Environmental, Social and
Governance Report
CONTENTS
Introduction Appendices
Chairperson's Message 01 About This Report 70
About Newland 02 Key ESG Performance Indicator Table 71
GHG Verification Statement 76
Report Release and Contact Information 77
ESG Innovation Environmental Social Governance
Governance Performance Performance Performance Performance
ESG Management Framework 07 Innovation Investment and Technological 14 Climate Change Response and Carbon 19 Rural Revitalisation and 32 Corporate Governance Organisational 61
Achievements Neutrality Social Contribution Structure
ESG Strategy and Risk Management 08
Supporting the Digital Transformation
Care Diversity and Inclusion 36 Stakeholder Communication and
Cooperation Protection of Minority 63
of the Real Economy Control Circular Economy
Materiality Assessment and Management 10 Shareholders' Rights
Land Use and Ecological Conservation 29 Quality Management and Product Safety 46
Environmental Management Policies Business Ethics and Compliance
Business Ethics
Data Security and Customer
Privacy Protection 52
Customer Service
Sustainable Supply Chain
Equal Treatment to SMEs
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Chairperson's Message
Dear partners, investors, and respected members of the community,
Newland upholds its mission of "Technological Innovation for the Benefit of Humanity", and deeply integrates sustainability into the core of its strategy.
Aligning with the United Nations Sustainable Development Goals (UN SDGs) and mainstream ESG standards, we have built a sustainability framework
around four key strategies, fulfilling our broad responsibilities toward the environment, employees, and society.
We use frontier technologies such as artificial intelligence (AI) to drive innovation in products and services, and continuously deploy innovative solutions
to advance the digital upgrading of industries. We are building an ecosystem that attracts, nurtures, and incentivises outstanding talent, and creating
a safe, healthy, and inclusive workplace. Furthermore, we integrate environmental management into the entire operational process, implement a series
of measures for energy saving, water conservation, waste reduction, and resource recycling, and enhance resource utilisation efficiency in our
operations. Through our technological capabilities, we empower industrial and community development, actively giving back to society and creating
shared value.
Looking ahead, Newland will proactively elevate its strategic approach to drive long-term ESG development and strengthen the foundation for sustainable
growth. We will further enhance ESG's strategic role by embedding its principles throughout our overall development plan, with the Board of Directors'
oversight and guidance reinforced and core ESG objectives and performance indicators included in our evaluation system to drive a practical integration
of sustainable practices across all operations. By partnering with diverse stakeholders, we aim to cultivate a mutually beneficial ecosystem and exemplify
our role as a technology company in meeting the responsibilities of the times.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Honours and Awards
About Newland
Newland Digital Technology Co., Ltd. (hereinafter referred to as "Newland", "the Company" or
Authoritative Recognition & Provincial and
"we") was established in Fuzhou, Fujian Province, in 1994. It was listed on the main board Top-tier Qualifications & National Recognition
Municipal-level Platforms
of the Shenzhen Stock Exchange in 2000. The Company is a digital service provider integrating
• National level Manufacturing Single Product Champion • Industrial Leading Enterprise in Fujian Province
intelligent terminals, big data processing capacity, and data scenario operation capabilities.
• National Intellectual Property Demonstration Enterprise • "Gazelle" Enterprise in the Core Industries of Digital
The Company takes serving the national "Digital China" strategy as its mission and is committed • Industrial Technology Foundation Public Service Economy in Fujian Province
to empowering the development of the digital economy industry through technological Platform • Leading Software Enterprise in Fuzhou City
• Key Laboratory of IoT Intelligent Perception and Cognitive
innovation. Relying on years of accumulated customer resources and industry experience in
Technology in Fujian Province
segmented fields, the Company leverages core technological advantages such as AI, edge • Collaborative Innovation Platform in
computing, and big data to continuously consolidate its cornerstone industries, actively Fuzhou-Xiamen-Quanzhou National Independent
Innovation Demonstration Zone
cultivate innovative tracks, and deepen its global layout. The Company's business covers more
• Industry Technology Innovation Centre in Fuzhou City
than 130 countries and regions worldwide, continuously delivering China's digital
transformation solutions to countries along the "Belt and Road" initiative. Facing the vast
opportunities of the digital economy, the Company leverages central initiatives such as e-CNY
and trusted digital identities to continuously refine its industry ecosystem. Fully engaging in
Industry Influence & Brand Awards Technological Strengths & Innovation Achievements
China's twin waves of digital industrialisation and industrial digitisation, we strive to position
ourselves as a pioneering enterprise for "Digital China".
• Golden Pine Award: Brand Influence Enterprise • East China Region Gold Award at Kunpeng Innovation
• 2025 Industry Influential Brand Competition
Key Performance Highlights • Outstanding "Agriculture, Rural Areas and Farmers" and
SME Financial Service Award
• East China Region Silver Award at Ascend AI
Innovation Competition
• AI service platform selected as a dual-database model
• "Turning Points into Value" Financial Data Governance
Total revenue was
Net profit attributable to parent Taxes paid were RMB 353 Award
case
• First AI enterprise in Fujian Province to achieve Level
RMB 8.758 billion, company, excluding non-recurring
million, with an A rating in tax • 2025 Outstanding Product Innovation Leadership Award
up 13.08% year on year.
items, was RMB 1.049 billion,
payment for 9 consecutive years. • Included in the AI Agent Industry Landscape 1.0 of
up 6.19% year on year. China Academy of Information and Communications
Technology
• Listed in the Large Model Application & Delivery
Approx. RMB 250 million of cash dividend (RMB 2.50 per Total cash dividend (including share
Supplier Directory
• Contributed to DataOps Practice Guide (3.0)
of RMB 380 million. attributable to shareholders.
Excellence Award for High-value Patent Portfolio
Project in Fuzhou City
• Face Recognition Method and System recognised as an
excellent patent in Fuzhou City
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Newland's Globalisation Development Strategy Newland's Business Footprint Across 130+ Countries
and Regions Worldwide
Actively integrate into China's new "Dual Circulation" development strategy
Globalisation 1.0 Globalisation 2.0
Establish localised teams in multiple locations worldwide Full-spectrum
Business
Set up branch companies and business development service centres globalisation localisation of
Continuously improve localised service capabilities technology, services,
and organisations
The Netherlands
Canada UK Germany
Romania Mongolia
France Croatia
Portugal Italy Türkiye South Korea
Spain Georgia
United States United States Japan
(San Francisco) (Atlanta) Jordan Headquarters
Morocco Libya in China
Qatar
Mexico Nepal Bangladesh Taiwan, China
Egypt United
Arab Emirates
Saudi Arabia Thailand Hong Kong and Macao, China
Sudan
India Vietnam
Venezuela Nigeria Ethiopia Cambodia
Cameroon Singapore
Uganda Kenya Malaysia
Rwanda
Congo Tanzania Indonesia
Zambia
Zimbabwe
Brazil
Branches and
Subsidiaries South Africa
Uruguay
Chile
Offices
Argentina
Service locations
Business scope
Introduction Performance
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SMEs Banking Consumers
Merchant Operations and Value-added Services
Transaction volume reached RMB2.25 trillion, with a
single-day peak of over 40 million transactions and more
than 6.1 million active merchants
Payment services Value-added services
Digital Capabilities
Daily data processing volume exceeded 200TB, and total data
High-frequency data storage surpassing 60PB Sector-specific scenario
processing and analysis algorithms
Visual perception
algorithms
Smart terminals
POS devices Annual terminal shipments in the tens of Scanning
devices
millions, with edge computing capacity ranging
from 1?T to 38?T
Introduction Performance
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Innovation Environment
Total invention patent applications:
Conducted 161 technical training sessions Online approval requests increased by 44.18% year on year
Awarded 17 honours in technology invention, innovation, and
related categories
R&D investment reached RMB 651 million, accounting for 7.43% Completed over 6,500 personnel certification and labour contract signings
of revenue
Conducted 28 specialised environmental training sessions, covering 458 participants
Total R&D personnel numbered 3,594 , representing 57.73%
of all employees
Total valid invention patents:
Recycled 55,546 units of obsolete equipment, a year-on-year increase of 24.70%
Led or participated in the formulation of over 60 national, industry, local,
and group standards
Within the R&D team, 92.32% held a bachelor's degree or higher
Total park electricity consumption was 8,389,853 kWh, a 9.29% decrease year on year
Society Governance
Total investment in employee training:
Customer satisfaction reached 95.88 points Held 1 annual results briefing
RMB208.78
Conducted 66 supplier training sessions, with over 1600 participants Hosted 30 investor research sessions
Assisted in returning funds nearly RMB 1.36 million for 23 cases
Training coverage:
Responded to 125 investor inquiries on irm.cninfo.com.cn
Conducted 142 quality training sessions, with 3,297 participants 22,818 participants In 2025, distributed RMB 221 million in dividends and repurchased RMB 380 million in shares
Annual fire drill involved 1,530 participants, Efficiently disclosed 4 annual reports and 70 interim reports
a year-on-year increase of 48.69% Organised 2 general meetings of shareholders, 10 Board of Directors' meetings,
Average training hours per employee:
Established 11 "Employee Hub" facilities, 3 Board of Supervisors meetings, and 4 Audit Committee meetings
providing ongoing services to 19,344 people 21.75 hours
Conducted 52 compliance training sessions, covering 4,358 participants with a cumulative duration
of 44.6 hours
ESG Governance
Carbon Path to the Future, Shared Responsibility
through Data Governance
Introduction Performance
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ESG Management Framework
Vision Become a pioneering enterprise for "Digital China"
Technological Social Corporate
Mission Technological innovation for the benefit of humanity
Environmental
Innovation Protection Responsibility Governance
Innovation-driven Carbon emission reduction Inclusive sharing to Compliance and integrity Strategy Technology-driven digital innovation Green transformation
and energy efficiency to foster robust for a low-carbon future Community engagement to fulfil
improvement to promote
benefit peer enterprises responsibilities People-oriented win-win cooperation
technology for good sustainable development
a green future
To implement the strategy, the Company continues to improve a four-in-one sustainability framework, namely, ESG Management Mechanism
innovation-driven focus on technology for good, leveraging cutting-edge technologies to cultivate sustainable
Supervise, review and assess
competitiveness; carbon emission reduction and energy efficiency improvement throughout the production and
Review topics and governance strategies
ESG
operation cycle to create closed-loop environmental management, inclusive sharing to eliminate the digital divide Management Review ESG indicators and achievements
Regular reports
Committee
and encourage equal participation among diverse entities in the digital ecosystem, compliance and integrity to
Approve ESG reports and manuals
solidify the governance foundation and ensure data security and business ethics. Under the overall coordination of
Determine topics, manage strategies,
the Board of Directors, the ESG governance system has been fully integrated across R&D, supply chain, and service coordinate advancement
processes. Leveraging digital tools, a dynamic "strategy–execution–evaluation" mechanism has been established, Study and determine topics
(policies and guidelines/stakeholders/
forming a mutually reinforcing loop between disclosure quality and management effectiveness. This approach ESG peer practices/differentiated features)
Working
continuously enhances business resilience and social value, fostering a smart and sustainable ecosystem. Group Plan topic governance strategies
Guide and approve
The Company actively aligns with the United Nations 2030 Agenda for Sustainable Development and further
Regular reports
Digitalise indicators and monitor the achievement of goals
integrates all 17 SDGs into its daily operations and long-term planning. Multiple key initiatives have been Prepare ESG reports and manuals
launched across technology greening, responsible supply chain management, and social empowerment, driving a
ESG Implement
deep integration of the digital and green economies and contributing lasting value to the global community through Business
Implement topic governance strategies
Representatives
the power of responsible business. Progress and specific actions are detailed in the corresponding sections of this Supervise and assess Perform systematic analysis and management of
Support ESG indicators
Report. Perform routine management of ESG risks and topics
Introduction Governance Performance
Performance Performance Performance
Environmental, Social and Governance Report
ESG Strategy and Risk Management
Policies, Strategies and Achievements of Sustainability Management
Newland always upholds the core mission of "Technological Innovation for the Benefit of Humanity", and has deeply integrated sustainability into its corporate strategy and day-to-day operations. We have established
and continuously improved a sustainability framework underpinned by four key strategies. Overseen and guided by the Board of Directors, the framework is systematically aligned with the UN SDGs and leading
ESG standards, ensuring that the Company fulfils its broader responsibilities to the environment, employees, and society while pursuing commercial success.
Technology-driven Green transformation for People-oriented win-win Rural empowerment with
digital innovation a low-carbon future cooperation shared responsibility
Driven by cutting-edge technologies such as AI, we innovate We integrate environmental management into the entire We build a diverse and inclusive corporate culture, enhance We promote long-term common prosperity through rural revitalisation
products and services, and continue to drive the digital operational process, committing to the efficient use of resources and employee wellbeing and development, and create a safe, healthy, practices, drive economic connectivity through cross-border payments,
upgrading of a wide range of industries with innovative solutions. the continuous reduction of carbon emissions. and efficient workplace. and bring warmth to the community through employee volunteer activities
Continued surge in innovation momentum Environmental management integrated into operations Human resources governance upgrade A decade of rooted commitment to building a revitalised path
Anchored in the "AI+" strategy, the Company is achieving comprehensive In day-to-day office operations and production and manufacturing We have established and been operating a Human Resources Committee, Relying on the long-term mechanism of "One Hundred Enterprises Helping
breakthroughs by focusing on the deep integration of AI with existing core processes, we implement a series of energy-saving, water-saving, waste creating a comprehensive platform that integrates research, exploration, One Hundred Villages", we support Xi'an Village in Yongtai County in
technologies, key products, and industry customer needs. Highlights reduction and resource recycling and reuse measures to improve resource and collaborative advancement of our human resources initiatives. cultivating a distinctive agricultural industry chain through multiple
include the launch of China's first large model tailored for the payment utilisation efficiency in our operations. approaches such as industrial fund support, technological empowerment,
industry, the development of an all-in-one Xinchuang large model system, and consumption assistance, thereby strengthening the endogenous driving
and full-spectrum innovation practices spanning from foundational models force of rural development.
to applied scenarios.
Steady and rapid progress in overseas expansion Climate change tackling actions Talent development system upgrade A bridge for seamless cross-border payment
The business footprint has effectively extended into high-value regions, We continuously monitor and assess climate-related risks and We integrate AI technology with business scenarios and build a talent By collaborating closely with China UnionPay and partners across the
and brand reputation and customer recognition have been significantly opportunities, incorporate climate change factors into long-term development system centred on the "Four Camps and One Lecture", and industry chain, we jointly build an efficient and inclusive cross-border
enhanced. By establishing overseas subsidiaries and successfully management considerations, and actively explore adaptation strategies. have earned recognition as a FUTURE 50 "Annual Benchmark Enterprise for payment service system, creating a bridge of seamless payment for
obtaining the US MSB licence, we have laid a solid foundation for our Future Management Talent Development". Chinese and foreign consumers and enterprises.
cross-border payment business.
Deepened industrial ecosystem synergy Product life cycle management Continuously optimised talent structure Active employee engagement in public welfare
Connecting with over 300 developers and collaborating on more than 180 Focusing on the environmental impact of products throughout their full life Focusing on future business needs, we intensify the cultivation of key Turning employees' enthusiasm into public welfare initiatives, we deepen
applications, we provide intelligent solutions across 64 sub-scenarios in cycle from design to recycling, we are committed to reducing the embedded cadres through a diversified recruitment and training system, gradually the emotional connection between the Company and its local communities,
thriving digital business ecosystem. the circular economy. high-quality talent ecosystem to support the Company's long-term ecosystem that aligns personal fulfilment with our social value.
development.
Introduction
Governance Performance Performance Performance Performance
Environmental, Social and Governance Report
Management of Sustainability-Related Risks and Opportunities
Against the backdrop of technological innovation driving profound changes in the digital economy, Newland has continuously incorporated the management of sustainability-related risks and opportunities into the
core aspects of corporate strategy and operations, viewing it as a key enabler for maintaining robust business performance and driving long-term value creation. In response to an increasingly complex macro
environment and industry evolution, we have established and continuously improved mechanisms covering risk identification, assessment, prioritisation and management, under the full oversight of the Board of
Directors. This ensures that all sustainability topics receive adequate attention and are effectively managed, supporting the Company in maintaining resilience and seizing future opportunities in the market.
Identification: Proactively identify sustainability-related Assessment: Quantify the impact of risks and the
risks and opportunities value of opportunities
We regularly identify ESG-related risks and opportunities involved in A multidimensional assessment system is adopted to conduct a quantitative
business operations, including but not limited to climate-related risks analysis of the identified ESG factors by combining the likelihood of risk
(such as changes in carbon emissions regulations and the impact of occurrence with potential impacts, covering dimensions of financial
extreme weather), supply chain-related risks (such as raw material performance, business operations, and market competitiveness. For
sustainability and supplier compliance), and technology and market example, the potential financial impacts of climate change under different
opportunities (such as green smart terminals and digital payment scenarios, as well as the market growth potential brought by low-carbon
applications). By continuously tracking industry trends and investor technologies, are assessed to provide a basis for decision-making.
concerns, we ensure the timeliness of the mechanism and incorporate key
topics into ESG disclosure.
Prioritisation: Anchor key sustainability topics by level Management: Continuously optimise risk control mechanisms
Based on the assessment results, the Company prioritises sustainability topics Entrusted by the Board of Directors, the Company's senior management
and screens them in accordance with the principle of dual materiality, and formulates and implements risk response and opportunity transformation
then establishes corresponding standalone disclosure mechanisms for the strategies, with a core focus on strengthening reviews of environmental and
selected topics. Among them, high-priority risks refer to topics that may have social standards across the supply chain, promoting green procurement and
a significant impact on the Company's operations and financial performance, low-carbon logistics, increasing investment in the development of low-energy
such as the increasingly prominent issue of data security; important smart terminals, data security and circular economy technologies, improving
opportunities refer to areas that can significantly enhance the Company's information disclosure in accordance with the principle of dual materiality,
competitive advantages, such as the R&D of green intelligent terminal and responding to investor and public concerns through regular reports and
products. multi-channel communication. Committees under the Board of Directors
regularly review progress, promote strategy iteration and resource
optimisation, and continuously enhance the Company's sustainability
resilience.
Introduction Performance
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Materiality Assessment and Management
To effectively identify the key topics in ESG management, the Company referred to domestic and international standards and launched dual materiality identification and analysis. The core of this work was to assess
from two dimensions: first, to analyse the financial materiality of each topic for the Company across different time horizons; and second, to assess the impact materiality of the Company's performance to the economy,
society, and environment. To ensure that the assessment is comprehensive and objective, the Company attached great importance to and extensively collected the views of internal and external stakeholders. By
integrating industry characteristics with operational realities, we systematically assessed, confirmed, and approved 23 materiality topics, thereby precisely anchoring the focus of our ESG strategy and actions.
Understand the Based on an in-depth analysis of China's industrial development, industry
characteristics, and policies and regulations, the Company systematically Impact materiality to the economy, society and environment
Company's
identified internal and external stakeholders, as well as the impacts,
background and First, the Company identified and sorted out key sustainability topics through
opportunities, and risks they brought, in conjunction with our own business
stakeholders interviews and questionnaires. Secondly, we extensively invited internal and
strategy and business relationships, and continued to monitor and actively
respond to the expectations and demands of these groups. external stakeholders to answer questionnaires, comprehensively analysed the
potential positive and negative impacts of the Company's performance on
Topic materiality assessment
Prepare a list Based on the results of the 2024 ESG topic assessment, the Company conducted
a comprehensive analysis in conjunction with multiple dimensions, including various topics, and conducted a quantitative assessment from the degree and
of topics
policy standards, market requirements, and peer benchmarking, and ultimately likelihood of impact. Finally, we combined evaluations from all parties with
prepared a list of 23 core ESG topics. expert opinions to form the results of the impact materiality assessment.
Impact materiality Financial materiality
ESG topics Financial materiality to the Company
Positive impacts Negative impacts Risk Opportunity
Identification
Through interviews and other methods, we preliminarily identified the potential
Scale Scale
and assessment
Scale Scale financial impacts of various topics, and selectively invited the Company's
Scope
Scope
Irremediability management, internal financial experts, and external shareholders to participate in
Likelihood Likelihood
Likelihood Likelihood questionnaire surveys, with a focus on assessing the degree of impact and likelihood
Set a threshold Set a threshold of occurrence of their risks and opportunities on financial position, thereby combining
Above the threshold Below the threshold (exclude) Above the threshold Below the threshold
professional opinions from multiple parties to form the results of the financial
Topic with impact materiality Topic with impact materiality materiality assessment.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Stakeholders
Employees Shareholders or Governments and Customers or consumers Suppliers and partners The public and media
potential investors regulatory authorities
Employees' congresses, General meetings, results Periodic reports/interim Service hotline, Suppliers and partners Regular
employee surveys, briefings and roadshows, announcements, customer satisfaction Tendering/bidding/procure reports/announcements/ci
meetings, interviews, regular reports and correspondence, surveys, product launch ment activities, business rculars, email and fax,
hotline and email announcements compliance monitoring events/exhibitions exchanges and cooperation, public welfare activities,
commercial negotiations media interviews
• Diversity and inclusion • Economic performance • Compliance with laws and • Product innovation and • Supply chain management • Information disclosure
• Career development and • Investment return regulations R&D • Procurement policy • Public image enhancement
promotion • Robust operations • Tax payment in • Privacy and data security • Fairness, impartiality and • Positive contributions
Topics of concern
• Remuneration and benefits • Information disclosure accordance with the law • Product safety and quality openness to society
• Rights protection • Sustainability • Adherence to business • Integrity and mutual • Public engagement
• Safety and health governance ethics benefit
• Talent attraction and • Risk management • Alignment with national • Communication and
retention policies cooperation
• Compliant operations • Win-win development
• Environmental protection
• Active employment
promotion
• Improving training and • Maintaining robust • Proactively pay taxes in • Strengthening product and • Implementing sustainability • Sharing updates and
The Company's responses
promotion mechanisms to operations to create accordance with the law service innovation to principles to co-build a news on products and
support growth returns • Actively aligning with enhance satisfaction responsible supply chain services via media and
• Optimising remuneration • Integrating business policies • Ensuring product safety • Adhering to fair the official website
and benefits resources to build a • Complying with laws and and quality through a procurement and ethical • Actively engaging in
• Safeguarding employee robust business regulations well-developed quality business practices social public welfare to
rights, safety and health ecosystem • Providing job opportunities management system • Broadening exchanges and enhance the Company's
• Organising wellbeing • Performing timely, • Contributing to "Digital • Reinforcing cybersecurity cooperation to promote public image
activities to enrich life legal and China" to protect privacy and mutual benefit and • Enhancing interaction
compliant information information win-win outcomes and communication with
disclosures the public and the media
• Continuously improving
corporate governance to
enhance value
Introduction Performance
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Results of Topic Materiality Assessment Topic Confirmation and Approval
Based on the dual materiality principle and the materiality scores from stakeholders, the ESG Upon review and confirmation by the Board of Directors, the Company has identified three core topics with dual
materiality matrix was drawn as follows: materiality, i.e., data security and customer privacy protection, product safety and quality, and risk
management and internal control compliance. We will further focus on these material topics, comprehensively
summarise their impacts, risks, and opportunities, and highlight the corresponding management measures and
progress in this Report.
Highly material
Environmental
Material topics Impact Risk Opportunity
Social
Data security and
customer privacy protection
Governance
Product safety and quality
Data security and Establish rigorous data security Data leaks or non-compliance Establishing a robust data security
Employee care and benefits Customer Service customer privacy and privacy protection with privacy protection may result and privacy protection system can
Materiality to Stakeholders
Business ethics protection mechanisms, prevent the risk of in severe penalties and user enhance customer trust, meet
Risk management and
internal control compliance data breaches, safeguard the claims, leading to financial losses; regulatory requirements, and
Supply chain management information security of customers data security incidents may reduce compliance costs; the
Business ethics
Stakeholder communication and cooperation and related parties, and enhance seriously damage brand image export of relevant technologies can
Employee training and
career development
Sustainable
governance
Innovation-driven focus
customer trust. and customer trust. open up new business scenarios.
Occupational health
Diversity and inclusion
and safety
Product safety and Strictly control product safety and Security vulnerabilities or quality Strictly controlling the safety and
Climate change response
quality quality standards, provide issues in products may lead to quality of digital products (such as
Ethics of science and technology
and carbon neutrality consumers with reliable digital user complaints, product returns, software systems and hardware
Rural revitalisation
and social contribution
Circular products and services, and and litigation, resulting in devices) can enhance brand
economy
Pollutant discharge and
Equal treatment to SMEs enhance brand reputation and revenue losses and fines; damage reputation, strengthen market
Water resources management
waste management market competitiveness. to brand reputation may lead to competitiveness, and reduce
customer attrition and affect after-sales maintenance and
Energy long-term revenue. compensation costs.
management
Land use and
biodiversity conservation
Risk management Establish a comprehensive risk Failure of internal control and A sound risk management and
Material
and internal control management and internal control compliance may lead to irregular internal control compliance system
compliance compliance system to effectively operations, financial fraud and can effectively prevent financial,
Material
Materiality to Newland Highly material prevent various operational, other issues, resulting in legal, and operational risks,
financial, legal, and other risks, regulatory penalties and financial reduce losses, and safeguard the
and safeguard the steady losses; inadequate risk Company's steady operations.
operation of the Company. anticipation may lead to an
Newland's 2025 Materiality Matrix untimely response, triggering
major operational crises.
Innovation Performance
Innovation-Driven Technology for Good
Topics responded to
Innovation-driven focus
Ethics of science and technology
Alignment with UN SDGs
Introduction Performance
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Innovation Investment and
Technological Achievements
investment, and is committed to building a technical team with a sound knowledge backgrounds. Among them, 92.32% hold a bachelor's degree or
structure and solid expertise. As at the end of 2025, the total number higher, including 3,091 bachelor's degree holders and 227 master's degree
of R&D personnel reached 3,594, accounting for 57.73% of the total holders; 276 team members have a secondary school education or below,
workforce. forming a knowledge structure dominated by highly educated talent with
R&D Team
Composition by Age
composition: 1,583 employees are aged 30 or below, accounting for of 161 technical training sessions throughout the year, systematically
centred on young core talent and supported by mid- to senior-level development mechanism, we continuously strengthen our capacity for
professionals, ensures both innovation vitality and the transfer of independent innovation, drive breakthroughs in key technologies and
Under 30 31 to 40 41 and above
experience within the team. product upgrades, and build a solid foundation of technology and talent to
support the achievement of our sustainability goals.
Driving AI capability and leadership development through an innovative training system
In 2025, the Company systematically built an innovative talent development system featuring the parallel tracks of "AI empowerment for all employees" and "management pipeline development",
comprehensively strengthening its digital capabilities and leadership foundations. In terms of AI empowerment, we followed the "awareness-practice-risk control" pathway and conducted systematic
training programmes throughout the year. Through theoretical seminars such as AI Cognitive Breakthrough and hands-on workshops including AI Reshaping the Workplace, the Company promoted the
practical integration of AI technologies into workplace scenarios, effectively enhancing overall digital intelligence capabilities and operational efficiency. We also initiated the innovative "Technical
Managers Training Camp", adopting a three-dimensional approach of online, offline, and workshop formats to cover 202 managers. With high satisfaction scores (both content and organisation exceeding
initiatives, we formed a dual-wheel-driven pattern of technological empowerment and management support, injecting strong talent momentum into sustainable development and digital transformation.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Ethics of Science and Technology
Innovation Investment and Technological Achievements Newland has always regarded the ethics of science and technology as the cornerstone of sustainable corporate
development, and responsible governance as the guiding principle, security as the bottom line, inclusiveness
Demonstrating Technological Influence through Innovative as the direction, and privacy as the boundary, and translates the ethics of science and technology from
Achievements and Standards Leadership conceptual advocacy into organisational systems and product practices.
In 2025, the Company achieved fruitful innovation results. It submitted a total of 93 invention patent applications,
continuing a year-on-year growth trend, secured 10 patent grants, and maintained a total of 238 valid patents, alongside Responsible governance as
Safety as the bottom line
obtaining 10 related certifications. the guiding principle
In terms of standards development, in 2025, the Company actively contributed to eight industry and national standards.
Notably, it led the release of China's first industry standard for mobile device barcode recognition, SJ/T 11958-2025
Information technology-Reading and Display of Barcode by Mobile Devices, filling a domestic gap in this field. At the same
We embed the principles of responsible We actively participate in the formulation of PCI
time, the Company actively participated in the development and implementation of national standards under the China governance throughout the entire process of international standards, with both terminals and
Communications Standards Association in the areas of biometric recognition (3 standards), the Internet of Things (3 artificial intelligence technology research and management systems achieving security
development, application implementation, and certification and meeting global compliance
standards), and AI (1 standard). Cumulatively, we have chaired and participated in over 60 national, industry, local, and
industrial development, bridge gaps between requirements. Through end-to-end protection,
group standards, significantly enhancing our industry influence and authority in key technological areas. ethical standards and technological innovation, we safeguard every transaction with trusted
and ensure that AI development and ethical products, strengthening the security foundation
governance advance in harmony. of payment infrastructure.
Online learning platform - driving the continuous evolution of edge
intelligence algorithms
In 2025, the Company successfully developed an edge intelligence platform based on an online
Inclusiveness as the direction Privacy as the boundary
platform has completed the research and development phase and is planned to be commercialised in
We have launched accessible POS terminals We strictly adhere to the principle of data
applied in two benchmark projects in the smart energy sector, i.e., China Tower's Smart Tower
featuring voice prompts and large-front minimisation, implement chip-level local
automatically collects on-site video data through edge gateways, and performs intelligent annotation. visually impaired users. Designed with sensitive information, and continuously improve
inclusivity in mind, these products ensure that classification, categorisation, and impact
Data uploaded to the platform is used to continuously train and iterate the algorithm models,
users of varying cognitive abilities can equally assessment mechanisms to strengthen the
enjoy the convenience of digital payments, security and privacy protection line for users
Number of invention extending the benefits of technology to a broader through systematic management.
patent applications population.
Introduction Performance
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AI-driven System Empowerment
The Company uses AI to drive upgrades to internal and external systems. Internally, we have built a global intelligent office platform and AI assistants to enhance collaboration efficiency; externally,
we have developed an AI-powered payment business matrix to fully empower operations and service delivery.
Reconstructing the global integrated intelligent Connecting internal and external intelligent Using the AI matrix to drive the end-to-end
office foundation practices through AI applications upgrade of payment business processes
In 2025, the Company completed the comprehensive reconstruction and launch of The Company has built an AI-centred intelligent empowerment system that The Company has also built an AI-centred intelligent application matrix covering
the "Newland" platform, building it into an integrated intelligent office portal that connects the internal and external value chains. In terms of external business the entire payment business process, effectively driving upgrades in service
supports global business collaboration. The new platform integrates zero-trust support, we have independently developed and launched the business-driven efficiency and user experience. To address bottlenecks in merchant review
security and international acceleration channels, and is equipped with dedicated intelligent application, the Mira platform. It possesses four core capabilities, efficiency, an AI merchant review assistant has been introduced to support the
storage in China and overseas, with more than 6,300 activated users. It has including integrated Q&A, intelligence analysis, competitor tracking, and product parallel review of tens of thousands of merchants, improving the review efficiency
significantly improved collaboration efficiency and knowledge management certification enquiry, efficiently supporting business scenarios such as brand per merchant by seven times, and resolving the challenge of verifying materials
capabilities, cumulatively supporting 12,600 meetings and archiving 55,000 messaging development, product feature extraction, and compliance checks, and from different locations through dual AI recognition technology, with an accuracy
documents, including 5,198 real-time collaborative documents. Intelligent significantly improving customer response speed and communication consistency. rate of 98%. To optimise the service experience, the Company has developed
applications have also been further embedded, with AI spreadsheets accounting In terms of improving internal operational efficiency, the Company has developed "Xiaoyi Miaoda", an intelligent customer service system based on RAG technology,
for 10%, while the AI transcription function has efficiently processed 661 the intelligent assistant "IT Turing Vision" on Lark, providing employees with enabling second-level response times and precise answers. In operational control
meetings and transcribed 6.87 million Chinese characters. At present, the real-time and accurate technical and business support, and effectively advancing and management, the Company has established a dual-dimensional intelligent
platform has completed the integrated migration of 64 core applications, basically the deep implementation of intelligent office operations. The coordinated inspection system featuring both images and videos based on convolutional neural
achieving the goal of "one platform aggregating all applications of the Company". advancement of these two AI applications has not only strengthened service networks, enhancing the objectivity and accuracy of online inspections. In
capabilities at the business front end but also systematically enhanced internal addition, at the 2025 Apsara Conference, Xingyi and Alibaba Cloud jointly
operational efficiency, forming a complete closed loop from external business launched a large model tailored for the payment industry and debuted intelligent
innovation to internal organisational efficiency improvement. agents such as AI Business Insights and AI Marketing Assistant, continuously
expanding the application boundaries of AI within the payment ecosystem.
Digital office applications
Communication Document Meeting Digitalisation of Digitalisation of
digitalisation digitalisation digitalisation cultural operations employee services
Online discussions, online Connect business documents Use AI+ meetings to run Flexibly carry out corporate Leverage AI capabilities to
audio and video, online through AI+ multi-person through the entire video culture promotion activities provide multi-dimensional AI
meetings, online documents, collaboration conferencing process targeted at specific groups assistants for employees
email... according to the Company's needs
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Supporting the Digital Transformation of the Real Economy
The Company anchors its efforts in industry-specific scenarios and systematically advances the deep integration of AI technologies such as large models with the real economy. By creating benchmark practices in
key fields such as finance, healthcare, government affairs, and energy, we continue to inject vitality into the digital transformation of various industries.
Domestic AI scheduling platform supports intelligent operations and Image translation engine boosts certification efficiency and accuracy for
maintenance of China Tower law firms
The Company worked closely with China Tower to implement an edge AI scheduling In the "Halal Certification" project with a partner law firm, the Company designed and
and multi-chip evaluation platform for technological innovation. The platform achieved developed over 50 core interfaces. Its image translation feature achieved 91% accuracy
stable operation throughout the year with no major production accidents, fully Legal in a live environment, outperforming mainstream commercial engines, and effectively
Communications
supported more than five categories of domestic hardware including Huawei Ascend, enhanced the efficiency and precision of legal document processing through digital
Infrastructure Technology
and reached 100% indicator coverage. Through in-depth optimisation of core models, tools.
inference speed increased by 3 to 4 times, significantly enhancing the intelligent
operations and maintenance and computing power support capabilities of the
infrastructure.
AI-assisted diagnosis and intelligent emergency monitoring support greater AI empowers official document drafting, industry analysis, and integrated
precision in diagnosis and treatment and more standardised procedures tendering and bidding
In clinical diagnosis scenarios, the Company jointly developed an AI-assisted rare The Company has successfully developed an AI industry analysis report system for the
disease reporting system with Fuzhou Cancer Hospital, achieving an accuracy rate of Government Fuzhou Municipal Government, supported the Bureau of Industry and Information
Smart over 95% for intelligent citation of medical literature. It significantly improves Digitalisation Technology in achieving intelligent drafting of official documents, delivered an
Healthcare diagnostic reliability, and has been recognised as a provincial-level AI innovative and intelligent Q&A demonstration system for Fuzhou's cybersecurity department, and built
solution. In emergency care and monitoring scenarios, the Company collaborated with Government- an integrated tendering and bidding platform for Fujian Yili Group, continuously
Anker Medical to deploy a private cloud + edge-end model and a video intelligent enterprise expanding intelligent application scenarios in government affairs and related fields.
gateway, using AI algorithms to enable real-time monitoring and early warning of Services
standard operating procedures inside ambulances, fully validating the value of AI
technology in improving medical quality and safety.
"Cloud-edge Collaboration" enables real-time warning of non-compliant Three-in-one strategic system upgrades intelligent hotel financial solutions
operations in petrol station unloading areas For scenarios such as hotel development, rebranding, and franchising, the Company
To address the challenge of real-time monitoring in the unloading areas of Ningxia has upgraded its "Youlian Loan" offering to launch an intelligent hotel financial
Petrochemical gas stations, the Company provided a "private cloud + edge" collaborative solution. By building a three-in-one strategic assessment system combining model
solution. By deploying video edge gateways and AI algorithms, the system analyses data, expert experience and social attributes and integrating multi-dimensional
Energy video feeds in real time and issues alerts for unauthorised entry and hazardous
Hotel objective data from both individuals and enterprises,the Company has significantly
Security operations, enabling timely detection of risks. This approach transforms management Finance enhanced the precision, approval efficiency, and risk management capabilities of its
from a "post-incident review" model to one of "real-time warning and proactive hotel financial services.
prevention", significantly enhancing operational safety.
Environmental Performance
Carbon Emission Reduction and Energy Efficiency Improvement to
Promote a Green Future
Topics responded to
Climate change response and carbon neutrality
Energy management
Circular economy
Pollutant discharge and waste management
Water resources management
Resource recycling and pollution control
Land use and biodiversity conservation
Alignment with UN SDGs
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Climate Change Response and Carbon Neutrality ESG disclosure and rating improvement
To support its global development, the Company
released its first ESG report in English for
Carbon Neutrality Carbon verification and
product certification
international stakeholders, systematically disclosing
environmental and social performance. In major
Through efficient and orderly internal and domestic ESG ratings, the Company received an
Greenhouse Gas (GHG) Emissions and Emission Reduction Measures external collaboration, the Company successfully A-level or above from institutions such as CSI and
completed its first organisation-level GHG CNI, and was awarded the "Best ESG Practices
In 2025, the Company fully integrated GHG emissions management into its sustainability strategy, emissions verification and conducted a full life among Listed Companies" award, demonstrating
and established a scientific, standardised, and future-oriented carbon management system around cycle carbon footprint assessment for its flagship strong recognition from both the capital market and
product N950, successfully obtaining the ISO professional organisations.
capacity building, third-party certification, and transparent disclosure.
Upon verification, the Company's total GHG emissions in 2025 amounted to 272,834.23 tonnes of statement and the ISO 14067 product carbon
carbon dioxide equivalent (CO2e). footprint verification statement, marking that the
Taking the results of this verification as the starting point, the Company will further advance the quantitative management of carbon emissions
and product environmental impacts has reached
optimisation of the verification boundary and the scientific setting of the base year, gradually
internationally recognised standards.
improve the emissions reduction pathway and control mechanism covering medium- and long-term
targets, deepen value chain collaboration, steadily enhance the effectiveness of emissions
reduction, and contribute to the achievement of China's "Dual Carbon" goals.
Photosynthesis of Books
On the occasion of the convergence of the 56th Earth Day Carbon management capacity
and the 30th World Book Day, the Company's Youzhai Book
building
For the first time, the Company systematically
Bar launched the public welfare campaign themed conducted specialised carbon inventory
"Photosynthesis of Books", encouraging employees to donate training across the listed entity system,
idle books from their homes to the book bar in exchange for successfully cultivating 25 professionally
qualified internal auditors, and preliminarily
green plants. This initiative not only gives a second life to
establishing a carbon emissions monitoring,
idle books and promotes resource recycling but also uses accounting, and internal audit capability
books as a medium to advocate low-carbon lifestyles, system covering all business units, thereby
extending green practices from the workplace into daily laying a solid talent and institutional
foundation for the continued advancement of
home life and subtly embedding the concept of sustainability
carbon management.
into the underlying structure of the Company.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Carbon Neutrality
Driving Green Business Development through Digital Innovation
The Company consistently integrates the concept of green development throughout the entire process of technology R&D and business operations. By advancing digital payment adoption, promoting green commuting,
expanding paperless service systems, and implementing green product design, we actively develop green businesses and continuously practice sustainability, striving to achieve an organic integration of commercial
value with social and environmental benefits.
Digital emissions reduction: Promoting a cashless society Green operations: Environmentally friendly design Digital services: Reducing physical material and
and low-carbon transition throughout the terminal lifecycle energy consumption
The Company vigorously promotes digital payment and cashless On the product side, the Company implements green design principles, Through digital channels such as the App, mini-programmes, and
transaction solutions, including the practical application of e-CNY, with payment terminals made from recyclable materials and using official accounts, the Company promotes electronic membership cards,
thereby reducing society's reliance on resources such as paper currency minimalist packaging, while fully adopting electronic manuals to reduce electronic coupons, and electronic bills, effectively reducing the
and physical cards at the source. By deploying intelligent payment plastic and paper consumption. On the service side, we provide core production and disposal of physical cards and paper-based promotional
terminals globally, we actively help the consumer end reduce cash merchants with a fully paperless solution covering the entire process materials. At the same time, leveraging the intelligent customer service
usage, thus indirectly lowering carbon emissions throughout the entire from acquiring and reconciliation to settlement, eliminating traditional system, we optimise user service experience, reduce the energy and
process of currency printing, transportation, and handling, and paper sales slips, statements, and invoices, and significantly reducing material consumption of offline service outlets, and form a green service
providing infrastructure support for building a low-carbon society. paper use and the carbon footprint associated with printing and logistics. closed loop featuring online-offline collaboration.
Digital emissions reduction: Promoting a cashless society
and low-carbon transition
The Company has built a green travel system by optimising shuttle bus routes (operating 20 routes covering the
main urban area in 2025) and implementing intelligent scheduling for company vehicles (with 2,980 annual
scheduling instances, a year-on-year increase of 29%), efficiently supporting 887 employees in low-carbon travel
throughout the year. Meanwhile, the Company strictly limits the scale of parking within the park and
simultaneously adds multiple charging points, guiding employees to shift towards green travel modes and
effectively reducing transport carbon emissions.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Carbon Neutrality Improving Energy Management to Drive Efficient
Operations
Promoting Green Office Practices and Building a Sustainable The Company has built an energy management system covering equipment, spaces,
Future Together and behaviours, focusing on systematic energy-saving upgrades, intelligent controls,
and institutional safeguards, achieving continuous reductions in both total energy
The Company upholds the concept of sustainability and incorporates green office practices into its daily consumption and energy intensity.
operational system. From digital process transformation and resource recycling management to eco-friendly
behaviour promotion, we have established a systematic and closed-loop environmental practice mechanism. Energy-saving equipment upgrade
The Company has fully upgraded its lighting systems by replacing all office-area fixtures with
energy-efficient LED lights and installing infrared sensor lighting in public areas such as
corridors and stairwells, and ensures lights turn off when not in use. Air conditioning
systems are standardised with top-tier energy-efficient equipment, set to a standard
temperature of 26°C.
Digital process transformation Resource recycling management Eco-friendly behaviour promotion
The Company comprehensively The Company has established a The Company prioritises the use of refillable
implements a full-process digital resource sorting, recycling, and pens, eco-friendly consumables, and other
office system, covering contract circular system covering all office sustainable products to reduce reliance on Intelligent control and monitoring
signing, item requisition, expense scenarios. By implementing a single-use office supplies. Shared facilities
reimbursement, and meeting "double-sided printing + shared such as microwaves and water dispensers An intelligent energy monitoring platform has been deployed to collect electricity consumption
management. In 2025, more than printing" approach and controlling have been added to encourage employees to data in real time across various areas, and identify abnormal energy consumption and issue
issued and employment contracts paper consumption in 2025 disposable tableware at the source. Remote adjust brightness based on natural light, while air conditioning systems implement zoned and
were signed via the electronic seal decreased by 7.4% year on year. collaboration is also promoted, with the scheduled controls to prevent unnecessary operation. In 2025, system optimisation and
system, and the number of online Classified recycling bins are placed usage rate of the remote meeting system strategy adjustments reduced energy waste from idling and standby modes.
approval forms increased by in office areas and near printers, increasing by 40% in 2025, effectively
document and collaboration sorting materials and coordinating commuting and business travel.
workflows to run through the with recycling organisations. Institutional safeguards and continuous optimisation
cloud platform with real-time
multi-location coordination, the
system not only significantly The Company has formulated the Energy-Saving Electricity Management Measures, clarifying
the energy-saving responsibilities of each department and position, and incorporating
reduces paper consumption but
energy-saving performance into daily management assessments. A dedicated inspection
also enhances organisational
mechanism has been established, and energy use in the office area is inspected twice daily to
efficiency and transparency.
ensure that unused equipment is switched off promptly. In 2025, the total electricity
consumption of the Company's campus was 8,389,853 kWh, representing a year-on-year
decrease of 9.29%, demonstrating the significant effectiveness of systematic energy-saving
measures.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Carbon Neutrality
Climate Risk Management: Systematic Assessment and Business Scientific typhoon prevention to strengthen business resilience
Resilience Building
The Company attaches great importance to the physical and transition risks posed by climate change, incorporates The Company is located in Fujian and falls within a typical monsoon climate zone, with frequent
them into our business continuity management framework, systematically carries out climate risk identification, typhoons and concentrated rainfall. To effectively respond to business interruptions and safety
assessment and response, and continuously strengthens our sustainability defence line. risks arising from extreme weather, the Company has systematically established a typhoon and
flood prevention system covering the entire chain of early warning, drills, emergency response,
System identification and assessment of and recovery. In 2025, we conducted three typhoon early warning drills and one fire
climate-related risks
evacuation drill, issued six climate safety notices, dynamically updated emergency response
In August 2025, the Company organised a special cross-departmental business continuity management initiative involving plans, and ensured that response mechanisms are clear and feasible. Before the typhoon
information technology, procurement, manufacturing, and R&D departments. Following the ISO 22301 international standard arrives, the Company issues safety reminders in advance, suspends outdoor operations, and
arranges for employees to work from home. The emergency rescue team prepares sufficient
methodology and under the guidance of external experts, we systematically identified and assessed potential business
supplies in advance, such as sandbags and reinforcement brackets, and completes preventive
disruption scenarios caused by extreme weather, geological hazards, and geopolitical factors. The assessment was closely
measures including reinforcing outdoor facilities, transferring materials, elevating warehouse
aligned with the outcomes of the Business Impact Analysis (BIA), accurately identifying a number of high-priority business
goods, clearing the drainage system, and installing flood-control barriers in the underground
activities and critical resources, and clarifying the potential impact pathways and severity of climate risks on core operational
garage. After the typhoon passes, the Company immediately organises obstacle clearance,
processes. emergency repairs, and inspections for potential electrical hazards, swiftly restoring the normal
operation of the campus. At the same time, the Company annually insures campus facilities,
production materials, and other assets with comprehensive property insurance, establishing a
Development of differentiated contingency plans multi-layered risk protection mechanism that emphasises prevention, ensures efficient
and organisation of practical drills emergency response, and provides insurance as a safety net. This approach continuously
enhances organisational resilience and the ability to maintain business continuity during
Based on the risk assessment results, the Company formulates tiered response plans for different climate risk scenarios, clearly
extreme weather events.
defining early warning mechanisms, emergency response procedures, and resource deployment arrangements. To verify the In July 2025, Typhoon No. 4, Danas, brought sustained heavy rainfall, causing waterlogging
effectiveness and operability of the plans, the Company organises dedicated emergency drills, simulating scenarios such as in many areas of Fuzhou. The Company promptly activated its flood prevention contingency
disruptions to office collaboration and obstruction to core business operations under extreme circumstances, with a focus on plan, implemented a 24-hour duty system at the earliest opportunity, and completed the
testing remote collaboration capabilities, decision-making response speed, and cross-departmental coordination efficiency. The installation of basement flood barriers, inspection and maintenance of drainage pumps,
drills effectively enhance the team's emergency response capabilities in relation to climate emergencies, further consolidating the stockpiling of sandbags, and clearance of the campus's drainage system, achieving zero
practical foundation for business continuity. property loss and zero casualties. In the same year, when super typhoon "Hagasa" made
landfall in Guangdong, the Company's Fuzhou headquarters assigned personnel for overnight
monitoring, while Shenzhen branch strictly followed the government's "five suspensions"
directive, ensuring synchronised and coordinated responses across both locations.
Through the above systematic and regular climate risk management practices, the Company has continuously enhanced our
organisational resilience and response capabilities in addressing the uncertainties of climate change, providing solid support for
ensuring the stability of customer services, safeguarding supply chain security, and achieving long-term sustainability.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Resource Recycling and Pollution Control Circular Economy
Green Production: Building a Low-carbon Manufacturing System across the Entire Value Chain
With green manufacturing as its core, the Company has systematically built a resource-efficient, environmentally friendly green production system through a comprehensive low-carbon transformation spanning
source procurement, production processes, and the operations of outsourced factories.
Green procurement: Source control and
low-carbon selection
The Company has established a stringent green supply chain management mechanism. In the quality agreements signed with suppliers, we
clearly stipulate that all materials must comply with the requirements of the RoHS Directive. For special environmental standards such as
halogen-free requirements, suppliers are required to submit third-party testing and compliance reports annually or when the standards are
updated.
In terms of material selection, the Company prioritises the use of degradable and recyclable environmental materials. For example, we have
replaced some blister packs with pulp-based materials to accelerate resource circulation, and we have gradually replaced oil-based paint
with water-based paint for products requiring coating, to reduce volatile organic compound emissions at the source. In addition, the Company
gives priority to suppliers located near assembly plants, effectively shortening transport distances and reducing carbon emissions from
logistics.
Green processes: Lean design and circular reuse
In our production processes, we focus on improving material durability and turnover efficiency. Pallets and turnover boxes are made of
high-strength anti-static ABS material, and standardised specifications and dimensions enable universal use across processes. Replaceable
wear-resistant partitions are installed in the lining slots and can be flexibly adjusted according to product size, significantly extending service
life and reducing material waste. In terms of packaging materials, we fully implement foldable designs to reduce storage occupancy and
empty-return costs. We have established a ledger-based traceability management system for turnover materials, supported by designated
collection, classified cleaning, and circular handover mechanisms, to achieve the closed-loop circulation of packaging materials, substantially
reducing the use of single-use packaging and the generation of solid waste.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Resource Recycling and Pollution Control Circular Economy
Green Production: Building a Low-carbon Manufacturing System across the Entire Value Chain
Newland's outsourced manufacturing factories strictly follow green manufacturing requirements, and advance a comprehensive green transformation from management systems and auxiliary material procurement
to production processes and energy-saving and carbon-reduction systems. While ensuring production capacity and quality, these measures effectively reduce resource consumption and environmental impact,
serving as a benchmark for the Company's supply chain green transformation.
Green Factories: Low-carbon Practices at Outsourced Manufacturing Bases
Environmental Auxiliary materials Energy conservation
management system procurement Production process
and carbon reduction
Our OEM factories have established and The factories implement a green approval process The entire process adopts lead-free soldering, In 2025, the factories invested RMB1,731,500
effectively operated the ISO 14001 environmental for production auxiliaries such as solder paste, with both SMT and post-soldering operations in green technological upgrades, continuously
management system, prepared the Environmental solder wire, flux, and adhesives. All materials using halogen-free materials that meet IEC advancing the optimisation of the energy
Impact Report and obtained approval from the comply with RoHS and REACH regulations, with 61249-2-21 standards. The factories actively efficiency of production equipment. The lighting
local ecological environmental authority. priority given to eco-friendly options that are integrate automated equipment such as automatic system was fully replaced with LED lighting
The factories are equipped with solder fume halogen-free, low in VOCs, and use recyclable screw-locking machines and automatic fixtures, variable frequency devices were
purifiers, wastewater treatment facilities, and packaging. Suppliers are required to provide dispensing machines to improve energy installed on high-energy-consuming equipment
noise isolation measures to ensure that exhaust compliance statements and annual third-party test efficiency, reduce human error, and minimise such as air compressors, and an energy
gas, wastewater, and noise are discharged in reports, while incoming material inspection reports material waste. By optimising workshop layouts monitoring system was deployed to collect and
compliance with applicable standards. They are include batch numbers and test report references, and introducing overhead production lines, optimise workshop energy consumption in real
also equipped with RoHS testing equipment, ensuring full traceability throughout the process. handling losses are reduced and production time. Solar photovoltaic panels were installed on
enabling independent screening of the efficiency is enhanced. At the same time, the rooftops of factory buildings, and the clean
environmental compliance of materials and environmental awareness among personnel is energy generated was used to supplement
safeguarding the green attributes of products at strengthened, with all new employees receiving infrastructure and production energy
the source. environmental and safety training. In 2025, 28 consumption, thereby promoting the continued
specialised environmental training sessions were decline in carbon emission intensity per unit of
conducted, covering 458 participants. output value through multiple measures.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Resource Recycling and Pollution Control Circular Economy
Product Life Cycle Management Practices
The Company has established a full life cycle management mechanism covering demand planning, design and development, production and manufacturing, and end-of-life assessment, systematically integrating
quality, environmental, and social responsibility requirements to continuously enhance product resilience and sustainable value.
Source control and High-reliability design Sustainable supply High-standard manufacturing Closed-loop customer feedback
risk prevention and green verification chain collaboration and flexible delivery and continuous improvement
Based on a phased access management Through cross-departmental parallel Adhering to the principle of "high quality We implement strict admission reviews Centring around customer satisfaction,
process, we set clear quality activities design reviews, we precisely translate at a fair price and long-term mutual and performance management for we have established a complete
and review criteria at each key stage, sustainability requirements into technical benefit", we comprehensively assess manufacturing partners, and promote closed-loop management process
and carry out design failure mode and specifications. Leveraging professional suppliers' performance in terms of the introduction of automated equipment covering issue handling, root cause
effects analysis, design reviews, and laboratories, we conduct reliability testing technical capabilities, quality systems, and standardised production processes. analysis, and implementation of
supplier admission assessments, so as surpassing industry standards to ensure environmental compliance, and social Across multiple global manufacturing measures. Through an efficient ITR
to systematically identify and control long-lasting product performance in responsibility. Through stringent sites, we ensure consistent quality system, we feed back customer insights
potential product risks in the complex environments, reducing resource component specification certification and output and flexible delivery capabilities, systematically to the front end of R&D,
environmental, quality, and social waste and carbon emissions caused by reliability testing, we establish strategic effectively dispersing production risks design, and procurement, forming an
dimensions at the source. failures from the design stage. partnerships with leading suppliers to while maintaining supply stability and inherent improvement mechanism that
jointly advance green procurement and reducing environmental impact in the drives the continuous optimisation of
technological innovation, and enhance manufacturing process. product and service quality.
supply chain resilience and low-carbon
performance.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Resource Recycling and Pollution Control
Waste classification and Environmental compliance and
Pollutant Discharge and Waste Management standardised disposal system certification
The Company continues to promote outsourced OEM factories to establish and effectively operate a Our OEM factories implement strict classified management of Our OEM factories have obtained the Fixed Pollution Source
full-process control system covering waste classification, compliant disposal, and institutional safeguards, all types of waste generated during the production process. Discharge Registration Form and completed the annual
ensuring that environmental impacts throughout the entire product manufacturing process are minimised.
General waste, such as cartons, plastic bags, and packaging hazardous waste declaration, ensuring that pollutant
materials, is collected in a unified manner and handed over discharge activities are lawful and compliant. In terms of
to qualified third-party organisations for recycling and reuse; management systems, the factories continue to operate the
hazardous waste, such as waste tin slag, waste flux, and ISO 14001 environmental management system, the SEDEX
PCB offcuts, is handled in accordance with the Hazardous SMETA 7.0 social responsibility audit, and the hazardous
Waste Management Plan by setting up dedicated temporary substances process management system, regulating
storage areas and regularly transferring it to licensed entities environmental performance management in accordance with
for standardised disposal, thereby achieving full-process international standards.
traceability.
Policy development and process
control
Our OEM factories have formulated and implemented a series of internal documents, including the Waste Management
Regulations, Chemical Management Regulations, Preventive Measures and Emergency Plan for Hazardous Waste Incidents, and
REACH SVHC Management Procedures, among others. In 2025, the Company cooperated with China Telecom Tianyi Vision
Technology to successfully implement the "Vision Network + Intelligent Algorithm" project at the Ningdong solid waste treatment
site in Ningxia, significantly improving operational standardisation and safety response efficiency at the site. This project
addresses management challenges in the solid waste site, such as frequent operations of soil trucks and blind spots in traditional
manual inspections. By deploying an intelligent video analysis system, it enables real-time detection and alerts for operations
including soil truck unloading compliance, driving routes, and illegal dumping, while also dynamically monitoring and proactively
alerting for unauthorised entry by nearby pedestrians and vehicles. The system effectively advances the solid waste site from a
"post-incident review" model to an "in-process warning" intelligent management approach.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Resource Recycling and Pollution Control Pollutant Discharge and Waste Management
Closed-loop recycling process and Recycling scale and asset efficiency
compliance control improvement
We strictly implement full-process management In 2025, the Company coordinated the recycling of
covering application, inspection, registration, and obsolete equipment in line with business upgrades and
disposal, conduct technical condition assessments and device iteration needs, collecting a total of 63,133
information registration for each recovered unit, and units—a 41.72% year-on-year increase—covering
distinguish between repair and reuse, component smart terminals, back-end equipment, and supporting
disassembly, and environmentally compliant disposal. facilities across headquarters and regional branches.
At the same time, data security controls are Through centralised recycling and phased disposal, we
strengthened to ensure all business information and effectively revitalised idle assets and improved
Policy Improvement and Standards customer data on the devices are completely erased, resource utilisation efficiency. Resource circulation and value
Development making the recycling process compliant, safe, and regeneration
fully traceable.
The Company has revised and improved the For equipment that, upon inspection, is found to
Management Measures for the Recycling and have potential for further use, we organise a
Disposal of Waste and Obsolete Equipment and the professional technical team to carry out repairs and
Operating Specifications for Disposal of Discarded commissioning, and some of the restored equipment
Electronic Products, further clarifying recycling is reallocated to frontline business scenarios for
standards, classification processes, and division of continued use. For equipment that cannot be reused
responsibilities, and adding a technical inspection as a complete unit, we dismantle it and extract
step before equipment recycling, thereby achieving usable parts as spare parts for maintenance, thus
the dual objectives of asset control and green reducing the need to procure new components. For
operations and providing policy support for the remaining equipment with no residual value, we
recycling work throughout the year. entrust qualified professional institutions to carry out
environmentally compliant disposal, forming a
resource circulation chain of "repair - dismantling -
recycling - regeneration" and continuously advancing
the implementation of our green operations
objectives.
Recycling and Circular Utilisation of Obsolete Equipment 27
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Resource Recycling and Pollution Control Water Resources Management
The Company attaches great importance to the efficient use of water resources and compliant discharge. By focusing on water quality monitoring, drainage system optimisation, and maintenance of water facilities,
we continuously improve the water resource management system to minimise the impact of our operations on the water environment.
Maintenance of water facilities and
Water quality monitoring and pretreatment Drainage system and compliant discharge
leakage control
The Company strictly complies with wastewater discharge standards and The campus fully adopts a separate rainwater and sewage drainage The Company strengthens the routine inspection and maintenance of daily
regularly monitors and assesses the quality of discharged water. A system for separate collection and classified disposal of rainwater and water-use facilities and has established a rapid response mechanism for
three-stage septic tank has been installed on the campus to uniformly sewage. After pre-treatment, sewage is discharged in strict compliance water leakage. Upon discovering pipe leaks, we immediately shut off
collect and pre-treat domestic and office wastewater. Through processes with the emission standards set out in Fujian Province's Limits for Water valves and organise repairs to eliminate water waste. In the new office
such as sedimentation and degradation, pollutant concentrations are Pollutant Discharge, and a pollutant discharge permit will be granted in building, sensor-activated faucets have been installed throughout,
effectively reduced, ensuring that subsequent discharge meets accordance with the law. Regular compliance self-inspections and achieving 100% coverage. At the same time, we continue to carry out
environmental standards. Domestic wastewater discharge continued to reporting are conducted to ensure ongoing adherence to local water-saving awareness initiatives to enhance employees' awareness of
decline, totalling 28,320 tonnes in 2025, a year-on-year decrease of environmental management requirements. water conservation and reduce unnecessary water consumption at the
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Land Use and Ecological Conservation Environmental Management Policies
The Company fully integrates environmental risk management into strategic decision-making and daily operations, taking compliance as the baseline and sustainability as the goal, establishing a systematic and
normalised environmental management policy framework, and continuously driving the implementation of green compliance and carbon reduction targets.
Environmental risk assessment and Environmental training and
early warning awareness raising
We have established a normalised environmental We regularly organise and conduct special training
risk assessment mechanism, and set up a on environmental protection to strengthen all
supporting early warning response system to employees' environmental awareness and compliance
implement dynamic monitoring and analysis of key consciousness. For key departments such as data
environmental indicators such as resource centres and facility management, we focus on
consumption, waste emissions, and energy use, carrying out specialised training on energy
promptly identify anomalies and initiate response conservation and emission reduction, waste
strategies, and effectively reduce environmental disposal, and other areas, so as to enhance practical
risks in operations. on-the-job capabilities and the level of green
operations.
Continuous improvement and
Environmental management system transparent disclosure
We have established and operate an environmental We continuously optimise the environmental
management system in accordance with the ISO management system framework, promote the
process of target setting, implementation planning technical means, regularly prepare and publish
and performance evaluation, ensuring that reports related to environmental protection progress,
environmental responsibility is embedded at all proactively disclose environmental performance,
levels and across all positions, thereby achieving a enhance information transparency and social
closed-loop system and continuous improvement. credibility, and fulfil corporate environmental
responsibility through practical actions.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Land Use and Ecological Protection Land Use and Biodiversity Conservation
Green campus: The Company upholds the philosophy of "ecology first, green development", integrating
biodiversity conservation into campus planning and operations. The campus spans 150 mu,
Building an with 15,000 square meters of green space, achieving a greening coverage of 15%. It features
ecologically carefully planted, mixed communities of trees and shrubs that attract birds and squirrels,
integrated creating a multi-layered and multifunctional green ecological environment. In recognition of its
outstanding ecological development achievements, the campus has been named a "Model
innovation space Park-style Demonstration Enterprise in Fuzhou City", setting an example of harmonious
coexistence between the innovation industry and natural ecology, while providing employees
with a healthy, comfortable, and high-quality green office environment.
The Newland Yiyue Industry-Education Integration Building project implements the green
Green building: construction concept throughout its full life cycle, minimising its impact on land and ecology
Reshaping through technology integration and scenario optimisation.
environmentally In terms of building energy efficiency, the north and south fa?ades feature triple-silver
friendly carriers insulated glass curtain walls, balancing thermal insulation and natural lighting; the east and
west fa?ades include solid-wall shading to effectively reduce heat load; the nightscape lighting
through low-carbon adopts LED light sources and the DMX512 intelligent control system to achieve precise lighting
design projection and time-based regulation, reducing light pollution.
In terms of landscape ecology, high-green-volume plants are used to replace single-species
lawns, reducing maintenance energy consumption.
In terms of equipment intelligence, the air-conditioning system employs variable-frequency
multi-split units to achieve intelligent regulation and control by zones; the lighting system fully
adopts LED fixtures with motion-sensor switches in stairwells, achieving energy savings
exceeding 50%. These measures ensure user comfort while significantly reducing operational
energy consumption and environmental impact, creating a low-carbon, efficient, and
intelligent green workspace.
Social Performance
Inclusive Sharing to Benefit Peer Enterprises
Topics responded to
Rural revitalisation and social contribution Data security and customer privacy protection
Diversity and inclusion Customer service
Employee care and benefits Supply chain management
Employee training and career development Supply chain management
Product safety and quality Equal treatment to SMEs
Alignment with UN SDGs
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Rural Revitalisation and Social Contribution
Newland deeply integrates the fulfilment of corporate social responsibiiility into the national strategy of rural revitalisation and, by establishing and implementing a long-term assistance mechanism, continues to
inject momentum into rural development. We not only effectively assist supported regions in improving livelihoods and fostering industries, but also explore in practice a sustainability model of mutual benefit and
win-win outcomes, contributing solid efforts to rural revitalisation.
Deepening paired assistance and conveying the warmth Deepening paired assistance and conveying the warmth of Innovating the win-win mechanism to bring together the
of the enterprise the enterprise combined force for development
The Company actively responded to the call of "One Hundred Enterprises The Company actively responded to the call of "One Hundred Enterprises The Company innovated its assistance model by mobilising employees to
Helping One Hundred Villages", establishing a 10-year paired assistance Helping One Hundred Villages", establishing a 10-year paired assistance subscribe to ecological New Year gift packages and other products in the
relationship with key areas such as Xi'an Village, Yongtai County. During relationship with key areas such as Xi'an Village, Yongtai County. During form of "consumption-based assistance", directly expanding sales
the Spring Festival, we proactively carried out heartfelt care activities, the Spring Festival, we proactively carried out heartfelt care activities, channels for agricultural products from assisted villages. This initiative
delivering New Year gift packages and festive greetings to some delivering New Year gift packages and festive greetings to some not only enabled employees' families to enjoy healthy ingredients, but also
underprivileged residents in Xi'an Village. Through friendly underprivileged residents in Xi'an Village. Through friendly helped villagers increase their income, building a warm, mutually
conversations, we gained insight into their actual needs, bringing warmth conversations, we gained insight into their actual needs, bringing warmth beneficial connection between urban and rural communities and fostering
from the Company directly to the rural community. from the Company directly to the rural community. a positive interaction between social impact and the Company's internal
culture development.
Bridging distances with care: Rural revitalisation visit to Xiji County
On 22 December 2025, Newland, together with the Guyuan Branch of the People's Bank of China, visited Yaopo Village, Wangmin Township, Xiji County,
Ningxia, to carry out the "Bridging Distances with Care" rural outreach and support initiative. The team visited 11 monitored households and three veteran
Party members, delivering essential supplies such as rice, flour, and cooking oil. They engaged villagers in warm conversations about children's
education, healthcare, and housing security, while also providing on-the-spot guidance on practical financial knowledge and agricultural payment policies.
The visit strengthened Fujian-Ningxia collaboration, reinforcing communication and trust between the Company, regulatory authorities, and local
communities.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Rural Revitalisation and Social Contribution
Newland continues to uphold the principle of "Payments for the People", integrating the protection of public assets, the enhancement of public safety awareness, and compliant corporate operations. In 2025, the
Company deepened public education by strengthening police-enterprise collaboration and innovating promotional approaches, and organised two themed public welfare campaigns that attracted 410 participants,
systematically advancing both the financial security ecosystem and social welfare initiatives.
Police-enterprise collaboration and protection of funds:
The Company actively cooperates with the public security authorities in
carrying out the control, investigation, and return of funds related to
anti-fraud efforts, achieving remarkable results.
August 2025 The Company, in partnership with the Mawei Public
Security Sub-bureau, launched the "Combat Infringement,
Police and Enterprise in Action" campaign at the Newland
Technology Park. By leveraging technology for
identification, rapid response, and evidence preservation,
the initiative established a dual-layer defence of "brand
protection plus nationwide anti-fraud measures",
demonstrating the strong commitment of police and
enterprise working together to uphold market order.
As at Newland Xingyi Pay had received two letters of appreciation
and one honorary banner from public security authorities.
December 2025
Over the year, it assisted in returning nearly RMB1.36
million to victims in 23 cases, effectively safeguarding the
property of the public.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Rural Revitalisation and Social Contribution
Social Contribution
Innovation outreach and public education:
Scenario-based Multi-department Ongoing awareness
outreach coordination campaigns
The Company is committed to building an
anti-fraud awareness system that is both In July 2025, the Company The Company, together with multiple The Company continuously carries out
innovative and empathetic, using diversified collaborated with the Fuzhou departments, organised the themed risk education through multiple
and scenario-based approaches to promote municipal and district-level public event "Anti-Fraud: A Mandatory channels, including its WeChat
widespread public understanding of financial security authorities to produce the Course". Through case analyses, official account, official website, and
security. anti-fraud awareness video Life interactive Q&A sessions, and app. In 2025, it published 44 posts
Trailer. By vividly portraying typical handbook distribution, the initiative on topics such as telemarketing
cases such as "NFC fraud" and "fake helped transform anti-fraud fraud, reaching nearly 10,000
order scams", the video highlighted knowledge from mere awareness to views. We also organise dedicated
the dangers of fraud and effectively practical application, effectively events, including Investor Protection
enhanced the public's ability to enhancing the public's fraud Day on May 15 and Consumer Rights
recognise and prevent scams. prevention awareness and response Week on March 15, and collaborate
capabilities. The event was with relevant Zhongguancun
recognised by the Fuzhou Anti-Fraud organisations on anti-fraud
Office with an on-site letter of campaigns, effectively enhancing
commendation and an honorary financial literacy and risk awareness
certificate. across diverse audiences.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Rural Revitalisation and Social Contribution
Practising an inclusive commitment to technology for
AI-integrated drug rehabilitation practices good through accessible design
On 25 April, Newland Grand Academy launched the second stop of its 2025 Industry The Company has consistently integrated social responsibility into product innovation and is
Empowerment Programme with a training session at the Drug Rehabilitation Bureau of the committed to eliminating the digital divide through technology. In 2025, our N950 product
Fujian Provincial Department of Justice. Lin Feng, an internal lecturer from Newland and successfully obtained EN301549 certification, namely the European Accessibility Act (EAA)
Deputy Chief Engineer of the IoT Research Institute, served as the instructor for the first certificate of conformity. This certification signifies that the product fully complies with EU
in Drug Rehabilitation, he delivered a video-based lecture to over 660 law enforcement an equal and convenient technological experience for all users, including people with
officers across the provincial judicial drug rehabilitation system, exploring innovative ways disabilities. This achievement not only demonstrates the Company's strong commitment to
to leverage AI technology in supporting rehabilitation work. inclusive design but also highlights its responsibility to leverage technology to serve diverse
communities and promote social equity.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Composition of employees
Employee Empowerment and Care Diversity and Inclusion
The Company consistently strives to foster a diverse, equitable, and inclusive workplace. In accordance with
policies such as the Employee Code of Professional Conduct, the Company firmly opposes and eliminates all forms Overseas
By gender By position
of discrimination and harassment, and is committed to creating a work environment that respects diversity. We Distribution
protect employees from unfair treatment on the basis of any legally protected characteristic, including race, colour,
gender, age, religious belief, physical ability, and marital status.
Human rights protection
Male Female North Latin
Production staff Sales staff Technical staff America America Europe
employee employee
Middle East Asia-Pacific
Financial staff Administrative & Africa
management staff
Newland strictly complies with the Labour Law of the People's Republic of China, the Law of the People's Republic of China on
In terms of talent structure, female employees account for 30% of the Company's total
Work Safety, and the labour laws and regulations of the countries and regions where it operates, and follows the human rights
workforce, among whom women in the management of the listed company account for
and labour standards stipulated by the United Nations Global Compact (UNGC), the International Labour Organisation (ILO), and
the Responsible Business Alliance (RBA). The Company solemnly commits to prohibiting all forms of child labour and forced
inclusion.
labour, safeguarding employees' equal legal rights to obtain labour remuneration, rest and leave, join labour unions and
participate in labour union activities, and implementing measures to protect human rights and labour rights and interests. The Company's workforce allocation is closely aligned with its strategic priorities, with
and production, creating a talent structure that supports business growth.
Establishing lawful and voluntary employment relationships The Company values cultural diversity and inclusion, with employees representing ten
The Company explicitly prohibits any form of forced labour, debt bondage labour or child labour, and all ethnic groups, including Han, Hui, and Manchu. It also actively broadens its
employment relationships are established on the basis of employees' free will. We commit never to international talent pool, with foreign employees accounting for 3% of the workforce and
illegally withhold employees' personal identification documents such as identity cards and passports. widely distributed across North America, Latin America, Europe, the Middle East and
During the recruitment process, we strictly verify applicants' identity information in accordance with the Africa, and the Asia-Pacific region, continuously promoting cross-cultural communication
Employee Handbook and the Recruitment Management Policy, with key data recorded and centrally
and collaborative innovation.
managed in the human resources system. At the resignation stage, employees may freely resign in
accordance with the Employee Resignation Management Measures and other regulations, after completing
the required notice procedures, fully safeguarding their professional autonomy.
Employee communication
Human rights incidents We have established a regular communication mechanism covering all stages of
involving the employment Regular
Safeguarding employees' rights to remuneration and rest of child labour and communication:
employment—from onboarding to active service and offboarding. Through multiple channels,
including probationary interviews, exit interviews, and an internal Q&A platform, we
Through policies such as the Remuneration Management Measures, the Company ensures the provision forced labour in consistently collect employee feedback and respond promptly, systematically enhancing
violation (2025) employee engagement and overall satisfaction.
of fair, lawful, and reasonable remuneration and benefits to employees, and all remuneration payments
comply with the legal requirements for minimum wage, overtime pay, and various statutory benefits. At
We continue to implement the "General Manager Friday Breakfast Meeting" initiative, regularly
the same time, in accordance with policies and regulations such as the Employee Handbook and the Face-to-face
inviting employee representatives to have breakfast together. Through relaxed and pleasant
Attendance Management Measures, we regulate employees' working hours, safeguard their entitlement conversation:
face-to-face conversations, we listen closely to the concerns and constructive suggestions of
to adequate rest and leave, and, for overtime required under special circumstances, give priority to time frontline staff. A dedicated follow-up register is maintained after each session to ensure timely
off in lieu, thereby effectively protecting employees' health and work-life balance. action and effective resolution of employee feedback.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Care Diversity and Inclusion
Women's Career Development
Human rights protection
Empowering women in innovation: Newland inspires female growth through role models
To support the career development and work-life
balance of female employees, the Company actively
In 2025, the Fujian Association of
promotes practical measures such as flexible
Women Entrepreneurs held its annual
working arrangements and childcare support,
gala in Fuzhou under the theme
striving to foster a workplace environment that
"Empowering Women in Innovation",
respects, includes, and supports the development
bringing together over 300 female
of women. In terms of policy safeguards, the
entrepreneurs from across the province to
Company fully implements statutory rights and
discuss development. At the event,
entitlements such as maternity leave and
Wang Jing, Chairperson of the
breastfeeding leave; in terms of facilities, the
Company, was awarded the title of
Company continuously optimises dedicated spaces
Honorary President of the Fujian
such as Mothers' Room, providing comfortable and
Association of Women Entrepreneurs. As
convenient spaces for women during pregnancy and
a National Committee member of the
breastfeeding; at the level of cultural activities, the
Chinese People's Political Consultative
Company organises annual activities tailored to
Conference and an accomplished
female staff, such as themed film screenings for
entrepreneur in the technology sector,
International Women's Day, strengthening their
Wang Jing's outstanding achievements in
sense of belonging and team cohesion. Through
technological innovation and social
these multi-level and systematic initiatives, the
responsibility have made her a role
Company is committed to building a more supportive
model for women entrepreneurs.
working ecosystem for female employees, helping
Newland always respects the power of
them grow in both their careers and personal lives.
women, and has been actively fostering
a diverse and inclusive workplace
ecosystem.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Care Employee Health, Safety and Benefits
Occupational health and safety
Policies, regulations and certifications Health management safeguards Fire safety management
• We obtained ISO 45001:2018 Occupational Health and • Health check-ups: We cooperated with four medical examination • Facility maintenance and upgrades: Throughout the year, we
Safety Management System certification, marking the institutions, including FN.Health and iKang, to provide conducted 24 tests and inspections of the fire control system,
internationalisation and standardisation of our occupational customised packages and medical examination subsidies, replaced 180 fire extinguishers and 460 emergency exit signs,
health and safety management. offering convenience to employees and their family members. In and upgraded the campus's fire water network and monitoring
• We signed annual work safety responsibility statements and 2025, a total of 2,971 occupational health check-ups were systems, ensuring that all hardware facilities remain effective
fire safety commitment letters with subsidiaries and branch conducted, achieving 100% subsidy coverage. and reliable.
companies, and revised four safety management policies in • Physical and mental well-being: We provided employees with • Emergency drills: We conducted practical exercises, including
Maintenance Management Policy. seven safety and health training sessions covering 360 as well as the annual fire drill, involving 1,530 participants,
participants, totalling 2,700 training hours. In addition, it a 49% year-on-year increase. Over the year, we also carried
promoted holistic physical and mental health through employee out ten safety awareness and educational activities covering fire
sports clubs, expert medical consultations, and psychological safety, roduction safety, and related topics, effectively
counselling courses. enhancing employees' self-rescue skills and emergency
response capabilities.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Care Employee Health, Safety and Benefits
Occupational health and safety
Drug awareness campaign to enhance Building a life-saving safety net: AED Collaborating with medical institutions to
employees' prevention awareness equipment and first aid training safeguard employee health
In July 2025, Newland invited the Drug Rehabilitation Bureau of the In May 2025, Newland's labour union, together with the Safety In September 2025, Newland, through its labour union and in
Fujian Provincial Department of Justice and the Fuzhou Compulsory Committee, organised a special training session on AED equipment and partnership with the labour union of the Second Affiliated Hospital of
Isolation Drug Rehabilitation Centre to host the joint awareness event first-aid knowledge. The training provided a systematic introduction to Fujian University of Traditional Chinese Medicine, organised a "Health
"Decoding the Secrets of Drugs, Safeguarding a Digital Life" at its AED locations across the campus, key techniques for cardiopulmonary Consultation on Constitution Assessment" event at the campus. The
campus, with over 120 employees from various subsidiaries resuscitation (CPR), and the correct use of automated external event featured eight specialist departments, including traditional
participating. The campaign systematically educated staff on the harms defibrillators, followed by hands-on practical exercises. Engaging more Chinese internal medicine and acupuncture and Tuina, as well as two
of drugs and prevention measures and strengthened their ability to than 80 first-aid coordinators and employee representatives from specialised service counters, with a total of 123 employees registering
recognise, resist, and avoid drugs, representing an important practice subsidiaries and branches, the training effectively strengthened to participate. Employees received personalised health guidance based
in Newland's efforts to promote employee health and create a safe employees' self-rescue and mutual rescue capabilities, put employee on a constitution assessment and engaged directly with doctors to
workplace environment. life safety and health management into practice, and fostered a discuss common occupational diseases and sub-health issues. By
workplace safety culture in which everyone understands first aid and introducing professional medical resources, the event extended health
safety is always present. services from passive physical examinations to proactive health
conditioning, helping employees understand their own constitutions,
acquire daily healthcare knowledge, and enhance self-care awareness.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Care Employee Health, Safety and Benefits
Employee Care
The Company follows the principles of "Care, Motivation, and Growth" to systematically advance employee well-being. Through day-to-day care and human-centred interaction, we continuously enhance employees'
sense of belonging and well-being; by providing robust welfare and health protection, we safeguard physical and mental well-being; and by offering diverse activity platforms, we stimulate team vitality, fostering
the shared growth of employees and the Company.
Workplace culture development Employee wellbeing
We actively develop Party members by regularly carrying We provide regular holiday benefits, including birthday
Integration out Party-building activities and effectively enhancing Party
Holiday cake vouchers, Spring Festival gift packages, and New
of Party benefits
members' engagement. Year lucky bags, conveying organisational warmth and
building
fostering a friendly and harmonious work environment.
We coordinate cultural activities around key points
Annual throughout the year, and organise events such as Spring
planning
Festival awards, Dragon Boat and Mid-Autumn Festival
celebrations, and Christmas-themed activities, using these
occasions to enrich employees' leisure time.
We establish special funds to support intra-departmental We carry out annual employee health check-up promotions
Team-building Health
and cross-departmental team-building activities, deepening and reimbursements and actively implement heat-relief
activities safeguards
internal communication, promoting team collaboration and initiatives to effectively safeguard employees' health and
cultural integration, and continuously enhancing safety. In 2025, we distributed 68 cooling supplies.
organisational cohesion.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Care Diversity and Inclusion
Employee Care
Tech Open Day: Connecting families and Summer childcare programme: Supporting
the Company Future Lab: Shaping the path of growth together employees and their families
On 10 May 2025, Newland held the second OpenDay Family Day, On 28 August 2025, Newland successfully held the third N-Cube Future Newland organised a four-week summer childcare programme for
welcoming 19 employee families, nearly 60 participants, to the campus. Lab. Centred on the topic of globalisation and talent development, the employees, which comprised four primary school classes and one
Through immersive tours, technology exhibition experiences, and robot Company's management engaged in an open dialogue with more than 40 kindergarten class, serving 122 primary school pupils and 20 young
dog programming classes, family members personally experienced the employees from different departments. Through relaxed and children. In addition to providing all-day care and academic tutoring, the
Company's innovative environment and cultural warmth. The event thought-provoking discussions, employees deepened their understanding programme incorporated interest-based courses and life education,
further strengthened family recognition and sense of belonging, providing of the Company's strategy, clarified their personal development paths, effectively alleviating the difficulty faced by employees' families in
a tangible contribution to employer branding and talent cohesion. and strengthened their sense of belonging under the principle of "Growing arranging childcare during the summer holiday, conveying the Company's
Together with the Company". genuine care for employees' families, and receiving widespread praise. It
has become a strong practice in fostering harmonious employee relations.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Digital learning platform
Care Diversity and Inclusion
Based on Lark's ecosystem, the Company has built a one-stop employee development platform, the NPT Learning Hub,
realising the online standardised management of the entire training process, and clearly presenting learning dynamics through
Employee Development data dashboards, thereby enabling large-scale learning and reuse of knowledge and providing a convenient, efficient, and
easy-to-operate foundation for organisation-wide learning and knowledge accumulation.
In 2025, the Company attached great importance to
talent development and knowledge empowerment.
Total training investment: RMB2,087,800 AI-empowered talent development
The Company deeply integrates AI into the talent development system. In 2025, by introducing AI-based course development
Training coverage: 22,818 participants
tools, we shortened the course creation cycle from two weeks to two to three days, doubling efficiency. Leveraging this, we
independently developed 282 AIGC courses, accumulating a total of 12,115 learning hours and covering 2,410 participants.
For core management and functional teams, we launched specialised courses such as Newland AI Leadership and
Average training duration per employee: 21.75 hours
AI-Empowered Human Resource Management, extracted more than 150 AI business application scenarios, and precisely
empowered 300 management cadres and more than 90 HR professionals, achieving agile iteration of the talent development
Visits to the Company's online learning platform: 22,296 system.
Specialised training for new employees and on leadership development
These ensured broad coverage and efficient use of
The new employee development system has been transformed from a one-off training approach into a three-in-one model
resources.
combining agile online bootcamp, offline integrated intensive training, and professional advanced bootcamp. In 2025, more
than 120 new employees were trained by the system, achieving a 100% completion rate. The "Xingtu Programme" leadership
project, centred on learning methods online, practising in real-world scenarios offline, and using tools to facilitate
implementation, focuses on enhancing the practical capabilities of newly appointed managers in leading teams and solving
difficult problems. All 40 participants successfully completed the programme, achieving a 100% pass rate.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Care Diversity and Inclusion
Employee Development
International English programme
Talent development Received Authoritative Internal lecturer operations: Digital
Recognition intelligence fosters growth
Lanbridge, as the Company's English programme designed for Newland Grand Academy, the Company's organisational learning In 2025, our internal lecturer courses were closely integrated with
global business, operates under the concept of "Language + platform, systematically enhances employee capabilities by deeply business scenarios and AI tools, with operations centred on honour
Bridge". It develops standardised English courses and integrating AI with business scenarios through the "Four Camps and One certification, mechanism optimisation, and humanistic care. Teacher's
assessment systems based on business scenarios and Lecture" training system. In 2025, by virtue of this innovative practice, Day events were organised, and a standardised remuneration system
transforms language learning into practical problem-solving Newland was named the "Annual Benchmark Enterprise for Future was established, cumulatively recognising 28 internal lecturers.
skills. The programme establishes the Company's international Management Talent Development" in the FUTURE 50 selection. Its Through a mentorship model, over 20 lecturers collaborated to pass on
talent standards, connects a closed loop of "competency experience was featured across four pages in the annual curated case expertise and support capability development. In national competitions,
standards-assessment-incentives-application", and injects collection, serving as an important reference model for the industry. three nominated lecturers were awarded the title of "Gold Medal Internal
long-term momentum into global development. Lecturer", earning industry recognition.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Care Diversity and Inclusion
Employee Development
国际化英语项目
Comprehensive employee promotion and development system Youth empowerment and fair selection
To support the Company's strategy and employees' diverse growth needs, Newland has established a The Company has established a "1+1" dual-mentor system (business mentor + human resources mentor) and
dual-track career development system featuring "vertical professional deepening + horizontal functional five major development systems, namely the promotion system, communication system, performance
expansion", scientifically dividing positions into the management sequence and the professional sequence, recognition system, mentorship system, and training system, to provide comprehensive growth support for
with the professional sequence further subdivided into marketing, technical, and functional sub-sequences. young employees. The Company also leverages programmes such as the Emerging Talent Programme and the
Employees can progress along the management track, advancing through Supervisor → Department Manager Intelligent Vanguard Team to provide young employees with extensive international exposure and diversified
→ Director → Executive to become well-rounded managers, or develop along the professional track, moving incentive opportunities, supporting them in broadening their horizons and achieving career advancement. In
through Junior → Intermediate → Senior → Principal → Chief Expert to become recognised authorities in their selecting managers, the Company follows the Officer Management Measures, evaluates candidates
fields. The two tracks are equipped with an interchange mechanism, supporting employees in flexibly comprehensively based on alignment with corporate values, work style, and performance contributions.
choosing their development direction based on their individual characteristics. The Company conducts annual Priority is given to selecting capable managers from key business areas and successful teams, ensuring that
job grade assessments to enable every dedicated employee to be recognised and rewarded through a fair and the talent pipeline evolves in sync with business development.
transparent mechanism, thereby realising continuous enhancement of career value.
"Grow Workshop" mid- and senior-level manager development programme
To enhance mid- and senior-level managers' strategic vision and ability to solve complex operational issues, the Company has initiated the "Grow Workshop" mid- and senior-level manager development
programme. Leveraging the expertise of external specialists, the workshop guides management teams to systematically analyse business challenges through cross-departmental collaboration, jointly developing
an actionable "portfolio of initiatives". This not only effectively enhances managers' management awareness, but also transforms real practical problems into organisational capabilities, making the manager
development and training mechanism effective.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Employee Empowerment and Care Employee Health, Safety and Benefits
Vitality in bloom
Employees We have established model shared "Employee Hub" spaces, including 11 facilities such as a book bar, basketball
hub court, gym, and band rehearsal room, providing regular services to 19,344 participants.
Recreational Nine cultural and sports clubs within the Company regularly organise interest-based activities such as yoga,
activities basketball, and badminton, and actively host competitions. In 2025, six major cultural and sports events were
held, while health and wellbeing facilities, including additional AED devices and the upgraded Mothers' Room,
were enhanced, allowing employees to enjoy work in a vibrant and supportive environment.
Energised competitions to strengthen
Marathon Festival: Writing a new chapter team spirit
The 6th Newland Marathon Festival in 2025, themed "Coding In November 2025, Newland's labour union meticulously
the World, Running Without Pause", featured diverse events organised the annual employee sports tournament, featuring
including 20KM and 10KM individual challenges, team events such as a five-a-side football invitational, table
relays, and a 5KM fun run, attracting enthusiastic tennis, fun basketball challenges, a basketball league, and
participation from 232 employees and their families. The badminton competitions, attracting 422 employees from
event included specially designed annual commemorative various subsidiaries. On and off the field, employees
medals, seasonal fruit and energy drink stations along the showcased their skills, built friendships through competition,
route, and full medical and security support. By deeply and strengthened teamwork, fully demonstrating the spirited,
integrating the Company's vibrant culture, the marathon united, and striving ethos of Newland employees.
promoted a healthy lifestyle and highlighted an organisational
atmosphere of employee solidarity, ambition, and family
togetherness.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Quality Management and Product Safety
Governance
The Company always sees quality management and product safety as the foundation of business operations. Through a sound governance Newland's Quality Management Organisational Structure
structure and full-process implementation mechanisms, it ensures high-quality delivery of products and services.
R&D Procurement Manufacturing Scale Service
The Company has established a cross-departmental Quality Centre to coordinate and supervise the step-by-step implementation of quality department department department department department
management responsibilities. Under it, quality managers assist each business organisation through a quality BP model, forming a
Senior R&D Quality Manager
two-way assessment and collaboration mechanism. Based on key quality improvement items, we continuously optimise our products, and
have achieved matrix-based quality governance that gives equal weight to professional coordination and business integration. At the Senior Procurement
Quality Manager
operational level, systematic quality control is implemented across the entire chain covering sales order review, design and development,
Quality Centre
Senior Manufacturing
parts procurement and inspection, production process quality control, shipment inspection, warehouse management, and after-sales Quality Manager
customer complaints. Management responsibilities at all levels have been clearly defined, with well-established authority and Senior Customer Service
Quality Manager
accountability, forming a coordinated and efficient working mechanism that responds promptly to the product quality requirements of
internal and external stakeholders. Quality Process
System Manager
Strategy
Financial Impact
Risk/opportunity type Risk/opportunity description Response measures
impact timeframe
Risk Market and Quality and even product safety issues arising during Increase in cost Short- and Strengthen quality control throughout the entire process: Systematically embed quality requirements into all business
reputational risks the after-sales stage of products may trigger a crisis of medium-term links from development to after-sales, and ensure the stability and reliability of product quality through standardised
customer trust and damage brand reputation, thereby processes and systems.
affecting market competitiveness. Improve customer feedback and response mechanisms: Establish an efficient closed-loop complaint handling process
to ensure that quality issues can be quickly identified and addressed in a timely manner, and be used to drive
continuous internal improvement, so as to safeguard customer relationships and brand image.
Opportunity Opportunities in digital The market trend towards the deep integration of Increase in revenue Medium- and Promote integrated innovation in products and services: Based on high-quality, intelligent hardware, actively expand
payment ecosystem intelligent hardware and digital services has created long-term supporting digital services, create integrated solutions, and enhance customer loyalty and value per customer.
conditions for the Company to expand new markets and Build an open and collaborative industry ecosystem: Proactively cooperate with industry partners and technology
generate value-added revenue by providing highly developers to transform the Company's quality strengths into core ecosystem competitiveness and jointly expand new
reliable, highly secure products and solutions. application scenarios and market space.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Quality Management and Product Safety
Quality and Product Safety Certifications
国际化英语项目
End-to-end security certification for the payment industry Global and domestic payment industry compliance certifications
As a global leader in the POS industry, the Company has been deeply involved in the formulation of international The Company proactively responds to the compliance requirements of different markets, and has successfully
payment security standards and has officially become a member of PCIPPO (PCI Principal Participating obtained numerous regional security certifications, including China UnionPay UPTS, Australian APN, Brazilian
Organisation), contributing professional insights to the development of the latest PCI specifications. In the ABECS, and European Common SECC, demonstrating a profound understanding of and comprehensive adaptability
hardware sector, the Company has conducted in-depth research into the PCIPTS hardware security standards and to diverse global security standards. In the payment industry, our terminal devices all comply with the China
successfully launched new products such as S30, S90, U200, and P70 that comply with PCI 7 certification, UnionPay Payment Terminal Device Security Certification, and have successively passed the Payment Card
building a robust security defence from the underlying hardware layer. In the software and system sector, Industry Data Security Standard (PCI DSS) assessment, UnionPay Payment Data Security (UPDSS) Testing,
Newland's TOMS terminal management system has obtained PCI DSS certification, establishing multiple data technical testing and certification for payment business facilities of non-bank payment institutions, and FinTech
security mechanisms such as tamper detection and rapid response to comprehensively safeguard the payment product certification, thereby ensuring the security and compliance of the entire payment business process.
data security of merchants and users. For production and R&D, the Company's factories across multiple locations
and its R&D headquarters have obtained PCIPIN and PCIP2PE certifications, achieving full-chain security and
controllability from manufacturing to deployment.
Quality Management Process: A Full-cycle, Holistic, Digitalised Control System
The Company has established a quality management process covering the entire product life cycle, ensuring the high-quality delivery of products and services through organisational assurance, technological
empowerment, and digital collaboration.
Whole-process quality control mechanism Product reliability design and validation system Digital quality collaboration and continuous improvement
The Company has established the Quality Management Department, an Engineering Quality The Company implements a product development process that combines IPD with agility, and Based on Lark, we have established an efficient collaborative mechanism covering the full
Department, and a Quality Committee to coordinate quality control across the entire chain, has established a comprehensive material selection and certification management system, closed loop from issue feedback to resolution, enabling horizontal inspection coordination,
including sales order review, design and development, component procurement, production safeguarding supply chain resilience through a preferred material database, tiered case accumulation and sharing, and visual analysis of key indicators. We have also
processes, shipment inspection, warehouse management, and after-sales service. In management, and a multi-supplier backup mechanism. With more than 20 years of DFMEA established digital management throughout the full process of key components selection,
payment system development, we strictly implement a three-stage control approach of strict experience, we have developed an analysis database covering more than 200 failure modes, use, and control, and systematically built a quality assurance system through matrix-based
control beforehand, stringent management during the process, and rigorous inspection and established a standardised CBB database to promote platform-based and modular circuit role definitions and standardised operation templates. In addition, we operate the "Tree
afterwards: During the demand and design stage, compliance, security, and architecture design. At the same time, we equip ourselves with comprehensive reliability design Hollow" suggestion platform to collect quality proposals to encourage all employees to
reviews are conducted, with mandatory code reviews and automated testing; during the guidelines, test cases, and laboratory equipment, and extensively carry out hardware participate in improvement, transform issue insights and improvement outcomes into
launch stage, approval by the Change Committee is required, and graded canary releases simulation analyses such as antenna and PCB design simulation and structural finite element organisational knowledge assets, and promote the continuous optimisation of quality
and one-click rollback plans are implemented; after launch, 7×24-hour monitoring is simulation, comprehensively ensuring the reliability and robustness of product design. management.
carried out, with issues incorporated into a closed-loop review process to continuously drive
process and technological improvements, ensuring that quality is controllable, measurable,
and traceable. 47
Introduction Performance
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Quality Management and Product Safety
Certifications
• CMMI Level 5 Capability Maturity Model Integration • ISO/IEC 27001:2022 Information Security Management System Certificate
Certification
Data security and
• ISO/IEC 20000-1:2018 Information Technology Service Management System
• Testing maturity certification companies, and revised privacy protection Certification
four safety management policies in 2025, including
the Fire-Fighting Facilities and Equipment
Maintenance Management Policy.
Technological innovation • Intelligent self-service platform U200 awarded PCI • ISO 22301:2019 Business Continuity Management Certification
• Payment technology N950 awarded German Girocard • ISO 9001:2015 Quality Management System Certification
certification Business continuity and • ISO 45001:2018 Occupational Health and Safety Management System
• Fintech product certification others Certification
• First AI enterprise in Fujian Province to achieve Level • Five-star After-sales Service Certification
• PCI DSS Certification
• ISO 14064 GHG Verification Statement • UPDSS Testing
• ISO 14067 Product Carbon Footprint Certificate • Technical Certification for Payment Business Facilities of Non-bank Payment
Environmental protection Financial compliance
• ISO 14001:2015 Environmental Management System Institutions
Certification • China UnionPay Payment Terminal Equipment Security Certification
• TMMI5 Testing Maturity Certification
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Quality Management and Product Safety
Building a Quality Culture Ecosystem
Through four key pathways, namely multi-dimensional advocacy, capability building, policy constraints, and closed-loop improvement, the Company has systematically built a quality culture ecosystem
characterised by full employee participation and continuous deepening.
Internal and external coordination Company-wide suggestion
consolidating professional capabilities programme building an intrinsic closed loop
and the foundation of trust for continuous improvement
We organised six internal quality compliance Leveraging the "Tree Hollow" suggestion platform, we
examinations, covering 1,621 participants, with an have established a long-term mechanism for collecting
overall pass rate exceeding 94%, continuously quality suggestions. In 2025, we collected a total of
strengthening job competence. Externally, we actively 47 suggestions, of which 21 were resolved and eight
Multi-dimensional advocacy expanded industry exchanges by organising Policy constraints strengthening valuable ones have been implemented. By
promoting a deep-rooted participation in Huawei study visits and customer quality red lines and encouraging employees to identify issues, put forward
quality-conscious culture quality seminars. Through learning from advanced a sense of reverence suggestions, and participate in improvements, we
practices and engaging in open dialogue, we not only have formed an improvement closed loop in which
enhanced our internal professional depth but also everyone acts as a steward of quality, injecting
Throughout the year, a total of 15 quality-themed We have formulated and strictly implemented quality
reinforced external partners' trust in quality. sustained momentum into quality management.
activities were organised, including six large-scale red-line documents such as the Regulations on Quality
events, covering diverse formats such as training, Rewards and Penalties, clarifying behavioural
salons, and campus fairs, attracting extensive boundaries and reward and penalty standards. During
employee participation. A total of 32 the reporting period, we issued three centre-level
quality-themed posts were published commendations and one penalty, combining positive
simultaneously, each averaging over 1,000 incentives with strict constraints to continuously
views. Through high-frequency, multidimensional strengthen all employees' respect for quality and sense
cultural initiatives, we effectively promoted the of responsibility.
transition of quality awareness from mere
recognition to genuine endorsement.
Introduction Performance
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Quality Management and Product Safety
Strengthening the foundation of product safety through technical seminars Championing quality together: Embedding excellence from strategy into culture
The Company consistently sees product quality as the core hallmark of globalised development. It actively In 2025, under the main theme of "Championing Quality Together", the Company systematically promoted
advocates the 16-character quality management policy of "speed first, customer orientation, effective the implementation of a quality management culture by combining strategic discussions of senior
execution, and continuous improvement", and promotes the internalisation of quality awareness in mind management with interactive experiences for all employees. In June, the first N-cube event brought
and its externalisation in action. Centring on the topic of "quality improvement", the Product Technology together the management team to focus on core quality competitiveness and jointly discuss the strategic
Centre successively held the 15th session of Power Supply and Component Reliability Design Sharing and transformation path of the quality management system from "industry follower" to "industry leader",
the 16th session of Signal Integrity Design Sharing. At these sessions, technical backbones systematically making it clear that quality premium would be used to build a new competitive advantage. In December,
reviewed the fundamental theories of reliability design using real company cases and provided in-depth the Company held the Quality Month and innovatively set up four interactive checkpoints for a "Quality
analyses of key application points, including power management, component selection, and signal Carnival". Among them, the "Quality Fault-Finding Game" transformed typical problems in daily operations
integrity. Senior experts participated on-site to answer questions, using case reviews and interactive into immersive scenario cases by enabling employees to act as "quality detectives" to proactively identify
discussions to help R&D teams gain a more intuitive understanding of the profound impact of design on omissions and analyse root causes in real situations, internalising lessons from others into their own
product reliability. The sessions, marked by lively exchanges, reinforced employees' commitment to quality experience through immersive thinking. The activity attracted more than 400 employees, received 32 likes
management and further consolidated Newland's culture of driving quality through technology and winning and 138 interactions, and promoted the shift of quality awareness from passive acceptance to proactive
the market through quality. internalisation through an entertaining and educational approach, achieving resonance between strategic
consensus and organisation-wide practice.
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Quality Management and Product Safety
Empowering every employee: Building expertise in secure software development and performance testing
From August to September 2025, the Company focused on enhancing core software quality and security capabilities, and organised a Indicators and performance
special training programme on Software Performance Development and Testing. A total of 81 developers from the R&D centres in Fuzhou,
Nanjing, and Beijing participated throughout the programme and all passed the assessment. Meanwhile, in order to strengthen secure
development lifecycle management, we also conducted special training on secure development, covering 65 key R&D personnel, with
Key indicators Progress in 2025
the pass rate of both training programmes reaching 100%.
For the specific business scenarios of the Product Department in the big data industry, the training was specially customised to include
a secure development course for the department's 13 employees, providing targeted empowerment around practical pain points such as
data flow risks and privacy protection. The post-training evaluation showed that the overall score for performance development and
testing training reached 9.92, and the overall score for secure development training reached 9.95 (out of 10). Participants generally
reported that the course content closely addressed frontline R&D pain points, was highly practical, and effectively enhanced their teams'
engineering capabilities in software performance optimisation and secure coding. Number of
participants in 3,297
quality training
Number of quality
training sessions 142
Introduction Performance
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Data Security and Customer Privacy Protection
Governance
The Company has always regarded data security and customer privacy protection as important cornerstones of sustainable corporate development, strictly complied with the laws and regulations of the places where
we operate, and remained committed to building a reliable security system and governance capability covering the entire business chain, working with all parties to deliver security value and jointly build a
trust-based digital future.
We have established a dedicated working mechanism directly led by management. By combining top-level leadership with position-based commitments, we ensure the effective integration of data protection efforts
from strategy to execution, and continuously strengthen awareness of data security responsibilities within the organisation. Under this framework, the Company actively responds to increasingly complex global
data compliance requirements, continuously addresses regulatory changes in China and overseas, and systematically advances the development of personal information protection and data security management
systems through policy improvement, technology upgrades, full-coverage training, and targeted rectification, thereby building a compliance assurance system covering the entire business chain.
GDPR-specific training
In 2025, the Company launched a dedicated compliance project in response to international compliance requirements such as
the EU General Data Protection Regulation (GDPR).
Internalisation of regulations and alignment of understanding: We conducted GDPR-specific training covering the headquarters
and European branches, with cumulative employee attendances exceeding 400. The management participated throughout the
learning process, aligning the compliance awareness baseline of all staff.
Business process and system rectification: We implemented Cookie compliance upgrades for the official website and internal
business systems, deployed a user consent management mechanism, promoted the completion across multiple systems of
privacy agreement pop-up windows, data display controls, permission optimisation, and compliance adaptation for
cross-border storage, and established a compliance review mechanism prior to system launch, strengthening risk control at
the source.
Policy and document development: We formulated and issued policy documents such as the Data Security Management
Measures and Data Classification and Grading Protection Strategy, and established a cross-border management regulatory
system covering the entire data lifecycle, providing policy assurance for compliant business operations.
Introduction Performance
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Data Security and Customer Privacy Protection
Strategy
Financial Impact
Risk/opportunity type Risk/opportunity description Response measures
impact timeframe
Risk Risk/opportunity type As regulatory oversight under the GDPR, the Personal Fines Short- and Conduct regular compliance self-inspections: Ensure that all of the Company's data processing activities
Risk Information Protection Law of the People's Republic of medium-term continuously comply with core laws, regulations, and regulatory requirements such as the Cybersecurity Law and
Compliance and legal risks China, and other regulations continues to intensify, the Data Security Law, and establish a routine review mechanism.
incidents involving data and customer privacy breaches Engage third-party institutions to conduct annual information security audits: Introduce independent and
will trigger risks of legal proceedings, regulatory authoritative external audit institutions to carry out comprehensive assessments and certification of the Company's
penalties, and business interruption. information security management system, ensuring that the effectiveness of internal controls is objectively
verified.
Opportunity Reputational and trust Data security has become a forefront focus of public Decrease in revenue Short- and Establish an efficient security incident emergency response and closed-loop management mechanism: Clarify the
risks concern, and data breach incidents will seriously medium-term classification standards and response procedures for security incidents, and ensure that the entire process from
damage brand reputation, leading to customer loss. identification, analysis, and handling to review is traceable and accountable.
Communicate with customers in a timely and transparent manner: When potential or actual data security impacts
occur, proactively and clearly disclose information to customers and the public, maintain trust, and reduce
reputational damage.
Opportunity Opportunities in market Outstanding data security protection capabilities can Increase in revenue Medium- and Deeply integrate security and privacy protection requirements into the product research, development and design
competition become a core competitive advantage that enhances long-term process: Systematically embed privacy compliance reviews and security requirements at the product planning and
customer confidence and helps expand markets with design stage to ensure that new products are inherently secure by design.
higher security requirements. Proactively communicate security value to the market through SOC reports and other forms: Regularly publish
transparency reports and other disclosures, elaborating in detail on the Company's data protection philosophy,
technologies and practices, and transforming security capabilities into market trust and brand premium.
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Data Security and Customer Privacy Protection
The Company continuously strengthens its data security and privacy protection capabilities, comprehensively safeguarding the integrity, availability and confidentiality of customer information through
technological upgrades, closed-loop processes and awareness empowerment.
Certification systems and policy implementation Technical protection and in-depth defence Process control and emergency response
The Company has obtained a number of authoritative international and We continuously strengthen multi-layered technical protection across A closed-loop management mechanism for new security incidents has
domestic certifications, including ISO/IEC 20000-1 Information networks, hosts, applications, data, and other areas by deploying been introduced, which leverages DingTalk's automated workflows to
Technology Service Management, ISO 27001 Information Security zero-trust solutions and multi-factor authentication (MFA), implementing automatically assign security incidents to responsible persons and track
Management, PCI DSS Standard and UPDSS Testing certifications. In least-privilege access control, mandating the installation of EDR and host their handling. A new automated log analysis workflow has been
accordance with internal policies such as the Information Security and security protection tools, and conducting regular virus and Trojan horse established to assess attack behaviours in real time and automatically
Information Technology Service Management Manual and Data scans. Antivirus software coverage increased by 49% year on year in blacklist malicious IP addresses and domain names. Systems such as
Classification and Grading Protection Strategy, we have integrated graded 2025, and the number of installed endpoints increased by 110%. At the traffic analysis, host intrusion detection, and Web application protection
data management and control into daily operations. Data are used in a data level, we have established an enterprise data map and asset are deployed, and attack-and-defence drills and phishing email tests are
compliant, permission-based manner to ensure that security and inventory, identifying core and important data and implementing conducted regularly to continuously enhance proactive defence and
compliance requirements are effectively implemented. secondary backup, and adopted encrypted storage for cross-border data emergency response capabilities. Meanwhile, security threat messages
and deployed it in a compliant cloud environment, ensuring transmission are routinely shared via email and group chats to strengthen security
and storage security. awareness among all employees.
Indicators and performance Annual forum on "Gaining Insight into Data Security Risks and Strengthening
Information Security Defences"
Key indicators Progress in 2025 In 2025, the Company successfully held its annual data security forum to provide all employees with a systematic
interpretation of the latest developments in domestic and international data protection regulations, and conduct in-depth
Number of information security
training sessions
leaders from R&D, operations, and product teams to sign key-position security responsibility agreements on-site to
Authoritative information ensure that data security responsibilities are clearly defined, cascaded, and assigned to specific individuals. By
security certifications 4 combining regulatory interpretation, case warnings and responsibility commitments, we effectively enhanced all
employees' compliance awareness and risk prevention consciousness, and promoted the transformation of data security
Customer personal requirements from policy documents into shared understanding across positions.
information leakages 0
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Customer Service
Protection of customer and consumer rights
The Company consistently adheres to a "customer-centric" service philosophy. Through a systematic service framework, diversified feedback channels, and regular satisfaction monitoring, it transforms customer
feedback into actionable improvements, effectively safeguarding consumer rights and continuously enhancing the customer experience.
Organisational assurance and service network Convenient feedback and closed-loop handling Regular satisfaction monitoring and improvement
The Company holds an after-sales service certificate and has The Company provides multiple service channels, including The Company proactively initiates satisfaction surveys at key
established 15 sales and service centres and four maintenance hotline support, online chat, and App feedback. All service touchpoints, and customers can make real-time online
service hubs in key cities and regions, ensuring a rapid submissions are centrally managed through an intelligent evaluations through the "Hi Xiaoshi" mini-programme and our
response to after-sales service and training needs. At the customer service system for routing, tracking, and follow-up. official website. The system automatically compiles core
same time, leveraging dedicated repair hotlines, the "Hi We have established a standard closed-loop process of indicators such as CSAT and dynamically presents analysis
Xiaoshi" mini-programme, and our WeCom account, "acceptance-processing-follow-up" to ensure that every results through data dashboards. Satisfaction data are linked
customers can easily submit inquiries and service requests. enquiry or complaint receives a timely response and to team performance to continuously drive the ongoing
Our system receives and processes submissions in real time substantive resolution, and to transform frequently asked optimisation of service processes, personnel training, and
and allows users to track progress at any time, ensuring full questions into a basis for improving products and services. system functions. At the same time, the cross-departmental
transparency and traceability throughout the service process. Product Service Management Platform is deeply integrated with
the production and manufacturing system, providing
underlying support for precise and efficient service response.
In 2025, the Company's customer satisfaction score reached
Introduction Performance
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Sustainable Supply Chain
Supplier Management and Review System
The Company has established a systematic and digitalised supplier management and review system, and has formulated and strictly implemented policy documents such as the Supplier Management Procedures,
Supplier Development Management Standards, Supplier Assessment Management Standards, Security Management Measures for Trading with Import and Export Partners, ensuring that the entire supply chain
process is standardised and controllable. By building digital systems such as a supplier collaboration platform, we have achieved real-time sharing and synchronisation of data covering purchase orders,
warehousing and logistics, and capital flows. At present, hundreds of suppliers have been included, effectively empowering partners in their digital and intelligent transformation and upgrading, and enhancing
the overall collaborative efficiency and risk resilience of the supply chain.
On this basis, the Company has established a supplier review mechanism covering the full cycle of admission, assessment, application, and exit, ensuring that all partners possess lawful qualifications, a sound
reputation, and stable supply capabilities.
Multi-dimensional Dynamic management of Performance assessment Digital and intelligent Sustainable supply
admission review the Qualified Supplier Register and graded application warehousing management chain development
A four-tier screening process is implemented for Suppliers that have passed the multi-dimensional In accordance with the Supplier Assessment The Company has introduced cloud warehousing In long-term cooperation with suppliers, the
potential suppliers: First, qualification verification, admission review will be formally included in the Management Standards, we conduct a solutions to enhance warehousing and logistics Company advocates green procurement standards
including checks on business licences, industry Qualified Supplier Roster and subject to dynamic comprehensive quarterly assessment of suppliers efficiency through digital and intelligent means, and introduces environmental technologies and
qualifications, financial standing and compliance management. We regularly across dimensions such as quality, timeliness, including real-time inventory monitoring, measures to effectively reduce impacts on the
records, while also taking environmental and review and update the register, and promptly service, and R&D, automated picking and data analysis, thereby ecological environment. Through regular
social responsibility factors into account and adjust suppliers' status on the register based on and classify them into grades A, B, C, and D. improving operational accuracy and customer assessments and ongoing cooperation, we
encouraging partners to jointly uphold the their supply activity, validity period of Qualified suppliers rated A or B may receive order experience. By leveraging the cloud warehousing encourage suppliers to adopt energy-saving and
philosophy of green development; second, qualifications, and initial cooperation performance, allocation incentives, and suppliers rated C may be model for precise allocation and distribution, we emission-reduction technologies in their production
verification of agency authorisation, confirming ensuring that the register consistently reflects subject to discretionary order reductions. If rated C reduce unnecessary inventory build-up and and operations, strengthen the protection of
cooperative relationships with original genuine and effective partner resources. As the for two consecutive quarters, targeted support will repeated logistics transfers, effectively lowering employee rights and interests, and build supply
manufacturers or higher-tier channels; third, basis for prioritising business cooperation, this be initiated. Suppliers rated D are deemed operating costs and environmental burden. chain partnerships founded on environmental
on-site inspection, involving on-site assessment of register helps identify core suppliers with good unqualified and required to rectify within a protection and social responsibility, thereby
supply chain capabilities, production facilities and reputations and reliable quality, thereby prescribed time limit or be eliminated. Suppliers effectively enhancing operational stability and
technical standards based on project requirements; safeguarding supply chain stability and with no transactions for six consecutive months or supply chain resilience and reducing potential
fourth, sample validation, confirming that product collaborative efficiency. whose performance fails to meet standards are compliance and environmental risks.
performance meets the Company's requirements directly removed from the register. Through graded
through quality inspection and small-batch pilot management and dynamic adjustment, we
testing. continuously optimise the supplier structure and
enhance the overall quality of the supply chain.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Sustainable Supply Chain
Supplier Management and Review System
In 2025, the Company continued to deepen capacity building in supply chain management. Focusing on the goals of "efficiency, compliance, and collaboration", we improved the internal employee
development system and empowered external supply chain partners, thereby driving quality improvement and efficiency enhancement across the overall value chain in both directions.
Internal employee training: Equal emphasis on systematisation and practical application "Fuyao Plan" deepening practical implementation
A total of two centralised procurement thematic training sessions were organised throughout the year, covering employees in
To build a healthy and win-win supply chain ecosystem, the Digital
relevant positions at all subsidiaries and branches. The "Four-Week Comprehensive Training" for new employees was upgraded
Commerce Centre officially launched the "Fuyao Plan" in 2024, providing
into modular courses, incorporating a supply chain risk simulation component. With the online platform providing continuous
systematic support to ecosystem partners across multiple dimensions,
learning resources, we facilitated over 420 instances of online learning and assessment throughout the year. Additionally,
including policies, business opportunities, training, and traffic, to help
approximately 76 specialised training sessions were conducted for internal and contract factory quality personnel, with 1,697
them enhance their core competitiveness. In 2025, the programme was
participants, continuously strengthening job skills and compliance awareness.
upgraded into a regular empowerment model. Building on the original
support framework, it introduced the "Supplier Growth Certification"
Supplier empowerment training: Combining diversity and regularity system, incorporating training participation and compliance performance
into the partnership assessment mechanism, encouraging suppliers to shift
• Regular collaborative communication: We engage suppliers through a combination of weekly online meetings and on-site from passive cooperation to proactive development. At the same time, we
production line audits, focusing on themes such as technological innovation, quality improvement, and health, safety, and held the inaugural "Annual Outstanding Model Partner" selection and
environmental protection. This approach fosters regular, multi-dimensional interactions with suppliers, consistently sharing event. By showcasing benchmarks and facilitating experience
enhancing day-to-day collaboration and the efficiency of issue resolution. exchange, this initiative fosters a learning-oriented, symbiotic supply chain
• Integrating online platforms and offline conferences for empowerment: We leverage the "Supplier Collaboration Platform - ecosystem, enabling collaborative growth in capability building and value
Learning Centre" to continuously expand online course offerings by adding specialised modules on topics such as Green Supply sharing for both parties.
Chain and Data Security Compliance. The platform supports course replay and online assessments. In parallel, we host an
annual supplier conference, inviting partners to participate and using executive-level dialogue to further align objectives and
deepen mutual understanding.
• Specialised quality training: We provide suppliers with specialised quality training on PCN management, process control,
were conducted throughout the year, covering more than 1,600 supplier personnel, effectively enhancing supply chain quality
control capabilities and problem traceability.
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Equal Treatment to SMEs
The Company has always adhered to the principles of fair and transparent cooperation, providing equal development opportunities and resource support to all partners and customers, regardless of their size. By
building an open and inclusive cooperation ecosystem and a precise and pragmatic service system, the Company has continued to empower small and medium-sized enterprises (SMEs) and micro- and small-sized
merchants, helping them enhance their core competitiveness amid the wave of digital commerce and share in the achievements of development.
Productising AI capabilities and opening up the ecosystem to promote Inclusive access to cross-border payment infrastructure to safeguard
equality in business decision-making and technology use equal opportunities for participation in global markets
Leveraging our self-developed "Xingyi Pay Exclusive Large Model", the Company packages complex AI The Company takes the lead in responding to the People's Bank of China's initiative to build a unified gateway for
capabilities, such as data analysis, compliance review, intelligent customer service, and marketing innovation, cross-border QR codes, and works with WeChat Pay to enable the "zero-modification" acceptance of overseas
into AI Business Insights, AI Merchant Review Assistant, Xiaoyi Miaoda, AI Marketing Assistant and other wallets by domestic merchants. Leveraging a merchant base of over one million across 12 major industries and
lightweight intelligent agents, enabling small- and micro-sized merchants to obtain enterprise-level operational 64 segmented scenarios, all kinds of small- and micro-sized merchants, including community shops and scenic
decision-making support and service response without the need for professional teams. Additionally, we open area stalls, can seamlessly serve the QR code payment needs of overseas visitors to China without incurring
our large model capabilities to SaaS providers, banks, and ecosystem partners through the Xingyi Agent additional hardware costs or bearing the burden of system development. This initiative breaks down the natural
Development Platform (LLMOps) and the Payment Industry MCP Hub, significantly lowering the barriers to AI barriers that large commercial entities often have over inbound consumption benefits, allowing every diligently
technology development and application. This practice has effectively eliminated the capability gap faced by small- managed SME to equally share the opportunities brought by visa-free policies and cross-border trade. It enables
and medium-sized merchants in digital transformation, ensuring that they enjoy the same technological every small shop in China to participate in and benefit from globalised consumption, reflecting our social
empowerment as large merchants in core areas such as business analysis, compliance access, customer service, commitment to safeguarding grassroots commercial vitality and empowering SMEs to integrate into the
and brand marketing, and is a direct manifestation of the concepts of digital inclusion and social inclusiveness dual-circulation economic framework.
at the level of corporate social responsibility.
Transparent strategic information and ecological synergy to safeguard Deepening presence in vertical industry scenarios to respond to the
partners' right to be informed and participation differentiated needs of SMEs with customised financial services
The Company regards small- and medium-sized channel partners and scenario service providers as an ecosystem In 2025, the Company focused on small- and micro-sized merchants in the chain hotel sector, gaining in-depth
community. Every year, we hold an Ecosystem Partner Conference to systematically share our strategic direction insights into their core operational scenarios, such as new store openings, brand transitions, and renovation
and product plans, and arrange special seminar sessions for candid exchanges on issues arising in cooperation projects, and identifying their key funding challenges. Through the "Youlian Loan" product under the "Youqi Loan"
and development opportunities. The 2025 AI Co-creating Digital Business Ecosystem Partner Conference attracted series, we provided tailor-made financial solutions to address these challenges. The solution precisely matches
representatives from hundreds of SMEs across the country. Through senior management dialogues and policy the capital turnover cycle and demand characteristics of the hotel industry, effectively addressing the difficulties
interpretation, it helped partners keep abreast of market developments and industry trends in a timely manner. of access and slow connection caused by traditional financing channels' lack of industry understanding. This
This mechanism ensures that SME partners enjoy equal status with large partners in access to information and practice reflects Newland's commitment to ensuring that SMEs are not overlooked by standardised services,
strategic coordination, avoiding delayed decision-making or resource misallocation caused by information prioritising deep industry insight over size-based service standards to meet the differentiated needs of niche
asymmetry, and constitutes an institutionalised practice of equal business partnerships at the corporate sectors, and ensuring that every SME within each field receives financial support that is both considerate and
governance level. effective.
Introduction Performance
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Equal Treatment to SMEs
Asia-Pacific Partnership Conference: Building a regional Digital empowerment of national subsidies: Enabling SMEs to
ecosystem together equally share policy benefits
In September 2025, Newland NPT successfully held its Asia-Pacific Partnership Conference in Sanya, In 2025, the Company used a digital platform to support the implementation of the national consumer goods
Hainan, attracting nearly 100 key customers and partners from 14 countries and regions across the trade-in subsidy policy. Whether a small home retail shop or a dedicated appliance store, merchants could
Asia-Pacific. Centred on cutting-edge trends such as payment cyber security, AI and biometric easily register and manage products through the platform, launching subsidy activities within days. We
applications, the conference brought together industry representatives from VISA, HDFC, Qualcomm and used technology to remove procedural barriers, ensuring that roadside shops and large shopping centres
others to engage in in-depth dialogue on regional collaboration and business model innovation. Multiple enjoyed equal access to policy participation and resource support. This approach allowed substantial policy
partners used real cases to showcase the results of their cooperation, fully demonstrating the Company's benefits to be fairly shared by every diligently managed business, supporting enterprises across all
equal respect for SME partners in the region and its sincerity in jointly building the ecosystem. industries to progress steadily in a complex market, while making payments more valuable and store
operations simpler.
Governance Performance
Compliance and Integrity to Foster Robust sustainable Development
Topics responded to
Corporate governance
Stakeholder communication and cooperation
Business ethics
Risk management and internal control compliance
Alignment with UN SDGs
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Corporate Governance Organisational Structure
Newland Digital Technology Co., Ltd.
The Company's Board of Directors consists of five members,
of whom independent directors account for 40%. Under the
Board of Directors, four committees have been established,
including the Audit Committee, the Strategic Committee,
the Nomination Committee, and the Remuneration and
Appraisal Committee. General Meeting
Principal subsidiaries
To effectively implement governance decisions, the of Shareholders
Company established 11 functional departments to
safeguard shareholders' rights and interests through a clear
system of powers and responsibilities, achieving the
Audit
alignment of standardised governance and operational Committee
efficiency.
Strategic
Directors' and Senior
Committee
Board of Directors
Nomination
Management Remuneration Committee
Shanghai Shanhao Intelligent Technology Development Co., Ltd.
Governance System
Factoring, Financing Guarantee, Zhoulian Information)
Remuneration and
Newland Fintech segment (Microcredit, Commercial
Appraisal Committee
Fujian Newland Software Engineering Co., Ltd.
Beijing Yada Communication Network Co., Ltd.
Fujian Newland Payment Technology Co., Ltd.
Fujian Postar Payment Technology Limited
Fujian Newland Auto-ID Tech Co., Ltd.
The Board of Directors has established a Remuneration and
Appraisal Committee and, in accordance with the relevant
requirements of the Code of Corporate Governance for Listed
Companies revised in 2025, has formulated the
Remuneration Management Policy for Directors and Senior
Management. Through organisational arrangements and
policy refinement, we have systematically optimised the
Innovation & Development
Operations Management
remuneration structure, approval process, and incentive
Administration Centre
International Business
Securities Investment
Public Affairs Centre
Digitalisation Centre
Legal Affairs Centre
President's Office
and restraint mechanisms, clarified that remuneration shall
Finance Centre
Audit Centre
Centre
reasonably comprise basic remuneration,
Centre
Centre
Centre
performance-based remuneration, and medium- to
long-term incentives, further strengthened the linkage
between remuneration and operating performance,
individual contribution, and sustainability, and effectively
enhanced the Company's governance standards.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Corporate Governance Governance Structure and Organisational Assurance
Operation of the General Meeting of Shareholders, Board of Directors,
and Board of Supervisors and Stable Transition of the Governance Structure
The Company ensures the standardised and efficient operation of the General Meeting of Shareholders, Board of Directors, and Board
of Supervisors, as well as the smooth transition of the governance structure, providing a solid guarantee for strategic decision-making Launching "Party-building Co-creation" to promote
and sustainability.
exchanges in digital business
General Meeting Audit Committee
In July and December 2025, Newland's Party Committee, together with the Party
of Shareholders meetings
Branch of the Digital Intelligence Office of Fujian Branch of China Mobile Group Online
Marketing Service Centre, conducted two "Party-building Co-creation" learning
activities. Both parties carried out in-depth exchanges on topics such as digital
cooperation under the guidance of Party building, and promoted the deep integration of
Board of Directors Board of Supervisors
meetings meetings Party building with cutting-edge business.
All meeting procedures are rigorous, and information disclosure is accurate. Meanwhile, the Company successfully completes
related work such as the cancellation of the Board of Supervisors, revises Articles of Association and Rules of Procedure for
the General Meeting of Shareholders, and other core policies, and lawfully advances the procedures for commercial registration
changes and announcements, thereby achieving a lawful, compliant, and smooth transition of the governance structure. Organising finance-themed joint Party-building to
support regional development strategies
Through a Party-building joint activity held in December 2025 with the Financial
Affairs Office of the Fujian Provincial Party Committee and the Fujian Digital Finance
Association, the Company focused on digital finance and regional economic
development, strengthened strategic communication with local regulators and industry
Party Building Leadership and Organisational Development organisations, serving as an important example of how party-building can guide
strategic implementation and support regional development.
Newland's Party Committee adheres to standardised management and the development of organisational vitality as the
foundation, and continues to consolidate the basis of Party building work. Internally, strengthens Party members' sense of
honour and organisational cohesion through initiatives such as themed activities for female Party members and awarding the
"50 Years of Honour in the Party" commemorative medal to senior members; externally, we actively expand the mechanism for
joint learning and co-construction, empowering strategic collaboration and business development through high-quality Party
building.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Stakeholder Communication and Cooperation Protection of Minority Shareholders' Rights
The Company always places the protection of minority shareholders' rights at the core of its governance system. On the one hand, through diversified communication channels such as regular reports, ad hoc
announcements, and performance briefings, we ensure that minority shareholders can obtain timely and equal access to operational updates and the progress of major matters, thereby fully safeguarding their
right to know. On the other hand, we strictly safeguard the procedural fairness and transparent operation of the General Meeting of Shareholders, have fully opened online voting channels, and encourage minority
shareholders to fully exercise their rights to speak and vote either in person or online, effectively realising their decision-making participation and ensuring that the governance process is both fair and transparent.
In terms of investment returns, we implement a clear and stable profit distribution policy that takes a long-term approach into account, while maintaining sustainability
and actively rewarding shareholders. In 2025, we distributed dividends of RMB221 million and repurchased shares of RMB380 million, taking practical action to
safeguard shareholders' expected investment returns. On this basis, the Company will continue to optimise the shareholder return mechanism, further enhance the
continuity and predictability of the dividend policy, and effectively strengthen the sense of gain and long-term trust of minority shareholders.
Code of Conduct for Controlling Shareholders
The Company imposes clear constraints on the conduct of controlling shareholders and major shareholders in order to safeguard the overall interests of the Company and the effective operation of its governance
system. Through policies, regulations and procedural design, the Company ensures that controlling shareholders exercise their rights in accordance with the law, avoids any negative impact of their conduct on the
governance structure, and, through an open and transparent decision-making platform, promotes the equal participation of all shareholders in the deliberation of major matters.
In key areas such as strategic planning, investment decision-making and profit distribution, the Company consistently takes shareholders' interests and rights as the starting point, ensuring the transparency of
the decision-making process and the fairness of outcomes. By continuously improving internal oversight mechanisms and refining guidance on powers and responsibilities, we effectively prevent controlling
shareholders from harming the legitimate rights and interests of minority shareholders, thereby building a shareholder relationship framework featuring shared interests and coordinated governance.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Stakeholder Communication and Cooperation Information Disclosure and Investor Relations Management
Information disclosure
With our professional, transparent, and robust performance in
With rigorous compliance as a foundation, the Company efficiently completed the capital market, we have continued to earn recognition from all
the disclosure of 4 periodic reports and 70 ad hoc reports during the year, stakeholders and received a number of authoritative honours.
and actively innovated disclosure formats by integrating investor enquiries
with periodic reports and designing and producing a "one-page overview",
significantly enhancing the clarity and readability of information disclosure.
Total new research New quality
reports added productive forces
Investor relations management
Listed company Board Secretary
In terms of investor relations management, we rely on a systematic and 45 value
Top 50 recognised as
diversified communication strategy to maintain transparent, efficient, and
positive interactions with the capital market. Throughout the year, we New Fortune
promptly responded to 125 investor questions on irm.cninfo.com.cn, Top 300 Golden
organised 30 external exchange activities, and held 1 annual results Board
briefing, effectively safeguarding investors' right to know and right to Secretary
participate.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Business Ethics and Compliance Business Ethics
The Company adheres to integrity as its foundation, treating anti-commercial bribery, anti-unfair competition, and the regulation of related-party transactions as the core elements of business ethics development,
while continuously improving the relevant management mechanisms.
Anti-commercial bribery
The Company upholds the principle of professional integrity, setting out workplace conduct
standards for all employees in the Employee Professional Conduct Management Measures and
issuing the Regulations on Strengthening Integrity Management for Managers and Designated
Positions for key roles. Through these measures, it systematically establishes a risk
prevention and control framework for integrity, fostering a transparent and upright business
environment.
Fair competition
The Company adheres to the philosophy of fair competition, proactively benchmarks against
high international standards, and has successfully obtained AEO certification, demonstrating
with authoritative credentials our achievements in integrity in the areas of trade security and
compliance, internal control, and commercial credit, and continuously consolidating our image
as a trustworthy market entity.
Related-party transactions and horizontal competition
The Company is guided by the principles of honest operation, and strictly regulates
related-party transactions and horizontal competition. We sign a Non-Compete Agreement with
our controlling shareholders, clearly defining independent business divisions and operational
areas to minimise potential conflicts of interest. The Company maintains efforts to reduce
related-party transactions wherever possible, and for those that are necessary and
unavoidable, it strictly follows market-based principles and fair pricing to ensure transparency
and fairness, effectively safeguarding the legitimate rights and interests of all shareholders.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Business Ethics and Compliance Risk Management and Internal Control Compliance
Governance
The Company regards a comprehensive and prudent risk management and internal control compliance system as the core safeguard for achieving strategic objectives and ensuring sustainable and healthy
development. We are committed to building a risk governance structure with clear hierarchy and agile response, and, by deeply embedding risk management and internal control into business processes, proactively
identifying, assessing, and responding to various internal and external risks, thereby maintaining business resilience in a complex and rapidly changing business environment, safeguarding shareholders' rights
and interests, and earning the long-term trust of customers and regulators. The Company has established a three-tier risk governance structure, with the Board of Directors responsible for top-level design and
oversight, the management directly leading, and all business units and functional departments jointly implementing it, and has clearly defined the responsibilities of the "three lines of defence" to ensure the
independence, professionalism, and effectiveness of risk management.
Strategy
Financial Impact
Risk/opportunity type Risk/opportunity description impact timeframe Response measures
Risk Risk of failure of If the Company fails to effectively Fines, Short- and Continuously optimise internal control systems and processes: Establish a dynamic mechanism for updating systems to ensure that core internal control
internal control implement stringent internal compliance compensation medium-term policies such as the Employee Code of Professional Conduct remain closely aligned with the latest regulatory requirements and business practices, and
mechanisms control mechanisms, it may be unable to provide clear, actionable compliance guidance for all employees.
promptly identify and rectify violations, Strengthen internal supervision and review mechanisms: Rigorously implement the annual internal audit plan, conduct special inspections in high-risk
and directly expose itself to regulatory areas such as anti-money laundering and data security, and verify the effectiveness of control measures through systematic testing.
penalties, legal action, and the risk of
business licence revocation.
Risk Business continuity If the internal control system for the Decrease Short-term Deeply embed business continuity management into the internal control system: Formulate and issue relevant dedicated policies, clarify the objectives,
risk business continuity of key businesses such in revenue responsibilities, and processes of each business line, and ensure that management requirements are structured and institutionalised.
as payment acquiring is absent or Ensure the effectiveness of systems through clear contingency plans and regular drills: Develop detailed emergency response plans based on business
contingency plans fail, once incidents such impact analysis, and regularly organise end-to-end emergency switch-over drills to verify the feasibility of the plans and the response capabilities of the
as system failures occur, the inability to team.
respond and recover swiftly will lead to
prolonged service interruption, triggering
customer claims and attrition.
Opportunity Brand and trust An open, transparent, and verifiable Increase in Medium- Transform internal control and compliance capabilities into brand assets: Proactively disclose the achievements of internal control development and
opportunities internal control and compliance system is revenue and compliance practices through channels such as annual reports and the official website, and shape "robust compliance" into one of the core brand labels.
the strongest proof of the Company's sound long-term Win market trust through proactive communication and disclosure: Actively communicate the Company's risk management philosophy and specific measures
operations, and can be transformed into to investors, customers, and regulatory authorities, and translate rigorous internal control practices into communication capital that strengthens external
strong brand credibility and become a confidence.
differentiated competitive advantage in
attracting high-end customers and
business partners.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Business Ethics and Compliance Risk Management and Internal Control Compliance
Compliance risk internal control mechanism
To ensure our sustainable and robust development, we have established a systematic, multi-dimensional internal control mechanism for compliance risks, comprehensively covering all aspects of business
operations through the four core modules of policies, regulations, organisational assurance, supervisory procedures, and specialised risk control.
Organisational assurance Supervision process
The Company has established a dedicated internal The Company has established diverse online and
control team responsible for coordinating the offline reporting channels, including public opinion
development, evaluation, and optimisation of the mailboxes, OA system, dedicated telephone lines
internal control system, and for verifying the and email addresses, supporting both named and
effectiveness of the system through annual internal anonymous reporting. It also strictly implements a
audits and risk investigations. In 2025, we "every case must be verified, verified cases must
completed our internal audit, and no be addressed" process, achieving zero incidents of
non-compliance issues were identified in employee misconduct or violations in 2025.
anti-money laundering or counter-terrorist
financing, demonstrating the practical effectiveness
of the internal control mechanism.
Policies and regulations Specialised risk control
The Company, based on core policies such as the Guided by regulatory requirements, the Company
Employee Code of Professional Conduct and systematically optimises its anti-money laundering
Employee Disciplinary Policy, has clearly defined internal control policies, processes, and role
the behavioural boundaries for all employees in responsibilities, integrating business systems with
relation to business ethics, laws and regulations, the anti-money laundering platform to establish a
and internal rules, and imposes higher-standard closed-loop data quality management mechanism.
integrity management requirements on management By establishing a risk-based hierarchical control
personnel and personnel in key positions. Relevant system, we achieve differentiated governance over
policies remain aligned with external regulatory customers, products and channels, and embed
requirements through a dynamic update compliance requirements into every stage of the
mechanism, ensuring the timeliness and pertinence front, middle and back offices through regular
of compliance control. training, significantly enhancing all employees'
compliance execution capability.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Business Ethics and Compliance Risk Management and Internal Control Compliance
"Know the Rules, Act with Confidence": Data
Innovative anti-fraud campaign recognised compliance project strengthens global
as "Anti-Fraud Action Pioneer" compliance foundation Indicators and performance
In active response to the national call for nationwide anti-fraud, In 2025, the Company systematically launched the global data
Key indicators Progress in 2025
the Company established a multidimensional publicity framework compliance project "Know the Rules, Act with Confidence",
combining online communication with offline awareness sessions. focusing on international standards such as the GDPR.
Online, we innovatively produced the anti-fraud short film Life Collaborating across multiple departments, it enhanced policies,
Trailer, which was shared by authoritative institutions such as the optimised processes, and upgraded information security
Employee violations of
National Anti-Fraud Centre and the Criminal Investigation Bureau measures, while simultaneously implementing specialised 0
laws or discipline
of the Ministry of Public Security, achieving widespread national compliance training. A series of GDPR-focused training sessions
reach. Offline, simultaneous educational sessions were conducted was held in Europe and domestically, covering over 300
to effectively raise public awareness of fraud prevention. These employees in total, laying a solid compliance foundation for the
efforts were highly recognised by the Fuzhou Anti-Fraud stable development of the Company's global operations.
Coordination Office, with the Company receiving a letter of
Internal risk training
commendation and being awarded the honorary title of 52
sessions
"Anti-Fraud Action Pioneer".
Total attendance at internal
risk control training
Total duration of internal risk
control training
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Business Ethics and Compliance Risk Management and Internal Control Compliance
Business continuity
Building a full life-cycle management system Deepening risk scenario planning and Promoting capability certification and
dynamic contingency plans standards empowerment
We have established a business continuity management framework In accordance with policies such as the Management Measures for The Company has formally obtained the Business Continuity Management
covering the closed loop of "prevention-response-recovery-learning", Emergency Drills for System Acquiring Business, we regularly conduct System certification and, by holding specialised training sessions on ISO
driven by coordinated planning across operation, IT, supply chain, and Business Impact Analysis (BIA) across the entire business chain to 22301 and other standards, systematically enhances the organisation's
human resources departments to conduct risk assessments across the accurately define critical business functions, Recovery Time Objective depth of understanding of international standards and implementation
entire business chain, systematically identify potential threats such as (PTO), Recovery Point Objective (PRO), and associated resource capabilities, providing sustained momentum for addressing global
natural disasters, cybersecurity, and supply chain disruptions, and dependencies. Based on the assessment results, we dynamically compliance challenges and strengthening business resilience.
formulate graded response strategies to ensure that risk prevention and formulate and iteratively update emergency response plans, strengthening
control are advanced and systematic. their scenario adaptability and practical response capability.
Conducting practical training on multiple ISO management systems Full-chain emergency drill for the acquiring system
To systematically enhance our ability to address In November 2025, the Company successfully organised a
international audit and compliance challenges, the full-chain emergency switch-over drill for the primary and
Company specially invited senior experts from the China backup computer rooms of the acquiring system. This drill
Association for Quality Quality Assurance Centre in August simulated a scenario in which the primary computer room
Multiple ISO Management Systems. This training focused accordance with the contingency plan, switched core
on three major international standards: ISO 22301 business operations to the backup computer room. It
(Business Continuity), ISO 27001 (Information Security), effectively verified the feasibility of the disaster recovery
and ISO 20000 (IT Service Management). Senior plan, the redundancy of the technical systems, and the
management and key personnel from core departments efficiency of the team's emergency response, thereby
participated through a combination of on-site engagement providing solid assurance for the continuity of core
and online live streaming, undertaking in-depth study of business operations.
standard implementation, risk control, and process
coordination.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Scope of the Report Data Explanation
The reporting period of this Report is from 1 January 2025 to 31 December 2025. Where certain The textual information and quantitative data contained in this Report are sourced from the Company's
textual information falls outside this period, it is indicated in the relevant sections. Newland Digital internal records, with certain financial figures drawn from the Company's 2025 Annual Financial
Technology Co., Ltd. and its subsidiaries (hereinafter referred to as "Newland", "the Company", or Statement. Unless otherwise specified, the amounts in this Report are denominated in Renminbi
"we") are consistent with the scope of the consolidated financial statements of Newland (000997.SZ). (RMB). All content and data disclosed in this Report have been reviewed and approved by the Board
of Directors.
Principles of Preparation Basis for Preparation
Materiality: In accordance with administrative regulations and relevant standards, this Report focuses This Report has been prepared in accordance with the Self-Regulatory Guidelines No.3 for Listed
on and discloses ESG topics that have a significant impact on the Company's sustainability and Companies – Preparation of Sustainability Report, Self-Regulatory Guidelines No.17 for Companies
stakeholders, effectively conveying the Company's key actions and performance in sustainability. Listed on Shenzhen Stock Exchange – Sustainable Development Report (Trial), and the Corporate
Quantitative: ESG performance is translated into specific, measurable data and indicators wherever Sustainability Disclosure Standards – Basic Principles (Trial) jointly issued by the National
possible to provide a solid evidence base for internal management improvements and external Development and Reform Commission, Ministry of Industry and Information Technology, Ministry of
communication, thereby enhancing the objectivity and credibility of this Report. Finance, Ministry of Housing and Urban-Rural Development, Ministry of Transport, Ministry of
Balance: This Report takes into account the concerns of all stakeholders, and comprehensively and Railways, Ministry of Water Resources, National Radio and Television Administration and Civil
objectively discloses the Company's practices and achievements in environmental, social, and Aviation Administration of China, while drawing key references from the United Nations Sustainable
governance areas to ensure fairness and transparency. Development Goals (SDGs), the Global Sustainability Standards Board (GSSB), the Global Reporting
Consistency: Data collection, indicator definitions, calculation methods, and disclosure scope are Initiative (GRI) Standards, and the European Sustainability Reporting Standards (ESRS).
maintained consistently and coherently, and follow industry-recognised standards and frameworks
to ensure comparability and reference value over time.
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Key ESG Performance Indicator Table
Economic Governance
Performance indicators Unit 2023 2024 2025 Key performance indicators Unit 2023 2024 2025
Total assets RMB 100 million 132.00 127.04 146.00 Number of meetings of the Board of Directors held / 9 8 10
Total revenue RMB 100 million 82.50 77.45 87.58
Number of meetings of the Board of Supervisors held / 3 6 3
Net profit attributable to parent company RMB 100 million 10.04 10.10 10.10
Number of general meetings of shareholders held / 2 2 2
Net cash flow from operating activities RMB 100 million 22.27 8.63 4.93
Number of meetings of the Board of Directors'
Strategic Committee held / 1 1 1
Total cash dividends (including share repurchases) RMB 100 million 5.07 5.56 6.30
Basic earnings per share RMB/share 0.9906 0.9965 1.0054 Number of meetings of the Board of Directors'
Nomination Committee held / 1 1 1
Taxes paid RMB 100 million 2.48 3.30 3.53
Number of meetings of the Board of Directors'
Remuneration and Appraisal Committee held / 1 1 1
Innovation Number of meetings of the Board of Directors'
Audit Committee held / 3 4 4
Key performance indicators Unit 2023 2024 2025
Number of directors Person 5 5 5
R&D investment RMB 100 million 6.32 6.64 6.51
Number of independent directors Person 2 2 2
R&D investment as a percentage of total revenue % 7.66 8.58 7.43
Number of R&D personnel Person 3,765 3,804 3,594
Number of female Board members Person 1 1 1
Number of R&D personnel with a master's degree Person 207 230 227
Number of results briefings held / 2 1 1
Number of invention patents granted / 54 19 10
Number of investor visits held / 5 2 30
Number of Patent Applications / 66 19 93
Number of valid invention patents / 284 19 238 Disclosure announcements and supporting materials / 78 99 106
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Key ESG Performance Indicator Table
Social
Performance indicators Unit 2023 2024 2025 Performance indicators Unit 2023 2024 2025
Occupational health and safety Scope 3 tCO2e - 11,284.14 268,535.20
Safety education coverage % 100 100 100 Emissions intensity 6 tCO2e/RMB million - 2.00 31.15
Number of occupational disease 0 0 0 Energy
cases /
Training and education Purchased electricity kWh 8,493,190 9,248,901 8,389,853
Data centre electricity kWh 676,837
Total training investment RMB 100 million - 194.56 208.78 631,852 761,294
consumption
Total number of employees trained Person 13,668 20,900 22,818 Water resources
Total domestic wastewater
Total training duration Hour 61,252.50 109,723.62 135,401.00 Tonne 31,805 30,875 28,320
discharge
Number of users of the Company's
online learning platform Person 99,964 22,455 22,296 Office water consumption Tonne 47,707 46,313 51,129
Average training duration per employee Hour/person 5.98 19.37 10.37 Waste management
Total hazardous waste
Supply chain management generated Tonne 0 0 0
New suppliers included based on Total non-hazardous waste
% 100 100 100 Tonne 28 23 29
environmental criteria generated
New suppliers included based on
% 100 100 100 Company vehicle scheduling / 2,024 2,306 2,980
social criteria
Supplier training Session - 12 66 Notes:
Employment under Scope 1, Scope 2 and Scope 3 have all been verified by an independent third-party institution.
Global workforce Person 6,561 6,703 6,226 inventory to include all production areas, office areas and employee dormitories of the Company headquarters and seven major subsidiaries.
Percentage of female executives % 20 20 20 the following six categories for identification and assessment: Category 1 (direct emissions), Category 2 (indirect emissions from purchased
Percentage of employees with a energy), Category 3 (indirect emissions from transportation), Category 4 (indirect emissions from products and services used by the organisation),
bachelor's degree or higher % 77.79 79.90 81.72 Category 5 (indirect emissions from the use of the organisation's products), and Category 6 (other indirect emissions not included in the above
categories).
Environmental 4. Definition of GHG: GHG refers to natural and anthropogenic gaseous constituents of the atmosphere that absorb and emit radiation at specific
wavelengths within the spectrum of infrared radiation emitted by the Earth's surface, the atmosphere and clouds. The GHG inventoried by the
Company includes carbon dioxide (CO₂), methane (CH?), nitrous oxide (N₂O), nitrogen trifluoride (NF?), hydrofluorocarbons (HFCs), perfluorocarbons
Performance indicators Unit 2023 2024 2025 (PFCs), and sulphur hexafluoride (SF?).
GHG emissions
Tonnes of CO2 travel, employee commuting, fuel- and energy-related activities, waste treatment, and upstream and downstream leased assets. On this basis,
Total emissions equivalent (tCO2e) - 15,485.28 272,834.23 in 2025, three additional categories, i.e., upstream and downstream transportation and distribution, use of sold products, and end-of-life
treatment of sold products, were added. Among them, the newly added Category 4 (emissions from purchased goods or services) and Category 5
Scope 1 tCO2e - 775.30 294.12 (indirect emissions related to product use) accounted for relatively high proportions, which was the main reason for the significant increase in
the verification results compared with the previous year.
Scope 2 tCO2e - 3,425.84 4004.91 6. Emission intensity: Calculated by dividing total GHG emissions by revenue for the year (measured in million RMB).
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
GRI Index
Corresponding Section in Corresponding Page Corresponding Section in Corresponding Page
GRI Standards Disclosure Item GRI Standards Disclosure Item
This Report in This Report This Report in This Report
Climate Change Response and
GRI 2: General Disclosures Carbon Neutrality
Resource Recycling and Pollution
Control 23
The organisation and its reporting practices Employee Empowerment and Care 36
Protection 52
Sustainable Supply Chain 56
Entities included in the organisation's Risk Management and Internal Control
Reporting period, frequency and contact 2-27 Compliance with laws and regulations About This Report 70
Key ESG Performance
Stakeholder engagement
Indicator Table
Stakeholder Communication and
Activities and workers Approach to stakeholder engagement Cooperation
Stakeholder Communication and
Cooperation 63 GRI 3: Material Topics
Activities, value chain and other
Sustainable Supply Chain 56 3-1 Approach to stakeholder engagement Materiality Assessment and Management 10
!"#$%&'%"(($)(*+),'
!
Employee Empowerment and Care 36 3-2 List of material topics Materiality Assessment and Management 10
Key Social Performance
Indicator Table 72 GRI 201: Economic Performance
Governance 201-1
Direct economic value generated and
Key Economic Performance Indicator Table 71
distributed
Nomination and selection of the highest
Defined benefit plan obligations and other
Role of the highest governance body in
Strategy, policies and practices 203-1
Infrastructure investments and
services supported
Rural Revitalisation and
Social Contribution 32
Chairperson's Message 01 GRI 205: Anti-corruption
ESG Strategy and Risk Communication and training about Party Building Leadership and
Management 08 205-2 anti-corruption policies and procedures Organisational Development 62
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
GRI Index
Corresponding Section in Corresponding Page Corresponding Section in Corresponding Page
GRI Standards Disclosure Item GRI Standards Disclosure Item
This Report in This Report This Report in This Report
GRI 302: Energy GRI 401: Employment
Key Environmental Performance Benefits provided to full-time employees that are
GRI 303: Water and Effluents GRI 403: Occupational Health and Safety
Interactions with water as a shared resource Resource Recycling and Pollution 403-1 Occupational health and safety management system Employee Empowerment and Care 36
Key Environmental Performance
Indicator Table 72 403-5 Worker training on occupational health and safety Employee Empowerment and Care 36
Resource Recycling and Pollution
Control 23 Employee Empowerment and Care 36
GRI 304: Biodiversity Key Social Performance Indicator Table 72
Workers covered by an occupational health and
Significant impacts of activities, products and Key Environmental Performance
Indicator Table 403-10 Work-related ill health Key Social Performance Indicator Table 72
GRI 305: Emissions GRI 404: Training and Education
Key Environmental Performance Employee Empowerment and Care 36
Key Social Performance Indicator Table 72
Key Environmental Performance
Programs for upgrading employee skills and
Key Environmental Performance
Key Environmental Performance GRI 405: Diversity and Equal Opportunity
Corporate Governance 61
GRI 306: Waste 405-1 Diversity of governance bodies and employees
Employee Empowerment and Care 36
Resource Recycling and Pollution
Control 23 GRI 414: Supplier Social Assessment
New suppliers that were screened using
Resource Recycling and Pollution 412-1 Sustainable Supply Chain 56
GRI 416: Customer Health and Safety
GRI 308: Supplier Environmental Assessment
Assessment of the health and safety impacts of
Sustainable Supply Chain 56 416-1 product and service categories Quality Management and Product Safety 46
environmental criteria
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Index for Self-Regulatory Guidelines No.17 for Companies Listed on Shenzhen Stock Exchange – Sustainable Development Report (Trial)
Corresponding Page SZSE Topics Clause Corresponding Section in This Report Corresponding Page
SZSE Topics Clause Corresponding Section in This Report in This Report in This Report
Article 11 Materiality Assessment and Management 10
Social
ESG Management Framework 07
Article 12
Management of Sustainability-Related Risks Rural revitalisation Article 39 Rural Revitalisation and Social Contribution 32
and Opportunities 09
General disclosure Management of Sustainability-Related Risks Social contributions Article 40 Rural Revitalisation and Social Contribution 32
and Opportunities 09
Article 15 Innovation Investment and Technological
Materiality Assessment and Management 10 Achievements 14
Innovation Article 42
Article 18 Materiality Assessment and Management
Real Economy
Environmental Ethics of Science and Technology Article 43 Ethics of Science and Technology 15
Articles 21-28
Climate Change Response and Carbon Neutrality 19 56
Supply chain security Article 45 Sustainable Supply Chain
Climate response
Key Environmental Performance Indicator Table 72
Equal treatment of SMEs Article 46 Equal Treatment to SMEs 58
Pollutant Discharge and Waste Management 26 Product and service safety and
Pollutant discharge Article 30 quality Article 47 Quality Management and Product Safety 46
Key Environmental Performance Indicator Table 72 Data security and customer
privacy Article 48 Data Security and Customer Privacy Protection 52
Pollutant Discharge and Waste Management 26
Waste disposal Article 31 Employee Empowerment and Care 36
Key Environmental Performance Indicator Table 72 Employees Article 50
Key Social Performance Indicator Table 72
Ecosystem and biodiversity
protection Article 32 Land Use and Ecological Conservation 29
Sustainability-related governance
Environmental compliance
management Article 33 Environmental Management Policies 29
Stakeholder engagement Article 53 Stakeholder Communication and Cooperation 63
Climate Change Response and Carbon Neutrality 19
Energy utilisation Article 35
Key Environmental Performance Indicator Table 72 Anti-commercial bribery and 65
Article 55 Business Ethics and Compliance
anti-corruption
Water resources utilisation Article 36 Water Resources Management 28
Circular economy Article 37 Circular Economy 23 Fair competition Article 56 Business Ethics and Compliance 65
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Appendix: GHG Verification Statement
Introduction Performance
Environmental, Social and Governance Report Governance Performance Performance Performance
Report Release and Contact Information
As an independent environmental, social and governance report, this Report is
provided in both Chinese and English versions for readers' reference. To view or
download this Report online, please visit the official website of Newland Digital
Technology Co., Ltd.: https://dt.newland.com.cn/
We value the voices of all stakeholders and sincerely invite you to share your
feedback via the provided channels or by scanning the QR code. Your suggestions will
directly help us improve this Report and enhance our ESG performance. Securities
Investment Centre, Newland Digital Technology Co., Ltd.
Address: Newland Technology Park, No. 1, West Rujang Road, Mawei District,
Fuzhou City, Fujian Province, China
Tel.: +86 0591-83979997
Email: newlandzq@newland.com.cn
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