Environmental, Social, and Governance (ESG) Report
Contents 01
Strengthening Foundations
through Governance and
Promoting Development through
Standardization 19
Advancing Green
Sustainable Development Governance 21 Manufacturing and Building
a Low-Carbon Ecosystem
Scientific and Standardized Governance 25
Together 33
Optimizing Internal Control and Compliance 27
Strengthening Investor Relations Management 30
Response to Climate Change 35
Upholding of Business Ethics 31
Environmental Compliance Management 38
About This Report 03 Scientific Control of Pollution Emission 39
Efficient Resource Utilization 41
Biodiversity and Ecosystem Protection 42
Message from
Chairman 05
and Shaping the Industry’s
Future 43
Empowering with Technological Innovation 45
Deepening Responsible Procurement 54
Delivering Excellent Products and Services 58
Growing Together to Enhancing Customer Experience 62
About S.C 07
Build a Better Future 65 Properly Protecting Information Security 63
Introduction 07
Business Overview 08 Protection of Employees’ Rights and Interests 67
Development History 09 Employee Democratic Development 72
Corporate Culture 09 Promoting Employee Growth 74 Appendix 83
Major Honors and Qualifications 11 Occupational Health and Safety 76
Key Performance Form 83
Major Events in 2025 15 Giving Back to Society Through Concrete Actions 82
Indexes 90
Key Performance 17 Feedback Form 92
Environmental, Social, and Governance (ESG) Report
About This Report
Introduction Data Sources and Reliability Assurance
This is the third Environmental, Social and Governance (ESG) report (hereinafter referred to as the “Report”) issued by All information and data referenced in the Report are sourced exclusively from the official documents, statistical reports
Shenzhen S.C New Energy Technology Corporation (hereinafter referred to as “S.C” or the “Company”). In the principles of and financial statements of the Company, including internal data and public information of all departments and business
objectivity, standardization, transparency, and comprehensiveness, this report provides a detailed disclosure of the Com- units of the Company (collected, garnered and audited by the Company). In relation to certain topics, the Company may
pany’s environmental, social and governance practices and performance for the year 2025. review and extend any part of this report to ensure the completeness and continuity of elucidation. Unless otherwise spe-
cially indicated, RMB is adopted as the unit for measurement of money. When there is any discrepancy between financial
data and the annual report, the annual report should prevail.
Reporting Period
This report covers the period from January 1, 2025 to December 31, 2025 (the “Reporting Period”). To improve the com-
parability and perspicacity, some sections of this report may be appropriately referred to previous years , thus containing
Appellation Description
forward-looking statements. This report is released on an annual basis, consistent with the fiscal year.
Term Interpretation
Reporting Scope
S.C, the Company, we, us Shenzhen S.C New Energy Technology Corporation
The Report primarily focuses on “S.C”. Unless otherwise specified, the organizational scope of the Report covers Shen- Changzhou S.C Changzhou S.C Exact Equipment Co., Ltd.
zhen S.C New Energy Technology Corporation and its subsidiaries (for details, please refer to the 2025 Annual Report of
Shenzhen S.C New Energy Technology Corporation). S.C Smart Equipment Changzhou S.C Smart Equipment Co., Ltd.
Tronway Tronway Changzhou Co., Ltd.
Jiejia Xinchuang Shenzhen Jiejia Xinchuang Technology Co., Ltd.
Preparation Basis
• Shenzhen Stock Exchange Self-Regulatory Guidelines No. 17 for Companies Listed on Shenzhen Stock Exchange -
Sustainability Report (For Trial Implementation)
Access to this Report
• Shenzhen Stock Exchange Self-Regulatory Guidance No. 3 for Companies Listed on the ChiNext Market of Shenzhen
Stock Exchange—Preparation of Sustainability Report
The Report is published in electronic form. To obtain a copy, you may download and read the electronic version from the
• China Enterprise Reform and Development Society Guidelines for Sustainability Report of Chinese Enterprises (CASS- official website of the Shenzhen Stock Exchange (http://www.szse.cn/), CNINFO (http://www.cninfo.com.cn), and the Com-
ESG 6.0)–General Framework pany’s official website (http://www.chinasc.com.cn).
• UN Sustainable Development Goals (SDGs) 2030
• Sustainability Reporting Standards of the Global Reporting Initiative (“GRI Standards”)
If you have any comments or suggestions regarding the Report, please contact us via the
following:
Address: No.62, Jinniu East Road, Zhukeng Community, Longtian Street, Pingshan District,
Shenzhen, Guangdong Province, China
Postal code: 518118
Tel.: 0755-81449633
Email: chinasc@chinasc.com.cn
Environmental, Social, and Governance (ESG) Report
Message from Chairman
Advancing Technology Synergy and Shaping the Industry’s Future
In 2025, the Company’s R&D investment ratio was RMB 0.607 billion. We have consistently regarded
high-intensity R&D investment as the engine driving industry progress, enhanced resource utiliza-
tion efficiency through refined management, and strengthened organizational foundations through
talent development. The rapid growth of the younger generation of R&D talent is becoming a key
force enabling the Company to navigate industrial cycles and lead transformation.
We focus on the development and promotion of high-efficiency, low-consumption photovoltaic
production equipment and strive to create green products. Our perovskite whole-production-line
equipment has passed commercial acceptance, while core equipment for TOPCon, BC, tandem cells
Mr. Zuo Guojun and others continues to be iteratively upgraded, creating value beyond expectations for customers
through technological innovation. At the same time, we are vigorously advancing digital transforma-
Shenzhen S.C New Energy Technology tion to achieve digital control across the entire production process and optimizing product quality
Corporation and reducing energy consumption through lean manufacturing.
Expand into Multi-Sector Markets to Achieve Diversified Growth
In 2025, the company has made significant strides in cross-industry exploration. Building upon its
semiconductor equipment foundation, it has established technological platforms for lithium bat-
teries,electronic circuits and others, achieving industrial structure optimization while enhancing
innovation capabilities and R&D capabilities in related fields. The company aims to become an inter-
nationally leading provider of new energy equipment and services, systematic solution integrators,
domestic supplier of semiconductor quipment and service provider of technological innovation,
Over the past year, the global wave of energy transition has surged forward, and the photovoltaic thereby creating new growth opportunities for the Company.
industry has undergone deep adjustments amid both opportunities and challenges. S.C has consis-
tently upheld a long-termism philosophy, building core capabilities to withstand risks and achieve
sustainable development through a solid financial foundation, advanced technological expertise, Growing Together to Build a Better Future
and an efficient operational system.
We are committed to building a sustainable supply chain system through incorporating key topics
Against the backdrop of global climate change, tightening international trade rules, and the diversi- such as environmental management, occupational health and safety, and business ethics into life-
fied evolution of photovoltaic technology pathways, we remain focused on eepening our core values cycle managementof supply chain, and work with partners of upstream and downstream industries
and respond to short-term fluctuations with strategic resilience, firmly believing that the long-term to create a responsible industrial ecosystem. For our employees, we have established a systematic
trend of the energy revolution is irreversible. At the same time, we integrate ESG principles into our training framework, opened diversified career advancement pathways, and improved the occupa-
development strategy and corporate management while continuously improving ESG governance, tional health and safety management system, enabling every employee to achieve personal growth
and strive to build a transparent and trustworthy business environment through strengthening an- while creating value for the Company. In terms of giving back to society, we actively participate in
ti-fraud mechanisms and resolutely resisting unfair competition. We adhere to green innovation public welfare initiatives such as assisting agriculture through consumption and rural revitalization,
and actively assume social responsibility to promote coordinated development among all stake- conveying corporate care and warmth and demonstrating our social responsibility through concrete
holders, building the future of the industry together. actions.
Looking ahead to 2026, We will focus on the three key tasks of technological leadership, cross-bor-
Upholding Our Green Commitment and Practicing Low-Carbon Operations der growth and organizational evolution to promote the virtuous cycle of R&D and mass production
of key core equipment, accelerate the implementation of industrialization in multiple fields, and im-
As a practitioner of clean energy, the Company consistently advances the “carbon peaking and car- prove the efficiency of full-process collaboration. We will continue to improve ESG governance by
bon neutrality” goals through technological innovation and continues to deepen its presence in the integrating environmental, social, and governance principles into every aspect of daily operations,so
photovoltaic sector. In terms of our own green operations, we actively utilize clean energy. Through as to contribute sustainable intelligence and value to the global energy transition with more sound
the construction of self-owned distributed power stations, our annual power generation reached governance, greener products, and more responsible attitude.
climate governance.
Environmental, Social, and Governance (ESG) Report
About S.C
Business Overview
The Company operates two major production bases in Shenzhen and Changzhou. Its main products include wet chemical
equipment series, horizontal furnaces series, inline equipment series, smart manufacturing equipment series, PSC equip-
ment series, as well as photovoltaic cell equipment and process solutions. It has grown into an internationally advanced
service provider of specialized equipment for new energy and semiconductor and a turnkey solution integrator of new
energy equipment.
Production Bases Main Production Equipment
Horizontalfurnaces equipment
Inline equipment
Shenzhen Base Smart equipment
S.C PVD
Introduction Roll-to-Roll equipment
Optical equipment
Shenzhen S.C New Energy Technology Corporation is a national high-tech enterprise primarily engaged in the R&D, man-
ufacturing, and sales of specialized equipment for solar photovoltaic cell and semiconductor.
The Company focuses on the solar photovoltaic industryand enjoys advanced capabilities in the R&D, manufacturing, and Wet chemical equipmen
production supply of solar cell equipmentthrough its continual innovation. Inline equipment
Changzhou Base
Changzhou S.C Screen printing equipment
As a leading enterprise in solar cell equipment, we are committed to becoming a technology platform-based enterprise.
We have established a comprehensive layout across high-efficiency and ultra-high-efficiency photovoltaic cell technology Laser equipment,
routes, including TOPCon, HJT, XBC, perovskite, and perovskite tandem technologies, providing customers with high-ef- Electroplating equipment
ficiency solar cell equipment and intelligent manufacturing system solutions. At the same time, it is extending along the
product technology development path into the semiconductor equipment field to explore innovative applications in
semiconductors while continuously achieving progress and breakthroughs across various photovoltaic technology routes
and semiconductor equipment sectors. In addition,the Company is actively expanding into the sector of lithium new en-
ergy equipment and has achieved breakthroughs in vacuum equipment dedicated to lithium batteries. Batch-type wet chemical equipment
(6/8-inch, 12-inch)
In the future, adhering to its development strategy of “Leading Technology, Advanced Management and First-class Ser-
Changzhou Base Single-wafer wet process equipment
vice”and upholding the vision of “Standing in the TopLine of ChineseCorporations, Working for World-Class Brand”,the
Company will continue to deepen its presence in the solar photovoltaic cell equipment fieldand be committed to becom- Tronway (6/8-inch, 12-inch)
ing a world-class provider of advancednew energy equipment and services and the system solution integratorwith up-
Localization of key parts of wet chemical
holding long-termismand expanding its distinctive lead, contributing to clean energy production and a better future for
humanity. equipment
Environmental, Social, and Governance (ESG) Report
Corporate Culture
Mission
Work for the Development of Green Industry,
Dedicate to Offer Clean Energy Business Philosophy 2025
R&D and Manufacture Top-Tier Profes-
sional Equipment based on Customers’
Technological innova-
Demands; Provide Customers with First-
in perovskite cell equip-
Class Services and Create Value for 2024 ment was achieved
and was awarded the
The production of
Customers TOPCon cell equipment “Megawatt-level Emer-
Vision continued to be scaled ald Award”
The Company’s per-
Standing in the Top Line of Core Values up, with increasing ovskite pilot production
market share line officially put into
Chinese Corporations, Working Customer Satisfaction, Contin- operation Core equipment of the
for World-Class Brand The third-generation first mass-produced
Strategy uous Innovation, Efficiency and
semiconductor silicon commercial flexible
Leading Technology, Advanced Manage- Unique, Pursuit of Excellence carbide equipment was One-step composite perovskite production
launched current collector vacu- line was successfully
ment and First-class Service
um roll-to-roll coating delivered
equipment and new
film capacitor roll-to-
roll coating equipment
ered
Development History
PE-Poly equipment
volumes
The Company was 2021
joint-stock company Equipment and pro-
cesses applied in whole
as “Shenzhen S.C New
Energy Technology
line was completed production line of per-
The Company’s pre- ovskite and perovskite
decessor, Shenzhen Corporation”
tandem cell were
S.C Wetron Electronic Listed on the ChiNext launched
Equipment Co., Ltd., Market (stock abbrevi- A turnkey solution of
was established ation: S.C, stock code: TOPCon cell technology
Products entered over-
Turkey and Egypt
Changzhou SC Exact
Equipment Co., Ltd. was
established in Chang-
zhou, with a self-built
square meters
Shenzhen S.C Exact
Equipment Co., Ltd.
was established
Environmental, Social, and Governance (ESG) Report
Major Honors and Qualifications
Perovskite Whole-Production-Line Equipment 100 Private Manufacturing Enterprises Top 100 Private Enterprises
China PV top-runner innovation forum Guangdong Federation of Industry& Com- Guangdong Federation of Industry& Com-
merce merce
Helios Award Perovskite and Tandem Equipment Golden Global Partner Excellence Ranked No. 424 among China’s Top 19th ChiNext Top 50 Most Valuable TOP100
Organizing Committee of the China Inter- Wing Award for Technological Excellence Enterprise Award 500 Private Manufacturing Enter- Listed Companies 2025 Top 100 Most Popular
national PV and Energy Storage Industry 7th Perovskite & Tandem Cell Tech- Organizing Committee of the China International prises Securities Times Listed Companies
Conference nology Forum2025, ASIACHEM PV and Energy Storage Industry Conference All-China Federation of Industry Tonghuashun
and Commerce
Guangdong Provincial Enterprises Confederation, Shenzhen Enterprise Confederation,
Perovskite pilot line was awarded the “Megawatt-Level Emerald Collaboration Award Guangdong Provincial Association of Entrepreneurs Shenzhen Entrepreneur Association
Award” among SNEC Top 10 Highlights
Organizing Committee of the 18th (2025) SNEC Interna- Sichuan Photovoltaic & Energy Storage Industry
tional Photovoltaic Power Generation and Smart Energy Supply-Demand Forum and TW Solar (5th) Glob-
Conference & Exhibition (SNEC PV & ES Expo) in Shanghai al Partners Conference
Ranked second in sales revenue of main products and third in profits and
taxes in China’s electronic production equipment industry in 2024
China Electronic Production Equipment Industry Association
Environmental, Social, and Governance (ESG) Report
ESG Rating Awards Honors Received by Chairman Zuo Guojun
Global New Energy ESG Top 100
GGEIC&NEIAAP&APVIA
Wind
Honors and Awards Units
China Securities Journal, Nantong Municipal People’s Government
Value Delivery Award
Value Online
Industrial Star Entrepreneur
Honors and Awards Units
Changzhou Municipal Party Committee and Municipal Government
Stock Star Outstanding Entrepreneur
Honors and Awards Units
People’s Government of Xinbei District, Changzhou
Environmental, Social, and Governance (ESG) Report
September
Major Events in 2025
• Multiple PVD equipment
units were successively
delivered to perovskite en-
terprises.
• Subsidiary Changzhou S.C
November
was recognized as a mu-
nicipal-level industrial de-
sign center in Changzhou.
• The Company won the
bid for a PSC whole-pro
December
-duction-line project of a
• The Company, in collab- state-owned enterprise,
• Subsidiary Tronway se-
oration with Sun Yat-sen p r i m a r i l y fo r R & D a n d
cured an whole-produc-
University, overcame bot- production of 300mm x
t i o n - l i n e o rd e r of we t
tlenecks in TCO thin-film 300mm size cells.
batch-type cassetteless
technology, innovatively
cleaning equipment sys-
proposed a “critical nucle-
tem for a silicon-based
ation strategy” to achieve
power device Fab.
the growth of high-mobil-
ity ultra-thin transparent
August conductive oxide films, and • The Company delivered
the core equipment for the
published the research re-
sults in the internationally first mass-produced com-
renowned materials jour- mercial flexible perovskite
• The Company launched
nal Advanced Materials. production line, covering
industrial-grade piezo-
cleaning, RPD, PVD, and
elec tric inkjet printing
coating equipment.
technology for perovskite
April May thin films, and the first
perovskite inkjet printing
equipment was success-
fully delivered.
• The Company’s PVD and
• Wang Chenguang, Direc-
RPD equipment won bids
tor of the Company’s R&D
for perovskite projects of
Division IV, was awarded
leading enterprises.
the title of “Guangdong
Provincial Model Worker.”
Environmental, Social, and Governance (ESG) Report
Key Performance
Governance Performance Industry Value Performance
Operating Revenue Net Profit Attributable to Shareholders Investment in R&D Percentage of R&D Investment in Revenue
of the Parent Company
RMB
RMB 2,617.0437million
Total Assets
RMB 24,845.8181million Earnings per-share (EPS) Total R&D Team Members Product Pass Rate
RMB 7.52per share 1,143persons 100%
Cash Dividends
RMB 416.9423million
General Meeting of Shareholders Con- Customer Satisfaction Authorized Patent Count
vened
Meetings of the Board of Directors
Convened 7times 95points 1,038items
Percentage of Independent Directors in Percentage of Female Directors in the
Authorized Invention Patents
the Board of Directors Board of Directors
Environmental Performance Human Resources Performance
Total Investment in Environmental Protection Environmental Protection Training
Sessions Total Number of Employees Percentage of Contract Workers
RMB 23.118million 2times 3,877persons 100%
GHG Emission Intensity
Total GHG Emissions
tCO22e 1.34tCO
tCO22e per
Social Insurance Coverage Rate Number of Employee Training Sessions
million RMB of revenue
Energy Consumption Intensity
Total Energy Consumption
in revenue
PV Generation Amount of GHG Emission Reduction
tCO22e
Strengthening Foundations through
Governance
and Promoting Development through
Standardization
Sustainable Development Governance 21
Scientific and Standardized Governance 25
Optimizing Internal Control and Compliance 27
Strengthening Investor Relations Management 30
Upholding of Business Ethics 31
Environmental, Social, and Governance (ESG) Report
Sustainable Development Governance Sustainability Governance Structure
The Company has established an ESG governance structure composed of the Board of Directors, the Strategy and ESG
Sustainable Development Strategy Committee, and the ESG Working Group, ensuring the effective top-down implementation of decision-making, super-
vision, and execution of ESG matters. The Company deeply integrates the concept of sustainable development into its
development strategy and the entire process of business operations and management. By strengthening environmental
The Company incorporates sustainable development as a core objective into its decision-making and continuously ex- protection, fulfilling social responsibilities, and improving corporate governance, it comprehensively enhances its overall
plores and implements it in practice. The Company regards ESG management as a key means to achieve this objective. capabilities and improves risk prevention levels, driving long-term and stable development.
We implement ESG management strategies, continue to pay close attention to and participate in global sustainable de-
velopment initiatives.
In addition, the Company promotes full employee participation in environmental protection efforts and integrates green The Board of Directors participates in the deliber-
ation and decision-making of major ESG matters
concepts throughout the entire operational process. We enhance energy efficiency through technological innovation and and assumes overall responsibility.
refined management, achieving synergy between economic and environmental benefits and advance low-carbon trans-
Board of Directors
formation through measures such as energy-saving upgrades and green electricity applications. In addition, we deepen
intelligent manufacturing and intellectual property management to safeguard operational safety and sustainable devel-
opment through technological innovation.
It studies the Company’s ESG strategic plans,
Response to the Sustainable Development Goals objectives, systems, and major matters, reviews
ESG-related reports, and provides advisory recom-
mendations to the Board of Directors; it supervises
Responding to the United Nations Sustainable Development Goals (SDGs), the Company conducts in-depth analysis of its and inspects the implementation of ESG work and
responsibilities and practices related to the SDGs and gradually incorporates SDGs into the formulation of its operational provides guidance in a timely manner.
strategies based on its business attributes and development plans while continuously disclosing progress in its actions. Strategy and ESG Committee
Corporate Governance Environmental Protection Industry Value It is responsible for the preliminary preparation
Human Resources
of decisions of the Strategy and ESG Committee,
coordinating the receipt of relevant project mate-
rials, conducting preliminary reviews and project
initiation, reviewing negotiation documents, and
submitting formal proposals to the Strategy and
ESG Working Group ESG Committee after evaluation.
Sustainable Development Practices
To enhance the Company’s governance capability of sustainable development, the Company conducts ESG-specific
training sessions from time to time, covering topics such as the analysis of material topics and optimization of ESG man-
agement practices, facilitating the integration of green development concepts into the entire operational process.
Adhering to the concept of S.C actively promotes low-carbon Adhering to innovation-driven Adheres to a people-oriented
sustainable development, transformation and proactively development, S.C continuously approach, S.C vigorously cultivates
S.C steadily advancing the aligns with global climate improves its R&D management talent, actively fulfills social
Key Performance
construction of its sustainable governance trends through system, strengthens the responsibilities and engages
development strategic system. integrating resource conservation construction of R&D innovation in public welfare initiatives,
We are committed to working and environmental protection platforms and builds a high- contributing to the comprehensive
with stakeholders across the into its corporate development quality R&D team. At the same building of a better society.
economy, society, environment,
and corporate governance to
strategy. The Company
strictly complies with national
time, S.C holds the bottom line of
protecting customer rights and During the reporting period, the Company organized 2 ESG-
jointly promote a harmonious and environmental protection laws interests, reinforces information
symbiotic development pattern. and regulations and continuously security protection, and works themed training sessions.
optimizes the construction of together with customers and
its environmental management suppliers, building a green,
system. efficient, and sustainable supply
chain.
Sustainable Development Project Kick-off Meeting
Environmental, Social, and Governance (ESG) Report
Communications with Stakeholders Management of Material Topics
The Company has established diversified communication channels to actively listen to and promptly respond to the con- Based on the assessment methods stated in domestic and international disclosure standards such as the Shenzhen Stock
cerns of stakeholders such as shareholders, employees, customers, and suppliers, promoting shared development be- Exchange Self-Regulatory Guidelines for Listed Companies No. 3 - Preparation of Sustainability Reports, the Company
tween the Company and its stakeholders. introduces the analytical perspectives of impact materiality and financial materiality to identify and assess material topics,
with the specific implementation steps as follows:
Stakeholders Expectations and Demands Communication and Response
Step 1 Understand the Company’s Background
Business Performance
Investor Hotline Analysis of global meg-
Information Disclosure Impacts, risks, and op-
Information Disclosure atrends and the macro Analysis of the Company’s
General Meeting of portunities faced by the
Business Layout environment of China’s Industry analysis
Profit Distribution Shareholders business model Company and its stake-
Development Strategy industrial development
Official Website holders
Investors/Share- Performance Briefings trends
holders Corporate Governance Official Accounts
Institutional Research
Risk Control and Management irm.cninfo.com.cn
Step 2 Conduct Preliminary Topic Screening
Product Development
Quality Management Official Website Bidding Meetings Refer to the Global Reporting Initiative (GRI) Standards, the United Nations Sustainable Development Goals (SDGs), the China Corporate
Strengthening Product Industry Exhibitions Sustainability Reporting Guidelines, and relevant topics in the same domestic and international peer industries, and establish a sustainabil-
Business Ethics Quality Management ity-related topic library.
Product Development Official Accounts
Improving After-Sales
Information Security Service Systems Regular Visits
Customers Customer Satisfaction Technical Exchange
Customer Service Survey Meetings Step 3 Topic Materiality Assessment
Assess the impact materiality Assess the financial materiality
Improving Supplier Management Systems
Supply Chain Management Through the analysis of impacts, dependencies, and other
Technical Exchange Meetings Sort out the potential or actual positive or negative impacts factors, in combination with expert judgment and risk iden-
Protection of Intellectual Property Rights
Industry Exhibitions of each topic on the external environment, society, and econ- tification and evaluation lists from departments, identify and
Business Ethics omy, and conduct stakeholder surveys via questionnaires assess risks and opportunities under each relevant issue to
Suppliers and Partners Supplier Audit
recognize topics with financial materiality.
Employees’ Rights and Interests Occupational Health
Occupational Health and Safety Checkups
The Staff and Workers’
Congress Thematic activities
Step 4 Topic Confirmation
Comprehensive Compensation and Benefits System
Career Development and Talent Cultivation Trade Union Improving the Training
System Form a topic list based on impact materiality and financial materiality, and ensure that the relevant topics are transparently, fairly, and com-
Democratic Management Clubs and Associations prehensively disclosed in the report.
Employees Improving Career Devel-
Cultural and Recreational Activities opment Pathways
Compliant operation Operation with Integrity In 2025, the Company continued to follow the previous core judgement logic in terms ofthe identification conclusions for
Protection of intellectual property rights Official Correspondence
this year’s materiality topics through conducting an internal review and assessment of the 2024 material topic list and
Building Integrity Institutional Visits
Government and Regulatory considering the fact of no significant changes in the Company’s strategy and external environment, and provided re-
Authorities Alignment with national development policies Daily Interactions
sponses to all 21 issues outlined in the Guidelines. The materiality matrix for the year is shown below:
Environmental Compli- 16 Information Security and
Public Welfare Community Activities ance Management Privacy Protection
Energy Utilization Responsible Supply
Emissions and Waste Management Official Accounts 1
Chain Management
Response to Climate Change ty and Impact Materiality
Public and Community Community Services Official Website 3
Equal Treatment of Small
prises
Official Website
Materiality of Impact on the Company
Economic Performance Ecological Protection and
Official Accounts 24 6 20 Rural Revitalization
Compliant Operations
Press Conferences 7
Protection of Sharehold-
Development Strategy 7 Circular Economy ality but without Impact
Media/Industry Associations Industry Association Exchanges Materiality
Corporate Governance
Legal Rights and Interests Compliance
Anti-commercial Bribery
Due Diligence Employee Training & Devel- 23
opment With Impact Materiality
Occupational Health and
Safety 25 Tax Compliance
Materiality
Throughout the entire business process operations, the company conducts systematic due diligence activities focusing 20
on its own management practices, supply chain, and joint venture partners. Through qualification verification, compliance 28 27
reviews, and risk assessments, it identifies and evaluates actual and potential risks in areas such as environmental pro- Communications with
Neither Financial Materi-
tection, occupational health, and workplace safety. Corresponding preventive measures are formulated to continuously Stakeholders
ality nor Impact Materi-
Protection of Customers’
improve the risk management system. Materiality of impact on the Company’s finance 15 29 ESG Governance ality
Rights and Interests
Environmental, Social, and Governance (ESG) Report
Scientific and Standardized Governance
Board Diversity
Improvement of Governance System The Company attaches importance to the diversity, inclusiveness, and professionalism of the Board’s composition, there-
fore, it comprehensively considers multiple dimensions such as gender, age, educational background, professional expe-
rience, and industry expertise in the selection and appointment of directors, ensuring a reasonable and representative
Strictly complying with relevant laws, regulations, and regulatory requirements such as the Company Law of the People’s
Board composition. As of the end of the reporting period, the Company’s Board of Directors consisted of a total of 9
Republic of China, the Securities Law of the People’s Republic of China, and the Code of Corporate Governance for Listed
members, including 2 female directors, accounting for 22.22%, and 1 employee director. Members of the Board of Direc-
Companies, the Company has established a governance structure consisting of the General Meeting of Shareholders, the
tors are with diverse professional backgrounds and extensive experience in fields such as law, finance, and economics,
Board of Directors, and the management, forming a governance mechanism characterized by scientific decision-making,
actively leveraging their expertise to support the Company’s decision-making.
decisive execution, and effective supervision.
Board Independence
General Meeting of Shareholders
The Company has revised the System of Work of Independent Directors , clearly defining the qualifications, independence
requirements, duties, and rights of independent directors. Independent directors are required to conduct an annual
self-assessment of their independence and submit it to the Board of Directors, which evaluates their independence and
Board of Directors issues a special opinion to safeguard the independence and effectiveness of the Board’s decision-making.
The Board of Directors includes 3 independent directors, accounting for 33.33%, in compliance with relevant regulatory
requirements for the proportion of independent directors in listed companies, ensuring that independent directors play
an important supervisory and balancing role on the Board of Directors.
Remuneration and Strategy and ESG Com-
Audit Committee Nomination Committee
Appraisal Committee mittee Specialized Committees
Corporate Governance Framework The Board of Directors has established four specialized committees: the Strategy and ESG Committee, the Nomination
Committee, the Audit Committee, and the Remuneration and Appraisal Committee. The Audit Committee is composed
of directors who do not hold senior management positions in the Company, with independent directors making up the
General Meeting of Shareholders majority, and its convener shall be an independent director who is with the accounting expertise. Members of each com-
mittee perform their duties in accordance with the respective committee’s rules of procedure, ensuring compliance of
The General Meeting of Shareholders is the highest authority of the corporate governance and providing support for the Board’s scientific decision-making.
Company. The Company strictly standardizes the convening, holding, and
Key Performance
voting procedures of the General Meeting of Shareholders in accordance
with the Articles of Association and the Rules of Procedure for the Gener- Whether the Independent
Independent Direc- Non-Independent
During the reporting period Specialized Committees Director Serves as the Con-
al Meeting of Shareholders . The Company treats all shareholders equally, tors Directors
ensuring that all shareholders, especially minority shareholders, enjoy the Company convened a total of 7General Meet- vener
equal rights and can fully and effectively exercise their voting rights. ings of Shareholders, Strategy and ESG Committee 1 4 No
including6 Extraordinary General Meetings of
Shareholders, at which a total of 19 proposals
The Board of Directors convenes and organizes the General Meeting of Nomination Committee 2 1 Yes
Shareholders, adopting a combination of on-site and online voting meth-
ods to facilitate investor participation. All proposals are subject to sep- were reviewed and approved. Audit Committee 2 1 Yes
arate vote counting for minority investors, effectively safeguarding their
rights to participate and supervise. Remuneration and Appraisal Com-
mittee
Board of Directors
The Board of Directors is the decision-making body of the Company and
is responsible for implementing the resolutions of the General Meeting of Key Performance
Key Performance
Shareholders. In strict accordance with the Articles of Association and the
Rules of Procedure for the Board of Directors , the Company formulates
business plans and investment proposals, determines the establishment During the reporting period, the Company held a 2meetings of the Strategy and ESG Committee and reviewed and approved
During the reporting period, the Company convened
of internal management structures and the appointment of senior man- 8meetings of the Board of Directors and
total of 3proposals;The Nominating Committee held1meeting and reviewed and approved 1proposal;The Audit Committee held3meetings
approved46proposals. and reviewed and approved9proposals;The Remuneration and Appraisal Committee held 2meetings and reviewed and approved-
agement and manages information disclosure. In adition, the Company
exercises its functions and powers in accordance with the law, giving full
play to the role of directors, especially independent directors, in stan- 4proposals.
dardized corporate governance.
Environmental, Social, and Governance (ESG) Report
Remuneration Management of Directors and Senior Management Management Process
Identification
The remuneration of directors is determined by the General Meeting of Shareholders, while the remuneration of senior
management is determined by the Board of Directors. The determination of remuneration for directors and senior man-
agement strictly follows the Company’s 2025 compensation package for directors, supervisors, and senior management.
Assessment
In terms of compensation structure, directors and senior management who hold specific management positions receive
remuneration consisting of salary and performance-based income, determined with reference to industry compensation
levels, job responsibilities, and performance. The performance-based income is linked to the Company’s annual operating
results and individual performance. High risks Medium risks Low risks
As needed Regular Routine
Key Performance
In 2025, the total remuneration received by directors and senior management from the Company and its subsidiaries amounted
Communication and feedback Dynamic supervision
RMB 7.9459 million.
Rectification Risk alerts
Optimizing Internal Control and Compliance Continuous follow-up
Risk Management
The Company continuously optimizes its production and operational systems and processes and strengthens the ef- Internal Control
fectiveness of internal audit supervision and management. Focusing on key areas such as governance structure, money
management, procurement and payment, sales and collection, subsidiary management, external guarantees, informa-
tion disclosure, and the use of raised funds, the Company has established and improved risk identification and response System Construction
mechanisms. Through precise identification of potential risks and timely implementation of preventive and control mea-
sures, it effectively mitigates various major risks. The Company attaches great importance to the standardization of internal control and the development of its risk man-
agement system. It has formulated and implemented the Internal Audit System and continuously improves internal control
mechanisms aligned with its scale of operations, business scope, competitive environment, and risk level. By strength-
Third Line of Defense
ening internal supervision and inspection, enhancing risk awareness among all employees and standardizing corporate
Second Line of Defense Internal Control Department governance and business processes, the Company lays a solid foundation for long-term and sustainable development.
Finance, Legal and Other Func-
Responsible for daily audits, super-
tional Departments vision, and the investigation and During the reporting period, all internal control systems were effectively implemented, and no material or significant defi-
First Line of Defense handling of violations. ciencies were identified in internal control over financial reporting or non-financial reporting.
Responsible for formulating man-
Business Departments agement systems for various
functional areas and improving the
Responsible for identifying risks Company’s internal management
within business areas and imple- framework.
menting corresponding control
measures based on identified risks.
Environmental, Social, and Governance (ESG) Report
Capability Development
Strengthening Investor Relations Management
Auditors continuously keep pace with the latest changes in laws, regulations, and accounting and auditing standards.
Through regular learning and specialized training, they strengthen their professional knowledge base and enhance pro- Compliance Information Disclosure
fessional sensitivity. At the same time, auditors gain an in-depth understanding of the Company’s operational processes,
and effectively improve practical audit capabilities and overall professional competence through integrating professional
The Company continues to standardize its information disclosure processes and strictly implements the Information Dis-
theoretical knowledge with audit project practices, continuously broadening audit perspectives, and optimizing working
closure Management System and the Internal Reporting System for Material Information . It is committed to improving the
methods.
quality of information disclosure and ensuring that disclosed information is true, accurate, complete, and timely, so as to
effectively safeguard investors’ right to know.
Key Performance
During the reporting period, the Company completed a total of 24audit tasks and 4follow-up audit tasks, identified63 issues, and im- The Company places great importance on the confidentiality of undisclosed information. Through enhanced awareness
campaigns and standardized daily controls, it comprehensively improves employees’ compliance awareness, effectively
plemented corrective actions for reduces information disclosure risks, and strictly prevents insider trading.
Note: Audit tasks covered areas such as cash and cash equivalent management, external guarantees, raised funds management, information
management, and material scrapping management. As evaluated by the Shenzhen Stock Exchange, the Company was rated A in the 2024-2025 annual information disclosure
assessment for ChiNext Market-listed companies, achieving an outstanding record of six consecutive years of A ratings in
information disclosure evaluation.
Management of Related-Party Transactions
Key Performance
The Company has established a systematic related-party transaction management framework and formulated relevant
systems such as the Related-Party Transaction Management System , clearly defining the basic principles, decision-mak- During the reporting period, the Company disclosed a total of 154announcements, including 4 periodic reports and 150ad-hoc an-
ing authority, review procedures, and information disclosure requirements for related-party transactions.
nouncements, and it was not penalized for any violations related to information disclosure.
In strict accordance with laws, regulations, and internal systems, the Company precisely identifies related party relation-
ships and dynamically updates the list of related parties, ensuring that the information is true, accurate, and complete.
When the Company and its controlled subsidiaries conduct transactions, the responsible personnel review the list of re-
lated parties to determine the nature of the transaction. If the transaction constitutes a related-party transaction, approv- Investor Relations Management
al and reporting procedures are strictly performed within the prescribed authority.
The Company attaches importance to investor relations management. It effectively safeguards investors’ rights such as
In addition, the Company has added a related-party transaction identification step to the contract approval process in its the right to know and the right to vote, and steadily maintains a sound and trusting relationship between the Company
OA system. Through information technology, it strengthens process control, thus effectively preventing the risk of omis- and its investors through maintaining active communication with investors through diversified channels and responding
sions in the disclosure of related-party transactions. During the reporting period, the Company did not engage in any promptly to their concerns. The Company places particular emphasis on communication with minority shareholders, ac-
material non-compliant related-party transactions. tively listening to their opinions and demands and providing timely feedback.
Management of Tax Risks Investor Communication Channels
Performance briefings Investor Site Visits
Strictly complies with national tax laws and regulations, the Company has established a comprehensive tax management
system and actively fulfills its tax obligations, continuously enhancing tax compliance. For routine business, the Company Investor Hotline
strictly handles tax matters in accordance with relevant tax policies. For occasional non-routine business, it proactively Official Accounts irm.cninfo.com.cn
communicates with the competent local tax authorities to ensure the accuracy and timeliness of tax filings. In addition, “Investor Relations” Section on the Company Website
the Company continuously strengthens its tax risk prevention and control capabilities through occasional tax risk assess-
General Meeting of Shareholders
ments, specialized training, and internal communication.
Key Performance
During the reporting period, the Company and its major subsidiaries were not subject to any penalties from tax authorities.
Environmental, Social, and Governance (ESG) Report
Reporting and Complaint Channels
Key Metrics
The Company has established smooth reporting channels and encourages employees and external stakeholders to report
Number of Interactions with Investors
at irm.cninfo.com.cn 200+Times Number of Investor Calls Received 1,000+Times fraudulent activities. Reporters may report directly to the Company’s Operations Compliance Department via email, online
platforms, telephone, or written correspondence.
Reporting Channels
Returns to Shareholders
Reporting email: tousu@chinasc.com.cn
The Company values shareholder returns. It strictly implements the profit distribution policy stipulated in the Articles of
Association and has formulated the Shareholder Return Plan for the Next Three Years (2023-2025). From the Company’s
listing through 2024, the Company has implemented cash dividends every year, with cumulative cash dividends totaling
RMB 1143.3809 million and a cumulative payout ratio of 15.51%.
Protection of Reporters
For the 2025 profit distribution, the Company plans to distribute a cash dividend of RMB 12 per 10 shares (tax inclusive),
with total cash dividends expected to reach RMB 416.9423 million. The Company strictly protects the privacy of reporters. It prohibits any form of illegal discrimination or retaliation, and for-
bids any hostile actions against employees participating in investigations or reporting. Personnel who disclose reporters’
information or engage in retaliation will be subject to disciplinary actions such as dismissal or termination of employment
Key Performance Unit 2023 2024 2025 contracts depending on the severity of the case. Those suspected of illegal or criminal conduct will be transferred to judi-
cial authorities for legal accountability.
Cash dividend per 10 shares (tax
RMB 12 12 12(plan)
inclusive) Integrity Awareness Building
Total Cash Dividend (Including Tax) RMB (10k) 41,680.20 41,624.82 41,694.23(plan) The Company strengthens its integrity framework through multi-dimensional
measures. Employees in key positions such as procurement and sales are
Key Performance
required to sign the Integrity Commitment for Professional Conduct which
clearly defines integrity responsibilities and boundaries, reinforcing integrity
Proportion to Net Profit Attribut- risk prevention and enhancing the awareness of ethical conduct across all During the reporting period, the Company
able to Shareholders of the Listed
Company in Consolidated Financial
% 25.51 15.06 15.93 employees.
organized a total of 406Integrity Commit-
Statements ments for Professional Conduct to be signed
At the same time, the Company actively leverages internal platforms such as
DingTalk and OA systems to promote integrity principles, fostering a cultural by employees in key positions.
Note: The 2025 dividend distribution is subject to approval by the General Meeting of Shareholders. that values integrity and integrating clean governance into daily operations.
Upholding of Business Ethics
Anti-Unfair Competition
Anti-Commercial Bribery and Anti-Corruption
The Company strictly complies with laws and regulations such as the Anti-Unfair Competition Law of the People’s Repub-
To improve the corporate governance system, strengthen internal controls, and regulate employee professional conduct, lic of China and has formulated the Anti-Unfair Competition Compliance System . Adhering to the fundamental principles
the Company has formulated the Anti-Fraud and Reporting System in accordance with relevant laws, regulations, and of “legality and compliance, honesty and good faith, and fair competition,” the Company comprehensively standardizes
operational needs. It has also established the Operations Compliance Department as the central coordination and man- its internal management and external business conduct, effectively maintaining a fair and orderly market competition en-
agement body for anti-fraud efforts which is responsible for formulating and revising anti-fraud policies, managing re- vironment.
porting channels, organizing anti-fraud investigations, and tracking and handling identified fraud-related issues. Through
systematic preventive measures and timely detection and handling of fraudulent activities, the Company reduces oper-
The Company has established an anti-unfair competition supervision group composed of heads of legal, audit, and other
ational risks, safeguards its legitimate rights and interests, ensuring sustainable and healthy development while guiding
core business departments. Through a cross-departmental collaboration mechanism, the group systematically identifies
employees to uphold integrity and professionalism and preventing actions that harm the Company’s interests at the same
and prevents potential unfair competition risks faced by the Company from multiple dimensions, including legal compli-
time.
ance, financial auditing, and business operations. The supervision group regularly conducts comprehensive inspections
and evaluations of the Company’s business activities, so as to promptly identify and correct non-compliant issues, and
During the reporting period, the Company did not engage in any major compliance violations. continuously enhance the Company’s overall risk prevention and control capabilities.
Advancing Green Manufacturing
and Building a Low-Carbon Ecosystem
Together
Response to Climate Change 35
Environmental Compliance Management 38
Scientific Control of Pollution Emission 39
Efficient Resource Utilization 41
Biodiversity and Ecosystem Protection 42
Environmental, Social, and Governance (ESG) Report
Response to Climate Change Strategy
To systematically identify and analyze climate-related risks and opportunities, S.C tracks policy, market, and industry
Governance developments with considering its business realities and conducts specialized assessments with reference to the recom-
mendations of the Task Force on Climate-related Financial Disclosures (TCFD). The assessment results are incorporated
into strategic planning to optimize business strategies and resource allocation and enhance resilience to climate risks. The
To implement the national “carbon peaking and carbon neutrality” goals, the Company reduces production energy con-
specific assessment and response to climate-related risks and opportunities are as follows:
sumption through process optimization and equipment upgrades. It also focuses on the R&D and promotion of high-ef-
ficiency, low-consumption photovoltaic production equipment to develop green products, reduce its own operational
Likelihood of Impact Mag- Impact Dura- Impact on Value
Risk/Opportunity Description of Risk/Opportunity Financial Implications
carbon emissions, and support the green upgrading of the industrial chain. Occurrence nitude tion Chain
Extreme weather events such as typhoons and floods may damage
The Company organizes special training sessions on greenhouse gas emission reduction from time to time to strengthen the Company’s production infrastructure, affect supply chain stability Cost increase
Medium Large Mid-term
Operations
and logistics efficiency, generating negative impact on the normal Revenue decline Downstream
the foundation of emission reduction efforts, build consensus among all employees, and clarify implementation pathways. Extreme production and operations.
weather con-
ditions
Measures larly conduct emergency drills and training;
Exploring a Green Path Towards “Low Carbon” More strict carbon-related policies including carbon tariffs, higher
environmental and energy consumption standards, and adjustment of Medium and
Cost increase High Medium Operations
policies including trade barriers —all of these may increase compli- long-term
ance costs and market entry challenges.
Policy Risks
To systematically enhance employees’ awareness
Closely track dynamic changes in policies and regulations related to the “carbon peaking and carbon neutrality” goals,
and practical capabilities in carbon reduction, the Measures
promptly formulate targeted response measures, and proactively meet relevant requirements.
Company has organized special training on “En-
hancing Emission Reduction Awareness and Capa-
As countries advance toward carbon neutrality, continued policy
bility.” This training systematically explains the stra- support for the renewable energy sector is driving steady growth in
Increase in orders
photovoltaic installation demand. At the same time, the continuous High Large Long-term Operations
tegic urgency of reducing greenhouse gases and expansion of photovoltaic application scenarios will bring market
Increase in revenue
various pollutants, covering key emission reduction Market op- opportunities for the Company’s related businesses.
portunities
pathways such as energy efficiency improvement,
Rely on the R&D innovation center to strengthen research on high-efficiency photovoltaic cell technologies, promoting
application of clean technologies, and carbon asset Measures green product innovation and industrialization, and adapting to the needs of low-carbon markets and emerging applica-
tion fields.
management, effectively promoting deeper under-
standing and proactive adoption of green produc-
tion practices among employees.
Impact, Risk, and Opportunity Management
To address the risks and opportunities brought by climate change, the Company uphold its strategy of Leading Technol-
ogy, Advanced Management and First-class Service and integrate it throughout business operations and the value chain.
In addition, the Company also utilize routine risk management and dynamic assessment, to support long-term, sustain-
A New Low-Carbon and and Green Future able, and low-carbon development.
To systematically improve the Company’s profes- In combination with industry requirements, policy trends, customer
sional capabilities and standards in carbon man- Risk and Opportunity needs, and regional climate characteristics, systematically identify
agement, the Company has conducted specialized Identification physical and transition risks while simultaneously analyzing emerg-
training covering core topics such as greenhouse ing market opportunities.
gas accounting, carbon footprint analysis, formula-
tion of emission reduction strategies, setting carbon
neutrality targets, carbon trading and response to The Company conducts comprehensive assessments of identified
carbon taxation, etc. This enables the Company Risk assessment climate-related risks from dimensions such as financial impact,
to comprehensively understand the carbon emis- likelihood of occurrence, and time horizon.
sions, accurately identify climate-related risks and
opportunities, and effectively meet regulatory re-
quirements and customer demand for low-carbon
solutions. Based on the results of risk assessments, corresponding measures
Risk Response
are developed to reduce or mitigate related risks.
Environmental, Social, and Governance (ESG) Report
Metrics and Targets
The Company actively responds to the national goals of “carbon peaking and carbon neutrality” through continuously
developing and manufacturing green low-carbon products, optimizing its energy structure and increasing the proportion
of green electricity usage. The Company also strives to reduce greenhouse gas emissions at the operational level. The
Company’s greenhouse gas emissions data are as follows:
Direct GHG Emissions (Scope 1) Indirect GHG Emissions (Scope 2)
tCO2e tCO2e
Environmental Management System
Total GHG Emissions GHG emission intensity
tCO2e tCO2e /million RMB in revenue out the entire process; safety first, prevention as the priority; people-oriented management, safeguarding health; com-
pliance with regulations, sustainable development.” It has established systems such as the Environmental, Occupational
Note: Health and Safety Management Manual , and built a management structure led by the General Manager, coordinated by
the Quality Management Department, and supported by other departments. Responsibilities at all levels and across de-
and Requirements of the Greenhouse Gas Emissions Accounting and Reporting—Part 29: Mechanical Equipment Manufacturing Enterprises. partments are clearly defined, systematically promoting the implementation of the environmental management system
The accounting method employs the primary emission factor approach, calculated as greenhouse gas emissions = activity data×corresponding and ensuring standardized and effective operation.
emission factors.
enced from GB/T 2589-2020 General Rules for Calculation of the Comprehensive Energy Consumption , while emission factors are derived from General Manager
the National Greenhouse Gas Emission Factor Database. Specific emission factors are as follows: gasoline 69.3 tCO2/TJ, diesel 74.1 tCO2/TJ, and
natural gas 57.2 tCO2/TJ. For electricity, the carbon emission factor adopted is 0.5306 kgCO2/kWh, based on the 2023 national average carbon
Management Representative
dioxide emission factor for electricity published by the Ministry of Ecology and Environment.
Procurement Finance and Cost Human Resources
Manufacturing CO1 Division Quality Manage-
Management Control Depart- and Administra-
Department ment Department
Department ment tion Department
Greenhouse Gas Emission Reduction Measures
Materials Manage- General Affairs
To reduce greenhouse gas emissions caused by traditional energy consumption, the Company has deployed distributed ment Department Department
power stations on factory rooftops and covered parking. It optimizes its energy structure through increasing the propor- Planning Depart- Human Resources
tion of clean energy use. The electricity generated by these power stations can be directly integrated into the Company’s ment Department
internal power system, reducing reliance on external conventional electricity sources, thereby effectively lowering carbon Assembly Facilities Depart-
emission intensity in the production process and supporting the achievement of the Company’s low-carbon development Machining EHS Management Framework ment
goals. Safety Assurance
Key Performance
Key Performance
During the reporting period, the Company passed the annual review of the ISO 14001
During the reporting period, the Company constructed its own distributed power stations, generating 8.0801 million kWh of electricity in Environmental Management System certification, and its subsidiary Changzhou S.C also
generation station was RMB 23.1180 million. Environmental Management System Certification
Environmental, Social, and Governance (ESG) Report
Environmental Management Objectives Waste Gas Management
To ensure the effective operation of the environmental management system, the Company has established and continu- The Company implements classified control strategies for both stack and fugitive emissions generated during production
ously improved its environmental indicator system, effectively promoting ongoing improvements in environmental perfor- and operations, ensuring that all emission indicators consistently meet national and industry standards. The exhaust gas
mance. generated during the Company’s production and operations mainly arises from R&D projects at the Changzhou produc-
tion base. After treatment by exhaust gas treatment facilities, the emission concentrations of all pollutants met the re-
quired standards.
Effective disposal rate of Noise emissions around the Domestic wastewater dis-
Management of Solid Wastes
waste: 100% plant: Daytime 65 dB;Night- charged in compliance with
time 55 dB standards The Company strictly complies with environmental protection requirements and has formulated documents such as the
Waste Management Procedures and the Scrap Disposal System , establishing a full-process management system fea-
turing classified collection, centralized storage, and unified disposal. All departments classify and collect waste in accor-
Achieved Achieved Achieved dance with regulations, store it centrally in designated areas, and then arrange for unified disposal, ensuring that waste
management is compliant, standardized, and traceable throughout the process.
Environmental Emergency Management
The Company has established a specialized emergency response system and through formulating policies such as the
Emergency Response Plan Management System and the Fire Safety Management System . These systems clearly de-
fine response procedures and responsibilities for key areas, including protection of precision equipment in production
workshops, emergency transfer of hazardous chemicals, and emergency safeguards for wastewater treatment systems.
Through regular emergency drills, the Company enhances its rapid response capabilities in emergencies, ensuring safe
production operations and environmental protection.
Scientific Control of Pollution Emission
The Company places great importance on pollution emission control, thus continuously improving its full-process envi-
ronmental management system. It implements scientific control measures for key pollution aspects such as wastewater,
exhaust gas, solid waste, and noise, continuously enhancing environmental compliance.
Hazardous Waste General recyclable waste General non-recyclable
waste
Wastewater Management
Oily rag waste, waste batteries, waste elec- Waste wood products, waste paper, card- Waste adhesive tape, used pen refills, used
tronic products, waste ink, etc board (waste cartons), scrap metal, waste whiteboard erasers, broken ceramic cups,
The Company has established a routine wastewater monitoring mechanism to test indicators of production wastewater plastics, waste products, etc. waste glass, and other daily items
treatment and discharge indicators. Based on routine monitoring results, after treatment, all relevant pollutant indicators
Delivered to qualified third-party disposal Handled by recycling companies Handled by municipal sanitation companies
of production wastewater generally met the required discharge standards, achieving standardized collection, treatment, agencies
and discharge, and effectively fulfilling its responsibility for water pollution prevention and control.
Noise Management
To reduce noise pollution, the Company adopts low-noise equipment, optimizes layout, increases greenery, and applies
vibration reduction, noise reduction, and sound insulation measures for high-noise equipment. It also regularly inspects
and maintains noise-generating facilities. In addition, professional testing agencies are engaged to conduct regular noise
monitoring to ensure compliance with relevant standards.
Environmental, Social, and Governance (ESG) Report
Efficient Resource Utilization Green Operations
Energy Management Green Office
The Company integrates the concept of green office into the entire operational management process and takes green
Energy governance system
office as an important operational principle. To fully implements low-carbon development requirements, the Company
continuously promotes resource conservation and efficient utilization through multi-dimensional measures such as water
To improve energy efficiency and strengthen energy management, the Company has formulated the Energy Management saving, electricity saving, recycling of office supplies, and waste sorting, enabling us to effectively fulfill environmental re-
Procedures . At the same time, the Company actively promotes the substitution of renewable energy by establishing pho- sponsibilities and gradually building a green,sustainable and modern office environment.
tovoltaic systems and optimizes its energy structure through reducing reliance on traditional energy sources,supporting
low-carbon development.
• All lighting has been replaced with LED energy-saving lamps, and some lighting
Electricity Saving in the basement parking area has been upgraded to LED motion-sensor ener-
Energy Metrics and Targets gy-saving lights.
The Company’s energy consumption consists primarily of electricity. By strengthening daily energy management and
optimizing production scheduling, the Company continuously reduces energy consumption per unit of product and im- • Traditional faucets at washbasins have been replaced with sensor-activated fau-
proves energy efficiency. cets, and some restrooms have been upgraded with water-saving tanks;
• Water-saving policies have been formulated, and a dedicated water-saving team
Water Saving
has been established;
• Counterflow rinsing methods are used in equipment cleaning, and wastewater
from cleaning is reused in the plant’s air conditioning cooling towers.
Direct energy consumption Gasoline Diesel
tce L L
Paper and Office Supplies through online approvals, and drawings available for electronic viewing and bor-
rowing.
Natural gas Indirect energy consumption Purchased electricity Total energy consumption
m? tce 10,000 kWh tce agement
• Comprehensively implement waste sorting.
Proportion of renewable ener-
Energy consumption intensity PV generation Total renewable energy consumption
gy consumption
tce/million RMB in revenue 10,000 kWh tce
%
The Company actively promotes the concept of green travel and advances the low-carbon transformation of transporta-
Note: The calculation of energy consumption for various energy sources and resources shall refer to GB/T 2589-2020 General Rules for Calculation Comprehensive Energy Consump- tion through a combination of institutional guidance and supporting facilities. Specific measures include: Formulating ex-
tion.
pense standards related to green travel to guide employees toward low-carbon travel methods; constructing 37 charging
stations for new energy vehicles within the park to support employees’ low-carbon commuting; and gradually promoting
Water Resource Management the transition to green business vehicles by continuously replacing conventional vehicles with new energy vehicles for
business travel. As of now, the Company has equipped 11 new energy commercial vehicles
The Company has formulated procedural documents such as the Water and Electricity Usage Management Regulations
to standardize water resource management. The Administration Department, as the primary responsible department for
water resource management, coordinates the development of water usage plans, supervision of water usage, and data
statistics. All departments collaborate to implement water resource management requirements, standardize internal water
use behavior, and promote the implementation of various water-saving measures, aiming to reduce water waste.
Biodiversity and Ecosystem Protection
Adhering to the principles of respecting, adapting to, and protecting nature, the Company integrates biodiversity and
Water Consumption Intensity ecosystem protection into its operational management. During project planning and construction, the Company strictly
Total Freshwater Withdrawal
complies with relevant laws and regulations, assesses potential ecological impacts, and avoids ecologically sensitive ar-
disposal, the Company continuously enhances ecological protection awareness among all employees and contributes to
Note: As recycled water cannot currently be accurately measured, the water consumption statistics in the Report only include freshwater usage. the maintenance of regional ecological balance and biodiversity.
Advancing Technology Synergy
and Shaping the Industry’s Future
Empowering with Technological Innovation 45
Deepening Responsible Procurement 54
Delivering Excellent Products and Services 58
Enhancing Customer Experience 62
Properly Protecting Information Security 63
Environmental, Social, and Governance (ESG) Report
Empowering with Technological Innovation Guangdong Engineering Technology Research Center for High-Efficiency Crystalline Silicon Solar Cell
Equipment Manufacturing
Governance
Shenzhen Enterprise Technology Center
Six Centers Jiangsu Provincial Engineering Research Center of Wet Processing Equipment for PhotovoltaicCells
Jiangsu Provincial Enterprise Technology Center
Changzhou Engineering Research Center
To implement the development strategy of “Leading Technology, Advanced Management and First-class Service,” S.C Changzhou Industrial Design Center
continuously improves its R&D management system and has formulated management systems such as the Detailed Rules
Jiangsu Advanced Technology Industrial Research Institute for
for R&D Project Management and the R&D Project Review Committee System to standardize R&D project management One Institute Ultra-efficient Solar Cells
and ensure effective project execution. R&D Platform
One Station National Postdoctoral Research Workstation
The Company has established an R&D center to coordinate R&D activities, under which there are four R&D departments
as well as an Intellectual Property and R&D Project Department. It also operates a heterojunction (HJT) pilot line and a
HJT Solar Cell Pilot Line
perovskite pilot line, systematically advancing the management of technological innovation. R&D projects cover six cat- Two Lines Perovskite Solar Cell Pilot Line
egories: pre-research projects, vertical R&D, horizontal R&D, process R&D, maintenance projects, and experimental proj-
ects. Through the implementation of institutional safeguards, the Company achieves coordinated management of multi-
One Laboratory New Product R&D Laboratory
ple project types and ensures orderly execution of R&D activities.
In addition, the Company has established a three-tier R&D project review committee to conduct systematic analysis and
feasibility assessments of projects, mitigating risks, and improving the effectiveness of technology and product develop-
ment.
Key Performance
During the reporting period, the Company’s total R&D investment amounted to RMB 607.4205million, accounting
for 3.93% of operating revenue. High-Tech Enterprise High-Tech Enterprise High-Tech Enterprise High-Tech Enterprise
(Shenzhen S.C) (Changzhou S.C) (S.C Smart) (Tronway)
Innovation Incentives
R&D innovation is the core driving force for the Company’s sustainable development. To fully stimulate the enthusiasm
and creativity of R&D personnel, the Company has formulated the Performance Management Rules for the R&D Center
which clearly stipulates that teams or individuals who deliver innovative outcomes with effectiveness, practicality, and
economic value will receive corresponding spiritual and material incentives, including special innovation bonuses, prior-
ity in awards, promotions, and salary adjustments, thereby systematically promoting technological innovation and value
transformation. High-Tech Enterprise Jiangsu Provincial Enter- Research Center Postdoctoral Research
(Jiejia Xinchuang) prise Technology Center Workstation
R&D and Innovation Platforms
To comprehensively enhance independent innovation and R&D capabilities, the Company actively promotes the construc- Key Performance
tion of scientific research platforms. It has established six major research centers, including the Guangdong Engineering
Technology Research Center for High-Efficiency Crystalline Silicon Solar Cell Equipment Manufacturing, the Shenzhen En-
terprise Technology Center and so on, as well as platforms such as a postdoctoral workstation. It continues to introduce
outstanding technical teams from both domestic and international sources, laying a solid foundation for scientific and
As of the end of the reporting period, the Company had
technological advancement.
a total of
nized Enterprise Technology Center, and 1National
Single Champion Man- National Manufacturing
Postdoctoral Research Workstation. ufacturing Enterprise in Single Champion Enter-
Guangdong Province prise
Environmental, Social, and Governance (ESG) Report
Innovation Validation Platforms Opportunity Financial Impli- Likelihood of Impact Impact Impact on Value
Description
Type cations Occurrence Magnitude Duration Chain
The Company has established two major innovation validation platforms: the HJT Solar Cell Pilot Line and the Perovskite
Solar Cell Pilot Line. These platforms conduct end-to-end collaborative research on high-efficiency technology routes, Sustained growth in the photovoltaic industry provides a favorable market envi- Increase in
promoting comprehensive upgrades from process equipment and key components to cell technology and whole produc- ronment for the solar cell equipment market. The Company continuously develops Revenue
High Large
Long-
Downstream
new products and technological innovations, increasing market share and thereby Increase in term
tion lines. increasing revenue. Market Share
Market op-
portunities
Perovskite Solar Cell Pilot Line
Measures Enhance continuous innovation capabilities and accelerate the launch of new products to improve product competitiveness.
The perovskite pilot line serves as an innovation validation platform for the production
equipment of perovskite solar cells and tandem cells. All equipment of it is independent-
ly designed and manufactured by the Company, covering all process steps for perovskite Increase in
Technological patents become the core of differentiated competition, and innova- Market Share Long-
High Large Downstream
single-junction and tandem cell production, with full proprietary intellectual property tion R&D builds technical barrier advantages. Increase in term
Opportunities Revenue
rights. The platform is also equipped with a professional R&D team, which continuously
Brought by
conducts independent research and optimization of precursor materials, key consum- Patent Barrier
Through innovative design and technology application, as well as measures such as university-enterprise cooperative R&D,
ables, and thin-film preparation processes, closely aligned with perovskite cell mass pro- Measures
the Company establishes technical barriers.
duction requirements.
Heterojunction Solar Cell Pilot Line
At the Changzhou base, the Company has built a heterojunction solar cell pilot line Impact, Risk, and Opportunity Management
covering approximately 5,000 square meters, serving as a core platform for validation of
cell production equipment and process innovation. Personnel allocation and operational
management of this pilot line strictly adhere to mass production standards. Furthermore, To reduce R&D innovation risks, the Company has established risk assessment and control mechanisms to analyze and
it integrates equipment manufactured by the company’s various business divisions to evaluate potential risks and opportunities. It implements full-process management through the R&D Project Control
carry out systematic validation. Checklist to mitigate risks and ensure the achievement of technological innovation and results transformation goals.
The platform houses professional laboratories and is staffed with R&D and process
technology teams. It rapidly advances independent design and development of hetero-
• Adopt questionnaires, group discussions, expert consultations, scenario analysis,
junction cell equipment, verification of key components, cell technology upgrades, and
policy analysis, industry benchmarking, interviews, and other methods to iden-
whole-production-line performance improvements through continuously optimizing Risk Identification
tify technical risks that may hinder the achievement of the Company’s strategic
processes and iterating equipment, providing sustained support for the Company’s objectives.
technological leadership and industrialization progress.
Strategy
In today’s highly competitive business environment, an R&D innovation strategy and management have become the core • For the identified risk list, internal and external risk discussions are held accord-
of long-term competitive advantage. Continuous innovation is fundamental for maintaining competitiveness and achiev- Risk Analysis ing to the project risk level to confirm each risk content, thus assigning person-
ing sustainable development, as market demand grows, technology iterations accelerate, and new application fields con- nel, scheduling follow-ups to resolve or mitigate risks in a timely manner.
tinue to appear. Closely monitoring the risks and opportunities brought by technological frontiers, industry trends, policy
guidance, and market environment, the Company combined with its R&D capabilities and business layout, deciding to
continuously strengthen its high-level talent pool and optimize the R&D management system and processes, injecting
robust innovation momentum into long-term development.
Financial Impli- Likelihood of Impact Impact Impact on • During the project development process, the R&D team leader regularly reviews
Risk Type Description
cations Occurrence Magnitude Duration Value Chain the risk log, follows up promptly on the risk handling of each risk owner, moni-
Risk Monitoring
tors the progress of risk resolution, and, if necessary, assists project personnel in
uncertainty in technology routes. Mainstream technology of TOPCon currently faces
competition and substitution risks from emerging technologies such as HJT, XBC, per-
Decrease in
ovskite, and tandem technologies. If the Company’s R&D fails to keep pace with major Long- Down-
income Medium Large
shifts in industry technology routes, product competitiveness and market position will be term stream
Cost increase
directly affected.
Technology and increasing costs. • Each project team, based on the development strategy, market conditions, and
risk current technology, prepares a research project proposal. Only after project
ously optimize emerging technologies and promote industrialization;
Risk Management • R&D projects are approved in accordance with prescribed authority and proce-
Measures
patent protection.
technology, and the feasibility of outcome commercialization.
Environmental, Social, and Governance (ESG) Report
Metrics and Targets Highlight Measures
The Company continuously improves its R&D innovation system, increases R&D investment and advances the construc- R&D Results
tion of innovation platforms.It also actively cultivates R&D talent teams to effectively promote technological break-
throughs and the application of research outcomes, thereby enhancing the Company’s R&D innovation capability. The Company continues to focus on technological and product innovation and actively promotes iterative upgrades of
advanced solar cell process technologies, injecting momentum into industry development.
Key Metrics Total R&D Team Members 1,143persons Proportion of R&D Personnel to Total
Employees
S.C deeply integrates industrial-grade piezoelectric inkjet printing technology for perovskite thin films with nanoscale
Core Advantage 1 Core Advantage 2 Core Advantage 3
By Educational Through high-precision inkjet Achieve “on-demand alloca- The technology supports multi-
Background control, the deposition position tion” of raw materials to reduce ple substrates, including crys-
of perovskite ink is precisely excessive coating and cleaning talline silicon, glass, and flexible
waste and performance loss, duction of perovskite cell man- It can also be applied to curved
and significantly increasing the ufacturing costs and increase building surfaces and complex
effective power-generating area overall material utilization to structures, providing efficient
College Degree and Below Bachelor’s Degree Under 30 (exclusive) Years Old 30 to 40 Years Old (Inclusive of 30, Exclusive of 40)
of the cell. exceed 95%. and low-cost perovskite module
solutions for building-integrated
Above Bachelor’s Degree 40 Years Old and Above (Inclusive of 40)
photovoltaics (BIPV).
The Company’s self-built perovskite solar cell pilot line won the Mega-
watt-Level Emerald Award at the 18th SNEC PV & ES Expo.
By Patent Type Other Intellectual Property
Cumulative Number of Authorized Inven- Cumulative Number of Software Copyrights
tion Patents
Total Number of Utility Model Patents Total Number of Trademarks
Cumulative Number of Granted De- Number of Software Copyrights Per
sign Patents Million Yuan in Revenue
Number of Valid Patents Per Million
RMB in Revenue
Honorary Awards
Environmental, Social, and Governance (ESG) Report
University-Enterprise Cooperation Industry Collaboration
S.C is committed to establishing a high-level integrated “industry-university-research” innovation system. Currently, the To continuously enhance technological competitiveness and drive industry progress, the Company actively participates
Company has jointly established the “Joint Research Center for New Photovoltaic Materials and Equipment Engineering” in collaborative R&D and high-level academic exchanges. The Company collaborates with leading enterprises and uni-
with Peking University, and has set up joint laboratories with Beihang University, Nanjing University, Northwestern Poly- versities to overcome technical bottlenecks, through participation in key industry-wide projects such as “Key Preparation
technical University, and Sun Yat-sen University, among others. Technologies and Core Equipment Development for High-Efficiency Fully Passivated Contact Crystalline Silicon Solar Cells
and Modules,” “Key Technology R&D for New Indium-Free Silicon Heterojunction Solar Cells,” “Atomic-Level Defect Pas-
sivation Technology of Perovskite Films for High-Stability Solar Cells,” “Mechanism and Key Technologies of New Crys-
The Company engages in multiple technological collaborations with universities, covering areas such as indium-free
talline Silicon Solar Cells Based on Dopant-Free Passivated Contacts,” “Complete Technology and Key Equipment R&D
transparent conductive oxide films, vacuum deposition process simulation, AGV map management and scheduling sys-
for High-Efficiency Thin Crystalline Silicon Cells and Modules with Full Passivation,” and “High-Efficiency N-Type TOPCon
tems, key technologies of heterojunction solar cell, boron nitride technologies, and low-reflectivity texturing process-
Solar Cell Project.”
es and equipment to lower reflectivity for crystalline silicon PV cells. Through collaborative technological research, S.C
achieves rapid industrialization of R&D results, providing the core driving force for enterprise technological innovation
and product iteration. At the same time, the Company actively participates in domestic high-level technical conferences, exchanging and dis-
cusses with industry experts and scholars, injecting vitality into the continuous innovative development of the industry.
Industry Forum Visits and Exchange Activities
On August 28, 2025, the Company participated in the “9th Perovskite and Tan-
dem Solar Cells (Yangtze River Delta) Industrialization Forum,” guided by the
Perovskite Industry Branch of the China International Association for Promotion
of Science and Technology and organized by the China PV top-runner innova-
tion forum, and hosted a special on-site enterprise visit during the conference.
Led by the Company’s Technical Director, more than 180 industry experts,
scholars, and corporate representatives from across the country visited the
Company’s advanced perovskite solar cell pilot line and heterojunction solar
cell pilot line in depth. After the on-site visit, the Company held a discussion
session with the visiting guests to exchange views on industry technology
trends, cost-reduction pathways, and other topics, promoting joint technologi-
cal progress in the industry.
SEMICON China 2025
On March 26, 2025, the global top-tier semiconductor event
Academic Achievements SEMICON China 2025 grandly opened at the Shanghai New
International Expo Center. The Company’s subsidiary, Tronway,
In collaboration with the School of Materials at Sun Yat-sen University, the Company successfully overcame the techni- showcased its full range of innovative products, marking the first
cal bottleneck of transparent conductive oxide (TCO) films, innovatively proposing the “critical nucleation strategy,” and public exhibition of the Company’s 12-inch wet chemical equip-
successfully fabricated cerium-doped indium oxide (ICO) films with high electron mobility. The research results were ment.
published in the top international materials journal Advanced Materials . The study indicates that this technology could
replace traditional thick films with high-performance ultra-thin films to reduce the consumption of rare metal elements by
green transformation of the sector.
SNEC 2025
From June 11 to 13, 2025, the 18th SNEC PV & ES Expo was grandly held, with
over 3,600 exhibitors from 95 countries and more than 500,000 professional
visitors attending. The Company presented a turnkey solution for all technolo-
gy routes and a matrix of core process equipment.
Environmental, Social, and Governance (ESG) Report
Protection of Intellectual Property Rights Deepening Responsible Procurement
Management System Governance
S.C complies with the Patent Law of the People’s Republic of China and other relevant laws and regulations. The Compa-
ny has formulated the Intellectual Property Management System and established an Intellectual Property Department ful- To standardize supplier management, the Company has formulated a series of regulations, including the Supplier Man-
ly responsible for intellectual property management, protecting company IP and standardizing IP management processes. agement Procedure , New Supplier Development and Management Guidelines , and Procurement Department Manage-
At the same time, the Company has established operational procedures for internal patent applications and competitor ment System , clarifying the the supplier onboarding and evaluation process. The Company has established the Business
monitoring. Employees who obtain authorized patents are awarded patent prizes to encourage innovation, providing sol- Development Department responsible for evaluating and optimizing the supply chain from the perspectives of security,
id support for continuous innovation. cost, and other dimensions; developing, managing, and assessing new suppliers; and collaborating with production, legal
affairs, and other departments to advance supply chain management.
Intellectual Property Training
The Company irregularly organizes intellectual property and patent trainings and discussions to enhance employees’
awareness and capability in IP protection.
Supply Management Center
Intellectual Property Week | Craftsmanship
Forges Tools, IP Rights Build Shields
From April 25 to 29, 2025, S.C held a five-day intellectual
Shenzhen Procurement Management Department Changzhou Procurement Management Department
property publicity week under the theme “Craftsmanship
Forges Tools, IP Rights Build Shields” simultaneously in Shen-
zhen and Changzhou. The event employed multiple forms
such as knowledge sharing, specialized training, and inter-
active Q&A to create a strong atmosphere across the Com-
pany for learning about intellectual property and practicing
innovation protection. The Company will take this event as an
opportunity to continuously improve the patent application
incentive mechanism and optimize internal training systems, Development Business Procurement Development Business Procurement Tronway Logistics
Group Group Group Group Group Group Group Group
rooting the cultural concept of “respect knowledge, value in-
novation” into every position.
Ethics of science and technology
Supply Management Center Organizational Structure
The Company adheres to the ethical principles of responsible innovation and standardizes project initiation review and
project acceptance. Currently, the Company’s business and innovation activities do not involve ethics-sensitive areas of
science and technology such as life sciences or artificial intelligence. During the reporting period, no violations of the eth- S.C actively conducts supplier training. Through regular training and communication, the Company jointly explores inno-
ics of science and technology occurred in the Company. vative cooperation models with suppliers, working hand in hand to create a sustainable future.
Key Performance
During the reporting period, the Company conducted
ers participating.
Environmental, Social, and Governance (ESG) Report
Strategy Impact, Risk, and Opportunity Management
The Company actively builds a supplier risk management system, incorporating environmental compliance, health, and To effectively reduce potential supply chain risks, the Company comprehensively identifies and analyzes internal and ex-
safety indicators into supplier audit standards. At the same time, it deeply analyzes potential risks and development op- ternal influencing factors, scientifically evaluates risk levels, and formulates targeted response strategies to ensure stable
portunities of the business across all links of the supply chain. By upgrading and optimizing the full process from pro- supply chain operations.
curement and production to warehouse management, the Company systematically identifies and manages supply chain
risks, striving to build a responsible supply chain ecosystem.
• The Company clearly defines risks encountered in the procurement process, includ-
ing quality risks, delivery risk, price risks, and supplier risks for various procurement
Risk Identification
objects such as raw materials and finished products, production equipment, adminis-
Financial Impli- Likelihood of Impact Impact Impact on Value trative fixed assets, other low-value consumables, and intangible assets.
Risk Type Description
cations Occurrence Magnitude Duration Chain
Suppliers may fail to deliver raw materials on time or in the required quantity due
to their own production plans, logistics delays, quality issues, or other factors, Cost Increase
which may affect the Company’s production schedule, increase operating costs, and Reputa- Medium Large
Mid- Upstream • Using qualitative and quantitative methods, the identified risks are analyzed and
term Downstream
and potentially impact the Company’s ability to deliver customer orders on time tion Damage Risk Analysis ranked based on the likelihood of occurrence and impact on supply chain security,
and its reputation. determining key focus areas and priority risks to control.
Supply Chain
Stability Risk
native solutions;
• Fully grasp market information, collect data on market material supply, and forecast
processes; market supply changes to ensure timely, high-quality, and sufficient material supply.
Measures • Establish a qualified supplier list to evaluate suppliers’ quality, business performance,
resolution of logistics incidents;
trends in future supply and demand, open resource-sharing channels, and prepare inventory as needed. Organize material
categories, establish a supplier resource pool, ensure the stability of the core business supply chain, and maintain continuity
of delivery. Develop high-quality small and medium-sized suppliers, with regular inspections and follow-ups.
• The Company has detailed regulations for operational processes including procure-
ment planning preparation, purchase requests, selection of procurement methods,
request for quotations, purchase pricing, procurement contracts, incoming inspec-
tion, procurement payment, and procurement reconciliation, using standardized
Improper relationships or commercial bribery between procurement personnel and Increased
suppliers may lead to risks such as substandard goods or high-price procurement, costs and re- Medium Large
Long- Upstream Risk Management processes to reduce procurement risk.
term Operations
increasing procurement costs and harming the Company’s interests. duced profits
• Establish a supplier elimination mechanism to conduct real-time management,
assessment and evaluation of the quality, price and timeliness of delivery of materi-
Procurement
als or services provided by suppliers. Unqualified suppliers are eliminated based on
Compliance
Risk assessment results to reduce procurement risks.
Measures 2. Sign the Integrity Agreement and establish an integrity mechanism to constrain commercial behavior of both parties;
Metrics and Targets
Supplier Management Objectives
Financial Impli- Likelihood of Impact Impact Impact on
Opportunity Type Description
cations Occurrence Magnitude Duration Value Chain Supplier KPI Business KPI
First-time pass rate above 97% Timely price verification rate above 95%
The Company leverages digital and intelligent technologies to achieve full-process
tracking from raw material procurement and manufacturing to logistics delivery, opti- Cost reduc- Long- All of the above KPIs were achieved in 2025
High Medium Upstream
mizing inventory and reducing production costs, thereby increasing market competi- tion term
tiveness.
Total Number of Suppliers Number of Domestic Suppliers Number of Overseas Suppliers
Digital Trans-
formation of
the Supply
Chain
Measures
Environmental, Social, and Governance (ESG) Report
Highlight Measures Equal Treatment to Small and Medium-sized Enterprises
Whole-life-cycle management of suppliers The Company adheres to equal treatment to small and medium-sized enterprises in its supplier management, upholding
the principles of fairness and justice throughout the entire process from onboarding, procurement, to cooperation eval-
uation. As of the end of the reporting period, the Company’s accounts payable (including notes payable) balance did not
exceed RMB 6.0 billion, accounting for no more than 50% of its total assets.
Supplier
New suppliers scoring 70 points or above are entered into the “Qualified Supplier List” and inspected for equipment and
Onboarding sample evaluation.
Delivering Excellent Products and Services
Supplier Establish a supplier review team to conduct supplier ratings at least once per year. Suppliers are evaluated across four dimen- Governance
sions: quality, delivery time, business performance, and service attitude. Based on evaluation results, suppliers are classified
Evaluation into five grades: A, B, C, D, and E. The Supply Management Center updates the “Qualified Supplier List” and “New Supplier
List” monthly.
Management System
The Company has formulated systems such as the Management System of the Quality Management Department, adher-
Based on the rating results, the Supply Management Center implements risk control measures for suppliers.
Grade A: Excellent suppliers will receive priority in payment, orders, inspection, and material procurement; ing to the principles of scientific management, quality first, customer foremost, and integrity in business, and we have
Supplier Grade B: Good suppliers; built a quality management organizational structure. The Quality Control Center is responsible for establishing, maintain-
Grade C: Qualified suppliers will receive necessary guidance from the Quality Control Center and Supply Management Center;
Categorization Grade D: Suppliers required to make corrective actions will be guided by the Quality Control Center and Supply Management
ing, and optimizing the quality control system. Its subordinate Quality Management Department supervises, controls, and
Center. Suppliers that fail to reach Grade C within three consecutive months may be downgraded to Grade E. improves product quality.
Grade E: Non-compliant suppliers may have their supplier qualification revoked, and all procurement activities may be sus-
pended.
At the same time, the Company fully implements the Total Quality Management (TQM) model, combined with the Plan,
Do, Check, Act(PDCA) management method, building a quality risk control system for the entire product lifecycle. Product
Supplier Suppliers that fail to meet quality requirements for three consecutive months are generally removed from the “Qualified quality control standards and specifications are clarified and detailed, aiming to improve product pass rates, achieve con-
Exit
Supplier List.” If a supplier is to be reintroduced, it can only be re-added after six months and must follow the new supplier tinuous quality improvement, and ensure products meet standards and customer requirements.
onboarding process.
Quality Control Center
Supply Chain ESG Management
Shenzhen Quality Management Department Changzhou Quality Management Department
To build a sustainable supply chain system, S.C extends ESG management requirements to supply chain management,
engaging with suppliers on business ethics, occupational health and safety, and environmental protection, working to-
gether to deepen sustainable development practices.
Quality Control Center Organizational Structure
Environmental Protection, Occupational Health, and Safety:The Company has formulated the Environmental Protection
and Safety Commitment , clearly requiring suppliers to strictly comply with environmental, occupational health, and safety
laws, regulations, and company management requirements during operations. At the same time, the Company investi- Quality Certification
gates whether suppliers hold certifications such as ISO 14001 (Environmental Management System), ISO 45001 (Occu-
pational Health and Safety Management System), and QC080000 (Hazardous Substance Process Management System),
ISO 9001 Quality Management System Certification
which serve as important references for supplier evaluation.
The Company actively promotes multiple management system certifications and conducts regular supervision and audits
of the existing quality management system to enhance product quality, strengthen quality awareness among all employ-
Integrity and Compliance: The Company continuously improves the supplier integrity management system. By signing
ees, and improve the Company’s overall quality management capabilities, further enhancing the Company’s comprehen-
the Integrity Agreement with suppliers, compliance requirements are clarified, and procurement integrity training is con-
sive competitiveness in markets.
ducted to enhance self-discipline awareness among personnel of both parties. Additionally, the Company provides online
and offline reporting channels to ensure fairness, transparency, and compliance in commercial activities.
Quality Requirements:The Company attaches great importance to the delivery quality of the supply chain and has es- Key Performance
tablished a clear quality management mechanism. By signing the Quality and Confidentiality Agreement and the Procure-
ment Framework Agreement with suppliers, the Company defines the standards for materials delivered by suppliers. At
During the reporting period, the Company and its two subsidiaries obtained ISO 9001 Quality Management System certification.
the supplier onboarding and regular review stages, suppliers are scored on whether they have established an ISO 9001
Quality Management System, ensuring stability of procured materials and services from the source.
Environmental, Social, and Governance (ESG) Report
Strategy
The Company strictly follows product quality-related laws, regulations, and standards, and, in combination with its busi-
ness conditions, identifies and analyzes all factors affecting product quality from multiple dimensions including potential
impacts, risk challenges, and development opportunities. This ensures strict control of product quality, with the goal of
maintaining high standards for every product and continuously enhancing the Company’s market competitiveness and
industry position.
Financial Implica- Likelihood of Impact Impact Impact on
Risk Type Description
tions Occurrence Magnitude Duration Value Chain
Quality Management System Certificate
Decrease in
Product quality defects may lead to order loss and contract disputes, increasing income
Long-
CE Certification after-sales costs, damaging the Company’s reputation, causing a decline in mar- Cost increase Low Large
term
Operations
ket share, and weakening its market competitiveness. Company Repu-
tation Risk
To meet product safety access requirements in various countries and regions, eliminate trade barriers, simplify customs Product Qual-
ity Risk
clearance, and ensure that products comply with relevant safety and technical standards, A total of 41 models—including
the Company’s Horizontal PECVD, Horizontal Diffusion/Oxidation/Annealing Equipment, Horizontal Atomic Layer Deposi- 1. Improve the full-process quality risk management system, continuously optimize product lifecycle management, and
strictly control each production stage to ensure products meet quality standards at delivery;
tion Equipment (AlOx), and Physical Vapor Deposition Equipment(PVD)—have obtained CE certification. Measures
understand customer opinions and suggestions on products and services, and optimize products and services.
Financial Implica- Likelihood of Impact Impact Impact on
Opportunity Type Description
tions Occurrence Magnitude Duration Value Chain
High-precision and stable equipment must meet the demands of high-efficiency
Increase in reve- Long-
solar cell technologies. Delivering high-quality equipment can reduce downtime High Large Operations
nue term
for maintenance and improve product utilization.
Technology
Iteration
Opportunities
Measures 2. Implement the Total Quality Management (TQM) to optimize production processes and improve process precision,
comprehensively enhancing product quality.
CE Certificate
EAC Certification ETL Certification
The Customs Union CU-TR certificate (also known as EAC ETL certification mark is a recognized safety certification,
certificate) is a certificateof conformity that products meet representing compliance with relevant mandatory safe-
Impact, Risk, and Opportunity Management
the technical regulations of the Customs Union. The Com- ty standards. During the reporting period, 32 models—
pany actively promotes international conformity certifica- including the Company’s PECVD, Diffusion Furnace, and To effectively respond to product quality risks and seize related opportunities, the Company strictly follows the ISO 9001
tion. Its PVD and IPA-free Alkaline Solar Cell Wet-process- Mono-crytalline Batch Texturing Equipment—obtained Quality Management System and has established standardized processes for material warehousing and finished product
ing Equipment have obtained EAC certification, laying a ETL certification. delivery. At the same time, the Company clearly defines the responsibilities of all positions in the Quality Management
solid compliance foundation for market expansion. Department, ensuring that control requirements are implemented and striving to comprehensively reduce product quality
risks.
Risk Identification Risk Analysis Risk Monitoring Risk Management
Quality risk-related internal Qualitative and quantita- Raw materials and finished Assessment standards for
and external information tive methods are used to products are inspected all quality inspection posi-
is regularly collected to evaluate the likelihood of according to relevant in- tions are established, and
identify risks in raw mate- risk occurrence, analyzing spection procedures. Quality inspection processes are
rials, product quality, and risks in incoming material, issues are analyzed, preven- strictly enforced. Customer
customer feedback. production, finished prod- tive measures are formulat- feedback mechanisms are
uct quality, and customer ed, and product quality is improved, and quality issues
complaints. fully monitored. reported by customers are
investigated, corrected, and
verified for effectiveness.
EAC Certificate of Coating Equipment ETL Certificate
Environmental, Social, and Governance (ESG) Report
Metrics and Targets Lean Management
The Company has introduced lean production management concepts. By implementing lean management, operational
S.C consistently upholds the core values of “Customer Satisfaction, Continuous Innovation, Pursuit of Excellence.” By op-
efficiency is improved, production cycles are shortened, capacity bottlenecks are overcome, and product quality is en-
timizing product management processes and improving product quality, the Company is committed to providing custom-
hanced.
ers with high-quality, reliable products and services.
The Company builds a lean operations system by establishing a professional lean promotion organization, improving lean
improvement mechanisms, optimizing existing work models, establishing logistics and distribution systems, and promot-
Customer Satisfaction Product Pass Rate at Delivery
ing standardized operations, achieving operational performance enhancement and high-quality development.
Achieved Achieved
Above 90points 100%
Providing Strong Support for Future Factory Expansion Standardization and Process Optimization in Lean
Management
Develop multi-skilled workers and lean talent, and stan- Apply lean improvement tools to optimize internal man-
dardize equipment management to support future factory agement and operational processes, achieving process
construction. standardization and operational efficiency.
Product Pass Rate Number of Annual Quality Internal Number of Third-Party Inspections
Key Metrics Audits Conducted
able Improvement
Promoting High-Quality Economic Development of
the Company
Use quantifiable evaluation indicators and management Explore a lean management system suitable for S.C to
maturity assessments to identify shortcomings and carry enhance the Company’s market competitiveness.
out targeted improvement activities.
Product Quality Management
Whole-Life-Cycle Management of Products Enhancing Customer Experience
The Company always regards product quality as a core competitive advantage and has formulated management systems
such as the Factory Acceptance Testing (FAT) Process and the Incoming Material Acceptance and Warehousing Process . Protecting the rights and interests of customers
At the receiving stage, all relevant process standards are strictly enforced, and incoming materials are inspected prior to
warehousing. At the FAT stage, all products are commissioned, tested, and inspected according to standards to ensure
The Company always adheres to a customer-centric approach, building a comprehensive and systematic service system.
quality compliance, achieving full-process management from material procurement to finished product delivery.
Management systems such as the On-Site Customer Exception Management Standard and the After-Sales Exception
Handling Process have been established, along with a four-level exception response mechanism, ensuring rapid and
professional responses to equipment anomalies, maintenance, and technology upgrade needs. At the same time, the
Finished Product Full Inspec-
Incoming Material Inspection
tion
Market Quality Tracking Company integrates customer privacy protection throughout the service process, providing efficient service while safe-
Inspect incoming materials Inspect workshop-submitted Classify quality issues based
guarding customer data security and privacy, aiming to create a professional, efficient, and secure service ecosystem for
according to the Incoming finished products according on customer feedback (e.g., customers.
Material Inspection Procedure to finished product inspection design defects, transporta-
and the Incoming Material procedures and standards. tion damage) and drive the
Production Process Final Inspection
Inspection Standards , and responsible departments to
complete inspection reports;
Inspection
implement corrective actions . Customer Service Training
properly handle any material Conduct full or sampling in-
abnormalities. Monitor the entire produc-
spections of products before
tion process according to
delivery.
The Company is committed to delivering high-quality service and regularly conducts specialized customer rights and in-
inspection plans, identify
and record quality status at terests training for employees in business-related positions. During training, typical service cases are reviewed, and prac-
the production site, and fill tical service experiences are shared to help employees deepen their understanding of customer rights and interests pro-
inspection reports; promptly
handle quality issues during tection and strengthen service capabilities. A training effectiveness tracking mechanism is also established to ensure that
production.
training outcomes are applied, better protecting customer rights and interests as well as improving customer satisfaction.
Quality Control Process
Key Performance
Production Equipment Management
During the reporting period, the Company conducted 655
customer training sessions, totaling 815 hours, with 3,491 participants.
To continuously improve production equipment management, the Company has formulated rules such as the Tool Man-
agement Regulations and the Maintenance and Installation Management Regulations , standardizing the storage, issu-
ance, return, and disposal of production tools, ensuring stable equipment operation, and supporting improvements in Responsible Marketing
production efficiency and product quality.
The Company strictly complies with laws and regulations including the Anti-Unfair Competition Law of the People’s Re-
Quality Digital Intelligence Platform public of China and has established regulations such as the Anti-Unfair Competition Compliance System and the Control
Procedures for Product Labeling and Traceability to comprehensively standardize product marketing activities. At the
The Company has established the Quality Management System (QMS) that integrates full-process quality data collection same time, the Company strictly manages information released through all promotion and marketing channels, ensur-
requirements across production, inspection and procurement, and other processes. By leveraging intelligent and digital ing that all content is accurate andcompliant, and assumes primary responsibility for the authenticity of the published
technologies, the System achieves precise data acquisition and efficient analysis of incoming material inspection, produc- content. This ensures that the Company complies with the requirements of national laws and regulations in all aspects of
tion process quality control, and finished product testing, supporting product quality improvement. marketing and customer service, establishing a corporate image of integrity.
Environmental, Social, and Governance (ESG) Report
Customer Satisfaction
Key Performance
To understand customer needs and expectations, the Company has established the Customer Satisfaction Survey Man-
During the reporting period, the Company successfully obtained ISO 27001 Information Security Management System certification. No information security incidents oc-
agement Procedure . At the end of each year, the Marketing Center distributes satisfaction survey forms to customers
curred during this period.
via fax, electronic documents, or mail. Surveys cover product technology, delivery time, product quality, service attitude,
and complaint handling timeliness. The Company summarizes and analyzes the customer satisfaction data and develops
corresponding improvement plans to enhance product quality and optimizeservice, providing a solid foundation for the
Company’s high-quality development.
Regular Security Governance
Key Performance
Information Security Prevention and Control
During the reporting period, customer satisfaction reached 95 points, with 74 customers surveyed.
The Company has built a multi-layered information security protection system. Strict data access control is implemented,
and key operational data and R&D technical materials are encrypted to systematically prevent risks of data leakage, tam-
Handling of Customer Complaints pering, and loss, ensuring the confidentiality, integrity, and availability of company data assets. In addition, the Company
regularly performs virus scanning, system inspections, and vulnerability detection, conducts security audits on network
boundaries and core business nodes, and properly protects and backs up audit records, forming a defense-in-depth ca-
To systematically manage customer feedback, the Company has established the Customer Complaint Control Proce-
pability.
dures to standardize the complaint handling process. The Marketing Center is responsible for receiving, recording, and
escalating complaints to relevant departments, which coordinate with Marketing to conduct investigations. Responsible
departments such as the Quality Management Department and the Engineering Department must implement effectively Digital Transformation
corrective actions based on investigation results. All complaints and handling results are recorded in the customer com-
plaint archive, and with follow-up visits conducted to monitor the effectiveness of the resolution, ensuring that customer The Company actively promotes digital transformation. By deploying information systems such as System Applications
concerns are properly addressed. and Products (SAP), Customer Relationship Management(CRM), Supplier Relationship Management(SRM), and Office
Automation(OA), the Company achieves full-process digital management from customer orders and production planning
to product delivery. By leveraging the CRM system to connect data flows between R&D and after-sales service, the Com-
Key Performance
pany has significantly improved the accuracy and efficiency of material management and component upgrades, thereby
Number of Customer Complaints 0 , Number of Customer Complaints Resolved 0 continuously optimizing product quality, reducing production costs, and minimizing Excess & Obsolete (E&O) inventory.
Number of Customer Complaint Response Assessments 0, Pass Rate of Customer Complaint Response Assessments 100 %
During the digital transformation process, the Company simultaneously practices a green and low-carbon operational
Note: During the warranty period, company engineers provide on-site service at customer locations. Any anomalies are immediately addressed on-site, prevent-
philosophy. Through measures such as adopting energy-efficient equipment and promoting desktop cloud and virtual-
ing customer complaints. ization technologies, the Company effectively reduces energy consumption and carbon emissions, achieving coordinated
improvements in operational efficiency and environmental friendliness.
Properly Protecting Information Security Emergency Incident Management
Information Security Management
To effectively respond to IT emergencies, the Company’s IT Department has established a robust backup mechanism.
Scheduled backups are set up for core business systems and critical device configuration files in the data center. Network
To systematically standardize information management and enhance information administrators conduct daily checks and maintenance of these backup tasks to ensure successful data backups.
security protection, the Company has established and implemented a series of
regulations, including the Computer System Management System , the Information
Security Management Measures , the Data Asset Security and Confidentiality Reg- In addition, the Company conducts recovery tests quarterly or semi-annually based on backup strategies. The tests cover
ulations , and the Information System Risk Management System . The regulations file-level recovery, system-level recovery, and disaster recovery, continuously optimizing the backup and recovery system
stipulate that the IT Department is responsible for coordinating and managing the to ensure rapid data and service restoration in emergencies.
Company’s information security, ensuring the stable operation and secure control
of the network environment and all information systems.
VMware Virtual Machine Restoration Drill
The IT Department has a dedicated position for Information Network Security En- On March 25, 2025, the Company organized a practical backup and recovery drill for VMware virtual machines. The
gineer, regularly conducting company-wide information system risk assessments. drill strictly followed the official Veeam recovery guide and successfully completed the restoration of three virtual
Based on the assessment results, targeted protective measures are implemented, Information Security
Management System Cer- machines, effectively verifying the reliability of the backup system and enhancing the Company’s emergency opera-
weaknesses in management processes are continuously improved, and potential tional capability for data system recovery.
risks such as data leaks or virus infections are effectively reduced. tificate
Growing Together to
Build a Better Future
Protection of Employees’ Rights and Interests 67
Employee Democratic Development 72
Promoting Employee Growth 74
Occupational Health and Safety 76
Giving Back to Society through Concrete Actions 82
Environmental, Social, and Governance (ESG) Report
Protection of Employees’ Rights and Interests Protection of the Rights and Interests of Female Employees
The Company emphasizes protection
Provide Diverse and Equitable Employment of female employees’ rights, strictly
complying with laws including the
Law of the People’s Republic of Chi-
Talent Recruitment Management na on the Protection of the Rights
and Interests of Women. Statutory
The Company fully implements the requirements of laws including the Labor Law of the People ’s Republic of China and holidays, such as maternity and nurs-
the Employment Promotion Law of the People ’s Republic of China . Internal regulations such as the Employee Recruitment ing leave, is fully implemented, en-
Management System , the Compensation Management System , and the Employee Resignation Management Regulations suring female employees enjoy equal
clearly define recruitment procedures from application to offer issuance, gradually improving the human resources man- rights in compensation, promotions,
agement system. allowances, and benefits, fostering a
fair, open, and inclusive environment
for protecting female rights.
In addition, the Company formulates plans for various human resources modules based on operational direction, goals,
and priorities, forming an annual HR plan, diversifying recruitment channels, and actively engaging in talent acquisition.
The Company attracts and selects talent through a combination of a combination of online and offline channels, includ- In addition, the Company has estab-
ing online recruitment websites, the corporate website, WeChat official account, job fairs, and briefing sessions. During lished independent nursery rooms,
the reporting period, the Company organized 123 briefing sessions and 122 job fairs. equipped with desks, chairs, and
power outlets, providing a private
and independent space for female
employees during pregnancy and
Key Performance lactation. The tea room outside the
During the reporting period,
nursery room is equipped with a
refrigerator, microwave, washbasin,
cruitment. The employee labor contract signing rate was 100%.
potable water, and purified water, as
well as a four-person bar counter,
offering convenient supporting facili-
ties for employees. International Women's Day Activities
Diversity, Equality, and Inclusion
Equality and Diversity
The Company is committed to building an inclusive and diverse work environment, always adhering to principles of fair- Key Metrics
ness. Recruitment, promotion, compensation, and benefits are free from discrimination based on ethnicity, origin, gender,
age, religion, or any other factor. The Company strictly prohibits child labor and any form of forced labor, providing equal Number of Female in Management Proportion of Female in Management
development opportunities, fostering a fair and inclusive workplace, and cultivating a diverse corporate culture.
persons %
Key Performance
In 2025, the Company recorded zero incidents of labor discrimination, child labor, forced labor or harassment.
Key Metrics（Unit:person) Total Number of Employees 3,877
By Gender By Age By Academic Qualification By Function
Employee Compensation and Benefits
Female 644 Under 30 (exclusive) Years Old1,458 Bachelor’s Degree or Above231 Production1,414
Compensation System
Male3,233 30 to 40 Years Old (Inclusive of 30, Exclusive of 40)1,712 Bachelor’s Degree1,165 Sales77
The Company has established the Compensation Management System, strictly adhering to the principles of strategic
orientation, position-based pay, performance and capability-based compensation, and pay adjustments upon position
Administration221
changes. It defines job levels, ranks, and responsibilities, builds multi-dimensional career paths, and sets compensation
Engineering955
Environmental, Social, and Governance (ESG) Report
and benefits standards aligned with job levels and ranks. In designing the compensation system, the Company bench-
marks against industry and regional salary levels, ensuring employee pay is reasonable. Also, salary levels are dynamically Key Performance
adjusted annually based on the latest industry and regional compensation benchmarks, continuously maintaining market
competitiveness of its salaries. For production line positions, the Company implements incentives such as work-hour per-
formance rewards and contracted pay, effectively stimulating employee initiative and enthusiasm, promoting a positive During the reporting period, 100% of employees underwent regular performance and career development assessments.
linkage between employee performance and company development.
Performance Appeals and Feedback
S.C Compensation Structure
The Company pays a base salary and provides position salary and allowances The Company has formulated the Performance Assessment Management System , which clarifies employee channels for
based on position evaluation. Allowances include non-compete allowance,
Base Salary + Position Salary appeals and feedback, safeguarding fairness and transparency in performance management. In daily work, supervisors
confidentiality allowance, transportation allowance, and communication allow-
ance. are encouraged to provide timely constructive feedback, followed by formal discussions after regular evaluations. If an
employee has a significant objection to the final written evaluation, they may submit a formal appeal in writing to the
Group’s Administrative Center or the subsidiary’s Human Resources Department within five working days, explaining the
Employees are evaluated monthly based on workload, work quality, and work reasons and providing supporting evidence. The Group’s Administrative Center or the subsidiary’s Human Resources
Position Performance efficiency by their respective departments. Department will coordinate with relevant departments to conduct an impartial and confidential investigation and review
within a specified period and provide the employee with final feedback and reasoning. The entire process adheres to
principles of objectivity, issue-based evaluation, confidentiality, and non-retaliation, ensuring employees’ legitimate rights
Allowances are granted to employees appointed to management positions by
and promoting continuous optimization of performance management.
the Company. Appointments are renewed annually. If appointed, the allowance
Position Allowances is granted; if not appointed or the position is removed, the allowance is can-
celed. If holding multiple posts, the employee is entitled to the higher allow-
ance. Employee Benefits
For certain employees, variable bonuses are determined by management needs The Company has also established the Employee Continuing Education System , the Employee Welfare System , and the
Performance Bonuses and individual performance, paid monthly in advance and settled annually. Welfare Management Regulations , building an employee benefits system covering life, health protection, and career de-
velopment, supporting employees in clothing, food, housing, transportation, health, and learning.
In practice, the Company provides employee dormitories or housing subsidies, assists in applying for affordable housing,
Overtime Pay Overtime pay is calculated according to the Labor Law.
and offers meal allowances, birthday benefits, regular check-ups, high-temperature subsidies, and green commuting
support. For special groups, the Company strictly complies with laws and regulations and establishes dedicated manage-
ment systems to provide targeted support and assistance to interns, rehired personnel, employees in need, and employ-
ees with disabilities. During the Reporting Period, we achieved a 100% social insurance coverage.
Allowances include meal subsidies, housing subsidies, attendance bonuses,
Other Allowances high-temperature subsidies, and others.
Additionally, the Company conducts systematic surveys of employee needs as needed, fully meeting customized benefit
packages across different age groups and personal interests, effectively improving employee satisfaction and promoting
the deep integration of corporate values and culture.
Performance Assessment
Social Benefits Career Development Support Special Welfare
The Company has established a comprehensive assessment system covering all levels. Assessment cycles are scientifically
Social insurance Employee continuing education Annual check-ups
set according to job types and position levels: senior management and specific talents are primarily evaluated quarterly
and annually, while other positions focus on monthly and annual evaluations, ensuring effective linkage between short- Housing fund MBA programs Commercial insurance
term goals and long-term development.
Annual leave Vocational skills training Mutual aid fund
In designing the performance system, the Company considers the characteristics of different positions, building differen- High-temperature subsidies Meal subsidies
tiated frameworks including project performance, engineering performance, work-hour performance, R&D performance, Statutory holidays Housing subsidies
and year-end performance. Performance assessments are work-result oriented, while also evaluating key factors such as
individual competencies, future development potential, and personal conduct.
To ensure fairness, the Company adopts a combined KPI + OKR evaluation model for monthly performance reviews, while
Employee Benefits
annual assessments use a 271-point grading system. Standardized processes for performance appeals, performance
discussions, and performance coaching are also inplace to continuously optimize the assessment mechanism and ensure
afair and systematic process.
Environmental, Social, and Governance (ESG) Report
Equity Incentive
Employee Democratic Development
To further establish and improve the Company’s long-term incentive mechanism, attract and retain outstanding talent,
fully mobilize the enthusiasm of company employees, and effectively align the interests of shareholders, the Company,
Democratic Mangagement
and employees, ensuring all parties jointly focus on the Company’s long-term development, the Company has imple-
mented restricted stock incentive plans in 2023, covering core technical and business personnel employed by the Com-
pany. During the reporting period, under the Company’s 2023 Restricted Stock Incentive Plan, a total of 578,420 restricted The Company has established a Trade Union and actively
shares vested to 344 Participants in the second vesting period. promotes democratic management. It strictly implements
Key Performance
mechanisms such as the Staff and Workers’ Congress,
factory affairs disclosure, collective consultations and
collective contracts, tripartite consultation mechanism During the reporting period, the Company
Care for Employee Life on labor relations, and labor dispute mediation, ensuring held one the Staff and Workers’ Congress,
employees’ rights to information, participation, and su-
pervision.
approving 22 project proposals.
Employee Activities
The Company actively explores multi-level the Staff and
The Company actively builds employee clubs and associations, establishing internship support groups, a photography
Worker’s Congress systems, extending democratic management across all levels and departments. Through diverse com-
association, a badminton association, a basketball association, and an internal trainer team, providing employees with
munication channels such as suggestion boxes, regular forums, and Trade Union communication days, the Company fur-
rich platforms for interaction and activities. Through diverse club activities, the Company effectively enhances employee
ther diversify the channels for employees’ participation in corporate governance, effectively building a bridge for positive
interaction and emotional connection, strengthens the sense of belonging between employees and the company, fosters
interaction between the Company and employees.
team cohesion, and improves overall team competitiveness.
Tripartite Labor Consulta- Labor Dispute Mediation
tion on Labor Relations
Factory Affairs Dis-
Collective Consultation closure Collective Contract System
Staff and Workers’ Congress
Employee Support
Employee Participation in Corporate Management
The Company always adheres to the philosophy of “People-oriented, Harmonious Development,” regarding employees as
its most valuable asset. To enhance employees’ sense of gain and belonging, the Company has built a multi-level support
system covering the entire career lifecycle of employees. In terms of life protection, the Company legally contributes to
social insurance for employees and has established an “Employee Mutual Aid Fund” to provide timely financial assistance Diverse Communication Channels
and psychological support to employees and their families in cases of major illness, accidents, or family emergencies.
Employee Care The Company has established a diversified communication mechanism, ensuring employees’ requests and suggestions
are conveyed accurately and promptly to management, thereby enhancing employees’ sense of corporate identity and
belonging. At the same time, the Company has established clear and accessible employee complaint channels. Employees
The Company adheres to a people-oriented approach, establishing a “Wellness Station”, psychological counseling room.
may submit complaints or suggestions regarding human rights, work environment, safety, and related issues according to
Senior psychological experts are periodically invited to conduct mental health lectures, disseminate mental health knowl-
regulations, fully safeguarding their legal rights and interests.
edge, assist employees in addressing psychological issues, and protect employees’ mental well-being.
Formal Communication Channels Informal Communication Channels
Departments regularly organize meetings to ensure em- The Company uses internal OA systems, emails, WeCom
ployees receive timely and accurate information on cor- accounts, and forums, allowing employees to access
porate operations, company updates, and industry trends, company updates anytime, communicate online with col-
while also providing employees opportunities to present leagues, and give feedback to management.
Psychological Lectures Wellness Station personal suggestions and opinions.
Environmental, Social, and Governance (ESG) Report
Employee Complaint and Reporting Procedures Promoting Employee Growth
Establishing Career Development Paths
Reporting to Direct Supervisor When encountering problems or dissatisfaction, employees may first report to
their direct supervisor to seek a resolution.
Promotion Channel
Complaint to the Human Re- If the direct supervisor cannot resolve the issue or the employee is dissatisfied
with the results, a complaint may be submitted to the Human Resources De-
sources Department partment. The Company has formulated the Career Planning Management Measures to provide all employees with a fair and just
career development platform. The Company offers five career development channels: management, technical, skilled
The Company’s Trade Union has established a Labor Dispute Mediation Com- worker, marketing, and admin&affairs, with clear job classification standards. It has also established five flexible career
Labor Dispute Mediation
mittee, responsible for handling employee complaints and disputes. Employees development mechanisms: vertical, horizontal, dual, multi-path, and networked. Employee career paths are planned ac-
Committee may submit complaints to the Committee and receive mediation. cording to individual interests and the Company’s strategic needs, meeting the Company’s talent pool requirements at
all levels for sustainable development while significantly enhancing the professional skills and overall quality of the work-
Employees may also report directly to the management through internal OA force across all levels.
Internal Complaint Channels systems or email.
Director, Deputy Gen- Vice President of Technology Senior Technician Vice President of Sales
eral Manager
Employee Satisfaction Survey Technical Director Intermediate Technician
Assistant General Manager Sales Manager
The Company conducts employee satisfaction surveys covering office environment, meal management, accommodation, Manager, Technical Supervisor Junior Technician
compensation and benefits, salary structure, and leave policies, and implements systematic optimizations based on sur-
vey results.
Manager, Supervisor Senior Engineer Senior Worker Sales Supervisor
Key Performance
Engineer Intermediate Worker
During the reporting period, the Company conducted three employee satisfaction surveys, with employee satisfaction over Team Leader, Supervisor, Sales Specialist
Assistant Engineer Junior Worker
Labor Dispute Management Specialist Technician Apprentice Sales Assistant
In accordance with the Regulations on the Handling of Labor Disputes of Enterprises of the People’s Republic of China, Management Career Path Technical Career Path Skilled Worker Career Path Marketing Career Path
the Company has established the Working Rules of the Labor Dispute Mediation Committee and the Labor Dispute Me-
diation Committee is responsible for mediating various labor disputes and conflicts within the Company, inspecting and
urging the parties involved in the disputes to fulfill the mediation agreements, and promoting employee awareness of la-
The admin and affairs career path can develop toward management, technical, skilled worker, or
bor laws and regulations to prevent disputes. marketing tracks. Promotion methods, procedures, basic qualifications, and conditions should
be consistent with the respective job categories.
Career planning for management trainee or interns follows the reference framework of the five
main career paths.
Admin & Affairs Career Path Promotion Pathways
Internal Transfers
The Company has established standardized policies for internal transfer and internal competitive selection to support
reasonable talent mobility and career development. Internal transfers are facilitated through employee applications or
departmental recommendations, helping employees match roles with their abilities and strengths. This approach en-
hances role fit and work efficiency while broadening career growth opportunities. For internal competitive selection, the
Company has established a professional evaluation committee to comprehensively assess candidates and determine final
appointments, ensuring a fair, transparent, and role-appropriate selection process.
Environmental, Social, and Governance (ESG) Report
Employee Training and Development Internal trainers
The Company has established a mature internal trainer management system and formed a well-structured internal trainer
Training System Construction team, currently comprising over ten internal trainers. Trainers are classified into four levels—Knowledge Sharer, Junior, In-
termediate, or Senior—based on their professional capabilities, teaching skills, courseware development skills, feedback,
The Company prioritizes talent development and always regards talent as the core driving force for sustainable growth, teaching methods, and teaching hours, establish a standardized development system for internal trainers.
striving to provide employees with continuous learning and development opportunities. The Company has formulated the
Employee Training Management System and the Internal Trainer Management System . Through internal training, mentor- To motivate trainers, the Company selects and recognizes outstanding trainers annually on Teacher’s Day, based on their
ship programs, and external courses, employees are supported in continuously improving professional skills and overall teaching hours, courseware quality, and course evaluations. The Company also emphasizes continuous development of
competencies. trainers, conducting annual promotion assessments to enhance professional competence.
To better meet core business needs such as R&D, the Company continuously optimizes the training management system
and course offerings, adding specialized training on product components and design safety, electrical technology and
practical operation, vacuum product knowledge, and inviting university professors to provide instruction, achieving a
Occupational Health and Safety
deep integration of theoretical knowledge and practical application.
Governance
The Company also strengthens training evaluation mechanisms by adding training observers and project outcome re-
porting in specialized courses, promoting the training system’s standardization, refinement, and effectiveness. The Company strictly adheres to the Law of the People’s Republic of
China on Prevention and Control of Occupational Diseases , the Work
Safety Law of the People’s Republic of China , and other relevant laws
In 2025, the Company conducted 290 training sessions for employees, with 8,800 participants, totaling 870 training hours. and regulations, implementing an occupational health and safety policy
of “people-oriented, caring for employees, adhering to laws and regu-
lations, and ensuring safety”. The Company has formulated the Environ-
mental, Occupational Health and Safety Management Manual and the
Occupational Health Management System , fully implementing standard-
Talent Cultivation
ized work safety management to protect employees.
Establish a Tiered Talent Cultivation System Based on Company Strategy
To improve work safety management and enhance accident prevention Occupational Health and Safety Man-
and response capabilities, the Company has established the Work Safe- agement System Certification
Category Course System Classic Projects
ty Committee, consisting of a director, deputy director, and members,
Current Middle Management Training – Professional Manager Training Corporate Mentor System
which serves as the Company’s work safety management body. The Work Safety Committee has three core responsibil-
Leadership Training
ities: accurately identifying work safety risks and hazards and developing targeted measures; leading the investigations
Current Frontline Management Training – Team Leader Training, Project Management Training Professional Skills Certification
and analyses of major safety incidents; and supervising the implementation of corrective measures for safety hazards
throughout the process.
Photovoltaic Product Semiconductor Product
Vacuum Knowledge Laser Knowledge
Knowledge Knowledge Talent Pool Training System
As of the end of the reporting period, the Company and Changzhou S.C have obtained ISO 45001 Occupational Health
Design Standards and Equipment Assembly and
Safety
PLC Programming
Debugging
Product Selection and Safety Management System certification.
Vacuum Training System
Production Processing
PLM Operation Machine Inspection Software Design
Professional Skills Workflow
Training Key Performance
Industry-leading Quality Standards and Equipment Production Photovoltaic Industry
PH750 Training System During the reporting period, the Company did not experience any major work safety incidents.
Technology and Theory Management Systems Processes Chain and Sector Analysis
General Basic Training (Workplace Communication, Problem-Solving Methods, Office Software,
Project Management
Training System Implementation of the Work Safety Responsibility System
AI Applications in Office)
New Employee Pre-job Training To implement higher-level requirements on work safety responsibilities and further improve the safety responsibility sys-
New Employee Industrial Robot tem, the Company requires all employees to sign the Work Safety Responsibility Statement , effectively enforcing primary
Training Training System
Pre-job Training for Social Recruitment
Campus Recruitment for New Employees: responsibility for safety, ensuring safety measures are properly executed, and preventing and reducing work safety inci-
Full-Time Pre-Job Training + Practical Training
dents.
Talent Development = Training System + Course System + Assessment System + Implementation of Outcomes
Key Performance
Training System During the reporting period, 100% of the Company’s employees at the Shenzhen base signed the Work Safety Responsibility Statement.
Environmental, Social, and Governance (ESG) Report
Training of Professional Skills Impact, Risk, and Opportunity Management
The Company regularly conducts work safety education to enhance employees’ emergency response capabilities and
self-protection skills.
Management Process
Key Metrics The Company has established and operates the Hazard Source Management System , identifying and evaluating hazards
within the scope of the Company’s management system.
Number of Safety Training Sessions Total Training Hours
Number of Participants Employee Coverage
in Safety Training Rate in Safety Training
Strategy Regular inspections include Assess the severity and like- For identified hazards, the
daily inspection and compre- lihood of accidents to guide Company develops and im-
hensive periodic inspection, subsequent corrective actions. plements corrective measures,
Occupational health and Work safety are deeply integrated into the Company’s overall development strategy, constituting checking equipment safety and such as repairing equipment
an important part of its core strategy. Adhering to the work safety principle of “Safety first, Prevention-oriented, Com- operational compliance. Poten- or modifying work processes,
prehensive Management,” the Company regards occupational health and safety as the cornerstone of sustainable devel- tial safety and health hazards and verifies the effectiveness
opment. While pursuing economic benefit, the Company never compromises employee health and safety, protecting the are promptly identified, such as of these measures to ensure
chemical leakage risks or ma- hazards are eliminated and ac-
safety and health of all employees in the workplace.
chine malfunction risks. cident risks are reduced.
Likelihood The Company continuously im-
Impact Impact Impact on
Risk Type Risk Description Financial Implications of Occur-
Magnitude Duration Value Chain proves the occupational health
rence
and work safety management
If employees fail to understand or implement work safety regulations, the Revenue loss
system in response to internal
Company may face severe penalties, deadlines for rectification, or other Increased Medium Medium Long-term Operations and external changes, such as
Legal risks
measures, which could hinder daily operations. operating costs new regulations or technolo-
gies.
Measures The Company conducts regular occupational health and production training and strengthens the promotion of work safety.
Major work safety incidents or occupational disease outbreaks could dam-
age brand reputation, undermine market confidence, weaken financing and Decrease in
Medium Medium Long-term Operations
expansion capabilities, attract public concerns, and result in customer loss income
Reputation
or contract termination. Safety Hazard Inspection
risks
Measures 2.Conduct regular occupational health check-ups and emphasize occupational disease hazard prevention.
tation of worksafety risk classification
Major safety or occupational health incidents may result in forced shut Increase in control, formulates the Hazard Inspection
down by regulatory authorities, high operational costs from liquidated operating Medium Medium Short-term Operations
damages and work injury compensation. Facing Fines and Management System , conducts reg-
Operating
Risks ular safety inspections to identify poten-
tial hazards, and refines control measures
Measures
rectification management system is
strictly enforced to ensure all issues are
Opportunity
Opportunity Description Financial Implications
Likelihood of Impact Impact Impact on thoroughly addressed in order to effec-
Type Occurrence Magnitude Duration Value Chain
tively mitigate potential risks. During the
Medium
reporting period, the Company conduct-
Optimize management processes to improve the efficiency of occupational Reduced coordi-
Opportuni- health and safety management. nation costs
Medium Medium and long- Operations ed 365 safety hazard inspections, identi-
term
ties in Man- fied 259 hazards, completed rectification
agement
Efficiency 1.Implement smart safety management platforms for data monitoring and early warning. for 256 hazards, achieving a rectification
Measures
rate of 98.84%.
Environmental, Social, and Governance (ESG) Report
Emergency management Security Assurance Measures
The Company has established the Emergency Management Manual and the Emergency Response Procedures to ensure
employees can respond quickly, in an orderly manner, and effectively during emergencies, and to ensure timely control Chemical Management
and handling of emergencies to minimize casualties, property damage, and environmental pollution. The Company has
emergency preparedness and response measures in place for potential accidents and emergency incidents, and conducts The Company has formulated the Hazardous Chemical
investigations, corrective actions, and improvements for incidents that occur. Management System and established an emergency
rescue system, strictly managing the full lifecycle of haz-
Additionally, the Company has formulated the Emergency Response Plan Management System , establishing a tiered ardous chemicals, including transportation, loading and
emergency response management framework based on factors such as the severity of potential accidents and their unloading, storage, transfer, use, and disposal, ensuring
scope of impact, and developing specialized response plans for various types of potential incidents, conducting regular safe operations and preventing fires, explosions, poison-
drills to ensure rapid response and handling of emergencies. During the Reporting Period, the Company organized a total ing, and other accidents.
of 23 safety emergency drills.
Hazardous Chemical Safety Training
Safety Digital Platform
S.C’s Smart Safety Management Platform has realized real-time monitoring of safety data and multi-level early warning
functions. It enables round-the-clock monitoring of real-time data from 3 natural gas monitoring points in the Company’s
kitchen, 3 hazardous areas, 2 major hazard source devices, 512 monitoring points at headquarters, and 197 monitoring
points in the SaiGe Park. The Platform is also designed to integrate the large-screen interaction (PC) and mobile features,
constructing a full-process intelligent control system of “rapid response + real-time monitoring + early warning + emer-
Metrics and Targets gency response + system evaluation.” This enables integrated supervision of intelligent safety operations and effectively
reduces the risk of safety incidents.
During the reporting period, the Company announced its safety production policy and targets for 2025, implementing all
safety measures guided by these objectives, and continuously improving safety production management standards.
To prevent major and catastrophic ac- To reduce the occurrence of other acci-
cidents, achieving zero major accidents dents, maintain an injury rate below 2%,
annually Achieved and keep occupational disease inci- Achieved
dence rate below 2%
Fire Alarm Controller
Employee safety training completion Potential hazard investigation and rec-
exceeds 100% Achieved tification rate is over 98% Achieved
Work safety responsibility system is im-
Work safety-related accidents are
plemented and signing rate of the Work
Achieved zero Achieved
Safety Responsibility Statement is 100%
Smart Monitoring Platform
Environmental, Social, and Governance (ESG) Report
Contractor Management
Giving Back to Society Through Concrete Actions
The Company standardizes safety management for responsible parties, ensuring that the activities conducted by contrac-
tors and external construction units on company premises are safe, healthy, and environmentally compliant. Contractors Social Welfare
are required to sign the Contractor Safety Agreement, ensuring all operations on company premises meet safety stan-
dards, reducing safety risks in collaborative projects, preventing accidents, and ensuring normal production and business
operations. The Company actively fulfills its social responsibilities, viewing community service and giving back to society as an im-
portant mission. A volunteer service team has been organized to conduct traffic guidance during peak hours at traffic
lights near the Company, assisting in maintaining traffic order, promoting civilized travel, and contributing to public safety
and smooth traffic flow. The Company also maintains long-term support for local education, sponsoring school sports
events, art festivals, and various student activities to enrich campus culture and promote well-rounded student develop-
ment.
In 2025, the Company donated RMB 100,000 to the Hunan
University Education Foundation to establish the “S.C Stu-
dent Development Program” at the College of Mechanical
and Vehicle Engineering, Hunan University, supporting ac-
tivities including the development and recognition of out-
standing class construction within the college.
In the future, the Company will continue to explore more
Occupational Disease Prevention Measures diverse forms of public welfare, deeply integrating social re-
sponsibility practices into corporate culture, serving society,
and creating value through concrete actions.
Occupational Health Checkups
The Company regularly arranges occupational health check-ups for employees and establishes occupational health re-
cords for personnel exposed to occupational hazards, effectively safeguarding employee occupational health rights. Rural Revitalization
The Company actively responded to the call from higher authorities to support farmers through agricultural consumption,
Prevention of Occupational Disease Hazards carefully source high-quality agricultural products from designated support areas, and distribute them to employees, ef-
fectively conveying the organization’s care and its commitment to supporting agriculture.
The Company has formulated and actively implemented multiple occupational health management systems, regular-
ly monitors occupational disease hazard factors, and posts occupational health notice boards and information cards in
prominent locations. Employees exposed to occupational hazards are provided with protective equipment in accordance
with the Standard for the Distribution of Personal Protective Equipment .
Occupational Health Notice Board Occupational Health Information Card
Environmental, Social, and Governance (ESG) Report
Key Performance Form Issues Metric Unit 2024 2025
Number of Interactions with Investors
Times 182 200+
Corporate Governance at irm.cninfo.com.cn
Number of Investor Calls Received Times 1,000+ 1,000+
Issues Metric Unit 2024 2025
Information Disclosure
Operating Revenue RMB (in millions) 18,887.21 15,471.67
Total Number of Public Disclosures pcs 151 154
Operating performance
indicators of the Com- Net profit Attributable to
pany Including: Number of Periodic Reports pcs 4 4
Shareholders of the Parent RMB (in millions) 2,763.59 2,617.04
Company
Including: Number of Ad Hoc An-
pcs 147 150
Investor Relations nouncements
General Meeting of Shareholders Management
Number of Penalties for Violations in
Times 0 0
Information Disclosure
Number of General Meetings Annual Cash Dividend Distribution
Times 3 7
of Shareholders Held
Cash Dividend per 10 Shares (Includ-
RMB 12 12(plan)
ing Tax)
Number of Extraordinary
General Meeting of Share- Times 2 6 Total Cash Dividend (Including Tax) RMB (10K) 41,624.82 41,694.23(plan)
holders Held
Proportion to Net Profit Attributable
to Shareholders of the Listed Compa-
Number of Resolutions Ap- % 15.06 15.93
pcs 21 19 ny in Consolidated Financial State-
proved
ments
Board of Directors
Environmental Management
Number of Board Members Persons 7 9
Issues Metric Unit 2024 2025
Number of Male Directors Persons 5 7 Total Investment in Environmental
RMB (10K) / 2,311.80
Environmental Man- Protection
Corporate Governance agement Environmental Protection Training
Times / 2
Number of Female Directors Persons 2 2 Sessions
Natural Gas m? 26,435.00 19,559.00
Number of Independent
Persons 3 3
Directors Gasoline L 29,200.08 52,092.50
Diesel L 207,003.74 103,923.58
Number of Non-Independent
Persons 4 6
Directors
Total Purchased Electricity 10,000 kWh 4,426.77 3,836.84
Number of Meetings of the Direct Energy Consumption tce 315.15 206.51
Times 9 8
Board of Directors Convened
Indirect Energy Consumption tce 5,440.50 4,715.48
Number of Resolutions Ap- Energy Manage-
pcs 51 46 ment
proved
Total Energy Consumption tce 5,755.65 4,921.99
Remuneration policies tce / Million RMB in
Energy Consumption Intensity 0.30 0.32
Revenue
Remuneration of Directors
PV Generation 10,000 kWh 91.21 808.01
and Officers (Including Cur- RMB (10K) 843.26 794.59
rent and Former)
Total Renewable Energy Con-
tce 112.10 993.04
sumption
Investor Relations Man-
Communication with Investors Proportion of Renewable Energy
agement % 1.91 16.79
Consumption
Environmental, Social, and Governance (ESG) Report
Issues Metric Unit 2024 2025 Issues Metric Unit 2024 2025
Total GHG Emissions tCO2e 24,401.86 20,762.20 Innovation Achievements
tCO2e /Million RMB in Cumulative Number of
GHG Emission Intensity 1.29 1.34 Authorized Patents pcs 799 1,038
Revenue
(Patents in Force)
Response to Climate
Change Direct GHG Emissions
tCO2e / 403.93 By Patent Type
(Scope 1)
Cumulative Number of
Indirect GHG emissions Authorized Invention pcs 90 135
tCO2e / 20,358.27
(scope 2) Patents
Total Freshwater With- Cumulative Number of
Water Resource Utiliza- drawal
Patents
tion Water Consumption ton/Million RMB in Rev-
Intensity enue Cumulative Number of
pcs 29 27
Granted Design Patents
Industry value Number of Valid Patents
pcs/Million RMB in Rev-
Per Million RMB in Reve- 0.042 0.067
enue
nue
Issues Metric Unit 2024 2025
Research and innova- Other Intellectual Property
Investment in R&D RMB (10K) 64,878.48 60,742.05 tion
Cumulative Number of
pcs 134 145
Percentage of R&D Investment Software Copyrights
% 3.44 3.93
in Revenue
Total Number of Trade-
R&D Team pcs 31 31
marks
Total R&D Team Members Persons 1,221 1,143 Number of Software
pcs/Million RMB in Rev-
Copyrights Per Million 0.0074 0.0094
Proportion of R&D Personnel to enue
% 30.40 29.48 RMB in Revenue
Total Employees
By Educational Background Enterprise Innovation Capability Certification
Research and National High-Tech En-
Associate Degree or Below Persons 285 254 pcs 4 5
innovation terprise
Bachelor’s Degree Persons 827 734
Provincial Enterprise
pcs 1 1
Above Bachelor’s Degree Persons 109 155 Technology Center
By Age Postdoctoral Workstation pcs 1 1
Under 30 (exclusive) Years Old Persons 751 623
Product Quality and Safety
Persons 382 417
Product Pass Rate % 100 100
Persons 88 103
sive of 40) Product and Service
Quality Number of Annual Quality
Times / 6
Internal Audits
Number of Third-party
Times / 1
Inspections Conducted
Environmental, Social, and Governance (ESG) Report
Issues Metric Unit 2024 2025 Issues Metric Unit 2024 2025
Customer Service Number of Employees (by Function)
Production Persons 1,438 1,414
Number of Customer Com-
Times / 0
plaints Sales Persons 84 77
Technology Persons 1,221 1,143
Number of Customer Com-
Cases / 0
plaints Resolved Finance Persons 64 67
Number of Customers Partici- Administration Persons 216 221
pcs / 74
Product and Service pating in the Survey
Engineering Persons 994 955
Quality
Customer Satisfaction Points / 95 Number of Employees (by Age)
Under 30 (Exclusive) Years Old Persons / 1,458
Customer Service Assessment
Number of Customer Complaint 30 to 40 Years Old (Inclusive of 30, Ex-
Times / 0 Persons / 1,712
Response Assessments clusive of 40)
Pass Rate of Customer Com- Persons / 596
% / 100 clusive of 50)
plaint Response Assessments
Total Number of Suppliers pcs / 1,262
Number of Employees (by Educational Background)
Number of Domestic Suppliers pcs / 1,253
Bachelor’s Degree or Above Persons 187 231
Number of Overseas Suppliers pcs / 9 Bachelor’s Degree Persons 1,212 1,165
Supply Chain Man- Supplier ESG-related Performance College Degree Persons 1,020 984
agement
Number of Supplier Training
Times / 12 Labor Relations Below College Degree Persons 1,598 1,497
Sessions
Management
Number of Suppliers Trained pcs / 20 New Employees
Supplier Integrity Agreement Number of New Employees Persons / 428
% 100 100
Signing Rate
New Employees (by Recruitment Channel)
Human Resources Social Recruitment Persons / 292
On-Campus Recruitment Persons / 136
Issues Metric Unit 2024 2025
Protection of Female Employees’ Rights and Interests
Employee Recruitment and Employment
Number of Female in Management Persons / 59
Percentage of Contract Workers % 100 100
Diversity and Equal Opportunity Proportion of Female in Management % / 16.43
Number of Labor Discrimination
Case 0 0 Benefits and Compensation
Incidents
Number of Incidents Involving Social Insurance Coverage Rate % 100 100
persons 0 0
Labor Relations Man- the Use of Child Labor
agement Percentage of Employees with Regular
Number of Incidents of Forced Case Performance and Career Development % 100 100
Labor or Harassment Assessments
Total Number of Employees Persons 4,017 3,877
Employee Democratic Governance
Number of Employees (by Gender)
Number of Projects Approved by the
pcs 24 22
Staff and Workers’ Congress
Female Persons 639 644
Male Persons 3,378 3,233 Number of Staff and Workers’ Congress Sessions 4 1
Environmental, Social, and Governance (ESG) Report
Issues Metric Unit 2024 2025
Employee Satisfaction
Indexes
Labor Relations Man- Employee Satisfaction % / 80 Shenzhen Stock
agement Sustainability Reporting General Framework of the Exchange Self-Regu-
Standards of the Global China Corporate Sustain- latory Guidelines for
Number of Satisfaction Sur- Chapters and Sections
Times / 3 Reporting Initiative able Development Report Listed Companies No.
veys Conducted (GRI Standards) Guide (CASS-ESG 6.0) 17 - Sustainability
Report (Trial)
Employee Training
About This Report 2-1,2-2,2-3 P1.1-1.2 /
Occupational Health and
Development and Train- Sessions 240 290
Safety
ing
Message from Chairman 2-22 P2.1 /
Total Attendance Person-times 7,300 8,800
About S.C 2-6 P3.1-3.3 /
Work Safety
Sustainable Development G1.1.1-
Number of Work Safety Acci- 2-22,2-29,3-1,3-2 Articles 9, 19, 51, 53
Case 0 0 Governance 1.1.7,G1.1.9,G1.2,G1.3
dents
Strengthen- Scientific and Standardized
Potential Hazard Investiga- 2-9,2-10,2-12,2-19 / Article 12
% 100 98.84 ing Founda- Governance
tion and Rectification Rate tions through
Governance Optimizing Internal Control
Number of Security Emer- and Promoting and Compliance
Sessions 30 23
gency Drills Development
through Stan- Strengthening Investor Rela-
Occupational Health Safety Training dardization tions Management
and Safety
Number of Safety Training Upholding of Business Ethics 205-3 G2.1.1-2.1.3,G2.2.1-2.2.3 Article 54, 55, 56
Sessions / 130
Sessions
Number of Participants in E1.1.1,E1.1.2,E1.1.3,E1.1.4, Articles 21, 22, 23, 24,
Person-times / 8,552 Response to Climate Change 305-1,305-2,305-4
Safety Training E1.1.6,E1.1.7,E1.1.8 25
Total Training Hours Hours / 280 Advancing Environmental Compliance
/ E2.4.2,E2.4.3 Article 29, 33
Green Manu- Management
facturing and
Employee Coverage Rate in Building a Scientific Control of Pollution E2.1.1,E2.1.2,E2.1.4,E2.1.5,
% 100 100 306-1,306-2 Article 30, 31
Safety Training Low-Carbon Emission E2.1.6,E2.1.7
Ecosystem
Together 302-1,302-2,302-3,302- E3.1.1,E3.1.3,E3.1.4,E3.1.5,
Efficient Resource Utilization Article 35, 36, 37
Biodiversity and Ecosystem
Protection
Empowering with Technolog- S2.1.1-S2.1.7,S2.1.9-
ical Innovation S2.1.11,S2.1.13
Deepening Responsible Pro-
curement
Advancing
Technology Delivering Excellent Products
Synergy and 2-27,3-3,417-2 S3.3.1-S3.3.2 Articles 11, 47
and Services
Shaping the In-
dustry’s Future
Enhancing Customer Experi-
ence
Properly Protecting Informa-
tion Security
Environmental, Social, and Governance (ESG) Report
Sustainability Reporting General Framework of the
Shenzhen Stock
Exchange Self-Regu- Feedback Form
Standards of the Global China Corporate Sustain- latory Guidelines for
Chapters and Sections
Reporting Initiative able Development Report Listed Companies No.
(GRI Standards) Guide (CASS-ESG 6.0) 17 - Sustainability Dear reader,
Report (Trial)
Thank you for reading this report. We highly value and look forward to hearing your feedback on this report. Your com-
Protection of Employees’ 2-7,405-1,406-1,408- S4.1.1,S4.1.3-
Rights and Interests 1,409-1 4.1.9,S4.1.11-S4.1.12
Articles 49, 50 ments and suggestions are crucial for us to continuously improve our information disclosure, management and practices
in connection with ESG. We welcome and sincerely appreciate your valuable comments!
Employee Democratic Devel-
opment 1. Your overall assessment of our performance in ESG:
Growing To- Very Good Good Average Below Average Poor
gether to Build Enhancing Employee Growth 404-1,404-2 S4.3.1-S4.3.6 Articles 49, 50
a Better Future
Occupational Health and 403-1,403-2,403-3,403-
S4.2.1-S4.2.6 Articles 11, 49, 50 Very Good Good Average Below Average Poor
Safety 5,403-6,403-7,403-10
Giving Back to Society
Through Concrete Actions Very Good Good Average Below Average Poor
Key Performance Form / A2 /
Very Good Good Average Below Average Poor
Appendix Index / A3 Article 57 5. How do you think we have performed in terms of environmental, safety, and occupational health?
Very Good Good Average Below Average Poor
Feedback Form / A6 /
Very Good Good Average Below Average Poor
Very Good Good Average Below Average Poor
You can contact us at:
Address: No. 62 Jinniu East Road, Zhukeng Community, Longtian Street, Pingshan
District, Shenzhen, Guangdong Province,China
Postal code: 518118
Tel.: 0755-81449633
Email: chinasc@chinasc.com.cn
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