitating the connection between technological innovation and clinical application.
The 11th Huaxia Ophthalmology International Forum
Highlight｜Huaxia Optometry New Progress Symposium
In June 2025, the Vision China 2025 International Conference on Visual Health Innovation and Development was held in Xi’an. As one
of the key sub-forums, we concurrently hosted the Huaxia Optometry New Progress Symposium. The symposium brought together
domestic and international ophthalmic experts, focusing on areas such as tear film examination, presbyopia correction, corneal
disease treatment, strabismus surgery, and myopia prevention and control. Latest research findings and clinical practice experiences
were shared, contributing Huaxia’s wisdom and efforts to safeguarding the eye health of the population at a higher level.
Huaxia Optometry New Progress Symposium
Highlight｜2025 Huaxia Refractive International Forum & Refractive Surgery New Progress Seminar
In September 2025, the 2025 Huaxia Refractive International Forum & Refractive Surgery New Progress Seminar, hosted by us, was
held in Xiamen. The forum brought together domestic and international ophthalmic experts and more than 200 ophthalmic
professionals from across the country. Academic exchanges focused on the clinical application of advanced surgical techniques such
as SMILE pro, whole-optical sculpting, and ICL, as well as interdisciplinary topics including keratoconus screening and dry eye
prevention and treatment. The forum promoted technical exchange and clinical standardization, advanced
industry-academia-research collaboration, and supported the dissemination and application of refractive surgery techniques in
China.
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Highlight｜The 22nd Yangtze River Delta (Shanghai) Academic Conference on New Advances in
Ophthalmology
In August 2025, the 22nd Yangtze River Delta (Shanghai) Academic Conference on New Advances in Ophthalmology, hosted by
our subsidiary Shanghai Heping Eye Hospital, was held in Shanghai. With 22 years of accumulation, this conference has become
an important academic platform that brings together ophthalmic expertise from the Yangtze River Delta and even nationwide,
leading the development of cutting-edge technologies. This year’s conference featured nine core academic units covering
refractive surgery, cataract, fundus diseases, glaucoma, ocular surface and optometry, and pediatric ophthalmology. In-depth
exchanges were conducted on international frontier technologies, clinical practice challenges, and industry development trends,
playing a positive role in promoting regional ophthalmic collaboration and the dissemination and application of new knowledge
and technologies.
The 22nd Yangtze River Delta (Shanghai) Academic Conference on New Advances in Ophthalmology
Highlight｜“Fujian Provincial Anesthesia New Technology Seminar”
In November 2025, the “Fujian Provincial Anesthesia New Technology Seminar,” hosted by us, was held in Xiamen. With the theme
“Focusing on Anesthesia Frontiers, Jointly Promoting Disciplinary Development,” the seminar invited nearly 60 anesthesia experts
from across the country and featured 29 special reports. Focusing on topics such as new anesthesia technologies, clinical challenges,
comfort care, and distinctive anesthesia practices in ophthalmology, the seminar explored new concepts, technologies, and
advancements in anesthesia, injecting new momentum into the high-quality development of anesthesiology in China.
“Fujian Provincial Anesthesia New Technology Seminar”
Employees
Our employees are the intrinsic driving force behind our sustainable development. We adhere to a people-oriented management
philosophy, strictly comply with laws and regulations, effectively protect employees’ legitimate rights and interests, and strive to
build a fair, inclusive, and healthy working environment. In terms of talent development, we have established a systematic training
system and career advancement pathways, supporting employees in achieving simultaneous growth in professional capability
enhancement and career development. In terms of occupational safety and health, we fully implement the workplace safety
responsibility system and continuously improve our occupational health protection system. We place great importance on
employee opinions, maintain open communication channels, actively foster an organizational culture of respect, trust, and
collaboration, and promote the shared growth and co-creation of value between our employees and us.
Equal Employment
We adhere to equal employment and oppose any form of discrimination. Through the formulation of the Human Resources
Management System, we stipulate that every employee shall be treated in a fair and reasonable manner in recruitment, training,
promotion, and compensation decisions, and shall not be discriminated against based on race, color, gender, sexual orientation,
marital or parental status, pregnancy, parental status, religious belief, political opinion, nationality, ethnic background, social origin,
social status, disability, age, or group membership.
Human Rights Protection
We respect international human rights instruments such as the Universal Declaration of Human Rights, the International Covenant
on Civil and Political Rights, and the International Covenant on Economic, Social and Cultural Rights, as well as international
standards including the ILO Declaration on Fundamental Principles and Rights at Work and the UN Guiding Principles on Business
and Human Rights. We strictly comply with relevant domestic laws and regulations such as the Labor Law of the People’s Republic
of China and the Labor Contract Law of the People’s Republic of China. We have formulated and published the Human Rights
Policy, making clear commitments regarding anti-discrimination, anti-harassment, anti-conflict and anti-violence, prohibition of
forced labor, and prohibition of child labor.
Protection of Female Employees' Rights
and Interests
We have formulated the System for the Protection of Female Employees in the
Workplace, respecting and protecting the legitimate rights and interests of female
employees, prohibiting gender discrimination, and adhering to equal pay for equal
work between men and women. We commit to providing corresponding labor
International Women's Day Activities
protection and statutory leave for female employees during pregnancy, childbirth,
and breastfeeding, arranging reasonable working hours for them, and not reducing
their basic salary or terminating their labor contracts during these special
physiological periods.
In addition, we pay attention to the special needs of female employees, setting up
nursing rooms in office areas to provide convenient spaces for breastfeeding
employees. We also organize activities such as Nurses’ Day and Women’s Day to
create an equal and comfortable working environment.
Nursing Room
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Anti-Violence and Anti-Harassment
We strictly prohibit any form of violence or acts of assembling to disrupt social order. We
firmly oppose and eliminate all words and actions that infringe upon human dignity,
personal freedom, and basic rights, including but not limited to insult, discrimination,
bullying, intimidation, threats, corporal punishment, defamation, sexual harassment, and
mental or physical coercion. Any gestures, words, or physical contact that are intrusive,
coercive, threatening, insulting, or exploitative are prohibited.
We and the third-party security personnel we employ must strictly comply with
regulations, refraining from committing acts of violence, conducting illegal body searches
or body searches by persons of the opposite sex, or threatening, implying, or actually
taking any such actions in any manner.
Prohibition of Forced Labor and Child Labor
We strictly prohibit all forms of forced labor and child labor. During the recruitment process,
we rigorously verify the age of employees. We oppose all forms of forced labor, child labor,
slavery or servitude, and human trafficking. We commit not to employ minors under the age
of 18 in work that is hazardous to their health or safety.
We comply with all applicable laws and regulations related to working hours and rest periods
for employees, establishing attendance management and leave systems. Based on job
characteristics, we supervise and guide business and production departments to reasonably
arrange work and working hours, ensuring that employees have adequate and reasonable
rest time.
Human Rights Grievance Mechanism
We have established a Reporting Center to uniformly accept and handle all reports and
accusations of violations of national laws, regulations, and internal company policies within the
Company. For complaints involving human rights or related issues, we assign designated
personnel to follow up and promptly initiate investigation procedures. At the same time, we
strictly implement a confidentiality mechanism for the identity of reporters, ensuring that no
employee suffers unfair treatment or retaliation as a result of reporting.
After an issue is confirmed, we take corresponding actions in accordance with relevant
regulations, implement necessary corrective and remedial measures, and simultaneously
strengthen training and communication in related areas to promote institutional improvement
and cultural enhancement. In 2025, we had no incidents of significant penalties for violations of
labor-related laws.
Employee Communication
We respect employees’ legitimate democratic rights such as freedom of speech and freedom of association. By establishing a
collective consultation system, we provide employees with open and transparent channels for expression and grievance
mechanisms. We have also established an Employee Representative Congress, ensuring that all employees enjoy the rights to vote,
stand for election, and vote in accordance with the law. Through the effective operation of the trade union and its subordinate Labor
Dispute Mediation Committee and Labor Protection Supervision Committee, we effectively safeguard employees’ right to know and
right to supervise.
We carry out employee communication through diverse forms, including:
Establishing a Reporting Center to accept all reports and accusations of
violations of national laws and company policies within the Company.
Opening the Chairman’s mailbox, collecting rational suggestions monthly,
and promptly responding to and adopting reasonable suggestions.
Irregularly convening the Employee Representative Congress, conducting
employee satisfaction surveys, collecting and providing feedback on
employees’ opinions and suggestions, and focusing on employee welfare
and rights.
Organizing new employee symposiums to understand the issues faced by
new employees and assist in resolving them.
Employee Compensation and Benefits
We have established a comprehensive compensation management system, committed to providing employees with
market-competitive compensation and benefits. We promise to pay salaries on time and in full, ensuring that salary levels are always
above the local minimum wage. We have built a standardized performance appraisal mechanism, designing reasonable salary grades
for different job sequences, and distributing corresponding incentives based on performance results to recognize the contributions
of employees and teams.
We adopt a performance management model combining OKR and KPI, implementing a full-coverage, multi-level performance
management strategy. By setting clear and measurable performance indicators, we systematically evaluate employees’ work
efficiency, quality, and outcomes, and closely link appraisal results to compensation incentives, promotion development, and
benefits. At the same time, through regular performance interviews and feedback, we provide ongoing development support to
employees, facilitating personal growth and performance improvement.
In addition, we have built a diversified employee benefits system covering the following aspects:
Material security Employee care Work convenience
Pay social insurance and housing Regularly hold employee care
activities such as Spring Festival Provide free nap beds for
provident fund in accordance
dinner, Mid-Autumn Festival employees and operate shuttle
with the law, provide various dice game, and monthly buses for employees living
subsidies, holiday allowances, employee birthday parties to farther away.
and statutory holiday rest. create a warm organizational
atmosphere.
Team building Health support Psychological care
Regularly hold ophthalmic Establish channels for
Regularly conduct knowledge lectures, distribute workplace stress relief, organize
departmental team building eye health experience mental health lectures, and
vouchers, and provide provide professional
activities to enhance team diagnosis, treatment, and
cohesion and collaboration. psychological counseling
eyewear discounts for services.
employees and their immediate
family members.
Social 77
Talent Development
We have built a dual-channel career development system with parallel management and professional tracks, supporting employees
to choose their growth direction based on their interests and expertise. Through mechanisms such as reserve cadre training
programs and internal competitive selection, we insist on prioritizing internal talent selection, providing development platforms for
employees with potential and a sense of responsibility. Amid rapid business development, we continuously strengthen talent
pipeline construction, constantly expanding job space and development paths, achieving the synergistic progress of employee
growth and organizational development.
Employee Training
Leveraging a series of platforms including two academies (Huaxia Ophthalmology Academy, Huaxia Management Academy),
two institutes (Huaxia Eye Hospital Group Eye Research Institute, Xiamen Eye Center Eye Research Institute), three bases
(National Standardized Residency Training Base, National Drug Clinical Trial Base, Group Clinical Skills Training Base), three
stations (Academician Workstation, Postdoctoral Research Workstation, National Ophthalmic Expert Studio), and partner
universities, we have built a training system that equally emphasizes talent attraction and development. Through specialized
talent cultivation and university-enterprise cooperation, we continuously build a center of excellence for ophthalmic talent. We
regularly conduct activities such as 360-degree assessments and employee satisfaction surveys, promote organizational and
talent reviews, draw talent maps, periodically review talent development plans, and clarify career development paths for core
talent.
In terms of training system development, we have formed an internal and external combined training mechanism. Through
the implementation of the lead surgeon training system, the master-apprentice teaching system, the nursing hierarchical
training and assessment system, and standardized training combining basic theory with practical operation, we further
enhance employees’ professional competence and clinical practice capabilities. At the same time, we continue to advance
programs such as the “Chinese Ophthalmologist Tomorrow Star Plan,” president special training, general manager training,
reserve management talent training, medical practitioner qualification training, and nursing staff hierarchical training, precisely
cultivating ophthalmic clinicians and optometry technicians, and providing targeted learning and growth support for medical
technicians, management cadres, and reserve talent.
In 2025, we conducted a total of
with 314,945 training completions.
Highlight｜Special Training on “Building a High-Morale, High-Performance Team – How Managers
Can Accurately Identify Talent and Boost Morale”
In April 2025, we held a special training program titled “Building a High-Morale, High-Performance Team – How Managers Can
Accurately Identify Talent and Boost Morale,” featuring a specially invited corporate management practice expert as the instructor.
All middle-level managers and core business personnel of the Group participated. The training focused on the themes of accurate
talent identification and morale boosting, with course modules covering theoretical deepening, tool application, and
scenario-based exercises. It addressed practical issues such as the transformation of managers’ roles, the formulation of talent
standards, and the management of the new generation, helping the management team improve their talent identification and
selection efficiency and team motivation capabilities.
Special Training on “Building a High-Morale, High-Performance Team
– How Managers Can Accurately Identify Talent and Boost Morale”
Highlight｜“Gathering at Huaxia, Journeying Together in Medicine” President Training Program
In August 2025, we held a president training program themed “Gathering at Huaxia, Journeying Together in Medicine.” Newly
promoted and newly hired presidents from various hospitals of the Group participated in a three-day intensive training. The training
covered modules such as comprehensive hospital management, disciplinary development, medical service improvement, medical
insurance compliance operations, performance management, and financial management. Through thematic lectures, expert
exchanges, and on-site observations, the program systematically empowered hospital managers to enhance their comprehensive
management capabilities, supported our talent pipeline development, strengthened hospital management talent reserves, and
provided management support for the high-quality development of our hospitals.
“Gathering at Huaxia, Journeying Together in Medicine” President Training Program
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Highlight｜“Pilot Plan” Phase 1 Training Program
In September 2025, we held the “Pilot Plan” Phase 1 training program. Managers from various hospitals participated in a three-day
intensive training. The training was themed “Upholding Integrity, Embracing Innovation, and Making Progress,” with courses
covering management leadership, comprehensive management, quality management, disciplinary development, and value
delivery. Topics included corporate culture, performance management, financial budgeting, medical quality and safety, patient
service systems, and disciplinary construction and operations. From internal management to external development, the program
built a complete management knowledge framework for managers, systematically enhancing the comprehensive capabilities of our
management team.
“Pilot Plan” Phase 1 Training Program
University–Enterprise Collaboration
We place great strategic value on university-enterprise collaboration in medical talent cultivation and the sustainable development
of the industry. By deeply integrating industry needs with educational resources, university-enterprise collaboration builds a critical
bridge between medical education and clinical practice. It not only helps university students adapt to the clinical environment in
advance and enhance their practical skills but also supplies medical institutions with compound professional talents who better
meet job requirements. It is an important pathway to achieving “medical-education collaboration and industry-education
integration.”
We continue to deepen long-term cooperation with multiple universities, jointly building industry-education integration platforms
such as affiliated hospitals, practical teaching bases, and eye health service bases. We have established a normalized cooperation
mechanism covering talent cultivation, internships and employment, technical exchanges, and research collaboration. In practice,
we offer specialized joint training classes, regularly accept university interns, selectively recruit outstanding graduates, and actively
promote academic interaction between clinical experts and university faculty, providing solid talent support for the high-quality
development of the industry and our sustainable development.
Highlight｜Leading the Establishment of the Department of Ophthalmology at Xiamen University
School of Medicine
In October 2025, our Xiamen Eye Center led the establishment of the Department of Ophthalmology at Xiamen University School of
Medicine. The department fully integrates the ophthalmic talent and medical resources of Xiamen University and its affiliated
hospitals, dedicated to cultivating compound ophthalmic talents with both clinical medicine and research innovation capabilities. The
department will leverage Xiamen University School of Medicine and its multiple affiliated hospitals, together with several research
platforms such as the Eye Research Institute and the National Institute of Health Data Science, to promote departmental integration
and teaching reform, striving to build a distinctive, domestically leading base for ophthalmic medical talent cultivation and research
innovation.
Official Inauguration of the Department of Ophthalmology at Xiamen University School of Medicine
Highlight｜Designation as an Affiliated Hospital of Shanghai University
In August 2025, our subsidiary Shanghai Heping Eye Hospital was officially designated as an affiliated hospital of Shanghai University,
becoming the university’s first eye-specialty affiliated hospital. The two parties simultaneously established the “Shanghai University
Medical-Engineering Interdisciplinary Research Institute Eye Research Institute” and the “Shanghai University-Enterprise
Cooperation Talent Training Base,” focusing on the medical-engineering interdisciplinary direction to build an innovation ecosystem
for the coordinated development of “research – clinical – industry,” with a focus on frontier areas such as AI-assisted diagnosis and
new materials, promoting the translation of research outcomes into clinical applications. The two parties also established a talent
co-cultivation mechanism, with several of our experts appointed as distinguished professors of Shanghai University, jointly
conducting research project applications and talent cultivation, achieving efficient integration of university research resources and
corporate clinical practice.
Inauguration and Expert Appointment Ceremony of Shanghai Heping Eye Hospital, Affiliated Hospital of Shanghai University
Social 81
Occupational Health and Safety
We always place the health and safety of our employees and patients as our top priority. We strictly comply with laws and regulations
such as the Work Safety Law of the People’s Republic of China and the Law of the People’s Republic of China on the Prevention and
Control of Occupational Diseases. We continuously advance the construction of our occupational health and safety management
system aligned with the ISO 45001 standard, constantly improving workplace safety and health conditions, creating a safer and
healthier working environment for our employees, and enhancing the safety assurance level of our medical service processes.
Focusing on institutionalized and process-oriented management, we have formulated and continuously improved internal rules and
regulations such as the Work Safety Responsibility System, the Inspection and Management System for Gas and Electrical Equipment,
the Fire and Electricity Safety Management System, the Hospital Infection Management System, and the Medical Infection Emergency
Response Plan. These clarify the work safety responsibilities and management requirements for personnel at all levels, optimize safety
management processes, systematically identify and control occupational risks related to medical activities, continuously improve the
working environment, reduce occupational risks, and ensure the safe, stable, and sustainable operation of medical services.
Safety Management Responsibilities
We strictly implement a full-staff work safety responsibility system, building a top-down responsibility transmission mechanism.
From the General Manager to frontline employees, work safety responsibility letters are signed at each level, clarifying job-specific
safety responsibilities and management requirements, ensuring that responsibilities are assigned to specific positions and
individuals, forming a closed-loop safety management system. The Hospital President, as the primary person responsible for
hospital work safety management, takes overall responsibility for work safety, coordinating managers at all levels to fulfill their
safety management duties, and continuously promoting the improvement and optimization of the safety management system.
We simultaneously strengthen work safety supervision and management. By improving the hazard identification and control
process, expanding the coverage and effectiveness of safety training, we reduce potential risks in operations, continuously
enhancing our occupational health and safety management level. In 2025, we had no major safety accidents, and the occupational
disease incidence rate was 0.
Emergency Management and Drills
We have formulated emergency management policies such as the Public Emergency Response Plan to
standardize the emergency handling procedures for sudden incidents:
Establish The Medical Affairs Department organizes the formation of an emergency
response team, defines the concept of an emergency, identifies team members,
Response Plan and issues the emergency response flowchart.
Immediate The responsible department or emergency unit immediately initiates on-site
Incident emergency rescue and reports to relevant departments and hospital leadership
Reporting according to the emergency response procedure.
Medical Affairs Upon receiving the report, the department reports to hospital leadership within
Department 10 minutes and convenes emergency response team members on-site.
Emergency The team verifies and investigates the situation, implements necessary control
measures, and, if patient rescue is required, organizes expert consultations and
Response Team provides emergency care to ensure patient safety and orderly incident resolution.
Public health incidents must be reported to the local health bureau by phone
Reporting within 2 hours, and a written report must be submitted within 24 hours.
Follow-up and Follow up on the results of the incident investigation, the clinical outcomes of the
Visits involved patients, and the handling and arrangements for related personnel.
After the incident is resolved, the entire process is documented. Staff who
Summary and promptly reported the incident, actively participated in rescue, responded
effectively, or performed exceptionally are recognized and rewarded. Those who
Commendation delayed reporting or refused to cooperate, resulting in serious consequences, are
referred to hospital leadership for disciplinary action.
In 2025, we conducted around 213 emergency drills, including evacuation drills, anti-riot drills,
and fire drills, with a total engagement of 6,151 participants approximately.
Social 83
Highlight｜Elevator Entrapment Rescue Emergency Drill
In 2025, we organized an elevator entrapment rescue emergency drill at Yantai
Huaxia Kang’ai Eye Hospital, simulating scenarios of elevator entrapment and
rescue on mis-leveled floors. The drill focused on key aspects such as incident
reporting, on-site response, and coordinated rescue, conducting practical tests and
capability enhancement to ensure the safety of personnel in the hospital. After the
drill, we conducted a post-exercise evaluation and review, proposing improvement
measures for on-site response proficiency, communication, and coordination,
thereby continuously enhancing our emergency response capabilities.
Yantai Huaxia Elevator Entrapment
Rescue Emergency Drill
Fire Safety Management
Hospitals are public places with relatively dense populations, and fire safety is an important component of our safety management
system. We strictly comply with the Fire Protection Law of the People’s Republic of China, continuously improving our fire safety
management mechanism to ensure the safe and orderly operation of the medical environment.
Based on the actual conditions of our facilities, we have formulated and dynamically optimized fire safety-related policy documents,
including the Fire Safety Management System, the Fire Safety Inspection and Patrol System, the Fire Safety Education and Training
System, the Fire Facility and Equipment Maintenance Management System, and the Firefighting and Emergency Evacuation Plan
and Drill System. We implement a progressive fire prevention responsibility system, clarifying job responsibilities and boundaries
through departmental signing of Fire Prevention Responsibility Letters, promoting the step-by-step transmission and implementa-
tion of fire safety responsibilities. We have standardized the placement of fire safety signs within our facilities, established voluntary
firefighting teams, equipped necessary fire facilities and equipment, and strengthened maintenance to ensure they are in usable
condition. At the same time, we have established patrol inspection and fire/electricity management requirements, strengthening
risk control at key points. We continuously carry out fire safety education, training, and drills, helping employees master key skills
such as using fire extinguishing equipment, reporting fires, and organizing evacuations, thereby enhancing the fire safety awareness
and emergency response capabilities of all staff.
Highlight｜Fire Safety Training and Emergency Evacuation Drill During Work Safety Month
In 2025, we organized a Work Safety Month fire safety training and emergency evacuation drill at Yantai Huaxia Kang’ai Eye
Hospital. Targeting all on-duty employees, the drill combined fire emergency evacuation training, hazard identification prevention,
and firefighting knowledge dissemination. Drill scenarios included fire alarm handling and reporting, initial fire suppression,
personnel evacuation, and emergency rescue. The drill focused on testing and strengthening key steps from fire detection and alarm
activation to the orderly evacuation of personnel along designated routes, while emphasizing the responsibility and safety
requirements for guiding vulnerable groups such as those with visual impairments during evacuation. This continuously improved
fire safety awareness and emergency coordination capabilities within the hospital, ensuring a safe medical environment and
operational stability.
Yantai Huaxia Fire Emergency Evacuation Drill
Highlight｜Fire Safety and Firefighting Evacuation Drill
In 2025, Foshan Sanshui Huaxia Eye Hospital Co., Ltd. organized employee fire safety education and training, while simultaneously
conducting firefighting and emergency evacuation drills. The training covered fire hazards, basic fire prevention measures, the
principles and use of fire extinguishers, as well as fire escape and safe evacuation. Guided by the emergency plan requirements, the drill
focused on practical testing of key steps such as the use of firefighting equipment and safe personnel evacuation. Through the
combination of training and drills, we further strengthened employees’ ability to identify fire risks and their awareness of initial fire
response, improved the standardization of emergency coordination and evacuation organization within the facility, and ensured safe
hospital operations and continuity of medical services.
Foshan Huaxia Firefighting Evacuation Drill
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Safety Training and Education
We value the development of a safety culture. Through tiered, categorized, and systematic occupational health and safety training, we
continuously enhance employees’ safety skills and risk prevention awareness, solidifying the foundation of work safety management.
Using safety knowledge dissemination, job-specific practical training, and emergency drills as our main methods, we help employees
become familiar with and follow safety operation procedures, strengthen their ability to identify and respond to key risk points, prevent
work safety accidents, and reduce safety hazards in our operations.
In 2025, we conducted a total of over 289 safety training sessions,
with more than 11,599 participants.
Highlight｜Special Training on Water and Electricity Safety Hazard Identification and Emergency
Response
In 2025, Yantai Huaxia Kang’ai Eye Hospital organized a special training on
water and electricity safety hazard identification and emergency response
as part of facility operation support. The training focused on risk
identification in areas such as the environment and operation status of
power distribution rooms, aging and damaged wiring, unauthorized
connections, and overload heating. Key control points emphasized included
dedicated power supply for medical equipment, grounding reliability, and
UPS operation status. At the same time, water supply and drainage hazards
such as leaks, blockages, backflow, and standing water were included as
key inspection points. Emergency response requirements for scenarios
such as electric shock, water leakage/flooding, and fires caused by water or
electricity factors were clearly defined. Combined with preventive
measures such as regular maintenance, standardized operations, and Yantai Huaxia Water and Electricity Safety Hazard
water/electricity usage management, the training helped relevant Identification and Emergency Response Special
personnel improve their risk identification and standardized response Training
capabilities, ensuring safe facility operations and continuity of medical
services.
Occupational Health Management
We continuously improve our occupational health management, combining institutional arrangements with health support to
enable employees to work happily and live healthily in a safe and healthy working environment. Our main occupational health
management measures include:
Work and rest management: Establish relatively scientific working hour and rest system arrangements, promote work-life
balance, and ensure employees receive necessary rest and recovery during periods of intense work.
Health checkups: Organize regular health checkups for employees as planned, supporting them in promptly identifying and
addressing potential health risks.
Health and psychological counseling: Provide occupational health consulting services, offering professional advice on disease
prevention and occupational disease protection, while also providing mental health counseling to address occupational stress and
suboptimal psychological well-being.
Work injury and occupational disease management: Establish sound investigation and handling mechanisms for work injuries and
occupational disease incidents, ensuring timely, standardized, and effective processing of such matters.
Health promotion and recreational activities: Organize sports events, walking activities, outdoor team building, and other events
from time to time based on actual conditions, promoting a healthy lifestyle and enriching employees’ after-work cultural life.
关于本报告
Governance
Continuously improved sustainability policies aligned with business and operational needs
Zero incidents of conflict of interest
Zero incidents of commercial bribery, corruption, or embezzlement
Zero incidents of money laundering or insider trading
Zero major lawsuits or administrative penalties due to unfair competition
Zero incidents of tax violations
Governance 87
Risk Management and Compliance
A sound and robust risk control and compliance system is an important safeguard for achieving sustainable and stable development.
Guided by our strategic planning and business objectives, we continuously build and optimize our internal control and risk
management system. Based on our business realities, we constantly revise relevant systems and processes such as the Internal Control
Manual, improve the risk control matrix, implement a regular inspection and supervision mechanism, and systematically identify, assess,
and monitor various risks that may arise during our operations.
Through a closed-loop management model of prevention before events, control during events, and supervision after events, we
continuously strengthen risk control across all business areas and operational processes, achieving timely identification and effective
prevention of risks, thereby laying a solid foundation for sustainable development.
Our Board of Directors, its subordinate Audit Committee, the management team, the Audit and Risk Control Department, and the
Policy and Legal Affairs Department together form the risk defense line. By establishing a risk management structure with clear
responsibilities, reasonable division of labor, and mutual checks and balances, we ensure that risk management and internal control
related work are carried out in an orderly and standardized manner. At the same time, to effectively implement risk management
responsibilities, we also take violations of laws and regulations by functional departments and hospitals as one of the assessment
criteria, linking them to the performance-based compensation of relevant management personnel.
Board of Directors
The Boand of Directors is the highest decision-making body
for risk management. It is responsiblefor determining the
overall objectives of risk management, reviewing risk
management reports submitted by management, as well as
the company-level risk register, and supervising the cultivation
of the company's risk management culture.
Audit Committee
The Audit Committee serves as the supervisory
department for risk management. It guides and
CEO supervises various functional departments and
business units in conducting risk management and
Responsible for the effectiveness of risk management, CEO is assessment activities, and generates an anmual risk
accountable to the Board of Directors and serve as the primary assessment report.
person in charge of risk management. CEO is tasked with either
directly overseeing or delegating to the leader in charge of risk
management the day-to-day operations, including drafting the
risk management organizational structure, identifying signifieant
risk issues and corresponding contingency plans, approving
company's risk register, and coordinating risk management
activities within functional departments.
Audit Department Policy and Legal Department
Our risk management functional department is Our policy and legal department is responsible for
responsible for daily risk management tasks, identifying and evaluating legal risks related to
including regular risk analysis, compiling and operations, providing legality reviews for major company
updating risk registers, proposing system and matters, continuously monitoring the latest legal trends
process optimization suggestions based on risk and understanding their impact on the
response measures, assisting the CEO in handling risk operations, and promptly reporting any sigaificant legal
issues, and fostering a risk management culture. incidents to the board of directors
In 2025, we continuously improved our internal control system. Based on operational management needs and actual business activities,
we revised the Internal Control Manual, optimizing internal control processes in areas such as business management, R&D expense
management, fundraising management, procurement management, and charitable donation management. At the same time, we newly
formulated or revised a series of internal management policies, including the Huaxia Eye Hospital Group Reporting Management System
for Important and Abnormal Matters, the Huaxia Eye Hospital Group Regulations on Approval of Hospital External Cooperation, and the
Huaxia Eye Hospital Group Headquarters and Hospital Job Agent System, continuously enhancing our risk control and compliance
management level.
Risk Identification and Assessment
Focusing on internal control and risk management objectives, we comprehensively, systematically, and dynamically collect internal and
external initial information related to risks, and on this basis, fully identify various risks related to our operations. Based on business
activities and internal control management requirements, we prepare and regularly update risk lists, which specifically include:
Risk list at the corporate level: Assessed and updated at least annually to ensure alignment with our overall risk profile and
strategic objectives.
Risk list at the business process level: Based on business risk assessment results, prepared or updated in a timely manner after
reviewing major business processes, with a focus on new businesses, high-frequency risk areas, and process changes.
We screen, refine, compare, classify, and integrate the various risk-related information collected to build a unified risk database. Using a
combination of qualitative and quantitative methods, we systematically analyze the impact of each risk and classify them into risk levels
based on their impact. Based on the risk assessment results, combined with our risk appetite and risk tolerance, and after balancing risk
and reward, we adopt corresponding response strategies such as risk avoidance, risk reduction, risk sharing, and risk acceptance, and
ensure effective implementation of these measures, thereby achieving systematic control over all types of risks.
Governance 89
Risk Risk Description and Likelihood Impact Risk
of Mitigation Measures
Category Impact Occurrence Severity Level
Through continuous exploration
and practice, we have built a
We have achieved rapid and comprehensive operational
effective growth through management system covering
our chain-based business clinical services, nursing, finance,
model, with our overall scale human resources, procurement,
and business performance and marketing. We have made
continuing to expand. In this initial progress in achieving
context, the scope and standardization,
Management Risks complexity of our operations institutionalization, and
Arising from and management have also digitalization of management.
Continuous increased. If our
Expansion New hospitals are able to replicate
management teams lack Medium Medium Medium
our mature management model
sufficient experience in new and leverage our shared corporate
market operations or have resources, which helps to shorten
limited understanding of the market development cycle.
local regulatory frameworks, Going forward, we will continue to
we may face challenges in refine our standardized and
maintaining effective modular chain management
oversight, which could pose system, optimize our business and
risks to our future service processes, and enhance
development. our ability to replicate
management practices to
effectively mitigate related risks.
We maintain a strong reserve of
talent and have established a
sound talent development system.
Ophthalmology
Our team includes well-known
professionals remain in short
ophthalmology experts and
supply across the country. If
experienced clinicians, enabling us
we experience significant
Risk of Talent to continuously train and supply
Shortage or talent attrition or fail to
Medium Medium professionals for new hospitals.
Attrition attract sufficient qualified Medium
Looking ahead, we will continue to
medical professionals, our
strengthen our capabilities in
regional competitiveness
talent acquisition, development,
may be weakened, which
and retention. By enhancing our
could negatively affect our
internal talent pipeline, we aim to
long-term development.
meet the growing demand for
medical personnel driven by the
expansion of our healthcare
service network.
Major Risk Management
To effectively prevent and respond to major operational risks, we have established a systematic risk early warning mechanism and
formulated corresponding special emergency response plans. In the event of an emergency or sudden risk incident, we will immediately
initiate the response procedures, take targeted measures to control losses and reduce impacts, and through continuous tracking, ensure
that risks are effectively controlled or business returns to normal. The Audit and Risk Control Department regularly reports the risk status
and control implementation to the Board of Directors and the Audit Committee, and tracks and summarizes risk rectification matters.
In 2025, based on the Internal Reporting System for Major Matters, we formulated the Reporting Management System for Important and
Abnormal Matters to further ensure that major risks and crisis incidents can be promptly identified, accurately reported, quickly responded
to, and properly handled. The management system specifies the reporting principles, classification and grading, division of responsibilities,
reporting processes, and handling procedures for relevant matters. The system covers risk matters in multiple areas including medical
safety and quality, operational services, compliance supervision, and information security, and divides them into three levels based on
urgency and impact. For matters of different types and levels, the system specifies corresponding reporting paths, time limits, and
responsible parties. After a risk incident occurs, we will strictly follow the process to conduct assessment, investigation, and handling, and
will conduct summaries both after the emergency ends and after rectification is completed, achieving closed-loop management.
In addition, to enhance the risk prevention awareness of all employees, we encourage employees to proactively and promptly report
potential risks. Units and individuals who avoid or recover significant losses through timely reporting will be given corresponding
recognition and rewards.
Risk Supervision Mechanism
In accordance with internal policies such as the Group Inspection System and the Normative Requirements for Inspection and Audit, we
continuously improve our regular risk supervision mechanism. Through various methods including inspection audits, internal control
checks and evaluations, we strengthen dynamic supervision over the operational activities of functional departments and subsidiary
hospitals, promptly identify potential risks and internal control weaknesses, strictly implement closed-loop rectification management,
effectively prevent and plug management loopholes, enhance overall risk prevention and control capabilities, and ensure the continued
stable operation of the Company.
In 2025, the risk supervision and internal control inspection work we carried out included:
Conducted internal control system and implementation inspections and evaluations, as well as financial report audits, for more than 30
hospitals.
Conducted routine audit inspections on major matters such as the deposit and use of raised funds, external guarantees, related-party
transactions, risk investments, provision of financial assistance to external parties, purchase or sale of assets, as well as large fund
transactions and fund transactions with related parties such as controlling shareholders.
Conducted exit audits for 7 senior managers of entities such as Xianyou Huaxia and Hefei Mingren Eye Hospital, evaluating their
performance of economic and management responsibilities during their terms of office.
Completed 27 engineering inspections and project acceptances, proposed rectification suggestions for existing problems, and ensured
the completion of rectifications.
Completed over 1,800 process approvals and modifications, eliminated risks and promptly resolved issues, while guiding the
engineering leaders of relevant branch hospitals to improve process details.
Organized and carried out internal control effectiveness evaluations, covering matters such as corporate governance, social
responsibility, medical management, nursing management, fund management, procurement business, asset management, inventory
management, and hospital renovation. We focused on high-risk areas such as medical risks and social public relations risks, and
commissioned external audit firms to audit the effectiveness of internal controls.
Governance 91
Business Practices
Centered on the development goals of “patient satisfaction, employee satisfaction, peer recognition, social recognition, and government
confidence,” we always adhere to high standards of business ethics in all our business activities, uphold the concept of free and fair
competition, and actively maintain an honest, fair, orderly, and harmonious market environment.
To this end, we have formulated the Business Conduct Guidelines, establishing clear compliance red lines in areas such as anti-corruption
and anti-commercial bribery, conflict of interest management, prohibition of insider trading, anti-unfair competition, anti-monopoly, and
anti-money laundering. We regard these as the basic code of conduct that all employees must follow, guiding everyone to practice honest
operations and jointly safeguard the Company’s reputation. We also actively advocate and encourage our partners to follow the
responsible business practices advocated in these guidelines, working together to create an honest and transparent cooperation
ecosystem.
Anti-Corruption and Anti-Commercial Bribery
We always adhere to a “zero tolerance” stance towards any form of corruption or bribery. All employees must abide by the professional
code of integrity and self-discipline, and are strictly prohibited from committing or participating in any form of bribery, accepting bribes,
or facilitating bribery. In 2025, we had no major incidents of corruption, bribery, or embezzlement that violated business ethics.
Employee Business Ethics Management
We require all employees to sign the Anti-Commercial Bribery Agreement upon joining the Company, clearly informing them of
prohibited commercial bribery behaviors and the corresponding consequences of violation, including termination of labor contracts,
compensation for losses, etc.
In accordance with internal policies such as the Disciplinary Violation Penalty Provisions, if an employee engages in commercial
bribery, we will recover their illegal gains, demand full compensation for losses, and terminate their employment. If a crime is
suspected, the case will be transferred to judicial authorities for handling in accordance with the law. Upon receiving relevant reports
or clues, the Human Resources Department will immediately initiate an investigation, and if necessary, will jointly verify with the Audit
and Risk Control Department. After verification, the Human Resources Department, together with the involved department, will
propose handling suggestions, which will be approved and implemented according to established procedures. We also guarantee
employees’ right to appeal; the disciplined person may file an appeal with the Human Resources Department, which will review the
case and provide feedback.
Supplier Business Ethics Management
To jointly build a standardized, honest, and transparent business environment, we embed integrity risk prevention and control
throughout the entire process of supplier cooperation, strengthening supply chain integrity governance through institutional
constraints and continuous supervision:
Clear policies: We have formulated the Supplier Code of Conduct, which sets forth clear requirements for suppliers, contractors,
and other partners in areas such as anti-unfair competition, anti-corruption, conflict of interest, and compliant marketing.
Access control: During supplier admission, we incorporate their compliance performance in areas such as anti-corruption and
anti-unfair competition into the evaluation system.
Contractual commitment: We require all suppliers to sign the Integrity Agreement, which explicitly prohibits any form of
corruption, bribery, and unfair competition, and stipulates measures for dealing with breaches, including termination of
cooperation, contract cancellation, and recovery of liquidated damages.
Ongoing communication: During the cooperation period, we continuously monitor suppliers’ integrity and compliance
performance, and regularly communicate anti-corruption requirements through means such as supplier conferences, enhancing
the overall integrity awareness of the supply chain.
Integrity Risk Supervision
As the supervisory body for integrity work, our Audit and Risk Control Department is responsible for regularly conducting inspections
and audits on potential integrity risks and disciplinary violations that may exist in various areas of operations management and
business processes across functional departments and hospitals. Each year, we implement integrity supervision responsibilities and
strengthen integrity supervision through various means such as inspection audits and internal control evaluations, thereby ensuring
that potential integrity risks and issues are promptly identified and rectified, continuously reinforcing the integrity risk defense line
through regular and long-term supervision mechanisms.
In 2025, our Audit and Risk Control Department continued to integrate integrity-related supervision and inspection into audit work
such as financial report audits and internal control system reviews for each hospital, thereby strengthening integrity oversight. The
main supervision work included:
Conducting audit inspections on key business processes such as procurement and advertising, as well as potential corruption and
bribery matters involving key positions including General Managers, Hospital Presidents, and heads of procurement departments.
Carrying out self-assessments on the implementation and effectiveness of internal controls, and commissioning external
institutions to conduct internal control audits.
Integrity Culture Building
We continuously promote the building of an integrity culture, conducting integrity education, communication, and training for
directors, senior management, and employees, enhancing awareness of integrity and compliance, and strengthening ideological and
moral defenses.
In 2025, the main integrity education and training we carried out included:
The Company’s Party Committee conducted a special Party lecture on implementing the spirit of the Central Eight-Point
Regulations for all Party members, and organized more than 1,000 employees to participate in related thematic learning and
tests.
The Audit and Risk Control Department published anti-corruption and anti-bribery requirements through the Company’s
official website and internal platforms, and conducted integrity awareness communications for relevant personnel at hospitals
during inspection audits and special inspections.
Functional departments and hospitals independently carried out various forms of integrity education and training based on
their actual conditions.
Functional departments such as the Procurement Department continuously strengthened regular communication on
anti-corruption, anti-bribery, and risk prevention and control in their daily departmental meetings.
Governance 93
Fair Competition
Integrity, freedom, and fair competition are the fundamental principles guiding our business operations. We strictly comply with
anti-unfair competition laws and regulations of the country and the regions where we operate, actively maintaining a healthy and orderly
market environment.
In the Business Conduct Guidelines, we explicitly advocate for healthy competition and prohibit all employees from seeking business
opportunities, harming the legitimate rights and interests of competitors, or disrupting market order through any unfair, illegal, or
unethical means, such as infringing trade secrets or disseminating false information. In 2025, we had no lawsuits or penalties arising from
unfair competition.
Tax Compliance
In our business operations, we strictly comply with the Corporate Income Tax Law of the People’s Republic of China and the tax laws and
regulations of the countries or regions where we operate, adhering to tax transparency and compliance, and paying taxes honestly in
accordance with the law. We have formulated and implemented the Tax Policy, which sets out the basic principles of tax management and
provides unified standards for our overall tax work.
Our headquarters has established a dedicated tax management position and a policy team, responsible for coordinating tax risk
management across the Company, handling tax practices at the headquarters, and providing tax guidance and support to subsidiary
hospitals. In accordance with the relevant processes of the Internal Control Manual, we systematically identify, assess, monitor, and
manage tax risks that may arise in our operations. We also continuously monitor tax policy developments in various regions, promptly
adjust operational practices, and effectively prevent compliance risks.
In addition, we engage external professional institutions each year to audit our internal control system and the final settlement of
corporate income tax, examining the standardization and effectiveness of tax management from an independent third-party perspective,
ensuring that tax payments are legal and compliant. We also actively maintain regular communication with tax authorities and relevant
units in various regions, ensuring that our tax work responds promptly to policy changes and continuously strengthens the foundation of
tax compliance management.
In 2025, we conducted tax training through online platforms to enhance the tax compliance awareness and practical tax capabilities of
relevant personnel. For the full year, we paid a total of 22,627.73 ten-thousand CNY in taxes and had no major tax violations.
Complaint Mechanism and Whistleblower Protection
To maintain our honest operations and sustainable development, we have established a comprehensive complaint mechanism, providing
convenient and open channels for supervision and feedback for employees, partners, and the public. We encourage all parties to supervise
our business activities, jointly creating a transparent and fair governance environment, and laying the foundation for our long-term stable
development.
Through the formulation of the Reporting System, we specify the acceptance and feedback process, the reporting reward mechanism, and
protection measures for whistleblowers, striving to ensure the effective operation of the complaint mechanism and to genuinely play a role
in supervision and improvement.
Complaint Channels
Whistleblowers may report to us through various channels including telephone, email, letter, in-person reporting, online
questionnaires, and “QR code reporting,” either by name or anonymously. We communicate reporting channels to employees
through means such as intranet pop-ups, and provide guidance during inspection audits. For suppliers, we also specify reporting
channels in the Integrity Agreement.
Complaint hotline: 0592-2109380
Complaint email: sjzx@huaxiaeye.com
Company official website anti-corruption reporting section:
https://www.huaxiaeye.com/Readme/index.html
Mailing address: Audit Department, 16th Floor, Building 2, No. 999, Wutongxi Road, Huli District, Xiamen City
Complaint Handling Procedure
Our Audit and Risk Control Department has established a Reporting Center responsible for accepting complaints and reports
within the Company. The Reporting Center conducts a preliminary review of received complaints and reports according to
prescribed procedures. Those requiring further investigation will be handled in accordance with Company regulations, and the
handling results will be promptly communicated to the whistleblower. If the whistleblower disagrees with the handling result, they
may provide comments or suggestions, and the Audit and Risk Control Department will conduct supplementary investigations or
re-process the matter as appropriate. For important reporting incidents, the Audit and Risk Control Department will report the
investigation and handling results to the Company’s Audit Committee and Board of Directors.
In addition, we have established a reporting reward mechanism. For reported matters that are verified and result in appropriate
punishment of violators, and that recover or reduce losses for the Company or its hospitals, rewards will be given to the
whistleblower in accordance with the Reporting System.
Whistleblower Protection
To effectively protect the legitimate rights and interests of whistleblowers, we have formulated and implemented special
protection measures：
Support whistleblowers in reporting complaints anonymously.
Strictly implement the reporting confidentiality system, maintaining confidentiality when verifying information with
whistleblowers, keeping confidential the whistleblower’s name, work unit, and other relevant information as well as the
content of the complaint. Reporting materials will be managed as confidential documents and are strictly prohibited from
being forwarded to the reported unit or person.
Strictly prohibit any form of retaliation. Personnel who violate confidentiality provisions or engage in retaliation will be
seriously dealt with in accordance with relevant regulations, and if a crime is constituted, they will be transferred to judicial
authorities for legal handling.
Data Overview 95
Data Overview
Metrics Unit 2023 2024 2025
GHG Emissions
Scope 1 – Direct
GHG emissions1 1,414.98 1,821.67 1,774.29
Scope 2 – Indirect GHG
emissions from purchased 18,690.29 21,332.17 22,586.44
energy (market-based)2
Scope 2 – Indirect GHG tCO₂e
emissions from purchased 18,690.29 21,332.17 22,649.11
energy (location-based)
Total GHG emissions
(market-based)
Environmental
Total GHG emissions
(location-based)
tCO₂e / hundred-million
GHG Emission intensity 500.98 574.96 588.54
CNY of operating revenue
Energy Consumption3
Electricity consumption 32,772,733.13 39,754,330.42 42,685,854.05
kWh
Including: photovoltaic
/ / 118,117.00
electricity consumption
Natural gas consumption m3
Gasoline consumption 424,892.63 568,248.18 495,161.08
Litre
Diesel consumption 154,299.93 205,173.36 217,031.35
Steam consumption Ton 0 0 0
Comprehensive energy Tonnes of coal equivalent 4,701.98 5,801.72 6,094.71
consumption
Comprehensive energy tCO₂e / hundred-million
consumption intensity 117.16 144.07 147.25
CNY of operating revenue
Water Resources4
Water withdrawal m3 338,517.48 390,954.73 413,152.33
energy structure transition alongside business expansion, the gradual replacement of our gasoline-powered official vehicles with new energy vehicles, and the
implementation of an “electricity instead of gas” energy substitution project, which effectively reduced natural gas consumption.
Beijing Huaxia Minzhong Eye Hospital Co., Ltd., to our consolidation scope during the reporting period.
Beijing Huaxia Minzhong Eye Hospital Co., Ltd., to our consolidation scope during the reporting period.
Minzhong Eye Hospital Co., Ltd., to our consolidation scope during the reporting period.
Metrics Unit 2023 2024 2025
Waste5
Environmental
Hazardous waste generated / 197.36 226.88
Including: quantity of infectious
solid waste generated / 184.22 213.93
Including: quantity of sharps
solid waste generated / 13.14 12.95
Transfer and disposal volume of Ton
hazardous waste 186.19 197.11 225.23
Including: quantity of infectious
solid waste transferred and 172.96 184.07 212.29
disposed
Including: quantity of sharps solid
waste transferred and disposed 13.23 13.04 12.94
General Waste Generation 2,135.30 1,156.54 1,341.26
Environmental Compliance Management
Annual Number of
Environmental Emergency Drills Times / 7 8
Employee Composition6
Total employees 7,613 7,883 8,200
Including: Full-time employee / 7,112 7,402
Person
Non-employee workers7 / 771 798
Part-time employee 730 213 118
Employee Composition by Gender
Employment
Male 2,149 2,084 2,190
Person
Female 5,464 5,799 6,010
Employee Composition by Age
Under 30 2,779 2,687 2,552
Between 31-40 2,638 2,836 3,054
Person
Between 41-50 1,237 1,384 1,539
Over 51 959 976 1,055
companies, including Beijing Huaxia Minzhong Eye Hospital Co., Ltd., to our consolidation scope during the reporting period.
contracts after retirement.
Data Overview 97
Metrics Unit 2023 2024 2025
Employee Composition by Education8
Higher education 5,933 6,344 6,806
Person
Non-higher education 1,680 1,539 1,394
Employee Composition by Nationality
China / 7,881 8,200
Person
Others / 2 0
Employee Composition by Function
Employment
Administrative employee 1,383 1,785 1,489
Medical services employee 2,301 2,264 2,559
Nursing & services employee 3,470 3,437 3,747
Maintenance employee 459 397 405
Person
Female administrative 968 1,298 1,056
employee
Female medical services 1,571 1,524 1,753
employee
Female nursing & services 2,794 2,829 3,057
employee
Female maintenance
employee
Employee from the Province
Number of employees from
Person / 6,845 7,041
the province
Proportion of employees
% / 86.83 85.87
from the province
Number of female
Person / 5,073 5,220
employees from the province
Proportion of female
employees from the province % / 87.48 86.86
Management Composition by Gender
Grassroots cadres 220 218 248
Person
Female grassroots cadres 136 158 180
Metrics Unit 2023 2024 2025
Management Composition by Gender
Proportion of female
% 61.82 72.48 72.58
grassroots cadres
Management9 1,428 1,452 1,544
Male management Person
Female management 821 872 923
Proportion of female %
management 57.49 60.06 59.78
Senior management
personnel 6 6 6
Person
Female senior
Employment
management personnel
Proportion of female senior
management personnel % 16.67 16.67 16.67
Number of local senior
management Person 4 4 4
Proportion of local senior
management % 66.67 66.67 66.67
Number of female local
senior management Person 1 1 1
Proportion of female local
senior management % 100.00 100.00 100.00
Labor Contract Signing
Labor contract signing rate % 100.00 100.00 100.00
Employment of Disabled Individuals
Number of disabled Person 31 52 59
employees hired
Proportion of disabled
employees hired % 0.41 0.66 0.72
Employee Training
Total number of Person / 7,883 8,200
employees trained
Employee training
coverage rate % 100.00 100.00 100.00
Total number of employee
training sessions Times / 7,247 8,616
Total training participants Participant / 296,760 314,945
Data Overview 99
Metrics Unit 2023 2024 2025
Employee Training
Total employee training
hours 296,653 327,412 349,043
Hour
Average training hours per
/ 41.53 42.57
employee
Employee Performance10
Number of administrative employees
undergoing regular performance and / 1,345 1,083
career development assessments
Number of medical services employees
undergoing regular performance and / 48 899
career development assessments
Number of nursing & services employee
undergoing regular performance and / 709 2,606
career development assessments
Number of maintenance employees Person
undergoing regular performance and / 0 25
career development assessments
Employment
Number of female employees
undergoing regular performance and / 1,093 3,476
career development assessments
Number of male employees undergoing
regular performance and career / 1,009 1,137
development assessments
Number of employees undergoing
regular performance and career / 2,102 4,613
development assessments
Proportion of employees undergoing
regular performance and career % / 26.66 56.26
development assessments
Freedom of Association and Collective Bargaining
Total number of employees
Person / 1,865 4,230
in trade union
Proportion of employees covered
by collective agreements % / 23.66 51.59
Employee Welfare and Benefits
Total paid parental leave (as
Day / 843 993
primary caregiver)
Employment management non-compliance incidents
Total monetary loss incurred
due to penalties for violations of Ten-thousand RMB / 0 0
labor-related laws and
Security Practice
Number of security personnel
trained in human rights policies / 90 94
or procedures
Person
Number of security personnel
employed by the company / 90 94
Proportion of security personnel
trained in human rights policies % / 100.00 100.00
or procedures
Our employee performance statistics cover the employees of entities that adopt a unified assessment model.
Metrics Unit 2023 2024 2025
Information Security and Customer Privacy Infringement Incidents
Number of information
security incidents 0 0 0
Item
Number of customer privacy
infringement incidents / 0 0
Intellectual Property
Number of new patent
applications 40 61 73
Number of new patents
granted 39 62 35
Number of new software Item
copyright registrations / 14 11
Number of patents held as
of the end of 2025 124 192 219
Number of registered software
copyrights held as of the end of 2025 161 175 186
Number of intellectual property
infringement incidents against Item
others
Market
Product Quality
Qualification rate of outpatient
prescriptions
Qualification rate of inpatient
medical orders
%
Utilization rate of antimicrobial
drugs in inpatients
Prophylactic antibiotic utilization
rate for clean surgeries
Complaint Acceptance and Resolution
Total number of complaint cases
Case / 1,464 1,335
received
Complaint resolution rate % / 100.00 100.00
Customer Satisfaction
Customer satisfaction rate % / 95.80 95.75
Supplier Management
Number of non-affiliated
suppliers
Unit
Including: Number of suppliers
located in the same province as / 12 14
the company
Data Overview 101
Metrics Unit 2023 2024 2025
Supplier Management
Number of key suppliers / 66 67
Number of new suppliers
admitted in the year
Total number of suppliers that
/ 108 124
passed desktop assessments
Total number of suppliers that
/ 3 2
passed on-site audits
Number of suppliers audited in
the year 76 108 124
Unit
Total number of key suppliers
assessed / 66 67
Number of suppliers assessed
with significant actual or / 0 0
potential negative impacts
Number of suppliers with significant
actual or potential negative impacts that / 0 0
were terminated
Number of suppliers that
Market
completed improvements after / 0 0
assessment
Number of potential suppliers eliminated
in 2025 due to non-compliance with / 0 0
social responsibility requirements
Supplier Training
Number of suppliers
participating in ESG training Unit 15 40 51
Total number of participants in
supplier ESG training Participant 75 132 142
Total training hours of supplier
Hour 8 20 26
ESG training
Proportion of male employees
among suppliers participating in 55 60 43
ESG training
Proportion of female employees
among suppliers participating in 45 40 57
ESG training
Proportion of senior
management among suppliers % 10 70 65
participating in ESG training
Proportion of middle
management among suppliers 70 20 25
participating in ESG training
Proportion of general employees
among suppliers participating in 20 10 10
ESG training
Supplier Risk Assessment
Number of suppliers at risk of
violating freedom of association 0 0 0
and collective bargaining rights
Unit
Number of suppliers at
significant risk of child labor 0 0 0
incidents
Market Metrics Unit 2023 2024 2025
Supplier Risk Assessment
Number of suppliers at
significant risk of forced or Unit 0 0 0
compulsory labor incidents
Safety Training
Total participants in
occupational health and Participant 6,674 9,882 11,599
safety training
Number of safety training Times
sessions 238 243 289
Number of safety emergency Times 154 173 213
Occupational Health and Safety
drills
Number of attendees for Participant 5,476 7,354 6,151
safety emergency drills
Work Safety Accident
Extra-major accident 0 0 0
Major accident 0 0 0
Serious accident Case 0 0 0
General accident 0 0 0
Number of work-related 0 0 0
injury incidents
Occupational Health
Occupational injuries 0 0 0
Person
Occupational fatalities 0 0 0
Occupational fatality rate % 0 0 0
External donations
Social Contributions
Total social contributions 171,572.61 177,085.74 191,307.42
Including: Total tax payment Ten-thousand CNY 26,330.83 25,836.94 22,627.73
Employee compensation 117,754.05 131,180.35 133,737.27
Data Overview 103
Social Contributions Metrics Unit 2023 2024 2025
External donations
Dividends paid to shareholders 16,096.10 12,477.05 30,769.03
Interests paid to creditors Ten-thousand CNY 51.61 40.90 291.83
Social donations 11,340.02 7,550.50 3,881.56
Business Ethics Violations
Conflict of interest incidents 0 0 0
Governance
Lawsuits resulting from
commercial bribery and 0 0 0
corruption Item
Money laundering or insider
trading incidents / 0 0
Lawsuits or administrative
penalties resulting from unfair 0 0 0
competition incidents
Tax-related Violations
Number of tax-related violation Item
incidents 0 0 0
- Sustainability Report (Trial) Index
The Guidelines No. 17 of Shenzhen Stock
Exchange for the Self-Regulation of Listed
Companies - Sustainability Report (Trial) Index
Topic Clause Location
Chapter III Environmental Disclosure
Climate Response Article 21-28 Climate Response
Pollutant Discharge Article 30 Pollutant Discharge
Waste Disposal Article 31 Waste Disposal
Ecosystem and Biodiversity Protection Article 32 Ecosystem and Biodiversity Protection
Environmental Compliance Management Article 33 Environmental Compliance Management
Energy Utilization Article 35 Energy Utilization
Water Resources Utilization Article 36 Water Resource Utilization
Circular Economy Article 37 Circular Economy
Chapter IV Social Disclosure
Rural Revitalization Article 39 Rural Revitalization
Social Contributions Article 40 Social Contributions
Innovation Article 42 Innovation-driven Development
Ethics of Science and Technology Article 43 Ethics of Science and Technology
Supply Chain Security Article 45 Supply Chain Security
Equal Treatment of SMEs Article 46 Equal Treatment of SMEs
Product and Service Safety and Quality Article 47 Product and Service Safety and Quality
Data Security and Customer Privacy Article 48 Data Security and Customer Privacy
Employees Article 50 Employees
The Guidelines No. 17 of Shenzhen Stock Exchange for the Self-Regulation of Listed Companies 105
- Sustainability Report (Trial) Index
Topic Clause Location
Chapter V Disclosure of Corporate Sustainability-Related Governance Information
Management of Material Matters
Climate-Related Risks, Opportunities,
Due Diligence Article 52
and Financial Impacts
Supply Chain Security
Stakeholder Engagement Article 53 Stakeholder Engagement
Anti-Corruption
Anti-Commercial Bribery and Anti-Corruption Article 55
and Anti-Commercial Bribery
Fair Competition Article 56 Fair Competition
SASB Index
SASB Topics Accounting Metrics Location
HC-DY-130a.1：
(1) Total energy consumed, Energy Utilization
Energy Management
(2) percentage grid electricity and Data Overview
(3) percentage renewable
HC-DY-150a.1：
Total amount of medical waste:
Waste Disposal
percentage (a) incinerated,
Data Overview
(b) recycled or treated
and (c) landfilled
Waste Management
HC-DY-150a.2:
Total amount of: (1) hazardous and Waste Disposal
(2) non-hazardous pharmaceutical waste, percentage
Data Overview
(a) incinerated, (b) recycled or treated and (c) landfilled
HC-DY-230a.2：
Data Security
Description of policies and practices to secure customers’
personal health data records and other personal data and Customer Privacy
HC-DY-230a.3：
Patient Privacy & Electronic (1) Number of data breaches,
Data Security and Customer
(2) percentage involving (a) personal data only and (b)
Health Records Privacy
personal health data,
Data Overview
(3) number of customers affected in each category,
(a) personal data only and (b) personal health data
HC-DY-230a.4： Data Security
Total amount of monetary losses as a result of legal
and Customer Privacy
proceedings associated with data security and privacy
HC-DY-240a.1：
Access for Low-Income Patients Discussion of strategy to manage the mix of patient Not covered in this report
insurance status
HC-DY-250a.2：
Quality of Care & Patient Satisfaction Not covered in this report
Number of serious reportable events
SASB Index 107
SASB Topics Accounting Metrics Location
HC-DY-250a.3：
Quality of Care & Patient Satisfaction Not covered in this report
Hospital-acquired condition rates per hospital
HC-DY-260a.1：
Management of Controlled Substances Description of policies and practices to manage the number Data Overview
of prescriptions issued for controlled substances
HC-DY-270a.1：
Product and Service
Description of policies or initiatives to ensure that patients are Quality and Safety
adequately informed about price before undergoing a procedure
HC-DY-270a.2： Product and Service
Pricing & Billing Transparency Discussion of how pricing information for services is made Quality and Safety
publicly available
HC-DY-270a.3：
Number of the entity’s 25 most common services for which pricing We did not collect relent data
information is publicly available, percentage of total services performed (by during this reporting period
volume) that these represent
HC-DY-320a.1：
Workforce Health & Safety Total recordable incident rate (TRIR) for (a) direct employees Data Overview
and (b) contract employees
HC-DY-330a.1：
(1) Voluntary and (2) involuntary turnover rate for: (a)
Employee physicians, (b) non physician health care practitioners, and (c) Data Overview
Recruitment, all other employees
Development & Retention
HC-DY-330a.2：
Description of talent recruitment and retention efforts for Talent Development
health care practitioners
HC-DY-450a.1：
Description of policies and practices to address: (1) the physical risks
because of an increased frequency and intensity of extreme weather Climate-Related Risks,
Climate Change Impacts on
events, Opportunities, and Financial
Human Health & Infrastructure
(2) changes in the morbidityand mortality rates of illnesses and diseases Impacts
associated with climate change and (3) emergency preparedness and
response
HC-DY-510a.1：
Fraud & Unnecessary Procedures Total amount of monetary losses as a result of legal proceedings Not covered in this report
associated with medical fraud
ESRS Index
European sustainability reporting standards (ESRS) Location/omission
ESRS 2 General Disclosures
BP-1 General basis for the preparation of sustainability statements About This Report
BP-2 Disclosures in relation to specific circumstances Not covered in this report
Governance Structure and Mecha-
GOV-1 The role of the administrative, management and supervisory bodies nism
Governance Structure and
Information provided to and sustainability matters addressed by the undertaking’s Mechanism
GOV-2
administrative, management and supervisory bodies Risk Management and Compliance
Governance Structure and
GOV-3 Integration of sustainability-related performance in incentive schemes Mechanism
Management of Material Matters
Climate-Related Risks, Opportunities,
GOV-4 Statement on due diligence and Financial Impacts
Supply Chain Security
Risk Management and Compliance
GOV-5 Risk management and internal controls over sustainability reporting Climate-Related Risks, Opportunities,
and Financial Impacts
About Us
Corporate Strategy
SBM-1 Strategy, business model and value chain Supply Chain Security
Product and Service Quality and
Safety
SBM-2 Interests and views of stakeholders Stakeholder Engagement
Management of Material Matters
Material impacts, risks and opportunities and their interaction with strategy Risk Management and Compliance
SBM-3 and business model Climate-Related Risks, Opportunities,
and Financial Impacts
Management of Material Matters
IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities Risk Management and Compliance
About Us
IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement Management of Material Matters
Index
ESRS E1 Climate change
E1-1 Transition plan for climate change mitigation Climate Response
E1-2 Policies related to climate change mitigation and adaptation Climate Response
Climate Response
E1-3 Actions and resources in relation to climate change policies
Circular Economy
E1-4 Targets related to climate change mitigation and adaptation Corporate Strategy
Energy Utilization
E1-5 Energy consumption and mix Data Overview
ESRS Index 109
European sustainability reporting standards (ESRS) Location/omission
ESRS E1 Climate change
GHG Emissions
E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions Management
Data Overview
E1-7 GHG removals and GHG mitigation projects financed through carbon credits Not covered in this report
E1-8 Internal carbon pricing Not covered in this report
Climate-Related Risks,
Anticipated financial effects from material physical and transition risks
E1-9 Opportunities, and Financial Impacts
and potential climate-related opportunities Management of Material Matters
ESRS E2 Pollution
E2-1 Policies related to pollution Pollutant Discharge
E2-2 Actions and resources related to pollution Pollutant Discharge
E2-3 Targets related to pollution Environmental
Pollutant Discharge
E2-4 Pollution of air, water and soil
Waste Disposal
Pollutant Discharge
E2-5 Substances of concern and substances of very high concern Waste Disposal
Circular Economy
E2-6 Anticipated financial effects from pollution-related impacts, risks and opportunities Not covered in this report
ESRS E3 Water and marine resources
E3-1 Policies related to water and marine resources Water Resources Utilization
E3-2 Actions and resources related to water and marine resources Water Resources Utilization
E3-3 Targets related to water and marine resources Environmental
E3-4 Water consumption Data Overview
E3-5 Anticipated financial effects from water and marine resources-related impacts, risks and opportunities Not covered in this report
ESRS E4 Biodiversity and ecosystems
E4-1 Transition plan and consideration of biodiversity and ecosystems in strategy and business model Not covered in this report
E4-2 Policies related to biodiversity and ecosystems Ecosystem and Biodiversity Protection
E4-3 Actions and resources related to biodiversity and ecosystems Ecosystem and Biodiversity Protection
E4-4 Targets related to biodiversity and ecosystems Environmental
E4-5 Impact metrics related to biodiversity and ecosystems change Not covered in this report
E4-6 Anticipated financial effects from biodiversity and ecosystem-related risks and opportunities Not covered in this report
ESRS E5 Resource use and circular economy
E5-1 Policies related to resource use and circular economy Circular Economy
E5-2 Actions and resources related to resource use and circular economy Circular Economy
E5-3 Targets related to resource use and circular economy Not covered in this report
E5-4 Resource inflows Circular Economy
E5-5 Resource outflows Circular Economy
European sustainability reporting standards (ESRS) Location/omission
ESRS E5 Resource use and circular economy
E5-6 Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities Not covered in this report
ESRS S1 Own workforce
S1-1 Policies related to own workforce Employees
S1-2 Processes for engaging with own workforce and workers’ representatives about impacts Employee Communication
Human Rights Protection
S1-3 Processes to remediate negative impacts and channels for own workforce to raise concerns
Employee Communication
Taking action on material impacts on own workforce, and approaches to managing material
S1-4 risks and pursuing material opportunities related to own workforce, and effectiveness Employees
of those actions
Targets related to managing material negative impacts, advancing positive impacts, and managing material
S1-5 risks and opportunities Employees
Equal Employment
S1-6 Characteristics of the undertaking’s employees
Data Overview
Equal Employment
S1-7 Characteristics of non-employees in the undertaking’s own workforce Data Overview
S1-8 Employee Communication
Collective bargaining coverage and social dialogue
Equal Employment
S1-9 Diversity metrics
Data Overview
S1-10 Adequate Wages Employee Compensation and Benefits
S1-11 Social protection Employee Compensation and Benefits
S1-12 Persons with disabilities Data Overview
S1-13 Training and skills development metrics Talent Development
S1-14 Health and safety metrics Data Overview
S1-15 Work-life balance metrics Data Overview
S1-16 Remuneration metrics (pay gap and total remuneration) Not covered in this report
S1-17 Incidents, complaints and severe human rights impacts Human Rights Protection
ESRS S2 Workers in the value chain
S2-1 Policies related to value chain workers Supply Chain Security
S2-2 Processes for engaging with value chain workers about impacts Supply Chain Security
Supply Chain Security
S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns Stakeholder Engagement
Taking action on material impacts on value chain workers, and approaches to managing
material risks and pursuing material opportunities related to value chain workers, and Supply Chain Security
S2-4
effectiveness of those action
Targets related to managing material negative impacts, advancing positive impacts, and Suppliers and Clients
S2-5 managing material risks and opportunities
ESRS S3 Affected communities
S3-1 Policies related to affected communities Social Contributions
S3-2 Processes for engaging with affected communities about impacts Social Contributions
Processes to remediate negative impacts and channels for Social Contributions
S3-3 Stakeholder Engagement
affected communities to raise concerns
ESRS Index 111
European sustainability reporting standards (ESRS) Location/omission
ESRS S3 Affected communities
Taking action on material impacts on affected communities, and approaches to managing
S3-4 material risks and pursuing material opportunities related to affected communities, and Social Contributions
effectiveness of those actions
S3-5 Targets related to managing material negative impacts, advancing positive impacts, and Social Contributions
managing material risks and opportunities
ESRS S4 Consumers and end-users
Supply Chain Security
Product and Service Quality
S4-1 Policies related to consumers and end-users and Safety
Data Security and Customer Privacy
Supply Chain Security
Product and Service Quality
S4-2 Processes for engaging with consumers and end-users about impacts and Safety
Data Security and Customer Privacy
Product and Service Quality and
S4-3 Processes to remediate negative impacts and channels for consumers and end-users to raise Safety
concerns Data Security and Customer Privacy
Taking action on material impacts on consumers and end-users, and approaches to managing Product and Service Quality and
S4-4 material risks and pursuing material opportunities related to consumers and end-users, and Safety
effectiveness of those actions Data Security and Customer Privacy
S4-5 Targets related to managing material negative impacts, advancing positive impacts, and Suppliers and Clients
managing material risks and opportunities
ESRS G1 Business Conduct
G1-1 Business conduct policies and corporate culture Business Practices
Supply Chain Security
G1-2 Management of relationships with suppliers Equal Treatment of SMEs
Anti-Corruption and
G1-3 Anti-Commercial Bribery
Prevention and detection of corruption and bribery Complaint Mechanism and
Whistleblower Protection
Anti-Corruption and
G1-4 Incidents of corruption or bribery Anti-Commercial Bribery
Data Overview
G1-5 Political influence and lobbying activities Not covered in this report
G1-6 Payment practices Equal Treatment of SMEs
ISDS Index
IFRS S1
Disclosure
Core Elements Disclosure Recommendations
Placement
a）The governance body(s) (which can include aboard, committee or Governance Structure and
Mechanism
equivalent body charged with governance) or individual(s) responsible for Risk Management and
oversight of sustainability-related risks and opportunities. Compliance
Governance
b）Management’s role in the governance processes, controls and procedures Governance Structure and
Mechanism
used to monitor, manage and oversee sustainability-related risks and Risk Management and
opportunities. Compliance
a）The sustainability-related risks and opportunities that could reasonably be Management of Material Matters
expected to affect the entity’s prospects within the time horizons—short, Climate-Related Risks,
Opportunities, and Financial
medium or long term. Impacts
b）The current and anticipated effects of sustainability-related risks and Management of Material Matters
opportunities on the entity’s business model and value chain, and where in the Climate-Related Risks,
entity’s business model and value chain sustainability-related risks and Opportunities, and Financial
opportunities are concentrated Impacts
c）How the entity has responded to, and plans to respond to,
sustainability-related risks and opportunities in its strategy and decision-making, Management of Material Matters
and the progress against plans the entity has disclosed in previous reporting Climate-Related Risks,
Opportunities, and Financial
periods, including quantitative and qualitative information, and trade-offs Impacts
Strategy between sustainability-related risks and opportunities that the entity considered.
d）The quantitative and qualitative effects of sustainability-related risks and
opportunities on the entity’s financial position, financial performance and cash
flows for the reporting period, and the sustainability-related risks and
Management of Material Matters
opportunities identified for which there is a significant risk of a material
adjustment within the next annual reporting period to the carrying amounts of Climate-Related Risks,
assets and liabilities reported in the related financial statements, and how the Opportunities, and Financial
entity expects its financial position, financial performance and cash flows to Impacts
change over the short, medium and long term, given its strategy to manage
sustainability-related risks and opportunities.
Management of Material Matters
e）The resilience of the entity’s strategy and its business model to those
Climate-Related Risks,
sustainability-related risks
Opportunities, and Financial Impacts
a）The processes and related policies the entity uses to identify, assess, prioritize
and monitor sustainability-related risks, including information about: the inputs Management of Material Matters
and parameters the entity uses，whether and how the entity uses scenario Climate-Related Risks,
analysis to inform its identification of sustainability-related risks, whether and Opportunities, and Financial Impacts
how the entity prioritizes sustainability-related risks, how the entity assesses the Risk Management and Compliance
nature, likelihood and magnitude of the effects of those risks.
b）The processes the entity uses to identify, assess, prioritize and monitor Management of Material Matters
Risk Management
sustainability-related opportunities, including: whether and how the entity uses Climate-Related Risks,
scenario analysis to inform its identification of sustainability-related opportunities. Opportunities, and Financial Impacts
c）The extent to which, and how, the processes the entity uses to identify, Climate-Related Risks,
assess, prioritize and monitor sustainability-related risks and opportunities are Opportunities, and Financial Impacts
integrated into and inform the entity’s overall risk management process. Risk Management and Compliance
Environmental
a）Metrics required by an applicable IFRS Sustainability Disclosure Social
Standard.
Governance
b）Metrics the entity uses to measure and monitor sustainability-related Environmental
risks or opportunities and its performance in relation to that Social
Metrics and targets
sustainability-related risk or opportunity. Governance
Environmental
c）Any targets the entity has set it is required to meet by law or
Social
regulation.
Governance
ISDS Index 113
IFRS S2
Disclosure
Core Elements Disclosure Recommendations
Placement
Governance Structure and
a）The governance body(s) (which can include a board, committee or Mechanism
equivalent body charged with governance) or individual(s) responsible for Risk Management and Compliance
Governance oversight of climate-related risks and opportunities.
b）Management’s role in the governance processes, controls and procedures Governance Structure and
used to monitor, manage and oversee climate-related risks and opportunities. Mechanism
Risk Management and Compliance
a）The climate-related risks and opportunities that could reasonably be Management of Material Matters
expected to affect the entity’s prospects within time horizons—short, medium Climate-Related Risks, Opportunities,
or long term, whether the entity considers the risk to be a climate-related and Financial Impacts
physical risk or climate-related transition risk.
b）The current and anticipated effects of climate-related risks and
opportunities on the entity’s business model and value chain, and where in the Management of Material Matters
entity’s business model and value chain climate-related risks and opportunities Climate-Related Risks, Opportunities,
are concentrated. and Financial Impacts
c）Information about how the entity has responded to, and plans to respond Management of Material Matters
to, climate-related risks and opportunities in its strategy and decision-making, Climate-Related Risks, Opportunities,
including how the entity sets targets, how the entity is resourcing and and Financial Impacts
quantitative and qualitative information about the disclosed progress of plans.
d）The quantitative and qualitative effects of those climate-related risks and
opportunities on the entity’s financial position, financial performance and cash
Strategy flows for the reporting period, the climate-related risks and opportunities Management of Material Matters
identified in paragraph 16(a) for which there is a significant risk of a material Climate-Related Risks, Opportunities,
adjustment within the next annual reporting period to the carrying amounts and Financial Impacts
of assets and liabilities reported in the related financial statements, and how
the entity expects its financial position, financial performance and cash flows
to change over the short, medium and long term, given its strategy to
manage climate-related risks and opportunities.
e）The entity’s assessment of its climate resilience, including the entity’s
assessment for its strategy and business model, the significant areas of
uncertainty considered in the entity’s assessment of its climate resilience and
the entity’s capacity to adjust or adapt its strategy and business model to Management of Material Matters
climate change over the short, medium and long term. The entity shall use Climate-Related Risks, Opportunities,
climate-related scenario analysis to assess its climate resilience and disclose and Financial Impacts
how and when the climate-related scenario analysis was carried out,
including information about the inputs the entity used, the key assumptions
the entity made in the analysis and the reporting period in which the
climate-related scenario analysis was carried out.
a）The processes and related policies the entity uses to identify, assess,
prioritize and monitor climate-related risks, including information about: the
inputs and parameters the entity uses, whether and how the entity uses Management of Material Matters
climate-related scenario analysis to inform its identification of climate-related Climate-Related Risks, Opportunities,
risks, whether and how the entity prioritizes climate-related risks, how the and Financial Impacts
entity assesses the nature, likelihood and magnitude of the effects of those Risk Management and Compliance
risks.
Risk Management b）The processes the entity uses to identify, assess, prioritize and monitor
climate-related opportunities, including information about whether and how Management of Material Matters
the entity uses climate-related scenario analysis to inform its identification of Climate-Related Risks, Opportunities,
climate-related opportunities. and Financial Impacts
c）The extent to which, and how, the processes for identifying, assessing, Climate-Related Risks, Opportunities,
prioritizing and monitoring climate-related risks and opportunities are and Financial Impacts
integrated into and inform the entity’s overall risk management process. Risk Management and Compliance
a）The cross-industry metric categories of greenhouse gas emissions,
internal carbon prices, the percentage of executive management
remuneration recognized in the current period that is linked to
climate-related considerations, capital deployment towards climate-related GHG Emissions Management
risks and opportunities, the amount and percentage of assets or business
activities vulnerable to climate-related risks and opportunities.
Metrics and targets b）Industry-based metrics that are associated with one or more particular
business models, activities or other common features that characterize GHG Emissions Management
participation in an industry
c）The quantitative and qualitative climate-related targets the entity has set Environmental
or it is required to meet by law or regulation, progress towards reaching the Social
target, information about its performance, and each greenhouse gas Governance
emissions target.
Independent Assurance Statement
Independent Assurance Statement 115
Independent Assurance Statement 117
Independent Assurance Statement 119
Independent Assurance Statement 121
Independent Assurance Statement 121
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