Orinko Advanced Plastics Co., Ltd. Corporate Governance (ESG) Report
Contents
About the Report 01
Appendix
Message from Chairperson 02
Key ESG Performance in 2025 88
Feature: Recycling for a Better Shared Future — Orinko's
PCR Material-based Circular Economy Business 03 Index of Reporting Indicators 91
Management 03Oriented
Green and Innovation-
Development 05 Corporate Governance
Company Profile 09 ESG Strategy 16 R&D Innovation 22 Governance System of the
Corporate Culture 10 ESG Governance 17 Green Products and Solutions 26 Listed Company 41
Development Course 11 Communication with Stakeholders 18 Intellectual Property Protection 29 Internal Audit 43
Business Layout 12 Evaluation of Materiality Issues 19 Business Ethics 45
Industrial
Globalized Services 13
Honors and Awards in 2025 14 Digital Construction 50
Product Quality and Safety 32
Supply Chain Management 36
Customer Service 38
Transition 07 Environmental
Management 08 Work Safety
Management 09 Human Resources
Management
Carbon Neutrality Strategic Environmental Management 64 Work Safety Management 72 Protection of Employee Rights and Interests 79
Actions 54 Energy Management 66 Dual Prevention Mechanism 74 Human Resources Management 80
Response to Climate Change 57 Water Resource Management 68 Occupational Health and Safety 75 Employee Communication 82
Circular Development 61 Pollution and Emissions Management 69 Safety Emergency Response 77 Employee Development and Training System 83
Ecological Protection and Biodiversity 70 Employee Promotion and Career Development 85
Employee Care and Public Welfare Initiatives 86
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 01
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
About the Report
Overview of the Report References for Report Preparation
This Report is the third environmental, social and corporate governance (ESG) report released by Orinko Advanced This Report is prepared with reference to mainstream ESG disclosure standards at home
Plastics Co., Ltd. (hereinafter referred to as "the Company", "Orinko" or "we"), aiming to disclose the Company's and abroad, relevant national laws and regulations, and standards for the new materials
management philosophy, core initiatives and key performance in 2025 in ESG dimensions to all stakeholders including industry, so as to ensure the comprehensiveness, relevance, standardization and industry
shareholders, customers, employees, suppliers, communities, and government regulators in a comprehensive and suitability of the disclosures in this Report. The core references include the Global
transparent way. Reporting Initiative's Sustainability Reporting Standards (GRI Standards), the United
Nations Sustainable Development Goals (UN SDGs 2030), the recommended framework of
the Task Force on Climate-related Financial Disclosures (TCFD), as well as the relevant ESG
Organizational Scope of the Report Release Cycle of the Report information disclosure requirements for listed companies imposed by the China Securities
Regulatory Commission (CSRC) and the Shanghai Stock Exchange (SSE). The Report also
The scope of this Report covers the headquarters and all This Report is released annually, consistently focusing
takes into account the development trends and policy orientations of the new materials
wholly-owned and controlled subsidiaries of Orinko on the core issues of concern to stakeholders, and
industry, along with the Company's own business model and sustainability management
Advanced Plastics Co., Ltd., encompassing all core disclosing the Company's sustainability progress in a
practices.
businesses of the Company, to ensure the completeness timely manner. Supervision and feedback from all
and relevance of information disclosure. stakeholders are welcome.
Disclaimer
Sources of Information
Time Range of the Report This Report contains forward-looking statements. Except for explicitly disclosed historical
All information and data disclosed in this Report are facts, all statements concerning the Company's future strategic plans, development goals,
This Report mainly covers a period from January 1 to sourced from the Company's official documents and performance expectations, advancement of low-carbon transition, among others, are
December 31, 2025. To enhance the comparability, authentic operation records, which ensures the made based on the Company's current operating conditions, industry development trends
continuity and contextual completeness of this Report, authenticity, accuracy and traceability of the content. and available information. Due to the impact of various uncertain factors, including
content regarding key cross-year projects, long-term These sources include but are not limited to the macroeconomic conditions, adjustments to industrial policies, changes in the market
development plans, talent cultivation programs, among Company's internal management policies, operation competition landscape, fluctuations in raw material prices, technological iteration and
others, may be traced back to previous years or and management statistical ledgers, special ESG natural disasters, actual results may differ from such forward-looking statements. The
extended into future planning periods as appropriate. records (environmental monitoring data, greenhouse Company makes no assurance as to the accuracy or achievability of these statements.
This ensures that stakeholders can gain a comprehen- gas inventory data, employee training files, etc.), and This Report is intended solely to disclose the Company's ESG-related performance in 2025
sive understanding of the coherence and long-term third-party testing and assurance reports. to stakeholders, and does not constitute any commercial offer, investment advice or other
nature of the Company's sustainable development. legally binding document.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 02
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Message from Chairperson
As the world advances further toward sustainable development and the industrial restructuring driven by the "carbon peaking and carbon neutrality" strategy gathers pace, the new materials industry, as a strategic
emerging industry in China, is entering a critical period characterized by innovation and upgrading, green transition, and coordinated development across the globe. At Orinko, we stay committed to our original aspiration
of creating innovative materials to drive green development and harmony with nature, and integrate the ESG philosophy into corporate operation, management and long-term planning as a key foundation for the
Company's sustainable and high-quality development. In 2025, we closely aligned with major national strategies and plans, such as building a manufacturing powerhouse, driving self-reliance and strength in science and
technology, and driving achievement of the "carbon peaking and carbon neutrality" goals, and forged ahead steadily on the path to green transition, technological innovation, governance optimization and value
co-creation. These efforts have enabled us to deliver an impressive sustainability performance that exhibits our industrial responsibility, ecological commitment and social value to all stakeholders.
its ESG strategy, comprehensively advance low-carbon established the Strategic Development and ESG upgrading and global competition, we're "2-6-3-X" industry focus strategy. To be
development and improve the circular economy system. We Committee under the Board of Directors, increasingly aware that ESG is a core specific, we will deepen engagement in
firmly believe that an enterprise must align with national improved the ESG governance framework competitiveness for enterprises to navigate the two "ballast stone" industries of smart
strategies, keep pace with industrial advancement and comprising decision-making, management and development cycles and win future home and automobiles, expand presence
collaborate with all stakeholders to achieve sustainable execution levels, and incorporated climate risk, competition, as well as a key anchor for new in high-growth industries such as
development. In terms of green development, guided by the environmental compliance, work safety and data materials enterprises to participate in global consumer electronics, electrical
carbon neutrality strategy, we have established a full-lifecycle security into the comprehensive risk manage- industrial collaboration and enhance equipment, and new energy, and nurture
low-carbon development system integrating green R&D, green ment system, to bolster the foundation for the international influence. Going ahead, Orinko growth in emerging industries including
and intelligent manufacturing, green circulation and green supply. Company’s long-term development through will remain committed to the principles of special-purpose materials, separator
Through Orinko Environmental Protection, we have built a standardized, digital and transparent governance. long-termism, strategic guidance and value materials, and high-end composite
complete industrial chain of recovery, regeneration and In terms of human centricity and social value, co-creation. We’ll advance sustainable materials. Meanwhile, we will resolutely
high-value application for waste materials, enabling large-scale, upholding the core philosophy that talents are the development with higher standards, advance global expansion and the
end-to-end and closed-loop recycling in home appliance and primary resource, we improved the full-lifecycle continuously strengthen the leadership of efficiency revolution across the value
Chairperson： Li Jianyi automobile sectors. We adopt a circular economy model to ease talent development system, fostered a green technologies, and increase chain, to build efficiency into our
resource and environmental constraints, and provide low-carbon multi-tiered talent team through the “Orinko Star” investment in the R&D of low-carbon strongest barrier. We hereby express our
green products to support carbon reduction and efficiency and “Leadership Program” programs, and materials and recycling technologies, to sincere gratitude to all shareholders,
improvement in downstream industries such as new energy, safeguarded the growth of every employee by secure a strategic advantage globally in the customers, partners, and all sectors of
high-end manufacturing, home appliances and automobiles, providing rights and interests protection, development of new green materials. We the society for your long-standing trust
actively undertaking the historic responsibility of driving green occupational health support and humanistic care. will further promote carbon neutrality and support. We will stay committed to
transition across the new materials industry. In terms of We further drove industrial chain collaboration for practices across the entire value chain, sustainable development, drive the green
innovation-driven development, we deepened the reform of the sustainable development, and encouraged expand the application of clean energy and transition of industries through
integrated product development (IPD) system, further drove upstream and downstream partners to practice the layout of the circular economy, and drive innovation, and work with all stakeholders
breakthroughs in core areas such as bio-based materials, the ESG philosophy, to jointly forge a resilient, collaboration on carbon reduction across to create sustainable value on the path of
recycled materials, lightweight engineering materials, and special green and responsible industrial ecosystem. We the industrial chain. We will always fulfill our green and low-carbon development, so
materials for new energy, promoted independent innovation and actively engaged in public welfare and charitable social responsibilities as a global enterprise, as to contribute our strength to the future
iteration of core technologies through full-lifecycle eco-friendly activities, showing our care through elderly and support the realization of SDGs through of our planet.
design, and consolidated the foundation for the Company's support and student aid programs, and serving compliant, green and innovative offerings.
sustainable development through technological innovation. the society through concrete actions.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Feature: Recycling for a Better Shared Future — Orinko's
PCR Material-based Circular Economy Business
Orinko regards circular economy as a core pillar of its green develop-
ment strategy and a key engine for high-quality growth. Relying on its
Orinko Environmental
presence across the industrial chain of post-consumer recycled (PCR)
plastics, the Company fully leverages its core technological advantages
Protection
in modified materials, integrates upstream and downstream resources,
and drives the transformation of waste polymer materials into high-per- To systematically implement its circular economy
formance materials. In doing so, it provides practical, scalable low-car- strategy, in 2025, Orinko established a whol-
bon circular economy solutions for core downstream sectors such as ly-owned subsidiary — Orinko Chuangyuan
home appliances and automobiles, and promotes progress toward Environmental Protection Technology (Anhui) Co.,
national "carbon peaking and carbon neutrality" goals with concrete Ltd. (hereinafter referred to as "Orinko Environmen-
actions. tal Protection"), which serves as its core operation
platform in the field of green circular materials.
Orinko Environmental Protection has built a
Circular Economy Strategy professional team covering renewable resource
recovery, material modification, quality control and
The Company has elevated recycling to a group-level strategy, explicitly market expansion. Focusing on the large-scale and
positioning the PCR plastics business as the core driver of its green high-value development of PCR materials, Orinko
transition. Rooted in its core business of modified new materials, the Environmental Protection integrates high-quality
Company, leveraging decades of expertise in material modification, upstream and downstream resources, breaks down
manufacturing, and industrial chain resource integration, has estab- the barriers between recovery, recycling and
lished a circular economy strategy featuring "specialized platform application, and drives the transition of circular
operation, industrial chain integration, and coordinated development of business from a fragmented model to one that is
regional bases". It is committed to building a complete circular industrial specialized, scalable, and systematic.
ecosystem covering resource recovery, recycling & modification,
high-value application, and ecosystem collaboration.
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Presence across the Entire Value Chain
Through Orinko Environmental Protection, the Company has built a closed-loop system covering the whole process from recovery, dismantling, crushing and sorting to pelletizing and modification, enabling waste
plastics to go through the cycle from recovery to reuse. Each part of the process is based on a standardized operation model, ensuring efficient and stable circulation of resources.
Upstream recovery Midstream recycling Downstream application
Through joint ventures, self-built networks and regional The Company has built standardized production lines for By applying recycled modified materials at scale in
collaboration, the Company secures high-quality recycled materials, introduced advanced crushing, sorting mainstream scenarios such as home appliances,
renewable resources. Focusing on the two core regions and pelletizing facilities, and adopted intelligent sorting automobiles and new energy, the Company has
of eastern China and southern China, it has established technology to remove impurities and odors from waste realized high-value and large-scale application of such
a diversified recovery network that covers community, plastics and improve the purity of recycled pellets. In materials and formed an end-to-end system of
enterprise, and industry channels. The Company collaboration with the in-house R&D team, it carries out "recovery - recycling - application". In the home
maintains long-term and stable cooperation with local high-performance modification of recycled materials. appliance industry, recycled materials are used in
resource recycling enterprises and dismantling Through formula optimization and process upgrading, it structural parts, housings and other parts of products
enterprises, recovering post-consumer waste polymer addresses the pain points of the industry such as such as washing machines, refrigerators and air
materials such as home appliance housings, automo- performance degradation and processing instability of conditioners. In the automobile industry, recycled
tive parts and packaging materials, to ensure a stable recycled materials, promoting quality upgrading of materials have been applied to automotive interior
supply of raw materials. Meanwhile, it has put in place a recycled products, and meeting the needs of high-end and exterior parts, maximizing the value of resource
recovery traceability system, enabling traceable application in downstream industries. circulation.
sources and trackable destinations for every batch of
recovered raw materials.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Industrial Collaboration High-value circular model for home appliances "Car-to-car" circular model
Upholding the development philosophy of "openness The Company collaborates with leading enterprises in the home appliance The Company partners with leading new energy vehicle manufacturers
and collaboration for mutual growth and shared industry, and deepens presence across the home appliance dismantling and and vehicle dismantling enterprises at home, to co-create benchmark
success", the Company works closely with leading recycling industrial chain, realizing the high-value, closed-loop circulation of cases for automotive plastic recycling and build a "car-to-car" closed-loop
downstream enterprises to jointly build an indus- home appliance plastics from "products to products". After recovering waste model for automotive materials. Specifically, plastic components from
try-level circular ecosystem and forge two charac- home appliances through home appliance enterprises and dismantling end-of-life vehicles are professionally dismantled, sorted, modified and
teristic circular models: them into waste plastics, the Company recycles and modifies them to recycled into materials that meet the environmental and performance
produce materials that meet the standards of the home appliance industry, standards of the automotive industry. These materials are then reused in
which are re-supplied to home appliance enterprises for new product vehicle interior and exterior trims, functional parts, etc. This drives
production. This enables the full-lifecycle circulation of home appliance low-carbon transformation in the automotive industry and supports
plastics. automakers in achieving their carbon emissions reduction targets.
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Technology and Quality Technological R&D
Leveraging its strength in modification technolo- Through formulation optimization and process innovation, the Company enhances
gy, the Company empowers the upgrading of the mechanical property, processability, and aging resistance of recycled materials.
recycled materials. Supported by a robust R&D As a result, the performance of the recycled materials is close to that of virgin
team, the Company focuses on tackling core materials, meeting the application requirements in home appliances, automobiles
industry challenges including performance and other high-end sectors. Meanwhile, the Company develops environ-
degradation, impurity control and odor manage- ment-friendly modification technologies to reduce pollutant emissions during the
ment of recycled materials. It has launched a recycling process, making headway in both recycling and environmental protection.
series of PCR materials that meet stringent
downstream standards and combine environ-
mental friendliness with high performance. Quality certification
The Company's recycled materials have passed the Global Recycled Standard (GRS)
certification that covers the percentage of recovered content, environmental
protection in the production process, product traceability and other parts of the
value chain, and earned widespread recognition from downstream customers.
Meanwhile, the Company has established a comprehensive quality control system,
implementing full-process testing from raw material recovery and recycling to
shipment of finished products, to ensure stable and reliable product quality.
Environ- High
mental perform-
friendliness ance Traceability platform
By building a full-lifecycle traceability platform for PCR materials, the Company
enables traceability of the source, processing, testing and destination for each
batch of products. This aligns with downstream customers' demands for low-car-
bon, compliant and transparent solutions, and enhances product competitiveness.
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Production capacity Environmental benefits
Scale and Achievements
The Company's joint ventures, Guangdong Zhongyin Plastics Co., Ltd. By replacing petroleum-based virgin materials with recycled waste
After years of dedicated operation, the Compa- and Orinko Environmental Technology (Anhui) Co., Ltd., record an plastics, the Company cuts carbon dioxide emissions by over 200,000 tons
ny's circular economy business has achieved annual production capacity of 100,000 tons and 50,000 tons of recycled per year. This effectively reduces the reliance on non-renewable resources
large-scale development and delivered tangible materials, respectively. such as petroleum, while minimizing resource consumption and environ-
results. mental pollution.
Total production capacity of recycled materials Carbon dioxide emissions cut by Over
tons per year tons per year
Market performance Industry influence
The recycled materials have been supplied in large quantities to leading Thanks to standardized operation and cutting-edge technology, the
enterprises in home appliances, automobiles and other industries. Company has become a benchmark for green transition in the
Widely recognized by benchmark customers in the industries, these polymer materials industry, receiving recognition and accolades
recycled materials are supplied under long-term, stable strategic from industry associations and government departments on
partnerships, becoming a new growth driver of the Company. multiple occasions.
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Company Profile
Corporate Culture
Development Course
Business Layout
Globalized Services
Honors and Awards in 2025
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Company Profile
Orinko Advanced Plastics Co., Ltd. (hereinafter referred to as
"Orinko", stock code: SH688219) is a national high-tech enterprise,
the first leading modified plastics company listed on the STAR
Market, as well as one of the largest advanced material enterprises
with the widest customer coverage in China.
As a new materials company operating globally, Orinko has set up
seven production bases in Hefei, Anqing, Foshan, Chongqing, Wuhu
and Weifang in China and Chonburi Province in Thailand, as well as a
global R&D center in Shanghai. Through the robust production
network and technical service system, the Company provides global
customers with more precise, accessible and timely professional
services and integrated material solutions.
The Company's products include modified materials, special-purpose engineering materials, environment-friendly high-performance PCR
materials and multifunctional separator materials, etc., and are applied in a wide range of national pillar industries and emerging industries,
Incorporated in Stock code such as automobiles, home appliances, new energy, consumer electronics, electronic and electrical products, AI, healthcare, rail transit, home
Orinko is committed to the mission of "facilitating customers' success with innovative materials, and creating a green life for mankind". Driven
by continuous innovation, stable quality and premium services, Orinko provides exceptional products and professional solutions for global
customers, empowering the sustainable development of a green lifestyle.
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公司简介
Corporate Vision
Become a global leader in the advanced
Mission
Facilitating customers' success with innovative materials, and creating
materials industry a green life for mankind
Culture
Core value Goal
Customer first, open learning, reform and innovation, Pursuing professionalism, innovation and efficiency, striving tirelessly
cooperation and striving, honesty and pragmatism to become a material expert for customers.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Development Course 2023 2025
strategic controlling stake in
Company was established
as a national enterprise
The Company was listed on the to expand into the field of Donghua Composites.
SSE STAR Market (stock code: new energy battery The Company planned to
The Company was qualified as a technology center. acquire OMIKRON, an Italian
national high-tech enterprise. Shanghai Research Institute modified materials enter-
The Company was awarded the was put into operation. prise.
enterprise. Guangdong Yuanrong to
The Company was
The Company established a operate in the South China
incorporated and
postdoctoral workstation. market.
officially started business
Hefei Industrial Park Phase II was
in the field of new
completed.
materials.
Orinko Environmental Technology
joint venture to drive presence across
The new base in Hefei was the PCR industrial chain.
Co., Ltd. was established.
and put into operation.
The special nylon synthesis base in
Hefei Industrial Park was system reform. Shandong was put into trial operation,
completed and put into Chongqing Orinko was established to integrating synthesis and modification
operation. operate in the Southwest China market. industrial chains.
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Business Layout As a leader in innovative polymer materials, Orinko provides new polymer materials solutions for a wide range of industries.
Industries where Orinko secures a leading position
Food Housing
Automobiles Home appliances New energy
Transpor-
Consumer electronics Electronic and electrical products Clothing tatio
Modified new materials
Pr
Product
od
application
uc
M
ts
ult
a re
Industries where Orinko operates
iple
Special-purpose engineering materials
a p p li e d i n m a ny
indus tr y clu
Service Products
Rail transit Home furnishing & building materials areas and services
Environment-friendly high-performance
Security protection Healthcare Energy storage PCR materials
te s
in d
rs
Service
us
Emerging industries Orinko purpose
tri
s
e
strategically expands into Multifunctional separator materials
AI servers Low-altitude economy Humanoid robots
Liquid-cooled big data centers
Orinko provides specialized, innovative and efficient products and services for global customers, creating a green life for mankind.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Globalized Services Fuyang Anqing
Hefei
Japan
US Weifang
Suzhou
Shanghai
Mexico (under preparation) Jinshan
Orinko's headquarters
Wuhu
Hefei, China
Research institutes
Suzhou, Shanghai, Jinshan
R&D and manufacturing bases
Chonburi, Thailand; Mexico (under preparation);
Italy (to be acquired); Chongqing, Zhaoqing, Foshan, Italy (to be acquired) Chongqing Thailand Vietnam Zhaoqing Foshan
Fuyang, Anqing, Wuhu, Weifang in China
Overseas offices Domestic offices
Tokyo, Japan; US; Vietnam Beijing, Changchun, Shenyang, Tianjin, Baoding, Handan, Jinan, Qingdao, Xi'an, Chengdu, Wuhan, Jingzhou, Changsha, Changzhou, Nanjing, Wuxi,
Kunshan, Ningbo, Xiamen, Huizhou, Shenzhen, Dongguan, Zhongshan
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Honors and Awards in 2025
Major awards and honors received by Orinko and its subsidiaries in 2025:
A Green Factory in An Advanced Intelligent
A High-Tech Enterprise A Green Factory in Chongqing
Anhui Province Factory in Anhui Province
Science and Technology Commission Anhui Provincial Department of Industry Chongqing Municipal Commission of Anhui Provincial Department of
of Shanghai Municipality and Information Technology Economy and Information Technology Industry and Information Technology
A Specialized and Sophisticated One of the Top 100 Private
One of the Top 30 One of the Top 500 Manufacturers
SME Producing Novel and Unique Manufacturing Enterprises
Manufacturers in Hefei in Guangdong Province
Products in Anhui Province in Anhui Province
Anhui Provincial Department of Industry Anhui Federation of Industry Hefei Enterprise (Enterprise Directors)
Guangdong Manufacturers Association
and Information Technology and Commerce Confederation
One of the Top 100 Enterprises in Foshan
Anqing Enterprise Technology Center Anqing Enterprise R&D Center
Top 100 Manufacturers in Foshan
Top 100 Private Enterprises in Foshan Anqing Municipal Bureau of Industry Anqing Municipal Bureau of
and Information Technology Science and Technology
Foshan Enterprise Confederation, Foshan Enterprise Directors Association
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Sustainable Develop-
ment Management
ESG Strategy
ESG Governance
Communication with Stakeholders
Evaluation of Materiality Issues
Committed to sustainable development, Orinko embeds the ESG concept into the entire
process of corporate governance, strategic planning, operation & management, and
industrial chain collaboration, and works to build a systematic sustainable development
management system led by strategies, underpinned by robust governance, driven by
communication and collaboration, and focused on key priorities. Aligning with the
characteristics of the new materials industry and the development opportunities brought
by the "carbon peaking and carbon neutrality" initiative, the Company continuously
refines its ESG governance framework, clarifies the implementation roadmap for the
sustainable development strategy, improves the stakeholder communication mechanism,
and conducts materiality evaluation in a scientific manner. Through high-quality
sustainable development management, the Company aims to drive long-term and stable
business operation, and empower the green transition of the industry.
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ESG Strategic Directions
Aligning closely with China's "carbon peaking and carbon neutrality" strategy as well as policies supporting technological innovation and high-quality develop-
ESG Strategy ment, the Company has established three strategic directions, respectively in environmental, social and corporate governance dimensions, in light of its
business layout and globalization plan.
ESG Concept Environmental Social Governance
Orinko adheres to the ESG concept of "creating Low-carbon transition and Human centricity and Standardization, transparency,
innovative materials to drive green develop- circular economy co-creation of value compliance and long-term
ment and harmony with nature". It deeply development
integrates ESG management with the carbon
neutrality goal and the high-quality develop- With the carbon neutrality strategy at the core, the Upholding a human-centric approach, the Company The Company continuously improves its gover-
ment of the industry, and fosters an ESG value Company promotes green manufacturing, clean protects employees' legitimate rights and interests as nance structure as a listed company, strengthens
energy substitution, and the layout of circular well as occupational health and safety, and improves internal control and risk prevention & control,
system featuring environmental sustainability,
economy business across the industrial chain. With the talent training and career development system; it adheres to business ethics and information
co-growth with society and high-standard the focus on the R&D and application of PCR materials adheres to the bottom line of product quality and work security, and pushes forward digital governance. It
governance, aiming to be a benchmark of ESG and low-carbon modified materials, it works to build a safety, and deepens sustainable management of the refines the ESG governance mechanism, and
full-lifecycle green system covering raw materials, supply chain; it actively fulfills its social responsibility, enhances the quality and transparency of ESG
practices for the global new materials industry.
production, recovery and recycling. and engages in public welfare and green science information disclosure.
popularization initiatives.
Core issues
Response to climate change, carbon neutrality Product quality and safety, sustainable management Listed company governance, business ethics,
strategic actions, energy management, water of the supply chain, customer services, protection of information security, digital construction,
resource management, circular development, employee rights and interests, occupational health compliance operation
pollution and emissions management, green & safety, employee training and development, public
products and solutions welfare and charity
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ESG Governance To strengthen the top-level decision-making and overall coordination of ESG work, the Company officially renamed the Strategic Development Committee of the Board
of Directors as the Strategic Development and ESG Committee of the Board of Directors, and established a three-level ESG governance system featuring collaboration
across the decision-making level, management level and execution level, to ensure that ESG work is deeply integrated with the Company's strategies and efficiently
implemented.
ESG management structure Division of ESG Responsibilities
Board of Directors Board of Directors and Strategic Development and ESG Committee
They review the Company's ESG strategies and plans, carbon neutrality targets, climate risk response
Decision-making strategies, sustainable development policies and annual ESG work plans; oversee the implementation of
level ESG strategies and the achievement of performance targets; and review annual ESG reports and relevant
Strategic Development and ESG Committee information disclosure documents, to ensure that ESG practices comply with regulatory requirements and
stakeholder expectations.
ESG Leading Group
ESG Leading Group
It formulates annual ESG action plans, decomposes and implements ESG management requirements,
Management coordinates efforts to address major issues arising from the implementation of ESG initiatives, and ensures
ESG Work Office level the implementation of strategies. It is led by the Company's senior management, and collaborates with
core departments including R&D, production, supply chain, human resources and finance, to form a
management mechanism with comprehensive coverage.
ESG Work Execution Group
ESG Work Execution Group
Centers and functional departments Factories and business departments
Execution All centers, functional departments, branches and subsidiaries appoint dedicated liaison officers, who
R&D center, investment & securities center, Hefei factory, Guangdong factory, Anqing are responsible for the execution of and data collection involved in specific tasks, including carbon
factory, Chongqing factory, Thailand
level
quality center, supply chain center, HR & emission accounting, supplier ESG review, employee training, environmental management, work safety
administrative center, process data & IT factory, separator material company, and implementation of public welfare initiatives, and report work progress on a regular basis, so as to
center, audit & legal affairs center, financial special-purpose material company, form a top-down execution network with participation by all employees.
management center, lean management Shanghai Research Institute, Orinko
department, etc. Environmental Protection, etc.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Communication The Company has identified eight core stakeholders, including shareholders and investors; regulators/exchanges and rating agencies; customers; suppliers/-
contractors and other partners; employees; communities/the public and media; non-governmental organizations (NGOs), and industry associations/research
with Stakeholders institutions. It precisely aligns with the core expectations of each stakeholder and puts in place diversified and regular communication channels, realizing
two-way information communication and interaction.
Stakeholders
Shareholders Regulators, exchanges Customers Suppliers, contractors Employees Communities, NGOs Industrial associations
and investors and rating agencies and other partners the public and media and research institutions
Occupational health & safety Environmental protection
Economic performance Compliance operation Product quality and safety Sustainable procurement Charity and public welfare Scientific and technological
Water resource management innovation
Green and Employee welfare Ecological
Risk management Legal employment Business ethics rights and interests
low-carbon solutions environment protection Response to climate change Intellectual property protection
Core ESG performance Business ethics Responsible production Employee training
Customer services Work safety Standard formulation
expectations and development Responsible production
Long-term value Information disclosure Information security Fair cooperation Green development Industrial collaboration
Humanistic care Employee rights and interests
Global service platforms
Shareholders’ meetings Regular Regulatory filing Supplier conferences Employee forums Community project cooperation Information disclosure Industrial exhibitions
report disclosure Customer visits
Compliance training Regular evaluation and review Corporate email box for Public welfare activities Thematic exchanges International
Performance presentation Quarterly operation employee feedback standard formulation
Main communication meetings Daily communications
Questionnaire surveys Daily communications Official WeChat accounts
communication On-site investor surveys Internal communication platform Academic exchanges
Customer satisfaction surveys Public welfare
channels On-site inspection Sustainable development training Media interviews
SSE E-interactive Employee satisfaction surveys project cooperation Joint R&D
CRM system
Hotline Response to inquiries On-site review Corporate culture activities Public open day Industrial meetings
Technical exchange meetings
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Evaluation of Guided by sustainable development and centering on environmental, social and corporate governance (ESG) dimensions, the Company has established a material-
ity issue management mechanism comprising four stages: issue identification, issue survey, issue analysis and issue screening. It accurately identifies core
Materiality Issues materiality issues and updates them on an ongoing basis, to ensure that materiality issue management aligns with corporate development, industry trends and
regulatory requirements.
The Company conducts a comprehensive review from three dimensions: internal operations, industry practices The Company conducts evaluation from the two dimensions of financial materiality and impact
and policy compliance, and identifies basic issues across all scenarios. materiality, and quantitatively rates the priority of each issue.
Internal operations: Focusing on the whole process of core business, the Company identifies materiality issues Financial materiality: The Company analyzes the potential impacts of each issue on its financial
covering key links of operation, such as green production, energy consumption control, water resource utilization, performance, including impacts on its income, costs, profits, cash flows, financing costs, brand value, etc.
solid waste recycling, work safety, employees' occupational health, and product quality control. Impact materiality: The Company evaluates the potential impacts of each issue on the environment and
Industry practices: Benchmarking against best sustainability practices in the new materials industry, the society, covering the scale, scope, duration, irreversibility and likelihood of occurrence of such impacts.
Company introduces industry-specific issues, with the focus on common issues including low-carbon transition,
circular economy, ESG management across the supply chain, and green technology innovation.
Policy compliance: Aligning with domestic and international regulatory requirements, including ESG disclosure
standards, carbon peaking and carbon neutrality policies, environmental regulations, and labor protection
policies, the Company identifies compliance issues and develops a complete list of basic materiality issues.
The Company conducts tiered screening and regular updating from the two dimensions of priority rating and
Priority rating: Based on results of the two-dimensional evaluation, materiality issues are classified into three
The Company summarizes the core concerns of all stakeholders through external surveys and internal levels: high priority, medium priority and low priority, and then submitted to the corporate governance level
interviews. for review and confirmation.
External surveys: Through industry surveys, the Company gains insights into the concerns and core Dynamic calibration: The Company has established an annual update mechanism. Every year, the Company
expectations of various stakeholders on ESG issues. reviews, reduces or adds materiality issues in light of business layout adjustments, industrial policy changes,
Internal interviews: The Company conducts in-depth interviews with core functional departments including technological iteration and upgrading, and shifts in stakeholder expectations, to ensure that issue manage-
production, R&D, human resources, finance, EHS (Environment, Health and Safety) and supply chain, and sorts ment consistently aligns with its actual operation and external requirements.
out the key ESG matters and management priorities in their daily operations.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Materiality Issues Evaluation Matrix List of Materiality Issues
Impact materiality
Dimension Materiality issues
Innovation of green
water), response to climate change, innovation of green products, ecological
Environmental protection
Listed company
Employees’ occupational 18 governance Product quality and safety, R&D innovation, supplier management, customer
services, labor management, employees’ occupational health and safety, employee
training and career development, employee care, public welfare and charity
Resource management
Listed company governance, internal control and audit, business ethics, privacy and data
security, intellectual property protection, digital construction
Corporate
governance
Financial materiality
Environmental Social Corporate governance
dimension dimension dimension
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Green and Innovation-
Oriented Development
R&D Innovation
Green Products and Solutions
Intellectual Property Protection
The Company upholds innovation-oriented development, and builds a tiered,
categorized, collaborative and efficient R&D management system. It continuously
scales up R&D investment, upgrades R&D platforms and drives technological
breakthroughs. Powered by R&D and innovation, the Company advances the
iteration of green products and industrial upgrading, providing core technologi-
cal support for sustainable development.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
R&D Innovation
R&D Philosophy
The Company boasts a range of R&D platforms, including a
national enterprise technology center, a national CNAS
R&D Framework
laboratory, a national postdoctoral workstation, an industrial
technology innovation center of petroleum and chemical The R&D framework consists of basic research, applied research, and development research.
industries, an engineering research center in Anhui Province,
an enterprise R&D center in Anhui Province, an enterprise
Basic research Applied research Development research
technology center in Guangdong Province, an engineering
technology research center in Guangdong Province, an It focuses on the exploration of new It focuses on the application of the It focuses on the application of the outcomes of
enterprise technology center in Chongqing, a small and theories and principles, providing outcomes of basic research to basic and applied research in product development
medium-sized enterprise technology R&D center in Chongq- data support and theoretical specific goals, paving the way for and production practices. It is the core link in
ing, an industrial design center in Hefei, an enterprise technol- guidance for the invention and the practical application of such converting science into productive forces, covering
ogy center in Anqing, and an enterprise R&D center in Anqing. creation of new technologie outcomes and translating them the research and development of industrialization
The Company maintains high-intensity R&D investment, into usable technologies. technology and industrial technology.
allocating no less than 4% of its operating income to R&D and
innovation annually. On such a basis, it has cultivated a
specialized R&D team, providing robust talent and platform
support for green technology R&D and product innovation.
R&D Investment
RMB
R&D investment as a percentage of total operating income
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
R&D Framework
Research Mission
R&D System
The Company makes constant innovations in new The Company has established a three-level collaborative R&D system, forming an R&D structure that spans frontier exploration, technological
breakthroughs, and application implementation.
materials and new technologies. Meanwhile, it
increases investments and efforts in the R&D of
frontier technologies, and turns novel ideas into
product solutions in line with customer demands,
to break foreign monopoly, replace imported
products, and advance toward cutting-edge
technologies in the industry. Focusing on global It is responsible for
Guided by market and
strategy research and the technological
customer needs, it
frontier technology R&D of core products
carries out application
Central incubation, it carries and the construction Business Unit Solutions innovation and the
Research out R&D of disruptive R&D Center of a generic Development
Based on pain points of the industry and development of
Institute technology and technology platform, Department
customized solutions,
customer demands, the Company follows market with the aim to
incubates projects for to realize the rapid
trends, closely cooperates with customers, and new growth curves, to support the iteration
commercialization of
lead the industry's of core products and
provides targeted product solutions to address technological
technological the breakthrough in
pain points of the industry and meet customer achievements.
direction. key technologies.
demands.
The Company continuously improves the
serviceability and innovativeness of its products,
and drives the innovation of green material With a customer-centric approach, the Company has established a three-level R&D system to ensure swift response to customer demands. It has also
technologies. planned for the development of material technologies in the next 3-5 years, and put in place complete lifecycle management for product technologies.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
IPD Reform
Guided by the principle of "prioritizing urgent R&D Platforms
needs while consolidating fundamental capabili-
ties", the Company streamlined the R&D process,
Upgrade of laboratory capacity
focusing on the two core areas of demand control
and mass production control. This initiative The Company continued to expand the footprint of laboratory accreditation, having secured
boosted sample delivery efficiency by over 30%, approvals from a total of nine auto manufacturers, including initial accreditations by four
mass production rate by over 40% and first-pass manufacturers —Fengyue, FAW-Volkswagen, Seres and NIO — in 2024 and 2025. Its testing
yield in mass production by over 30%, and cut capabilities cover all key fields including mechanics, chemistry, and thermodynamics.
customer complaint rate at the early stage of
mass production by over 50%, thereby compre-
hensively enhancing R&D quality and conversion Automation and digital transformation
efficiency.
At the Hefei base, tensile and bending tests have been automated, with robotic arms
performing automatic sampling and testing. This has reduced average daily labor input by
Sample delivery efficiency up by one man-day and significantly improved test data stability. A customized LIMS (Laboratory
Information Management System) has been developed and piloted at the Guangdong base,
enabling digitalization of the entire process from test application and sample receipt to
Over
report approval and sample retention management. This has cut report issuance time by
Mass production rate up by IAM systems, realizing cross-platform data interconnection.
Over Construction of advanced analytical platforms
The Company has built three core capabilities: formulation analysis, failure analysis, and
Customer complaint rate at the polymer monomer analysis, and independently developed 38 analytical technologies and 10
early stage of mass production
down by standard analytical methods, enabling molecular-level structural elucidation and 24-hour
precise traceability of foreign contaminants. These capabilities cover the full product
lifecycle from R&D and production control to after-sales quality management, supporting
Over
efficient customer complaint analysis and response, and providing robust technical support
for quality improvement and cost control.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Green R&D
Committed to green R&D, the Company integrates
the concepts of low carbon, circular economy and
energy conservation into the entire R&D process.
Focusing on technological breakthroughs in
bio-based materials, recycled plastics, lightweight
materials, low-VOC materials, among other green
materials, the Company aims to reduce the environ-
mental impacts of its products throughout their
lifecycle from the source.
The Company deepens cooperation with universities
and research institutes, and maintains long-term
partnerships with the University of Science and
Technology of China, Peking University, Anhui
University, South China University of Technology, East
China University of Science and Technology, Chongq-
ing University and Donghua University, among
others, to jointly build R&D platforms, launch
scientific research projects, and integrate high-quali-
ty resources to accelerate the innovation and
commercialization of green technology.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Green Products and Solutions
Upholding the mission of "facilitating customers' success with innovative materials, and creating a green life for mankind", the Company actively responds to China's "carbon peaking and carbon neutrality" strategy, and
embeds the green concepts of light weight, low carbon, energy conservation, environmental protection, health and safety, reliability and long service life into the whole process of product development. Committed to
developing green and environment-friendly materials, the Company has rolled out a number of innovative products, which have been successfully applied in areas such as new energy vehicles and home appliances,
contributing its strength to green and low-carbon development.
Innovative materials for automobiles
Focusing on light weight, low carbon and environmental protection, safety and comfort, intelligence and interaction,
Orinko provides integrated material solutions for the 12 major systems of automobiles.
Polarity injection-moulded surface for intelligent Bio-based long-carbon-chain nylon material:
cockpits: Orinko pioneered the "ORINKO IMSS" Orinko has integrated the entire industrial chain
injection moulding technology, which is widely covering synthesis, modification and application
applied to the injection moulding of large thin-wall of long-carbon-chain nylon, which is widely used
surface products, replacing traditional moulding in the cooling pipes and fuel pipes of new energy
processes for soft surfaces like genuine leather vehicles, as well as lightweight drone bodies,
wrapping, slush moulding and vacuum thermoform- smart wearables and other fields.
ing in negative mould, and greatly boosting produc-
tivity and product competitiveness.
High-gloss black PMMA alloy: Orinko completed
Metallic color spray-free PC alloy material: Injection the 3500kJ ageing certification and was included
moulded, the material delivers a high-gloss metallic in the SAIC General Motors system, designated for
finish or special color effects, eliminating the the development of exterior trim panels of pillars,
painting process and significantly reducing VOC grilles and other components of all vehicle
emissions. models.
PCR automotive materials: Orinko has built a car-to-car vertical circular model, developed recycled
materials such as PCR-ABS and PCR-PP, and realized the high-value recovery and utilization of waste
automotive materials.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Innovative materials for home appliances
Focusing on intelligence, premium quality, segmentation, energy conservation & environmental
protection, health and safety, and home aesthetics, Orinko keeps advancing product innovation
and upgrading, and provides integrated material solutions for home appliances in the whole house.
High-strength, low-water-absorption High-efficiency and long-acting antibac-
reinforced PA material: Thanks to high terial and antifungal material: It can
strength, good appearance and low continuously inhibit the growth of bacteria
water absorption, the material and mould, thus extending the service life
features improved performance of home appliances, and reducing product
retention in wet environments. scrapping and resource waste caused by
mould and aging.
Innovative materials for new markets
Renewable materials: Orinko provides The first refrigerant-resistant PBT Focusing on light weight, low density, chemical corrosion resistance, and weather resistance, Orinko
renewable and low-carbon PP, ABS and material at home: Orinko passed the continuously develops novel and unique formulations and processes, providing innovative materials for
PC material series across the ecosys- long-term refrigerant immersion and
new markets such as engineering materials, consumer electronics, and new energy.
tem, empowering customers to reduce precipitation test, as well as relevant
carbon emissions from products. GMCC tests, breaking the monopoly of Halogen-free flame-retardant nylon: The PC and alloy materials:With the UL746C F1 certifi-
imported materials for customers. highly heat-resistant alloy technology cation, the materials for outdoor applications
solves the problems related to precipita- feature an RTI of 120℃ and excellent low-tempera-
tion, corrosion and moulding appearance of ture resistance performance (-50℃). They are
existing products, guaranteeing safe applied in areas like communication radomes,
connections in the new energy field. connectors, charging guns, and batteries, etc.
Dielectric PPE materials:Orinko stably Integrated high-temperature nylon materials:
supplies the whole series of low-loss PPE Orinko integrated the high-temperature nylon
materials with a dielectric constant synthesis and modification industrial chain,
ranging from 2.6 to 9.0, and has been achieving breakthroughs in areas such as new
recognized by multiple communication energy, consumer electronics, and LED display,
equipment manufacturers. with products leading in the domestic market.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Lithium-ion battery separator materials
Orinko continuously advances implementation of the lithium-ion battery wet-process
separator project, speeds up production of wet-process separators with stable quality and
excellent performance, focuses on achieving breakthroughs in the lithium-ion battery
market, and strives to become a supplier of new energy materials that can produce a
range of functional separators.
Domestic production line: Orinko independently designed the first fully domestic
mastery of production line iteration and upgrade technologies.
Aramid fibre coating materials: Orinko independently developed the polymeriza-
tion and coating technology for para-aramid fibre. The product features high
temperature resistance (with a film-breaking temperature of over 350℃), low
specific gravity, oxidation resistance, and sound wettability, improving the energy
density and safety performance of batteries.
Online coating process: Orinko independently designed the online coating
equipment, which achieves integrated production, shortens the production cycle
and boosts production efficiency.
High-temperature resistant ceramic coated separator: Based on the conventional
ceramic formulation, Orinko improved the heat-resistant performance of
heat-sensitive auxiliary materials, and increased the product's heat resistance
temperature by another 20-50℃.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 29
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Intellectual Property Protection
Orinko regards intellectual property as the core pillar of innovation-driven development. The Company has built a full-process, standardized and globalized
intellectual property management system fully covering the entire chain of creation, utilization, protection and management. By leveraging intellectual
property, we have consolidated innovation barriers, safeguarded global market expansion, and led the upgrades of industry standards.
Intellectual property
management system Intellectual property creation and protection
Orinko has set up a dedicated intellectual property With the coordinated advancement of innovation and intellectual property layout, Orinko
management department, which is staffed with IP has built a high-value intellectual property portfolio focusing on core fields such as green
management personnel and full-time engineers, and materials, new energy materials and special polymer materials. In 2025, the Company filed a
comprehensively oversees the application, operation and total of 315 intellectual property applications, including 275 patents, 20 trademarks through
risk control of patents, trademarks, software copyrights the Madrid System, and 20 software copyrights.
and other intellectual property rights. The Company has
Intellectual property applications filed in 2025
improved the patent management system and formulat-
ed the Patent Management Measures and the Classifica-
tion and Hierarchical Patent Management Measures to
clarify the full-process patent management specifica- Trademarks through the
Patents Madrid System Software copyrights
tions, and established high-value patent screening,
protection and operation mechanisms, achieving
standardized and refined patent management.
Under a regularized intellectual property training
mechanism, we have formulated an annual special We have implemented hierarchical and classified patent protection, accurately identified
intellectual property training plan, covering patent core and important patents, and strengthened intellectual property layout in key technolog-
application practices, infringement risk prevention, and ical fields such as green and low-carbon development and circular regeneration, providing
international intellectual property rules, to enhance solid support for technological innovation and product iteration.
employees' awareness of intellectual property and foster
innovation and creativity across the organization.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Global intellectual property layout
In alignment with its global development strategy, Orinko has established an
international intellectual property protection network. Leveraging the PCT
international patent system, the Company has advanced the global layout of core
technologies such as key new energy vehicle materials and other critical patents in
the U.S., Europe and other major overseas markets, achieving global protection for
core technologies.
Relying on the Madrid System for the International Registration of Marks, the
Company has advanced the global registration of its core brands " 会通 " and
"ORINKO". We have completed the filing and protection of multi-class trademarks
across numerous countries worldwide, and strengthened intellectual property
safeguards for overseas brands, developing intellectual property layout in step
with global market expansion.
Intellectual property risk prevention
and control
Orinko has developed a full-chain intellectual property risk prevention and control
mechanism featuring "early warning, analysis, judgement and rights protection".
Intellectual property honors and accolades
For core technologies and products such as lithium battery separators and
high-temperature polyamide fibers, the Company has conducted patent naviga- Boasting outstanding comprehensive strength in intellectual property, Orinko has been recognized as a National Intellectu-
tion and infringement early warning analysis, and compiled special navigation al Property Demonstration Enterprise, and honored "Outstanding Patent Award of China ", "Patent Silver Award of Anhui
reports to effectively prevent intellectual property risks in international markets. Province", and "Outstanding Patent Award of Anhui Province". Its subsidiaries have been granted "Intellectual Property
Demonstration Enterprises of Guangdong Province" and "Intellectual Property Advantage Enterprises of Chongqing".
By advancing the transformation and application of high-value patents, we have
deeply integrated core patented technologies into product R&D, production and The Company has actively participated in the formulation and revision of industry standards, including 28 national stan-
market promotion, and converted technological advantages into product competi- dards, three industry standards and four group standards. We have translated core technologies such as green materials
tiveness and market advantages, maximizing the value of intellectual property. into industry standards, and enhanced industry influence and product credibility, driving high-quality and sustainable
development of the new materials industry.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 31
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
construction
Product Quality and Safety
Supply Chain Management
Customer Service
Adhering to the industrial co-construction philosophy of "customer
priority, win-win cooperation", Orinko builds an industrial
ecosystem featuring reliable quality, efficient supply chains and
customer satisfaction, with product quality as the core corner-
stone, supply chain collaboration as an important support, and
customer service as a value bond. In 2025, the Company further
advanced its practices in three major directions, namely quality
control upgrades, supply chain resilience enhancement and
customer value co-creation, and comprehensively strengthened
its industrial collaboration capabilities, driving sustainable
development of upstream and downstream industrial chains.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Product Quality and Safety
Adhering to the philosophy that "quality is our lifeline", Orinko has established a full-chain quality
management system covering R&D, procurement, production, after-sales service, traceability and
improvement procedures. Through system certification, full-process control implementation,
optimized abnormality handling and in-depth quality enhancement, the Company ensures stable
product quality and application safety, providing customers with high-quality and high-reliability
material products.
Quality system and management
Quality system certification
The Company continuously operates and improves the ISO 9001 quality management
system and the IATF 16949 automotive quality management system. In 2025, we successfully
completed the audit in accordance with the IATF Rules 6th Edition, with the quality manage-
ment capabilities in alignment with the latest international and industry requirements.
Quality performance management
The Company has established a hierarchical and categorized quality performance manage-
ment system with quantitative assessment. We have integrated indicators such as the quality
target achievement rate and the customer quality complaint rate into the annual performance
appraisal of the management, raised the weight to 30% and directly linked them with remu-
neration and incentives. For front-line production employees, the first-pass yield and the
quality defect rate have been set as core assessment indicators. In addition, we have put in
place a monthly quality performance analysis meeting system to promptly address manage-
ment weaknesses through data mining and root cause analysis.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Full-process quality control
The Voice of Customer (VOC) management system has been Quality Function Deployment (QFD) has been adopted
further optimized to comprehensively identify customer to accurately translate customer demands into product
demands and pain points through regular customer visits, design indicators, ensuring that R&D outputs align with
online surveys and joint technical seminars. market and customer expectations.
Market segment R&D segment
After-sales response Warehousing and Production and
segment logistics segment manufacturing segment
The customer quality feedback response process has been A "First In, First Out" (FIFO) monitoring Quality control points for key processes have been
optimized to shorten the problem handling time from 48 mechanism has been developed to standard- refined. Besides, new procedures including
hours to 24 hours. Meanwhile, a quality issue retrospective ize product storage and circulation manage- real-time equipment parameter monitoring and
mechanism has been established to achieve closed-loop ment, preventing quality issues caused by triple first-article inspection have been added to
improvement across after-sales services, front-end R&D improper storage. reduce the risk of production process variation and
and production. stabilize process quality.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Non-conforming product control and
Product traceability management management
Full-chain traceability framework Identification and isolation
Once non-conforming products are identified in production, inspection and warehousing links, they
Orinko has built a full-lifecycle traceability system covering the entire process from raw
are immediately labeled with red non-conforming marks and placed in isolation, and strictly prohibit-
material inbound to product delivery. The supplier management module establishes supplier
ed from being mixed with qualified products. In 2025, no non-conforming products mistakenly
quality archives to centrally manage information including raw material batches and quality
entered the market.
inspection reports, making raw material sources traceable. The production process manage-
ment module assigns a unique identifier to each product through "one item, one code"
technology, recording full-process information from material feeding, processing and inspec-
Review and disposal Recording and analysis
tion to packaging. The warehousing and logistics management module applies barcode We have established a non-conforming product review team
scanning and RFID technology to track product storage locations, inbound and outbound We have established a non-conforming
consisting of quality, production and R&D personnel, and
information, as well as transportation status in real time. And the after-sales management product ledger to record the causes,
formulated disposal measures based on the severity of
module features a product code inquiry function, so that customers can quickly access product disposal process and results of
non-conformities (namely minor, general, and critical). Minor
production information, quality inspection reports and after-sales maintenance records. non-conforming products. Besides, we
non-conforming products such as slight appearance defects
have set up a non-conforming product
may be concession accepted by concession upon customer
database for regular statistical analysis,
confirmation. General non-conforming products whose
and formulated preventive measures to
Traceability technology Traceability data value performance is close to specifications are reworked and
prevent the recurrence of similar issues,
application mining reinspected. Critical non-conforming products that fail to meet
achieving a 100% timely disposal rate for
performance specifications are directly scrapped.
We have adopted a combination of QR We have established a traceability data analysis non-conforming products.
codes and RFID tags to achieve full cover- model to deeply mine full-lifecycle traceability
age of "one item, one code" technology for data, aiming to quickly identify the root causes
all products. High-value and high-risk of quality issues, assess the raw material quality
products are affixed with additional RFID stability of suppliers, and optimize the supply Timely disposal rate for non-
tags to improve the efficiency of automatic chain structure. Meanwhile, we have provided conforming products
identification and tracking in warehousing customers with personalized product usage
and logistics links. The "one item, one code" suggestions and after-sales solutions, driving
system has been fully deployed across all dual improvement in quality and services
production workshops. through data empowerment.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Product quality enhancement initiatives
Quality culture and training
implementation
Regularized quality improvement activities
The Company has increased investment in quality information technology,
upgraded the Quality Management System (QMS), and introduced
Orinko has established a cross-departmental quality improvement committee led by the General Manager, and built a comprehensive Internet of Things (IoT), big data and artificial intelligence technologies,
quality management system involving R&D, production, procurement, sales and after-sales departments. The Company has carried out realizing real-time collection, analysis and early warning of quality data.
cultural construction activities such as quality month-themed promotions, quality knowledge contests, and quality model selection, We have deployed smart sensors in production workshops to monitor
achieving full coverage of quality culture among all employees and comprehensively enhancing their overall quality awareness. equipment operation parameters and product quality characteristics in
real time, with automatic early warnings triggered when data exceeds
thresholds. We have also developed a mobile quality application, which
enables employees to report quality issues in real time, query quality
standards and access quality training courses, thereby comprehensively
improving quality management efficiency.
Quality empowerment through
echnological upgrades
The Company has introduced lean tools such as Six Sigma, 5S Manage-
ment and Total Productive Maintenance (TPM), cultivated in-house lean
quality professionals, and launched lean quality improvement projects.
We have further advanced 5S on-site management to comprehensively
optimize production and office environments and boost production
efficiency. We have also implemented full-lifecycle equipment manage-
ment under the TPM framework, established equipment management
files, and carried out autonomous maintenance and planned mainte-
nance, thereby improving overall equipment effectiveness. In brief, lean
improvement delivers cost reduction, efficiency gains and product quality
upgrades.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Full-lifecycle supplier management
Supply Chain Orinko has established a full-lifecycle supplier management system featuring a closed-loop process covering onboarding, assessment, review and exit. Taking compliance
qualification, quality assurance, delivery capability and cost competitiveness as core control dimensions, the Company has fully standardized the entire supplier manage-
Management ment process.
Orinko takes "efficiency, collaboration, Supplier Supplier assessment and Supplier Supplier elimination
onboarding performance appraisal process review and exit
green development and resilience" as
its supply chain management objec-
tives. Through full-lifecycle supplier Under a standardized onboarding and With a regularized and quantified supplier In a combined model of routine Under a strict perfor-
management, quality control and review mechanism, we have strictly performance appraisal system, we have and special reviews, we have mance-driven supplier exit
empowerment improvement, and followed onboarding procedures defined quality performance, on-time conducted on-site reviews, mechanism, we have promptly
supply chain security and resilience including qualification verification, delivery rate, cost competitiveness and document reviews and quality terminated cooperation with
assurance, the Company has built a on-site assessment and sample valida- collaboration readiness as core assessment audits according to industry suppliers that fail to meet
symbiotic supply chain ecosystem with tion, focusing on suppliers’ production indicators. Adopting an assessment standards and internal control performance criteria or pass
upstream and downstream partners, capacity, quality management and mechanism of monthly monitoring, requirements. Leveraging reviews, with ineffective
ensuring stable and efficient supply control system, compliance qualifications quarterly rating and annual review, we have professional review tools, we have rectification or compliance
chain operation, and supporting its and social responsibility performance. determined performance ratings through improved review accuracy and and integrity risks. Meanwhile,
global business development. For suppliers of special categories, we systematic data calculation, providing an fully identified potential risks in we have updated the name
have also strengthened special qualifica- objective basis for cooperation strategy suppliers' production, quality and list of qualified suppliers to
tion reviews to select high-quality and adjustment and order allocation. compliance procedures. continuously optimize the
compliant partners from the source. supplier structure.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Supplier quality control and
empowerment
Supply chain security and
Procurement quality control resilience
Orinko improves its procurement quality control system,
strengthens awareness of the quality bottom line, unifies Diversified supply backup
internal material quality standards, and strictly imple-
ments full inspection and testing upon material warehous- Orinko has established a backup supplier system
ing. The Company has established a traceable, reviewable with three or more qualified suppliers for all types of
and closed-loop management mechanism for quality materials, and prioritized the layout of localized,
non-conformities to steadily raise the incoming material domestic and platform-based supply resources, fully
quality conformance rate. guaranteeing timely material delivery and mitigating
the risk of supply disruption.
Supplier quality empowerment
Based on performance appraisal and review outcomes, the
Company has delivered targeted quality empowerment
Compliance and risk agreements
and on-site guidance to suppliers. By addressing key
The Company has signed risk commitment letters,
issues such as material properties, appearance defects
integrity agreements and quality agreements with all
and impurity control, we have helped suppliers optimize
cooperative suppliers to clarify the rights, obligations
production processes and quality control procedures, so
and compliance requirements of both parties,
as to elevate their overall quality control capability.
embedding risk prevention and control, integrity
management and quality compliance constraints into
the entire cooperation lifecycle.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Customer Services Customer service system development After-sales response and customer
complaint management
Adhering to the core value of customer In 2025, Orinko further developed and upgraded its customer
priority, the Company focuses on customer service system, optimizing the service framework around three
The Company strictly implements a 24-hour customer service response
proximity, efficient response, closed-loop core priorities, namely localized services, standardized service
mechanism, as well as closed-loop management for full-chain customer
resolution and continuous optimization, and procedures and collaborative services. Through localized manage-
complaint handling procedures covering "acceptance, assignment,
keeps improving its customer service and ment layout, the Company empowered service teams to maintain
handling, follow-up visit, filing, and assessment". For issues raised by
after-sales support system. Through localized close customer proximity, strengthened local market presence,
customers, we uphold the principle of first-contact accountability and
services, standardized customer complaint shortened service response time and enhanced service engage-
time-bound closure, and adopt a service model of proactive after-sales
procedures, digital system upgrades and Voice ment efficiency. Meanwhile, we standardized customer complaint
support and active follow-up visits, ensuring rapid response to customer
of Customer (VOC) management, we have handling procedures, clarified standard operating specifications
requests and efficient resolution of customer requests. All customer
comprehensively elevated service quality and for all service links, established a cross-departmental collaborative
complaints are tracked throughout the entire process with controllable
customer satisfaction, providing customers service mechanism, and integrated pre-sales, in-sales and
key nodes, traceable problem resolutions and assessable service
with full-lifecycle, high-efficiency material after-sales service chains, forming a unified, efficient and stan-
performance. From issue initiation to closed-loop settlement, the full
service support. dardized customer service management system.
process is streamlined to ensure proper handling of all customer requests.
hour customer service response mechanism
Acceptance Assignment Handling
Assessment Filing Follow-up visit
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Digital customer services
In 2025, Orinko fully implemented the full-chain ITR (Issue to Resolution) customer complaint handling system, covering process design, internal
pilot rollout and launch of the digital MIP system, achieving the transformation of customer complaint management from offline manual workflows
to online digital management. Meanwhile, the Company launched a scoring and assessment mechanism upon closure of ITR customer complaint
work orders to realize online circulation of work orders, transparent disposal nodes, standardized service procedures and quantifiable assessment
results. The digital tools help standardize service practices and elevate process efficiency, making the entire customer service process monitor-
able, assessable and optimizable.
Enhanced customer service Voice of Customer (VOC)
effectiveness and service philosophy
Through service system upgrades, process optimization and digital implementation,
the Company has achieved a marked improvement in customer service effective- With transformation and connectivity as the focus,
ness. In 2025, the closed-loop rate of customer complaint procedures reached 95%, Orinko turns Voice of Customer (VOC) into its
the filing compliance rate of customer complaint work orders stood at 85%, and the corporate service assets. By collecting, organizing
overall customer service satisfaction score hit 4.4 out of 5.0. In an actual service and analyzing customer feedback and service
case, we addressed production line quality issues of a key customer through the ITR requests, the Company drives product optimization,
closed-loop system, achieving one-hour rapid response, root cause identification process refinement and service upgrades in a
within 24 hours, as well as rectification and product delivery within 48 hours, closed-loop manner. We have continuously accumu-
ultimately receiving a full score from the customer, which fully validates the practical lated typical customer service cases and solutions,
capability and service value of the customer service system. and translated customer requests into the core basis
for product iteration, quality enhancement and
service optimization, fostering a virtuous cycle of
Closed-loop rate of Filing compliance rate Overall customer service "customer feedback, internal improvement, and
customer complaint of customer complaint satisfaction score service upgrades", better aligning with customer
procedures work orders
expectations, improving service adaptability, and
into daily operations.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Governance
Governance System of
the Listed Company
Internal Audit
Business Ethics
Information Security
Digital Construction
Orinko upholds the governance philosophy of honesty and transpar-
ency, compliance and efficiency, as well as clear division of power and
responsibilities. Guided by the revised Company Law, the Guidelines
for the Articles of Association of Listed Companies and the regulatory
rules of STAR Market, the Company continuously optimizes its
corporate governance structure as a listed company, strengthens the
oversight effectiveness of internal audit, and reinforces the line of
defense for business ethics and anti-fraud management. We have
established a modern governance system featuring scientific
decision-making, robust implementation and effective supervision,
effectively protecting the legitimate rights and interests of the
Company, its shareholders and stakeholders, and laying a solid
governance foundation for sustainable development.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Governance System of the Standardized operation
Listed Company In strict compliance with laws and regulations, the Articles of Association and the rules of procedure,
Orinko standardizes the summoning, notice issuance, deliberation, voting and document filing
In 2025, in alignment with evolving regulatory policies and its own strategic development requirements, procedures of the shareholders' meeting, as well as the meetings of the Board of Directors and
Orinko systematically advanced the optimization of its governance structure, standardized the specialized committees, ensuring compliant meeting proceedings as well as efficient decision-making.
operation of governance bodies, enhanced the quality and efficiency of specialized committees, and
refined investor communication and information disclosure mechanisms, further elevating governance In 2025, the Company convened two shareholders' Shareholders'
standardization, professionalism and transparency as a listed company. meetings according to applicable regulations, including meetings convened
one annual meeting of shareholders and one according to
extraordinary meeting of shareholders, fully safeguard- regulations
Optimization of governance structure ing all shareholders' equal rights to information, voting
Shareholders' and proposal, and respecting the legitimate rights and
Restructuring in compliance ESG integration into meeting interests of minority shareholders.
with new regulatory rules corporate governance
Throughout the year, the Board of Directors held 11 Meeting of the Board
In strict compliance with the revised Company Law and To advance the implementation of its meetings according to applicable regulations, at which of Directors convened
the governance reform requirements for listed compa- sustainable development strategy, the all directors performed their duties in a faithful, diligent according to
and prudent manner, and conducted comprehensive
regulations
nies, the Company restructured its core governance Company officially renamed the
deliberation on core proposals concerning the
framework. Specifically, we abolished the Board of former "Strategy and Development Meeting of
Company's operation and management, major
Supervisors, smoothly transferring all its supervisory Committee" as the "Strategic Develop- the Board
of Directors investments and governance optimization, effectively
duties to the Audit Committee under the Board of ment and ESG Committee", revised the steering the Company's development direction.
Directors. We also amended the Articles of Association, committee's working rules, explicitly
clarifying the specific procedures and boundaries of incorporated sustainable development
powers and responsibilities for the Audit Committee to In the same year, special committees held 13 meetings
strategy and ESG information disclo- Meeting of special
according to applicable regulations, at which all committees convened
exercise statutory supervisory authority. In addition, we sure into the decision-making agenda
committees fulfilled their respective responsibilities according to
officially renamed the original "general meeting of of the Board of Directors, achieving regulations
and duties with professional rigor, and gave full play to
shareholders" as the "shareholders' meeting", and duly in-depth coordination of ESG manage- Meetings of professional governance effectiveness, focusing on
revised the rules of procedure of the shareholders' ment, corporate planning and special core matters such as strategic decision-making, risk
meeting, ensuring the governance structure is fully
committees control and compliance supervision.
operational decision-making.
aligned with the latest regulatory requirements.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Special committees under the Investor relations management
Board of Directors
Adhering to the principles of compliance, equality and initiative, Orinko has established multi-channel, full-coverage and
The Board of Directors has four special committees, namely the Audit Commit-
high-efficiency investor communication mechanisms to safeguard investors' right to know, right to participate and right to
tee, the Strategic Development and ESG Committee, the Nomination Commit-
supervise.
tee, and the Remuneration and Assessment Committee. Each committee
performs its duties independently and provides professional support, forming a
Communication channels Regular mechanisms
specialized decision-supporting system covering strategy, supervision, talent
development, incentive management and sustainable development. We have established an online-offline integrated communication In 2025, we held three performance presenta-
system to fully respond to investor demands through channels tions to address 39 investor concerns, and
including SSE E-Interactive, investor hotline, dedicated email, responded to 110 investor enquiries through the
The Audit Committee
official WeChat account for investor relations, field survey and SSE E-Interactive platform, achieving rapid
In 2025, the Audit Committee held eight meetings in strict compliance performance presentation. In 2025, the official WeChat account for response and effective feedback on investor
with quarterly duty performance requirements to conduct prior review investor relations released 72 posts, regularly delivering the demands, and building a bridge of trust
of key matters such as financial statements and appointment of external Company's operational updates and ESG achievements. between the Company and investors.
auditors, and coordinate financial supervision, internal control review
and compliance management, strengthening the Company's risk control
and financial governance effectiveness.
Compliance information disclosure
The Strategic Development and ESG Committee
Disclosure announcements
In strict accordance with the Administrative Measures for Information
issued
Throughout the year, the Strategic Development and ESG Committee Disclosure of Listed Companies and the regulatory requirements of
held two meetings for special deliberation on matters including the SSE, Orinko upholds the disclosure principles of authenticity, accuracy,
implementation of the Company's ESG strategy, sustainable develop-
completeness, timeliness and fairness, and has established a sound
ment goals and major cross-border investments, guiding the Company's
information disclosure management system.
green and low-carbon transition and high-quality development.
In 2025, the Company issued a total of 86 disclosure announcements, Including Non-regular
The Nomination Committee, and the Regular reports reports
including four regular reports and 82 non-regular reports, to disclose
Remuneration and Assessment Committee
major information relating to operation, corporate governance,
In the same year, the two committees held one meeting and two investment and compliance in a comprehensive and standardized
meetings respectively to standardize the nomination of senior execu-
manner, without any selective disclosure or delayed disclosure,
tives, qualification review, deliberation of remuneration proposals and
performance appraisal, improving talent selection, appointment, effectively protecting all investors' equal right to information.
incentive and restraint mechanisms.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Internal Audit
In 2025, under the professional guidance of the Board of Directors and the Audit Committee, Orinko
refined its audit system, focused on the audit of core businesses, and strengthened closed-loop
management for rectification. The Company gave full play to the supervisory, assessment and
value-adding roles of internal audit in corporate governance, supporting its compliant operation and
risk control.
Development of internal audit systems
In light of the regulatory requirements for STAR Market-listed companies, the provisions of the
revised Company Law and the Company's actual business development, the Company has led the
revision and improvement of three systems, consolidating the institutional foundation for internal
audit work.
The Audit Committee Management Measures have been revised to clarify the responsibility
boundaries and rules of procedure of the Audit Committee, as well as the guidance and
supervision mechanisms for internal audit, strengthening the overall planning and guiding role Internal audit work
of top-level governance over audit work.
Focusing on the Company's operational priorities and key risk control links, we have conducted
full-coverage internal audits spanning core areas such as internal control compliance, operational
The Internal Audit Management System has been revised to systematically standardize the accountability, cost control and anti-fraud management.
functional positioning, authority, workflows and rectification follow-up mechanism for internal
audit, ensuring audit work is independent, compliant and professional.
Special audit on operational accountability
Centering on operational accountability targets, we have conducted systematic reviews of the
The Anti-Fraud Management System has been improved to optimize fraud risk identification,
authenticity of operational indicator attainment, resource utilization efficiency, authorization
report acceptance, investigation and disposal, and accountability mechanisms, providing
execution compliance and internal control effectiveness, providing an objective basis for the
institutional safeguards for the Company’s anti-fraud efforts.
management to evaluate operational performance and optimize the assessment mechanism.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Full-process audit of internal
control cycles
Focusing on its core business processes, Orinko has conducted
audits across four major cycles. Specifically, the sales and
collection cycle audit mainly verifies income confirmation, Audit rectification and
receivable management and credit risk prevention and control. closed-loop management
The procurement and payment cycle audit focuses on procure-
ment compliance, payment procedures and cost accounting.
The production and warehousing cycle audit reviews production Rigid rectification constraints
control, inventory safety and material circulation. And the Weekly follow-up and monthly review mechanisms have been established
expense cycle audit oversees budget implementation, expense for audit rectification, clarifying that the rectification period for audit
compliance and invoice authenticity. These internal audits findings shall not exceed three months. Departments with inadequate or
identify internal control deficiencies and optimize business overdue rectification shall be held accountable in accordance with
procedures. regulations, ensuring that all audit findings are properly implemented
through closed-loop management.
Operating cost reduction and effic-
iency enhancement audit Standardized file management
Guided by value creation, the Company has carried out special A full-lifecycle audit file management mechanism has been established
audits on weak links in cost control such as procurement, to categorize and archive audit notices, working papers, audit reports
production and expense management to tap cost-saving and rectification materials, ensuring audit materials are traceable and
potential and put forward optimization suggestions, thereby verifiable.
improving resource allocation efficiency and operating benefits.
Dual incentive and constraint mechanisms
Under the audit assessment and incentive mechanism, teams that fully
Collaborative anti-fraud audit
cooperate with audits and complete rectification with high quality are
The Company regards fraud risk identification as a key focus of granted positive incentives; by contrast, departments and individuals that
routine audits, focusing on fraudulent acts such as asset fail to cooperate, provide false materials or fail to complete rectification on
misappropriation, interest conflicts, irregular transactions and time shall be held accountable in accordance with regulations, so as to
abuse of power, realizing the organic integration of audit enhance the implementation of audit work.
supervision and anti-fraud prevention and control.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Integrity culture cultivation and promotion
Business Ethics
Adhering to the core value of honesty, pragmatism,
integrity and self-discipline, as well as the principles of Leadership and Hierarchical and New employee
simultaneous punishment and prevention, prevention demonstration by categorized training and compliance
priority, informant protection and investigation recusal, senior executives promotion orientation
Orinko has established a business ethics and anti-fraud
The Company's directors and senior The Company has conducted special training on The Company has incorporated
management system featuring "sound systems, cultural
executives have set a good example by anti-fraud regulations to interpret their core connota- learning of anti-fraud regulations
guidance, internal control and risk prevention, full-employ-
strictly complying with integrity practice tions, code of conduct, prohibited acts and disposal into compulsory onboarding
ee coverage and strict accountability". The Company
regulations and adhering to the procedures. All departments are required to carry out courses for new employees, and
comprehensively guards against risks such as commercial
professional ethics of honesty and internal promotion at the secondary organizational arranged special examinations to
bribery, interest diversion, fraud and irregularities, fostering
impartiality, thereby guiding all employ- level to clarify advocated behaviors, prohibited strengthen their compliance
a clean and upright business environment.
ees to foster awareness of integrity and conducts and consequences of violations, achieving bottom-line awareness at the
compliance. full-employee coverage of integrity culture. source.
Anti-fraud system development
In 2025, the Company revised and promulgated the new
version of the Anti-Fraud Management System, building a
company-wide and full-process anti-fraud framework. The
Audit Team of the Audit and Legal Service Center is
designated as the permanent executive body for anti-fraud
management, independently conducting relevant work
under the leadership of the Board of Directors and the
Audit Committee. And all department heads are clearly
defined as the primary persons responsible for anti-fraud
management within their respective departments, forming
a top-down and fully coordinated anti-fraud accountability
system.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Signing of integrity agreement Internal control and risk prevention measures
Centering on "internal checks and upfront risk control", the Company has established multiple internal control and risk prevention measures for
Orinko has developed a two-way integrity constraint
anti-fraud management.
mechanism covering employees and suppliers to
achieve full-chain coverage of integrity responsibilities.
Separation of incompatible duties Authorized review and approval control
The Decentralization Manual has been revised regularly to
All economic transactions have been handled by two
review and approve all business activities in strict accor-
persons or two departments, forming a control mechanism
The Human Resources Department dance with hierarchical authority, preventing approval
with mutual supervision and restraint.
arranges all new employees to sign the exceeding authority and non-compliant approval.
Integrity and Self-discipline Agreement, 01 02
which integrates integrity and self-disci-
pline requirements into the entire process Declaration of interest conflicts Information and intellectual property protection
of employee onboarding and daily duty A mandatory interest conflict declaration mechanism has been
performance, and strengthens the integrity Trade secret and confidential information management
established to conduct quarterly interest conflict reviews for key
and self-discipline awareness among all has been standardized to guard against information
For employees positions, requiring employees to promptly declare potential
employees, consolidating the first line of leakage and unfair competition acts.
interest conflicts with their related parties and the Company.
defense for internal integrity risk preven-
tion and control.
The Supplier Management Department Reporting channels and informant protection Any reports will be submitted to the Audit Commit-
organizes all external suppliers to sign the The Company has set up dedicated and confidential fraud reporting tee within two working days upon acceptance. Both
Integrity Cooperation Agreement, which channels and strictly implemented the informant protection mechanism. real-name and anonymous reports will be verified in
achieves full coverage of integrity con- accordance with regulations. The Company strictly
straints for external partners, clarifies the prohibits any organizations or individuals from
Telephone: Email:
integrity cooperation criteria for both 18355099271 retaliating against informants and investigators.
audit@orinko.com.cn
suppliers and purchasers, and prohibits Violators will be given disciplinary sanctions such as
For suppliers improper acts such as commercial bribery warning or dismissal depending on the circum-
Mailbox: Audit and Legal Service Centre in the Office Building
and interest diversion, preventing supply at the northwest corner of the intersection of Changning Avenue stances; those violating laws shall be transferred to
chain fraud risks at the source. and Ningxi Road, Baiyan Industrial Park, Hefei High-tech Zone judicial authorities.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Information Security
Orinko attaches great importance to information security and data privacy protection, and incorporates
information security governance into the core scope of standardized operation. The Company has set up a
dedicated information security engineer position, built a full-scenario security protection system covering five
dimensions, namely network, host computers, applications, data and operation, and developed a series of
policies including the Information Security Management Measures and the Data Center Management
Measures to fully safeguard the Company's information systems, business data and customer privacy security,
consolidating the security line of defense for digital operations.
Network security protection
Focusing on boundary defense and behavior control, Orinko has established a
robust network security barrier.
High-performance firewalls have been deployed at the Company's network boundary to monitor and
filter network traffic in real time, and accurately intercept malicious attacks, illegal intrusions and
unauthorized access, protecting internal network and system security.
An Internet behavior management system has been implemented to standardize employees' network
usage behaviors, and mitigate virus intrusion and information leakage risks caused by irregular internet
access and malicious downloads.
Sangfor VPN has been adopted for security control over remote access. Encrypted dedicated access
channels have been established to strictly restrict access permissions, ensuring network security for
remote work and cross-regional collaboration and preventing information leakage.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Host computer control
Focusing on terminal and server security, Orinko implements full-life- Application security control
cycle security management for all host computers. Centering on vulnerability control and permission
management, the Company ensures the compliance
and security of business applications.
Antivirus software has been uniformly installed on all employ-
ees' terminals and core servers, with an automatic updating
mechanism for virus databases, to perform real-time detection Under a closed-loop mechanism of "scanning, verifica-
and removal of viruses, Trojans and malware and defend against tion, rectification and review", regular vulnerability
attacks from various malicious programs. scanning has been performed on application systems to
remediate system vulnerabilities in a timely manner and
mitigate potential security risks.
Under centralized domain controller management, high-com-
plexity passwords and a 5-minute automatic screen lock policy In strict compliance with the immediate access permis-
have been mandated to strengthen account security control sion revocation mechanism for departed employees,
and prevent unauthorized logins and privilege escalation. access permissions to all business systems have been
synchronously deactivated in line with the resignation
procedures to prevent risks of unauthorized access and
A desktop protection system with desktop watermarks has been
data exfiltration by former employees.
deployed to effectively prevent screenshots and unauthorized
replication and dissemination of classified information, thereby
safeguarding core business information security. A unified identity authentication platform has been
launched to implement refined access permission control
over core business systems such as ERP, MES and QMS,
The decommissioned IT asset disposal process has been and allocate access permissions in accordance with the
standardized to irreversibly erase data from end-of-life comput- principle of least privilege, so that employees can only
ers, servers and other equipment prior to unified handling, access work-required resources.
completely eliminating the risk of data leakage arising from
discarded devices.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Data security Security operations management
assurance The Company has developed a regular security operation mechanism to realize dynamic management and control of security risks.
Orinko has established a full-process data We have monitored industry vulnerabili- We have monitored security log alerts on a We have standardized handling procedures for
security management system to safeguard its ty intelligence in real time, conducted 24/7 basis, and developed a closed-loop security incidents such as virus infections and
core data assets. internal system inspection and timely process covering alert response, incident malicious attacks, activated emergency
remediation to promptly patch known disposal, review and optimization, ensuring responses upon occurrence, and carried out root
security vulnerabilities and defend early detection and rapid response to cause analysis, problem rectification and
The Company formulates a classified data
against emerging cyber security threats. security incidents. preventive enhancements to avoid the recur-
backup strategy. Daily full backup is adopted for
rence of similar incidents.
key system databases, while daily incremental
backup and weekly full backup are applied for
business application data, ensuring data integrity
and recoverability.
Professional data backup software is deployed to
store backup data on independent and secure
backup servers, realizing physical isolation
between production data and backup data and
enhancing data disaster recovery capabilities.
We have standardized the full-process manage-
ment of data storage, transmission and usage,
strengthened encrypted protection for confiden-
tial data, and strictly controlled permissions for
data export and replication, preventing data
tampering, loss and leakage.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Digital Construction
Adhering to the digital and intelligent development strategy, Orinko embeds digital construction in
production operations, quality management, supply chain management and decision support. The
Company has built a digital control system covering the entire business process, and developed
intelligent, visual and efficient smart factories to empower management efficiency, quality upgrades
and sustainable development through digital transformation.
Integrated construction of manufacturing platform
We have established a unified manufacturing management platform to deliver digital control over
the entire production process.
Under unified MES and TMS standards, the four The platform realizes real-time
bases have integrated data from production, collection, analysis and early
warehousing and logistics systems, and linked warning of production data, and
data covering work orders, materials, production optimizes production scheduling
reporting and traceability, achieving transparent and resource allocation, enhancing
management of the entire manufacturing and production efficiency and product
logistics process. delivery stability significantly.
Digital construction for warehousing management
Orinko has developed an intelligent inventory management platform to achieve refined and efficient
warehousing operations.
A digital inventory management system is launched to cover full links such as purchase arrival,
inventory transfer, outbound shipment and storage location statement, realizing real-time
accurate inquiry and dynamic update of inventory data.
A pull production mode is adopted to improve warehouse space utilization and material turnover
efficiency through scenarios such as direct material delivery to workshops, AGV line-side
distribution and dynamic inventory counting.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Upgrades of visual logistics management Smart factory operation
Orinko has established a full-process visual logistics management
The Company has built full-dimensional visual factory operation capabilities at its benchmark
platform to realize precision control over the logistics process.
factory in Hefei.
The Company has launched a shipment and in-transit monitoring
system for overall visual management over the logistics process We have established a factory-level big data center with 23 visual dashboards across eight Visual dashboards deployed
through functions such as arrival scheduling, in-transit monitoring, modules including production, quality, warehousing, equipment, safety and environmental
automated charging and order visualization, improving logistics protection to support real-time display of key indicators and early warning of abnormalities,
delivery controllability and customer service response speed. advancing the transformation from "experience-based" to "data-based" management.
Meanwhile, we have deployed the customer self-service ordering
platform to optimize customer service experience and lower
manual intervention.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Cutting-edge technological
exploration Achievements in digital construction
Following its comprehensive digital transformation, the Company has made remarkable achievements in efficiency improvement,
Orinko vigorously advances the deployment of cutting-edge
cost control and model innovation and received numerous national and provincial honors and awards.
technologies such as artificial intelligence and intelligent interac-
tion, ushering in a new model of digital office and intelligent
manufacturing.
Efficiency improvement Cost control
The Company has rolled out scenario-based applications of
AI-powered intelligent assistants, covering nine major scenarios Digital tools break down business silos and eliminate Data-driven precision management delivers efficient allocation
including intelligent inventory inquiry, IT knowledge base, yellow redundant processes, boosting efficiency across of resources including energy, materials and manpower, bringing
card assistant, Orinko GPT and translation assistant, comprehen- production, warehousing, logistics and office opera- down operating costs effectively.
sively improving employees' work efficiency across all functions. tions significantly.
Marketing terminals enable real-time inventory inquiry and
intelligent product recommendation. Planning personnel can
retrieve inventory data in one click through AI-powered Q&A. On
the manufacturing front, AI is preliminarily applied to process
analysis and production line fault detection, while digital employ-
ees are deployed to reduce manual intervention.
We have built an AIGC-driven bulk commodity market analysis
system that facilitates automated raw material price data collec-
tion, self-service analysis and market trend forecasting, thereby Honors and awards
enhancing the scale efficiency of centralized procurement.
We have been accredited as "Advanced Intelligent Factory in Anhui" and "Basic Intelligent Factory in Chongqing", and selected
into "Pilot Urban Construction Policy Programs for Digital Transformation of SMEs in Hefei". Our achievements in digital construc-
tion have earned high recognition from industry and regulatory authorities.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 53
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Transition
Carbon Neutrality Strategic Actions
Response to Climate Change
Circular Development
Guided by China's national "dual carbon" strategy, Orinko deeply integrates
ESG principles with low-carbon transition practices, embedding carbon
neutrality goals throughout the entire value chain, including R&D
innovation, manufacturing, supply chain collaboration, product application,
and recycling and regeneration. The Company focuses its efforts on four
key areas: technological innovation, green smart manufacturing, full-chain
carbon management, and global compliance, continuously advancing its
low-carbon transition initiatives. At the same time, leveraging circular
economy as a key driver, Orinko has built a fully integrated recycled
materials value chain from recycling to regeneration and high-value
application, and established a full life-cycle low-carbon industrial
ecosystem spanning material R&D, production operations, and end-of-life
recycling. Through its own low-carbon practices, the Company enables
coordinated carbon reduction across its upstream and downstream value
chain, contributing to global sustainable development and the realization
of China's "dual carbon" goals.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Carbon Neutrality Strategic Directions
Carbon
Neutrality Green Innovation
and Upgrading
Green Production
and Operations
Full Value Chain
Carbon Management
Strategic
Actions
With R&D innovation as the core engine of its low-car-
Anchored in green factory development, Orinko has established a dual-dimension
bon transition, the Company focuses on continuous
the Company fully implements the ISO closed-loop carbon management system
breakthroughs in low-carbon technologies such as
bio-based materials, post-consumer recycled (PCR)
cleaner production standards. Through a monitoring and product carbon footprint
plastics, lightweight engineering plastics, and halo-
In 2025, guided by China's "dual carbon" combination of distributed photovoltaic accounting. In strict accordance with
gen-free flame-retardant materials. Green design
strategy and its own low-carbon deployment, renewable electricity international standards such as ISO 14064
principles are deeply integrated into the entire process
transition needs, Orinko systematically procurement, intelligent energy efficiency and ISO 14067, the Company conducts
of product R&D, formulation design, and process
advanced carbon neutrality governance management, process innovation, and comprehensive greenhouse gas invento-
optimization. Targeting downstream low-carbon
and carbon emissions management, energy-saving equipment retrofits, it ries across its production bases and full
application scenarios such as new energy vehicles,
and established a robust carbon continuously reduces energy consump- life-cycle carbon accounting for products,
photovoltaic energy storage, high-end home appliances,
information disclosure mechanism, tion and greenhouse gas emissions in and has developed a standardized
and telecommunications and electronics, Orinko
comprehensively enhancing the production activities. Orinko has built an carbon database and end-to-end
develops customized green material solutions featuring
professionalism of its carbon neutrality intelligent, low-carbon, and intensive traceability platform. Carbon manage-
low energy consumption, low emissions, and high
practices. green manufacturing system, driving the ment is fully integrated into R&D,
reliability. These efforts reduce product carbon footprint
transformation of production processes procurement, production, logistics, and
across the entire lifecycle, starting from raw material
from high energy consumption and high recycling processes, ensuring carbon
sourcing, address the industry's low-carbon transition
emissions to low energy consumption, low emissions are measurable, quantifiable,
challenges through technological innovation, promote
emissions, and high efficiency, thereby traceable, and reducible, and leveraging
the substitution of traditional high-carbon materials with
achieving coordinated development accurate carbon data to support
green alternatives, and support downstream customers
between production operations and low-carbon decision-making and
in achieving both lightweighting and carbon reduction
ecological protection. performance management.
objectives.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Carbon Neutrality Actions
Green factory development Energy management
Green design is embedded throughout the entire
lifecycle of material R&D, supported by Life Cycle Orinko continues to advance green factory All production bases have fully implemented the ISO 50001
Assessment (LCA) tools for full-process eco-design and development. In 2025, the Anqing factory was energy management system and deployed an energy
environmental impact assessment. In 2025, Orinko recognized as a provincial-level green factory in management platform (EMP) to enable real-time
provided carbon accounting services for more than 200 Anhui Province, and the Chongqing factory was monitoring of energy consumption at production line,
products. It successfully developed a range of green recognized as a municipal-level green factory in workshop, and team levels, along with data collection,
materials, including bio-based nylon, paint-free PC Green Smart Chongqing. By the end of 2025, the Company peak-valley electricity scheduling, and anomaly alerts.
alloys, recyclable thermoset epoxy resins, and
Manufacturing had established a green manufacturing system Energy efficiency bottlenecks are accurately identified
high-wear-resistant PEEK. Through technological consisting of one national-level, two provin-
Green Design and continuously optimized. The Company continues to
pathways such as plastic substitution for steel, cial-level, and one municipal-level green expand rooftop distributed photovoltaic capacity,
paint-free solutions, and recycling and regeneration, the factories, fully covering key production bases in promote electrified production equipment and ener-
Company has significantly reduced carbon emissions. Hefei, Anqing, Guangdong, and Chongqing. gy-efficient processes, and increase the share of renew-
Green design is driving the low-carbon transition across
able energy use. The operating availability of environmen-
the entire industry chain and providing downstream
tal protection equipment and facilities remains at 100%.
industries with sustainable material solutions that
combine performance and environmental value.
Digital decarbonization
Digital transformation is deeply integrated into carbon
reduction initiatives. In manufacturing, the Anqing
factory has enhanced the integration of EAM and IoT
technologies to enable intelligent interconnection of
production equipment, improve Overall Equipment
Effectiveness (OEE) analysis, and strengthen preventive
maintenance systems, effectively reducing carbon
emissions through digital lean operations. At the data
level, an integrated intelligent data governance platform
has been established to support real-time carbon data
monitoring and science-based decision-making.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
In 2025, Orinko implemented a Transportation Management System (TMS) to optimize logistics operations In 2025, the Company established a wholly owned subsidi-
comprehensively. Measures such as localized procurement, regional distribution, route optimization, and ary, Orinko Environmental Protection, to coordinate
the use of new energy vehicles have significantly reduced fossil fuel consumption and carbon emissions in recycled resource procurement and low-carbon raw
logistics activities. At the same time, the Company upgraded its Warehouse Management System (WMS) material sourcing, forming strategic partnerships with
and deployed AGV intelligent handling robots and automatic palletizing equipment, enabling automated leading enterprises in the home appliance and automotive
and unmanned warehouse operations. These measures enhance warehouse space utilization and cargo dismantling industries to secure a stable supply of upstream
Green Logistics turnover efficiency while reducing land and energy waste, thereby building an efficient and low-carbon Green low-carbon recycled materials. The green supplier manage-
green logistics system. Procurement ment system has been further improved, integrating
environmental compliance and sustainable supply capabili-
ties into supplier onboarding and performance evaluation
criteria. This promotes coordinated low-carbon transition
across the supply chain and builds a secure, stable, and
green supply chain ecosystem.
In accordance with ISO 14064 standards, Orinko compre-
hensively advances greenhouse gas inventory work across
all production bases, establishing a regular mechanism for
carbon emissions monitoring, statistics, analysis, and
reduction. Key emission sources under Scope 1 and Scope
reduction pathways are developed based on the opera-
Carbon tional characteristics of each production base. Carbon
Management management has been extended from the product level
System to R&D, production, operations, and corporate manage-
ment. The Company has improved carbon data account-
ing, storage, and disclosure processes, and regularly
reports carbon performance and emission reduction
progress to stakeholders. This standardized carbon
management system provides a solid foundation for the
implementation of the carbon neutrality strategy.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 57
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Decision-making level
Governance
The Board of Directors and the Strategic Develop-
Response to Climate Orinko incorporates climate
change response into its three-tier
ment and ESG Committee are responsible for
reviewing major climate-related matters, including
Change ESG governance structure,
ensuring that climate-related
strategic directions for climate response, overall
carbon neutrality framework, and climate risk
management principles.
initiatives are aligned with the
Global climate governance continues to advance, while Company's overall sustainable
increasingly frequent extreme weather events, tightening development strategy.
international low-carbon policies, and accelerating green
industrial transformation have become key external factors
shaping the development of the new materials industry.
Orinko closely aligns with the Task Force on Climate-related
Financial Disclosures (TCFD) framework, integrating climate
change response into its full ESG management process. The
Company has established a systematic response framework
across four dimensions—governance, strategy, risk manage- Management level Execution level
ment, and indicators and targets—embedding climate risk
management and low-carbon development opportunities
into corporate operations, R&D innovation, and industrial Led by the ESG Leading Group, the Company coordi- Relevant personnel are designated by each department and
nates and advances climate-related initiatives, production base to oversee daily tasks such as energy
chain collaboration, to enhance climate resilience through
including greenhouse gas inventories, energy conser- management, operation and maintenance of environmental
prudent actions and support the achievement of global protection facilities, emergency response to extreme
vation and carbon reduction, green factory develop-
climate governance goals through low-carbon transition. ment, and low-carbon supply chain collaboration, weather events, and low-carbon awareness initiatives.
ensuring effective implementation of all measures.
Through internal training, low-carbon awareness campaigns, and environmental activities, Orinko integrates climate response
principles into employees' daily work. Leveraging its existing ESG communication and engagement mechanisms, the Company
continuously enhances employee awareness of climate risks and low-carbon responsibilities, promoting effective implementation
of climate governance requirements throughout the organization.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Strategy
Guided by China's national "dual carbon" strategy and aligned with the characteristics of the new materials industry and global
industrial development trends, Orinko deeply integrates climate response and low-carbon transition into its overall corporate
development strategy. Focusing on four key areas—green technology innovation, full value chain emission reduction, climate
resilience enhancement, and alignment with international standards—the Company takes concrete actions to promote the
coordinated advancement of climate response and business development.
Green technology innovation Full value chain low-carbon collaboration
The Company focuses on technological breakthroughs in Low-carbon requirements are integrated throughout the
areas such as PCR materials, bio-based materials, entire value chain, including R&D, procurement, produc-
lightweight engineering plastics, and low-carbon tion, logistics, and recycling. Through initiatives such as
modified materials. Green eco-design is integrated green manufacturing, green procurement, green
throughout the product development process to reduce logistics, and circular economy practices, the Company
the carbon footprint across the product life cycle starting reduces carbon emission intensity across its operations
from raw material sourcing. and value chain.
Climate resilience enhancement Alignment with international
low-carbon standards
To address climate-related physical risks such as extreme The Company proactively tracks international climate
weather events, the Company optimizes the layout of standards and policy frameworks, including ISSB, TCFD,
production bases, strengthens infrastructure protection, and CBAM. It continuously improves carbon manage-
and establishes emergency response mechanisms, ment, green certification, and carbon footprint
enhancing its capacity to adapt to and withstand accounting systems to strengthen global low-carbon
climate-related risks. compliance capabilities and market competitiveness.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Risk Management Based on the TCFD framework, Orinko has established a full life-cycle climate risk management system covering risk identification, assessment, response, and monitoring. The
Company comprehensively identifies and manages climate-related physical and transition risks while actively capturing development opportunities arising from the climate transition.
Climate-related risks (selected examples)
Risk type Risk description Countermeasures Impact degree Time horizon
Global warming leads to extreme weather events such as Strengthen disaster resilience upgrades of factories, power supply systems,
May cause short-term localized
heatwaves, heavy rainfall, typhoons, and floods, which may and warehousing facilities, and equip backup power systems and flood
production capacit y fluctua- S h o r t-t e r m (1–3
result in equipment damage at production bases, produc- prevention and drainage facilities. Establish multi-site capacity allocation and
Physical risks t i o n s; l o n g-te r m r e s i l i e n c e years); Long-term
tion capacity fluctuations, raw material supply disruptions, emergency inventory mechanisms, and sign flexible supply agreements with
requires continuous enhance- (5+ years)
logistics delays, and infrastructure damage, thereby affect- key suppliers. Integrate extreme weather response into the environmental
ment.
ing operational stability. emergency system and regularly conduct joint drills.
Accelerated roll-out of global carbon peaking and carbon
Compliance costs may increase
neutrality policies, the EU CBAM, expansion of domestic Continuously track global low-carbon policy developments; improve carbon
in the medium term, while Medium-term (3–5
Transition risks – carbon markets, and increasingly stringent industry stan- footprint accounting and green certification systems to proactively align with
long-term market entry barriers years); Long-term
Policy compliance dards on energy consumption and environmental protec- domestic and international low-carbon standards; optimize product structure
can be mitigated through tech- (5+ years)
tion increase carbon compliance costs, investment in envi- and increase the share of low-carbon and recycled materials.
nological upgrades.
ronmental upgrades, and market entry barriers.
Rapid technological advancements in low-carbon materials
Increase investment in low-carbon R&D, strengthen core technology R&D in Traditional product sales may be
Transition risk – such as bio-based materials and high-value recycled mate- Medium-term (3–5
PCR materials and lightweight materials; leverage circular economy value chain affected in the medium term;
Technology rials increase substitution pressure on traditional high-car- years); Long-term
integration to build technological barriers; enhance industry–university–re- long-term differentiated com-
bon materials. Delayed R&D progress may weaken market (5+ years)
substitution search collaboration to accelerate low-carbon technology commercialization. petitiveness can be achieved.
competitiveness.
Climate change increases price volatility in traditional raw Short-term cost volatility may
Establish real-time raw material price monitoring mechanisms and optimize S h o r t-t e r m (1–3
Transition risk – materials such as crude oil, while supply systems for af fe c t p rof ita bilit y; m e di-
procurement strategies; expand in-house recycled material supply capacity; year s); Me di-
Raw material low-carbon materials, such as recycled materials and u m-te r m i m p rove m e nt s
u m-te r m (3–5
strengthen partnerships with upstream dismantling enterprises; promote local-
volatility bio-based resins, remain underdeveloped, creating risks in expected through supply chain
ized and diversified sourcing. years)
procurement cost and supply stability. optimization.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Climate-related opportunities (selected examples)
Opportunity type Opportunity description Countermeasures Impact degree Time horizon
National and local governments continue to introduce supportive
Policy-driven Leverage green factory certifications, low-carbon products, and In the medium term, these measures Medium-term (3–5
policies such as green finance, subsidies, and tax incentives to
opportunities circular economy credentials to proactively apply for policy support help reduce operating costs and access years); Long-term
promote the development of low-carbon new materials and circular
programs and secure policy support and green credit. financial support. (5+ years)
economy industries.
Rapid growth in global new energy vehicles, photovoltaics, and Increase R&D investment and market expansion in new energy-relat- Drive revenue growth in the medium Medium-term (3–5
Market growth
ed low-carbon materials, strengthen partnerships with leading term and create a second growth curve years); Long-term
opportunities energy storage industries is driving sustained demand for low-car-
bon modified materials and recycled materials. customers, and capture market share in low-carbon materials. in the long term. (5+ years)
Policy-driven expansion of recycled material applications acceler-
Industrial Expand PCR material production capacity and certification cover- Steady growth in circular economy reve- Medium-term (3–5
ates the release of market demand for PCR materials, while the
upgrading age, advance end-to-end closed-loop applications, and enhance nue in the medium term, with long-term years); Long-term
opportunities advantages of full value chain integration are transformed into core
high-value utilization capabilities of recycled materials. industry-leading advantages. (5+ years)
competitiveness.
Gradual increase in overseas revenue
International As overseas low-carbon market access standards become increas- Align with international frameworks such as the EU CBAM, improve Medium-term (3–5
contribution in the medium term, with
expansion ingly stringent, robust green certification and carbon management carbon footprint and certification systems, and leverage overseas years); Long-term
strengthened global competitiveness in
opportunities capabilities will help overcome international green trade barriers. bases to expand into Europe, the United States, and Southeast Asia. (5+ years)
the long term.
Indicators Orinko has set a long-term target of achieving carbon neutrality across its own operations and value chain before 2050, with the ambition of becoming a global benchmark for low-carbon
transition in the new materials industry. It steadily advances climate-related initiatives through the following actions. The Company continuously conducts greenhouse gas inventory and
and Targets accounting across all production bases, strengthening its carbon data management foundation. It expands the application of renewable energy, such as rooftop photovoltaic systems, and
promotes green factory development and energy-saving and carbon-reduction retrofits. It deepens its circular economy strategy, enhancing R&D and application capabilities in low-carbon
and recycled materials. In addition, it improves product carbon footprint accounting and green certification systems to meet international low-carbon compliance requirements.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 61
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
High-Value Applications of Recycled Materials
Circular Development Orinko focuses on two core circular economy models: Appliance-To-Appliance
Orinko deeply integrates the principles of the circular economy into its and Car-To-Car, continuously advancing technological breakthroughs in the
business operations. In 2025, the Company comprehensively upgraded the high-value application of recycled materials and building end-to-end
layout of its recycled materials circular industry chain through specialized closed-loop product systems. In 2025, the Company successfully achieved a
platform operations, full-industry-chain integration, end-to-end closed-loop full-process end-to-end technological breakthrough for air conditioner outlet
management, digital traceability control, international certification support, grilles, covering waste appliance recycling, dismantling, recycled pellet produc-
and leadership in industry standards. Orinko has established a PCR materials tion, and end-product application. The solution has been put into large-scale
circular economy system that is domestically leading and internationally mass production and delivery, becoming a benchmark case in the home
aligned, promoting the efficient recycling and high-value utilization of waste appliance recycling sector. Meanwhile, the Company is accelerating R&D in
plastics. This enables a closed-loop circulation model of "resources → Car-To-Car recycling technologies and advancing the development of a full
products → waste → recycled resources," supporting carbon reduction and closed-loop system covering "end-of-life automotive parts dismantling →
the sustainable utilization of resources through circular economy practices. high-precision sorting → recycled pellet production → modification R&D →
application in automotive components such as bumpers, wheel arches, and
engine covers." The technology is expected to achieve commercial application
and mass production in 2026.
Recycled Resources Deployment
Recycled pellet
In 2025, Orinko officially established its wholly owned subsidiary, Orinko Environ- production
High-precision Modification
mental Protection, as a specialized platform responsible for integrating the sorting R&D
recycled materials circular industry chain and operating the PCR materials
business. The Company has developed two core recycled resource industrial End-of-life automotive
Application in
clusters in East China and South China, fully connecting the entire closed-loop parts dismantling
automotive
value chain of "consumer product recycling → dismantling → crushing → washing components
→ sorting → pelletizing → modification." The system covers a full range of waste
plastic recycling scenarios for home appliances, automobiles, green fiberglass, and
other products, enabling regional coordination and full-process management of
recycled resources.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Digital Traceability International Authoritative Certifications Carbon Reduction Benefits
Orinko has established a full-process digital manage-
ment system for recycled materials, enabling real-time In response to increasingly stringent global policies on recycled materials and higher market Through the large-scale R&D and application
monitoring and data recording across the entire process access requirements, Orinko has established a comprehensive and internationally aligned of PCR materials, the Company has achieved
of PCR materials—from upstream collection sources, certification system for recycled materials, effectively overcoming green trade barriers. As of the significant carbon reduction results. Taking
incoming inspection, sorting and dismantling, end of 2025, the Company had obtained 182 international authoritative certifications for recycled key components of washing machines as an
closed-loop crushing, multi-stage washing, high-preci- materials, including GRS, UL 2809, ISO 14021, and OBP. These certifications cover a full range of example, PP materials with 50% PCR content
sion sorting, automatic pelletizing, to modification and recycled materials such as PE, PP, ABS, HIPS, PA, PC, and alloys, with recycled content ranging reduce carbon emissions by 46.74%–48.96%
production. Standardized operating procedures ensure from 15% to 100%, meeting the low-carbon procurement requirements of diverse global custom- compared with virgin materials, while GFPP
consistent performance and quality compliance of ers and markets. In addition, Orinko actively fulfills its industry responsibilities, participating in materials with 40% PCR content reduce
recycled materials. At CHINAPLAS 2025, the Company the formulation of two national standards for recycled plastics (GB/T 46018.2-2025 and GB/T carbon emissions by 30.89% compared with
delivered a keynote presentation titled Traceability: the 46043-2025), and taking a leading role in standardizing quality control, traceability system virgin materials. The high-value application of
Journey of Plastic Rebirth, Made Visible to Customers, development, and production process standards for recycled plastics. These efforts drive China's recycled materials provides key support for
showcasing its full life-cycle traceability system for recycled plastics industry toward standardized, regulated, and high-quality development. carbon reduction across the value chain.
recycled materials to global customers. Through digital
technologies, Orinko enables customers to clearly track
the full lifecycle of materials, ensuring that sources are
traceable, flows are traceable, and quality is verifiable.
This transparent management approach further
strengthens product quality assurance and regulatory
compliance. International authoritative certifications
for recycled materials
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Management
Environmental Management
Energy Management
Water Resource Management
Pollution and Emissions Management
Ecological Protection and Biodiversity
Orinko consistently places ecological and environmental protection at the core of its
sustainable development strategy, integrating environmental management
throughout the business value chain, including R&D and design, manufacturing,
supply chain collaboration, and waste disposal. The Company adopts an integrated
management model featuring centralized coordination at headquarters, standard-
ized execution across production bases, and broad employee participation. It
continuously improves its environmental management system, advances energy
conservation and carbon reduction initiatives, deepens water conservation and
recycling practices, strictly controls pollutant emissions to ensure compliance, and
fulfills its responsibilities for ecological protection. Through systematic, refined, and
ongoing environmental governance actions, Orinko safeguards ecological security
while promoting the coordinated development of high-quality business growth and
ecological and environmental protection, contributing industrial strength to the
creation of a greener future where humanity and nature coexist harmoniously.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 64
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Environmental Management Case Standardized Development of Environmental Management System at the Membrane Materials Company
Orinko strictly complies with national and local environmental laws and regulations,
The membrane materials company, as a newly established production base of Orinko, built a comprehensive environmen-
including the Environmental Protection Law of the People's Republic of China and
tal management system from scratch in 2025 and successfully obtained ISO 14001 environmental management system
the Regulations on Environmental Management of Construction Project. With the
certification in June. The Company strictly implemented the "Three Simultaneities" policy for environmental protection in
ISO 14001 environmental management system as a core management framework,
construction projects, ensuring that environmental protection facilities were designed, constructed, and commissioned
the Company has established an environmental management system featuring
simultaneously with the main project. Throughout the year, it completed phased environmental impact assessment
standardized operations, full-process control, ongoing emergency preparedness,
acceptance inspections and reapplication for the pollutant discharge permit as scheduled, and submitted the annual
and comprehensive compliance management, achieving unified standards,
compliance report for the discharge permit on time. These efforts ensured full-process environmental compliance of the
deployment, assessment, and improvement across all environmental management
new production base from construction to operation.
activities throughout the Company.
Environmental Management
System Development
Orinko has established a three-tier environmental management network consist-
ing of centralized coordination at headquarters, on-site implementation at
production bases, and clearly assigned individual responsibilities. Headquarters
formulates core policies and procedures, including the Environmental Management
Manual and the Environmental Emergency Response Plan, while each production
base completes policy revisions and filings with local ecological and environmental
authorities as required. The Company has also clarified environmental manage-
ment organizational structures, job responsibilities, and assessment mechanisms
at all levels, forming a closed-loop management model covering target decompo-
sition, process control, performance evaluation, and continuous improvement. In
environmental management system across all production bases, further strength-
ening the foundation of environmental compliance at the institutional level.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Environmental Risk Management
and Monitoring
The Company adopts a life-cycle approach to environmental management and
organizes cross-functional teams on an annual basis to systematically identify
environmental factors related to production, auxiliary operations, emergency
response, and stakeholders. A multi-factor rating method is applied to assess key
environmental factors, including fugitive VOC emissions, hazardous waste storage,
chemical leakage, and the operation of energy-intensive equipment, and targeted
control measures are then developed, enabling source prevention, strict process
control, and end-of-pipe treatment of environmental risks.
Each production base strictly implements compliance monitoring requirements.
Headquarters organizes a semi-annual compliance assessment of environmental
laws and regulations, covering national and local environmental standards as well as
all requirements under pollutant discharge permits. Each base also engages Environmental risk Environmental
qualified third-party agencies to conduct quarterly monitoring of wastewater, air incident rate pollution incidents
emissions, and boundary noise, while deploying online monitoring systems to
enable real-time data transmission to regulatory platforms. In 2025, all production
bases of the Company recorded a 100% compliance rate for pollutant emissions
based on online monitoring data, with no environmental administrative penalties or
non-compliance incidents throughout the year.
Environmental Emergency Management
Compliance rate of all pollutant emissions Orinko has established an environmental emergency management system featuring centralized command at headquarters and
tiered response at production bases. Each base maintains a standing emergency response organization and is equipped with all
necessary emergency equipment, including leak-proof containment berms, emergency supplies, and anti-corrosion facilities.
Regular environmental risk inspections and emergency drills are conducted to strengthen response capabilities. In 2025, all
production bases recorded a 0% environmental risk incident rate and zero environmental pollution incidents, demonstrating
continuous enhancement of environmental risk prevention and emergency response capabilities.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Energy Management Energy-Saving Technological Upgrades
The Company comprehensively promotes energy-saving technological upgrades, focusing on key energy-intensive equip-
Orinko adheres to an energy management policy featuring conservation ment such as fans, water pumps, air compressors, and drying systems. Through measures including variable frequency
and efficiency improvement, cleaner production, and low-carbon transi- control, system upgrades, centralized production, and standby power management, the Company has significantly reduced
tion. Based on the ISO 50001 energy management system, the Company energy consumption, achieving triple benefits in cost reduction, carbon reduction, and efficiency improvement.
implements five key initiatives: centralized energy efficiency planning at
headquarters, on-site technological upgrades at production bases,
substitution of clean energy, deployment of energy storage systems, and Case Coordinated Energy-Saving Upgrades across Multiple Production Bases
digital energy efficiency management. Through these measures, Orinko
continuously improves energy utilization efficiency and reduces energy
Hefei Factory completed energy-saving upgrades of Anqing Factory constructed a 15 MW energy storage
consumption per unit of product, supporting China's dual-carbon goals
air compressors and replaced two 45 kW vari- project, improving energy dispatch efficiency and
through a green energy transition.
able-frequency fans, achieving annual electricity cost enhancing the stability of energy utilization.
savings of RMB272,100.
Energy Management System Guangdong Factory implemented multiple ener-
Annual electricity cost savings gy-saving technological upgrades, including vari-
The Company's headquarters has established an Energy Management
able-frequency upgrades of dust removal fans, LED
System, and formed a full-process control mechanism covering energy
smart lighting transformation, frequency reduction of
statistics, real-time monitoring, data analysis, and performance-based RMB fume extraction fans, and water pump efficiency
incentives and penalties. Orinko strictly controls the approval process for
improvements, continuously reducing energy
energy-intensive equipment procurement and mandates the replacement
consumption and equipment operating costs.
of outdated, low-efficiency equipment with high-efficiency energy-saving
alternatives. Each production base further refines its energy management Chongqing Factory upgraded its offline drying system
plans according to production characteristics, integrating energy-saving to an online drying system. Combined with standby The membrane materials company procured new
targets into workshop and team performance assessments, thereby power-off management and optimized centralized Tier 1 energy-efficient equipment and completed
achieving refined and standardized energy management. production, electricity consumption per ton of product upgrades of the chilled water station system and
decreased from 421 kWh to 406 kWh. heating methods for white oil tanks in the tank farm.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Clean Energy Utilization Case "PV + Energy Storage" Green Energy Model at Anqing Factory
Orinko actively promotes the substitution of renewable and clean energy. Leveraging rooftop The Anqing factory has developed a rooftop photovoltaic system with a total installed capacity of 5.985
spaces at each production base, it deploys distributed photovoltaic systems and integrates MW. In 2025, the system generated a cumulative 6.17 GWh of electricity. Combined with the procurement
energy storage systems to enable peak shaving and valley filling. The Company also pro- of renewable energy certificates, the share of clean energy use increased to 17.8%. The factory has also
motes the use of clean fuels such as natural gas, reducing fossil energy consumption and deployed energy storage systems to absorb off-peak electricity during nighttime and ensure stable
carbon emissions at the source. daytime production operations, establishing a green energy consumption model characterized by
"self-generation for self-consumption with energy storage for peak shaving."
Hefei Factory Chongqing Factory
Guangdong Factory Anqing Factory
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Water Resource Water-Saving Technological Water Use Compliance
Management Upgrades and Recycling Management
Orinko adheres to the principles of water conservation first, circular utilization, The Company continues to promote the recycling and reuse of In 2025, the Company achieved precise control over
refined management, and full employee participation. The Company has production water through technological upgrades. It has widely total water consumption across all production bases,
established a water conservation management mechanism led by the General deployed closed cooling towers and water-saving production while steadily improving the recycling rate of treated
Manager, centrally coordinated at headquarters, and implemented by equipment, and optimized production water use processes to production wastewater. As a newly established base,
departments with full employee participation. Through a four-pronged achieve cascade utilization, recycling and reuse, and reduced the membrane materials company recorded a total
approach of policy constraints, technological upgrades, water recycling and water consumption, thereby minimizing freshwater withdrawal to tap water consumption of 14,400 tons in 2025 while
reuse, and awareness-raising initiatives, the Company has developed an the greatest extent. planning the development of its water resource
intensive, efficient, and sustainable industrial water resource utilization system. management system. The Company strictly complies
with applicable laws and regulations governing water
Case Water Recycling System Upgrade at Hefei Factory
intake and usage, with no incidents of illegal water
Water Conservation withdrawal, water waste, or non-compliant wastewa-
The Hefei factory carried out technological upgrades of
Management Mechanism closed cooling towers and optimized the water overflow
ter discharge throughout the year.
The Company's headquarters has formulated the Water Conservation control process. Combined with precise water metering
Management Measures and the Water-Saving Management System, defining and full-process water conservation performance
assessment, the factory comprehensively reduced Non-compliant wastewater
post-based water conservation responsibilities and quota-based incentives
discharge incidents
and penalties. Water-saving targets are cascaded down to production bases, production water loss, improved water recycling efficien-
workshops, and work teams. Each production base implements precise water cy, and implemented industrial water-saving and
metering, daily water consumption monitoring, and abnormal data analysis to emission-reduction requirements.
promptly identify and rectify water leakage and wastage issues, ensuring
comprehensive control over water resource consumption.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Orinko implements refined management covering all categories of emissions, including air emissions, wastewater, solid waste,
Pollution and
and noise, with full-process control and full compliance with emission standards. The Company adopts industry-leading
treatment technologies, standardizes disposal procedures, and ensures compliant treatment through qualified third-party
Emissions Management service providers. Orinko continuously advances the reduction, harmless treatment, and resource utilization of pollutants, strictly
adhering to ecological and environmental compliance limits for emissions.
Air Emissions Control Wastewater Treatment Solid Waste Management
The Company implements differentiated The Company has established a full lifecycle management model for solid waste, focusing on
Each production base adopts proven the resource utilization of general solid waste and the standardized treatment of hazardous
control measures for organic air emissions,
treatment processes, including oil–water waste. It strictly implements waste classification and storage, ledger recordkeeping, and
particulate matter emissions, and combus-
separation tanks, coagulation–flocculation transfer manifest systems, ensuring full traceability and compliant control throughout the entire
tion-related emissions. It adopts advanced
and dissolved air flotation (DAF), and under- solid waste management process.
treatment technologies such as regenerative
ground septic tanks, to treat both production
thermal oxidation (RTO) at ≥760°C, zeolite
and domestic wastewater. Key indicators
rotor + activated carbon adsorption, and General industrial solid waste: The Company promotes Hazardous waste: All hazardous waste is
such as COD, ammonia nitrogen, total
pulse-jet baghouse dust removal. These segregated recycling, reuse, and resource recovery of entrusted to qualified service providers for
phosphorus, and total nitrogen are strictly general industrial solid waste. Practices include the circular disposal. The implementation rate of the waste
measures ensure full collection, full treatment,
controlled. Treated wastewater is either reuse of IBC totes, plastic and wooden pallets, as well as the transfer manifest system reached 100%, and the
and full compliance of air emissions. In 2025,
discharged in compliance with applicable sorting and appropriate treatment of packaging bags. The Company continues to promote source
air emissions concentration across the
standards or reused in production processes. comprehensive utilization rate reached 100%. reduction of hazardous waste generation.
Company remained significantly below
The Company achieved a 100% wastewater
national regulatory limits. Fugitive emissions
discharge compliance rate.
were effectively controlled, and the air
emissions compliance rate reached 100%.
Noise Control
Wastewater discharge The Company installs sound insulation enclosures and vibration damping pads for high-noise
Air emissions compliance rate compliance rate equipment, optimizes factory site fencing and layout, and conducts regular boundary noise
monitoring to ensure that both daytime and nighttime noise levels comply with applicable
standards. In 2025, the Company recorded zero noise-related public complaints, and the
acoustic environment quality of its facilities remained stable.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Ecological Protection and
Biodiversity
Orinko strictly complies with applicable laws and regulations on ecological protection.
The site selection, construction, and operation of all production bases meet regional
ecological planning requirements and do not involve nature reserves, ecological
conservation red lines, drinking water source protection areas, or other ecologically
sensitive areas. The Company's production and operational activities have not caused
adverse impacts on regional ecosystems or biodiversity.
Guided by green manufacturing, recycling, Moving forward, Orinko will
energy conservation and carbon reduction, continue to align with national
Orinko fulfills dual responsibilities for ecological ecological protection and biodiver-
protection and plant-site ecological construc- sity policies, and leverage the
tion. Through distributed photovoltaic systems characteristics of the new materials
and energy-saving technological upgrades, the industry to deepen practices in
Company reduces carbon emissions and air green supply chain development,
pollutants, minimizing impacts on the atmo- eco-friendly material R&D, and
spheric environment. Through recycled material ecological optimization of factory
R&D and resource utilization of solid waste, it sites. The Company will also explore
reduces the extraction of primary resources and biodiversity conservation initiatives,
alleviates ecological pressure from resource taking practical actions to safe-
development. Through green factory construc- guard ecological balance and
tion, the Company optimizes onsite greening biodiversity while fulfilling its social
layouts and develops eco-friendly factories, responsibility in ecological and
contributing to the improvement of local environmental protection.
ecological conditions.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Management
Work Safety Management
Dual Prevention Mechanism
Occupational Health and Safety
Safety Emergency Response
Orinko consistently adheres to the core principle of "safety first, prevention
foremost, and comprehensive control," and regards employees' life safety
and occupational health as the fundamental prerequisite for corporate
development. Building on this foundation, the Company has established an
integrated work safety management system characterized by centralized
coordination and control at headquarters, standardized implementation
across all production bases, and in-depth participation by all employees. In
further strengthened the implementation of safety responsibilities,
enhanced the dual prevention mechanism, reinforced occupational health
protection, and improved emergency response capabilities. Meanwhile, the
Company continuously advanced intrinsic safety upgrades and strictly
upheld the bottom line of safe development. Through systematic, standard-
ized, and normalized safety management practices, Orinko comprehensively
safeguards employee health and well-being, ensures stable production and
operations, and supports the Company's high-quality and sustainable
development.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Work Safety Management Safety Responsibility System
With work safety standardization as its central approach, Orinko continuously improves its safety governance structure, Orinko has established a four-tier work safety responsibility framework spanning
reinforces safety responsibilities across all employees, strengthens safety capability building, and standardizes full-pro- "headquarters–production base–workshop–position," and strictly implements the
cess management and control. Through these efforts, the Company promotes the transformation of its safety manage- "three musts" safety management principle. Under this framework, safety responsibili-
ment model from "reactive rectification" to "proactive prevention and intrinsic safety," thereby enabling coordinated, ties are systematically decomposed and assigned at every level, ensuring full employ-
efficient, and standardized safety management across all production bases. ee coverage. The Company has also implemented a "one position, one checklist"
accountability model, which clearly defines the safety responsibilities and risk control
requirements for each position, thereby forming a closed-loop accountability system
with responsibility shared by all and fulfilled at every level. Meanwhile, Orinko contin-
ues to improve its work safety management system by establishing unified safety
management standards and specifications. Each production base further refines and
implements these requirements in line with its specific conditions, thereby promoting
the upgrading of safety management toward standardization and systematization
Safety Training and Capability Building
Orinko has established a tiered, role-based, prac-
tice-oriented, and company-wide safety training system.
Centered on key topics including safety knowledge,
operational skills, emergency response, and compliance
requirements, the Company conducts regular and
professional safety training to comprehensively enhance
employees' safety awareness and hands-on capabilities.
In 2025, the safety training completion rate and the Certification rate for
certification rate for special operation personnel both special operation
personnel
reached 100%. The training sessions covered all
scenarios, including three-level training for new
employees, re-certification for special operation
personnel, and targeted training for key positions, laying
a solid talent foundation for work safety.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Stakeholders and Equipment Management and Control Work Safety and Risk Prevention and Control
Orinko integrates all stakeholders, including contractors and suppliers, into a unified safety In 2025, none of Orinko's production bases recorded any major fire incidents, and the occupational disease incidence
management system. The Company implements full-process control covering entry qualification rate remained at 0%, reflecting an overall stable performance in work safety. To address potential safety hazards, the
review, specialized training, on-site supervision, performance assessment, and accountability Company has established a normalized inspection and rectification mechanism. Throughout the year, multi-dimen-
enforcement, thereby strengthening the safety compliance of outsourced operations. In parallel, sional safety inspections were carried out, enabling dynamic hazard identification, control, and time-bound
the Company strictly regulates the full life-cycle management of special equipment by completing rectification. In response to safety incidents at certain production bases, Orinko promptly initiated incident
regular inspections, establishing and maintaining equipment records, and conducting lightning investigations and targeted corrective actions, and conducted comprehensive post-incident reviews to optimize
protection testing. These measures ensure the compliant operation of key equipment such as management processes, enhance intrinsic safety, and prevent the recurrence of similar incidents.
pressure vessels, forklifts, and elevators, while effectively controlling safety risks associated with
equipment and stakeholders at the source.
Major fire incidents Occupational disease incidence rate
Case Intrinsic Safety Enhancement Initiative at Guangdong Factory
The Guangdong factory launched a targeted intrinsic safety enhancement initiative for high-risk
equipment and operational processes, completing four key upgrades, including the interlocking
systems for mixer cylinder valves, safety cut-off for metering scale butterfly valves, human–machine
separation for pelletizers, and dual interlocking for homogenization tanks. These improvements
comprehensively enhanced physical isolation, interlocking protection, and automatic alarm
systems in high-risk areas. By addressing safety hazards at the design stage, the initiative signifi-
cantly strengthened the intrinsic safety of production operations.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Dual Prevention Safety Risk Classification and Hierarchical Control Closed-loop Hazard Identification
Mechanism The Company adopts the Job Safety Analysis (JSA) method and the Likelihood and Rectification Management
Orinko strictly complies with national work safety laws and Exposure Consequence (LEC) method to conduct hazard identification across the
Orinko has established a five-tier hazard identification network
regulations and has established a unified dual prevention entire production process, all operational areas, and all job positions. Based on the
covering positions, teams, workshops, departments, and the
mechanism across the Company, integrating safety risk likelihood of occurrence and the severity of consequences, safety risks are
Company as a whole. By integrating routine inspections, targeted
classification and hierarchical control with hazard identifica- classified into four levels—major, significant, general, and low risks—and managed
inspections, and holiday inspections, the Company ensures
tion and rectification. This framework builds a dual safety through differentiated and precise control measures. Across all production bases,
comprehensive coverage and continuous monitoring of potential
barrier for risk management and hazard rectification, Orinko implements four-color risk distribution maps, risk bulletin boards, and
hazards. For identified hazards, the Company strictly implements
enabling precise identification, scientific classification, and job-specific risk awareness cards as well as emergency response cards, thereby
a closed-loop management process consisting of identification,
effective control of safety risks, as well as comprehensive enabling visualized risk communication and continuous safety warnings. For major
assignment, rectification, verification, and archiving. For recurring
identification, closed-loop rectification, and dynamic risks, the Company implements a "one risk, one mitigation plan" approach and
hazards, root cause analysis and targeted rectification measures
elimination of safety hazards. This dual prevention mecha- establishes a five-layered framework comprising engineering and technical
are conducted, while intrinsic safety improvements are simultane-
nism comprehensively enhances the Company's safety risk controls, management measures, training and education, personal protective
ously advanced to eliminate safety hazards at the source.
prevention and control capabilities. equipment, and emergency response, ensuring full-process risk control.
Digital Empowerment of Safety Management
Case Standardized Development of the Dual Prevention Mechanism at Chongqing Factory
and Control
The Chongqing factory actively promotes the standardized implementation of the dual prevention
Orinko actively advances the digital transformation of safety management. At its core mechanism by strengthening the work safety responsibility system across all employees and improving
production bases, the Company has deployed a mobile inspection system for hazard the systems for risk classification and hazard identification and rectification. Through full-process
identification, enabling QR-code-based inspections, one-click reporting, online operational risk analysis, comprehensive hazard identification across all areas, and multi-dimensional
verification, and full-process traceability. This system promotes the digitalization, risk warning disclosure, the factory has strengthened its risk control network, enabling precise risk
visualization, and traceability of risk and hazard management, significantly enhancing management and the normalization of hazard identification and rectification.
the operational efficiency and control accuracy of the dual prevention mechanism.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Occupational Health and Safety Occupational Health Surveillance
Orinko strictly complies with the Law of the People's Republic of China on Prevention and Orinko strictly implements a three-stage occupational health examination system, covering pre-employment,
Control of Occupational Diseases and fully implements the ISO 45001 Occupational Health on-the-job, and pre-exit medical examinations. The Company establishes an electronic health record for each
and Safety Management System. Adhering to a "prevention-oriented, prevention and control employee, enabling full-process tracking and dynamic management of health data. In 2025, the occupational health
combined" approach, the Company has established a full life-cycle and fully covered examination coverage rate reached 100%, and no new occupational disease cases were recorded.
occupational health protection system through hazard factor control, occupational health
surveillance, protection measures, and training and awareness programs, thereby effectively
safeguarding employees' occupational health rights and interests.
Source Control of Occupational Disease Hazards
Orinko comprehensively identifies occupational disease hazard factors in production
processes, including noise, dust, toxic chemicals, and high temperatures. The Company
implements a three-tier prevention strategy comprising engineering controls, management
optimization, and personal protective equipment. Through the installation of dust removal,
Occupational health examination
noise reduction, and ventilation and purification facilities, the concentration of occupational coverage rate
disease hazard factors is effectively controlled within regulatory limits. In addition, Orinko
strictly manages working hours for high-risk positions and implements job rotation
mechanisms to reduce occupational health risks at the source. In 2025, the monitoring
results of all occupational disease hazard factors across the Company's production bases
complied with national limit requirements, with a 100% compliance rate, indicating that
occupational health risks remained controllable and well-managed. New occupational disease cases
Compliance rate of occupational disease hazard factors
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Personal Protective Equipment and Support Facilities
Orinko has formulated the Standards for the Allocation and Distribution of Personal Protective Equipment,
ensuring that compliant protective equipment is provided in accordance with job risk levels. The Company has
established a full-process management mechanism covering procurement and inspection, distribution and
issuance, as well as supervision of proper use, thereby ensuring proper use of personal protective equipment. In
addition, emergency support facilities, including first-aid kits and emergency shower and eyewash stations, are
reasonably deployed across all Factory areas. These facilities cover both production and office zones, providing
comprehensive protection for employees' occupational health and safety.
Occupational Health Education and Training
Orinko conducts regular occupational health training and awareness programs to promote knowledge of
occupational disease prevention and control, proper use of personal protective equipment, and emergency first
aid. Leveraging platforms such as the Occupational Disease Prevention and Control Law Awareness Week, the
Company organizes expert seminars, on-site free health consultations, and skills competitions, comprehensively
enhancing employees' awareness of occupational health protection and their self-rescue and mutual-aid
capabilities.
Case Occupational Health Compliance Management at the Membrane Materials Company
As a newly established production base, the membrane materials company has developed a full-process
occupational health management system covering hazard monitoring, health examination and surveillance,
personal protection equipment, and training and awareness programs. The Company completed the
monitoring of 132 occupational hazard points, with all results meeting regulatory requirements. All employ-
ees participated in occupational health examinations with no abnormalities detected. In addition, safety
training for key responsible personnel achieved excellent results. Through these measures, the Company
reported no occupational health risks and no incidents.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Safety Emergency Response Emergency Response Team
Orinko has established an integrated safety emergency response system characterized by "centralized Orinko strengthens the professional development of its emergency response team by organizing employees to
command, tiered response, coordinated actions across all sites, and rapid handling." The Company continu- participate in specialized emergency rescue training and certification programs. The Company has built an
ously improves emergency response plans, ensures adequate emergency supplies, conducts regular internal emergency team with strong competencies in emergency preparedness, incident response, and
emergency drills, and strengthens team capability building, thereby enhancing its ability to respond to cross-functional coordination, ensuring immediate response and timely handling of emergencies, and establish-
unexpected safety incidents and safeguarding employees' lives and corporate assets. ing a rapid and efficient emergency response system.
Case Development of Scenario-based Emergency Drill System at Guangdong Factory
Coordinated
Centralized Tiered Rapid
actions
command response
across all sites
handling The Guangdong factory has innovated its emergency drill approach by conducting scenario-based fire
evacuation and hazardous chemical leakage exercises, and implementing a "two-person supervision"
emergency mechanism for high-risk operations. The Company also plans to introduce unannounced
drills to strengthen employees' instinctive response capabilities and build an emergency system that
integrates routine operations with emergency readiness, ensuring rapid and efficient response.
Emergency Response System Emergency Drills
Orinko has developed specialized emergency
Orinko conducts regular emergency drills with full
response plans for work safety incidents,
employee coverage and scenario-based practical
occupational disease hazards, and sudden
exercises. The drills address high-frequency risk
environmental events, all of which have been duly
scenarios such as fire evacuation, hazardous
filed with relevant government authorities. Each
chemical leakage, heatstroke, and acute
production base has established dedicated
poisoning. Through these exercises, the Company
emergency command teams with clearly defined
continuously optimizes emergency response
responsibilities and response procedures. In
procedures and enhances employees' emergency
addition, the Company provides standardized
response capabilities. After each drill, a compre-
emergency resources, including first-aid equip-
hensive review and assessment are conducted to
ment, fire-fighting facilities, and emergency rescue
facilitate continuous improvement of emergency
supplies. These resources are subject to regular
response plans and handling measures, thereby
inspection and maintenance to ensure readiness at
promoting the transformation of emergency
all times and the efficient operation of the
management from procedural execution to
emergency response system.
practical, scenario-based response.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Management
Protection of Employee Rights and Interests
Human Resources Management
Employee Communication
Employee Development and Training System
Employee Promotion and Career Development
Employee Care and Public Welfare Initiatives
Orinko adheres to a people-oriented philosophy and regards talent as the core driving force behind
the Company's sustainable development. By deeply integrating ESG principles into the entire human
resource management process, the Company has established a full life-cycle management system
covering employee rights and interests protection, talent acquisition, compensation and benefits,
employee communication and engagement, training and development, career development,
employee care, and public welfare and charitable initiatives. Through these efforts, Orinko safe-
guards employees' legitimate rights and interests, empowers employee growth and development,
fulfills its corporate social responsibilities, and promotes mutually beneficial development between
the Company and its employees, as well as between the Company and society.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Protection of Employee Rights
and Interests
Labor Management
Orinko strictly complies with the Labor Law of the People's Republic of China, the Labor Contract Law
of the People's Republic of China, and other applicable laws and regulations. The Company enters
into labor contracts with employees, makes social insurance and housing provident contributions in a
timely manner, and ensures that wages are paid in full and on schedule. The Company places strong
emphasis on the protection of minors and strictly prohibits the employment of child labor. Orinko
also respects employees' freedom of association and supports their lawful right to organize and join
labor unions and other social organizations. In recruitment, hiring, and promotion practices, the
Company does not discriminate against employees on the basis of race, gender, age, religion, ethnic
origin, disability, household registration status, or other protected characteristics, ensuring that all
employees enjoy fair and equal opportunities. In addition, Orinko reasonably arranges working hours
to safeguard employees' legitimate rights and interests.
Employee Safety and Labor Protection
Respecting and caring for every employee, Orinko refines the implementation of labor laws and
regulations through detailed internal regulations and disciplines to ensure standardized manage-
ment. The Company continuously improves its work safety systems and operating procedures, and
regularly organizes safety training and education activities to enhance employees' safety awareness
and emergency response capabilities. In addition, Orinko actively carries out a variety of safety
initiatives, including "Work Safety Month" themed activities, fire drills, and safety performance
assessments, to strengthen employees' safety awareness and accident prevention capabilities.
Meanwhile, the Company strictly complies with laws and regulations related to occupational health
and has established detailed occupational health management systems. Orinko provides employees
with free occupational health examinations, equips them with necessary personal protective
equipment, and installs warning signs in workplaces to safeguard employees' health and safety.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Human Resources Management
Talent Acquisition and Team Building
Orinko consistently places talent at the core of its corporate strategy and systematically advances the development of
a talent acquisition and management system closely aligned with its global business expansion. The Company is
committed to building a diverse, high-caliber, and internationally oriented workforce. By establishing an international,
professional, and digital talent supply chain, Orinko not only supports its own sustainable development but also
actively fulfills its broader responsibilities to employees, the industry, and society.
Orinko has established a standardized global talent acquisition process and a
Orinko actively implements a talent localization strategy in key overseas
competency center. By systematically defining talent profiles for key positions,
markets. Talent acquisition is closely aligned with local business needs, with
optimizing interview assessment tools, and strengthening continuous training
priority given to professionals who are familiar with local culture, market, and
and certification for global talent acquisition professionals, the Company
regulatory environments. During the Reporting Period, the Company achieved
ensures consistent quality and candidate experience in talent acquisition. At
talent localization in the United States, Mexico, Indonesia, Thailand, Japan, and
the same time, Orinko actively disseminates and shares mature talent
South Korea.
selection and management practices both within and outside the Group.
In regular recruitment, Orinko maintains long-term investment in talent
development. Through diversified and structured campus recruitment pro- Orinko actively explores the application of AI tools in talent acquisition. The
grams for management trainees and specialized graduates, the Company Company leverages AI in scenarios such as campus recruitment and blue-col-
provides young talents with systematic career development pathways and lar recruitment to conduct preliminary resume screening, intelligent matching,
actively fulfills its social responsibility to cultivate future industry leaders. For key and interview scheduling, significantly improving processing efficiency. At the
business areas, dedicated teams conduct ongoing talent mapping and same time, Orinko continues to optimize the end-to-end recruitment process
benchmarking analyses to precisely identify high-caliber professionals, thereby from demand identification to onboarding integration, with the aim of
ensuring the continuous strengthening of core competitiveness. The Company shortening the recruitment cycle, enhancing candidate experience, and
also dynamically monitors industry talent trends and compensation bench- reducing resource consumption during the process. These efforts achieve a
marks, providing data-driven support for the formulation of responsible and balance between higher efficiency and improved experience, while also
competitive employment policies, and safeguarding fairness and forward-look- reflecting the Company's commitment to sustainable operational practices.
ing practices in talent attraction and retention.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Compensation, Benefits and Incentives Compensation Management Principles
Orinko has established a fair and market-competitive compensation, benefits, and incentive Strategic alignment
system that balances internal equity with external competitiveness. Guided by the principle of
Compensation aligns with the Company's overall strategy, with a focus on rewarding strategic talents.
shared value, the Company fully motivates employees' engagement and sense of belonging,
fostering mutual growth between employees and the organization while enabling shared
Relative fairness
access to development outcomes.
Salaries are determined based on job value to reflect internal equity, while also benchmarking against the
market to ensure competitiveness for key talents.
Performance-oriented
Adjustments to base pay and distribution of variable pay are tied to performance, ensuring that dedicated
employees are fairly rewarded.
Compensation Structure Benefit sharing
Employee compensation primarily consists of: fixed salary, welfare subsidies, short-term Employee income is linked to the Company's business performance—the better the Company performs, the
incentive bonuses, and long-term incentive bonuses (such as equity). Employee benefits mainly more employees share in its success.
include: social insurance (including pension, medical, unemployment, work-related injury, and
maternity insurance) and housing provident fund, meal subsidies, holiday gifts, regular
team-building activities, annual physical examinations, company dormitories, and commuter
shuttles.
Short-term incentives Medium- to long-term incentives
Monthly performance bonuses, pro-
cess-based incentives, recognition awards, Equity incentives, among others.
commissions, and annual performance
bonuses, etc.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Employee Communication Offline Channels
Regular meetings
Employee communication is a key component of effective internal communication
within Orinko. It involves conveying information to employees, establishing Including team meetings, weekly, monthly, biannual and annual
communication channels, identifying issues, and finding solutions. Effective meetings, employee forums, dormitory visits, and interdepart-
employee communication supports the Company's sustainable development, mental exchange sessions, which provide opportunities for
drives internal collaboration, serves as a critical mechanism for problem-solving, face-to-face communication among employees, between
and acts as an important bridge for employee engagement and feedback. staff and management, and across departments.
Employee communication channels within the Company mainly fall into two
categories: Performance reviews
Held at least once every quarter to guide employees to
Online Channels improve their work performance and advance their personal
development.
Employee satisfaction surveys
OA office system Feishu
Carried out annually through questionnaires to gather
Allows employees to access official comprehensive feedback on work, life, company policies,
Enables seamless information
documents and send internal interpersonal relationships, employee growth, and corporate
exchange among all employees.
emails. development.
Rationalization proposal initiatives
Chairman's mailbox Employee suggestion box
Regularly organized to reduce costs and improve efficiency,
Allows all employees to offer Provides an anonymous feedback thereby lowering manufacturing and management expenses.
suggestions, report misconduct, or channel to encourage employees to These initiatives fully leverage the collective wisdom of all
submit complaints directly. raise issues and offer suggestions. employees to enhance the Company's overall economic
performance.
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Employee Development and Next-Generation Talent Development: Orinko Star Training Camp
Training System To continuously strengthen its talent pipeline, the Company further upgraded the "Orinko Star Training Camp" in 2025. Designed
for newly recruited graduates, the program adopted a "business-oriented and practice-integrated" approach, establishing a
Talent is the core driver of Orinko's sustainable development and a key foundation for dual-driven development framework focused on both cultural alignment and business understanding. The program continued
achieving environmental, social, and governance (ESG) objectives. Guided by its strategic its three-in-one mentorship model, systematically enhancing participants' multi-dimensional capabilities through cross-site
priorities, the Company further strengthened its multi-dimensional talent development practical assignments, rotational internships, and periodic review sessions. The Company further strengthened process
system in 2025, promoting coordinated growth of organizational capabilities and employ- management by establishing dedicated talent profiles for participants and implementing standardized evaluations together
ee value, and building a solid talent pipeline to support its long-term high-quality with a dynamic entry-and-exit mechanism. These efforts support a more structured and transparent development process
development. while strengthening the Company's pipeline of high-quality, high-potential talent.
Talent Development System
Customized training
Orinko places its tiered and segmented training system sessions
at the core of talent development, integrating diverse
online and offline learning scenarios. During the 700 +
Reporting Period, the Company conducted over 700
customized training sessions, achieving 100% employee
coverage, with an average of 14.7 training hours per
Employee training
employee. In total, these initiatives supported capability coverage rate
enhancement for more than 12,000 participants. Building
on this broad coverage, Orinko launched the "Leadership
Program" during the year and systematically upgraded
the "Orinko Star Training Camp," precisely supporting
talent development for emerging professionals while
enhancing leadership capabilities of mid- and Average training hours
per employee
senior-level managers. These efforts have progressively
built a talent pyramid that supports the effective
execution of the Company's strategy. 14.7
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 84
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Training Curriculum System Executive Leadership Development:
Leadership Program
In 2025, Orinko established a training curriculum system
centered on five dimensions: professional capabilities, As an annual key initiative for management empowerment and
organizational capabilities, leadership, digitalization, and innovation, the "Leadership Program" focuses on enhancing senior
globalization. The system covers full career-cycle scenarios executives' business acumen and managerial capabilities.
ranging from new employees to managers and from Centered on core themes such as strategy decoding, transforma-
domestic to overseas operations. In terms of professional tion initiatives, executive development, and non-HR-related
empowerment, the Company systematically conducted management topics, the program adopts formats including
onboarding training for new and overseas employees, while management seminars, hands-on workshops, and benchmarking
also developing specialized capability-building programs in visits. These initiatives systematically strengthen the strategic
key areas such as customer interface, product interface, the vision and execution capabilities of the executive team, providing
comprehensive quality management system, and lean core leadership support for the Company to navigate complex
manufacturing. These initiatives ensure close alignment environments and drive continuous transformation.
between talent capabilities and business needs. At the same
time, Orinko continued to strengthen resource development
by uploading a total of 210 internal training courses during the
year, including scenario-based videos, systematic course
materials, and practical case studies. This has laid the
External Resource Integration
foundation for a reusable and easily accessible organizational
The Company continues to upgrade external training from
knowledge asset system, supporting continuous learning and
knowledge transfer to value-driven capability enhancement. On
self-driven development.
the one hand, industry experts are engaged to empower the
marketing system (OTC and MCR processes) and manufacturing
system (lean improvement and OBS system), directly supporting
Internal training courses uploaded
during the year business breakthroughs and benchmark factory development. On
the other hand, senior executives are organized to participate in
specialized programs on strategic planning, digital transformation,
and industry benchmarking, continuously enhancing their business
mindset and strategic insight.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 85
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Employee Promotion and Job Qualification Framework Development
Career Development
Strategic and business-oriented Multi-track career development-oriented
Employee Promotion Rooted in corporate strategy and planning, Establishes five career tracks—management, sales, technical, functional, and
and designed to support the achievement of operational. Employees may choose their career path based on individual
To align with its strategic priorities—customer first, product leadership, lean-driven
strategic objectives. positioning, and cross-track mobility is supported where appropriate.
operations, and global expansion—and corresponding capability requirements,
Orinko implements employee promotion that aims to better attract, motivate, and
retain high-caliber talent, following the principles of objective assessment, Capability and contribution-oriented Dynamic management-oriented
step-by-step promotion, and dynamic talent management. Adhering to the
principles of openness, fairness, and impartiality, Orinko conducts comprehensive Focuses on both professional competencies Qualification standards are regularly reviewed and updated, with
evaluations of employees' job competencies. As a general rule, promotions are and value contribution. continuous optimization of the management system.
carried out on a step-by-step basis; however, employees with significant achieve-
ments and outstanding performance may be granted exceptional promotion
opportunities. The Company also implements dynamic talent management that
supports merit-based upward and downward mobility, along with flexible recruit-
ment and exit mechanisms.
Career Development Pathways
Orinko places strong emphasis on employee career development and has estab-
lished a multi-path promotion mechanism covering management, sales, technical,
and operational tracks. The Company has developed a structured and standardized
job qualification management system that clearly defines career development
pathways and criteria for employees. Based on talent reviews, Orinko builds a
structured talent pipeline and continuously improves job rotation and internal
mobility mechanisms to effectively stimulate talent vitality and promote capability
enhancement and optimal talent allocation. Through these efforts, employee career
development is closely integrated into the Company's governance framework,
supporting the upgrading of organizational capabilities.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 86
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Employee Care and Public
Welfare Initiatives In terms of living and office support facilities, the Company continues to enhance its
physical infrastructure.
Employee Care Employee dormitories Employee canteens
Orinko has built a comprehensive, people-centered and vibrant employee care system that enhances employ-
The Company has advanced dormitory The Company continues to optimize menu
ees' sense of belonging and well-being.
renovation and upgrading, and improved variety and improve meal quality, ensuring
In terms of holiday engagement, the Company organizes a variety of themed activities during traditional supporting facilities, creating a comfortable food hygiene, safety, nutrition, and health
festivals and statutory holidays, including the Lantern Festival, International Women's Day, Mother's Day, and livable accommodation environment. for employees.
Father's Day, the Mid-Autumn Festival, and National Day, while also providing dedicated employee benefits. In
addition, annual summer team-building trips are arranged to strengthen team cohesion. Commuting services
Dedicated employee shuttle buses are provided to address long-distance commuting challeng-
es, significantly improving commuting convenience.
Office environment
The Company has completed the renovation and redesign of office buildings, creating a
comfortable, elegant, and modern workspace.
To enrich employees' cultural and recreational life, Orinko has developed sports and recreational facilities,
including basketball courts, badminton courts, and fitness centers. It regularly organizes employee skills competi-
tions and sports events such as tug-of-war, basketball, badminton, and shuttlecock kicking. These activities
enhance employees' overall competencies through competitive engagement and strengthen teamwork and
collaboration. In addition, the Company conducts diverse and flexible skills competitions and technological
innovation activities from time to time, which not only foster employees' professionalism and dedication, but also
enhance their sense of ownership. These initiatives fully stimulate innovative thinking as well as work initiative and
enthusiasm.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 87
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Public Welfare and Charity
Orinko consistently adheres to the principle of "developing the enterprise and giving back to society," and actively engages in public welfare and philanthropic initiatives, fulfilling its corporate social responsibility through concrete
actions. In 2025, the Company carried out two key charitable programs—elderly care support and education assistance— conveying corporate warmth and positive social values.
On October 28, 2025, Orinko, in collaboration with the Cultural Station of Fengle Town, Feixi County, On November 19, 2025, a delegation from
carried out an elderly care initiative at the Xincang Nursing Service Center to celebrate the Double Ninth Orinko's Party Branch visited Jiuzishan Public
Festival. The Company delivered warm supplies including scarves, gloves, hats, thermos flasks, and School in Qingyang County, Chizhou City, to
towels to 115 elderly residents. Volunteers provided attentive companionship and care to seniors with carry out an education support initiative. The
limited mobility. A cultural performance was held on-site as part of the festival visit, offering festive Company provided scholarships to students in
greetings and entertainment. Through these actions, the Company actively promoted the traditional need. Company representatives encouraged
Chinese virtues of respecting and caring for the elderly, while demonstrating its commitment to the students to stay committed, work diligently,
corporate social responsibility. and pursue personal growth, emphasizing that
knowledge and perseverance pave the way to a
better future. The school expressed sincere
gratitude for Orinko's charitable support.
Through this initiative, the Company helped
students pursue their dreams and contributed
to the development of local education through
concrete actions.
Looking ahead, Orinko will continue to deepen its engagement in public welfare initiatives and
expand the forms of its philanthropic practices. Through diversified actions such as education
support, elderly care, and rural revitalization, the Company will give back to society and demonstrate
its identity as a responsible corporate citizen.
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 88
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Primary indicator Secondary indicator Unit 2024 2025
Appendix Confirmed corruption incidents incident 0 0
Unfair competition and antitrust incidents incident 0 0
Anti-corruption training sessions times 1 1
Key ESG Data Business
Coverage rate of anti-corruption training for directors,
ethics supervisors, and senior management % 100 100
Proportion of management receiving anti-bribery and
anti-corruption training % 100 100
Completion rate of anti-fraud system development % 100 100
Accessibility rate of whistleblowing channels % 100 100
Corporate Governance Performance
Cumulative patent applications item 906 1181
Primary indicator Secondary indicator Unit 2024 2025 Cumulative invention patent applications item 840 976
Number of shareholders' meetings held times 4 2 Cumulative utility model patent applications item 66 196
Number of board meetings held times 9 11 Cumulative design patent applications item 0 9
Corporate
Number of resolutions reviewed at shareholders' meetings item 23 13 Cumulative patents granted item 274 314
governance
for listed
Number of resolutions reviewed at board meetings item 48 42 Cumulative invention patents granted item 220 253
companies
Number of Strategic Development and ESG Committee times - 2 Cumulative utility model patents granted item 54 61
meetings held
Proportion of independent directors % 42.86 42.86 Patent applications during the Reporting Period item 138 275
Intellectual
Proportion of female directors % 14.29 14.29 property Invention patent applications during the Reporting Period item 129 136
management
Number of information disclosure documents count 80 86 Utility model patent applications during the Reporting Period item 9 130
Information
disclosure No violations in information disclosure Yes/No Yes Yes Design patent applications during the Reporting Period item 0 9
Anti-unfair Anti-unfair competition-related lawsuits/penalties case 0 0 Patents granted during the Reporting Period item 31 40
competition
Customer privacy complaints case 0 0 Invention patents granted during the Reporting Period item 31 33
Information
security
Data breach/loss incidents incident 0 0 Utility model patents granted during the Reporting Period item 0 7
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 89
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Environmental Performance
Primary indicator Secondary indicator Unit 2024 2025 Primary indicator Secondary indicator Unit 2024 2025
Scope 1 GHG emissions tCO₂e 1087.23 4446.80 Pollutant Wastewater discharge compliance rate % 100 100
emissions
Scope 2 GHG emissions (location-based) tCO₂e 110959.35 127637.29 management Air emissions compliance rate % 100 100
Scope 2 GHG emissions (market-based) tCO₂e - 123720.38 Total waste generation ton 3131.44 2585.62
Carbon
emissions Scope 3 GHG emissions tCO₂e 1343568.39 1412979.77 Total hazardous waste generation ton 274.86 312.58
management Waste
management
Total GHG emissions (Scope 1 + Scope 2 + Scope 3) tCO₂e 1455614.97 1541146.96 Total non-hazardous waste generation ton 2856.59 2273.04
Carbon emissions intensity per unit of revenue
(operations) tCO₂e/RMB10,000 0.18 0.20 Hazardous waste compliant disposal rate % 100 100
Carbon emissions intensity per unit of revenue
(value chain) tCO₂e/RMB10,000 2.39 2.37
Green product Number of recycled material product certifications item 179 182
Green factory Number of green factory certifications count 2 4
Total investment in environmental protection RMB10,000 2025 1380
Environmental
management
Environmental non-compliance/penalty incidents incident 0 0
Social Performance
Carbon emissions intensity per unit of revenue
% 100 100
(value chain)
Purchased electricity consumption MWh 204623.53 230847.52 Primary indicator Secondary indicator Unit 2024 2025
Protection of Labor contract signing rate % 100 100
Self-generated electricity consumption (rooftop PV) MWh 17289.57 21365.64 employee
rights and
interests Social insurance coverage rate % 100 100
Total electricity consumption MWh 221913.10 252213.16
Energy
management Number of work-related fatalities and serious injuries person 0 0
Steam consumption ton - 15837.00
Occupational disease incidence rate % 0 0
Diesel consumption ton 0 0
Employee Occupational health examination coverage rate % 100 100
Natural gas consumption m? 448848.88 1839366.00 health and
safety
Share of renewable electricity use (including rooftop Work safety training coverage rate % 100 100
% 7.8 11.40
PV and renewable energy certificates)
Hazard rectification rate % 100 100
Water Total water withdrawal ton 558300 475222
resource
management Facility and equipment maintenance rate % 100 100
Water consumption per unit of revenue ton/RMB10,000 0.92 0.73
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 90
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Primary indicator Secondary indicator Unit 2024 2025 Primary indicator Secondary indicator Unit 2024 2025
Total number of employees person 2279 2206 Total training hours for employees hour 8535 9400
By gender - Male employees person 1866 1815 Total number of training sessions for employees times 800 710
By gender - Female employees person 413 391
Average training hours per employee hour 9.5 14.7
By age group - Employees aged 50 and above person 224 232
Average safety training hours per employee hour 40 45
By age group - Employees aged 40–50 (exclusive) person 402 389
Average training hours per new employee hour 10 10
By age group - Employees aged 30–40 (exclusive) person 823 869 Employee
training Coverage rate of new employee training % 100 100
By age group - Employees under 30 (exclusive) person 830 716
Employee training coverage rate % 100 100
Employment By education level - Doctoral degree person 22 24
management
Annual training expenditure RMB10,000 450.1 529.3
By education level - Master's degree person 201 193
Number of internal trainers certified person 55 50
By education level - Bachelor's degree and below person 2056 1989
Coverage rate of campus recruits development programs % 100 100
By function - R&D and technical personnel person 566 583
Percentage of employees receiving regular performance and
By function - Production and manufacturing personnel person 1129 1100 % 100 100
career development reviews
By function - Sales personnel person 236 211 Total number of suppliers count 484 539
By function - Management personnel person 348 312 Number of domestic suppliers count 474 529
Employees with disabilities person 5 5 Number of overseas suppliers count 10 10
Proportion of employees with disabilities % 0.2 0.2 Number of newly added suppliers during the Reporting Period count 71 55
Major product quality incidents incident 0 0
Number of suppliers removed during the Reporting Period count 0 1
Product Product traceability coverage rate % 98 100 Supply
quality and Number of supplier audits conducted during the Reporting Period times 35 28
chain
safety management
Customer complaint resolution rate % 100 100
Proportion of suppliers signing the integrity agreement % 95 95
Customer satisfaction % 97.0 95.6
Proportion of newly onboarded suppliers screened using
% 100 100
environmental standards
R&D personnel person 566 583
Number of suppliers identified with significant negative count
Proportion of R&D personnel % 24.84 26.43 environmental/social impacts 0 0
Innovation-
driven R&D investment RMB10,000 27511.99 30588.51
R&D investment as a percentage of revenue % 4.52 4.71
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 91
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Index of Reporting Indicators Guidelines No. 14 of Shanghai Stock Exchange for Self-Regulation of Listed Companies—Sustainability Report (Trial)
Dimension Topic Article Corresponding Sections of This Report
Climate change tackling Article 21-28 Low-Carbon Transition – Carbon Neutrality Strategic Actions / Low-Carbon Transition – Response to Climate Change
Pollutant discharge Article 30 Environmental Management – Pollution and Emissions Management
Waste disposal Article 31 Environmental Management – Pollution and Emissions Management
Ecosystem and biodiversity protection Article 32 Environmental Management – Ecological Protection and Biodiversity
Environ-
mental Environmental compliance management Article 33 Environmental Management – Environmental Management
Energy usage Article 35 Environmental Management – Energy Management
Usage of water resources Article 36 Environmental Management – Water Resource Management
Feature: Recycling for a Better Shared Future / Low-Carbon Transition – Circular Development / Green and Innovation-Oriented
Circular economy Article 37
Development – Green Products and Solutions
Rural revitalization Article 39 Human Resources Management – Employee Care and Public Welfare Initiatives
Contributions to the society Article 40 Human Resources Management – Employee Care and Public Welfare Initiatives
Innovation-driven Article 42 Green and Innovation-Oriented Development – R&D Innovation / Green and Innovation-Oriented Development – Green Products and Solutions
During the Reporting Period, the Company's business did not involve technology fields such as genetics or artificial intelligence ethics,
Ethics of science and technology Article 43
nor did its operations involve activities related to ethics of science and technology.
Social Supply chain security Article 45 Industrial Co-construction – Supply Chain Management
Equal treatment to small and medium-sized During the Reporting Period, the Company had no overdue payments to SMEs, and there were no accounts payable (including notes
Article 46 payable) balances exceeding RMB30 billion or accounting for more than 50% of total assets as of the end of the Reporting Period.
enterprises
Safety and quality of products and services Article 47 Industrial Co-construction – Product Quality and Safety
Data security and customer privacy protection Article 48 Corporate Governance – Information Security
Human Resources Management – Sections from "Protection of Employee Rights and Interests" to "Employee Care and Public Welfare
Employees Article 50 Initiatives" / Work Safety Management – Sections from "Work Safety Management" to "Safety Emergency Response"
Due diligence Article 52 Industrial Co-construction – Supply Chain Management / Corporate Governance – Internal Audit
Communications with stakeholders Article 53 Sustainable Development Management – Communication with Stakeholders
Governance
Anti-commercial bribery and anti-corruption Article 55 Corporate Governance – Business Ethics
Anti- unfair competition Article 56 Corporate Governance – Business Ethics
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 92
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Chapter Section GRI Standards ESRS Standards
GRI 2-1 Organizational details
ESRS 2 BP-1 Basis for preparation
About the Report About the Report GRI 2-2 Entities included in the organization’s sustainability reporting
ESRS 2 BP-2 Reporting boundary
GRI 2-3 Reporting period, frequency and contact point
Message from GRI 2-22 Statement on sustainable development strategy ESRS 2 GOV-1 Governance, risk
Message from Chairperson
Chairperson GRI 2-23 Policy commitments management and control
GRI 301-3 Reclaimed products and their packaging materials
Feature: Recycling for a Better Shared Future — Orinko's ESRS E5-1 Resource inflows and outflows
Feature GRI 306-2 Management of significant waste-related impacts
PCR Material-based Circular Economy Business ESRS E5-5 Circular design of products
GRI 306-4 Waste diverted from disposal
Company Profile GRI 2-1 Organizational details /
Corporate Culture GRI 2-6 Activities, value chain and other business relationships /
Development Course GRI 2-23 Policy commitments /
About Orinko
Business Layout GRI 2-24 Embedding policy commitments /
Globalized Services GRI 2-1 Organizational details /
Honors and Awards in 2025 / /
GRI 2-22 Statement on sustainable development strategy ESRS 2 GOV-1 Governance, risk management and control
ESG Strategy
GRI 2-23 Policy commitments ESRS 2 SBM-1 Strategy, business model and value chain
Sustainable
Development
GRI 2-9 Governance structure and composition
Management
GRI 2-12 Role of the highest governance body in overseeing the
ESG Governance ESRS 2 GOV-1 Governance, risk management and control
management of impacts
GRI 2-13 Delegation of responsibility for managing impacts
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 93
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Chapter Section GRI Standards ESRS Standards
Communication with Stakeholders GRI 2-29 Approach to stakeholder engagement ESRS 2 SBM-2 Stakeholder engagement
Sustainable
Development GRI 3-1 Process to determine the material topics ESRS 2 IRO-1 The processes to assess impacts,
Evaluation of Materiality Issues
Management GRI 3-2 List of material topics risks and opportunities
GRI 203-1 Infrastructure investments and services supported
R&D Innovation ESRS E1-5 Energy efficiency and renewable energy
GRI 305-5 Reduction of GHG emissions
GRI 301-1 Materials used by weight or volume ESRS E1-5 Energy efficiency and renewable energy
Green and Green Products and Solutions GRI 301-2 Recycled input materials used ESRS E5-5 Circular design of products
Innovation-Oriented GRI 305-5 Reduction of GHG emissions
Development
Intellectual Property Protection / ESRS G1-4 Intellectual property protection
GRI 416-1 Assessment of the health and safety impacts of product and ESRS S4-1 Management of impacts on consumers and
Carbon Neutrality Strategic Actions service categories end-users
GRI 417-1 Requirements for product and service information and labeling ESRS S4-2 Material impacts on consumers and end-users
GRI 2-6 Activities, value chain and other business relationships
GRI 308-1 New suppliers that were screened using environmental criteria ESRS S2-1 Management of impacts on workers in
Industrial Response to Climate Change
GRI 414-1 New suppliers that were screened using social criteria the value chain
Co-construction
GRI 417-2 Incidents of non-compliance concerning product and service
ESRS S4-1 Management of impacts on consumers and
Circular Development information and labeling
end-users
GRI 418-1 Substantiated complaints concerning breaches of customer
ESRS S4-2 Material impacts on consumers and end-users
privacy and losses of customer data
GRI 2-9 Governance structure and composition
GRI 2-12 Role of the highest governance body in overseeing the
ESRS 2 GOV-1 Governance, risk management
Governance System of the Listed Company management of impacts
and control
GRI 2-13 Delegation of responsibility for managing impacts
GRI 2-27 Compliance with laws and regulations
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Chapter Section GRI Standards ESRS Standards
GRI 2-12 Role of the highest governance body in overseeing the
ESRS 2 GOV-1 Governance, risk management
Internal Audit management of impacts
and control
GRI 2-13 Delegation of responsibility for managing impacts
GRI 205-1 Operations assessed for risks related to corruption
Corporate ESRS G1-1 Business conduct policies
Business Ethics GRI 205-2 Communication and training about anti-corruption policies
Governance ESRS G1-3 Corruption and bribery
and procedures
GRI 418-1 Substantiated complaints concerning breaches of customer ESRS S4-3 Privacy protection of consumers and
Information Security
privacy and losses of customer data end-users
Digital Construction / /
GRI 201-2 Financial implications and other risks and opportunities
due to climate change ESRS E1-1 Transition plan
GRI 302-1 Energy consumption within the organization ESRS E1-2 Climate change policies
GRI 305-1 Direct (Scope 1) GHG emissions ESRS E1-3 Climate action targets
Carbon Neutrality Strategic
GRI 305-2 Energy indirect (Scope 2) GHG emissions ESRS E1-5 Emissions reduction across own operations
GRI 305-4 GHG emissions intensity and the value chain
Low-Carbon GRI 305-5 Reduction of GHG emissions ESRS E1-9 GHG emissions
Transition
GRI 201-2 Financial implications and other risks and opportunities ESRS E1-1 Transition plan
Actions due to climate change ESRS E1-2 Climate change policies
GRI 305-1 Direct (Scope 1) GHG emissions ESRS E1-3 Climate action targets
GRI 305-2 Energy indirect (Scope 2) GHG emissions ESRS E1-9 GHG emissions
GRI 301-3 Reclaimed products and their packaging materials
ESRS E5-1 Resource inflows and outflows
Response to Climate Change Circular Development GRI 306-2 Management of significant waste-related impacts
ESRS E5-5 Circular design of products
GRI 306-4 Waste diverted from disposal
GRI 306-1 Waste generation and significant waste-related impacts ESRS E2-2 Pollution management
Environmental Management
GRI 307-1 Non-compliance with environmental laws and regulations ESRS E2-3 Targets related to pollution
About the Message from Feature About Orinko Sustainable Development Green and Innovation- Industrial Corporate Low-Carbon Environmental Work Safety Human Resources Appendix 95
Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Chapter Section GRI Standards ESRS Standards
GRI 302-1 Energy consumption within the organization
Energy Management GRI 302-3 Energy intensity ESRS E1-5 Energy efficiency and renewable energy
GRI 302-4 Reduction of energy consumption
GRI 303-1 Interactions with water as a shared resource
ESRS E3-1 Policies related to water
GRI 303-2 Management of water discharge-related impacts
Water Resource Management ESRS E3-2 Management of water resources
GRI 303-3 Water withdrawal
ESRS E3-4 Water consumption
GRI 303-4 Water discharge
Environmental GRI 305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other
Management significant air emissions ESRS E2-2 Pollution management
Pollution and Emissions Management
GRI 306-2 Management of significant waste-related impacts ESRS E2-3 Targets related to pollution
GRI 306-3 Waste generated
GRI 304-1 Operational sites owned, leased, managed in, or adjacent to
Ecological Protection and Biodiversity protected areas and areas of high biodiversity value outside protected areas ESRS E4-1 Policies related to biodiversity
GRI 304-2 Significant impacts of activities, products, and services on ESRS E4-2 Biodiversity management
biodiversity ESRS E4-4 Impacts on biodiversity
GRI 304-3 Habitats protected or restored
GRI 403-1 Occupational health and safety management system
GRI 403-2 Hazard identification, risk assessment, and incident investigation ESRS S1-14 Health and safety
Work Safety Management
GRI 403-5 Worker training on occupational health and safety ESRS S1-15 Work-related injuries
GRI 403-9 Work-related injuries
Dual Prevention Mechanism GRI 403-2 Hazard identification, risk assessment, and incident investigation ESRS S1-15 Work-related injuries
Work Safety
Management
GRI 403-3 Occupational health services ESRS S1-14 Health and safety
Occupational Health and Safety
GRI 403-5 Worker training on occupational health and safety ESRS S1-15 Work-related injuries
GRI 403-2 Hazard identification, risk assessment, and incident investigation
Safety Emergency Response ESRS S1-15 Work-related injuries
GRI 403-9 Work-related injuries
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Report Chairperson Management Oriented Development Co-construction Governance Transition Management Management Management
Chapter Section GRI Standards ESRS Standards
GRI 401-2 Benefits provided to full-time employees that are not
provided to temporary or part-time employees ESRS S1-1 Policies related to own workforce
Protection of Employee Rights and Interests
GRI 405-1 Diversity of governance bodies and employees ESRS S1-4 Non-discrimination and equal opportunities
GRI 406-1 Incidents of discrimination and corrective actions taken
GRI 401-2 Benefits provided to full-time employees that are not
Human Resources Management provided to temporary or part-time employees ESRS S1-1 Policies related to own workforce
GRI 405-1 Diversity of governance bodies and employees
Human
Resources Employee Communication GRI 2-29 Approach to stakeholder engagement /
Management
Employee Development and Training System GRI 404-1 Average hours of training per year per employee ESRS S1-13 Skills development
GRI 404-2 Programs for upgrading employee skills and transition
Employee Promotion and Career Development ESRS S1-13 Skills development
assistance programs
GRI 413-1 Operations with local community engagement, impact ESRS S3-1 Management of impacts on local communities
Employee Care and Public Welfare Initiatives
assessments, and development programs ESRS S3-2 Material impacts on local communities
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