Environmental
Social and Governance (ESG) Report
Wuxi Autowell Technology Co., Ltd
CONTENTS Wuxi Autowell Technology Co., Ltd
Environment Society Governance
Prelude 28 Environmental Compliance Management 52 Occupational Health and Safety 105 Internal Control and Risk Management
Notes on the Report 1 32 Resource Utilization 66 Data Privacy Protection 117 Tax Management
Message from the Company 3 35 Green O?ce Initiatives 67 R&D Innovation
About Autowell 5 36 Ecological and Biodiversity Conservation 79 Ethics of Science and Technology
Materiality Assessment 12 79 Cooperation for Shared Success
Sustainability Governance 16 94 Social Contributions
ESG Data Table ??? Cross-Reference Index Table ???
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Notes on the Report
Reporting Period
This Report covers a period from January 1, 2025, to December 31, 2025. Certain statements may be beyond the aforesaid period to ensure the comparability of the Report.
Organizational Boundary
This Report centers on Autowell. Unless otherwise speci?ed, the scope of the Report is consistent with that of the Company’s annual report.
Report Release
This is the 3rd Environmental, Social and Governance (ESG) Report published by Wuxi Autowell Technology Co., Ltd.
Principles for Preparation
This Report is prepared pursuant to the Rules Governing the Listing of Stocks on the STAR Market of the Shanghai Stock Exchange, the Guidelines No. 1 of the STAR Market of Shanghai Stock
Exchange for Self-regulation of Listed Companies—Standardized Operation, the Guidelines No. 14 of Shanghai Stock Exchange for Self-Regulation of Listed Companies—Sustainability Report
(Trial), the Guide No.13 for Self-Regulatory Supervision on Listed Companies of the SSE STAR Market—Compilation of Sustainable Development Reports, the Guidelines on Sustainability Reporting
for Chinese Enterprises (CASS-ESG 6.0 General Framework) issued by the China Academy of Social Sciences (CASS), and the United Nations' Sustainable Development Goals (SDGs).
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Terminology
For the convenience of expression and reading, the following terms and references are used in this Report:
Abbreviation Full name
ATW, Autowell, the Company, We, Our company Wuxi Autowell Technology Co., Ltd
ATW Intelligent Equipment Wuxi Autowell Intelligent Equipment Co., Ltd., a holding subsidiary of the Company
ATW Supply Chain Wuxi Autowell Supply Chain Management Co., Ltd., a wholly-owned subsidiary of the Company
SCEC Wuxi Songci Electromechanical Co., Ltd., a holding subsidiary of the Company
ATW Coshin Wuxi Autowell Coshin Semiconductor Technology Co., Ltd., a holding subsidiary of the Company
ATW XuRi Wuxi Autowell XuRi Technology Co., Ltd., a holding subsidiary of the Company
Leddo Technology Wuxi Leddo Technology Co., Ltd., a holding subsidiary of the Company
Zhiyuan Equipment Wuxi Autowell Zhiyuan Equipment Co., Ltd., a holding subsidiary of the Company
ATW Jiexin Wuxi Autowell Jiexin Technology Co., Ltd., a holding subsidiary of the Company
Polar PV Polar Photovoltaics Co., Ltd., a wholly-owned subsidiary of the Company
Wuxi Polar Wuxi Autowell Polar New Energy Co., Ltd., a holding subsidiary of the Company
Qinhuangdao Zhiyuan Qinhuangdao Autowell Zhiyuan Equipment Co., Ltd., a second-tier subsidiary controlled by the Company
AUTOWELL（JAPAN） AUTOWELL JAPAN Co., Ltd., a wholly-owned subsidiary of the Company
AUTOWELL (SINGAPORE) AUTOWELL (SINGAPORE) PTE. LTD., a wholly-owned subsidiary of the Company
AUTOWELL (MALAYSIA) AUTOWELL (MALAYSIA) SDN. BHD., a wholly-owned subsidiary of the Company
Wuxi Weint Data Technology Co., Ltd., formerly a related party of the Company, was acquired by the Company in March 2025, and is now a
Weint
holding subsidiary of the Company.
Information Sources
All qualitative and quantitative information in this Report is sourced from Autowell’s public information, internal documentation, and relevant statistical data.
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Message from the Company
In the context of profound adjustments in the global economic landscape and the accelerated energy revolution, ATW, as a leading player in the ?elds of photovoltaic,
lithium-ion battery/energy storage systems（ESS）,and semiconductor intelligent equipment, remains ?rmly committed to its mission of“Build Smart Factory with New
Technologies, Drive Global Intelligent Manufacturing”.We continue to embed sustainability deeply into both our strategic planning and day-to-day operations. In 2025,
we advanced our ESG practices with higher standards, striving to achieve synergy between commercial value and social value.
Staying committed to innovation-driven development and zero-carbon intelligent manufacturing
We continuously promote technological innovation, with a focus on core equipment such as MBB cell soldering stringer, ESS module/PACK production lines, semicon-
ductor assembly equipment, AOI machine for the optical communication industry, and photovoltaic/semiconductor monocrystal ingot pullers, achieving multiple tech-
nological breakthroughs to support the green upgrade of downstream industries. By the end of 2025, the products manufactured by our equipment had cumulatively
reduced carbon emissions by approximately 1.233 billion tonnes. We continuously promote the energy e?ciency upgrades of our production equipment by optimizing
energy consumption structures and increasing the proportion of renewable energy through measures such as photovoltaic power generation projects and green
electricity procurement. In 2025, we were awarded the title of“Zero Carbon Factory”by Wuxi City.
Collaborating across the value chain to build a sustainable ecosystem
We ?rmly practice partnership philosophy of“advancing hand in hand with customers and growing together with suppliers”,extending ESG standards throughout the
entire supply chain. By establishing a lifecycle-based supplier management framework and ESG empowerment system, we work closely with upstream and downstream
partners to enhance environmental performance and social responsibility, jointly fostering a competitive low-carbon industrial ecosystem.
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Message from the Company
Adopting a people-centered approach to unlock organizational potential
We regard talent as the primary resource for innovation, and continuously improve both our compensation and incentive mechanisms as well as dual career development
pathways. We have established long-term employee care programs covering all sta? members. We further optimize the employee welfare protection system, e?ectively
enhancing employees' sense of belonging and job satisfaction, ensuring that the results of development more fairly and accurately re?ect employees' value. In 2025, we were
awarded the title of“2025 China's Best Employer?Best Employer in Wuxi”(awarded by Zhaopin)
Ful?lling our responsibility to create shared social value
We uphold the guiding role of Party-building and integrate its values into our corporate development, fostering a culture of responsibility and integrity. We actively contribute
to rural revitalization and community development through diversi?ed public welfare initiatives, including educational support and community outreach programs, extend-
ing care and support to those in need.
Strengthening our governance system to build a solid foundation for development
With the governance principles of“openness, transparency, and integrity”in mind, we continuously optimize our Board-led ESG risk management framework based on the
“Three Lines of Defense”model, integrating sustainability-related risks into the strategic decision-making process. Through regular performance brie?ngs, diversi?ed investor
communication channels, and standardized information disclosure, we ensure equal access to information for all stakeholders and build long-term trust in the capital
markets through high standards of governance transparency.
Looking ahead to 2026, we will continue to drive technological transformation through innovation, empower the global energy transition
through green intelligent manufacturing, and work collaboratively with partners to write a new chapter in the high-quality development of the
new energy industry.
ABOUT AUTOWELL
Company Pro?le
Our Business
Corporate Culture
Milestones in 2025
Honors in 2025
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Company Pro?le
Wuxi Autowell Technology Co., Ltd. (Stock Code: 688516), founded in 2010, is a leading
enterprise in China’s high-end intelligent equipment sector, with a workforce exceeding
been recognized with multiple honors, including Jiangsu Province’s Small Giant Enter-
prise of Science and Technology, Potential Unicorn Enterprise in the Southern Jiangsu Chinese Name 无锡奥特维科技股份有限公司
Independent Innovation Demonstration Zone, and Wuxi Quasi-Unicorn Enterprise. Today,
we stand as a highly in?uential provider of intelligent equipment solutions in the photovol- English Name Wuxi Autowell Technology Co., Ltd.
taic (PV) new energy, lithium-ion battery energy storage, and semiconductor industries.
Date of IPO May 21, 2020
Through group-based strategy deployment, we have established a diversi?ed business
system, with over ten subsidiaries including ATW Intelligent Equipment, SCEC, ATW XuRi, Stock Exchange STAR Market
ATW Coshin, Leddo Technology, and Zhiyuan Equipment. We continue to expand our
global footprint, progressively building a future-oriented collaborative ecosystem that
spans the entire value chain of advanced manufacturing.
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Photovoltaic Field Lithium-ion battery/ESS Field Semiconductor Field
In the photovoltaic ?eld, with our technolog- In the lithium-ion battery/ESS sector, we have accurately In the semiconductor ?eld, we have focused on the
ical foresight, we have been the ?rst to grasped the development opportunities in the power and four key processes of dicing, die bonding, wire
achieve full equipment coverage across the energy storage battery industries, establishing a comprehen- bonding, and AOI in the assembly and test
four core stages of photovoltaic manufactur- sive product system for their collaborative development. Our segment, deeply engaging in core technology
ing—ingot, wafer, cell, and module—forming core o?erings include intelligent production lines for mod- research and product iteration. We have achieved
a well-established product matrix for intelli- ules/PACK assembly line and container assembly line, with steady breakthroughs in business growth, with
gent PV equipment. Our core products continued expansion upstream into cell manufacturing semiconductor orders growing by another 100% in
include monocrystal ingot pullers, processes. In recent years, we have continuously iterated and 2025. Bonders, our core products, have received
multi-busbar (MBB) stringers, and wafer innovated, successfully launching a series of core products repeated recognition from leading industry
inspection systems. With stable perfor- such as cell stacking and assembly lines, e?ectively promot- customers due to its strong technical capabilities,
mance and e?cient production capacity, we ing the upgrade of lithium-ion battery manufacturing continuously enhancing our technological in?u-
widely serve leading global photovoltaic towards greater e?ciency, intelligence, and reliability. At the ence. We have also achieved breakthroughs in
companies, maintaining a strong market same time, we have proactively advanced the development application scenarios, with AOI inspection equip-
share for our core products and becoming a of equipment for anode material preparation and key manu- ment for optical communication securing orders
key driver of intelligent upgrades in the facturing equipment for solid-state batteries, positioning from leading customers. Our semiconductor prod-
photovoltaic industry. ourselves at the forefront of next-generation battery technol- uct portfolio highlights our strong innovation capa-
ogies and supporting the high-quality development of the bilities and further enhances our competitiveness
lithium-ion battery industry. within the semiconductor equipment industry.
Moving forward, we will continue to drive innovation through technological advancement and connect industries through intelligent solutions, striving to deliver world-class high-
end intelligent manufacturing solutions that create greater value for customers and inject sustained momentum into industry development.
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Our Business
As a renowned intelligent equipment manufacturer in the PV, lithium-ion battery/ESS and semiconductor sectors, ATW’s product portfolio serves the four major segments of
the PV industry chain: ingot, wafer, cell and module.
Photovoltaic Business
Lithium Battery/ESS Business Cover the four major sectors of PV industry chain
Semiconductor Business
Leading Provider of Material/Cell/Module/PACK Cover the crystal growth, wafer manufacturing,
/Container Production Line End-to-End Solutions Ingot: assembly & test sectors
Low-oxygen Monocrystal Ingot Puller, Automation Line in
Material: Ingot Factory Crystal growth:
Fluidized Bed System for Silicon-Carbon Anode Materials, Semiconductor Crystal Growth Furnace
Rotary Kiln, Roller Hearth Kiln Wafer:
Ultra-speed Wafer Inspection System, Wafer Automation Wafer manufacturing:
Cell: Pack Line 300mm Wafer Final Polisher
Stacking Series, Assembly Series, Intelligent Inspection
Cell: Assembly & Test:
ESS: PV Cell Screen Printing Line, PV Cell Firing and Passivation Dicing: Dicing Saw
Storage Module/PACK/Container Assembly Line Furnace, Low Pressure Chemical Vapor Deposition Die bonding: Die Bonder
(LPCVD) Machine, Laser Enhanced Metallization (LEM) Wire bonding: Al Wire Bonder
EV: Machine, Laser Etching Equipment AOI: AOI Machine
Prismatic Cell Module/PACK Assembly Line
Pouch Cell Module/PACK Assembly Line Module:
Cylindrical Cell Module/PACK Assembly Line PV Cell Laser Cutting Machine, xBC Cell Adhesive Printing
Flexible Pack Assembly Line with AGV Line, PV Back Contact Cell Stringer, MBB PV Cell Soldering
Stringer, Ultra High Speed PV Cell Soldering Stringer
Intelligent Manufacturing System
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Corporate Culture
Vision Mission Values
Wherever there is a factory, there is Build Smart Factory with New Technologies, Drive Competitive Innovation & Leading Technology; superi-
ATW’s intelligent manufacturing system. Global Intelligent Manufacturing. or Quality; e?cient Services; valuable Trust.
Milestones in 2025
Compatible multi-slice edge Successfully developed, with pilot-scale AOI equipment Expanded application scenari-
PV Semiconductor
passivation equipment production at customer sites delivering os to optical communication
performance exceeding expectations
devices and modules, securing
Perovskite core equipment Successfully developed, integrating cross-dis-
orders from leading domestic
ciplinary technological advantages
and international enterprise
PV cell soldering stringers Secured the largest order of the year
Module/PACK assembly line Contributing to our record-high business scale in lithium-ion
Energy storage
battery and energy storage segments
Core equipment for solid-state Successfully developed
battery (SSB) anode materials
EV battery stacking machine Mass production lines successfully delivered, with product perfor-
mance achieving industry-leading technical standards
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By the end of 2025, we had achieved a footprint covering over
with more than
Europe Asia
America
Africa
Oceania
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Honors in 2025
Corporate Honors
Environmental Honors
Moore PV“Golden Leopard 2025 Forbes China Top 30 Golden Bull Award for Listed Companies ?
Award - Excellence Enterprise Award” Go-International Flagship Brands Technology Innovation Award
Innovation Honors ESG Honors
The National Green Factory in 2025
“Outstanding Intelligent Photovoltaic Solutions Solar Energy Cup“2025 Most In?uential SSE Eagle Gold Quality -
Service ? AIPV 2024”by Jiangsu Photovoltaic Intelligent Manufacturing Enterprise Award” 2025 ESG Award
Industry Association
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Materiality Assessment
▍Double Materiality Assessment
We identi?ed and summarized 27 ESG-related topics, covering environmental, social and governance dimensions, in accordance with the Guidelines No. 14 of Shanghai Stock
Exchange for Self-Regulation of Listed Companies—Sustainability Report (hereinafter referred to as the Sustainability Report Guidelines) and the Guide No.13 for Self-Regulato-
ry Supervision on Listed Companies of the SSE STAR Market—Compilation of Sustainable Development Reports (hereinafter referred to as the Sustainable Development
Reports Guide), and by taking into account industry characteristics and business operations.
We analyzed and assessed topic materiality from a double materiality perspective:
Whether each topic is expected to have a material impact, in the short, medium and long term, on our business
models, operations, development strategies, ?nancial position, operating results, cash ?ows, ?nancing methods
and costs, among other matters (?nancial materiality);
Whether our performance on the corresponding topic would have a material impact on the economy, society and
environment (impact materiality). In addition, taking into account the characteristics of the industry in which we
operate, the stage of industry development, our business models and our position in the value chain, we incorpo-
rated topics and sub-topics that are highly relevant to our business operations and products into 27 topics and
carried out a double materiality assessment to enrich the perspectives and comprehensiveness of the Report.
We collected stakeholder opinions through an online questionnaire, gathering ?nancial materiality-related opinions from internal stakeholders. We collected opinions on impact
materiality from external stakeholders, ultimately forming a list of material topics for assessment. Internal stakeholders included middle and senior management, department heads
and subsidiary heads with an in-depth understanding of the Company’s ?nancial performance. External stakeholders mainly included our employees, consumers and customers,
suppliers, government agencies, the media and the public.
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▍ Due Diligence and Stakeholder Communication
The year 2025 marked the third year in which ATW prepared and published its ESG report. In this year, we systematically reviewed global sustainability policy trends, industry-specif-
ic topic lists from leading ESG rating agencies, and peer benchmarking results. Taking into account stakeholder feedback and our internal management priorities, we applied a
multi-dimensional cross-validation approach to determine the prioritization of material topics, enabling us to proactively address the key concerns of our stakeholders.
Shareholders
Stakeholders Employees Customers Suppliers Government Regulators Media Community
and investors
·Protection of ·Product quality and ·Supplier manage- ·Investment returns ·Compliant ·Compliant ·Economic perfor- ·Talent employment
employee rights and safety ment operations operations mance
interests ·Protection of ·Public welfare
·Customer service ·Supply chain shareholder rights ·Compliant tax ·Adherence to ·Compliant opera- activities
·Well-structured sustainability and interests payment regulatory require- tions
compensation ·Customer privacy ments ·Community service
Expectations protection ·Business ethics ·Corporate ·Job creation ·Development
system ·Environmental
and demands governance ·Alignment with strategy
·Training and ·Business ethics ·Equal treatment to ·Social contributions development policies pollution reduction
development SMEs ·Investor relations ·Labor and human
rights
·Occupational health
and safety ·Environmental and
energy management
·Grievance channels ·Quality and service ·Technical commu- ·Information ·Government ·Disclosures ·O?cial website ·O?cial website
commitment nication disclosure symposiums
·Employee activities ·Submission of ·WeChat o?cial ·WeChat o?cial
·Quality manage- ·Supplier visits ·Performance ·Receiving govern- regulatory documents account account
·Organizational ment and audit brie?ng ment visits
training ·ESG training for ·Learning the latest ·Media brie?ngs ·Community activities
·Responsible suppliers ·Shareholders’ ·Community policies and regulations
·Compensation and marketing meeting communication ·Press conferences ·Volunteer activities
Engagement bene?ts system ·Supplier manage-
·After-sales service ment system ·Promotional
and response ·Promotion system roadshows
mechanism ·Supplier integrity
·Customer oversight
complaint response
·Supplier confer-
·Customer relation- ences
ship maintenance
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▍ Materiality Assessment Results
Through the double materiality analysis, we established a repository of material ESG topics and developed a materiality
matrix based on two dimensions: ?nancial materiality and impact materiality. In 2025, among the 27 ESG topics identi?ed Topic Adjustments in 2025
by us, 4 were con?rmed through assessment as double materiality topics. In accordance with the requirements of the “Supply chain management
Sustainability Reporting Guidelines, these topics are disclosed in this Report under the double materiality disclosure and sustainable procurement”
framework and addressed from four aspects: governance, strategy, management of impacts, risks and opportunities, and
Topic has been changed to “sustain-
indicators and targets.
adjustment able supply chain”; “Protec-
Very high tion of intellectual property”
Economic performance
Sustainable supply chain
has been incorporated into
and market performance
Business ethics and anti-corruption Innovation-driven development
Employee training and Occupational health and safety “innovation-driven develop-
development Product safety and quality
Green and low-carbon operations
Compliant operations ment”.
Clean technology opportunities Employee rights and interests
Protection of investors'
rights and interests Energy utilization Information security and Climate change response
Impact privacy protection
Con?ict minerals
materiality
Noise management
Digital and intelligent Customer service
development
Circular economy Promotion of Corporate governance
Pollutant emissions industry development
Environmental compliance Water resource utilization
management
Waste disposal
Social contributions
Moderate
Moderate Financial materiality Very high
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▍ Management of Double Material Topics
We selected topics of double materiality and analyzed their impact, scope of impact, risks and opportunities, and time horizon. Details are presented in the table below.
Topics Impacts, risks, and opportunities Scope of impact on the value chain Impact horizon
Through technological innovation and smart manufacturing, our equipment
contributes to carbon emission reduction and supports the green upgrading of
Innovation-driven the broader industry; and Short, medium,
Upstream and downstream value chain
development We also capture growth opportunities in the new energy sector by focusing on and long term
the development of low-carbon and environmentally friendly products and
technologies.
Product safety and By delivering high-quality products and services, we enhance customer satis- Short, medium,
Upstream and downstream value chain and long term
quality faction, extend product life cycles, and strengthen our market competitiveness.
Talent is a valuable asset for our sustainability. Inadequate protection of
Employee rights employee rights and interests may lead to labor disputes, administrative penal- Short, medium,
Our operations and long term
and interests ties, and other compliance risks, potentially a?ecting our brand reputation and
increasing recruitment di?culty and labor costs.
Our main business focuses on the new energy sector, including photovoltaic
and lithium-ion battery/ESS equipment, which is highly relevant to addressing
Climate change climate change. Upstream and downstream value chain Mid- to long-term
response
Our production and operations may be negatively impacted by climate change,
such as extreme weather events.
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Sustainability Governance
▍ Sustainability Governance Framework
We continuously improve our sustainability governance framework, establishing a three-tier management system with the Board of Directors as the highest decision-making body.
At the management level, the Board of Directors, together with the Strategy and ESG Committee and the Executive Management O?ce, is responsible for strategic decision-making
and the deliberation of key ESG matters. At the execution level, the Executive Management O?ce leads various functional departments in coordinated planning, implementation, and
oversight, forming a well-aligned governance structure with clearly de?ned roles and responsibilities across all organizational levels.
▍ Sustainability-Related Information Reporting
We have established a comprehensive information disclosure mechanism. We regularly publish ESG Reports and Quality Enhancement, E?ciency Improvement, and Return Prioriti-
zation Reports, creating a dual-dimensional information disclosure system. The ESG report systematically outlines our environmental, social, and governance performance, address-
ing stakeholders' concerns regarding sustainability. The Quality Enhancement, E?ciency Improvement, and Return Prioritization Report focuses on presenting the results of
enhanced operational e?ciency, value creation, and shareholder returns. The two types of reports work in synergy, demonstrating our commitment to long-term sustainability and
high-quality development practices, continuously improving the quality of information disclosure and stakeholder trust.
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Supreme decision-making body
Responsible for the overall planning and coordination of ESG matters.
Board of Directors
◇
Decision-making
Strategy and ESG Committee ◇
Oversees and reviews the Company’s ESG strategy, targets, and annual work plans.
◇ Reports ESG execution outcomes and major plans to the Board of Directors.
General Management O?ce The Audit Committee participates in the review and decision-making processes related to ESG matters,
including climate change response and health and safety assurance.
Management
General ◇
Responsible for the overall coordination and implementation of ESG-related initiatives.
Management Subsidiaries Legal Department
Department Heads of the General Management Department, and ESG-related functions in each subsidiary
◇
The environmental, safety and health specialist is in charge of the Company’s ESG-related matters
Implementation
ESG Working Group ◇ The Securities Investment Department is responsible for the Company’s governance matters.
▍ Sustainability Supervision and Assessment Mechanism
We have established and re?ned a sound risk identi?cation and response mechanism. Through a combination of qualitative and quantitative methodologies, risks are assessed
across two key dimensions, likelihood and impact, enabling e?ective management and control of various risk categories. The Board of Directors is involved throughout the entire
process, including strategy approval, goal setting, and performance review, comprehensively overseeing the Company's sustainability-related impacts, risks, and opportunities,
promoting the enhancement of both economic bene?ts and social value.
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Supervision and Assessment Mechanism
Information collection Risk identi?cation Risk assessment Risk management strategies
Each subsidiary gath- The dedicated risk manage- The dedicated risk management The dedicated risk management department leads the e?orts in formulating
ers, selects, and reports ment department leads the department organizes e?orts in con- di?erentiated management strategies for various risks, implementing mitiga-
original internal and e?orts in identifying various ducting qualitative and quantitative tion measures such as risk avoidance and risk control to e?ectively manage
external risk-related operational and managerial assessments of the identi?ed risks risks.
information. risks by conducting surveys, ba s e d o n t h e i r l i ke l i h o o d a n d
interviews, process analyses, impact. Risks are classi?ed into four 1) Signi?cant/High risks: We typically adopt a risk portfolio strategy, which
and management bench- levels: signi?cant, high, medium, includes risk avoidance, risk transfer, and risk control. Preventive measures are
marking, eventually develop- and low, forming a risk map to prior- taken at the source to reduce both the likelihood and impact of risks;
ing a general risk list. itize key risks requiring attention 2) Medium risks: For risks which are less likely to occur but have large impacts,
and control. we primarily adopt risk transfer measures, such as insurance, subcontracting,
and outsourcing; for risks which are very likely to occur but have small
impacts, we mainly employ risk control measures, such as strengthening inter-
nal control processes
ing redundant control measures to optimize management costs.
▍ Sustainability Communication and Training
We place strong emphasis on enhancing the management team's sustainability capabilities and awareness in sustainability. We regularly organize and participate in training
sessions related to sustainability to continuously improve our sustainability governance.
In 2025, we organized 3 internal ESG training sessions, focusing on report preparation and practical improvements. Meanwhile, we selected core personnel to participate in the
Shanghai Stock Exchange's“High-Quality Development Training Program for Listed Companies: Sustainability Report (ESG)”. Through in-depth study of the latest reporting
standards and disclosure requirements, we systematically enhanced our professional ESG governance capabilities, providing strong talent support for high-quality corporate devel-
opment.
ENVIRONMENT
Climate Change Response
Environmental Compliance Management
Pollutant and Waste Discharge
Resource Utilization
Green O?ce Initiatives
Ecological and Biodiversity Conservation
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Climate Change Response
▍Governance Autowell’s carbon emissions management structure
At Autowell, we uphold a green and environmentally
friendly philosophy to drive industry development. We
actively support the “Dual Carbon” goal (i.e., peaking ◇ Determine the overall direction of work on environmen-
carbon emissions by 2030 and achieving carbon neutrality tal protection.
Leader
◇ Conduct regular reviews of environmental management
by 2060) and climate change initiatives by integrating documents.
General Manager
climate governance into our corporate management
framework, and implementing a top-down approach to
◇ Identify, consolidate, and evaluate GHG emission
the governance of climate change risks. ◇ Organize and lead the identi?cation of GHG emission sources; and provide guidance on GHG veri?cation
sources. Coordination across departments.
The Strategy and ESG Committee, as a specialized working ◇ Establish, implement, and maintain the environmen- Management General
◇ Collect, consolidate, and calculate GHG emissions;
and compile and manage GHG emission reports.
tal management system and GHG management
body under the Board of Directors, is primarily responsible documentation in accordance with ISO 14064 Representatives Management
◇ Draft, review, revise, and distribute GHG manage-
standards. Department ment documents.
for researching and evaluating the feasibility of policies ...
...
related to sustainability topics such as climate change, and
providing professional advice and proposals to the Board
of Directors. At the execution level, we have established a ◇ Identify GHG emission sources within
their respective departments. Execution ◇ Provide the department’ s GHG
systematic carbon emission management framework. The ◇ Implement emission reduction projects Other Functional Departments veri?cation data records and lists of
GHG-related equipment.
General Manager serves as the highest manager, with the and control GHG emissions in produc-
tion and daily operations. ...
management representative and the General Management ...
Department leading the implementation, while various
functional departments act as speci?c execution units in
collaboration.
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▍ Strategy
Climate Scenario Analysis
Climate scenario analysis is a method used to assess climate risks and opportunities by modeling future outcomes under di?erent assumptions and analyzing response strategies.
We follow GHG concentration pathway scenarios described by the UN Intergovernmental Panel on Climate Change (IPCC), speci?cally the SSP5-8.5 (high-emission) scenario and
the SSP1-2.6 (low-emission) scenario, seeking to analyze emission reduction targets and resilience measures under a low-emission scenario, laying the groundwork for developing
climate risk assessment tools. High-emission scenario (SSP5-8.5)
Climate scenario Background description GHG emissions Climate impact
T h i s s ce n a r i o a s s u m e s t h at By 2100, global average temperatures may rise This scenario may lead to more frequent
global economic development by 4.3°C to 6.7°C. CO 2 emissions peak around extreme weather events, rising sea levels,
High-emissions scenario relies on high-carbon energy 2050 and continue to rise thereafter. ecosystem degradation, and severe impacts
sources, such as fossil fuels, with on agriculture and water resources.
(SSP5-8.5)
rapidly growing energy demand.
This scenario assumes global By 2100, the global average temperature are pro- This scenario helps keep global warming at a
Low-emission scenario commitment to aggressive emis- jected to rise by approximately 1.5°C. CO emis- lower level, reducing the frequency and
sions reduction, fostering renew- sions are expected to 2 reach net zero around severity of extreme weather events, and miti-
(SSP1-2.6) able energy development and 2050, potentially leading to net negative emis- gating negative impacts on ecosystems and
technological innovation. sions. human societies.
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▍ Climate Risks and Opportunities
Climate change- Impact Impact
Risk type Potential impact Mitigation measures
related risks horizon magnitude
Extreme weather events Extreme weather events (e.g., typhoons, heavy rain, ?oods, and heat- Establish emergency plans and response mechanisms for extreme
(e.g., typhoons, heavy waves) may cause damage to production facilities, disrupt supply weather, set up weather monitoring systems, increase material
Short-term Medium
rain, ?oods, and heat- chains, and increase maintenance costs and operational delays. reserves, strengthen key facilities, etc., to enhance the our capacity to
waves) cope with extreme weather and reduce losses from such events.
Physical risks
(high-emission Rising sea levels According to the IPCC, global sea levels may rise by 0.3 meters to 1 Continuously promote diversi?ed water resource usage, increase
scenario) meter by 2100. Sea level rise leads to saltwater intrusion, impacting water recycling e?ciency, and reduce dependence on freshwater
water resources in inland areas, increasing freshwater salinity, reduc- Medium- to resources.
Low
long-term
ing factory production e?ciency, and complicating wastewater
disposal.
Policy risks and oppor- As global carbon reduction goals advance, governments continuously Stay updated on and actively respond to domestic and international
tunities introduce stricter carbon emission regulations and policies, such as climate, environmental, and carbon-related laws and policy changes.
Short-term Medium
carbon pricing mechanisms, carbon tari?s, and carbon labeling.
Expand the scope of product carbon footprint veri?cation, monitor
Overseas business operations will face stricter compliance require-
carbon tari? policies, assess export costs, and adjust business plans
ments and oversight, increasing operational costs abroad.
Transition risks accordingly.
(low-emission
Environmental disclo- As management measures, such as carbon emissions and carbon We regularly conduct carbon emission veri?cation and accounting in
scenario)
sure challenges trading, become more re?ned and are being implemented, national line with the ISO 14064 carbon accounting system and disclose rele-
and regional regulators, exchanges, capital markets and other parties Medium- to vant GHG emissions information in our annual ESG report.
High
long-term
are proposing higher requirements for environmental disclosure. We
may face compliance risks due to incomplete or untimely environ-
mental disclosures.
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▍ Climate Risks and Opportunities
Climate change- Impact Impact
Risk type Potential impact Mitigation measures
related risks horizon magnitude
Market risks and oppor- Downstream customers are increasingly inclined towards low-carbon Medium- to Medium We conduct product carbon footprint analysis, monitor emission
tunities products. If we fail to meet customer expectations for energy e?cien- long-term reduction e?ects throughout the product lifecycle, and continue to
cy and sustainability, we may face customer attrition, leading to reduce product carbon emissions. In the future, we will persist in
reduced revenue. green product design and manufacturing.
Technology risks and To e?ectively control product carbon emissions, there is a need to Short-term Low We continuously optimize production processes by establishing an
Transition risks opportunities improve the e?ciency of environmental process development, energy consumption monitoring system, carrying out energy-saving
(low-emission enhance the use of new technologies, and upgrade clean production and emission-reduction process transformations, and continuously
scenario) equipment to meet the demand for low-emission product manufac- reducing product energy consumption and carbon emissions.
turing. However, this may increase operational costs and make R&D
more challenging.
Reputation risks and As regulators, investors, ESG rating agencies, and other stakeholders Medium- to Low We regularly disclose ESG performance, actively address stakehold-
opportunities increasingly focus on corporate sustainability performance, poor long-term ers’concerns, and uphold sustainable development philosophies to
climate performance could damage our reputation and performance. continuously improve our performance.
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Impact, Risk, and Opportunity Climate-related Impact, Risk, and Opportunity Management Flowchart
▍ Management
To e?ectively address the challenges posed by climate Assess the Company’s operation- Incorporate identi?ed climate-re- The Strategy and ESG Committee regu-
change and seize related opportunities, we have integrated al activities, business relation- lated risks and prioritize them larly reviews key risk indicators and
ships, external environment , based on risk severity reports signi?cant climate-related risks
the identi?cation and management of climate-related
a?ected stakeholders, etc. to Board of Directors annually
impacts, risks, and opportunities into our internal manage-
ment processes. We are committed to establishing a system-
atic and scienti?c management approach and processes to
ensure that our long-term strategy and daily operations can
proactively adapt to climate issues, while continuously
enhancing our resilience and competitiveness in the context
of low-carbon transition. Risk assessment
Response Monitoring
Background Risk list strategy Climate-related
and and
analysis identi?cation development disclosure
prioritization management
Conduct climate scenario analysis under two Each department should conduct targeted Regularly disclose
pathways, SSP 5-8.5 and SSP 1-2.6, to identify risk management and response actions, risk and opportunity
the impacts, risks and opportunities under formulate risk mitigation plans, and submit identi?cation and
di?erent scenarios; and e valuate gaps them to the Strategy and ESG Committee for management
between climate-related targets and current review
performance
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▍ Indicators and Goals GHG indicators
We actively responded to the national“carbon peak and
carbon neutrality”strategic goals (achieving carbon peak by Indicator ???? (adjusted ?,?,?） ?????
our GHG emissions and accelerating our low-carbon transi- Direct GHG emissions (Scope 1) tCO2e 386.35 575.09
tion.
Goals Indirect GHG emissions (Scope 2) tCO2e 0 5,776.25
GHG emissions in response to the national Dual Carbon
Strategic goals.
Achievements during the reporting period
Awarded the title of “Zero Carbon Factory” in Wuxi Total GHG emissions (tCO2e) 386.35 6,351.34
in 2025
Progress
In progress GHG emission intensity
(tCO2e per million of revenue)
Note 1: The GHG emissions for 2024 (adjusted) were calculated based on the General Guideline Of The Greenhouse Gas Emissions Accounting and Reporting
for Industrial Enterprises (GB/T 32150-2015).
Note 2: The primary basis for this adjustment is the 2024 Greenhouse Gas Emissions Report of Wuxi Autowell Technology Co., Ltd. The Company’s indirect
GHG emissions for 2024 were zero, mainly because the electricity used in its production and operations was largely generated and consumed on-site through the
facility’s photovoltaic power generation system. (According to the Notice on the Reporting and Veri?cation of Greenhouse Gas Emissions for Key Industries
for 2023–2025 (MEE Climate Notice No. 332 [2023]): electricity generated from non-fossil energy sources for self-consumption (including electricity connected
to the grid but not exported, as well as surplus electricity exported to the grid) is accounted for with 0 emission). In addition, part of the electricity consumption
was sourced from non-fossil energy electricity (Green Electricity Certi?cates, GECs) purchased through market-based transactions (According to the General
Guidelines for Green Factory Construction, the carbon dioxide emission factor for electricity generated from non-fossil energy sources purchased through direct
power supply or market-based transactions is zero).
Note 3: The primary source category for the 2024 GHG emissions (adjusted) was GHG emissions generated from fossil fuel combustion.
Note 4: We conduct annual GHG inventory, and the speci?c emission data are subject to the results disclosed in the annual inventory report.
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Energy Conservation and Carbon Reduction
Guided by the philosophies of clean production and green development, we continuously optimize our energy structure and equipment energy e?ciency, while systematically advanc-
ing energy conservation, carbon reduction, and the application of clean energy.
Energy Conservation and Carbon Reduction Measures
Technological upgrades and energy e?ciency improvements
We continuously promote the energy e?ciency upgrades of production equipment by actively introducing high-e?ciency energy-saving equipment, and conduct research on ener-
gy-saving processes. During the planning process of the automated three-dimensional warehouse in 2025, we clearly speci?ed that ore equipment such as conveying systems and
stacker cranes must be equipped with motors meeting at least Class 2 energy e?ciency standards.
Currently, our air compressors and air conditioning systems in operation are frequency-conversion, low-energy-consumption equipment. Energy-e?cient lighting has been fully
adopted across workshops and plant facilities, e?ectively reducing overall energy consumption.
Development and application of clean energy
We continuously promote photovoltaic power generation projects and purchase green electricity, seeking to
increase the proportion of renewable energy in our overall energy consumption mix. In 2025, our self-con-
sumed electricity generated from on-site photovoltaic systems reached 3,267.754 MWh, while externally
procured green electricity totaled 4,200 MWh.
Self-built Photovoltaic Power Generation
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Carbon Footprint Inventory
We continuously conduct GHG inventory and veri?cation, providing scienti?c and reasonable data support for our GHG emissions reduction e?orts.
In 2025, we commissioned a third-party organization to carry out the GHG inventory for the year 2024, based on the General Guideline Of The Green-
house Gas Emissions Accounting and Reporting for Industrial Enterprises (GB/T 32150-2015).
Carbon Footprint For Product
We actively promote the environmental performance assessment of products throughout their entire life cycle. We have conducted carbon
footprint accounting for the core equipment 018F wafer inspection system. The accounting boundaries cover emissions generated during the
upstream raw material extraction and processing stages, raw material transportation stage, and product production stage. By scienti?cally quan-
tifying the environmental impact, we provide downstream customers with clear low-carbon equipment selection criteria, assisting the industry
chain in achieving precise carbon management.
Carbon footprint accounting standards: Accounting results： Carbon Footprint Accounting Report
Environmental Management - Life Cycle Assessment - Principles and Framework (ISO 14040:2006) The production of one 018F wafer inspection system generates
Environmental Management - Life Cycle Assessment - Requirements and Guidelines (ISO 14044:2006) 10,022.22 kg CO2e
Greenhouse Gases — Carbon Footprint of Products — Requirements and Guidelines for Quanti?ca-
with the raw material acquisition, raw material transporta-
tion (ISO 14067:2018)
tion, and product production stages generating
Greenhouse Gases — Carbon Footprint of Products — Requirements and Guidelines for Quanti?ca-
tion (GB/T 24067-2024)
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Environmental Compliance Management ▍ Environmental Emergency Management
We strictly comply with the Law of the People's Republic of China
▍ Environmental Management System on Work Safety, the Management Measures for Emergency Plans
for Work Safety Accidents, the Emergency Response Law of the
People’s Republic of China. We have developed the Emergency
We strictly comply with the Environmental Protection Law of the People’s Republic of China, the Law of
the People’s Republic of China on Environmental Impact Appraisal, and other national environmental
Plan for Environmental Emergencies and the Emergency Plan for
Work Safety Accidents, established a dedicated emergency rescue
protection laws and regulations. We have established environmental management procedures such as the
team, and systematically carried out emergency management for
Environmental Facility Operation Management System and the Safety and Health Management System
environmental emergencies. We have formed an integrated emer-
for Construction Projects, continuously improving our environmental management system. We have
gency management system for environmental emergencies that
obtained ISO 14001 Environmental Management System Certi?cation.
includes“prevention, early warning, and response”, continuously
making our emergency management more systematic and e?ec-
tive. During the reporting period, we did not experience any signi?-
Key indicators in ???? cant environmental incidents.
During the reporting period
Emergency Drills
our total investment in accounting for of
environmental protection operating revenue
amounted to
ISO 14001 Environmental Management
During the reporting period, we did not violate any environmental laws System Certi?cation
or regulations or receive any penalty from regulatory authorities. (Certi?cation Scope: Environmental manage-
ment related to the research, development, Hazardous waste
and production of automated equipment for Fire drill Alcohol leakage drill leakage drill in
solar wafer and module manufacturing) machining operations
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▍ Environmental Emergency Management
Emergency Management Measures for Environmental Emergencies
Regular monitoring Early warning and response Emergency drills
We conduct regular environmental We have established an internal early warning mecha- We organize annual routine emergency training and
assessments to dynamically evaluate nism to enhance our prevention and response capabili- drills to continuously strengthen all employees' practical
environmental risks. ties for environmental emergencies. skills in responding to environmental emergencies.
▍ Environmental Training
We attach great importance to the promotion and education of energy conservation and environmental protection. Through various means such as organizing specialized
environmental training and posting promotional signs, we convey the latest laws, regulations, and policy information on energy conservation and emission reduction to our
employees. These initiatives help us comprehensively enhance their awareness and practical ability in energy conservation and environmental protection.
Pollutant and Waste Discharge Management Targets for Wastewater
▍Management of Wastewater, Waste Gases, and Solid Waste Waste Gases, and Solid Waste
We strictly comply with the Water Pollution Prevention and Control Law of the People's Republic of China, the Atmo- Strictly implement classi?ed management to
spheric Pollution Prevention and Control Law of the People’s Republic of China, the Law of the People’s Republic of achieve 100% compliant classi?cation, stor-
China on Prevention and Control of Environmental Pollution by Solid Waste, and other national environmental age, and disposal of solid waste.
protection laws and regulations. We comprehensively implement local environmental protection regulations and Ensure that noise, domestic sewage, and
standards in our operational areas and systematically carry out the management of wastewater, waste gases, and solid other waste emissions comply with national,
waste. To enhance systematic and standardized management, we have developed and implemented internal regula- local, and industry-related standards, achiev-
tions related to the management of wastewater, waste gases, and solid waste based on the ISO 14001 environmental ing continuous and stable compliance.
management system framework, transforming compliance requirements into speci?c internal control processes.
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▍Management of Wastewater, Waste Gases, and Solid Waste
The Strategy and ESG Committee, as a specialized working body under the Board of Directors, is primarily responsible for researching and evaluating the feasibility of sustainabil-
ity topics and related policies, such as waste management, and providing professional advice and proposals to the Board of Directors. Meanwhile, our daily waste management
is handled by the Business Department's Operations Center and General Management Department jointly coordinate and execute the plan to ensure e?ective implementation
at the operational level.
Management Measures for Wastewater, Waste Gases, and Solid Waste
Type Source Measures
No industrial waste-
After pre-treatment through a 4-meter-deep septic tank within the plant, wastewater is discharged into the municipal pipeline net-
Wastewater water, only domes-
work and centrally treated by a municipal wastewater treatment facility.
tic sewage
Oil mist from ma- Ensure all waste gas is e?ectively treated prior to compliant discharge;
chining workshops, Regularly engage quali?ed third-party testing institutions to monitor discharge and ensure all indicators remain within regulatory
Waste gases and oil smoke from limits; and
cafeteria Continuously improve treatment e?ciency and reduce atmospheric pollutant emissions through equipment upgrades and opti-
mized operational management.
Certain waste materials, such as cartons and pallets, are reused internally or sold externally for recycling. In 2025, we achieved
Non-hazardous 146.28 tonnes of material recycling;
waste Domestic waste and other non-recyclable waste generated during operations are collected by quali?ed professional service provid-
ers for proper disposal.
Solid waste
Establish clear procedures for the collection, storage, and disposal of hazardous waste to ensure full traceability and regulatory
compliance. For example, waste cutting ?uids generated during production are regularly transferred to licensed professional institu-
Hazardous waste tions for specialized treatment; and All hazardous waste management records are approved by local ecological and environmental
authorities, and waste transfer procedures are strictly implemented in accordance with regulatory requirements, ensuring standard-
ized and transparent hazardous waste management.
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▍Management of Wastewater, Waste Gases, and Solid Waste
Wastewater We strictly adhered to the Law of the People’s Republic of China on the Pre-
vention and Control of Noise Pollution, systematically promoting compre- Key indicators in ????
hensive noise management for our factory located in an industrial park with
no residential areas nearby. While implementing noise reduction measures in During the reporting period, the noise levels
Total wastewater (domestic the factory, we focus on the occupational health protection of personnel at the factory boundary met the requirements
sewage) discharge of Category 3 standards in the Emission Stan-
working in noise-exposed environments. Through a combination of equip-
ment soundproo?ng upgrades, workplace environmental monitoring, and
tons per million yuan dard for Industrial Enterprises Noise at
occupational health examinations for employees,the Company e?ectively Boundary (GB12348-2008).
Wastewater discharge intensity mitigates the impact of noise on employee health.
Waste ▍ Cleaner Production
omy, striving to establish a green and low-carbon production and operational Five Characteristics
Hazardous waste generated system. Speci?c initiatives include prioritizing the adoption of clean energy, em-
ploying advanced processes and equipment with high resource utilization e?-
tons per million yuan
of revenue ciency and low pollutant emissions, promoting technologies for comprehensive
Hazardous waste generation waste utilization and harmless pollutant treatment. These initiatives aim to
intensity reduce pollution from the source, and strengthen systematic management
throughout the entire cleaner production process. Two
Transformations
Volume of waste recycled
and reused Characteristics, Two Transformations, and Environmental Friendliness”.Speci?-
cally, product design and manufacturing emphasize durability, maintainability,
Environmental
Recycling rate and intelligent upgrading. Environmental considerations are embedded into
Friendliness “Jiangsu Province Green Factory”
product design to ensure that components with potential environmental impact
are easy to dismantle, separate, and recycle, thereby e?ectively reducing envi-
ronmental impact across the full product lifecycle.
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Resource Utilization
ISO 50001 Energ y Management
▍Energy Utilization System Certi?cation
Guided by the energy policy of“compliance with regulations, energy conservation and consumption reduction, sci- (Certi?cation Scope: Energy man-
ence-based development, and continuous improvement”,we continuously optimize the energy management system, agement activities involved in the
and fully promote the application of online energy consumption monitoring systems. Through in-depth analysis of production of automated equip-
energy consumption data, we have re?ned and digitized energy management, e?ectively identifying energy-saving po- ment for solar wafer and module
tential and improving overall energy e?ciency. We have obtained ISO 50001 Energy Management System Certi?cation. manufacturing)
Energy Consumption
Total electricity consumption Self-consumed electricity from Purchased green electricity Purchased electricity 3
photovoltaic power generation
Natural gas consumption Gasoline consumption Diesel consumption Total comprehensive energy consumption 1,2
Comprehensive energy consumption intensity Renewable 4energy consumption Renewable energy consumption share
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Note 1: Direct energy sources mainly include diesel, gasoline, and natural gas, while indirect energy primarily consists of purchased electricity.
Note 2: The total comprehensive energy consumption is calculated according to the conversion factors speci?ed in the General Rules for Calculation of the Comprehensive
Energy Consumption (GB/T2589-2020), a national standard of the People’s Republic of China.
Note 3: Purchased electricity does not include self-consumed electricity from photovoltaic generation and purchased green electricity.
Note 4: Renewable energy consumption includes self-consumed electricity from photovoltaic generation and purchased green electricity.
Note 5: The increase in total comprehensive energy consumption in 2025 was mainly attributable to adjustments in the organizational boundary, including the incorporation
of additional subsidiaries and leased facilities into the calculation scope.
▍ Water Resource Utilization
We strictly follow relevant laws and regulations, such as the Water Law of the People's Republic of China and the National Water Saving Action Plan. We have issued the Notice
on Energy Conservation and Consumption Reduction, which clearly de?nes water conservation requirements and systematically promotes water conservation management and
water resource protection.
Our water supply is entirely sourced from the municipal water supply of Wuxi City, primarily used for production, o?ce operations, and employees’daily consumption. We have
utilized the water risk assessment tool from the World Resources Institute (WRI) to conduct a specialized modeling analysis of the water resource availability scenarios at our
major o?ce location. The analysis results indicate that our major o?ce location in Wuxi City faces a relatively high level of water resource risk. Against this backdrop, we have con-
sistently adhered to local regulations and requirements for water resource management, ensuring that our water extraction and consumption processes do not result in signi?-
cant adverse environmental impacts. Meanwhile, we have continuously strengthened our water e?ciency management and constantly optimized various water-saving measures
to proactively address related risks and enhance water resilience.
Water resources physical risks Water stress Groundwater recession Drought risk River ?ood risk Coastal ?ood risk
Very High (3-4) Very High (>80%) Low to medium Medium to high (0.6-0.8) High Low
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Water Resource Management Initiatives Water Resource Consumption
Water conservation management and Rainwater harvesting 125,660 tons
awareness campaigns and recycling Total water consumption
Systematically promote water conser- Establish a comprehensive rainwater collection system that 19.64 tons per million yuan of revenue
vation awareness through signage in captures rooftop rainwater via dedicated pipelines, and
public water-use areas and internal collected rainwater undergoes multi-stage ?ltration and Water consumption intensity
communications that regularly pro- puri?cation before being stored in water tanks;
vide employees with guidelines and Note: The increase in total water consumption in 2025
Treated rainwater meets landscaping water quality stan- was primarily due to adjustments in the organizational
recommendations on water-saving
dards and is reused for irrigation and other non-production boundary, including the incorporation of additional
practices.
purposes, enabling circular utilization of water resources. subsidiaries and leased facilities into the calculation
scope.
▍ Circular Economy
We actively respond to China’s 14th Five-Year Plan for Circular Economy Development and adheres to the Circular Economy Promotion Law of the People’s Republic of China,
systematically promoting resource recycling and the development of a green procurement framework. Guided by the principles of“reduction, reuse, and recycling”,we have
continuously improved resource e?ciency across all operational stages and established a closed-loop circular model.
Initiatives for the Circular Economy
Green procurement and raw material control Packaging optimization and recycling management
We prioritize the procurement of environmentally friendly Packaging materials are issued on an as-needed basis. Under the premise of ensuring product quality, pallet loading space is maximized to
metal and non-metal materials, and recyclable raw materi- improve utilization e?ciency. Shipping pallets with recycling value are subject to recovery inspection and reused after passing quality checks.
als, to reduce environmental impact from the source,
In 2025, we recycled 30.72 tons of pallets and 115.56 tons of paper-based materials, including cardboard. Standardized recycling and resale con-
improve material recyclability, and minimize resource con-
tributed to resource recovery, with carton recycling generating109,782 yuan in economic value.
sumption.
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Green O?ce Initiatives
We have actively responded to national calls for energy conservation and deeply embedded the green o?ce philosophy into our daily operations. By systematically optimizing
energy management mechanisms and issuing dedicated energy-saving implementation plans, we have promoted organization-wide participation in energy conservation and
emissions reduction.
Green O?ce Initiatives
◇ Partial lighting is used in public areas during working days, with clear signage indicating lighting controls; and
Lighting management ◇ Meeting room lighting follows the principle of“switch on when needed, switch o? when leaving”.
◇ Clear criteria are established for air conditioning usage and temperature settings; and
Doors and windows should remain closed when air conditioning is operating, and employees are encouraged to switch o? air condi-
Air conditioning
◇
tioning 30 minutes before the end of the workday.
management
◇ Employees are encouraged to use stairs for travel within three ?oors or short distances; and
Elevator usage ◇ During peak periods, staggered elevator usage is encouraged to reduce waiting time and energy consumption.
◇ Employees are required to shut down computers and disconnect power before leaving work; and
Electricity management ◇ The last person leaving the workspace is responsible for checking that electrical devices are turned o?.
◇ Double-sided printing is promoted, and single-sided printing is discouraged unless necessary;
Paper consumption ◇ Require content veri?cation and preview before printing to avoid misprints and errors; and
management ◇ Employees are required to review and preview documents before printing to avoid misprints.
◇ Our premises include 8,859 square meters of landscaped green area, contributing to a low-carbon and environmentally friendly o?ce
Greening of the environment. 35
factory area
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Ecological and Biodiversity Conservation
We strictly comply with laws, regulations, and policy principles including the Convention on Biological Diversity, the Judicial Protection of Biodiversity in China, and the Biosecuri-
ty Law of the People's Republic of China. Guided by the philosophy of“harmonious coexistence between humans and nature”,we have systematically evaluated the potential
impact of our operations on ecosystems and implemented targeted prevention and mitigation measures to ful?ll our corporate responsibility in biodiversity conservation.
Biodiversity Conservation Measures
Compliance with regulatory Strengthening supply Construction and Employee awareness
requirements chain collaboration operational management enhancement
Comply with domestic and international forest resource protection Encourage suppliers to participate in Implement green construction management Organize ecological restoration
laws and regulations, and avoid conducting operations in forest-cov- restoration initiatives for degraded practices to minimize environmental impact activities such as tree planting
ered areas, nature reserves, or ecological habitats; forest ecosystems and jointly promote and noise pollution, shorten construction peri- initiatives, encouraging employees
ecological restoration; and ods, and reduce material consumption; and to directly participate in habitat pro-
Incorporate biodiversity assessments into early-stage project deci- tection and greening activities,
sion-making to avoid environmentally sensitive areas; and Promote renewable energy use and Identify potential biodiversity impact factors thereby enhancing awareness of
resource recycling to reduce depen- through scienti?c assessment and implement biodiversity conservation.
Ensure project construction complies with policies issued by forestry, dence on traditional natural resource prevention and mitigation measures accord-
grassland, and environmental authorities, aligning with broader eco- extraction. ingly.
logical protection objectives.
To actively practice green development philosophies and ful?ll responsibilities related to natural habitat protection and ecological restoration,
Case our Party Committee and Labor Union jointly organized a themed tree-planting activity in March 2025 at Yunlin Ecological Sports Park in Xishan
District, Wuxi. Through concrete actions, we contributed to biodiversity conservation while simultaneously strengthening environmental aware-
ness and shared commitment to ecological protection among employees and their families.
During the event, participants collaborated in accordance with standardized planting procedures, including seedling placement, stabilization,
and soil back?lling, e?ectively expanding local green coverage. A total of 20 employee volunteers and their family members jointly planted
more than 50 trees. Tree Planting Initiative
SOCIETY
Employee Rights and Interests
Occupational Health and Safety
Safety and Quality of Products and Services
Data Privacy Protection
R&D Innovation
Ethics of Science and Technology
Cooperation for Shared Success
Social Contributions
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Employee Rights and Interests
At Autowell, we uphold the talent philosophy of“integrity and capability for sustainable contribution”,attracting talent through an open and diverse employment mechanism
and providing employees with a broad platform to demonstrate their capabilities and realize their professional value. We have established a systematic human resource manage-
ment system that covers multiple dimensions, including employee rights and interests protection, career development pathways, comprehensive employee care, and occupa-
tional health and safety. We have continuously improved our compensation, bene?ts, and incentive mechanisms, and developed structured training systems and transparent
promotion pathways, achieving sustainable development for both employees and the organization.
▍ Governance ▍ Impact, Risk, and Opportunity Management
We strictly comply with national laws and regulations such as the Labor
Law of the People's Republic of China, the Labor Contract Law of the Standardized Employment
We have established and continuously optimized our human resource management
People's Republic of China, the Law of the People's Republic of China on
the Protection of Women's Rights and Interests, and the Provisions on
system. In 2025, we updated internal policies such as the Recruitment Plan Management,
Prohibition of Child Labour, and fully adhere to the mandatory regulations
the Recruitment Management, the Recruitment Channel Management, and the Recruit-
regarding labor rights in the locations of overseas operations. We have
ment Implementation, incorporating compliance and equal employment commitments
established a comprehensive human resource management system that
into our daily management processes.
covers key processes across the employee lifecycle, including recruitment,
onboarding management, compensation and performance evaluation,
training, and career development. Through standardized system design Key indicators for ???? during the reporting period:
and continuous optimization, we are committed to establishing a fair,
transparent, and e?cient employment mechanism.
We hired 571 new employees, including 52 fresh graduates;
▍ Strategy The total number of employee departures was 495, resulting in a turnover rate of 8.2%;
We fully recognize that human resources are the core driver of strategic
implementation and sustainable development. Accordingly, we systemati- The labor contract signing rate for new employees was 100 %; and
cally identify human capital-related risks and opportunities and formulate There were no incidents of child labor or forced labor.
targeted response strategies. These initiatives aim to reduce risks a?ecting
sustainability and talent stability while capturing opportunities for work-
force development and capability enhancement.
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▍ Impact, Risk, and Opportunity Management Flexible Employment
To accommodate diverse employment needs across di?erent
workforce groups, we adopt a ?exible employment model based
Guided by the principles of fairness, justice, and openness in employment, we on business characteristics and job requirements. Certain roles,
maintain clear and accessible recruitment channels and implement standard- including inspectors, wiring technicians, production technicians,
ized recruitment management procedures to ensure an open, fair, and trans- and warehouse administrators, are ful?lled through outsourced
parent hiring process. Through diversi?ed recruitment approaches, including sta?ng arrangements. We have signed cooperation agreements
online recruitment, campus recruitment, on-site job fairs, executive search with third-party outsourcing companies, which clearly stipulate
?rms, university?enterprise partnerships, employee referrals, and social that the outsourcing companies are responsible for purchasing
media recruitment, we have continuously expanded and optimized our talent Zhaopin: 2025 China's Best
commercial insurance for outsourced employees and ensuring
Employer—Best Employer in Wuxi
acquisition channels, attracting and cultivating multidisciplinary professionals the implementation of related rights and interests.
aligned with its strategic development objectives. Internal mobility is also
encouraged. Employees are supported in applying for internal positions, with
corresponding training resources provided to facilitate career progression and Key indicators in ????
professional development.
During the reporting period, we hired a total of 403 outsourced employees.
The Employee Handbook explicitly prohibits the employment of individuals (Commercial insurance for outsourced employees is purchased
under the age of 16, preventing any occurrence of illegal child labor. For roles
by the outsourcing company, with a coverage rate of 100%)
involving occupational health risks, recruitment requirements specify that
candidates must be at least 18 years old and possess valid identi?cation recog- ATW Spring Campus
nized in the People’s Republic of China. During recruitment, we conduct back- Recruitment Poster
ground checks on prospective employees to verify their education, work expe- Diversity and Equal Opportunities
rience, and any criminal records. Candidates found to have materially misrep- We adhere to the principles of fairness, justice, openness, and
resented personal information or engaged in serious misconduct are not merit-based selection, evaluating employees based on profession-
hired. If false or falsi?ed information is discovered after employment, we will al competence and overall capability. We have never discriminated
terminate the labor relationship in accordance with applicable regulations. against employees based on nationality, race, gender, religious
Before hiring, employees are required to disclose relationships with existing beliefs, or cultural background. Our foreign employees come from
employees, including family or close personal relationships, to ensure recruit- countries such as Togo, South Korea, Canada, Bangladesh, and
ment processes remain compliant and transparent. Upon hiring, we sign Portugal. We provide equal career development opportunities for
ATW Global Management
formal labor contracts with employees in accordance with applicable laws and employees, supporting them in enhancing their professional skills
Trainee Recruitment Poster
contribute to social insurance and housing provident funds, safeguarding and competencies through diverse training and development
employees’economic and labor rights and interests. programs, thereby promoting their diversi?ed development.
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▍ Employee Composition
Total number of active employees 4,478
Composition
By gender By age By academic By position of the Board
quali?cation of Directors
Number of male employees Employees aged 30 and below Employees with a doctoral degree Production Engineering Female representation on
Number of female employees Employees aged 31 to 40 Employees with a master’s degree Sales R&D the Board of Directors
Employees aged 41 and above Employees with a bachelor’s degree Finance Management Male representation on the
Employees with an associate degree Board of Directors
or below
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▍Compensation and Bene?t
We advocate a compensation management philosophy centered on talent value, performance culture, and cost e?ciency. We have established a three-tier compensation manage-
ment system covering corporate, departmental, and individual levels. We have formulated the Compensation Management Process to build a comprehensive remuneration and
bene?ts system that is fair, transparent, scienti?cally sound, and competitive.
Compensation Structure
Total employee compensation consists of ?xed salary, performance-based variable bonuses, and diversi?ed bene?ts and allowances. Variable compensation is closely tied to the
Company's performance and individual performance outcomes, ensuring an e?ective balance between incentives and accountability.
Fixed compensation Short-term incentives Long-term incentives
Long-term incentive mechanism
We ensure that ?xed ◇ Performance bonus: Performance-based incentive schemes We have established a
Case To continuously improve long-term incentive
compensation is deter- are applied based on job categories and evaluation criteria. long-term, continuous,
mined based on job value and rolling equity incen- mechanisms and attract, motivate, and retain top
◇ Year-end bonus: The total allocation is determined based on
evaluation and individual tive plan for quali?ed talent, we had established three restricted stock
the Company’s annual performance results, combined with
capability assessment, outstanding talents, with incentive plans by the end of 2025, with all em-
individual performance evaluation outcomes and tenure.
ensuring a positive cor- our restricted stock ployees eligible to participate. The equity incen-
re l at i o n b et w e e n ro l e ◇ Other incentives: We encourage managers at all levels to pro- incentive plan covering tive coverage rate for employees exceeds 40%. In
value, individual compe- vide timely recognition and rewards for employees' outstand- over 40% of employees. 2025, we completed three equity incentive
tence, performance con- ing performance or project results. We organize an annual grants, awarding a total of more than 2,600
tribution, and total com- evaluation each year to recognize and reward outstanding participants, thereby sharing the fruits of the
pensation. employees, teams, and projects with commendations and company’s long-term growth with its employees.
special bonuses.
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▍Compensation and Bene?t
Performance Evaluation and Feedback
We have established a systematic performance management system for management positions to drive strategic alignment and the continuous development of managers. Perfor-
mance objectives are required to align with the Company’s and departments’key performance indicators (KPIs) and annual priorities, while also incorporating organizational capa-
bility development and individual leadership growth targets. Performance evaluation adopts the Personal Business Commitment (PBC) methodology, with di?erentiated assessment
cycles depending on role characteristics: frontline and second-line supervisors undergo quarterly evaluations, while other management positions are evaluated semi-annually.
Following performance evaluations, supervisors provide structured feedback and jointly develop improvement plans covering both performance outcomes and capability develop-
ment. Final performance ratings are directly tied to compensation incentives, promotion decisions, and talent development planning, forming a closed-loop performance manage-
ment process.
Employees who have issues with salary payment can submit a written dispute to the Human Resources Department within 3 working days after receiving the salary slip or labor com-
pensation. If an error is con?rmed, the Human Resources Department will respond and reissue the payment within 3 working days of receiving the dispute.
Welfare System
Based on employee survey feedback and the Company's sustainability goals, we continuously optimize our employee bene?ts system,
introducing employee-oriented programs such as interest-based development initiatives, etc. Through a fully digitalized management
platform, we optimize the end-to-end process for bene?ts application, approval, and distribution, ensuring standardized, e?cient, and
transparent administration. Meanwhile, we continuously strengthen internal communication and interpretation to ensure that employees
fully understand and conveniently enjoy various welfare bene?ts, e?ectively enhancing organizational cohesion and employee satisfaction.
Key indicators in ????
During the reporting period, we conducted employee satisfaction surveys regarding the cafeteria, shuttle bus, and business
reception, distributing a total of 1,157 questionnaires, with an overall satisfaction rate of 87%.
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Bene?ts Structure
We paid social insurance In addition to statutory holidays, we provide According to our leave To facilitate commuting, Subsidies such as tele-
(endowment insurance, supplementary annual leave and paid sick and attendance policies, we provide multiple shut- phone subsidies and
medical insurance, unem- leave for eligible employees. We also o?er certain departments may tle routes for employees. transportation subsidies,
ployment insurance, em- parental leave, only-child care leave, mater- adopt ?exible working interest group activities,
ployment injur y insur- nity check-up leave, family planning leave, hours depending on job and employee cafeterias.
ance, and maternity miscarriage leave, bereavement leave, nurs- characteristics and indi-
insurance) and housing ing leave, and overseas family visit leave, vidual planning needs.
fund contributions for ensuring employees' rights to rest and vaca- Other departments follow
employees who have tion while meeting the needs of speci?c a standard 8-hour work-
signed formal labor con- groups. ing day, fully implement-
tracts, and additionally i n g w e e ke n d re st a n d
p r o v i d e d co m m e r c i a l During the reporting period, the average statutory holiday policies.
insurance for them and paid annual leave per employee was 6 days.
one of their children.
A total of 25 employees took only-child care Other bene?ts
In 2025, our social insur- leave, totaling 88.5 days.
ance coverage rate was
Flexible working
arrangements
Leave bene?ts
Insurance contributions
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▍Democracy and Communication
At Autowell, we consistently advance the development of democratic management mechanisms. Through institutionalized and regular Employee Representative Congress
meetings and trade union engagement, we systematically safeguard employees’rights to information, participation, expression, and oversight. We actively establish two-way
communication channels and encourage employees to participate in discussions on business operations and major decisions, thereby protecting employees’legitimate rights
and interests while enhancing the scienti?c, transparent, and e?ective nature of corporate governance.
Democratic Management
Our Employee Representative Congress
In strict compliance with applicable laws and regulations, we have established a democratic gover-
nance framework centered on the Employee Representative Congress, supported by coordinated
trade union operations. Employee representatives are elected through democratic procedures and
represent the workforce in participating in corporate management, deliberating major proposals,
and deliberating on internal policies directly related to employees’vital interests. Their opinions
and recommendations are fully respected and duly considered in the decision-making process.
Meanwhile, our Board of Directors operates in a standardized manner, integrating democratic
principles into strategic management to ensure e?ective alignment between sound governance
practices and democratic participation across areas such as operational decision-making, ?nan-
cial oversight, and employee rights and interests protection.
Formal deliberation mechanisms Regular communication platforms Accessible oversight and Capacity building for
We regularly convene the Employee Repre- and face-to-face communication with man-
feedback channels democratic participation
sentative Congress meetings to achieve agement, we have built transparent and We maintain reporting channels and stake- We regularly implement compliance training
democratic decision-making, deliberating two-way communication bridges to ensure holder communication mechanisms to safe- and educational initiatives related to demo-
on key policies. These meetings serve as the that employee perspectives are e?ectively guard employees’supervisory rights and cratic management to strengthen employ-
primary channel for employees to express conveyed to decision-makers. ensure e?ective oversight. ees’awareness and capability to participate
collective concerns and participate in corpo- in governance processes.
rate governance.
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▍Democracy and Communication ▍Care and Support
Communication and Grievance Mechanisms Work-Life Balance
With a multi-tiered and comprehensive employee communication and griev- We highly value employees' physical and mental health and
ance mechanism, we are committed to fostering an open and fair workplace work-life balance, striving to create a workplace atmosphere
environment while safeguarding employees’legitimate rights and interests, that promotes healthy living and joyful work. We regularly
and channels for expressing opinions. organize diverse cultural and sports activities that align with
employees' interests and needs, facilitating a positive integra-
To support employee grievances, we have implemented clear policies and tion of work and life, enhancing employees' sense of belong-
standardized procedures. Employees may submit concerns or feedback ing and team cohesion, and continuously improving overall
through multiple channels: ?rst, direct communication with their immediate employee happiness.
supervisors to address issues promptly; second, submission of formal feedback
to the Human Resources Department via the Company’s OA system or email;
and internal complaint handling channels for reporting matters of concern. Traditional Festival Activities
To ensure professionalism and impartiality in grievance handling, we have To enable employees to fully experience the atmosphere of tradi-
designated the Discipline Inspection Department and the Risk Control and Case tional festivals, we organize themed activities throughout the year
Audit Department as specialized bodies responsible for grievance resolution. In based on seasonal cultural traditions. These include Spring Festival
addition, diversi?ed channels such as the con?dential“Anonymous Suggestion couplets giving activities in January, Dragon Boat Festival celebra-
Box”and the General Manager’s mailbox have been established, forming a tions in May, Qixi Festival activities in August, Mid-Autumn Festival
grievance support system that integrates dedicated functional departments and National Day celebrations in September, and Double Ninth
with multiple reporting channels. Employees may choose to submit grievances Festival activities in October. Through these initiatives, employees
anonymously or under their real names, covering performance-related are encouraged to appreciate traditional culture while relieving
concerns or other workplace matters. The relevant policies clearly de?ne the work-related stress.
scope of acceptance, processing timelines, and follow-up mechanisms for each
channel, with designated personnel responsible for tracking progress and
ensuring resolution.
We place strong emphasis on the con?dentiality of grievance information. In
particular, strict information protection measures are applied to anonymous
channels to prevent information leakage and mitigate potential risks. All griev-
ances shall be handled in a timely and impartial manner, and outcomes are
communicated to employees through appropriate channels to ensure Spring Festival Couplets Giving Activity Zongzi Making in the Dragon Boat Festival
closed-loop resolution. Through this process, we reinforce fairness in perfor- Anonymous Suggestion Box
mance management and strengthen the institutional foundation for protecting
employee rights and interests. 45
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▍Care and Support
Lifestyle Support Initiatives Health and Wellness Programs
Case We also provide diversi?ed activities addressing both general and speci?c employee needs, Case To further strengthen the balance between work and rest, we actively promote health empow-
covering social connection, family engagement, and personal interests. For example, we orga- erment and well-being initiatives. Since July, we have organized hiking activities for senior
nized a company-based networking event for single employees in February and hosted management and R&D employees aged over 30, including participation in the Liangxi District
parent-child movie screenings and interest group recruitment activities in July. These initia- Orienteering Night Race, stimulating vitality and strengthen teamwork through outdoor exer-
tives help strengthen emotional connections among employees. cise. In addition, we arranged Traditional Chinese Medicine (TCM) consultation services in
November to provide professional health support and address employees’practical needs.
Parent-Child Movie Screening Interest Group Recruitment Chongyang Mountain Climbing Activity TCM Consultation
We have continuously focused on employees' mental health, incorporating psychological care as an important component of our employee support system. To proactively under-
stand and timely alleviate employees' psychological stress, we have created a health support platform through a series of themed lectures, while also focusing on the coordinated
development needs of employees' physical and mental health. We accurately connect with professional resources in the medical and psychological ?elds to provide scienti?c and
systematic health guidance services.
Mental Health Lectures
Case During the reporting period, we organized two key lectures related to mental health. In April, we invited Deputy Chief Physician of Jiangnan
University A?liated Hospital, to give a lecture on sleep health, helping employees improve their sleep quality and strengthen their physical
and mental foundation. In August, we specially invited Professor from the Youth Health Growth Escort Team in Xinwu District to conduct a
psychological empowerment lecture, speci?cally addressing core issues such as workplace stress relief and parent-child relationship coordi-
nation, enhancing employees' psychological adjustment abilities and overall happiness. Lecture on Sleep Health Lecture on Workplace Stress and
Family Education
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▍Care and Support
Barrier-Free Workplace Environment
Case
Support for Employees with Special Needs Barrier-Free
During the standardized construction of accessible restrooms
Passage
At Autowell, we integrate employee care deeply into our corporate culture and provide in our new o?ce building, we strictly complied with national
timely support to employees facing exceptional di?culties, fostering a workplace environ- accessibility standards and implemented user-centered design
ment characterized by empathy and mutual assistance. For employees experiencing ?nan- improvements to better serve individuals with special needs.
Key measures include optimizing entrances and pathways to
cial hardship due to major illnesses or unexpected incidents, we provide timely ?nancial Barrier-Free
ensure wheelchair accessibility, installing accessible toilets,
assistance alongside ongoing emotional support. In addition, we strengthen infrastructure Restroom
safety handrails, and low-height washbasins, and ensuring
development and optimize barrier-free workplace environments. adequate ventilation, lighting, and safety features.
Care for Female Employees
As female employees represent an important part of our workforce, we place particular focus on understanding
and addressing their needs, providing practical support in both professional and personal aspects. We aim to
International Women's Day Activity
translate care into a sustainable driver of organizational development by empowering female employees to Case
thrive. On International Women's Day, we
To better support female employees returning to work during the breastfeeding period, we leverage our dual carefully prepared and held a special
event themed“Resilient Roses, Shin-
career development framework covering both management and professional tracks, in combination with
ing Brightly”, bringing surprises and
talent development programs such as the Qingsong Program. We have introduced targeted post-maternity
care to our female employees.
return-to-work support initiatives, including adaptive coaching sessions and professional skills development
workshops, enabling female employees to better balance family responsibilities with career development.
To address the needs of pregnant and breastfeeding employees, we have expanded our employee service facil-
ities by establishing the Carnation Service Station for Female Employees. We have incorporated nursing rooms Care for Breastfeeding Female Employees
as a core functional area, equipped with designated nursing areas, communication areas, and storage areas. Case
The nursing area provides comfortable seating and privacy curtains, the communication area includes tables
and chairs for interaction, and the storage area is equipped with sterilization cabinets and bottle warmers. The
facility also ensures appropriate ventilation, sound insulation, and temperature control.
In addition to providing physical support, we also focus on the physical and mental well-being of female em-
ployees. Our library is equipped with maternal and childcare health kits and parenting resources. We also col-
laborate with healthcare professionals from Wuxi Maternal and Child Health Hospital and legal aid specialists to Carnation Service Station for Female Employees Nursing Room
form a volunteer team that delivers seminars on topics such as prevention of cervical and breast cancer and
protection of women’s rights and interests. These initiatives have enhanced female employees’sense of be-
longing and well-being.
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▍Development and Training Training System
Employee Training
Management system Curriculum system Instructor System
At Autowell, we place a high value on talent develop-
ment, and ?rmly uphold the strategic principle that
Guided by strategic priorities and Built around four development stages, namely We recruit both internal and external
talent is the primary driver of sustainable growth. To talent development objectives, we onboarding integration, professional capability instructors, continuously conducting inter-
support our talent strategy and evolving business have established a structured enhancement, leadership development, and nal trainer selection and empowerment
needs, we have established a systematic, tiered, and closed-loop process covering training g e n e ra l co m p e t e n c y b u i l d i n g , w e h a v e programs, while also introducing external
needs analysis, program planning, designed a comprehensive curriculum matrix expert resources. We have established a
role-based training framework that comprehensively
budget management, and e?ective- covering the full employee lifecycle. Key pro- team of over one hundred certi?ed inter-
enhances capabilities across the employee lifecycle, ness evaluation, ensuring training grams include the Qingsong Program, special- nal trainers and developed a proprietary
covering development needs from new hires to senior initiatives are targeted, e?cient, and ized training camps, and the Manager Transfor- course library, e?ectively promoting orga-
managers, and from foundational competencies to ad- sustainable. mation Program, enabling di?erentiated and nizational knowledge transfer and experi-
targeted talent development. ence accumulation.
vanced professional expertise.
The Company has formulated policies such as the Au-
towell Training Management System, the Autowell
Course Management System, and the Autowell Lec-
turer Management System, clearly de?ning training Implementation system
governance standards to ensure the standardization
We implement a blended learning approach combining online and o?ine learning as well
and continuity of talent development initiatives.
as theory and practice. The E-learning platform has been introduced to upgrade our learn-
Through a four-in-one scienti?c training system, we ing methods. The platform has signi?cantly expanded participation coverage and learning
support continuous professional growth and capabili- frequency, enhancing accessibility and ?exibility in employee training.
ty enhancement across the organization. E-learning Platform
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▍Development and Training
For new employees, we designed the Onboarding Integration Programs. Among them, the“Qingsong Program”targets all newly recruited graduates, focusing on corporate culture
integration and foundational professional competency development. The Management Trainee Program, designed for high-potential graduates, adopts a one-year structured
training approach combining general coursework, cross-functional rotation, practical project assignments, and periodic performance reviews. The program aims to cultivate future
business leaders and core talent. In 2025, we organized 5 centralized training sessions for new graduates, with 260 participant attendances.
For technical professionals, we implement in-depth capability empowerment initiatives. For example, we organized specialized training camps for R&D personnel focusing on cut-
ting-edge technologies, case-based discussions, and research projects through immersive learning methods. In parallel, targeted training programs are o?ered for professional
functions such as product development and quality management, with a focus on core technical knowledge and practical skill enhancement to strengthen domain expertise.
???? Annual Vocational Skills Enhancement Training
Case
In 2025, we continued to implement centralized vocational skills development programs covering three key technical roles: electri-
cians, assembly ?tters, and CNC milling technicians. A total of 208 employees registered for the program, with 167 employees
participating in the certi?cation examinations, and 163 successfully obtaining professional certi?cates, representing a pass rate of
To date, we have194 certi?ed technicians and 565 senior skilled workers. This continuously expanding technical talent pipeline
provides strong support for overcoming manufacturing challenges, improving product quality, and strengthening core competitive-
ness, serving as a solid foundation for our advancement in high-end equipment manufacturing.
For our management team, we have implemented the Manager Transformation Program, designed to accelerate the transition from operational manag-
ers to strategic leaders. The program integrates structured management courses, business simulation workshops, and scenario-based learning across
three practical modules: business simulation exercises to strengthen strategic thinking and decision-making capabilities; scenario-based case studies
addressing real-world management challenges; and performance coaching training providing systematic tools to support team leadership and employee
development. Through an integrated learning-by-doing approach, the program supports both newly appointed and incumbent managers in strengthen-
ing leadership capabilities, improving team management e?ectiveness, business planning competencies and leadership.
Leadership Training
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▍Development and Training Key indicators in ????
We have established mandatory courses for all employees, including regular safety
Indicators ???? Unit
training and corporate culture training, aimed at continuously reinforcing safety aware-
ness and compliant operations, thereby solidifying our operational baseline. At the
same time, based on corporate developmental needs, we also provide general skills and Total investment in employee training 796,300 yuan
competency courses for all employees.
Total employee training hours 24,575.25 /
Employee training coverage 99 %
Training hours for new hires 66.75 /
Proportion of trained new hires 100 %
Employee Training
Training hours for middle management 62.5 /
Proportion of trained middle management 96.04 %
Training hours for female employees 5,499.50 /
Training hours for male employees 19,075.75 /
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▍Development and Training
Employee Promotion
We have established a dual-track
Growth Path
Management
Dual-track career development
Employees in the management track take on more re
career development system that Manager
Director
integrates management and tech-
Supervisor
mechanism
nology, formulating corresponding
promotion standards and quali?ca- Employees sharpen their skills and accumulate experience
tion criteria for di?erent levels of po-
Growth Path
Specialist
sitions, and providing employees leverage various resources and conditions to provide train
Senior Engi
Engineer neer
with development options based on Engineer neer
their personal interests, abilities, and
career plans. Through systematic M6 Senior Manager
P12
talent review processes and bench-
M10 Deputy
marking against role competency
M5 Manager P16 Engineer/Specialist
General Manager
P19 Scientist
models, we identify capability gaps M4 Deputy
Manager M9 Senior Director Management Technological P15 P10
and development needs in terms of
M11 General P18
M3 Senior Manager Channel Channel
P14 Expert P9
knowledge and skills. Based on Supervisor M8 Director
P17 Chief Expert P8 Senior Engineer/
these insights, we design and contin- M2 Supervisor
M7 Vice Director
P13 Specialist
uously re?ne tailored training pro- M1 Associate P7
grams and course content, providing
Manager
comprehensive support for employ- Manager in an organization: Planning, organizing, leadership, Specialists: Specialists are the pivot of corporate development.
control, and performing other functions to coordinate and
P?-----P? They have an impressive educational background, rich professional
e e s ’p r o f e s s i o n a l g r o w t h a n d lead team members towards meeting the set targets. knowledge and experience, and a great capacity to learn.
long-term career development.
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▍Development and Training
We de?ne di?erentiated promotion criteria and quali?cation requirements for Occupational Health and Safety
various management levels. Each year, promotions are implemented in accor-
dance with organizational development needs through a standardized process ▍ Occupational Health During the reporting period
that typically includes candidate nomination, competency assessment, perfor-
mance presentation, and internal disclosure. To further support employee At Autowell, we strictly follow the requirements of the During the reporting period, we
career planning and development, we conduct targeted talent mapping exercis- Law of the People's Republic of China on Prevention successfully passed the annual
es for key roles and benchmark employees against de?ned competency pro?les. and Control of Occupational Diseases, the Jiangsu
oversight audit of the ISO 45001
Through systematic analysis, we identify capability gaps and determine priority Province Work Safety Regulations, and the Wuxi
Occupational Health and Safety
development areas, enabling the design of customized training content and Work Safety Regulations, establishing a comprehen-
Management System.
continuously optimized development plans. sive occupational health and safety (OHS) manage-
ment system. We have developed and implemented
Employee Promotion Management internal policies such as the Management System on
Occupational Disease Control, the OHS Education
System, and the Management System for Accident
Professional track promotion standards Involving Heavy Casualties, standardizing occupa-
We have developed 43 quali?cation standards across di?erent sub-tracks and levels, identifying tional health management practices and continuous-
over 170 core competencies. They clearly de?ne the fundamental job requirements, perfor- ly strengthening employee health protection and
mance expectations, knowledge areas, and behavioral competencies necessary for employee
selection and promotion, ensuring science-based and clear evaluation standards.
work safety governance capabilities.
Occupational Health Monitoring
Pilot competency certi?cation for professional tracks To proactively control occupational health risks at the source, we have established a dual
prevention mechanism integrating risk classi?cation control and hazard identi?cation and
In 2025, we implemented a competency certi?cation pilot program for employees within the
equipment engineering sequence. The certi?cation process adhered to the principles of open- mitigation. Each year, we conduct systematic safety risk identi?cation and assessment across
ness, fairness, and impartiality. Based on established competency standards, employees were production activities, develop hazard identi?cation lists, and implement corresponding pre-
evaluated from multiple perspectives, including written examinations on professional knowl- ventive and control measures. These measures include visual risk management tools such as
edge, hands-on technical assessments, and performance presentations. This comprehensive job-speci?c hazard noti?cation cards and four-color safety risk maps, as well as the provision
evaluation process enabled a systematic assessment of both technical expertise and overall
of occupational health protection and personal protective equipment (PPE) for employees in
professional capability.
relevant positions. Through targeted training programs, we have strengthened employees’
risk awareness and continuously enhance a closed-loop OHS management mechanism cov-
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Key indicators in ????
Occupational Health Protection Measures
Occupational Health Management Initiatives
During the reporting period,
we had no new cases of Occupational health
Assessment and updating of Reducing occupational External evaluation
occupational diseases. occupational hazard factors disease exposure risks examinations and awareness campaigns for optimization
Regularly evaluate and update Continuously upgrade technol- Put in place a comprehensive occu- Regularly engage
while comprehensively inspect-
ogies to minimize occupational
hazards in high-risk positions
pational health monitoring system,
covering pre-employment, periodic,
third-party organi-
zations to conduct
Employee work injury ing production processes and and job types. post-employment, and emergency occupational health
insurance coverage rate equipment. This ensures the health examinations to ensure and safety assess-
Ensure that all purchased PPE
timely identi?cation and recog- e?ective health monitoring at all ments, further en-
and safety facilities meet regu-
nition of potential occupation- stages of employment. suring work safety.
latory requirements, and con-
al hazards, e?ectively prevent-
Employee physical duct regular maintenance and Establish individual occupational
ing occupational contraindica-
examination coverage rate upgrades. health records for each employee,
tions and diseases.
systematically documenting medi-
Consistently optimize the man-
cal examination results and health
yuan agement of hazardous sub- conditions to provide a scienti?c
stances, dust, noise, and other basis for occupational health man-
Investment in work-related
workplace environmental fac-
injury insurance agement.
tors to e?ectively reduce occu-
pat i o n a l d i s ea s e e x p o s u re Regularly conduct occupational
risks. health knowledge dissemination,
covering topics such as occupation-
al disease prevention, job safety op-
erating procedures, proper use of
personal protective gear, and emer-
gency self-rescue skills.
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▍Work Safety
Safety Management System Development
Key indicators in ????
We strictly adhere to the Law of the People's Republic of China on Work Safety, the Measures for the
Administration of Contingency Plans for Work Safety Accidents, the Emergency Response Law, and
During the reporting period, no
other laws and regulations. We have established safety production management rules such as the Work
major work safety accidents
Safety Accountability System, the Work Safety Inspection System, and the Work Safety Target Manage-
occurred.
ment System, clarifying safety responsibilities at all levels from the decision-making level to the execu-
tion level. To ensure the e?ective operation of our safety management system, we have established a We also obtained the level III
Work Safety Committee led by the General Manager and composed of heads of various functional depart- Standardized Work Safety Certi-
ments. The committee is responsible for the overall planning, coordination, and oversight of work safety ?cation.
initiatives.
Organizational Structure of the Work Safety Committee
Responsible Parties
Trade unions Safety supervisors
Human General Product Engineering Strategic Process
R&D Manufacturing Finance Sales Quality
Resources Management Management Services Procurement Information
Center Center Department Department Department
Department Department Department Department Department Department
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Safety Hazard Identi?cation
We have established a systematic hazard identi?cation and remediation mechanism. At the beginning of each year, we formulate a hazard inspection plan. Based on inspection
methodology, hazard identi?cation activities are categorized into regular comprehensive inspections, specialized inspections, routine patrol inspections, and seasonal or pre-holi-
day inspections. For identi?ed hazards, we establish hazard registers that clearly de?ne responsible persons, recti?cation deadlines, and corrective requirements. Relevant noti?-
cations are issued via internal communication channels, and the Safety Management Department tracks remediation progress and conducts follow-up veri?cation. We also per-
form consolidated analysis of identi?ed hazards and corrective actions. During the reporting period, our hazard recti?cation rate reached 100%.
Regular inspections Comprehensive workplace safety inspections conducted once per week.
Specialized inspections Special inspections focusing on equipment, ?re safety, electrical safety, etc.
Routine patrol inspections Routine patrol inspections conducted daily by workshop team leaders and supervisors.
Seasonal or pre-holiday inspections Preventive inspections conducted in advance of ?ood seasons, high temperatures, severe cold, and major holidays.
Emergency Response Management for Safety Incidents Key indicators in ????
We have established an e?cient and reliable emergency management system, forming a full-chain manage-
ment from organizational structure, process speci?cations to practical drills, signi?cantly enhancing our abili- 0
ty to respond to emergencies. We have developed and periodically updated the Emergency Response Plan Number of employee fatalities due to work-related accidents
for Production Safety Incidents and the Emergency Response Plan for Environmental Incidents. We have 559
also created an emergency response task force to standardize emergency procedures, and conducted regular Number of identi?ed and recti?ed safety hazards
emergency drills. During the reporting period, we conducted a total of 23 emergency drills with 1,256 partici-
pants.
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▍Work Safety
Hazardous Chemicals Management
We strictly comply with applicable laws and regulations, including the Regulation on the Safety Management of Hazardous Chemicals, and have established and continuously im-
proved the Hazardous Chemicals Safety Management Policy. We implement full lifecycle safety management covering procurement, transportation, storage, usage, and disposal of
hazardous chemicals, e?ectively preventing chemical-related risks.
Full-Process Hazardous Chemicals Management
Procurement Warehousing Storage and custody Usage control Usage management Waste disposal
Require suppliers to pro- C o n d u ct d u a l - p e r s o n Classify chemicals by their proper- Department users Strictly adhere to safety operating Engage licensed entities
vide materials such as veri?cation to check the ties and store them in designated must complete procedures during hazardous chemi- with hazardous waste man-
product quali?cation certif- co n s i st e n c y b e t w e e n explosion-proof cabinets. Imple- required approval cal use. Maintain proper ventilation to agement permits for pro-
icates and safety technical materials and docu- ment designated personnel man- procedures before pre vent toxic gas accumulation. fessional disposal
data sheets (SDS) for haz- ments, and inspect pack- agement, conduct regular inspec- hazardous chemi- Implement explosion-proof designs
ardous chemicals to ensure aging conditions, prod- tions, and immediately activate the cals are issued. or isolation protection measures for
compliance and transpar- uct quali?cation certi?- h a zard o u s c hem i ca l a n o ma l y Inspect containers equipment, devices, and systems in
ency in chemical sourcing. cates, and quality docu- r e s p o n s e p l a n u p o n d e te c t i n g before and after use operational areas.
mentation. abnormalities, with simultaneous to con?rm no resi-
reporting to the Work Safety Com- due or damage.
mittee.
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▍Work Safety
Development of the Safety Culture
We are committed to fostering a safety culture based on the principles of people-oriented management, prevention-?rst approach, full employee participation, and continuous im-
provement. Safety has been embedded as a core organizational value. Safety warning signs and awareness slogans are prominently displayed across o?ce areas, production facili-
ties, and workshops to cultivate a strong safety culture atmosphere. We regularly update safety management policies and conduct safety training programs to enhance employees’
safety awareness and operational competencies. We also organize themed initiatives such as Safety Month and Fire Safety Awareness Month, further strengthening employee en-
gagement in safety practices.
Key indicators in ????
Total participants in Total number of Total safety Safety training Total number of safety Total number of safety Total investment made for
safety drills safety drills training hours coverage rate training sessions training participants work safety purposes
Safety and Quality of Products and Services
▍ Product Quality Management
Governance
We have established comprehensive quality management rules covering the full To continuously enhance quality management e?ectiveness, we standardize and optimize
product lifecycle, including the Materials Inspection, the Process Quality Con- commonly applied and repeatable elements across research and development, manufactur-
trol, the Delivery Quality Control, the Nonconforming Product Management, ing, and operational processes. By consolidating standardized practices, we improve process
and the Traceability Management. We have built a three-tier quality account- consistency and reproducibility throughout the product and service lifecycle. This enables the
ability system led by the General Manager as the ultimate responsible person for establishment of best-in-class technical and operational practices, ensuring stable and e?-
quality and safety. Department heads serve as primary responsible persons, cient business output while supporting economies of scale.
while second-level management and frontline employees act as direct responsi- Both the Company and its subsidiaries have obtained GB/T 19001-2016/ISO 9001:2015 Quality
ble parties. This three-tier commitment mechanism ensures full implementa- Management System Certi?cation.
tion of product quality and safety responsibilities across the organization.
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▍ Product Quality Management
Level ? General Managers: Those who take primary responsibility for quality
Level 2 Department managers: Those who take main responsibility for quality
Level 3
Second-line management and frontline employees: Those directly responsible for quality
Quality Management System Certi?cation
ATW ATW Intelligent Equipmen ATW Coshin ATW XuRi SCEC Leddo Technology
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▍ Product Quality Management Impact, Risk and Opportunity Management
Strategy ▲ Product Quality Inspection
In addition to obtaining quality management system certi?cation, our products We adhere to the“Three Barriers”quality principle: no acceptance of defective materials, no
have been certi?ed by international authoritative testing organizations such as production of defective products, and no delivery of defective products. Guided by the objec-
T?V and Intertek, achieving CE marks and access quali?cations for the North tive of achieving zero-defect quality, we strictly implement internal control procedures
American market, demonstrating compliance with European and international including the Materials Inspection, the Process Quality Control, and the Delivery Quality
standards and enabling us to serve global high-end markets with reliable quali- Control to ensure consistent quality standards across all production stages.
ty assurance.
Product Quality Inspection Measures
ATW's energy storage production line has passed the T?V Rheinland
CE certi?cation, setting a high standard for overseas expansion We have established process inspection Our laboratory is equipped with over 470 types of experi-
positions responsible for controlling the mental equipment, establishing a comprehensive testing
In July 2025, the energy storage production line critical aspects of product quality and and simulation capability system that supports the entire
of Wuxi Autowell Intelligent Equipment Co., Ltd. safety on-site. Key processes that may product lifecycle. Core capabilities cover areas such as
a?ect product quality and safety during environmental reliability, safety compliance certi?cation,
successfully passed the T?V Rheinland audit and
production are subject to focused moni- materials and precision measurement, and electrical
obtained CE certi?cation. Mr. Wu Guang, Deputy toring, e?ectively ensuring the quality and energy and process analysis, allowing us to simulate
General Manager of ATW Intelligent Equipment, safety of released products. extreme conditions and perform standard tests. Advanced
Mr. Tim Seong, Deputy Director of Overseas engineering simulation technologies are applied to pro-
Sales of ATW Intelligent Equipment, Mr. Haiman, vide structural, ?uid dynamics, thermodynamic, and topol-
Manager of Compliance Certi?cation Depart- ogy optimization analyses, supporting performance
ment of T?V Rheinland Greater China Product Business Group, and Mr. Xu prediction and product design optimization.
Shu, Sales Manager for Solar and Commercial Products in East China Region Process inspection Testing equipment
of T?V Rheinland Greater China, attended the certi?cation ceremony as
representatives of both parties.
As an important base for global high-end manufacturing, the European Union Testing technology Chief Quality O?cer
has extremely strict standards for product safety and compliance. As a
mandatory market access certi?cation within the EU, the CE mark serves not We possess capabilities in vibration test- We have established a Chief Quality O?cer system and
ing, material failure analysis, and intelli- appointed a Chief Quality O?cer who holds veto power
only as a passport to the European market but also as an important compli-
gent algorithm optimization. This system over events a?ecting product quality during the product
ance reference in regions including the Middle East and Africa. This certi?ca- provides comprehensive technical support realization process.
tion injected strong momentum for ATW Intelligent Equipment to expand into from research and development design to
international markets. production quality control, ensuring prod-
uct reliability, safety, and high perfor-
mance, which strongly drives technologi-
cal innovation and quality improvement. 59
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▍ Product Quality Management
▲ Continuous Quality Improvement
We actively promote the continuous improvement of the quality system through regular internal audits, continuous improvement mechanisms, and rationalization proposal mea-
sures, forming a multidimensional quality enhancement path to continuously optimize the quality management system.
Internal quality system audits Continuous improvement mechanism
We continuously implement internal system audits, process audits We have established the Continuous Improvement Management Process, encouraging improvement
and other measures to ensure the e?ective operation of the quality initiatives across all operational levels. Continuous improvement e?orts focus on processes that impact
management system. In response to the issues identi?ed during the product quality, information security, customer feedback, and audit ?ndings. These initiatives aim to
audit, we develop corrective and preventive measures, speci?cally enhance process e?ciency, reduce production costs, and improve customer satisfaction.
implementing them in areas such as research and development, pro- We have also implemented the Rationalization Suggestion Management Process to foster a corporate cul-
cesses, inspections, and error-proo?ng to prevent the recurrence of ture that encourages constructive feedback, innovation, and continuous improvement. This mechanism
problems. Additionally, we continuously improve product quality supports ongoing product quality enhancement, improves management e?ectiveness, and strengthens
through design optimization and process enhancements. overall operational performance.
Case for quality improvement: Standardization of foreign object protection for the wafer inspection system (Model ???TC) module
Case In response to issues identi?ed in the 018TC wafer inspection system at customer sites, such as abnormal noise and jamming in the carrier lifting screw module in the loading area, caused by
internal ball screw component failure, we established a cross-functional project team involving R&D, process engineering, manufacturing engineering, and quality management departments.
Through collaboration with third-party testing institutions and the use of professional measurement instruments, we applied structured quality analysis tools such as mind mapping, brain-
storming, fault tree analysis, and the 5 Whys methodology. Based on early-stage risk identi?cation, we enhanced foreign object protection controls in critical material handling zones,
enabling proactive risk prevention and e?ectively eliminating potential quality issues at the source.
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▍ Product Quality Management
▲ Product Recall Management
We have developed institutional documents such as the Non-Conforming Product Management and
the Traceability Management. In the event of quality incidents at customer sites, we implement man-
datory recall or on-site inspection procedures. The Engineering Department leads the response pro-
cess, working in coordination with the Sales and Quality departments to conduct comprehensive
product traceability, identi?cation, and isolation of a?ected products in transit or at customer loca-
tions, ensuring zero omission of nonconforming products. For cases involving customer impact or
loss, we implement rapid assessment and reasonable compensation mechanisms to safeguard cus-
tomer rights and interests. In addition, we sign technical agreements with customers to clearly de?ne
performance indicators, after-sales service training commitments, and warranty obligations, ensuring
that quality commitments are ful?lled through formalized management controls. During the reporting
period, no incidents of non-compliance with quality commitments occurred.
We have also established internal procedures such as the Emergency Response Procedures for Critical
Incidents and the Major Information Internal Reporting Policy. We have created a dedicated crisis
management task force to address major incidents related to safety, environmental protection, and ▲ Indicators and Targets
product quality that may adversely a?ect our corporate reputation. We implement a tiered response
mechanism and closed-loop management approach to ensure timely containment of incidents and Product Management Indicators
e?ective mitigation of potential negative impacts. In accordance with applicable laws and regulations,
we also promptly report incident progress and outcomes to relevant local government authorities. No 97.73 % 0% 0
major product safety or quality liability incidents were reported during the reporting period.
Product pass rate Product recall rate Major product service
quality accidents
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▍ Customer Service Management After-sales service commitment:
After-sales Service System ◇ We provide free on-site training for customer operators and maintenance personnel.
We attach great importance to the quality of customer service, adhering to the princi- ◇ During equipment installation and commissioning, we dispatch technical personnel to customer sites
to provide complimentary technical guidance.
ples of quality ?rst and e?cient service. We have established internal policies such as
the After-sales Service Policy and the Customer Feedback Improvement Policy to ◇ Our after-sales service personnel respond to calls 24/7.
standardize after-sales service procedures and service requirements. ◇ We o?er a one-year warranty (excluding consumables) for the equipment provided after installation,
commissioning, and acceptance.
After-sales Service System ◇ During the warranty period, we provide free replacement and repair services for issues arising from
equipment quality.
◇ After the warranty period, when customers request technical services from us, we continue to provide
We have established a centralized after-sales support team responsible for technical services at the most competitive service rates.
providing pre-sales training and introducing service procedures to custom-
◇
ers.
Ongoing Customer Relationship Maintenance
Pre-sales ◇ Based on project status, we appoint a project manager, establish a dedicat-
ed project team, and de?ne clear project plans and objectives.
◇ O?ine Project supervisors conduct regular follow-up visits to
follow-up visits assess equipment performance, identify customer
needs, and maintain long-term customer relationships.
The project manager coordinates on-site activities, allocates resources,
develops plans, and provides timely updates on project progress and issues;
◇
◇ Online Through our o?cial WeChat Account, we regularly pub-
The project supervisor supports the project manager in ensuring the communication lish maintenance guidelines, troubleshooting methods,
commissioning techniques, and equipment-related
achievement of key milestones and performance targets; and
◇
Practical Tips for the Wafer
knowledge articles to provide customers with technical
Inspection System
documentation and operational support.
During-sales ◇ Through standardized management procedures, tripartite progress report-
ing, and customer follow-ups, we maintain close communication with cus-
tomers to promptly identify needs and implement corrective actions when
necessary. Digital After-sales Service System
In September 2025, we initiated a Customer Relationship Management (CRM) project to enhance the
sales management modules across business divisions. The project aims to establish a comprehensive
The technical service team is responsible for providing 24/7 remote support customer relationship management system that supports collaboration between marketing and sales
for customer issues.
◇
teams through a uni?ed sales management platform. By leveraging digital tools, we enhance the busi-
For urgent customer needs, we commit to on-site response within 24 hours ness development capabilities of our sales personnel, standardize sales practices, and improve the
e?ciency of sales execution. We also optimize and standardize customer management and sales pro-
After-sales domestically and 72 hours internationally.
◇
cesses to ensure that customers at all levels receive timely attention and e?ective service support.
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▍ Customer Service Management
Customer Complaint Response Mechanism
We have established a comprehensive customer complaint response mechanism with clearly de?ned response timelines to ensure timely resolution of
customer issues and e?ective protection of customer rights and interests.
In 2025, we launched the“Submit Suggestions, Win Rewards”customer engagement platform, establishing a closed-loop management process of“feed-
back ? evaluation ? incentive ? implementation”.Through incentive-based rewards, we encourage customers to submit optimization suggestions based
on real-world application scenarios. High-value and implementable proposals are prioritized and rewarded, enabling us to continuously translate cus-
tomer insights into improvements in products and services, while fostering a collaborative ecosystem for user-participatory quality enhancement.
Customer Complaint Response Mechanism
The project manager immediately Dedicated customer WeChat groups facilitate The project supervisor and the sales manager We rapidly formulate internal solutions and pro-
responds at customer sites to e?cient communication among customers, jointly engage with customer representatives to vide feedback to customers within the same day;
assess issue severity and escalate on-site teams, and backend service teams (engi- understand the situation and provide timely
cases when necessary; neering and sales); communication and reassurance;
We continuously track resolution progress until We conduct customer follow-up visits and complaint case reviews to We implemented internal improvement plans.
the issue is fully resolved and formally closed; identify root causes; and
Complaint Response Timeline
Customer requests are con?rmed within 1 hour; and
Sales and after-sales service personnel maintain 24/7 telephone availability;
Engineers are assigned and engaged within 24 hours to address the issue.
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▍ Customer Service Management
Customer Satisfaction
We value customer experience and continuously conduct satisfaction surveys to improve the quality of our customer service based on the survey results.
In 2025, we conducted customer satisfaction assessments through online questionnaires, in-person interviews, and telephone follow-ups. The survey covered three major custom-
er groups: strategic partners, long-term customers, and emerging customers, reaching more than 60 customers in total. The survey included, but was not limited to, four major
dimensions: product quality, product delivery, after-sales service, and technical service, with 20 detailed evaluation indicators. Ultimately, the overall customer satisfaction score
reached 96.6 out of 100.
Customer Recognition in 2025
Tongwei Group:“2025 Valuable Partner Award” GCL SI:“Smart Star Award” GCL SI:“Best Service Award” Gokin Solar:“Perfect Match - Strategic Synergy Award”
Trina Solar: Excellent Supplier Shanghai Electric: 2025“Excellent Supplier” DMEGC:“Strategic Partner”
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▍ Customer Service Management Responsible Marketing
We adhere to the principles of legally compliant and integrity-based operations, with the Integrity in Busi-
Product Knowledge Training ness Conduct serving as our core guiding principle. We have continuously improved internal policies includ-
We provide customized training programs across pre-sales, ing the Bidding Management, the Supplier Management, and the Anti-Corruption Agreements. Supported
during-sales, and after-sales stages. Training plans are tailored to by an in-house legal department and external legal counsel, we have built a dual-layer risk control mecha-
customer needs and validated through assessments to ensure nism to ensure legal and regulatory compliance throughout the entire marketing process. Since our estab-
training e?ectiveness and continuous improvement. lishment, we have not experienced any brand crisis incidents.
In 2025, we conducted 4 specialized legal training sessions for the sales team, covering sales contracts, ten-
◇ We assess customers’technical capabilities and dering and bidding, supply chain procurement, and judicial auction execution. The training recorded a 100%
develop customized training plans based on di?er- pass rate, signi?cantly enhancing employees’compliance awareness.
ent skill levels;
The training plan and expected learning outcomes
Responsible Marketing Initiatives
◇
are shared with trainees, customer representatives,
Before and relevant stakeholders one day in advance; and
training
◇ We emphasize the importance of training and intro-
duce incentive mechanisms to encourage active Responsible marketing training Marketing complaint and reporting channels
participation.
We have established dedicated working groups Email address: jubao@wxautowell.com
responsible for providing pre-sales training and
◇ We organize training, manage sign-in, conduct introducing service procedures to customers, O?cial website: https://www.wxautowell.com/about/message
assessments (written tests and practical operations), ensuring customers fully understand product
and collect training e?ectiveness feedback as O?cial WeChat account: Integrity at ATW (WeChat ID: lianjieATW)
functions and proper usage requirements.
During planned; monitor training quality in real time and
training adjust training programs accordingly.
Product compliance communication policy Principles for product communication
◇ Upon completion of the training, prizes are awarded
based on assessment results, and certi?cates are
granted to outstanding participants; and We sign Technical Agreements with customers We strictly manage potential brand risk events and ensure all product
to clearly de?ne key technical performance indi- communications adhere to principles of accuracy and transparency.
After ◇ Customer follow-up visits are conducted to evaluate cators, after-sales service commitments, training We follow the“5S”principles for brand risk management (Responsi-
training training e?ectiveness and identify opportunities for support, and quality assurance provisions, bility, Sincere Communication, Speed First, Systematic Operation, and
further optimization and improvement. ensuring product claims are consistent with con- Standardization Authoritativeness) to prevent false or misleading pro-
tractual obligations. motional claims.
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Data Privacy Protection
We place strong emphasis on protecting customer privacy. With ref-
erence to the ISO 27001 Information Security Management System
framework, we have established internal policies such as the Con?-
dentiality Management Policy and the Information System Access
Control Standards, embedding data protection requirements into
all business processes. During the reporting period, we recorded no
customer data breaches.
From a technical perspective, we have deployed server antivirus
systems, application control (AC) systems for internet behavior
management, and high-availability application ?rewalls (AF) archi-
tecture to strengthen data protection capabilities. From a manage-
ment perspective, we have established an access control frame-
work and regularly conduct information security awareness train-
ing and internal communication initiatives. We periodically distrib-
ute information security guidance materials to continuously en-
hance employees’data protection capabilities. During the report-
ing period, no data security incidents occurred.
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R&D Innovation
▍ Governance
R&D Management System
Guided by our R&D philosophy of“high productivity, high precision, high compatibility, and high stability”,we have established a standardized project-based research and develop-
ment model. Our R&D framework is composed of four core supporting technologies and eleven core application technologies.
We have continuously strengthened our R&D management mechanisms by establishing internal policies such as the Project Initiation and Management Process and the Project
Incentive Policy to ensure high-quality project delivery under the project-based development model. We have also implemented innovation incentive mechanisms including the Ra-
tionalization Suggestion Reward Policy, the Technical Personnel Training Policy, and the Performance Evaluation Policy. These measures e?ectively stimulate the innovation poten-
tial of technical professionals, driving technological breakthroughs and improving R&D e?ciency.
Project-based R&D Model
Product R&D
Sales contract Customization
Corporate strategy Product planning Independent R&D Project management
Product optimization
Technology R&D Platform development
Technological development
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New energy/semiconductor/..
Portfolio Products for
Products for PV industry Products for Li-ion battery and ESS industries
semiconductor industry
Lithium
Lithium
Advanced Czochralski Lithium Battery/High
Advanced Semiconductor PV wafer Battery/ Semiconductor Chemical
?? core PV cell PV cell mono-Si ingot Battery/Cell speed cell
PV cell crystal precision Advanced assembly mechanical
application soldering laser cutting growth appearance electrode
processing growth inspection ESS module & test polishing
technologies technology technology technology inspection fabrication
technology technology technology assembly and stacking technologies technology
technology
technology technologies
Special Material Processing Precise Position Control Measurement Smart Manufacturing
? Core
supporting IR Soldering Fluid Spray Coating Precision High-Speed Precision Precision Machine Robot Sensor Industrial Industrial
technologies
Laser Cutting Resistance Welding Machine Motion Control Electrical Optical Vision Software Communication
Laser welding Ultrasonic Welding Design Detection Detection
Basic Electrical Machine Computer
Technology Mechanics Electronics Optics Robot
sciences engineering vision science
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▍ Governance R&D management platform Technological innovation platform Technology commercialization platform
R&D Innovation Platform We established 3 major man- With a focus on the three major We have established 4 major innova-
agement bodies: the Project ?elds of photovoltaics, semicon- tion practice bases: the Jiangsu Pro-
To comprehensively enhance our technological innovation capabili- Management Committee, the ductors, and lithium-ion batter- v i n c i a l E n g i n e e r i n g Te c h n o l o g y
Standardization Management i e s / E SS , w e h a v e i n te g rate d Research Center, the Jiangsu Provin-
ties, we have established a full-chain innovation platform covering Committee, and the Experi- mechanical, electrical, electronic, cial Enterprise Technology Center, the
management, R&D, and commercialization, facilitating a complete mental Center Management optical, machine vision, robotics, Jiangsu Provincial Engineering
path from technological exploration to commercial application, Committee, all overseen by and computer technologies to Research Center, and the Jiangsu Pro-
the Company's founder, to establish 12 laboratories, vincial Postdoctoral Center. We have
forming an e?cient closed loop of“fundamental research—technol- coordinate decision-making equipped with advanced devices gathered the strengths of industry,
ogy development—achievement transformation”,providing system- on major technological inno- such as non-destructive cutting academia, and research to continu-
vation and management inno- machines, nanosecond infrared ously promote the implementation of
atic support for continuous technological breakthroughs and vation projects. lasers, and Beckho? systems, pro- new products and technologies that
large-scale implementation. viding solid support for techno- meet market demands and align with
logical innovation. our corporate strategy.
Industry Standard Formulation
We actively participate in the formulation of industry standards, promoting the greening and intelligent upgrading of the industrial chain, demonstrating our corporate responsibility
and leading technological strength.
We have participated in the formulation of standards as follows:
Group standard National standard
T/CIET 715-2024 PV Cell Cutting Machines GB/T 43752-2024 Recycling and Treatment Methods for Crystalline
Silicon Photovoltaic Modules—Physical Method
Group standard
T/CESA 1118-2020 Technical Speci?cation for Green-design Product
Assessment—Photovoltaic Module
Drafting Entity for the Group Standard on PV Cell Cutting Machines
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▍ Strategy ▍ Impact, Risk, and Opportunity Management
We focus on three key manufacturing Encouraging R&D Innovation
?elds: photovoltaics, lithium-ion bat-
We implement an R&D innovation incentive mechanism, and have established a diversi?ed innovation incentive system. By organizing
teries/ESS, and semiconductors.
skill competitions, creating practical innovation platforms, and setting up special bonuses for patent awards, rationalization sugges-
Through continuous R&D invest-
tions, and research project rewards, combined with skill training, university-enterprise cooperation, and mentorship programs, we fully
ment, global brand deployment, and
inspire all employees to leverage innovative thinking and actively engage in technological breakthroughs and product optimization.
talent aggregation, we have built an
industry-leading smart manufactur-
ing innovation system. We are com- Initiatives to Promote R&D Innovation
mitted to achieving independent
control over core technologies and
Rationalization suggestion mechanism Technical innovation selection activities Intellectual property rewards
advancing the substitution of im-
ported equipment with domestically We have established the Rationalization Sug- We conduct annual innovation evaluation activi- We implement dedicated incentive mechanisms
developed solutions. We are driving gestion Reward Policy to solicit forward-look- ties and skill competitions such as the“Li Wen for intellectual property achievements, granting
the transformation of our business ing suggestions from all employees covering Craftsman Cup”,“Technical Innovation Award”, annual rewards to inventors and designers of
areas such as process optimization, man- and“Craftsmanship for Dreams, Innovation for patents and software copyrights. This reinforces
model from“single-equipment lead- agement enhancement, quality improve- the Future”, continuously stimulating the inno- value recognition for innovation and motivates
ership”to“full-process, full-scenario ment, and corporate culture. Through a vative momentum of R&D personnel and solidi- employees to actively engage in technological
standardized e valuation mechanism, fying the technical talent pipeline. development.
solution leadership”.In the medium reward levels are determined, with monthly
to long term, we aim to become a tracking, disclosure, and implementation,
global technology leader and inte- forming a closed-loop management process
of“proposal?evaluation?incentive?promo-
grated system service provider in tion”. This approach e?ectively stimulates
intelligent manufacturing, empower- employees’innovation potential and sense
of ownership while driving continuous
ing industries through innovation improvement and knowledge sharing.
and supporting the future of global
smart manufacturing.
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▍ Impact, Risk, and Opportunity Management
Case for R&D Innovation Encouragement
Deepened Industry-Academia-Research (IAR) Cooperation
Case “Spark Innovation Initiative ????”
We have continuously deepened IAR cooperation. By partnering with leading universities
In 2025, we launched the“Spark Innovation Initiative 2025”, establishing a dual-layer
incentive mechanism combining immediate rewards and implementation-based incen- such as Shanghai Jiao Tong University, Nanjing University of Science and Technology, and
tives. Approved innovation proposals receive cash or in-kind rewards, while major inno- Harbin Institute of Technology, we carry out joint research projects and promote integrat-
vations that are successfully implemented may be awarded up to 1 million yuan. This ed innovation. Through the synergy of industry and education, we have leveraged comple-
high-intensity incentive structure e?ectively accelerates the transformation of innova-
mentary strengths in resources and expertise, comprehensively enhancing our core tech-
tion outcomes into tangible value.
nological competitiveness.
Case for IAR Cooperation
Case
Establishment of a Jiangsu Provincial Innovation Consortium
In 2025, we jointly established the Jiangsu Provincial Depart-
ment of Science and Technology Innovation Consortium
with Shanghai Jiao Tong University, Nanjing University of
Science and Technology, Wuxi University, and upstream and
downstream enterprises such as CanadianSolar. This con-
sortium integrates the full value chain of“basic research ?
material supply ? equipment manufacturing ? application
validation”, building a collaborative innovation ecosystem
that connects industry, academia, research, and application.
It is expected to support Jiangsu Province in achieving over
serve as a benchmark model for technological innovation in
Mechanical Assembly Skills Competition
China’s photovoltaic equipment sector.
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▍ Indicators and Targets
We have established and continuously improved our R&D innovation management system, en-
abling real-time tracking and updates of ongoing projects. Key tracked information includes proj-
ect name, current and cumulative investment, stage-wise progress and outcomes, intended tar-
gets, and technical maturity. This provides systematic support for dynamic management and
performance evaluation throughout the R&D lifecycle.
R&D Innovation Management indicators
R&D Investment Proportion of R&D investment to operating revenue Number of R&D personnel
Proportion of R&D personnel Training hours for R&D personnel Proportion of trained R&D personnel
R&D Innovation Management Objectives
We continuously increase our R&D investment, aiming to become a global leader and system service provider in the ?eld of smart manufacturing, empowering the industry
through innovation and supporting the future of global smart manufacturing.
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▍ Eco-Design
We adhere to an eco-design philosophy, deeply embedding sustainability principles into the full lifecycle management of our three core business segments: photovoltaics, lithi-
um-ion batteries/ESS, and semiconductors. Through structural optimization, process innovation, algorithm enhancement, and energy e?ciency upgrades, we achieve synergistic
bene?ts, including reduced operating and maintenance costs, improved resource e?ciency, and minimized environmental impact.
PV
Equipment structure optimization Conveyance and alignment system upgrades Process innovation Energy e?ciency and environmental upgrades Algorithm optimization
We adopt design approaches such as isolation Adjustable structural designs combined with We have replaced traditional Through waste heat recovery, zoned tempera- Our intelligent grouping
protection, friction avoidance, contamination shared component integration enable compat- spray coating with precision ture control, and optimized thermal manage- algorithms reduce
control, stress optimization, and thermal pro- ibility with multiple wafer speci?cations, dispensing processes and opti- ment, we improve energy e?ciency and envi- material waste and min-
te c t i o n to r e d u ce co m p o n e n t w ea r a n d improving production line ?exibility and auto- mize material replenishment ronmental performance, reducing energy con- imize manual interven-
high-temperature damage, thereby extending mation levels. mechanisms, enhancing coating sumption, and enhancing heat management tion.
equipment lifespan and lowering maintenance accuracy while reducing materi- and sustainability.
costs. al waste and pollution.
Lithium-ion batteries/ESS Semiconductor
Precision welding processes Optimization of polishing equipment motion structure
We utilize integrated solutions including enclosed dust removal, inert gas protec- Dynamic adjustment of wafer polishing positions prevents localized wear of polishing pads, extending equipment lifespan
tion, elastic clamping, and adaptive laser parameter control. These measures and reducing maintenance frequency and costs.
e?ectively prevent contaminant dispersion during laser welding, reduce energy
attenuation, and enhance welding consistency and yield rates. Modular design
Modular assembly Automated cell handling protection
Modular, detachable structures combined with multi-dimensional ?ne-tuning reduce equipment replacement costs
adaptability upgrade
during product changeovers.
Our integrated structural designs with Protective mechanisms are incorpo- Multi-process compatibility in coating equipment
adjustable clamping and bundling rated into transfer systems to ensure
functions enable compatibility with product integrity during handling,
multiple speci?cations while reduc- minimizing material loss. The single heating furnace is designed to support multiple coating processes, reducing equipment procurement costs and
ing costs and improving e?ciency. space requirements. Precise air?ow control enhances gas distribution uniformity and process adaptability.
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▍ Scienti?c Research Achievements Commercialization Achievements
We accelerate the industrialization of innovation out-
comes, leveraging advanced technologies and prod- Lithium-ion batteries/ESS Semiconductor
ucts to create customer value, drive continuous techno-
logical advancement across the industry, and support ◇ We provide integrated intelligent assembly lines for ◇ High-end aluminum wedge bonders: We have taken the
energy storage modules, PACK systems, and container lead in fully breaking import dependence, with cumula-
high-quality industrial development. solutions, positioning ourselves as a full-stack solution tive shipments exceeding 400 units and a market share of
provider. Our cumulative global shipments have exceed- over 40%
Major Scienti?c Research Awards ed 300 production lines.
◇ AOI equipment: Applications have expanded from pack-
◇ We maintain a leading position as a core equipment sup- aging processes to optical communication, further
plier to top-tier energy storage enterprises, with a high extending our presence in semiconductor-related ?elds
customer repurchase rate.
PV
◇ Ingot: Cumulative shipments of monocrystal ingot pullers reached 5,000 units over three years, rapidly establishing us as a key supplier
in the crystal growth segment
Recognition as the“First Major Technical
Equipment in Jiangsu Province” ◇ Wafers: The capacity of wafer inspection systems has repeatedly set industry records, with a global market share exceeding 55%
Batteries: The shipment of BC cell adhesive printing lines exceeded 50 in 2024, with a market share of over 60% for PV cell light-induced
equipment in the N-type segment
◇
◇ Modules: The global market share of PV cell soldering stringers exceeds 70%, with platform technology compatible with various pro-
cesses
Second Prize of the China Machinery Industry
Science and Technology Award
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▍ Digital and Intelligent Manufacturing
We actively implement national strategies for digital transformation in manufacturing. In alignment with the Three-Year Action Plan for Intelligent
Transformation, Digitalization, and Network Connectivity of Manufacturing in Jiangsu Province (2025?2027) (O?ce of Jiangsu Provincial People's
Government document No. 39 (2024)), we systematically advance our digital transformation and upgrade initiatives. We plan to apply for recognition
as a“Jiangsu Provincial Advanced Intelligent Factory”in 2026, aiming to establish a benchmark for intelligent manufacturing through digital empow-
erment.
We have established and maintained an integrated management system for the integration of informatization and industrialization in accordance with Integration of Informatization
GB/T 23001-2017 Integration of Informatization and Industrialization Management Systems—Requirements and GB/T 45341-2025 Digital Transfor- and Industrialization Management
mation Management—Reference Architecture. System Certi?cate
ATW IntelligentManufacturing System
Ingot Wafer Cell Module ESS
MOM System MOM System
MOM System
AI Big Data Applications Health Manager
MOM System MOM System
Intelligent Crystal Growth System
Intelligent MCS System
Wafer Traceability System Cell-level Traceability System Intelligent MCS System
Intelligent Loader
Intelligent PCS System
Laser marking/Code reading System Intelligent MCS System Production Line MES System
Intelligent Material Control System
AOI/EL Vision Analysis System
Digital Twin System Digital Twin System
Digital Twin System Digital Twin System
Digital Twin System
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MES System
Electronic Reimbursement System
Planning module Production module ◇ Supports online booking of ?ights, trains,
and hotels, directly by the Company;
◇ Enables system integration ◇ Automatically captures working hours and displays real-time production progress, ◇ Standardizes and controls expenses includ-
and automatic data collec- while comprehensively collecting the actual working hours of employees' opera- ing travel, accommodation, hospitality, and
tion, and real-time synchroni- tions; communication allowances; and
zation of changes across pro-
duction, quality, and sales ◇ Digitizes SOP inquiry; ◇ Incorporates invoice recognition and veri?-
functions ◇ Triggers safety lighting systems for abnormal events and monitors resolution pro- cation functions to strengthen risk control.
cesses;
◇ Enables material requisition for assembly, with direct delivery to line-side inventory;
◇ Records self-inspection data for analysis and continuous improvement;
Equipment management
◇ Supports disassembly management and scattered order shipment tracking with
archived images; and
◇ Standardizes inspection and
maintenance procedures, ◇ Provides equipment integrity checks to ensure complete process closure before de-
records daily inspections and livery
periodic (monthly/quarterly)
maintenance activities, and
Supports data-driven equip- Quality module
ment management optimiza-
◇
tion ◇ Enables one-click retrieval of incoming inspection drawings, eliminating the need for
manual searches;
◇ Records inspection results in real time through barcode or label scanning
◇ Automatically generates inspection documents during production and inspects
quality according to these documents with real-time recording of inspection results;
and
ATW Digital Manufacturing Operation Management System
◇ Captures and stores process inspection data to support analysis and quality im-
provement.
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▍ IP Management IP Management System
▲ IP Management System
We strictly adhere to the Patent Law of the People’s Republic of
China and other laws and regulations. We have established a com- General Manager
prehensive intellectual property (IP) management system led by
Management Representative
the General Manager as the highest governing authority. An Intel-
lectual Property Department is designated to take dedicated
responsibility for IP management. We have formulated and imple-
mented various internal policies, including the Intellectual Prop-
erty Management Measures, the Trademark Management Regu-
lations, the Patent Management Regulations, and the Intellectual
Property Reward Regulations. These policies cover the entire
Compliance Talent
business value chain such as R&D, production, and procurement Management Development Finance Strategic Sales Comprehensive Securities
Center Procurement Department Support Center Investment
to sales, marketing, and recruitment, ensuring systematic and Department Center Center Department
standardized IP management. We have obtained the Certi?cation
for the GB/T 29490-2023 Intellectual Property Compliance Man-
agement System. Human Product and Discipline
R&D Manufacturing IT Center
Resources Marketing Inspection
Center Center
Center Department Department
GB/T 29490-2023 Intellectual
Property Compliance Management Intellectual Property Department
System Certi?cation
Legal Department
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▍ IP Management
▲ IP Protection
IP Risk Early Warning Emergency Mechanism
Risk monitoring Cross-functional collaboration Scienti?c decision-making
We conduct ongoing patent risk Our Compliance Management Department, Based on objective evidence and professional
monitoring and early warning R&D Department, Product Department, and analysis, we develop tailored and e?ective
analysis to identify and miti- other relevant functions work in close coordi- response strategies to ensure practicality and
gate potential risks at an early nation to jointly address IP risks. e?ectiveness.
stage.
IP Protection Measures 2025 Total
Number of IPs
Applications Grants Applications Grants
IP training IP database Invention patents 90 95 723 355
We enhance IP awareness We have established an IP Utility model patents 250 426 2,066 1,769
and management capabilities database to systematically
among technical sta? and manage IP assets, track patent Design patents 3 3 14 10
pate n t s p e c i a l i st s , w h i l e application progress in real
strengthening international time, and proactively monitor
Software copyrights 75 72 265 261
patent application capabili- and prevent potential risks.
ties to support our global
expansion.
Others 32 31 269 268
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Cooperation for Shared Success
▍ Supply Chain Lifecycle Management
Supplier Selection And Admission
Ethics of
We have established and continuously optimized our supplier admission mechanisms and procedures, supported by internal
policies such as the Supplier Development and Approval Policy and the Full Lifecycle Management of New Suppliers. These
Science and
frameworks standardize supplier selection and admission processes.
Technology
Supplier Admission Process
Comprehensive
Supplier Information evaluation and approval
Acquisition
W e p l a ce st ro n g e m p h a s i s o n We conduct on-site visits
We maintain a diversi?ed Supplier screening Supplier documentation and interviews to validate
ethics of science and technology in
supplier information and matching collection s u p p l i e r i n fo r m at i o n ,
AI, continuously implements policy
acquisition system. Po- We verify the authenticity We collect key corporate complete formal assess-
requirements such as the Guiding m e n ts a n d ? l l o u t t h e
tential suppliers are iden- of collected supplier documents from suppliers,
Opinions on Strengthening Ethical ti?ed through industr y information and conduct including business licens- Supplier Admission Eval-
Governance of Science and Tech- databases, professional comprehensive assess- es, credit certi?cates, and uation Form and the Sup-
nology, and promotes technology media, and digital plat- ments across multiple product documentation. plier Review Form based
application through responsible forms, while also allowing dimensions, including These materials are thor- on the actual situation.
supplier self-nomination product category align- oughly reviewed to assess Quali?ed suppliers are
innovation During the reporting
and third-party referrals ment, technical capabili- o p e rat i o n a l stat u s a n d included in the Approved
period, we did not experience any Supplier List, while those
to build a broad and ty, and quality standards, compliance quali?cations
violations of ethics of science and inclusive supplier net- not meeting require-
to ensure a precise match as the basis for admission
technology. work. with our business decisions. m e n ts a re p l a ce d i n a
requirements. reserve supplier pool.
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▍ Supply Chain Lifecycle Management
Supplier Development Principles
Acceptable types Non-acceptable types
◇ Suppliers used by competitors may be considered, provided proper justi?cation is documented. ◇ Suppliers introduced or operated by former employees are generally
not adopted.
◇ Agency-type suppliers may be engaged after veri?cation of authorization authenticity.
Suppliers established for less than one year are generally excluded.
For equipment components, priority is given to sourcing directly from original manufacturers.
◇
◇
Supplier Oversight and Audit
We have established a full lifecycle supplier oversight and audit mechanism. Based on tools such as the Supplier Performance Evaluation Form and the Supplier Performance Man-
agement Policy, we conduct regular assessments covering areas such as quality control, delivery capability, and environmental compliance. Through on-site inspections and period-
ic reviews, we evaluate supplier performance and formulate collaboration strategies for the following year, driving continuous supply chain improvement.
Supplier Lifecycle Review Mechanism
Pre-engagement veri?cation In-process monitoring Post-engagement review
We apply a dual-control approach of document Data monitoring: With our procurement management system (BI
We conduct annual performance
review and on-site inspection for new suppliers, veri- System), we track real-time metrics such as on-time delivery rates and
reviews for all suppliers, evaluate
fying compliance documents such as business licens- product quali?cation rates, supported by monthly analysis and correc-
collaboration outcomes, assign sup-
es, production permits, quality certi?cations and tive actions. On-site spot checks: We conduct irregular spot checks on
plier ratings, and de?ne cooperation
assessing production facilities, equipment, and suppliers, focusing on verifying quality control measures during the
strategies for the following year.
workforce, ensuring their quali?cations and capabili- production process, environmental compliance, the implementation
ties. of work safety, etc.
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▍ Supply Chain Lifecycle Management
Supplier Exit
In accordance with the Supplier Performance Management Policy, we implement monthly, semi-annual, and annual performance evaluations. Based on evaluation results, we
formulate improvement plans and track their implementation. Suppliers rated“D”or identi?ed as severely non-compliant for two consecutive assessments are subject to elimi-
nation.
Supplier Empowerment
To raise suppliers’sustainability awareness, we implement supplier capability development programs and incentive mechanisms. These initiatives aim to strengthen supplier's
sustained growth.
▍ Sustainable Supply Chain
We integrate sustainability principles throughout the entire supply chain, clearly de?ning supplier compliance requirements in
areas such as environmental protection, protection of labor rights and interests, and business ethics. We have established rigor-
ous ESG-based supplier admission reviews and performance evaluation mechanisms to ensure that our partners ful?ll their cor-
porate social responsibilities and contribute to a responsible supply chain ecosystem.
Key indicators in ????
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▍ Sustainable Supply Chain
Green Procurement
Green Procurement Requirements
Environmental compliance We require suppliers to possess valid environmental approvals and pollutant discharge permits, with emissions meeting national and local regulatory standards; and Unau-
quali?cations thorized or excessive pollutant discharge is strictly prohibited.
Wastewater: Suppliers are required to establish wastewater treatment systems. Industrial wastewater must be treated to meet discharge standards or be reused, with proper
treatment records maintained.
Pollution control capability Waste gas: Suppliers must install waste gas puri?cation equipment to reduce dust and harmful emissions, ensuring odor control meets environmental standards.
Solid waste: Industrial solid waste and hazardous waste must be properly classi?ed and stored. Hazardous waste must be handled by quali?ed entities under formal agree-
ments, with transfer manifests retained.
Equipment must undergo regular maintenance and display safety warning signage to ensure safe operation;
Production site safety Facilities such as workshops and warehouses must be properly laid out to ensure unobstructed emergency access and be equipped with adequate and regularly inspected
?re?ghting systems;
Hazardous chemicals must be stored separately in designated areas with appropriate protective and emergency response equipment, supported by usage registration
systems; and
We also sign safety agreements with suppliers to clearly de?ne both parties’responsibilities and obligations regarding employee health and safety, ensuring full compliance
with applicable regulations and corporate requirements.
Circular economy We encourage suppliers to adopt recyclable and biodegradable packaging materials and reduce the use of single-use packaging.
Energy conservation and We have established strict environmental and energy e?ciency evaluation criteria for suppliers, assessing their performance in areas such as energy consumption, emissions
carbon reduction control, and resource utilization to ensure e?ective implementation of energy-saving and environmental protection measures.
Green product certi?cation We prioritize suppliers with green product and green raw material certi?cations. We procure environmentally friendly equipment such as photovoltaic and lithium-ion battery
equipment, as well as eco-friendly raw materials including recyclable metals and non-metallic materials, ensuring compliance with our environmental standards from the
source. We have obtained multiple green procurement certi?cations.
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▍ Sustainable Supply Chain Supply Chain ESG Management
Transparent Procurement Supply Chain ESG Management Process
Integrity agreement signing ESG requirements at the admission stage
We sign the Procurement Integrity Agreements with suppliers, clearly de?ning their responsibilities and We incorporate ESG and responsible procurement clauses into tender documents, with green supply
obligations in maintaining integrity and compliance, including adherence to laws and regulations, prohibi- capability, ethical compliance records, and social responsibility performance serving as core evalua-
tion of commercial bribery, and establishment of internal integrity systems. tion criteria in supplier selection.
ESG assessment
Procurement compliance review
We conduct dynamic ESG assessments of suppliers through regular reviews, on-site inspections, and
We have established an integrity compliance framework for procurement personnel, strictly prohibiting
questionnaires to comprehensively evaluate supplier ESG performance.
acceptance of supplier hospitality, gifts, rebates, or other improper bene?ts. We conduct regular compliance
audits of procurement processes on an annual basis.
Exit mechanism
Integrity awareness promotion In the event of serious ESG non-compliance, we implement a formal exit mechanism, including mea-
During pre-admission site visits, we communicate integrity requirements to suppliers and strictly prohibit sures such as warnings, suspension of cooperation, or contract termination.
improper bene?ts o?ered to procurement personnel, such as banquets, gifts, and rebates.
ESG incentives and guidance
We organize annual supplier conferences to continuously reinforce integrity and compliance expectations.
We have established a closed-loop ESG performance management system. Underperforming suppli-
ers are supported through targeted improvement plans, while high-performing suppliers are reward-
Measures against integrity violations ed with priority cooperation opportunities and preferential policies, driving continuous ESG improve-
We strictly enforce provisions under the Procurement Integrity Agreement and the Procurement Frame- ment across the supply chain.
work Agreement. Suppliers found in violation of integrity requirements are subject to disciplinary actions
based on severity, including but not limited to recti?cation notices, suspension of business cooperation, or ESG training for procurement personnel
permanent disquali?cation. In serious cases, we will pursue legal liability in accordance with applicable
We provide dedicated responsible procurement training to procurement personnel, enhancing their
laws. Suppliers are also required to return any improper gains obtained through violations.
capabilities in identifying environmentally friendly products, detecting ethical risks, and evaluating
supplier ESG performance, thereby strengthening sustainable supply chain management from the
source.
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▍ Procurement Quality Management
We place great importance on the quality management capabilities of suppliers. Through measures such as signing quality agreements, closed-loop performance evaluation,
KPI-based incentives, and target-setting, we e?ectively mitigate material quality risks and ensure stable supply chain delivery.
We sign the Supplier Quality Agreement
with suppliers and conduct annual reviews
of their quality management system ISO
We have established a sup- Quality
plier quality performance
agreement
management system, con-
signing
ducting monthly, semi-annu-
al, and annual evaluations.
Suppliers rated“C”or“D” We implement material inspection exemp-
Incentives
are required to implement Quality tion incentives based on de?ned standards
and target
corrective action plans, with performance and conduct monthly supplier perfor-
management
progress tracked through a assessment mance evaluations with internal disclo-
closed-loop mechanism. sure; and
Annual KPI assessments are also imple-
mented, including targets such as
?rst-pass yield rate for incoming materials.
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▍ Supply Chain Security
We are committed to ensuring a stable and secure supply chain. Through localized procurement strategies, centralized sourcing, and other mechanisms, we e?ectively mitigate
supply disruption risks, improve procurement cost e?ciency, and enhance overall supply chain resilience.
Localized procurement strategy Rolling inventory mechanism for long lead-time materials
Suppliers for machining components are primarily located Under a buyer-led model, we place advance orders based on rolling demand forecasts. For materials
in Suzhou, Wuxi, and Changzhou. Localized sourcing en- with long procurement cycles (usually ≥30 days) and customized/scarce characteristics, we place
hances process control and facilitates on-site management procurement orders in advance based on rolling demand forecasts, continuously update the plans,
and continuous improvement. secure production capacity and materials, and ensure production continuity.
Integration of supplier
Vendor-Managed Inventory (VMI) Centralized procurement
outsourcing resources
Under a supplier-led collaborative model, both parties share data, allowing We leverage centralized procurement We have established supplier sub-
suppliers to manage inventory levels and replenishment plans proactively. to aggregate demand and achieve contracting management and on-site
Settlement is based on actual consumption, reducing overall inventory costs economies of scale, thereby reducing audit mechanisms to ensure stable
across the supply chain. procurement costs. delivery performance.
Key indicators in ????
The total number of suppliers reached 1,558, with 1,240 suppliers located in East China, resulting in a 79.6% of local suppliers.
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▍ Promoting Industry Development Together
We actively foster an open and win-win industrial ecosystem by collaborating with upstream and downstream partners on cutting-edge technology exchanges and joint innova-
tion. We also participate extensively in domestic and international industry exhibitions and technical forums to facilitate resource integration across the value chain and continu-
ously inject momentum into industry upgrading and sustainable development.
Industrial Chain Collaboration
???? Supplier Partner Appreciation Conference Multiple Supply Chain Collaboration Awards
In December 2025, we successfully In November 2025, we were
held our annual Supplier Partner Ap- honored with the“Valuable
preciation Conference. Our senior Partner Award”at the Global
management, along with representa- Supply Chain Co-creation
tives from supply chain, quality, op- Ecosystem Partner Confer-
erations, and compliance functions, ence. In the same month,
engaged with suppliers across the we also received the Global
value chain under the theme“Syner- Partner & Excellent Enter-
gizing Development for Photovoltaic prise Award at the 8th 2025
a n d E n e rg y Sto ra ge I n d u st r i e s , China International Photo-
Co-creating an Intelligent Future”. voltaic and Energy Storage
The event focused on aligning on Industry Conference, recog-
ing long-term pathways for coordi- tion and outstanding perfor-
nated development. mance.
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▍ Promoting Industry Development Together
SCEC partnered with Guizhou Sunrise to accelerate the industrialization process of silicon-carbon anodes
As the industrialization process of solid-state batteries accelerates, breakthroughs in the scaling and quality of anode materials have become key to the industry's development. In
October 2025, our subsidiary, SCEC, strategically collaborated with Sunrise (Guizhou) New Energy Materials Co., Ltd. (referred to as“Guizhou Huiyang”) to provide customers with
industry-leading CVD ?uidized bed system, helping them overcome key bottlenecks in the industrialization of silicon-carbon anode materials and accelerating the large-scale im-
plementation of high-quality products. This collaboration not only represents the industrialization of SCEC's ?uidized bed CVD technology but also presses the“accelerator”for
the large-scale application and industrial landing of silicon-carbon anodes.
Innovative Technology Exchange
We were invited to participated in ABEC ???? to discuss new pathways for Keynote Speech at MIW ???? in Germany, exploring the forefront of
value leap in the battery new energy industry innovation in photovoltaic printing technology
In November 2025, the 12th ABEC In October 2025, at the Metallization and Interconnection Workshop (MIW) held
China Batter y New Energy Industr y in Berlin, Dr. Chen Ning, Director of the ATW Laboratory, was invited to deliver a
International Summit Forum was keynote speech titled“Printing Technologies for PV Beyond Metal Pastes and
grandly held in Suzhou. This forum Stainless Steel Screens”, systematically showcasing our multiple innovative
focused on core topics such as techno- achievements in advanced battery printing technology.
logical breakthroughs, ecological
reconstruction, and global competition
in the battery new energy industry. As a
leading enterprise in the high-end
intelligent equipment sector, ATW was invited to participate. Mr. Wu Guang,
Deputy General Manager of ATW Intelligent Equipment, discussed the interac-
tive theme of how capital shifts to new areas and how the battery new energy
industry transitions from scale expansion to value creation with industry experts
and partners.
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▍ Promoting Industry Development Together
We attended the NET ZERO CHINA ???? SMM (?th) & PV Entry into Electricity Market, where we The Jiangsu Province PV and Energy Storage Integration
received an industry innovation award Resource Integration Salon was successfully held at ATW
In September 2025, the NET ZERO CHINA 2025 SMM (4th) & PV Entry into Electricity Market, orga- In August 2025, the Special Committee of Photovoltaics and Bat-
nized by SMM, was successfully held in Suzhou, Jiangsu. The conference focused on addressing the tery Storage the Jiangsu Photovoltaic Industry Association orga-
challenges within the photovoltaic industry and exploring innovative paths for high-quality devel- nized a successful Energy Storage Integration Resource Integra-
opment, inviting over ?fty authoritative industry experts to deliver engaging speeches and partici- tion Salon at ATW. This event aimed to explore the development
pate in roundtable discussions. As a well-known intelligent equipment manufacturer in the photo- path of energy storage integration technology and promote col-
voltaic ?eld, we were invited to attend the conference and received the SMM Radiance Cup“Photo- laborative innovation within the industry chain. Several senior
voltaic Industry Smart Equipment Innovation Award”,for providing solutions and ideas to address leaders from ATW engaged in discussions and exchanges with
industry challenges from the perspective of high-quality equipment suppliers. representatives from the association and guests from the indus-
try.
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▍ Promoting Industry Development Together
We participated in the Energy Storage Ecosystem We attended the ???? High-E?ciency PV Cells, We participated in the ??th (????) Annual Conference
Matchmaking Conference to explore the integration Module Packaging, and Reliability Technology of the China Electronic Equipment Industry Association
of smart manufacturing and energy storage practices Conference Semiconductor Equipment
In July 2025, the ?rst“Energy Storage Ecosystem In April 2025, the 2025 High-E?ciency PV Cells, In September 2025, the 13th (2025) Annual Conference of
Matching Conference (Smart Manufacturing Session)” Module Packaging, and Reliability Technology Con- the China Electronic Equipment Industry Association
led by the Zhongguancun Energy Storage Industry ference was held in Suzhou. As a highly in?uential Semiconductor Equipment was held in Wuxi. As the
Technology Alliance was held in Changzhou, Jiangsu. technical exchange platform in the photovoltaic annual event in China's semiconductor ?eld, ATW was
This forum focused on the deep integration of energy ?eld, this forum focused on the latest technologies invited to participate in this forum and presented a spe-
storage and smart manufacturing, conducting special- related to the packaging of various high-e?ciency cial report titled“Core Breakthroughs of Monocrystal
ized discussions on the practical applications of core solar cells and modules, as well as new packaging Ingot Puller in Photovoltaic Technology Iteration and Ad-
aspects such as energy storage cell R&D innovation, materials, attracting numerous industry elites. ATW vanced Semiconductor Processes”, showcasing the
intelligent production processes, and digital manage- was invited to participate in this forum and deliv- Company's technological innovations and process break-
ment throughout the entire lifecycle. ered a special presentation on the“Pre-treatment throughs in ingot equipment.
Solutions for BC Module Packaging”.
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▍ Promoting Industry Development Together
Participation in Industry Exhibitions
SCEC made its debut at the ?th Asia-Paci?c We appeared at two major new energy events to We participated in the ?th China International
Conference on Silicon Carbide and Related Materials jointly outline a new blueprint for green development Photovoltaic and Energy Storage Industry
Conference ????
In November 2025, the6th Asia-Paci?c Conference on In November 2025, the 17th Wuxi International New
In November 2025, the 8th China International Photo-
Silicon Carbide and Related Materials (APCSCRM) was Energy Exhibition opened at the Taihu International
voltaic and Energy Storage Industry Conference was
grandly held in Zhengzhou, Henan. As an important Expo Center. The exhibition focused on showcasing
successfully held. The conference brought together nu-
conference with industry benchmark signi?cance in new technologies, products, and applications in the
merous international organizations, local govern-
the ?eld of silicon carbide, APCSCRM gathered numer- ?elds of energy equipment, green energy, AI+ energy,
ments, authoritative experts, leading enterprises, and
ous leading companies and experts. Wuxi Songci Elec- energy infrastructure, and energy sustainability. Among
innovative forces to jointly conduct technical discus-
tromechanical Co., Ltd. showcased its crystal growth them, AI+ energy, arti?cial intelligence, and the low-al-
sions, industry matchmaking, and showcase achieve-
equipment solutions and engaged in on-site discus- titude economy became focal points of discussion.
ments. We showcased cutting-edge intelligent equip-
sions with industry experts and partners, sharing During the exhibition, ATW actively engaged in
ment and solutions, becoming one of the focal points
insights on the forefront developments in silicon car- in-depth exchanges with upstream and downstream
of the exhibition.
bide. enterprises in the industry chain around hot topics,
exploring the possibilities of technological integration
and collaborative development.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Promoting Industry Development Together
SCEC made an appearance at the ???? We attended the ???? New Era of Photovoltaics We participated in RE+ in Las Vegas to explore
Semiconductor Materials Industry Development Forum and the ??th “Polaris Cup” Forum, the future of intelligent manufacturing in
(Zhengzhou) Conference winning the In?uential PV Brand Award energy storage
In October 2025, the 2025 Semiconductor Materials In September 2025, the 2025 New Era of Photovolta- In September 2025, the RE+ 2025, an International
Industry Development (Zhengzhou) Conference and ics Forum and the 14th“Polaris Cup”In?uential PV Renewable Energy Exhibition, was grandly opened
the 2025 Annual Meeting of the Semiconductor Ma- Brand Award Ceremony successfully concluded in at the Venetian Expo in Las Vegas. As a major event
terials Branch of the China Electronic Materials Nanjing, Jiangsu. As a well-known intelligent equip- in the North American renewable energy sector, RE+
Industry Association kicked o? at the Holiday Inn ment manufacturer in the photovoltaic ?eld, we brought together leading global companies in pho-
Zhengzhou High-Tech Zone. This conference gath- were invited to attend the grand event and success- tovoltaic, energy storage, smart grid, and other
ered top global experts and leading enterprises to fully won the“In?uential PV Materials and Support- clean energy ?elds, attracting tens of thousands of
explore technological innovation and development ing Brand Award”due to our outstanding product authoritative experts and professional attendees to
trends in the semiconductor industry. As a high-end strength and brand in?uence! discuss cutting-edge technologies and innovative
intelligent equipment manufacturer focused on solutions. As a globally renowned high-end intelli-
crystal growth specialized equipment, SCEC show- gent equipment manufacturer, ATW made a stun-
cased multiple core products, with a focus on its ning appearance with its integrated smart manufac-
innovative achievements and solutions in the semi- turing solutions for energy storage, attracting nu-
conductor and PV crystal growth equipment ?elds. merous guests to visit and engage at the booth.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Promoting Industry Development Together
We attended the ??th SNEC (????) International We attended the Battery Show ???? in Germany We participated in the ??th China International
Photovoltaic Power Generation and Smart Energy Battery Fair (CIBF????)
Exhibition & Conference and Battery Technology In June 2025, the global top battery and electric
and Equipment Conference and Exhibition vehicle exhibition, the Battery Show Europe, was In May 2025, the 17th China International Battery
grandly held in Stuttgart, Germany, attracting over Fair (CIBF2025) grandly opened at the Shenzhen
In June 2025, the 18th (2025) International Photovolta-
ic Power Generation and Smart Energy Exhibition &
the future development trends of the battery indus- Wuxi Autowell Intelligent Equipment Co., Ltd. show-
Conference and Battery Technology and Equipment
try under the carbon neutrality trend. As a well-known cased its core products, including the high-speed
Conference and Exhibition was launched at the Na-
high-end intelligent equipment manufacturer in the energy stacking machine, high-speed cell assembly line,
tional Exhibition and Convention Center in Shanghai.
storage ?eld, we made a stunning appearance with our and full-stack solutions for energy storage mod-
This annual event, which gathered global resources
high-speed cut-stack-press machine, high-speed cell ules/PACK/container assembly lines, attracting nu-
from the energy storage industry, attracted many lead-
assembly line, energy storage/cell EV module PACK merous professional visitors for in-depth discus-
ing companies, authoritative experts, and profes-
assembly line, and container-type energy storage sions.
sional attendees to explore technological innova-
system assembly line, showcasing our equipment
tions and development trends in the energy storage
deployment and zero-carbon smart manufacturing
sector. As a well-known high-end intelligent equip-
concept in the lithium-ion battery industry.
ment manufacturer, ATW made a stunning appear-
ance, showcasing its innovative achievements and
comprehensive solutions in the ?eld of energy stor-
age smart manufacturing.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Promoting Industry Development Together
We attended the Intersolar EU ????, We attended We attended the ??th Energy Storage We made an appearance at the ?th EESA Energy
exploring new horizons in smart SOLAREX ISTANBUL ???? International Conference and Storage Carnival and once again received the
manufacturing Expo (ESIE) honor of being named one of the “Top ??? New
As a hub for energy transition in Energy Storage Brands in China”
In May 2025, the major global event Eurasia, Turkey, with its superior In April 2025, the Energy Storage Inter-
Intersolar Europe (a European Interna- sunlight resources and policy sup- national Conference and Expo (ESIE), In March 2025, the 7th Energy
tional Photovoltaic Exhibition) com- port, is becoming a key growth hosted by the Zhongguancun Energy Storage Carnival Ceremony and
menced in Munich, Germany. ATW pre- pole for the global photovoltaic Storage Industry Technology Alliance, the Release Conference of the
sented its photovoltaic and energy and energy storage industry. In was grandly held at the Beijing Interna- Global Shipment Ranking of Chi-
storage smart manufacturing solutions, April 2025, at SOLAREX ISTANBUL tional Exhibition Center. The theme of nese Energy Storage Enterprises
gathering with industry leaders and 2025, the largest industry event in this summit and exhibition was“Em- in 2024, themed“Energy Transi-
experts to explore new pathways for the Middle East, ATW once again powering Industr y Transformation tion for a Low-Carbon Future,
global energy transition. presented its photovoltaic and through Digital Intelligence, Reshaping Exploring the Value of Energy Storage Develop-
energy storage Smart Manufactur- the Energy Landscape through Storage” , ment”,was grandly launched at the Westin Wuhan
ing solutions, responding to the gathering over 800 leading energy stor- Hanyang, Hubei. As the annual event in the energy
global demand for e?cient and age companies to discuss cutting-edge storage ?eld, the event gathered leading compa-
clean energy through technologi- technologies in the energy storage ?eld nies in the industr y to discuss innovations in
cal innovation. and provide new ideas for the innovative energy storage technology and industrial up-
development of the energy storage grades. ATW Intelligent Equipment was once again
industry. invited to participate and successfully retained the
title of“Top 100 New Energy Storage Brands in
China”due to its outstanding technology and
market reputation in the ?eld of energy storage au-
tomation equipment.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
Equal Treatment of SMEs
We strictly comply with the Regulations on Ensuring Timely Payments to Small and Medium-sized Enterprises and uphold the principles of fairness, integrity, and good-faith
cooperation. We ensure that payments to SME suppliers are made in full and on time. During the reporting period, no incidents of overdue payments to SMEs occurred.
At the same time, to alleviate the challenges faced by SME suppliers in accessing a?ordable ?nancing, we provide ?nancial support such as credit guarantees. These measures
help optimize their cash ?ow, reduce ?nancing costs, enhance supply chain resilience, and foster a stable and sustainable industrial ecosystem.
Social Contributions
▍ Community Co-Building
At Autowell, we actively strengthen communication and collabora-
tion with local communities and promote community co-develop-
ment through practical initiatives such as holiday visits and dona-
tions for community upgrades. Our e?orts focus particularly on
supporting the elderly and carrying forward the Revolutionary
Spirit.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Community Co-Building
Caring for the elderly Care for retired Party members Contribution to age-friendly community upgrades
In collaboration with the Wangzhuang Subdis- On the eve of August 1st, Army Day, we In 2025, to accurately respond to the living needs of the
trict Chamber of Commerce, we visited the Lex- organized dedicated visits to retired elderly, we supported age-friendly community renovation
iang Elderly Care Center in Xinwu District, Wuxi, and ?nancially disadvantaged Party projects in Chunchao No. 3 Community by donating elderly
during the Spring Festival, delivering care and members in the community. Through care assistance equipment, including wheelchairs, oxime-
support to senior residents. in-kind donations and face-to-face en- ters, blood pressure monitors, blood glucose meters, and
gagement, we expressed respect and bathroom safety handrails. These initiatives enhanced
provided support, while strengthening accessibility, improved safety, and optimized elder-
positive interaction between the Com- ly-friendly living environments.
pany and the community.
▍ Public Welfare
We place strong emphasis on supporting local education development. Through targeted education-
al donations, we help supplement community-level teaching resources, contributing to improved
education quality and greater educational equity in the region.
During the reporting period our total external donations exceeded1,500,000 yuan.
GOVERNANCE
Corporate Governance
Internal Control and Risk Management
Compliant Operations and Business Ethics
Tax Management
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
Corporate Governance
Governance Structure
▍ Governance Strategy
During the reporting period, we continuously
We strictly complied with the requirements of the Company Law of the People's Republic of China, the Securities Law of the improved our corporate governance struc-
People's Republic of China, the Code of Corporate Governance for Listed Companies in China, the Rules Governing the List- ture. In May 2025, in accordance with the up-
ing of Stocks on the STAR Market of the Shanghai Stock Exchange, and other laws and regulations, departmental rules, nor- dated Company Law and the Regulations of
mative documents, and the Articles of Association. Through optimizing governance structure, improving governance systems, The State Council on the Implementation of
compliant information disclosure, and strengthening the protection of shareholders' and creditors' rights and interests, we con- The Registration Capital Registration Man-
tinuously enhance our corporate governance. agement System of the Company Law of
the People's Republic of China, as well as the
Review and approval relevant rules of the China Securities Regula-
tory Commission, we dissolved the Supervi-
Board of Directors continuously optimizes the Company's governance strategy in accordance with regulatory require- sory Board, and the Audit Committee of the
ments, business development needs, and the interests of investors. In accordance with the Articles of Association, the Board of Directors exercised the functions of
Board reviews matters within its authority and submits signi?cant matters to the Board of Shareholders for deliberation, the Supervisory Board as stipulated by the
thereby promoting innovation-driven development and value creation. updated Company Law. We also added an
employee representative director to the
Board to safeguard employees’legitimate
Oversight and accountability rights and interests. As of the end of the
reporting period, we have established a
The Audit Committee of the Board and the Risk Control and Audit Department oversee and evaluate the Company’s well-structured and e?cient governance
standardized operations. The Remuneration and Appraisal Committee assesses the performance of directors and framework comprising the Board of Share-
senior management, reinforcing accountability among key decision-makers in advancing the Company’s sustainable holders, the Board of Directors, specialized
development and ensuring e?ective implementation of governance strategies. committees, senior management, and func-
tional departments.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
Board of Shareholders
Strategy and ESG Committee
Remuneration and Appraisal Committee
Board of Directors
Nomination Committee
Audit Committee
Secretary of the Board of Directors
General Manager
CFO
Securities ATW Zhiyuan Wuxi Leishiwei Runwei Supply Hainan Autowell Strategic Operations IT Comprehensive HR Finance Risk Control and
Leddo Intelligent Equipment Polar Optics Intelligent Chain Autowel (Japan) Procurement Center Center Support Center Center Audit Department
Investment
Technology Equipment Department Department
Dept
NRG Leizhi Weint Autowell Technology Sales Service Quality Strategic
Rise Equipment (Singapore) Center Center Center Market
Department
ATW ATW ATW Polar
SCEC
Jiexin Coshin XuRi PV
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Governance Strategy
Board of Shareholders is the Company’s governing body and exercises the power to make decisions on major
corporate matters in accordance with the law. We convene and hold Shareholder Meetings in strict compliance
with the Articles of Association, the Board of Shareholders Rules, and relevant regulations. Voting is conducted
through on-site meetings or a combination of on-site and online voting. We implement a cumulative voting Number of Shareholder Meetings held
Board of
system and strictly enforce related-party abstention mechanisms to ensure that all shareholders, particularly
Shareholders
minority shareholders, can fully exercise their voting rights.
Number of proposals
Our controlling shareholder and ultimate controlling party have duly exercised their rights in accordance with the Number of proposals not approved
deliberated by the Board
law, with no instances of harm to the rights and interests of the Company or its shareholders, particularly minority by the Board of Shareholders
of Shareholders
shareholders.
Board of Directors is the company’s daily decision-making body and the executive body of Board of Shareholders
meeting resolutions. The Board has established four specialized committees: the Audit Committee, the Nomina-
tion Committee, the Remuneration and Appraisal Committee, and the Strategy and ESG Committee. These com-
mittees provide professional opinions and recommendations on matters including ?nancial disclosure, internal
controls, appointment and evaluation of directors and senior management, and long-term development strategy.
Number of Board Meetings held
Board of Our Board of Directors evaluates the performance of the Board of Directors, each specialized committee, and
Directors independent directors annually. The performance evaluation of the Board of Directors mainly includes the follow-
ing items: 1. Operational e?ectiveness of each committee of the Board of Directors; 2. E?ectiveness of internal
controls; 3. Director nomination and training; and 4. Quality of Board Decision-making.
Number of proposals Number of proposals not approved
During the reporting period, all directors met the required quali?cations and diligently ful?lled their duties deliberated by the Board by the Board of Directors
through active participation in Board and committee activities, e?ectively safeguarding the interests of the Com- of Directors
pany and its investors. In 2025, performance evaluations for the Board, its committees, and independent directors
were all rated as excellent.
Our senior management team, including the General Manager, Deputy General Managers, Board Secretary, and Chief Financial O?cer, is responsible for executing Board resolutions and ensur-
Management
ing the e?ective operation of the Company’s day-to-day activities.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍Governance Strategy
Board Independence
Board independence is a fundamental prerequisite for sound decision-making and for safeguarding the interests of all investors.
We strictly implement the voting avoidance mechanisms for related party transactions (RPT). Prior to meetings, we conduct prudent identi?cation of
related parties and RPTs. During meetings, interested directors abstain from voting, while non-interested directors focus on deliberating on the ne-
cessity and commercial rationale of such transactions. For material RPTs, or where fewer than three non-interested directors are available, the rele-
vant proposals are submitted to the Board of Shareholders for deliberation, with related shareholders abstaining from voting.
We also attach great importance to the independent and professional judgment of independent directors on the Board. As of the end of the report-
ing period, the Board comprised 9 directors, including 3 independent directors. Independent directors constitute the majority and serve as conve-
ners of the Audit Committee, the Nomination Committee, and the Remuneration and Appraisal Committee. In accordance with the Company Law of
the People’s Republic of China, the Securities Law of the People’s Republic of China, and the Measures for the Administration of Independent
Directors of Listed Companies, we have established internal policies such as the Independent Director Working Rules and the Rules for Special
Meetings of Independent Directors, which were updated during the reporting period in line with the latest regulatory requirements.
Independent directors perform their duties through dedicated meetings and Board committees, free from undue in?uence by the Company, con-
trolling shareholders, or other parties. We actively support their performance of duties by providing independent o?ce space, necessary documenta-
tion, and meeting resources. During the reporting period, independent directors diligently ful?lled their responsibilities through Board and commit-
tee participation, on-site inspections, investor communication sessions, and engagement with internal audit functions and external auditors. They
maintained active communication with the Company, directors, senior management, and relevant personnel, with focusing on material disclosure
matters, including RPTs, external guarantees, auditor appointments, and foreign exchange derivatives trading. All opinions and recommendations
were made in the best interests of the Company and its investors. During the reporting period, independent directors also participated in continuing
professional training to enhance their performance capabilities.
Total number of director Number of independent directors Proportion of independent directors
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Governance Strategy ▍ Protection of Shareholder Rights
Board Diversity We uphold the principles of respecting and protecting investors. During
the reporting period, we focused on our core business while ful?lling our
We actively promote Board diversity, taking into account multiple dimensions such as gender, age, cul- responsibilities as a listed company, safeguarding investors’rights to infor-
tural background, educational background, and professional experience in Board composition. We rec- mation and participation in decision-making, and placing strong emphasis
ognize that diversity contributes positively to governance e?ectiveness. Currently, our Board of Directors on shareholder returns to enhance investors' sense of gain.
members demonstrate strong diversity in terms of professional expertise, age structure, and gender Information Disclosure
composition. At period end, our Board of Directors consisted of 9 directors, including 2 female directors,
We have established a comprehensive information disclosure framework
with members possessing rich experience in ?elds such as automation, law, ?nancial accounting, and
in accordance with the Company Law, the Securities Law, the Administra-
corporate management. This complementary mix of skills, knowledge, and perspectives enhances the tion of Information Disclosure of Listed Companies and the Rules Gov-
quality and e?ciency of Board decision-making and supports standardized governance practices. erning the Listing of Stocks on Shanghai Stock Exchange. Our internal
policies include the Information Disclosure Management Policy, the
Name Type Core Technical Gender Age Technical Legal Finance & Business Policy on Suspension and Exemption of Information Disclosure, and the
Personnel Accounting Management
Accountability System for Material Errors in Annual Report Disclosure, all
Ge Zhiyong Director Male 55 of which were e?ectively implemented during the reporting period. In
June 2025, we revised the aforementioned policies in accordance with the
√ √
Li Wen Director √ Male 55 √ latest regulations to ensure the e?ectiveness of internal controls.
We have also established standardized procedures for the
Yin Zhe Director Male 54
preparation, review, and disclosure of information, adher-
√
Zhou Yongxiu Director Female 57 ing to the principles of truthfulness, accuracy, complete-
ness, timeliness, and fairness. Information is disclosed
√
Disclosure
Liu Shiting Employee Director √ Male 56 √ equally to all investors, thereby safeguarding sharehold- of periodic
ers’legitimate rights and interests. During the reporting reports
Jia Yinghua Director Female 48 √ period, we disclosed 4 periodic reports and 126 ad hoc an-
nouncements on the SSE website and other CSRC-desig-
Sun Xinwei Independent Director Male 59
nated media platforms, covering major matters such as
√
Bo Yuming Independent Director Male 60 RPTs, use of proceeds, external guarantees, ?nancial assis-
Disclosure of
tance, and equity incentive plans. In addition, since 2023,
√
ad hoc
Yang Jianhong Independent Director Male 55 we have continuously published Environmental, Social and
announcement
Governance (ESG) reports in both Chinese and English to
√
meet the diverse information needs of global investors. 101
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Protection of Shareholder Rights
Information Disclosure Procedures
Information reporting Planning
Upon becoming aware of material information, Directors, the Board Secretary, and relevant senior manage- Evaluation result of the
the information disclosure obligor is required to ment convene to determine disclosure timelines and formu- Company's information
B
promptly report to the Board Secretar y and late preparation plans for periodic reports. disclosure performance
submit written materials to the Securities Invest- for the 2024-2025 period
ment Department.
Report preparation
B (Good)
Announcement preparation and review
Senior management, including the Chairman, Chief Financial
The Securities Investment Department is respon- O?cer, and Board Secretary, organize relevant departments
sible for drafting and conducting the initial review to prepare draft reports in accordance with the established
of disclosure documents, which are subsequently plan.
reviewed by the Board Secretary. The draft is reviewed by the Chairman and circulated to
directors by the Board Secretary.
Matter deliberation Penalties imposed by the CSRC, its
Ad hoc Periodic Report deliberation local o?ces, or the SSE due to infor-
Based on speci?c matters and approval announcements reports
The Audit Committee reviews ?nancial information before mation disclosure issues during the
authority, proposals are submitted to the man-
submission to the Board for approval. reporting period
agement team, Board committees, special
meetings of independent directors, the Board Directors and senior management provide written con?rma-
of Directors, or the Board of Shareholders for tions upon review. None
deliberate and approval.
External disclosure External disclosure
Following approval and sign-o? by the Chair- Upon ?nal approval and sign-o? by the Chairman (or an
man of the Board (or an authorized representa- authorized representative), the Board Secretary or securities
tive), disclosures are released externally in a a?airs representative discloses the report in accordance with
uni?ed manner by the Board Secretary or a established procedures and regulatory requirements.
designated securities a?airs representative.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Protection of Shareholder Rights
“I Am a Shareholder ? Visit to a Listed Company” Event
Investor Relations Management
In December 2025, we actively participated in the
We are committed to building long-term, stable, and trust-based relations with Shanghai Stock Exchange’s“I Am a Shareholder”
our investors. In accordance with the Guidelines on Investor Relations Manage- initiative and co-hosted the“I Am a Shareholder ? Visit
ment for Listed Companies, the Guidelines No. 1 of the STAR Market of Shang- to a Listed Company”Event with SDIC Securities.
hai Stock Exchange for Self-regulation of Listed Companies—Standardized Op-
eration, and our internal Investor Relations Management Policy, we maintain Investors were invited to visit our facilities for on-site
proactive and constructive engagement with investors through multiple chan- tours and in-depth discussions. We organized guided
nels. These include statutory disclosures, the SSE E-Interactive platform, inves- visits to our equipment manufacturing center and exhi-
tor hotlines and email, earnings brie?ngs, and investor visits. We also leverage bition hall, presenting our technological expertise and
our o?cial website, WeChat o?cial account, and video platforms to communi- innovation achie vements. During the thematic
cate information such as our business performance, R&D progress, and prod- exchange session, our management team engaged in
uct developments, thereby enhancing investor understanding of the Company. open and constructive dialogue with investors on key
topics, including business strategy, technological inno-
During the reporting period, we participated in the 2024 STAR Market photovol- vation, and future development plans.
taic industry collective earnings brie?ng, organized multiple periodic earnings
brie?ngs, and hosted the“I Am a Shareholder ? Visit to a Listed Company”
investor engagement event. In total, we received investor over 110 visits, and Shareholder Returns
responded to 25 investor inquiries via the SSE E-Interactive platform. Through
diversi?ed investor engagement initiatives, we have e?ectively communicated We place a high value on delivering returns to our investors and adhere to a pro?t distribu-
our investment value to the capital markets and fostered a mutually bene?cial, tion policy that balances sustainable corporate development with shareholder returns.
trust-based relationship with investors. Since our listing on the STAR Market in May 2020, we have implemented cash dividends for 6
consecutive years. In addition, we conducted interim dividends in 2020, 2024, and 2025,
increasing the frequency of returns to provide more timely bene?ts to investors.
yuan. As of 2025, our cumulative cash dividends since listing had reached 1,884 million
SSE E-interactive responses Investor visits Earnings brie?ngs
yuan. We have also implemented share repurchase programs since listing, with a cumulative
repurchase amount of 219 million yuan. Combined cash dividends and share repurchases
totaled 2,103 million yuan, equivalent to 366.18% of the funds raised from our IPO.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Protection of Shareholder Rights We have formulated internal policies, including the Rules of Procedure for the
Remuneration and Appraisal Committee of the Board of Directors and the
Protection of Creditors' Rights and Interest Directors and Senior Management Remuneration Management Policy, to ensure
We attach great importance to the protection of creditors’rights and interests. During the compliance, fairness, and transparency in decision-making. The Remuneration
reporting period, we strictly ful?lled all contractual obligations related to our debt, and Appraisal Committee of the Board is responsible for overseeing the remuner-
making timely and full repayments of both principal and interest, with no overdue liabili- ation and performance evaluation of directors and senior management. It also
ties. reviews matters including the remuneration of directors and senior executives,
the formulation or amendment of equity incentive plans and employee stock
Our convertible bonds “ATW
( Convertible Bonds”) have been listed and traded on the SSE ownership plans, as well as the ful?llment of vesting conditions for incentive
since September 1, 2023. As of the end of the reporting period, the outstanding balance of recipients. Remuneration plans for directors proposed by the Committee are sub-
unconverted bonds amounted to 1,139,945,000 yuan, representing 99.995175% of the ject to approval by the Board and subsequent review and approval by the Board
total issuance. During the reporting period, we ful?lled our obligations by making timely of Shareholders, where shareholders are entitled to vote on such matters. Remu-
interest payments and disclosing relevant announcements, including suspension and neration plans for senior management are approved by the Board, fully disclosed,
resumption of conversion, adjustments to conversion prices, and conversion results. In and implemented by the Human Resources Department.
connection with the reduction of registered capital due to the repurchase and cancella-
tion of restricted shares under the 2023 equity incentive plan, we duly noti?ed creditors to The remuneration structure for senior management comprises base salary and
safeguard their interests. According to the 2025 Follow-up Rating Report on Relevant performance-based remuneration, adopting a 3P model (Position, Performance,
Bonds of Wuxi Autowell Technology Co., Ltd (CSPI Ratings [2025] Follow-up No. 01 [538]) Person) centered on Position, Performance, and Person. This approach ensures
issued by CSCI Pengyuan Credit Rating Co., Ltd. on June 25, 2025, the Company’s external market competitiveness while maintaining internal equity. The perfor-
long-term issuer credit rating was“AA-”,with the outlook maintained as“stable”,and the mance-based component is directly tied to key performance indicators (KPIs),
rating for the“Autowell Convertible Bond”was also“AA-”.These rating results remained reinforcing alignment between remuneration and the Company’s strategic objec-
unchanged from the previous assessment. tives. Non-independent directors receive remuneration based on their speci?c
executive roles, actual performance, and contributions, without additional direc-
tor allowances. Independent directors receive ?xed annual remuneration to
▍ Remuneration Management ensure their independence and objectivity in ful?lling oversight duties. The remu-
neration system for directors and senior management is designed to support the
We are committed to establishing and continuously improving a scienti?c, standardized Company’s business strategy and is dynamically adjusted in line with operational
remuneration and performance management system with long-term incentive e?ects, en- performance, e?ectively aligning management interests with the Company’s
suring alignment between our remuneration policies and the Company’s strategy, risk medium- to long-term development goals and the interests of shareholders.
management, and long-term value creation objectives.
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?P Remunation Model Internal Control and Risk Management
▍ Internal Control
Development of Internal Control Systems
Our internal control system aims to provide reasonable assurance of lawful and com-
pliant operations and management, safeguard assets, ensure the truthfulness and
integrity of ?nancial reporting and related information, enhance operational e?ciency
and e?ectiveness, and support the achievement of our strategic objectives.
Our internal control activities cover all key business processes, including R&D, sales
and collections, procurement and payments, production, cash and treasury manage-
Pay for Position Pay for Person Pay for Performance ment, guarantees and ?nancing, information disclosure, human resources, and infor-
mation systems. These are supported by comprehensive control policies for each pro-
cess, as well as specialized management systems covering areas such as seal manage-
ment, budgeting, quality control, external guarantees, and performance management,
ensuring that all operations are conducted in accordance with established procedures.
We de?ne clear roles and responsibilities across departments, establish authorization
and approval mechanisms, oversight and inspection procedures, and tiered account-
ability systems to ensure that all levels perform their duties within delegated authority
and that directives from the Board and management are e?ectively implemented. We
also dynamically identify and respond to a wide range of risks, including operational,
Position-based: Person-based: Performance-based:
?nancial, market, regulatory, and ethical risks, while enhancing both internal and exter-
ensuring internal focusing on growth strengthening nal information management. This ensures that key risks and operational information
equity and development incentive orientation are reported in a timely manner to the Board, management, and the Risk Control and
Audit Department, and that risk exposures and internal control de?ciencies are proper-
ly addressed.
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▍ Internal Control Our Major Control Activities
The Audit Committee of the Board is
responsible for reviewing our internal
control system, overseeing its e?ective
......
implementation and self-assessment,
supervising the performance of direc-
tors and senior management, and coor-
dinating internal control audits. Under Management and RPTs External Use of funds Major Information
controlover subsidiaries Guarantees raised investments disclosure
its leadership, the Risk Control and
Audit Department independently con-
ducts oversight and inspections of busi-
ness activities, risk management, inter-
Principles Governing Internal Control Implementation
nal controls, and ?nancial information,
evaluates their e?ectiveness and e?-
ciency, promptly identi?es de?ciencies, Comprehensiveness Materiality Checks and balances
and provides improvement recommen-
dations. It exercises its duties inde- Internal control spans the entire process of On the basis of comprehen- We ensure mutual restraint and oversight across gover-
decision-making, execution, and oversight, sive control, we focus on key nance structures, organizational setup, authority alloca-
pendently and objectively, free from
covering all business activities of the Com- business areas and high-risk tion, and business processes, while maintaining opera-
interference by other departments or pany and its subsidiaries. domains. tional e?ciency.
individuals.
Adaptability Cost-e?ectiveness
Internal control is aligned with our business scale, scope, competitive
We balance implementation costs with expected bene?ts to achieve
environment, and risk pro?le, and is adjusted dynamically as condi-
e?ective control at an appropriate cost level.
tions evolve.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Internal Control
Enhancement of Internal Control
During the reporting period, we continuously strengthened the e?ectiveness of internal control through the following measures:
Strengthening audit and remediation
Revision of internal control policies Special assessments and optimization
closed-loop management
We updated and issued key internal control pol- The Risk Control and Audit Department con- During the reporting period, the Risk Control
icies, including the Rules of Procedure for the ducted special internal control evaluation proj- and Audit Department carried out 17 audit proj-
Audit Committee of the Board, the Internal ects across multiple subsidiaries. By systemati- ects. Upon completion, corrective actions were
Control Policy, and the Internal Audit Policy, in cally reviewing key business processes, it identi- tracked through the OA system, with auditors
line with the latest regulatory requirements and ?ed control de?ciencies and formulated correc- responsible for monitoring remediation prog-
our operational needs. These updates ensure tive actions. A follow-up oversight mechanism ress to ensure full implementation. The overall
that our internal control mechanisms and pro- was implemented to ensure timely remediation remediation rate for audit ?ndings reached
cedures are well-de?ned, supporting e?ective and closure of identi?ed gaps. 100%.
business operations, asset integrity, and reli-
able ?nancial reporting.
During the reporting period, our internal control system operated e?ectively, with no material or signi?cant internal control de?ciencies identi?ed in either ?nancial
or non-?nancial areas.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Risk Management
We are committed to building a systematic and forward-looking risk management framework and embedding it deeply into our strategic decision-making and daily opera-
tions, with the objectives of safeguarding corporate assets, enhancing decision-making capabilities, ensuring business continuity, and maintaining compliance with applica-
ble laws and regulations.
Risk Management System
We have established and continuously re?ned a full-process risk management architecture, with ongoing optimization of our risk management system.
? We conduct annual risk identi?cation and assessment, establishing a risk inventory covering ?ve major categories, which provides a foundation for systematic risk
management.
? During the reporting period, we carried out a comprehensive update of our risk management policies, further clarifying requirements related to the organizational
structure, daily operations, risk management matrix, oversight and improvement mechanisms, and risk culture development, while strengthening the“three lines of
defense”and a professional risk management talent network.
? We have established a“three lines of defense”risk management structure under the leadership of the Board, clearly de?ning the roles and responsibilities of vari-
ous functional departments, including the Securities Investment Department and the Risk Control and Audit Department, to ensure e?ective implementation of risk
management requirements. During the reporting period, we continued to enhance coordination and e?ectiveness across the three lines of defense to enhance our
overall risk prevention and response capabilities. We also further established a risk management network composed of risk control liaisons from various functional
departments and business units. We organized two specialized training sessions for the risk control liaisons to enhance their professional capabilities.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Risk Management
Three Lines of Defense in Risk Management
Second line
First line of Third line
of defence
defence of defence
Securities
Risk Control and
Business Investment
Audit Department
functions Department
Each business and functional department is the ?rst The department conducts inspections and evalua- The department evaluates the risk manage-
responsible body for risk management , and is tions of risk management status and response capa- ment performance of business and functional
required to conduct a comprehensive assessment of bilities based on established risk response strategies departments based on internal control audits,
possible risks at the business level based on their and management measures. Throughout this process, economic responsibility audits, engineering
respective business process, and prioritize them the department objectively assesses the actual e?ec- project audits, information system audits, and
according to the importance of the risks with the pro- tiveness of business and functional departments in specialized audits and issue corresponding
fessional support of the risk management functional risk management, provides professional guidance, audit reports.
department. and continuously monitors the implementation of
corrective measures.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Risk Management
Risk Management Measures
We have established a closed-loop risk management process encompassing“risk identi?cation and information collection ? analysis and assessment ? reporting ? communica-
tion and feedback ? oversight and improvement”,ensuring systematic and routine operation of risk management activities. To e?ectively implement risk management objectives,
we have embedded key processes into our digital systems. During the reporting period, we launched three core work?ows within the OA system: the Risk Identi?cation and As-
sessment Form, the Risk Response Measures Form, and the Risk Event Reporting Form. These tools enable standardized collection, response, and reporting of risk information,
thereby enhancing management e?ciency.
Risk Management Process
Information Identi?cation and Collection Analysis and assessment Report preparation
We systematically organize and analyze the Based on analysis results, we prepare standardized
? We have established a risk control matrix that covers key business
aggregated risk information, develop assess- risk reports covering risk descriptions, assessment out-
areas such as procurement, contracts, and ?nance, systematically identi- ment indicators and methods, and determine comes, and response strategies, resulting in standard-
fying risk points and aligning them with control measures, responsible risk levels and priorities to provide a basis for ized risk information output.
subsequent responses. ?? ??
departments and personnel, control documentation, and control
frequency;
? Responsible departments continuously collect risk information Communication and feedback Oversight and improvement
through both internal and external channels (e.g., employee feedback
Risk reports are communicated to relevant The Risk Control and Audit Department supervises and
and market research); and departments and decision-making bodies to evaluates the entire process from report preparation to
ensure e?ective information ?ow. We also track communication and follow-up actions, to ensure the
? We have designated risk management liaison o?cers to ensure coor- progress and provide timely feedback on handling accuracy, timeliness, and e?ectiveness of risk manage-
?? ?? ??
dination and balance between business development and risk control. results, forming a closed management loop. ment activities.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
Typical Risk Management Cases
Risk category Risk event Response plan
Weak employee awareness of information security, improper system Establish and continuously improve our information security management system,
Information access controls, vulnerabilities in software and hardware, or external conduct regular company-wide information security awareness training and emer-
security risks cyber attacks may result in data leakage, loss, or tampering. gency drills, implement strict hierarchical access control and permission manage-
ment, and perform periodic vulnerability scanning and penetration testing.
Inadequate incoming material inspection, insu?cient in-process Enhance our quality management system and inspection standards, and clearly
quality control, inconsistent inspection standards, or insu?cient de?ne quality responsibilities and control requirements at each stage; strengthen
Information
security risks competency of inspection personnel may lead to defective products professional training and certi?cation for inspection personnel; and Strictly en-
entering production or delivery stages, resulting in customer com- force incoming, in-process, and ?nal inspection procedures.
plaints or returns.
Compliant Operations and Business Ethics
We uphold a strong commitment to compliant operations and adhere strictly to applicable laws and regulations, including the Law of the People’s Republic of China Against
Unfair Competition and the Anti-Monopoly Law of the People's Republic of China. We continuously strengthen anti-bribery practices and integrity governance, promote fair
competition, and foster a healthy business environment grounded in integrity and self-discipline.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Compliant Operations
We recognize compliance as the cornerstone of sustainable corporate development. We have established and continuously improved a comprehensive compliance management
system covering all business areas. Through institutional development, compliance training, and compliance reviews, we embed compliance requirements into our day-to-day
operations.
We have established compliance systems for key aspects of production and operations, including R&D, procurement, quality, logistics, and recruitment. These policies are regu-
larly updated in response to changes in laws and regulations, evolving regulatory requirements, and shifts in the market environment. During the reporting period, we issued the
Contract Management Policy and launched an interpretation course via our internal cloud learning platform, requiring all employees to complete the training. This initiative stan-
dardizes operations from the source and strengthens risk prevention and control.
We have established a regular compliance training mechanism, delivering targeted training programs tailored to
employees at di?erent levels and across various business units. During the reporting period, the Company con-
ducted a series of specialized training sessions, including“Legal Risk Analysis of Supply Chain Agency Procure-
ment",“Key Risk Prevention Points in Sales and Purchase Contracts",“Legal Risk Analysis of Bidding and Tender-
ing”“Enforcement,
, Auction, and Bankruptcy”“Legal
, Publicity on Con?dentiality and Information Security”and
“Prevention of Economic Crimes”,covering a total of over 4,000 employees. This e?ectively enhanced employees'
compliance awareness and understanding of compliance boundaries. In terms of intellectual property protection,
we organized 5 dedicated training sessions to further strengthen employees’capabilities in IP creation, utilization,
and protection.
The Risk Control and Audit Department continuously conducts compliance reviews in both system and process
design, and execution oversight. At the institutional level, we actively advance policy development and support
business units in improving compliance in their processes. At the operational level, we focus on reviewing adher-
ence to policies and procedures through internal audit projects, providing recommendations for improvement
and forming a closed-loop management mechanism.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Compliant Operations
Selected Compliance Training in ????
Number of
participants 193 193 191 194 3,247 179
Legal Risk Analysis of Key Risk Prevention Points in Legal Risk Analysis of Enforcement, Auction Legal Publicity on Con?dentiality 5 intellectual
Topic Supply Chain Agency Sales and Purchase Contracts Bidding and Tendering and Bankruptcy and Information Security property training sessions
Procurement
Special Training on Prevention of Economic Crimes
To strengthen integrity risk control and compliance awareness among employees in key positions, the Discipline
Inspection Department organized a dedicated training session titled“Uphold Integrity, Respect the Law, and Be a
Proud ATW Employee”on June 10, 2025. The training was jointly organized by the Discipline Inspection Department
and the Talent Development Center and targeted key departments such as procurement, quality, and logistics.
A senior o?cer from the Economic Crime Investigation Division of the Wuxi Public Security Bureau was invited as the
keynote speaker. The session focused on three major types of economic crime risks, namely o?-book funds, duty-re-
lated crimes, and online lending traps, supported by real judicial case studies. This training e?ectively enhanced em-
ployees’legal awareness and compliance capabilities in critical business functions, providing strong support for the
Company’s steady and compliant operations.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Anti-Commercial Bribery and Anti-Corruption
We adhere to business ethics and legal boundaries, making integrity as a core value of our corporate culture. We require all employees to uphold business ethical standards,
strictly comply with relevant laws and regulations regarding anti-commercial bribery, distinguish between normal business interactions and improper transactions, and strive to
create a fair, transparent, and open business environment.
System Development
We have established a comprehensive set of internal policies, including the Integrity Agreement for Procurement, the Supplier Development and Approval Procedures, the
Supplier Management and Maintenance Procedures, and the Finance Management Procedures. All suppliers and employees are required to strictly comply with these poli-
cies in all business activities. We have also implemented the Anti-Fraud and Whistleblowing Management Policy, which encourages employees and suppliers to report miscon-
duct, including regulatory violations, collusion, and abuse of position for improper personal gain. We ensure e?ective protection of whistleblowers’rights and interests.
During the reporting period, we obtained ISO 37001 Anti-Bribery Management System Certi?cation and were awarded the 2024“New Integrity Star Award”by the Anti-Fraud
Association, re?ecting external recognition of our ethics and compliance management practices.
ISO 37001 Anti-Bribery Management System Certi?cation 2024“New Integrity Star Award”
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Anti-Commercial Bribery and Anti-Corruption
Integrity Culture Development
We are committed to building a systematic, multi-dimensional integrity culture embedded in our daily operations, encouraging employees to internalize integrity values and
translate them into concrete actions.
During the reporting period, we published a total of 16 articles via our“Integrity at ATW”o?cial account, covering topics such as holiday integrity reminders and updates on
integrity initiatives, leveraging new media to promote ethical values. In addition, we continuously communicated our whistleblowing channels through training programs and
digital platforms to strengthen integrity oversight.
We actively promoted integrity awareness through diversi?ed training programs and innovative cultural initiatives. During the reporting period, we organized various training
activities, including internal auditor training for the anti-bribery management system, awareness sessions on management accountability mechanisms, integrity training pro-
grams for subsidiaries and new graduates, and case-based integrity education sessions. We also held themed activities such as the“520 Integrity-Themed Lacquer Fan Initia-
tive”and the“Integrity Knowledge Challenge Campaign”,as well as the“Integrity Awareness Month ? Acting with Integrity Together”.These initiatives e?ectively enhanced em-
ployee engagement and strengthened our integrity culture.
Integrity Training: A First Lesson for New Employees
On July 7, 2025, we organized a dedicated integrity training program for our 2025 cohort of
new graduates. At the training session, we not only introduced the Company's integrity culture
values, compliance red lines, and professional ethics requirements, which served as a
wake-up call and clari?ed boundaries for new employees. We also engaged the graduates in
interactive scenario-based simulations, including role-playing and real-time decision-making
exercises, enabling participants to better understand compliance boundaries and ethical deci-
sion-making in a dynamic and engaging environment. This training program aimed to guide
new employees in developing sound professional ethics and values, supporting a strong start
to their careers.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Anti-Commercial Bribery and Anti-Corruption Key indicators in ????
Creative Integrity Cultural Activities 0 0 0 yuan
Number of business partners terminated Number of employees dismissed or Total monetary losses from bribery
or not renewed due to corruption-related disciplined due to corruption or corruption-related legal proceedings
issues
Employee participation rate in Total number of employees participating Total hours of anti-commercial
anti-bribery and anti-corruption training in anti-commercial bribery and bribery and anti-corruption training
anti-corruption training
Whistleblowing Mechanism
Integrity Knowledge Integrity Awareness Month ?
We adopt a zero-tolerance approach to bribery and corruption. We actively encourage all employees to
Challenge Campaign Acting with Integrity Together act as both self-managers and supervisors, and we also encourage other informed parties to provide infor-
mation and evidence regarding any misconduct by our employees or other parties. Through these e?orts,
we aim to foster a compliant, transparent, and ethical business and working environment.
We have established diversi?ed whistleblowing channels, including a dedicated email address, o?cial
website portal, WeChat o?cial account, and mailing address. We encourage both internal and external
stakeholders to report concerns, either anonymously or under their real names. We place the highest pri-
ority on con?dentiality. In accordance with policies such as the Anti-Fraud and Whistleblowing Manage-
ment Policy, we have implemented strict protection measures for whistleblowers and investigators. Any
form of retaliation is strictly prohibited. Violators will be subject to dismissal or termination of employ-
ment. Where legal violations are involved, cases will be transferred to judicial authorities.
Email jubao@wxautowell.com
O?cial website https://www.wxautowell.com/about/message
Whistleblowing
WeChat o?cial account Integrity at ATW (WeChat ID: lianjieATW)
Mailing address Discipline Inspection Department of Wuxi Autowell Technology Co., Ltd.,
No. 3 Xinhua Road, Xinwu District, Wuxi City, Jiangsu Province, China
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
▍ Anti-Unfair Competition
We actively promote the principles of fair competition and strictly comply with applicable laws and regulations,
?
including the Law of the People’s Republic of China Against Unfair Competition and the Anti-Monopoly Law of Monetary losses involved in litigation or s
the People’s Republic of China. We ?rmly prohibit any form of unfair competition or monopolistic conduct and igni?cant administrative penalties due to
are committed to maintaining a fair and orderly market environment. unfair competition practices during the
We actively promote fair trade and fair competition, clearly outlining relevant norms and requirements in our reporting period
Employee Handbook, and placing signi?cant emphasis on employees' con?dentiality obligations and non-com-
?
pete restrictions, ensuring that all employees conduct their work in a lawful and compliant manner. We enhance
Number of pending or concluded legal
employees' legal awareness through activities such as integrity promotion. We have also established internal
reporting and consultation channels, encouraging employees to proactively report suspected violations such as cases in which the Company was identi?ed
unfair competition, while ensuring full protection for whistleblowers. as a participant in unfair competition
During the reporting period, we did not have any violations related to unfair competition.
Tax Management
We strictly comply with applicable tax laws and regulations, adhering to the principles of lawful tax payment and stan-
dardized management, and ensuring that tax ?ling and payment fully meet local regulatory requirements.
We have established a comprehensive tax management system covering tax registration, tax accounting, tax ?ling, and
invoice management. Clear procedural requirements and de?ned organizational responsibilities are in place to ensure
compliance, accuracy, and e?ciency in tax-related matters, thereby ful?lling our responsibilities and obligations as a
corporate taxpayer.
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
ESG Data Table
Indicators Unit ????
Direct GHG emissions (Scope 1) tCO2e 575.09
Indirect GHG emissions (Scope 2) tCO2e 5,776.25
Total GHG emissions tCO2e 6,351.34
GHG emission intensity tCO2e per million yuan of revenue 0.99
Total investment in environmental protection yuan 7,456,100
Proportion of total environmental protection investment accounts for operating revenue % 0.12
Total wastewater (domestic sewage) discharge tons 106,811
Wastewater discharge intensity tons per million yuan of revenue 16.70
Total amount of hazardous waste generation tons 27.90
Hazardous waste generation intensity tons per million yuan of revenue 0.004
Volume of waste recycled and reused tons 146.28
Comprehensive energy consumption tce 1,632.89
Comprehensive energy consumption intensity tce per million yuan of revenue 0.26
Renewable energy consumption tce 917.79
Renewable energy consumption share % 56.2
Total water consumption tons 125,660
Water consumption intensity tons per million yuan of revenue 19.64
Total number of active employees / 4,478
Number of male employees / 3,853
Number of female employees / 625
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
ESG Data Table
Indicators Unit ????
Total investment in employee training yuan 796,300
Total employee training hours / 24,575.25
Employee training coverage % 99
Employee work injury insurance coverage rate % 100
Employee physical examination coverage rate % 100
Investment in work-related injury insurance yuan 1,789,250
Total participants in safety drills / 1,256
Total number of safety drills / 23
Product pass rate % 97.73
Product recall rate % 0
Major product service quality accidents / 0
R&D investment yuan 485,011,900
Proportion of R&D investment to operating revenue % 7.58
Number of R&D personnel / 1,260
Proportion of R&D personnel % 28.14
Total number of suppliers / 1,558
Proportion of local suppliers % 79.6
Public welfare donations yuan 1,500,000+
Number of directors / 9
Number of independent directors / 3
Proportion of independent directors % 33.33
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
Cross-Reference Index Table
Guidelines No. ?? of Shanghai Guidelines No. ?? of Shanghai
Stock Exchange for Self-Regulation Stock Exchange for Self-Regulation
Contents GRI Standards Contents GRI Standards
of Listed Companies — Sustainability of Listed Companies — Sustainability
Report (Trial) Report (Trial)
Message from the Company / G2-1 Sustainability-Related
Information Reporting Article 12 G2-22
About ATW
Sustainability Oversight and
Assessment Mechanism Article 12 G2-22
Company Pro?le / G2-1
Our Business / G2-1 Sustainability Communication
and Training Article 12 G2-22
Corporate Culture / G2-1 Environmental
Milestones in 2025 / G2-1 G201-2, G305-1, G305-2
Climate Change Response Articles 20, 21, 22, 23, 24, 26, 27, 34 G305-3, G305-4, G305-5
Honors in 2025 / G2-1 G305-6, G305-7
Environmental Compliance
Materiality Assessment Management Articles 29, 33 /
Double Materiality G306-1, G306-2, G306- 3.
Articles 5, 14, 15, 16, 17, and 18 G3-1、G3-2、G3-3 Pollutant and Waste Discharge Article 31
G306-4, G306-5
Assessment
Resource Utilization Article 34, Article 35 G302-1, G302-2, G302-3
Due Diligence and Stakeholder Article 53 G2-29 Article 36, Article 37 G302-4, G302-5
Communication
Article 5 G3-1、G3-2、G3-3 Green O?ce Initiatives Article 20, Article 28, Article 34 /
Materiality Assessment Results
Sustainability Governance G101-1, G101-2, G101-4,
Ecological and Biodiversity G101-5, G101-6, G101-7,
Article 32
Conservation G101-8, G304-1, G304-2,
Sustainability Governance Framework Article 11, Article 12 G2-22
G304-3, G304-4
Notes on the Report Message from the Company About Autowell Materiality Assessment Sustainability Governance Environment Society Governance ESG Data Table Cross-Reference Index Table
Cross-Reference Index Table
Guidelines No. ?? of Shanghai Guidelines No. ?? of Shanghai
Stock Exchange for Self-Regulation Stock Exchange for Self-Regulation
Contents GRI Standards Contents GRI Standards
of Listed Companies — Sustainability of Listed Companies — Sustainability
Report (Trial) Report (Trial)
Social Internal Control and Risk
Management Article 52 /
G401-2, G401-3, G404-1
Employee Rights and Interests Article 49, Article 50
G405-1, G406-1
Compliant Operations and Articles 54, 55, 56 G207-1, G207-2, G207-3
Occupational Health and Safety Article 49, Article 50 G403 Business Ethics G207-4, G205-1, G205-2
G205-3, G206-1
Safety and Quality of Products
Article 45, Article 47 G2-1 Tax Management / /
and Services
Appendix
Data Privacy Protection Article 48
R&D Innovation Article 41, Article 42 / ESG Data Table Article 6 /
Ethics of Science and Technology Article 43 / Cross-Reference Article 57 /
G204-1, G308-1, G308-2, Index Table
Cooperation for Shared Success Article 44, Article 45 G409-1, G414-1, G407-1,
G408-1, G409-1
Social Contributions Article 40 G415-1
Governance
Corporate Governance Article 2, Article 12, Article 51 G2-9, G2-10, G2-11,
G2-12, G2-13, G2-14,
G2-15, G2-16, G2-17,
G2-18, G2-19, G2-20,
G2-21, G2-27
???
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