LiLithium
6.941
Li
Lithium
6.941
Li
Lithium
6.941
SUSTAINABILITY
REPORT
EVE ENERGY CO., LTD.
ABOUT THIS REPORTABOUT EVE
Company Pro?leBusiness and DevelopmentESG Management
ENVIRONMENTAL PROTECTIONClimate ResponseEnvironmental ManagementEmissions andEnvironmental ImpactResource Management
SUSTAINABLE SUPPLY CHAIN
Supply Chain ManagementResponsible Sourcing
Employee Rights and Bene?tsTalent Development and RetentionOccupational Health and Safety
CARING FOR EMPLOYEESGIVING BACK TO SOCIETYAPPENDIXES
Value Co-creationCommunity Participation
Entities within the Scope of ReportingKey Performance TableEnvironmental Emissionand PermitInformation of Key Organizations underEnvironmental SupervisionBenchmark Index TableIndependent Assurance Statement
CORPORATE GOVERNANCE
Sound Corporate GovernanceCompliance OperationData Security andCustomer Privacy Protection
PRODUCTS & SERVICESR&D InnovationProduct Quality and SafetyCustomer Service
010203
1117
243741
4954
MESSAGE FROM THE CHAIRMAN
Organizational Scope
Reporting Period
Reliability Commitment
Following the environment-friendly philosophy, the report isreleased in electronic version. Readers can download andread it on Company’s o?cial website (www.evebattery.com)or relevant page of the Shenzhen Stock Exchange (SZSE). Formore information, please contact us via the email addressbelow. The report is published in both Chinese and English.In case of any discrepancies between the two language ver-sions, the Chinese version shall prevail.
Form of Release
Contact DetailsReporting Framework
Data Source
ABOUT
THIS REPORT
Unless otherwise speci?ed, the information disclosed in thisreport covers EVE Energy Co., Ltd. (hereinafter “EVE”, the“Company” or “we”) and EVE-controlled subsidiaries, con-
sistent with the scope of the consolidated ?nancial state-ments of EVE (300014. SZ).
The reporting period is from January 1, 2024 to December 31,2024. To make the report more comprehensive, the timeframe of some content is properly extended. The reportingperiod and issuance of this report are aligned with theannual report.
We promise that there are no false records, misleading state-ments, or material omissions in the report.
EVE Sustainability Committee
Address: 38 Huifeng 7th Road, Zhongkai Hi-Tech District, Huizhou
Tel:+86-0752-5707101
Email: Sustainability@evebattery.com
Thank you very much for taking the time to read the report.
We welcome any opinions and suggestions by mail, email, or
phone.
The report is prepared in accordance with Shenzhen StockExchange Self-Discipline Supervision Guide for Listed CompaniesNo. 2 - Standardized Operation of Companies Listed on theChiNext Market (revised in 2023) and Self-Regulatory GuidelinesNo. 17 for Companies Listed on Shenzhen Stock Exchange—Sus-tainability Report (For Trial Implementation) (hereinafter referredto as the “Guideline”) and based on the particular situationof the Company, and is also in accordance with the GlobalReporting Initiative's (GRI's) “Sustainability Reporting Stan-dards” (2021), the United Nations' Sustainable DevelopmentGoals (SDGs) and other reporting guidelines and standards.
The ?nancial data in the report is sourced from the 2024annual report of EVE, which has been audited by RSM (Spe-cial General Partnership). Other data is sourced from thestatistical summary and public materials of our relevantdepartments. Unless otherwise speci?ed, the monetaryamounts involved in the report are measured in RMB.
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
In 2024, amid the turbulent global economic situation and growing marketing competition, the industry was undergoing historical transformation.However, we can still see the momentum of development further intensifying in the global new energy market. UNFCCC COP29 held in Baku, capitalof Azerbaijan, at the end of 2024, reached a new agreement along with an action plan, which involved reducing carbon emissions and acceleratingglobal energy transition, to further establish a global “milestone” for climate governance.
A new stage marked by fresh breakthroughs is unfolding. In 2024, EVE remained focused on quality improvement and techno-
logical innovation, achieving high-quality development. The Company delivered over 4.5 billion cylindrical batteries and over 3.5 billion PrimaryLithium Batteries globally; was listed among the top 500 private enterprises in China and Fortune China 500 in 2024; ranked the 2nd in the world interms of energy storage battery shipment, and saw lithium thionyl chloride batteries and supercapacitors (SPC) named state-level manufacturingsingle champion products. Committed to “accelerating Internet of everything with lithium battery solutions across scenarios”, EVE will leverage the“global manufacturing, global delivery, global service” capabilities, and work with partners across value chains to provide reliable support for theubiquitous demand for energy in the digitally driven sustainable future.A new journey full of challenges lies ahead of us. In 2024, guided by the concept about sustainable development, EVE released theCREATE Carbon Neutrality Action Plan, promising to neutralize carbon emissions in its operations by 2030 and in its core value chain by 2040. EVEInnovation Energy Co., Ltd. was honored as the “national green factory”; Huizhou EVE United Energy Co., Ltd. and Huizhou EVE Power Co., Ltd. werenamed provincial-level green factories; and EVE became the ?rst enterprise in the industry that meets EU carbon footprint certi?cation. Throughresponsible procurement, green and intelligent manufacturing, green transport, as well as sustainable management and e?cient utilization ofresources, EVE is forging a responsible and sustainable product value chain, achieving sustainable management throughout the lifecycle of batter-ies, and maintaining the lead in the industry in terms of mainstream ESG ratings at home and abroad.New missions come with new responsibilities. We’re keenly aware that it is the historical opportunities provided by the times and societyfor the development of new energy business that have enabled EVE to grow rapidly. We bear in mind the trust and support of the society, and consistentlycombine corporate development with our social responsibility. Internally, we improve our HR system, foster a harmonious, aggressive and inclusive atmo-sphere, and create a platform for the common development of employees and the Company. Externally, we care about education, healthcare, environ-mental protection, and public welfare undertakings. For example, we started cooperation with universities by entering into agreements with Wuhan Uni-versity, Xi’an Jiaotong University, University of Debrecen in Hungary, and Tunku Abdul Rahman University of Management and Technology in Malaysia;and donated RMB15 million to China Europe International Business School to establish the EVE chair.We dance with the time and chase our dreams. A new round of energy transition and economic development is in full swing. Staying committed tothe vision of “?lling the world with the energy to move forward”, we will uphold fundamental principles and break new ground, create values, andwork with the whole industry and society to make outstanding contribution to sustainable development.
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Founded in 2001, EVE Energy Co., Ltd. (EVE) was among the ?rst companies that went listed on Shenzhen GEM in 2009. After over two decadesof high-quality development, EVE has become a globally competitive lithium battery company that covers all scenarios. (Stock code: 300014)Committed to “accelerating Internet of everything with lithium battery solutions across scenarios”, EVE has established a R&D platform thatcovers materials, cells, BMS and systems. The Company has a research institute that spans about 230,000㎡, ?ve R&D centers, and an interna-tional and interdisciplinary R&D team consisting of 6068 members. The Company has, and established in-depth partnership with universitiesand research institutes such as Wuhan University on new materials and frontier technology. In 2024, in the consumer battery sector, EVE ranked?rst in China and fourth globally in the shipment volume of consumer-grade small cylindrical batteries. In the energy storage battery sector, thecompany secured the second position worldwide in energy storage cell shipments. In the power battery sector, EVE achieved ?fth place in Chinaand ninth globally in power battery installed capacity rankings, with its domestic market share in commercial vehicle batteries ranking second..Guided by the concept of sustainable development, EVE is committed to creating greener and more energy e?cient products and solutions, andhas been awarded as the “National Green Factory”. In 2024, EVE released the CREATE Carbon Neutrality Action Plan, promising to neutralizecarbon emissions in its operations by 2030 and in its core value chain by 2040.In the digitally driven sustainable future, EVE will uphold the vision of “?lling the world with the energy to move forward”, leverage the “globalmanufacturing, global delivery, global service” capabilities, and work with partners across value chains, to provide reliable support for the ubiq-uitous demand for energy.
Company Pro?le
ABOUT EVE03
ESG Rating Results
MSCI
BBB
Climate change B
Water safety B
CDP
(Date of rating: 18 December 2024)
S&P
SilverEcoVadis
76.6
Re?nitiv
Department of industry and Information Technology of Guangdong Province
Guangdong Administration for Market Regulation
Southern Weekly
escn.com.cn
Guangdong Federation of Industry & Commerce
China Energy News Co., Ltd.
CPC central committee and State Council
Honors and Awards
Hubei Carbon Emission Exchange
Ministry of Industry and Information Technology
All-China Federation of Industry and Commerce
The People's Government of Guangdong Province
S&P GlobalFilling the world with the energy
to move forward
VisionValuesMission
Accelerating Internet of everything
with lithium battery solutions
across scenarios
Upholding fundamental principles andbreaking new ground, pursuing excel-lence, creating values, keeping promise,team work, respecting individuals
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Business and Development
Business Segments
EVE Innovation
Primary Lithium Batteries
Cylindrical CellLithium-ion Batteries
EVE Energy
StorageEVEPower
Large LFP CellPrismatic LFP CellCylindrical LFP CellModule, BMS,Battrey System
StrategicCollaboration
Nickel,Cobalt and LithiumBattery Core Materials
CLS GlobalCooperationBusiness Model
Co-development,
Licensing,
Service
EVE has consistently adopted an international perspective in its global layout, establishing 13 production sites across Asia, Europe, and the Americas.It has established a global sales and marketing network with the ability of "Global Manufacturing, Global Cooperation, Global Service", maintainingclose ties with customers and ensuring rapid responsiveness.
Prismatic LFP CellPrismatic NCM Cell
Pouch NCM CellLarge Cylindrical CellModule, BMS, Battery
System
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
EVE has consistently adopted an international perspective in its global layout, establishing 13 production sites across Asia, Europe, andthe Americas. It has established a global sales and marketing network with the ability of "Global Manufacturing, Global Cooperation,Global Service", maintaining close ties with customers and ensuring rapid responsiveness.
Global Business Presence
Drawing approval number：GS(2016) 1666Produced by the Bureau of Natural Resources
Global Manufacturing Global Delivery Global Service
sales companies and o?cesChina: Beijing, Suzhou Jiangsu, Hong Kong, TaipeiOverseas: USA, Germany, Malaysia, Singapore
China:
Overseas: Hungary, Malaysia, and USA
R&D centers
Huizhou Guangdong, Jingmen & Wuhan Hubei,Shanghai, Chengdu Sichuan
production bases
Huizhou Guangdong,Jingmen Hubei,Wuhan Hubei,Yuxi & Qujing Yunnan,Qidong & Yancheng Jiangsu,Ningbo Zhejiang,Longquanyi Chengdu Sichuan,Shenyang Liaoning
China
USA
Germany
Malaysia
Hungary
Singapore
Huizhou Guangdong, Jingmen Hubei, Wuhan Hubei, Yuxi & QujingYunnan, Qidong & Yancheng Jiangsu, Ningbo Zhejiang, LongquanyiChengdu Sichuan, Shenyang Liaoning
EVE has established a comprehensive sustainability management system and framework. The Board of Directors, as thehighest decision-making body, is responsible for reviewing the Company’s annual sustainability report and key sustainabili-ty topics.A Sustainability Committee has been set up, chaired by the chairman, with president and vice presidents overseeingmanufacturing, EHS, corporate planning, Board Secretary’s O?ce and Finance Center, human resources and EVE ResearchInstitute, supply chain, and R&D as committee members. The Committee is responsible for formulating and reviewing theCompany’s sustainability goals and roadmap, as well as reporting major sustainability matters to the Board. The committeemembers possess extensive expertise and management experience in ?nance, manufacturing, EHS, energy management,compliance, and auditing, etc. They incorporate sustainability impacts, risks, and opportunities into core considerationduring daily management, strategic implementation, major decision-making, and risk control, driving the Company’s ESGsystem development from the top down.The executive body of the Committee is the Joint Conference for Sustainability, with committee members serving as chair-persons on a rotating basis, along with representatives from various business and functional departments. It formulates andimplements speci?c plans to achieve the Company’s sustainability goals, reports quarterly to the Sustainability Committeeon ESG-related risks, work progress, and performance metrics, and proposes and implements corrective measures asneeded. The ESG Dual-Carbon Department, as the leading execution department, is responsible for ESG rating supervisionand issue improvement, coordinating the implementation of sustainable development strategies and targets, and supervis-ing the ESG performance of ESG-related departments. To monitor speci?c ESG topics, EVE has set up several committeessuch as the Climate Change Management Committee, Environmental Health and Safety Committee, and Science and Tech-nology Committee. These committees work in collaboration with the Joint Conference for Sustainability to develop andimplement sustainability actions.The Sustainability Committee, the executive body, and ESG-related personnel have undergone regular sustainability trainingfor three consecutive years. EVE has established and implemented a sustainability leadership performance evaluation mech-anism with quanti?able ESG performance indicators covering GHG emissions, waste discharge, resource consumption,supply chain ESG performance, occupational health and safety, human capital retention, and sustainability-related businessoperations. The evaluation mechanism links sustainability performance to the senior managements compensation, whichaccounts for 2% of the their individual performance evaluation metrics and will be gradually increased in the future. Duringthe reporting period, the Company completed a quantitative performance evaluation of ESG leadership across primarydepartments, achieving a 100% compliance rate.
Governance Structure
Sustainability Committee
Joint Conference for Sustainability
Board of Directors
Science and Technology CommitteeSupply Chain Management CenterHR Center & EVE Research InstituteBoard Secretary’s O?ce & Finance CenterCorporate Planning CenterEHS CenterManufacturing CenterPresident & Marketing Center
ESG Management
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Sustainable Development StrategyTo continuously enhance the Company’s sustainability system, the Sustainability Committee hasformulated the “EMPOWER” management strategy in alignment with the corporate vision, focusingon three key areas: sustainability management, technological innovation, and shared value cre-ation. It comprises seven action plans that directly advance sustainable development goals, includ-ing Environment (E), Manufacture (M), People (P), Opertaion (O), Win-win (W), Engagement (E), andResource (R), guiding the Company’s management and implementation of all ESG topics.In 2024, the Company introduced a sustainability section into the annual Partner Conference for the?rst time, calling on all suppliers to join in building a sustainable supply chain. Meanwhile, EVE con-tinuously strengthens ESG business awareness among senior management by co-hosting ESGexchange forums with leading enterprises and conducting training on global ESG compliance andrisk management, enhancing the compliance quality of its international operations from an ESGperspective.
The Company benchmarks against the 17 main goals and 169 speci?c targets in the United Nations Sustainable Development Goals (SDGs), developing and implementing concrete measureswithin the seven sustainability key areas under the “EMPOWER” strategy, ful?lling its commitment to sustainable development.
Empower the world with a sustainable future
Excellence in productmanufacturing
Manufacture
Diverse talent management
People
Win-win partnership
Win-win
Direction and measures
EMPOWER action pillars
Management and operational
support
Vision of sustainability
strategy
Sustainable strategy and managementTechnological innovationShared value creation
ESG goals and KPIsDigital information and technology
Sustainability system
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Proactive environmental
actionsEnvironment
Standardized corporate
governanceOperation
Widespread community
engagementEngagement
Sustainable resourcemanagementResource
Environment
Manufacture
People
Action pillars of the sustainability
strategy
Contribution to SDGs
Proactiveenvironmental
actions
Excellence
in productmanufacturing
Diverse talentmanagement
EnvironmentalProtection
Caring forEmployee
Concrete actionsReference chapter
Release the CREATE carbon neutrality strategy, committing to achiev-ing carbon neutrality in operation by 2030 and carbon neutrality in thevalue chain by 2040.Establish and continuously optimize a digital carbon emission man-agement system to enable digitized management of operational andsupply chain carbon emissions.Enhance carbon footprint tracking under battery regulations andobtained the world’s ?rst T?V S?D Mark certi?cate for power batter-ies under the EU Battery Regulation (EU 2023/1542).Plan and construct new factories with the goal of achieving “zero-car-bon” operations.Expand e?orts in rooftop distributed photovoltaics, on-site electro-chemical energy storage, and natural gas heating to promote cleanenergy adoption.Implement environmental management and pollution and carbonreduction measures to minimize wastewater, air emissions, noise, andsolid waste, ensuring ecological protection.Adhere to green design principles, develop new technologies, and providelow-carbon, eco-friendly product solutions to achieve green product devel-opment.Increase investment in R&D innovation, advance frontier technologies, andestablish partnerships with renowned universities and institutions tostrengthen innovation capabilities.Implement robust energy management and energy-saving and emissionreduction measures in manufacturing to enhance energy e?ciency.Promote material recycling in manufacturing to improve material utilizatione?ciency.Enhance R&D and quality management systems, aligning with internationalbenchmarks through process optimization and standard improvements toboost the competitiveness of export products.
Uphold equal employment practices, create job opportunities, and provideemployees with broad career development platforms.Published the Labor Rights Protection Policy, strictly prohibiting child laborand forced labor while opposing all forms of discrimination and workplaceharassment to fully safeguard employees’ legal rights and interests.O?er competitive compensation and bene?ts, and establish a fair and impar-tial performance evaluation system.Provide a safe and healthy work environment and implement the EmployeeAssistance Program (EAP).Conduct training and career development programs for female employees.
EVE’s EMPOWER Actions in response to the SDGs
Operation
Win-Win
Engagement
Standardizedcorporategovernance
Win-winpartnership
Widespreadcommunityengagement
CorporateGovernance
SustainableSupply ChainProducts and
Services
Adhere to business ethics, conduct integrity risk assessments,and provide integrity and compliance training for all employ-ees to strengthen integrity management.Establish diverse complaint and whistleblowing channels,such as reporting mailbox, email, and hotline.Publish the EVE Code of Business Conduct and accept over-sight from stakeholders.Conduct in-depth research on relevant new regulations athome and abroad, and enhance risk management, to ensurecompliance operation.
Implement responsible sourcing, ensuring no direct or indirectuse of minerals from con?ict-a?ected and high-risk regions.Integrate con?ict mineral requirements into supplier sustain-ability audits to strengthen responsible mineral resource man-agement across the value chain.Conduct annual customer satisfaction surveys and utilize the8D tool to respond swiftly to customer complaints, enhancingafter-sales service quality.Join the Global Battery Alliance to promote a sustainablebattery value chain
Establish EVE scholarships at multiple universities since 2012;and donate to education foundations, to support the educa-tion sector.Actively respond to the rural revitalization strategy by collabo-rating with value chain partners and leveraging the Compa-ny’s strengths to drive regional development and create jobopportunities.Regularly publish sustainability reports and fully communicatethe Company’s sustainable development progress with stake-holders.
Resource
Sustainable
resourcemanagement
Deploy waste battery recycling initiatives and collaborate with indus-try partners to establish a circular economy green supply chain linking“waste lithium batteries ? chemical materials ? battery materials ?
lithium batteries”.
Products andServicesEnvironmentalProtection
ESG Management
Giving Back to
Society
SustainableSupply ChainEnvironmental
Protection
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
EVE has established a diversi?ed and regular stakeholder communication mechanism to promptly understand stakeholder expectations and demands, integrating their concerns, opinions, and suggestions into improvement e?orts. As the Company expands into international markets and globalizes itsoperations, it has incorporated communication with non-governmental organizations (NGOs) and other international organizations into its core stakeholder management system. This aims to foster a more inclusive and constructive dialogue mechanism and collaborate with stakeholders to advance globalsustainable development goals.
Communication with Stakeholders
Concerned topicsResponse and communication channelsStakeholdersConcerned topicsResponse and communication channelsStakeholders
Government andregulatory agencies
Shareholdersand investors
Annual reports, interim reports,and announcementsCorrespondenceMeetings, interviews, and surveysPolicy consultation and implementationLaw enforcement inspectionsRegulatory information platformShareholders’ meetingsAnnual reports, interim reports,and announcementsVisits, exchanges, and on-site researchInteraction on trading platformsTelephone, email, and website feedbackplatformsO?cial website and social media
Circular economyEnergy utilizationResponse to climate changeEmissions and wastemanagementWater resource utilizationEnvironmental compliancemanagement
Product quality and safetyIntellectual property protectionOccupational health and safetyCompliance operationBusiness ethics
Circular economyResponse to climate changeR&D and innovationCorporate governance
Compliance operationBusiness ethicsRisk managementESG management
Employees
Employee satisfaction surveysRegular trainingTrade union and employee meetingsInternal activities and communicationplatforms
Occupational health and safetyEmployee training and developmentEmployee rights and bene?ts
Local communities
and the public
Suppliers and partners
NGOs andinternational organizations
Circular economyR&D and innovationESG management
Emissions and waste managementEcosystem and biodiversity conservationRural revitalization and social contribution
Ecosystem and biodiversityconservationSustainable supply chainmanagementOccupational health and safety
Employee rights andbene?tsCorporate governanceESG management
R&D and innovationIntellectual property pro-tectionSustainable supply chainmanagementInformation security andprivacy protection
Compliance operationBusiness ethicsESG management
Press conferencesIndustry forums and exhibitionsO?cial website and social media
Forums and major eventsVisits and receptionsStandard and policy development, feedbackO?cial website and email
Public welfare activitiesCommunity engagementVisits and on-site surveysO?cial website and social media
Customers
Circular economyEnergy utilizationResponse to climatechangeEmissions and wastemanagementProduct quality and safety
Customer service managementR&D and innovationSustainable supply chainmanagementInformation security andprivacy protection
Customer meetingsCustomer satisfaction surveysCustomer auditsO?cial website and social mediaExhibitionsAfter-sales service
Partner conferencesSupplier meetingsSupplier trainingSupplier auditsResearch and evaluationsSRM systemEmails
Media andindustry associations
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
2024 Material Topic Matrix of EVE
Impact materiality
In alignment with the Guideline on identifying and analyzing double materiality topics, and by referencing the principles, methods, and proceduresfor materiality analysis outlined in the GRI Standards and ISSB Standards, EVE conducted a preliminary identi?cation and screening of ESG topicsbased on its corporate strategy and industry characteristics, and evaluated and analyzed material topics from the dual perspectives of impact materi-ality and ?nancial materiality this year.
During the reporting period, EVE identi?ed and selected 22 material topics, with four new additions compared to the previous year: “rural revitaliza-tion and social contribution”, “sustainable supply chain management”, “information security and privacy protection”, and “customer service”. Addi-tionally, certain topic descriptions were adjusted to fully address the requirements of the Guidelines.
Materiality Analysis
Double Materiality Analysis Process of EVE
ProcessMain contentStep 1: Background identi?cation
and understanding
Step 2: Topic identi?cation
Step 3: Topicmateriality assessment
Step 4: Topiccon?rmation and approval
Impact Materiality Assessment
Financial materiality assessment
Conduct preliminary identi?cation, screening, and de?nition of relevant sustainability topics throughstandard benchmarking, industry benchmarking, and policy analysis;Analyze the actual and potential impacts, risks, and opportunities associated with material topics.
onduct questionnaire surveys with employees, customers, suppliers, partners, government and regu-latory agencies, and community representatives to assess impact materiality from two dimensions:
“severity of impact” and “likelihood of occurrence”. The analysis of 253 valid responses provided the
impact materiality assessment results.
Conduct questionnaire surveys with the Company’s Board of Directors, executives, shareholders, and insti-tutional investors to assess ?nancial materiality from two dimensions: “likelihood of ?nancial impact” and“magnitude of ?nancial impact” across short-, medium-, and long-term horizons. The analysis of 25 valid
responses provided the ?nancial materiality assessment results.Develop a double materiality matrix based on the analysis of materiality assessment questionnaires and expert scoring results.Upon review and con?rmation by the Company’s management, the 2024 double materiality topics have been identi?ed as keydisclosure items in this report.
Analyze macro policies and regulatory requirements to gain a thorough understanding of the Compa-ny’s sustainability context;Identify key stakeholders a?ected.
EnvironmentalSocialCorporate Governance
Product quality and safetyCustomer service managementR&D and innovationSustainable supply chain managementEmployee rights and bene?tsEmployee training and developmentOccupational health and safetyInformation security and privacy protectionRural revitalization and social contributionIntellectual Property Protection
Corporate governanceCompliance operationBusiness ethicsRisk managementESG management
Response to climate changeEmissions and waste managementCircular economyEnvironmental compliance managementEnergy utilizationWater resource utilizationEcosystem and biodiversity conservation
Both ?nancial andimpact materiality
Financialmateriality only
Impactmateriality only
Neither ?nancial normpact materiality
Financial materiality
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Analysis of the impact, risks and opportunities of ?nancial materiality topicsFor topics with ?nancial materiality, the Company discloses information in accordance with the Guidelines, focusing on governance, strategy, impact, risk and opportunity management, as well as indicators and targets.
Financialmaterial
topics
Impact analysisImpact analysisRisk analysisOpportunity analysisRisk and opportunity analysis
Impactduration
By increasing investment in technological research and development and dri ving breakthroughs innew energy battery and energy storage technologies, the Company contributes to the optimizationof the global energy structure, promotes industrial upgrades, and enhances the e?ciency of renew-able energy utilization. Additionally, technological innovation strengthens overall industry competi-tiveness, facilitates the adoption of low-carbon technologies, and provides sustainable solutions forthe development of the global green economy.
If the Company fails to e?ectively drive R&D and innovation,it may face the risk of technological stagnation and adecline in market share, potentially leading to decreasedrevenue. Additionally , the uncertainty of returns on R&Dinvestments could negatively impact the Company’s oper-ating costs.
Actively investing in R&D and innovation helps the Companyestablish a di?erentiated advantage, gain a larger market share,and drive revenue growth.R&D andinnovation
With the tightening of global climate policies, carbon emission management and supply chain decar-bonization have emerged as key industry trends. If manufacturing enterprises fail to actively pro-mote emission reduction and decarbonization in their operations and supply chains, this may exac-erbate global GHG emissions and hinder the achievement of climate action goals.
If the Company fails to e?ectively respond to climatechange, it may face operational disruptions caused byextreme weather, regulatory penalties, and increased oper-ating costs.
Actively responding to climate change helps the Company drivethe development of low-carbon technologies and green productinnovation, expand the green market, enhance market perfor-mance and industry in?uence, and generate revenue growth.Response toclimatechange
High-quality, safe, and reliable products enhance customers' production and operational stability,helping downstream customers improve production e?ciency and market competitiveness andenabling mutual growth. Moreover, strict quality control requirements drive upstream suppliers tooptimize their manufacturing processes, improve material and component consistency and reliability,and promote technological advancement and sustainable development across the supply chain.
Neglecting product quality and safety management maylead to product recalls, resulting in legal lawsuits, ?nes, andreputational damage, which could erode customer loyaltyand potentially lead to a decline in revenue.
Strictly controlling product quality and safety helps build cus-tomer trust. Additionally, positive word-of-mouth can drive busi-ness expansion, create more commercial opportunities, and con-tribute to revenue growth.Productqualityand safety
Short-termMedium-term
Long-term
Short-termMedium-term
Long-term
Short-termMedium-term
Long-term
Short-termMedium-term
Long-term
Short-termMedium-term
Long-term
The Company’s occupational health and safety management is closely related to employees’ physi-cal and mental well-being. Poor management will hinder the creation of a safe and stable work envi-ronment. Therefore, the Company continuously strengthens occupational health and safety man-agement to prevent work-related injuries.
Inadequate occupational health and safety managementmay lead to workplace injury compensation claims, legaldisputes, and negative public perception, increasing theCompany’s operational costs.
Strengthening occupational health and safety management canimprove employee well-being and motivation, create a moree?cient workplace, enhance the Company’s operational sus-tainability, and reduce operational costs.
Occupationalhealth and
safety
A secure and stable supply chain not only ensures the Company’s business continuity but also guar-antees timely delivery to downstream customers, reducing production delays or cost increasescaused by supply chain disruptions. Conversely, insu?cient supply chain security and stability mayincrease the risk of disruptions.
Inadequate sustainable supply chain management mayreduce the supply chain’s resilience and responsiveness,impacting the stability of production and operations. Asupply chain disruption may result in a decline in revenue.
Establishing a secure and reliable supply chain managementsystem can enhance supply chain resilience while attracting sus-tainability-focused partners and investors. This strengthens theCompany’s competitive advantage, creates market opportuni-ties, reduces long-term operational costs, and drives revenuegrowth.
Sustainablesupply chainmanagement
Impact type
Actualpositiveimpact
Potentialnegative
impact
Actualpositive
impact
Potentialnegative
impact
Potentialnegative
impact
Impact scope
Upstream value
chainCompany's own
operationsDownstream
value chainUpstream value
chainCompany's own
operationsDownstream
value chainCompany's own
operationsDownstream
value chainUpstream value
chainCompany's own
operationsDownstream
value chainUpstream value
chainCompany's own
operationsDownstream
value chain
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
CORPORATE
GOVERNANCE
15 Information security and privacy protection18 Corporate governance19 Compliance operation20 Business ethics21 Risk management
Topics Disclosed
Contribution to SDGs
Strictly abiding by relevant laws, regulations, rules and the Articles of Associa-tion, the Company has established a sound system to protect investors' rightsand interests, designated full-time employees to manage investor relations, andprovided diversi?ed communication channels to facilitate long-term, stable,and harmonious and interactions with our investors. When managing investorrelations, the Company treats all investors equally, fairly, impartially and openly,and protect their lawful rights and interests including their rights to be informed.Through designated channels including Securities Times, China Securities Jour-nal, Shanghai Securities News, and www. cninfo.com.cn, the Company makestrue, accurate, timely, fair and complete information disclosure to ensure thatshareholders and other stakeholders have access to all information that may
Protection of Investor's Rights and Interests
have a substantial impact on their decision-making. We appoint the Secretaryof the Board of Directors to take charge of information disclosure, coordinatethe relationships between the Company and investors, receive shareholdersupon their visits, and answer their questions.The investor communication channels include announcements (includingregular and interim reports), shareholders’ meetings, performance brie?ngs,strategy meetings with securities companies, investor exchange, investor visitson reception days, one-on-one communication, SZSE Easy IR, email, phoneconsultations, mailing, media coverage, other promotional materials, road-show, ?eld visits and surveys, o?cial WeChat account and website, as well asother methods provided in relevant regulations.
Shareholders' Meeting
Management
Board of DirectorsRemuneration and Appraisal
Committee
Strategy Committee
Audit Committee
Nomination Committee
Secretary of the Board
of Directors
Board of Supervisors
shareholders' meetings
The Company convenes and holds shareholders' meetings in strict accordance with relevant regulations, treats allshareholders equally, and creates favorable conditions for them to attend the meetings, ensuring that they can fullyexercise their rights and protect their interests. During the reporting period, EVE held 7 shareholders' meetings, whereonline voting was combined with on-site voting, and engaged professional lawyers to witness the meetings to protectthe legitimate rights and interests of the shareholders.
Shareholders' Meeting
supervisory board meetings
It consists of 3 supervisors, including 1 employee supervisor. The Board of Supervisors operates around the centraltasks of improving corporate governance structure and promoting law-based and standardized operation. It e?ective-ly supervises the Company's operations, as well as performance of duty by the directors and management. It also fullysupervises the Company's law-based operations, ?nancial conditions, external guarantees and internal controls.During the reporting period, the Board of Supervisors held 18 meetings.
Board of Supervisors
board meetings
It is composed of 7 directors, including 3 independent directors and 1 chairman, and it is independent from the controlling share-holders in terms of management, business operations and ?nancial a?airs. Members of the Board of Directors have profound indus-try expertise and management experience, and the resume of each director can be found in the annual report. Four special commit-tees, namely Strategy Committee, Remuneration and Appraisal Committee, Audit Committee, and Nomination Committee, havebeen set up under the Board of Directors to ensure the orderly operation of production and business activities. During the reportingperiod, the Board of Directors convened 19 meetings to review material matters of the Company, including related party transac-tions, external investment, equity incentive, regular reportings, and provision of guarantees.
Board of Directors
The special committees are composed solely of directors. Independent directors, also acting as conveners, make up the majority of the Remunerationand Appraisal Committee, the Audit Committee, and the Nomination Committee. The convener of the Audit Committee must be an accounting profes-sional. Except that the Chairman acts as director of the Strategy Committee, the directors of all other committees are independent directors, while inde-pendent directors account for two thirds of the members in all other committees. The special committees perform their duties in accordance with theArticles of Association and authorization of the Board of Directors. Their proposals shall be submitted to the Board of Directors for deliberation anddecision making. They provide professional opinions and advice on decision-making for the Board of Directors.
Special CommitteesThe Company has built a corporate governance structure comprised of Shareholders' Meeting, Board of Directors, Board of Supervisors, and the man-agement in strict compliance with applicable laws and regulations such as the Company Law of the People's Republic of China, the Securities Law of thePeople's Republic of China, the Code of Corporate Governance for Listed Companies, the Rules Governing the Listing of Shares on the ChiNext Market ofShenzhen Stock Exchange, and the Shenzhen Stock Exchange Self-Discipline Supervision Guide for Listed Companies No. 2–Standardized Operation ofCompanies Listed on the ChiNext Market.
Corporate Governance StructureSound Corporate Governance
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We have built a risk management system according to the Three Lines Model, forming a top-to-bottom, comprehensive andmulti-layered internal control network. The Audit Committee, appointed by the Board of Directors as the top regulatory body, isresponsible for supervision, internal control assessment, and internal and external audit, promoting the establishment of e?ec-tive internal control and providing true, accurate and complete ?nancial reports. The Audit and Supervisory Department carriesout its work independently in accordance with the corresponding laws and regulations and the Company's internal system.
Internal Control and Risk Management
Independently and objectively con?rm and assess the operation and
e?ects of overall internal control across the Company
Audit Committee
Board of Directors
Third line of defense: Audit and Supervisory Department
Supervise and inspect execution of internal control across the Company
Second line of defense: risk protection departments such as compliance, risk, legal a?airs and ?nance
First line of defense: operation and management departmentsConstantly improve and re?ne internal control in accordance with the principle of “institutionalizedmanagement, process-based institution and information-based process”, and incorporates internal
control and risk control into business processes
Supply chain disruption risk
Name of emerging riskRisk description and impactRisk control measures
Geopolitical risks a?ect the supply chain andmarket prices of the battery industry byimpacting the supply stability of key raw ma-terials:
1.A?ect production continuity
2. Increase the di?culty in cost control
3. A?ect inventory management
4. Limit the ?exibility of production plans
5. A?ect product quality and customer relations
6. Increase operating risk
1. Strengthen cooperation with mineral suppliers, to ensure the
long-term supply of raw materials
2. Explore recycled Lithium, to reduce the reliance on the supply of
traditional minerals
3. Track transactions in the market as well as new technologies and
updates of government regulation; monitor price ?uctuations regu-larly through relevant platforms.
Meeting challenges through diversi?ed supply strategiesand technological innovation:
Being risk-oriented, the Audit and Supervisory Department develops annual audit plansthat focus on fraud risk, information security risk and compliance e?ectiveness, andcover compliance with legal contracts, due diligence, privacy protection, ?nancialreports, among other aspects; and audits the subsidiaries and major companies inwhich the Company takes stake as planned, topics audit reports, and follows up withrecti?cation,and completes comprehensive audit coverage of all production bases in athree-year cycle. Also, the Company established the Internal Audit Recti?cation WorkSystem, to ensure recti?cation based on audit results is implemented and achieve theclosed loop of business.Every year, the Company evaluates the e?ectiveness of internal control, releases theannual internal control evaluation report, and appoints a third-party accounting ?rm toverify the report. During the reporting period, the Company maintained e?ective internalcontrol in all major aspects in accordance with the requirements of the Basic Norms forthe Internal Control of Enterprises and relevant regulations.In strict accordance with ISO 31000: Risk Management-Principes and Guidelines andGuide for Comprehensive Risk Management of Central Enterprises, the Company hasestablished a complete risk management process and system. In line with the Risk Man-
agement Rules, the Company conducts risk identi?cation, evaluation and recti?cationbased on the changing internal and external environment and its development require-ments. Various business and functional departments identify and collect risk informa-tion within respective scope of business, formulate and implement risk control plans intime, report to the Risk Management Department on a regular basis, and are open tosupervision and assessment. The Risk Management Department takes charge of thewhole process of risk control, and conducts risk supervision and evaluation in terms of?nance, operation and compliance of the Company’s headquarters and subsidiaries,which covers product and security management, R&D, quality and climate risk, amongother aspects.The Risk Management Department regularly collects risk information from variousdepartments, develops the list of risk evaluation, classi?es risk levels, and implementssupervision over risk response plans of varying frequencies according to the risk levels.During the reporting period, it identi?ed over 200 medium and low risk items and over 10high risk items, and assessed existing control measures. The Company pays specialattention to the emerging risks that a?ect business continuity and develops responsemeasures. In 2024, EVE Power successfully passed the ISO 22301 certi?cation.
Compliance Operation
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The Company has set up the compliance management o?ce, which con-ducts compliance management in key areas such as export control andeconomic sanctions, supply chain traceability, and cross-border data trans-mission, and collaborates with other departments of the Company on safe-guarding and implementing the compliance management measures andoperation system, to promote the e?ective operation of the Company’scompliance mechanism.The Company has released the EVE Code of Business Conduct (hereinafterthe “Code”), and ensured the Code to be updated annually as needed. TheCode establishes the core framework for the business ethics managementpolicy, covers ?ve types of basic rules and ?ve types of targeted rules, ando?ers comprehensive interpretation of compliance behaviors in 21 keydimensions, including anti-monopoly, anti-corruption, anti-bribery, IPRprotection, labor and stakeholder rights protection, and implementation ofsustainability measures. All sta? of the Company and all parties that under-take the Company’s relevant responsibilities are required to strictly abide byand execute the Code, and various departments shall collaborate to formu-late compliance procedures aligned with the Code and implement thesystematic guide. In addition, the Company has internally released the Coun-try-Based Policy - Employee Compliance Manual for projects launched inMalaysia, Hungary and the US as the compliance guide for employees inoverseas work and life, to raise their awareness of compliance and safeguardthe Company’s corporate image overseas.Meanwhile, the Company is planning to gradually improve the compliancemanagement system and promote compliance management on all fronts inaccordance with the ISO 37301 compliance management system and itsusage guide. The plan is set to be initiated in 2025.
As the highest body responsible for the Company’s businessethics management, the Board of Directors is responsible for theGroup's integrity building and management. The Audit Committeeis responsible for monitoring and evaluating the Group's integritybuilding and management level. The Audit and SupervisoryDepartment the relevant policies on anti-bribery and anti-corrup-tion, inspecting and evaluating the implementation of the rele-vant policies, carrying out integrity risk assessment and correctingfraudulent behaviors in time.Based on the Code, the Company continuously optimizes policiesincluding Anti-Fraud Policy, Gift Acceptance Policy, System forReporting Con?icts of Interest, and Whistleblowing Policy, to pro-mote honest practice among employees. The Company is alsointroducing the ISO 37001 international anti-bribery managementsystem, to align the anti-bribery and anti-corruption work withhigh standards.In 2024, the Company actively conducted assessment of integrityrisks. It assessed integrity risks by jobs and positions, identi?ed 60
positions involving integrity risks, classi?ed these positions intolow-risk, medium-risk and high-risk ones, and required job rota-tion among the personnel in positions of medium and high risk, toreduce the occurrence of fraud cases at the source. The Companyregularly released notices about reporting con?icts of interestthrough the corporate WeChat platform, to publicize mattersabout con?icts of interest and the reporting process, and raiseemployees’ abilities in identifying con?icts of interest and resist-ing corruption.The Company conducts one business ethics audit at least onceevery three years, which covers the headquarters, subsidiariesand all production bases; and increases the audit frequency forimportant businesses, to enhance the e?ciency of risk control andsupervision. In 2024, there was no major internal control risk eventacross the Company.The Company is committed to fostering a positive and honestcorporate culture. In 2024, the Company organized 20 trainingsessions on integrity for all types of employees.
Business Ethics Management
Anti-bribery and Anti-corruption Management
The Company encourages employees, suppliers, customers and other stakeholders andsources to report violations of regulations, and publicizes diverse whistleblowing chan-nels, including mailbox, email and hotline, on its o?cial website and OA system, to ensureinformation reporting and handling to be timely and e?cient.
Meanwhile, the Company attaches great importance to the protection of whistleblowers,keeps strictly con?dential whistleblower information, and forbids retaliation. In 2024, theCompany received and investigated 67 complaints, and initiated internal investigations forsix severe frauds. In daily audit and inspection, the Company found dishonest conduct byeight suppliers, and included them into the blacklist according to rules and would neveradopt them again.
Protection of Whistleblowers
In strict accordance with the Anti-Unfair Competition Law of the People’s Republic of China,the Company has kept strengthening internal compliance management, and conductedprecision management in key areas, such as anti-monopoly, marketing, trade secret pro-tection and intellectual property compliance, actively creating a sound and sustainablemarket environment. In 2024, the Company has not been involved in any litigation orsigni?cant administrative penalties resulting from unfair competition practices.
According to the Anti-Unfair Competition Law of the People’s Republic of China and relevantdomestic and international anti-monopoly laws and regulations, the Company has estab-lished the Anti-Monopoly Declaration Management System for Overseas Investments to stan-dardize the declaration of joint venture projects, identify import and export risks through tradecompliance inspections, and prevent anti-dumping risks from a?ecting its market presence. Asof 2024, the Company declared concentration of undertakings for more than 10 projects.
Fair Competition
New employeesIn-service employees
Organized the training onintegrity to raise the aware-ness of honest operationOrientation training onintegrity to establish theawareness of integrity
Annual training on integ-rity to enhance anti-cor-ruption ability
Middle and senior
management
Formulated the Country-BasedPolicy - Employee ComplianceManual targeting key coun-tries, for compliance with locallaws, regulations, public orderand good custom
Overseas employees
Whistleblowingmailbox
Within plant areas
Whistleblowing
audit@evebattery.com
Whistleblowinghotline
0752-5752017 (Huizhou) 0724-6098813 (Jingmen)
（ 1 ） Trade Compliance and Anti-Monopoly
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Personal privacy protection
Information security incident
emergency response
Emergency plans and annual drill plans are formulated for key business systems, with at least two drills for key systems and one drill for important systems every year.
Information security awareness trainingThe information security awareness training is conducted for all employees, achieving 100% coverage.
System disaster recovery,redundancy and data backup
Data Security and Customer Privacy Protection
The Company has strictly observed the Cybersecurity Law of the People’s Republic of China, the DataSecurity Law of the People’s Republic of China, the Personal Information Protection Law of the Peo-ple’s Republic of China, the GDPR of Europe Union and other laws and regulations of countries and regionswhere it operates business. Meanwhile, it has established the Information Security Committee responsiblefor setting and advancing information security policies and goals, and supervising and guiding informationsecurity work, under which the work group for information security system operation and the work groupfor information security system planning are set up. The work group for information security system opera-tion, which is composed of the Company’s functional departments and factory management, covers allbusinesses, implements the Company’s resolutions on information security, and executes informationsecurity management plans. The work group for information security system planning is responsible for
developing and maintaining manuals and procedure documents for the information security system, andplanning the introduction, internal review and management review of the information security system.The Company has developed the Information Security Management Manual, the Information SecurityIncident Management Procedures, the Data Security Management Speci?cations, the Business Conti-nuity Management System and other internal standard system documents, which further regulate andguide multi-level data and information security management in network system security, terminal environ-ment security, information security incident emergency response and personal privacy protection. Duringthe reporting period, the Company was not subject to punishment by relevant authorities for violation oflaws and regulations relating to information security and privacy protection.
Data Security
Information security safeguards
Network system security
Terminal environment security
Firewalls are installed at the internet gateway, and network ?rewalls and WAFs are installed at the front end of data centers to protect network, data and application layers of IT systems.The production network is physically isolated from the o?ce network, and two layers of ACLs are used to isolate di?erent factory areas in the production network to prevent lateral networkattacks.The industrial control security system is adopted for the production network for protection of the industrial control network from virus, intrusion prevention, media management andsoftware management, ensuring the stability of the production system.Antivirus software is installed on all o?ce computers, with regular patch updates.The data encryption system is adopted for all o?ce terminals, and various departments are assigned to di?erent encryption zones based on work functions for data isolationand encryption protection, preventing accidental leakage.
The Company has followed the principles of “rigorousness, authenticity and accuracy” in prod-uct promotion and marketing business, and established and updated the External Release Man-agement System to strictly control information and data to be released externally, ensuring theauthority of information sources and the traceability of data. During the process of sales, it hastreated all customers equally, without abusing information advantages or manipulating themarket or prices, and resisted unfair competition and commercial briberies with all its strength,maintaining a sound business environment. The Company has set up the marketing academy toprovide regular training on marketing knowledge and business ethics, strengthen its marketingrisk prevention capabilities, and truthfully introduce products or services to customers, withoutany exaggerated, false and misleading information. In 2024, 613 employees participated in thetraining, and there were no customer losses due to due to false advertising.
（ 2 ） Responsible Marketing
The Company has built con?dentiality systems, such as the Con?dentiality Management Regula-tions, the Key Information Management Procedures and the Business Secret Protection Regula-tions for CLS Project, and established the special con?dentiality personnel follow-up mecha-nism to closely track the con?dentiality status and carry out con?dentiality measures. Itsemployees are encouraged to report secret leakage or other infringements of trade secretsaccording to the Business Secret Reporting Management Regulations, protecting business secretstogether. In 2024, the Company conducted 19 special con?dentiality training sessions, involvingno con?dentiality violations.
（ 3 ） Trade Secret Protection
The Company has improved its intellectual property compliance management system, and hasbeen certi?ed by the Enterprise Intellectual Property Compliance Management System (GB/T29490). Furthermore, it has developed procedure documents, such as the Intellectual PropertyApplication Management Procedures, the Intellectual Property Maintenance Management Proce-dures, the Intellectual Property Implementation, Licensing and Transfer Management Proceduresand the Intellectual Property Protection Management Procedures, adhering to both “self-preven-tion” and “self-protection”.
（ 4 ） Intellectual Property Compliance
In strict accordance with relevant laws and regulations, the Company has obtained the personal information use authorization from employees, and standardized the collec-tion and use of employees’ personal information.The Company has prohibited information leakage, sales or illegal disclose to third parties, e?ectively safeguarding employees’ personal privacy rights.During the reporting period, the cross-border personal data transfer compliance project was launched in Malaysia, covering various business and management scenarios.In the future, the personal data compliance project will be extended to the EU, the US, Singapore and other regions.
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The importance of business systems is identi?ed based on business impact analysis. The disaster recovery system is adopted for core business systems of di?erent datacenters, with redundancy capabilities and no single failure point required for important business systems. The backup strategy is implemented for all business data by impor-tance levels, with regular audits to ensure data security.
The Company has always regarded customer privacy protection as a key principle of its operation.The Company has organized the con?dentiality training for all employees, including promoting cu stomer privacy protection responsibilities, ensuring deep understanding and ful?llmentof con?dentiality obligations of all employees, incorporating customer privacy protection in basic professional quality requirements for employees, and making con?dentiality awarenessa fundamental principle of job performance. For sales sta?, it has formulated the Manual of Required Technical Knowledge and Skills for Sales Staff, de?ning their obligation to protect cus-tomer information, and requiring sales sta? to strictly observe Company regulations, conduct compliant operations, and protect the security and privacy of customer information, withoutdisclosing customer information or using it for personal gain. In addition, the Company requires its partners (such as outsourcers, external IT teams) to sign the Con?dentiality Agreementto avoid the risk of third-party data misuse. During the reporting period, the Company wasn’t involved in con?rmed complaints relating to infringement of customer privacy.Likewise, the Company has also respected the privacy information of its business partners. For example, it has informed visitors of the content of the Privacy Protection Policy through thevisitor system, and obtained their personal information authorization required to access the company area.
Customer and Third-Party Privacy Protection
2024
EVE(Headquarters& Xikeng Factory) and Wuhan Fanso
were certi?ed by ISO/IEC 27001 Information Security Management System.
Hubei EVE Power and Huizhou EVE Power
were rated as level AL3, the highest level, by the Trusted Information Security Assessment Exchange (TISAX).
internal security audits
The Company conductedThe Company conducted
external security audits
namely annual audits of ISO 27001 system, IATF 16949 system and AS9100D Quality Systems-Aerospace.
During the reporting period
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PRODUCTS
& SERVICES
8 Product quality and safety9 Customer service management10 R&D and innovation
Topics Disclosed
Contribution to SDGs
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The Company implements systematic risk management throughout the entire lifecycle of technologyR&D and product development projects according to the Risk Management Control Procedure.Before project initiation, the project leader conducts a technical feasibility analysis to systematicallyidentify potential risks relating to technical routes and resource matching, and speci?es quanti?ed riskassessment results and preventive measures in the Projet Proposal, ensuring 100% coverage of riskcontrol measures. During the R&D phase, the Company adopts a hierarchical control strategy toprecisely implement risk mitigation plans and conduct dynamic risk monitoring by methods such astechnical validation iterations and FMEA analysis, ensuring a 100% closed-loop control rate for corerisks.In 2024, the Company’s R&D investment reached RMB 3.06 billion, accounting for 6.29% of its mainbusiness revenue, successfully achieving the annual goal of a 5% increase in clean-tech investment(i.e., R&D investment). In the same year, the number of R&D personnel reached 6068, accounting for
20.23% of the total workforce.
Risk Management and Response Actions
EVE's R&D Investment from 2021 to 2024 (RMB100 million)
2021
13.79 22.61 28.71 30.60
202220232024
Number of R&D Employees from 2021 to 2024
20212159419252916068
2022202320241,0002,0003,0004,0005,0006,0007,0008,000
The Company has established an R&D system composed of the Science and Technology Committee (hereinafterreferred to as the “STC”), the Central Research Institute and various research branches. The STC is headed byChairman, with the directors and deputy directors of research institutes as standing committee members, andgathers expert members from technical ?elds such as electrochemistry, materials, and electrical and electronicengineering, forming an interdisciplinary technical think tank. The STC, as the decision-making body for the Com-pany’s technological development directions and major technological proposals, integrates internal and externalresources to promote breakthroughs and applications of cutting-edge technologies, enhancing the Company’score competitiveness; the Central Research Institute is responsible for fundamental research and pre-research ofcutting-edge technologies; and various research branches focus on technological R&D in specialized ?elds. Theyprovide solid support for the Company’s technological innovations together.
Governance
Upholding technological innovation as the driving force for development, EVE establishes a comprehensive R&Dplatform covering materials, cells, BMS, and systems. It continues to increase R&D investments, enhance its overallresearch strength, and develops a full range of high-security, high-reliability, and high-performance products tocope with technological competition barriers in the future. Focusing on pre-research for new materials andcutting-edge technologies, the Company collaborates with universities and research institutions, such as WuhanUniversity, and builds an international, interdisciplinary R&D team composed of over 6,068 researchers to tacklecore technological challenges. Throughout technology R&D and product development, EVE implements techno-logical risk identi?cation, management, and monitoring across the lifecycle to improve technological innovationand product quality, ensuring smooth project delivery, meeting customer demands, and enhancing market com-petitiveness. Additionally, the Company is committed to boosting comprehensive green product development bydeveloping low-carbon and environment-friendly products, implementing the green design concept of being“lightweight, long lifespan, and recyclable”, and continuously creating responsible and sustainable products.
Strategy
R&D Innovation
20.23
Ratio of R&D personnel inthe Company’s total headcount
6.58
R&D investment growth
6.29
Ratio of R&D investmentto revenue
3.06
In 2024, the Company’s R&Dinvestment reached
billion%
%
%
6,068
R&D personnel
Research Collaborations
1 national project：
Automated cardiopulmonary
resuscitation robot project
1 provincial project：
R&D project on key materials, technologies,and equipment for energy storage sodium-ion batteries
1 municipal project：
Capsule endoscope miniature power supply
unit development project
In May 2024, EVE launched high-performance open-source batteries, leading themarket with innovative materials, thermal management innovations and structuralsystems. With a capacity of 636 kWh and a range of 500 kilometers, the Z long-rangebatteries, which are applied in Sany heavy-duty electric trucks, support fastcharging to signi?cantly boost operational e?ciency. The batteries utilize new Cellto Pack (CTP) full-domain foaming and top-bottom cooling technology, ensuringstable operation from -30℃ to 50℃ for optimal performance under various condi-tions, with over 70% capacity after 4,500 cycles. In December 2024, EVE won the“Award for High-Quality Supporting Enterprise for Green Heavy Truck in 2024” at
2024 China New Energy Heavy Truck Operation Conference.
In October 2024, Geely Farizon New Energy Commercial Vehicle Group deliv-ered 987 pure electric buses to Hangzhou Public Transport Group, allequipped with EVE’s commercial vehicle B-platform products. These batter-ies feature an energy density of 160 Wh/kg, utilizing an ultra-lightweightlarge-module design and a PCM cover, which signi?cantly enhances spaceutilization. Its minimalist design for the bottom liquid cooling ensures stableperformance and safe operation. This delivery has injected green power intoHangzhou’s public transportation, achieving zero-emission travel, andmaking the city more intelligent and greener.
[Green transportation] EVE and its value chain partners facilitate green travel together
On the evening of February 2, 2024, “Pearl River Jade”, the largest pureelectric luxury Pearl River night cruise ship in Guangzhou, equipped withEVE’s LF280K battery cells, successfully completed its maiden voyage.With a cycle life of over 8,000 cycles, the battery cells can support themarine battery system for up to 10 years. EVE has customized batterysolutions with di?erent capacities and voltages to achieve zero carbonemissions for ships. Currently, six pure electric Pearl River night cruiseships are equipped with EVE’s marine batteries, which fully supportsgreen and low-carbon shipping and accelerates green energy transforma-tion in the maritime sector.
[Green shipping] Marine power batteries safeguard blue oceans
Relying on advanced research platforms and an international, systematic technical team, EVE has intensi?ed R&D e?orts in several areas such as large LFPbatteries, large cylindrical batteries, and lithium manganese oxide batteries, developing multiple new products to provide customers with more competi-tive battery solutions. In 2024, the Company further deepened its green design concept through technological upgrades, and launched seven medical bat-tery solutions as well as smart battery solutions for sea, land and air scenarios, achieving deep integration of green products with low-carbon transforma-tion in society.
In April 2024, EVE launched seven medical battery solutions, including Li/MnO
batteries and cylindrical batteries, which are suitable forvarious medical devices, such as AED de?brillators, capsule endoscopes and brain pacemakers. Notably, the Company released twotypes of high-energy (550Wh/L), long lifespan (capacity retention rate >95% in 5 years) and highly reliability (short-circuit temperature<5℃, X-Ray full-inspection structure) batteries for gastrointestinal endoscopes, with diameters of 7mm and 9.8mm, e?ectively ?lling thegap in high-reliability energy solutions for endoscopes in China.Currently, EVE is the only manufacturer of batteries for implantable neuromodulation devices in China. Speci?cally, it has applied itsde?brillators for treating Parkinson’s disease in over 1,000 clinical cases worldwide, and successfully developed the world’s ?rst sec-ondary neurostimulator that was clinically validated by autism cases. With innovative designs and a high-power output, its Li/MnO
bat-teries have been used for safe services for global blood glucose meter users. The Company has conducted comprehensive testing frommaterials to battery cells to ensure product airtightness and safety, and been certi?ed by ISO 13485, UL 1642 and IEC 60086 systems. Inthe future, the Company will continue to make technological innovations, and facilitate intelligent upgrades of social infrastructures,ful?lling its social missions technologically.
[Medical Battery] Extending Life with the Warmth of Technology
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The technology of “Core Technology and Equipment for Precision Manufacturing of High-CapacityLithium-Ion Batteries” won the second prize of the National Science and Technology Progress Award.The battery capacitor SPC won the honor of a national individual champion product in the manufac-turing industry.The pulse-type lithium thionyl chloride battery, long-circulating square-shell iron lithium batterieswere rated as famous high-tech products in Guangdong Province.The project of “Research and Application of Marine Battery Power Safety Technology” won the secondprize of the Science and Technology Award of China Institute of Navigation in 2024.
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Amid the rapid growth of low-altitude economy, EVE has takenan early leading the ?eld of eVTOL aircraft batteries. With anenergy density of up to 320Wh/kg, a long cycle life exceeding7,000 cycles and a high safety, the batteries can support 10Chigh-power output and 15-minute fast charging, and reduce?ight operation costs, reliance on chemical fuels and minimizenoise pollution, enabling e?cient and eco-friendly urban andintercity transportation.
[Green ?ight] eVTOL aircrafts boost green ?ight
In December 2024, the ?rst phase of EVE's 60GWh super energystorage factory was o?cially put into production, and the628Ah large-capacity battery cell Mr.Big was successfullymass-produced, making it the industry's ?rst mass-produced600Ah+ large-capacity battery cell product. The productadopts the revolutionary fourth-generation stacking technolo-gy to expand the internal space of the core by 5%, and buildsan ‘electronic highway’ with innovative current collectiontechnology, e?ectively solving the problem of large-capacitytemperature rise, with a measured energy e?ciency of up to
96.2% at 0.25P and 25°C. This industry-leading super factory
will provide strong support for Mr. Big's large-scale mass pro-duction, accelerating the global energy storage industrytowards a more e?cient and sustainable new energy era, anddemonstrating the technological strength and industrial com-mitment of EVE to lead the era of large-scale storage.
[Innovative Energy Storage Products] Mr.Big, a 628Ah ultra-large capacity battery cell, is o?cially mass-produced
Goals and Progress
Certi?ed by ISO 13485, UL 1642, and IEC 60086, with some products already in clinical appli-cation.
Support 4C ultra-fast charging, reaching 80% SOC in just 15 minutes; utilize CTP+ full-rangefoaming technology to achieve lightweight design; ensure a cycle life of 5,000 cycles with aremaining capacity above 80%.
Support 6C fast charging, providing a 300 km range with just 5 minutes of charging; improvelow-temperature range by 20% and low-temperature acceleration by 100%, achieving milli-second-level power response; feature a bottom protection strength 6.6 times the nationalstandard, with high-temperature thermal runaway NTP and high-safety redundancy design.
As of 2024, EVE has ?led 4,320 invention patent applications and obtained 1,008 inventionpatent grants.It has also participated in the formulation of 112 industry standards, including 22 nationalstandards.
R&D investment reached RMB 3.06 billion, accounting for 6.29% of the business revenue.
Progress in 2024
Continually developingall-scenario lithium
battery solutions
Enhancing R&D innovation
capabilitiesAccelerating the transformation of R&Dinnovation achievements
Goals/Indicators
Medical battery
EVE Open Source Battery
EVE OMNI Cell
2024 R&D Honors
National honors
Provincial honor
Others
As required by ISO 9001, IATF 16949 and other management systems, the Company hasdeveloped the Risk and Opportunity Identi?cation and Assessment Control Proce-dures, and established a risk and opportunity management group to conduct the qualityrisk and opportunity identi?cation and assessment work at least once every year, developcontrol measures and determine monitoring frequencies based on risk levels, and createthe Risk and Opportunity Control List. This ensures the e?ective control of quality risksand opportunities and the full implementation of response measures. In 2024, the Com-pany identi?ed a total of 33 risks, and implemented targeted risk assessments and controlmeasures, ensuring product quality and regulatory compliance.
Risk Management and Response Actions
Strategy
The Company has set up the Product Safety Management Committee, which is chairedby Vice President in charge of the quality center and works with product design, develop-ment, testing, manufacturing, process, supply chain, sales and other business depart-ments in product quality and safety management. It has linked the remuneration andperformance of the senior management with key product safety indicators, decomposedprocess performance goals layer by layer, and conducted delicacy management, ensur-ing the operation based on safety indicators in all links, and implementing productsafety management responsibilities by position and personnel.The Company has built an integrated quality management system covering the wholeproduct lifecycle. Through deep integration of system documents and business process-es, it has made product quality stable, safe and reliable based on all quality system docu-ments under a uni?ed standard and ensuring the uniqueness of business processes. Toachieve the company-level quality goal of “100% product safety compliance rate”, theCompany has developed the Quality Manual, the Product Safety Management Regulationsand the Risk and Opportunity Identi?cation and Assessment Control Procedures to de?nethe responsible departments in all business links and the quality and safety manage-ment goals and indicators, building a rigorous safety management system. Meanwhile, ithas set up the product safety incident accountability mechanism to standardize theaccountability process, ensuring that product safety issues are traceable and account-able, eliminating safety hazards, and fully protecting customer rights.In 2024, 100% of the Company’s mature and certi?ed main companies were certi?ed byISO 9001:2015 quality management system or IATF 16949:2016 automotive quality man-agement system. For hazardous substance management, the Company e?ectivelyimplemented the QC080000 Hazardous Substance Process Management System e?ec-tively, and continuously upgraded its internal management procedures through internaland external audits and self-assessments. During the reporting period, there were nohazardous substance management system violation reports or customer complaints, nomajor safety or quality incidents related to products or services.The Company has conducted at least one comprehensive and in-depth internal audit ofthe quality management system every year. In 2024, it carried out internal audits of thequality management system across all stable production bases, achieving a 100% close-down rate for defective bases.
Governance
Product Quality and Safety
In 2024, the Company identi?ed a total of
and implementedtargeted risk assessments and control measures, ensuring product
quality and regulatory compliance.
EVE remains to focus on customer needs, to be extremely serious, to achieve the highestindustry standards, and keeps improving the quality of products and services. Based onthis quality polity, it has put great emphasis on product and service quality.Designating 2024 as the “Year of Quality”, the Company centered its e?orts around fourstrategic goals: project delivery quality, after-sales quality improvement, quality costreduction, and digital quality. It continuously optimized the quality management systemand product safety management mechanism through digital technologies. Simultane-ously, it strengthened capabilities in quality risk identi?cation, assessment, and controlwhile fostering a quality culture mechanism to promote company-wide quality aware-ness and enhance quality improvement capabilities. Additionally, the Company hasestablished a comprehensive product traceability and recall management system, form-ing a closed-loop management framework that spans preventive control, process optimi-zation, and rapid response. Through these initiatives, EVE aims to transition its qualitymanagement approach from reactive problem-solving to proactive forecasting, aligningwith its strategic transformation into an automotive-grade enterprise.
Digitalization DevelopmentTo drive quality improvements and manufacturing operation through quality data, the Company will develop a “2+1”digitalization project and platform to improve its manufacturing procedure quality in all fronts. By digitally empoweringquality management and facilitating transformation of quality talent structure, it will improve the quality managementfrom passive inspections and response to proactive and continuous improvements.
Digitalization Project 1.0
Digitalization Project 2.0
Digital platform forpresident’s cockpit1 digitalization platform
Implementing digital quality inspections, focusing on qualityimprovement e?orts, and transforming from quality inspec-tions to quality improvements. As of the end of the reportingperiod, 24 factories completed digital certi?cations for CP(process capability) and CPK (process capability index), withan implementation coverage rate of the project reaching
84.6%.
Integrating the IATF system process into the digital manage-ment system throughout product work?ow, raw materialwork?ow, and operation and maintenance work?ow, improv-ing manufacturing process e?ciency and traceability, achiev-ing full digitalization of the entire quality system managementprocess.
Conducting full-process quality control, monitoring, analysis,and early warning to enable precise decision-making from aholistic perspective down to the site level.
2 digitalization projects
risks
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Quality-Based Cultural DevelopmentThe quality center organizes monthly quality meetings to report on theprogress of quality management goals, commend excellent teams and indi-viduals, encourage employees to enhance their quality and service aware-ness, and share successful experiences, gradually improving the overallquality management level of all employees.Meanwhile, the Company has set up a quality academy, which has opened6Sigma training classes and specialized QC classes to promote the transi-tion of QC personnel from routine inspections to quality improvementroles. As of the end of the reporting period, it has organized a total of 522quality management lessons, and trained 37,600 people in 1,204 hours intotal, promoting 556 QC workers to QA/QE workers, and helping 311 em-ployees to obtain 6Sigma Green Belt and Black Belt certi?cations.
According to the Product Recall Management Procedure for internal control, the Company has clari?ed the de?nition, classi?cation, process and method of recall, andspeci?ed the members and their duties of the recall team. During the reporting period, there were no recalls at the Company.
Product Recall Management
Collection ofDefect Information
Assessment
Issuance ofRecall Notice
Recall E?ectAssessment
Ending of Recall
Implementation
of Recall
Recall E?ectWork Record
Punishment of
ResponsibleDepartments
Advisory Notice
Recall Plan
lessons
Organized a total of
people37,600
Trained
hours
Total trainning hour
workers
The number of workerspromoted to QA/QE
people
Helping employees to obtain6Sigma Green Belt and BlackBelt certi?cations
1,204
As of the end of the reporting period
Goals and Progress
37 key projects met the delivery requirements of “Quality 100”.
The 3MIS (3-month) failure rate per 1,000 units improved by 71.4% com-pared with 2023, achieving 100% of the goal.
Quality costs decreased by 1.68% compared with 2023, achieving 100% ofthe goal.33 factories were launched, achieving a coverage rate of 84.6%, and 24 fac-tories obtained the internal certi?cation, making product quality more digi-talized in a comprehensive manner.
Progress in 2024
Quality cost saving achievement rate
100% product quality digitalization
coverage
Goals/indicators
New projects should be in line with thedelivery requirements of “Quality 100”
After-sales quality improvement achieve-
ment rate
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3286
4627
2022年
4925
7430
2023年
6293
10007
2024年
Number of Patents GrantedTotal Number of Patents Applied
Adhering to a customer-centric service philosophy, the Companyhas established a “six-in-one” troubleshooting team, which is ledby sales and composed of key roles in marketing, pre-sales, proj-ect, delivery and after-sales, based on its customer relationshipmanagement regulations, such as the Key Account ManagementRegulations, the Customer Complaint Handling Procedures andthe Customer Satisfaction Survey Procedures, in order to identifycustomer demands from multiple dimensions and providecustomized services.During the reporting period, the Company established nineregional customer service headquarters at home and abroad, withservice personnel stationed in their respective regions to strength-en customer contacts and respond quickly to customer demands.All employees from R&D, production, sales to after-sales under-stood and met customer demands. Meanwhile, the Companybuilt the Customer Relationship Management (CRM) system tointegrate customer information, conduct customer segmentationand draw customer portraits, achieving precise marketing andpersonalized services, further enhancing customer satisfaction.
Customer Service
In June 2024, the Company’s after-sales service system successfully passed thethird-party audits. The National Commodity After-sales Service Compliance Certi?-cation Five-star Certi?cate (NECAS) and After-sales Service System PerfectionDegree Certi?cation Evaluation System Seven-star Certi?cate (CTEAS) were con-?rmed as continuously valid. During the reporting period, the Company participat-ed as a main drafting unit in compiling the standard of the Technical Conditionsfor Delivery of Power Battery after Repair (GB/T 45099-2024). The standard is the?rst repair standard in the power battery industry, aiming to standardize the repairpractice in the industry, improve repair capabilities of companies and protectusers’ rights.The Company places great emphasis on customers’ opinions and suggestions.According to the Customer Satisfaction Management Procedures, it conductstwo customer satisfaction surveys every year to comprehensively gather andunderstand customer satisfaction regarding its technology, pre-sales services,business, quality, delivery and after-sales services. During the reporting period, theaverage score in the satisfaction survey was 93.95 points.
As for after-sales service, the Company has adhered to the tenet of “whole-hearted service for global users to enjoy safe travel and green energy”, andlaunched a 7*24h toll-free service hotline (400-050-3628) to quickly receiveand address customers’ after-sales service demands, problem feedbacksand complaints, meet customers’ after-sales service demands immedi-ately, and conduct follow-up calls to con?rm the resolution and satisfac-tion of customer demands. During the reporting period, the average scorefor after-sales service follow-up calls was 98.6.
400-050-3628
7*24h toll-free service hotline
Sales
Pre-sales
Delivery
After-sales
Project
Market
In terms of customer complaint handling, the Company built a rapid response mechanism. Speci?cally, after-sales service complaint handlingteams were established based on customer complaints to conduct timeliness management & control under the “2485 principle”, and identifyroot causes for all customer complaints using the 8D tool, and implement long-term solutions, improving troubleshooting e?ciency. More-over, the QMS system was adopted for digital management of all customer complaints, process standardization, tracking and monitoring,which enhanced handling e?ciency, achieved data analysis and mining, and strengthened troubleshooting capabilities.
The Company has been certi?ed by GB/T29490 enterprise intellectual propertymanagement system and selected into the list of National Intellectual PropertyDemonstration Enterprise. In 2024, one invention patent won the “Gold Prize atthe 4th Hubei Province High-Value Patent Competition”.
The Company has adhered to inde-pendent development and technolog-ical innovations. In 2024, the Compa-ny had a total of 10,007 domestic andforeign patents granted and appliedfor, including 6,293 granted ones.Additionally, it had 4,320 inventionpatents applied and 1,008 inventionpatents granted.
Intellectual Property
2h24h48h5 days
Implement countermeasures, verify their e?ectiveness and make the fourth response within
Analyze causes, develop countermeasures, and make the third response within
Take urgent measures and make the second response within
Make ?rst response within
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ENVIRONMENTAL
PROTECTION
1 Response to climatechange2 Emissions and wastemanagement3 Circular economy4 Environmental com-pliance management
5 Energy utilization6 Water resource utili-zation7 Ecosystem and biodi-versity conservation
Topics Disclosed
Contribution to SDGs
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To achieve its sustainable development goals and e?ectively address climate-related risks and opportunities, the Company is committed to establishing an e?cient and transparent sustainability governance framework. To this end, it has speci?callyset up a climate risk and opportunity governance body, the Sustainability Committee, and a dedicated management team, the Carbon Emissions Management Committee. This ensures that from strategic decision-making to execution, the Companycan respond appropriately and swiftly to climate change.Governance Structure
Sustainability Committee
Climate ChangeManagement Committee
Climate ChangeWorking Group
Decision-making level
Managementlevel
Executionlevel
Annually
Semiannually Quarterly
SemiannuallyQuarterly MonthlyRoutine
Climate changegovernance entities
Responsibilities FrequencyRole
1.Review and validate the institutional framework and operational mechanisms for climate change response, and assess the e?ectiveness of climate risk evaluation and internal control systems, to ensure their
capability to address potential environmental challenges.
2.Comprehensively review the ESG strategy and planning that integrate climate considerations, and evaluate the achievement of annual key performance indicators and targets.
3.Deliberate on the establishment and implementation pathways of GHG reduction targets, and approve budgets related to climate change response to ensure the rational allocation and utilization of resources.
1.Assess and manage risks and opportunities arising from climate change, and formulate response strategies.
2.Closely monitor and oversee key risk indicators to ensure the smooth progress of carbon reduction targets.
3.Proactively engage in in-depth communication with stakeholders on climate change-related topics and report regularly to the Sustainability Committee.
1.Plan and rigorously implement the carbon reduction roadmap to ensure the achievement of targets.
2.Committed to energy e?ciency in operations and the e?ective execution of carbon reduction targets.
3.Ensure the e?ective implementation of carbon reduction targets at the product level.
4.Drive continuous progress in internal capacity building.
Climate Response
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StrategyIn April 2024, the Company launched the CREATE carbon neutrality strategy, aiming to achieve carbon neutrality in operations by 2030 and carbon neutrality across its core value chain by 2040. Guided by the “dual-carbon” goals, EVE remains committed to advancing the CREATE carbon neutralityaction plan. By deepening technological innovation, enhancing resource e?ciency, and collaborating with partners across the entire value chain, the Company endeavors to drive green and low-carbon development, support the global energy transition, and contribute to sustainable developmenttoward a greener future for humanity.
CREATE Carbon Neutral Action Plan ?We CREATE for a Net-Zero FutureCarbon neutrality in operations by 2030, carbon neutrality across the core value chain by 2040
Carbon neutrality in operations by 2030, carbon neutrality across the core value chain by 2040Carbon Footprint
Full lifecyclecarbon accounting
| Carbon Footprint | Recycling |
From “cradle” to “cradle”
E?cient productionand operations
| E?ciency | Assurance |
Green supplychain management
Driven by technology
| Technology | Energy |
Carbon-neutral factoryEnergy saving ande?ciency enhancement
Green energy transition
C REATE
E-CarbonCarbon footprint management
system
Ultimate standardsUltimate e?ciencyUltimate management
Sustainable supply chain
auditBattery passportBattery recyclingEchelon utilization
Silicon-carbon materials
Solid-state batterySodium-ion battery
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To systematically assess the risks of its low-carbon transition, the Company conducts a multidimensional qualitative analysis, considering global energy transition, e?ciency improvement, and technological innovation trends, to identify potential risks such as stricter regulations, accelerated technologicalsubstitution, shifts in market preferences, and supply chain resilience challenges. The analysis encompasses key areas including business operations (energy consumption, production processes), supply chain management (supplier carbon performance, recycled material substitution), and the full productlifecycle (design, manufacturing, recycling). By referencing industry best practices and policy guidelines, the Company has formulated a comprehensive set of response strategies.
Impact, Risk, and Opportunity Management
Physical risks
Short-term
risks
Cost increase↑Extreme weather events (earthquakes, ?oods, typhoons, etc.)
Mid-term andlong-term
Upstream value chain(production and logistics)High
1.Diversi?ed supplier network: Establish a backup supplier list to avoid reliance on a single region
and ensure the supply of critical materials.
2.Extreme weather contingency plan: De?ne processes for disaster warnings, personnel evacua-
tion, equipment protection, and data backup.
Impact durationNameRisk typeRisksFinancial impactImpact likelihoodValue chain a?ectedResponse measures
Transition risk
PolicyTightening climate policies at home and abroad
Upstream value chain,
company operationsHigh
Continuously monitor external policies, regulations, and standards, actively engage with stake-holders, interpret newly issued regulations, and develop response plans to ensure compliance.
Long-term risksCost increase↑Sea level rise, water scarcity
Long-term
Cost increase↑
Short-term and
mid-term
Technology
1.The use of recycled materials imposes stricter require-
ments on product technical speci?cations.
2.Low-carbon requirements set higher standards for the
ultra-long lifespan of batteries.
Company operationsHigh
Focus on next-generation key materials and battery technologies to develop high-energy-density,integrated, durable, and safer low-carbon batteries.Cost increase↑Long-term
Market
1.Policy direction: The global warming trend is driving countries
to implement stricter carbon footprint standards, directlya?ecting the eligibility of product access
2.Consumer transition: Market procurement preferences are
shifting signi?cantly toward green and low-carbon products,making environmental attributes a key decision factor.
Downstream value chainModerate
Place low carbon and sustainability at the core to minimize carbon emissions throughout the entirelifecycle.Revenue decrease↓
Mid-termand long-term
Reputation
Damage to brand reputation a?ects the Company’s sus-tainable development.
Downstream value chainLow
Implement low-carbon design, low-carbon production, and a low-carbon supply chain.Revenue decrease↓
Long-term
Upstream value chain,
company operationsHigh
1.Reduce supply chain concentration risk to prevent disruptions caused by disasters in a single region.
2.Incorporate climate-related environmental impact assessments, considering factors such as extreme weather
and water resource availability, to ensure long-term sustainability and resilience of site selection.
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While climate change presents risks and challenges for industrial transformation, it also creates new opportunities for the Company’s strate-gic advancement. As the global carbon neutrality agenda accelerates, the expansion of new energy applications and the continuous evolutionof low-carbon technology standards are driving the shift of battery enterprises from risk mitigation to opportunity capture. By deepening tech-nological innovation, establishing a low-carbon battery lifecycle management system, and expanding renewable energy solutions, the bat-tery industry is turning climate challenges into a catalyst for green growth, creating value anchors for a sustainable energy ecosystem.
Carbon emissions management system
In 2024, the Company launched its ?rst digital carbon emissions manage-ment platform, E-Carbon V1.0. which was developed based on internationalcarbon accounting standards. The platform integrates seamlessly with ERP,MES, SAP, SRM, and energy management systems via API interfaces,enabling real-time carbon emissions data collection and dynamic updatesacross all operational stages.E-Carbon covers the entire carbon management process, from datacollection, monitoring, and accounting to analysis and reporting. It hasreduced the carbon inventory cycle to one-third of the original durationand has achieved authoritative compliance certi?cation and large-scaleapplication. As of the report release, E-Carbon has passed third-party veri-?cation by SGS, con?rming its system logic, data traceability, andaccounting methodologies align with ISO 14064-1:2018 and the GHGProtocol Corporate Standard. Additionally, EVE has conducted GHGinventories for 12 entities, with the data successfully audited by profes-sional third-party agencies.
Digital management of carbon emissions& organizational carbon management
To achieve its carbon neutrality goals and meet compliance and customerrequirements, the Company is accelerating the enhancement of its carbonemissions management system. Following standards such as ISO 14064, ISO14067, GHG Protocol, GB/T 32150-2015, GB/T 24067-2024, and the Draft Com-mission Delegated Regulation supplementing Regulation (EU) 2023/1542regarding the methodology for the calculation, veri?cation and reporting ofthe carbon footprint of batteries, the Company has upgraded and revised itsinternal management policies, including the Regulations on GreenhouseGas Emissions, Quanti?cation, and Veri?cation, the Methodology andRequirements for Greenhouse Gas Product Carbon Footprint Quanti?-cation, and the Supplier Carbon Footprint Management Regulations,which standardize the organization’s GHG inventory and product lifecyclecarbon footprint data collection and calculation, ensuring accuracy, consis-tency and high data quality, thereby providing standardized and highlyreliable data to support international trade compliance and customers’low-carbon requirements.
Increased green invest-ment and ?nancingopportunities, support-ed by policy subsidies
The global phase-out offossil fuels accelerates, driv-ing demand for inve stmentin new energy infrastruc-ture.
Mid-termPolicy drive from
COP29
GlobalHigh
Impact durationOpportunity factorsImpact scenariosFinancial impactImpact likelihoodImpact scope
Lower supply chaincosts and enhancedresilience
Large-scale battery recy-cling promotes the use ofrecycled materials as sub-stitutes, reducing relianceon raw materials.
Long-termImproved eco-nomic viability ofrecycled materials
GlobalModerate
Business revenue growthRising energy securitydemands (e.g., energy stor-age systems mitigating griddisruptions)
Long-termGrowing business
demand
GlobalModerate
Higher technologyexport revenue, captur-ing policy incentives
Markets like China shift fromdual control of energy con-sumption to dual control ofcarbon emissions, expandingopportunities for low-carbontechnology applications.
Short-termDual-controlpolicy on carbon
emissions
GlobalHigh
At the 2024 New Energy and Power Market Innovation and Develop-ment Conference and the 14th Global Top 500 New Energy Enterpris-es Forum, EVE was recognized for its strong presence in the newenergy sector and outstanding contributions to carbon neutrality. Itwas listed among the Top 50 Chinese Energy Enterprises in CarbonNeutrality Contribution and the 2024 Global Top 500 New EnergyEnterprises. Additionally, it ranked ?rst among lithium battery com-panies in the Top 20 Carbon Footprint Leading Chinese Enterprises.
Case: Selected as one of the “Top 50 Chinese EnergyEnterprises in Carbon Neutrality Contribution” and“the 2024 Global Top 500 New Energy Enterprises”
The Company continues to advance carbon footprint accounting for itsproducts. In 2024, it completed carbon footprint assessments for over40 products, with ?ve obtaining third-party veri?cation certi?catesunder ISO 14067 and one receiving a pre-audit certi?cate under the EUBattery Regulation (EU 2023/1542). Additionally, it traced carbon datafrom over 15 suppliers, identifying energy-saving and carbon reductionopportunities across its own operations and the upstream supply chainto enhance the low-carbon competitiveness of its products andstrengthen its trade advantages.
Product carbon management
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Implement comprehensive veri?cation and analysis of GHG emissionsdata. Set targeted annual GHG reduction goals based on baseline data
Raise the awareness of climate change and related issues among manage-ment and employees through workshops, training courses, and internalcommunications to help them understand the signi?cance of climate risksand opportunities, and contribute to Company’s climate goals.
Establish annual targets that link departmental carbon reduction perfor-mance to accountability assessments, encouraging employees to active-ly participate in climate governance.
Develop environmentally friendly products that use renewable energy, toenhance technological leadership in the industry.
Complete the annual carbon inventory and announce the carbon neutralitygoal.
Conduct three workshop training sessions, equipping senior managementwith climate governance tools, methodologies, and policy insights, whilee?ectively enhancing overall employee awareness of climate change.
Implement a new sustainability-focused accountability assessment, incorpo-rating ESG leadership into the performance evaluations of all business units.Complete quantitative performance assessments for all primary depart-ments, achieving a 100% compliance rate.
Achieve over 60% carbon reduction for three products through the use ofgreen electricity, recycled materials, and green supply chain management.
Indicators and Targets4A ManagementProgress
Targets for 2024Progress
Assessment
Awareness
Awards
Advancement
Through a pilot project, EVE establisheda comprehensive working group andmanagement process to address carbonfootprint requirements under theBattery Regulation, covering the entirelifecycle from raw material sourcing toproduction, distribution, disposal, andrecycling. It compiled lifecycle invento-ries (LCI) for seven speci?c unit process-es, incorporating over 200 data streams.By leveraging lifecycle modeling andassessment, EVE completed the indus-try’s ?rst carbon footprint accountingand declaration for power batteriesunder the Battery Regulation. Followinga rigorous external audit, EVE successful-ly implemented closed-loop carbonfootprint accounting in compliance withthe Battery Regulation, demonstratingits expertise in carbon management ande?ectively reducing compliance risks inresponse to evolving policies.
Case: EVE Awarded the World’s First T?V S?D Mark Certi?cate for Power Batteriesunder the EU Battery Regulation (EU 2023/1542)
LiNiAlCo
050100150200250
Target for 2024
Total carbon emission (unit: ten thousand tCO2e )
Progress in 2024
02468101214
Target for 2024
Carbon emission reduction from energy conservation andcarbon reduction projects (unit: ten throusand tCO2e)
Progress in 2024
The statistical scope of carbon intensity is the GHG generated from energy in cell factories with mature operations. According to the GHG Protocol, it speci?cally covers Scope I (direct emissions): carbon emissionsfrom combustion of natural gas and other fuels in production and business activities; Scope II (indirect emissions): carbon emissions from purchased electricity, steam, and other secondary energy sources in theproduction process.
05101520
Carbon emissions intensity
(unit: kgCO
e/kWh)
0%4%8%12%16%
Proportion of green electricity
050100150200250300
Number of energy conservation and carbonreduction projects (unit: PCs)
Product recycled materials used in2024(ton)
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In 2024, the ISO 14001 certi?cation coverage rate was lower than that in the previous reporting year, mainly due to the company’s business expansion, with its newly added manu-facturing subsidiaries remaining certi?ed.
In accordance with the ISO 14001:2015 standard, relevant laws and regulations and requirements of internal documents, the Company conducts at leastone management audit every year to assess the suitability, adequacy, and e?ectiveness of its environmental management system and identify opportuni-ties for improvements.Meanwhile, the Company conducts at least one internal audit annually, carried out by quali?ed internal auditors, covering all factory sites and functionaldepartments, focusing on establishment and maintenance of the environmental management system, environmental performance and compliance,operational control, environmental risk identi?cation and management, goal setting and management, and e?ectiveness of emergency preparednessand response. During the reporting period, all issues identi?ed in the audits were 100% addressed and closed.Furthermore, the Company organizes a third-party audit of its environmental management system every year, covering all certi?ed sites. As of the end ofthe reporting period, all areas covered by third party audits, the audit results for all sites meeting the requirements of the ISO 14001:2015 environmentalmanagement system standard, and obtained the certi?cation of ISO 14001:2015.
Environmental Audits
According to the requirements of relevant environmental emergency response plan documents and its actual conditions, the Company has conductedenvironmental risk assessments, and developed the environmental emergency response plan and on-site emergency response cards, which have been?led at local eco-environmental protection authorities. To keep the plan e?ective and adaptable, the Company will review and update the overall contentof the plan every three years.The Company has established regular environmental factor and risk assessment mechanisms to continuously optimize and improve the emergencyresponse plan and on-site emergency response cards based on the assessment results, ensuring comprehensive and e?ective response to various poten-tial environmental emergencies. In addition, it has developed the annual drill plan for environmental emergencies, organized regular drills as planned,and purchased environmental pollution liability insurance, aiming to build an e?cient and robust environmental emergency management system. In2024, the Company conducted a total of 260 emergency drills for environmental incidents. During the reporting period, it was not subject to major admin-istrative punishment from ecological environment authorities or any criminal liability.
Environmental Emergency Response
As required by the ISO 14001 Environmental Management System, the Company has established, implemented, maintained and continuously improved itssystems at all production and operating locations to facilitate better environmental management and enhance its environmental performance. As of the end ofthe reporting period, 63.6%[ In 2024, the ISO 14001 certi?cation coverage rate was lower than that in the previous reporting year, mainly due to the company’sbusiness expansion, with its newly added manufacturing subsidiaries remaining certi?eof the mature battery manufacturing companies under EVE haveobtained ISO 14001 third-party certi?cation. of companies under EVE with mature operations in the battery manufacturing sector. We require all entities under-way and newly established in the sector or those of other manufacturing segments will improve their system maturity as soon as possible according to therequirements of the group’s environmental management system promotion path and to obtain third-party system certi?cations.
System Development
In active response to the Measures for the Administration of the Law-based Disclosure of Corporate Environmental Information, the Company revised its internalManagement Regulations on Environmental Information Disclosure in 2024, updating and supplementing disclosure procedures and duties of relevant depart-ments. It voluntarily discloses its pollution discharge information, construction and operation of pollution prevention and control facilities, administrativelicensing information and other environmental protection administrative licensing information on its o?cial website (https://www.evebattery.com/disclosure)on a regular basis. Besides, the Company installed online noise and waste gas monitoring LED screens at the headquarters’ boundary to publicize real-timemonitoring data, enhancing the environmental information transparency.To further improve employees’ compliance awareness and environmental management capabilities, the Company jointly conducted the environmental com-pliance training with municipal eco-environmental departments in June 2024, covering legal risk prevention and environmental compliance requirements forenterprises, response and settlement of the NIMBY (Not In My Backyard) e?ect, and standardization of environmental information disclosure.
Environmental Information Disclosure
The Company has established the Sustainability Committee as the highest management body for environmental issues, and set up the Environmental Health and Safety Committee, headed by the president(member of the Board of Directors), to lead the management to promote action plans for environ-mental management, ensuring the e?ective implementation of various rules and regulations, and monitoring and improving environmental performance. The Safety and Environment Center under each operation entity, as well as the safety and environment department of BGs, production bases, businessdivisions and factories are responsible for implementing and supervising speci?c environmental management tasks in factory areas, ful?lling supervision, technical support and guidance duties, and monitoring changes in environmental factors and risks, to improve environmental performance.In October 2024, the Company updated and released the second version of the Environmental Management Policy and Commitment to de?ne its scope of application and supplement environmental performance improvement measures for such issues as pollution control, water resources, energy manage-ment, biodiversity, organizational GHG, carbon footprint of products and circular economy. The Company advocated all business partners to understand the policies and jointly protect the global eco-environment with the greatest consensus.
Environmental Management
Obeying the lawcontinuous improvementpreventing and controlling pollutionenergy saving and emission reduction
Environmental management policy
EVE’s Special Activity on the Environment Day—Environmental Compliance Training
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Emissions and Environmental Impact
By 2030, nitrogen oxide emissions per unit of production capacity will be reduced by 40%compared to 2021.
By 2026, the amount of non-hazardous industrial solid waste generated per unit productin cell manufacturing plants will be reduced by 15% compared with 2023.
By 2026, the amount of hazardous waste generated per unit product in cell manufacturingplants will be reduced by 8% compared to 2023.
In 2024, nitrogen oxide emissions per unit of production capacity decreased by 26.45% compared with 2021 by means of low-nitrogen boiler retro?ts and application oflow-nitrogen technology in boilers in new construction projects, achieving 66% of the goal.
In 2024, the amount of non-hazardous industrial solid waste generated per unit product in cell manufacturing plants decreased by 11.7% year on year, excluding recycledNMP condensation liquid.
In 2024, the amount of hazardous waste generated per unit product in cell manufacturing plants decreased by 36% year-on-year.
GoalGoal achievement in 2024
Emissions and Waste Management
EVE strictly complies with relevant laws, regulations and standards in its operating locations and product application markets, continuously improving its internal management systems, such as the Regulations on the Management of Rain, Sewage and Wastewater, the Regulations on the Management of WasteGas, the Regulations on the Management of Solid Waste and the Regulations on the Management of Environmental Protection Facilities. It sets and updates medium- and long-term and annual environmental management goals, including reducing wastewater and waste gas emissions and waste generation.The Company strictly controls and disposes of pollutants, and improves its environmental performance, with the aim of minimizing the environmental impact of production and operation.2024EVE Power, EVE Innovation Energy, EUE and Ningbo EVE passed the expert review for clean production.
* The award was announced on December 16, 2024
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In strict compliance with relevant laws, regulations and environmental protection standards, the Company has formulated an annual environmental self-moni-toring plan, and carried out environmental monitoring through self-testing, online testing and third-party testing, covering wastewater, waste gas and factoryboundary noise. It has built supporting online monitoring equipment for noise, waste gas and industrial wastewater as well as wastewater testing laboratoriesto stay informed about the discharge of pollutants, and entrust quali?ed third-party agencies to conduct regular pollutant monitoring. During the reportingperiod, the monitoring frequency and results of various pollutants were in compliance with relevant standards.
The Company designed and built its water supply and drainage system in the principles of “rainwater-sewage separation and separation by types of wastewater”.Production wastewater was all treated by dedicated wastewater treatment facilities and then discharged in line with given standards, or further treated by advancedprocesses and then recycled for water replenishment of the cooling system. Domestic sewage was pretreated through oil separation tanks and septic tanks and thendischarged into urban sewage treatment plants via the municipal sewage pipeline network. Rainwater was directed into the municipal rainwater network.
Production waste gases from coatings and liquid injection were treated by corresponding waste gas treatment processes based on their di?erentcomponents, including NMP rotary adsorption, activated carbon adsorption, spray tower, and activated carbon adsorption combined with catalytic combustion. All waste gases were e?ciently collected and treated before discharged in line with given standards.
Industrial wastewater treatment stations, third-level septic tanks, oil and slag separation tankspH, chemical oxygen demand, ?ve-day biochemical oxygen demand, suspended solids, total phosphorus, totalnitrogen, ammonia nitrogen, and total nickel, total cobalt and total manganese from speci?c emission sources
Wastewater
Industrial wastewater and domestic sewageDischarge typesPollution control facilityMonitoring indicators
Boiler waste gas, NMP waste gas, liquid injection waste gas, cooking oil fume, dust-laden waste gas, etc.
Low-nitrogen burner, activated carbon adsorption, spray tower, RCO (catalytic combustion), bag dust collec-
tor, and dry ?lter
Total non-methane hydrocarbons, ?uoride, odor concentration, particulate matter, ammonia, hydrogen
sul?de, oil fume, nitrogen oxides, etc.
During the reporting period, the Company took actives measures, such as new equipment introduction and
process optimization, to reduce the emissions of various pollutants. It upgraded organic waste gas treatment
facilities, and replaced the UV process with the activated carbon adsorption process for treating liquid injection
waste gas, signi?cantly improving treatment e?ciency. Besides, the Company introduced the reactive oxide
combustion (RCO) process in new construction projects, notably reducing VOCs emissions.
Emission typesPollution control facilityMonitoring indicators
Case
The Company adopts low-noise equipment, and takes sound insulation, sound absorption and vibration reduction measures to reduce noise emis-sions from production equipment, with factory boundary noise in line with relevant emission standards.
Noise reduction and isolation devicesEquivalent continuous A-weighted sound pressure level
Factory boundary noiseEmission typePollution control facilityMonitoring indicator
Case
Waste organic solvents, waste electrolytes, laboratory waste liquid, etc.
During the reporting period, the Company enhanced noise control to e?ectively reduce noise emissions.
Speci?cally, it upgraded high-noise cooling towers to silent ones to signi?cantly reduce noise and save
energy, e?ectively enhancing the sound quality in the factory area and the surrounding areas.
Hazardous waste storage rooms
Classi?ed collection, and entrust quali?ed solid waste recyclers for recycling, reuse, or disposal
Hazardous waste typePollution control facility
Disposal method
Waste pole pieces, waste batteries, recycled NMP condensation liquid, etc.
Solid waste storage rooms
Separate collection and entrust the relevant solid waste recyclers to recover and reuse or dispose of
Hazardous waste type
Pollution control facility
Disposal method
Waste Gas
Noise
Hazardous Waste
Non-hazardous Industrial solid waste
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EVE has carried out all-round waste management by means of production process improvement, packaging material recycling, classi?ca-tion at source, recycling of NMP washing tank waste liquid and employee publicity, thereby reducing waste production, increasing thewaste conversion rates and winning the following honors:
In November 2024, the Company released the “Zero-waste Group” construction plan, setting 26 speci?c task goals to further optimizecomprehensive waste management.
1.The Company was rated as the industry’s ?rst typical synergistic
pollution and carbon reduction case for “zero-waste cities” by theBasel Convention Regional Centre for Asia and the Paci?c.
2.EVE's Jingmen base was certi?ed by UL2799 (Zero Waste to Land?ll),
achieving a waste conversion rate of 100%.
3.The Company was granted the ?rst typical “Zero-waste Company”
in the lithium battery industry by the Ministry of Industry and Infor-mation Technology and the Ministry of Ecology and Environment.
Waste management e?ect case
In 2024, the Company updated and released the Environmental Management Policy and Commitment, and gave priority to the use of mature industrialand commercial land and brown?eld land in the principles of respecting and protecting the natural environment, without seeking to develop farm-land, forests, wetlands, oceans, ecological reserves or cultural reserves.
Ecosystem and Biodiversity Protection
The Company strictly conducts environmental due diligence and comprehensive analysis and evaluation of theair, soil, surface water, groundwater and biodiversity of the proposed sites, ensuring that the project sites involvedno ecologically sensitive regions and ecological protection goals.During the reporting period, the Company did not establish any production bases and operating locations inhigh-risk soil and groundwater protection areas, inside or near nature reserves or in biodiversity-rich areas outsidereserves, strictly guarding the ecological red line.The Company complied with relevant laws, regulations and environmental protection standards, monitoredgroundwater, downstream rivers and soil, and conducted potential hazard identi?cation and closed-loop man-agement for hidden hazard recti?cation, reducing eco-environmental risks in soil and groundwater pollutione?ectively.During the reporting period, the Company had no direct discharge of production wastewater or domestic sewage,and strictly controlled all of production and operation activities, products and services, without any signi?cantimpacts on soil, surface water, groundwater or biodiversity.
Project launchand site selection
Production
and operation
EVE carried out a?orestation, training and popular science education activities to actively spread environmental-friendly conceptsto employees and communities, putting ecological protection into concrete action.
Chinese merganser is a ?rst-class nationally protected wild animal species and has been listed on the IUCN Red List of Threatened Spe-cies. EVE established the EVE Zhanghe biodiversity protection workstation, and held an unveiling ceremony at the Zhanghe Chinese mer-ganser protection base on November 17, 2024, including a ?eld survey on the wintering ground of Chinese mergansers and the currenthabitat protection. In the future, the workstation will continue to carry out biodiversity protection actions, actively promote wetland resto-ration and ecological monitoring, and put green development into practice, contributing to the construction of ecological civilization.
Chinese mergansersUnveiling ceremony of EVE Zhanghe biodiversity protection workstation
A?orestation for making the world greener and reducing carbon emissions (Jingmen Base)A?orestation for building a green Zhongkai High-Tech Zone (Huizhou Base)
Case 2: A?orestation for a Greener World and Carbon Reduction
Case 1: EVE established the EVE Zhanghe biodiversity protection workstation, embarking on a new journey of ecological protection
Photograph by Mr Dong Yuqing, Founder of Jingmen Zhanghe Chinese Autumn Sand Duck Conservation Base
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EVE continuously enhances the utilization of compressor waste heat at its factories, optimizing heatusage scenarios to enhance e?ciency. At the Zhongkai C Zone factory, compressor waste heat isused for dehumidi?er regeneration heating, reducing CO2 emissions by 4,224 tons annually.
EVE precisely identi?es energy demand di?erences across various consumption areas, and increas-es environmental partitions, to enhance the precision and e?ciency of energy supply, reducingunnecessary waste. After renovations at the Tonghu Base, annual electricity consumptiondecreased by 2.54 GWh, cutting CO emissions by 1,448 tons per year.To enhance the utilization e?ciency of the formation and aging storage areas and reduce energywaste caused by excessive standby, EVE formulated a specialized energy-saving management planfor formation and aging, issued the Notice on Standby Energy Management for Formation and Aging,and simultaneously upgraded automated management. Across all factories, this initiative reducedelectricity consumption by 40.29 GWh annually, cutting CO emissions by 22,977 tons per year.At the BN Zone factory, EVE has built an intelligent platform integrating energy storage, EV chargingand EV testing services. The platform is connected to renewable energy sources (wind and solar)and forms a smart microgrid alongside the power grid, energy storage system, energy managementsystem, and charging infrastructure. It features 11 smart fast-charging channels, with photovoltaicand wind power installations generating 49 MWh annually and a peak shaving capacity of 1.72 MW,reducing CO emissions by 28 tons per year.At the BN Zone factory, a next-generation electrochemical water treatment technology is piloted inthe cooling water system, fully replacing traditional chemical agents. The project saved 10,402 tonsof water annually and reduced chemical usage by 21.6 tons per year. This technology will be gradu-ally expanded to other bases.
The Company utilizes waste heat from steam condensate to replace part of the steam used forregeneration heating, reducing steam consumption. At the Jingmen No.7 Factory, this initiative cutannual steam usage by 10,833 tons and lowered CO emissions by 3,269 tons.By installing new pipelines, dehumidi?er condensate is reused in the cooling tower, reducing tapwater consumption and improving chiller e?ciency. At the Xikeng Factory, this initiative saved 3,528tons of water and 14 MWh of electricity annually, cutting CO emissions by 19 tons per year.
Key projectsProgress
Overview and progress of key energy-saving projects
Application ofnew technologies
Electrochemicalwater treatmenttechnology
Resource Management
EVE has established and operates an energy management system in compliance with the ISO 50001 standard, with regulations on energy conserva-tion, consumption reduction, energy measurement, energy indicators, and management measures developed and improved. In 2024, the Companyrevised three existing and introduced three new energy management system-related procedural documents, focusing on updates and supplementsto energy procurement processes, energy performance monitoring of key energy-consuming equipment, energy-saving management regulations forhigh-e?ciency machine rooms, and the “Three Simultaneous” requirements for energy and carbon management in industrialization projects.The company president serves as the highest authority of the energy management system, overseeing the establishment, implementation, andmaintenance of the energy policy while providing a framework for setting energy objectives. The execution team consists of functional departmentsresponsible for energy and power, quality, administration, human resources, ?nance, research institute, marketing, and supply chain management,as well as the manufacturing plants. As of the end of the reporting period, the ISO 50001 third-party certi?cation coverage rate for the energy manage-ment system in the Company’s mature battery manufacturing entities stood at 45.5%
.EVE continues to enhance energy e?ciency through energy-saving retro?ts for existing projects and energy-e?cient design for new projects. Duringthe reporting period, the Company implemented 268 energy conservation and carbon reduction projects, achieving an annual energy-saving bene?tof 29,566 tons of standard coal (tce) and reducing CO emissions by 120,912 tons per year. EVE actively invests in and collaborates on rooftop photo-voltaic power station construction and purchase of green electricity and green certi?cates to expand the use of renewable energy. As of the reportingperiod, the cumulative installed capacity of photovoltaic systems reached 92.30 MW, generating 104,602.54 MWh during the period, which is equiva-lent to a reduction of approximately 59,654 tons of CO emissions.
Energy Management
providing green products with better energy utilization e?ciencyEnergy management policy
In 2024, the certi?cation coverage rate declined compared to the previous reporting year, primarily due to business expansion, with newly added manufacturing subsidiariesyet to obtain certi?cation.
Waste heatrecovery andcascade energy
utilization
Establishmentof high-e?ciency
energy systems
Waste heatrecovery fromair compressorsRecovery andutilization ofsteam condensateRecovery ofdehumidi?ercondensate
Environmentalpartitioning
Energy-savingmanagement forformation andaging processes
Integrated wind-solar-storage-charging system
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第二届电工技能大赛
Power demand-side management: EVE carries out energy supply assurance, energy facility operations and maintenance, and energy-saving and carbon reduction management across its bases. It actively imple-ments demand-side management upgrades, including distribution network optimization, distributed energy development, and energy storage system construction. As of the end of 2024, EVE’s bases have builta total of 151 MWh of energy storage systems, responding to power demand events over 19 times. Moving forward, the Company plans to establish a virtual power plant management platform for more preciseload control. EVE Power was selected for inclusion in the Ministry of Industry and Information Technology’s 2024 Typical Cases of Demand-Side Management in the Industrial Sector.Energy inspections: To minimize and eliminate energy waste, EVE conducts regular energy inspections, assessing the operational status of production equipment and key energy-consuming auxiliary systems,including dehumidi?ers, chillers, air compressors, boilers, and coating ovens. For equipment not operating in an energy-e?cient state, key parameters and management practices are promptly corrected. In 2024,EVE conducted over 48 energy inspections, addressing more than 260 issues, resulting in an annual reduction of 24.98 GWh of electricity consumption, equivalent to 3,070 tons of standard coal (tce), and a decreaseof 14,249 tons of CO emissions.
Energy-saving review of ?xed-asset investment projects
In 2024, EVE conducted energy-saving reviews for three new projects and completed energy-saving acceptance inspections for eight new projects. The primary production processes and energy utilization levelsof these projects comply with national and local standards, with no use of obsolete equipment or processes. During the reporting period, the Company was not subject to any administrative penalties from nation-al or local energy authorities.
Energy digitalizationIn 2024, EVE enhanced its energy metering system by deploying advanced IoTdevices, such as smart meters and ?ow meters, establishing a three-tier me-tering infrastructure. It launched the Energy Digital Management 2.0 plat-form, enabling intelligent energy monitoring and analysis, energy indicatormanagement, energy forecasting and early warning, energy optimization,and energy cost analysis. To support energy e?ciency improvements, EVEdeveloped and launched the President’s Dashboard 1.0 system, providingvisualized insights into over 40 key energy indicators. This system incorpo-rates an advanced monitoring system for critical energy indicators, facilitat-ing data-driven decision-making and unlocking the value of energy data.In 2025, EVE will further enhance the deployment rate of three-tier energymetering instruments, extending coverage to various production processesas well as main auxiliary and utility equipment within factories. Additionally,the Company will leverage intelligent terminal controls and AI algorithms toenable AI-driven optimization of key energy-consuming systems, as well asautomated regulation of power generation, grid, load, and storage, therebyenhancing precision and intelligence in energy management and driving acontinuous reduction in energy intensity.
Energy target managementEVE continues to advance energy-saving diagnostics, energy digitalization,integrated energy station development, and energy e?ciency benchmark-ing. In 2024, the Company’s comprehensive energy consumption per unitproduct decreased by 16% year-on-year, while water consumption per unitproduct fell by 15.5%. Oriented toward value creation, EVE implements stra-tegic initiatives such as optimized energy costs, maximized supply resilience,and bulk energy trading to further reduce overall energy consumption andper-unit energy costs. In 2025, it aims to lower key energy performancetargets, including comprehensive energy consumption and water consump-tion per unit product, by an additional 8% based on 2024 performance.
Energy conservation management
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To strengthen awareness of energy and electrical safety, and support the e?ective implementation of the Company’s energy safety management, EVE organized anstudy program on electrical safety in collaboration with the Huizhou Power Supply Bureau in June 2024. A total of 101 participants, including senior executives, safetyand environmental o?cers, and representatives from engineering, infrastructure, factory operations, and energy management departments, attended the programthat covered electrical operation procedures, power system knowledge, hands-on experience, and accident prevention education. EVE will continue benchmarkingagainst China Southern Power Grid’s standardized electrical work management processes, and integrating them into its internal standards to ensure zero accidentsin electrical operations.
Cultural construction
To foster innovation and enhance technicians’ operational skills, EVE conducts regular energy-related training and skill competitions every year, covering key areassuch as system standards, energy management, and equipment operations and maintenance. Through knowledge acquisition, hands-on practice, and skill competi-tions, employees apply theories to practice, improving operational quality of factories, reducing manufacturing costs, and promoting sustainable production.
EVE places great importance on the rational use of water resources, strictly adhering to local laws, regulations, and standards while implementing water conservationmeasures, water quality monitoring, and treatment plans to ensure sustainable water use. During the reporting period, the Company and its operational factories andentities sourced water exclusively from municipal water supply networks, involving no natural water sources.The Company actively implements water-saving measures, including a steam condensate recovery project at the Jingmen Base. This initiative enables the reuse ofmunicipal steam condensate across various areas, preventing the environmental impact of direct discharge of high-temperature water. In 2024, it reduced steam con-densate discharge by 363,000 tons.
Management of Water Resources
EVE actively advances waste battery and battery material recycling by collaborating with industry partners to estab-lish retired power battery recycling and echelon utilization centers, as well as waste lithium battery recycling centers.This initiative forms a green circular supply chain linking waste lithium batteries, chemical materials, battery materi-als, and lithium batteries. Factories 11 and 12 at the Jingmen Base actively incorporate recycled materials to producemore environmentally friendly products. 73. tons of recycled lithium, 722 tons of recycled nickel, and 96 tons of recy-cled cobalt have been utilized through the green supply chain.
Recycling phase
To systematically advance material recycling, EVE integrates the concept of resource circularity into manufacturing,circulation, and recycling through technological innovation, design optimization, and industry chain collaboration.This includes minimizing waste and enabling material regeneration in manufacturing, promoting recyclable alterna-tives in packaging, and establishing a complete “recovery-to-regeneration” industry chain at the product end.
Material Recycling
EVE implements the “ultimate manufacturing” tech-nology system to minimize the loss and scrapping ofraw and auxiliary materials during production. AtFactory 27 of the Huizhou Base, aluminum-plastic?lm trimming scraps are repurposed as raw materi-als for the manufacturing of other products. At theJingmen Base, condensed NMP waste liquid isreused for cyclic cleaning of equipment pipelines.
Product manufacturing phase
Through reusable packaging design, Factory 16 atthe Jingmen Base replaced single-use paper pack-aging for battery manufacturing raw materialswith reusable packaging boxes and pallets, reduc-ing annual waste generation by 678 tons.
Transportation and distribution phase
Thematic Study Program on Electrical Safety for ExecutivesThe 2nd Electrician Skills Competition
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SUSTAINABLE
SUPPLY CHAIN
11 Sustainable supply chain managementTopics Disclosed
Contribution to SDGs
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The Supply Chain Management Center submits the New Supplier Approval Form, and upon approval, the suppliers areadded to the List of Quali?ed Suppliers.
If a quali?ed supplier fails to meet standards, engages in fraud, or violates laws, the Supply Chain Management Center willconduct a comprehensive assessment and take measures to revoke its quali?cation.
EVE employs a digital system to automatically convert incoming material inspection results into supplier evaluation records,and determines supplier rating based on quality, delivery, responsiveness, and technology. The Supplier Performance Evalu-ation Report is published monthly, and the Quality Center conducts annual audits.Daily performance
managementDisquali?cation ofnon-compliant suppliers
6. Supplier registration
7.Monthly and annual audits
8 Exit
Supply Chain Management
EVE has established the Supply Chain Management Center to coordinate front-end procurement, supplier management,and resource optimization, covering new supplier certi?cation, supplier designation, and supplier risk assessment. TheCenter regularly reports supplier management progress and improvement plans to the Company’s management.The Company has built and continuously re?ned its supply chain management system, formulating and strictly imple-menting regulations such as the Supplier Management Program, the Strategic Supply Chain Management Procedures, thePurchase Control Procedure, the Management Regulations for Supplier Performance Appraisal, the Management Rules forAuditing and Coaching Suppliers. These policies establish a supplier lifecycle management process, covering supplierdevelopment, admission audits, designation, performance evaluation, and elimination, continuously enhancing supplychain management performance and ensuring the legitimate rights and interests of suppliers.
Governance
The Company continuously strengthens supplier management and optimizes supply chain planning to ensure stable materialsupply and quality control. To mitigate risks associated with single-source supply and potential disruptions, EVE deepens collab-oration with strategic partners, enhances localized deployment, shortening delivery cycles and reducing logistics costs. Throughrigorous supplier quali?cation, performance evaluations, annual audits, and capability-building programs, the Companyensures supply stability, technological competence, and quality compliance of suppliers. Moreover, the Company focuses onsupply chain security by continuously re?ning risk identi?cation, management, and emergency response mechanisms. It proac-tively diversi?es raw material supply sources, strengthens arrival demand forecasting and strategic reserve mechanisms toimprove overall supply chain stability and resilience. Furthermore, the Company continues to develop and re?ne its sustainablesupply chain management system, ensuring the stability and resilience of the supply chain. It actively promotes an ethical supplychain while reinforcing responsible mineral management across the value chain, collectively building a stable, sustainable, andresilient supply network.
Strategy
Risk Management and Response ActionsThe Company prioritizes supply chain risk management, aiming to minimize risks and ful?ll responsibilities throughsystematic controls. In line with the Management Rules for Supplier Risk Identi?cation, EVE systematically identi?es andassesses supply, R&D, and quality risks to ensure supplier stability, technological capability, and quality assurance. TheCompany classi?es supplier risks using a dual-dimension model based on “likelihood” and “severity,” and forms theAnnual Supplier Risk Analysis Report. For high-risk suppliers, deliveries are suspended, and alternative plans are activat-ed. Medium-risk suppliers undergo targeted improvements to mitigate risks to an acceptable level, while low-risk suppli-ers are continuously monitored for stability. During the reporting period, 17 risks were identi?ed, including 3 medi-um-to-high, 2 medium, and 12 low risks. Measures such as system optimization, internal communication, and emergencydrills led to a 100% resolution rate, e?ectively reducing risks related to single-source dependency, technological mis-matches, and quality ?uctuations.
Supplier ManagementThe supplier management process includes four stages—new supplier admission, new supplier designation, daily performance management, and disquali?cation ofnon-compliant suppliers—across eight steps.
Investigate supplier information, including quality system certi?cations, technology, ?nancial information, qualitycontrol, and intellectual property rightsConduct quali?cation assessments and risk evaluations across eight key dimensions, including quality management,environmental management, and major operational risks.The Supply Chain Management Center, in collaboration with the Technical Center, SQE, and PMC, reviews suppliers’ Quali-ty System Audits (QSA), Hazardous Substance Management System (HSMS), Social and Environmental Responsibility(SER), Environmental Management System (EMS), Information Security Management System (ISMS), and Business Conti-nuity Management (BCM), and issues the Supplier Audit and Evaluation Report and the Assessment on the Environ-ment-Hazardous Substance Risk of Suppliers. It gives priority to suppliers with the IECQ HSPM certi?cation. An additionalsustainability audit is conducted for key suppliers, and preference is given to those with strong sustainability performance.Before formal cooperation, suppliers must sign the Quality Assurance Agreement, the Business Partner Intergrity Con-vention, the Con?dentiality Agreement, the Partner Commitment Letter for the Ful?llment of Trade Security, EVESupplierCode of Conduct, and the Commitment Letter for No Use of Environment-Hazardous Substances to clarify rights and obliga-tions of both sides.EVE implements systematic planning to prevent quality issues, and ensure compliance with customer requirements fromproduct design to production. It veri?es whether supplier-produced parts meet customer standards, to ensure processstability, reduce quality risks, and enhance customer satisfaction and product consistency.
New supplier
admission
New supplierregistration
1. Identi?cation of potential
suppliers
2. Quali?cation assessment
and risk evaluation
3. Admission audit
4. Agreement signing
5. APQP and PPAP
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To ensure the stable supply of various resources in the supply chain and maintain the stability of its production and operations, EVE has taken thefollowing measures in strategic planning, procurement execution, and process control:
Supply Chain Stability
Strategic partnerships
EVE has established joint ventures with enterprises producing cathode and anode materials, separators, and electrolytes to ensure astable supply source and cost control.Localized procurementEVE actively promotes localized procurement across di?erent bases. As of the end of this reporting period, the proportion of local raw materialsuppliers reached 18.28% in Guangdong Province, 9.81% in Hubei Province, and 8.94% in Yunnan Province, e?ectively reducing material supplyrisks. Leading new energy material enterprises in China, such as SEMCORP and CAPCHEM, have set up operations in Hubei Lithium Battery Townto support local factories. The Company has largely achieved localized procurement of battery raw materials.
Dual-supplier systemEVE implements a dual-supplier model for raw material supply to ensure supply security and resource coordination.Emergency response planEVE has developed and conducted periodic drills for the Contingency Plan for Raw Material Shortages, forecasting next-quarter delivery demands,and planning capacity supplementation and strategic reserves in advance to mitigate risks of unexpected losses due to procurement shortages orunforeseen events such as natural disasters.
Targets and Progress
Targets/indicatorsProgress in 2024Social responsibility goals
Business ethics and integrity violation complaint
investigation rate
100% achieved
100% achievedCoverage rate of environmental agreements
signed with suppliersHazardous substance goals
EVE has formulated the Management Rules for Auditing and Coaching Suppliers, and established a supplier performance management mechanism to regu-larly identify supplier quality risks. Based on the risk levels, the Company develops and implements corresponding audit plans, completes the Supplier Auditand Evaluation Report. The audit scope covers quality system management, quality process management, hazardous substance management, socialresponsibility management, supplier business practices and trade security management, environmental management, and business continuity manage-ment. The Company continuously tracks issue improvements until closure. Suppliers of di?erent risk levels are audited at di?erent frequencies:
In 2024, a total of 311 annual supplier audits were completed, e?ectively preventing raw material quality issues and ensuring the safety and stability ofincoming materials.To strengthen business partnerships, the Company leverages its strengths and industry expertise to provide regular capacity-building training for all suppli-ers, enhancing their capabilities. During the reporting period, it conducted over 30 quality management training sessions for suppliers, organized o?inesupplier seminars to discuss plans for improving incoming material quality, and held two training and exchange sessions for key suppliers to enhance quali-ty awareness across the value chain.
Supply Chain Quality Management
Suppliers of materials that pose safety threats, signi?cantly impact key product indicators or may cause substantial economic losses are audited at leastonce per year;Suppliers of materials that have a noticeable impact on product functionality or performance, or may cause moderate economic losses are audited atleast once every three years;All other suppliers (providing materials or auxiliary materials that a?ect product appearance or packaging) are audited at least once every ?ve years.
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Establish a Transparent, Recyclable, Ecofriendly and E?cient (TREE) supply chain sustainability management systemSupplier admission
Supply chain sustainability management procedures
Recyclable
Supply Chain Grievance Management Procedure
Traceability systemSecondary material system
E?cient
SRM 2.0
Carbon management system
Supply Chain Stakeholder Management Procedure
Transparent
Supply Chain ESG Risk Management ProcedureSupply Chain Traceability and Transparency
Management Procedure
Recycled Material Management Procedure
Recycler Management Procedure
Eco-friendly
Supplier Carbon Footprint Management ProcedureSupplier Carbon Data Collection and Veri?cation Management Procedure
Supplier Green Power Audit Procedure
Supplier Code of ConducLifecyclemanagement
Process development
System development
Supplier designationSupplier performance managementSupplier exit
EVE conducts sustainability audits on suppliers through the Supplier Quali?cation Questionnaire and the Supplier Audit Checklist to assess their sustainability risks. Based on the risk level, the Company determines supplier admis-sion management measures and imposes additional ESG audits on suppliers with medium to high sustainability risks. Additionally, the Company incorporates the evaluation of whether suppliers have established and improvedanti-bribery and anti-corruption policies into the all supplier sustainability audits, strengthening integrity oversight and risk prevention within the supply chain to foster a clean business environment with partners. Through thesupplier relationship management system, EVE tracks and monitors the recti?cation of non-compliance identi?ed in supplier audits, reinforcing responsible supply chain management. For quali?ed suppliers, the Company con-ducts annual risk assessments and formulates an annual supplier risk management strategy and audit plan based on the latest risk assessment results. Furthermore, EVE has established the Supply Chain Stakeholder ManagementProcedure, the Supply Chain ESG Risk Management Procedure, and the Supply Chain Grievance Management Procedure, clearly de?ning the stakeholder communication and grievance mechanisms within the supply chain. Thesee?orts drive continuous optimization of risk management processes, ensure timely remediation of negative impacts and improvement of the management system, and safeguard the legitimate rights and interests of supply chainstakeholders.Committed to ensuring supply chain sustainability and transparency, EVE integrates applicable legal and regulatory requirements with its business characteristics to promote full-chain traceability from raw materials to products.It utilizes internal system X-MOT to ensure data accuracy and timeliness, gradually achieving intelligent traceability management. Additionally, the Company signs management documents such as the Supplier Integrity Commit-ment Letter, EVE Supplier Code of Conduct, and the Con?dentiality Agreement with suppliers to jointly foster a high-quality and healthy business ecosystem.
In 2024, EVE established and re?ned the supply chain sustainability management system (TREE, standing for Transparent, Recyclable, Ef?cient, and Eco-friendly), throughout the entire supplier management pro-cess. This system drives sustainability across all segments of the value chain, ensuring e?cient and fair collaboration with suppliers, preventing corruption, while fully respecting and protecting suppliers’ legiti-mate rights and interests, thereby promoting win-win development.
Supply Chain ESG Management
Responsible Sourcing
Due Diligence Management forResponsible Minerals
Based on the Regulation Concerning Batteries and Waste Batteries(EU) 2023/1542， the EU Corporate Sustainability Due Diligence Direc-tive the Chinese Due Diligence Guidelines for Mineral Supply Chains,the OECD Due Diligence Guidance for Responsible Supply Chains ofMinerals from Con?ict-Affected and High-Risk Areas, and Article1502 of theDodd Frank Wall Street Reform and Consumer ProtectionAct regarding legal requirements for responsible supply chains ofminerals, EVE updated and released its Due Diligence ManagementPolicy for Responsible Mineral Supply Chainsy during the reportingperiod. For suppliers whose raw materials contain metals or miner-als such as gold, tantalum, tungsten, cobalt, tin, manganese, lithi-um, nickel, graphite, or mica, the Company requires them to signthe Agreement on Due Diligence Management for Responsible MineralSupply Chains and undergo responsible mineral due diligence.Meanwhile, the Company has signed the Supplier Code of Conductwith its suppliers, requiring them to establish responsible miner-al-related policies, implement e?ective management procedures,and take reasonable actions to ensure that their products do notcontain con?ict minerals, and that they do not directly or indirectly?nance or bene?t armed groups involved in severe human rightsviolations. Suppliers must conduct due diligence on the origin andtraceability system of these minerals and provide necessary duediligence information to the Company.EVE has incorporated con?ict minerals requirements into suppliersustainability audits, reviewing suppliers’ responsible mineral man-agement practices, promoting the establishment and continuousimprovement of responsible mineral management processes, andensuring responsible mineral compliance throughout the valuechain. This includes conducting con?ict mineral investigations toensure that products do not directly or indirectly use minerals fromcon?ict-a?ected and high-risk areas. By 2025, the Company plans tocomplete the signing of the Responsible Mineral Commitment withall suppliers. During the reporting period, the Company found noinstances of using minerals from con?ict-a?ected and high-riskareas as raw materials in its products
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12 Employee rights and bene?ts13 Employee training and development14 Occupational health and safety
Topics Disclosed
Contribution to SDGs
CARING FOR
EMPLOYEES
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LiepinHaitouZhaopinZhaopinYonyou
Award
2024 Global Talent Magnet Employer
New Prominent2024 Guangdong Extraordinary
Employer of the YearMost In?uential Employer2024 China Best Employer of the Year2024 China’s Most Promising Employer2024 Employer Brand Excellence Award
EVE has issued the Labor Rights Protection Policy, a?rming the principle of equal pay for equal work, and has established a comprehensive remu-neration and incentive system that o?ers competitive remuneration and bene?ts for all employees. The Company’s incentive programs are catego-rized into security-based, performance-enhancement, improvement-oriented, operational, and equity-based incentives. Additionally, aprocess-based incentive package covering all employees has been introduced to encourage departments to implement timely and diverse incentivemeasures autonomously. In 2024, the Company continued to optimize salary adjustments through a scienti?c and rational approach, aligning com-pensation with employees’ actual contributions and performance. Adjustments were made based on internal equity and external market competi-tiveness.EVE has also deepened its equity incentive system, creating a multi-tiered incentive structure to boost employee motivation and enhance corporatecompetitiveness. To attract and retain top talents and senior management, the Company implemented its sixth-phase restricted stock incentive planduring the reporting period, accounting for 3.45% of the total share capital, to stimulate engagement and creativity among key personnel.EVE highly values and continuously improves employee bene?ts.During the reporting period, there were no instances of delayed or withheld wages,and the coverage rates of social insurance and work-related injury insurance for eligible employees reached 100%.To attract and retain outstanding talent, the Company also o?ers a variety of non-salary bene?ts, with special attention to the needs of femaleemployees, retirees, and employees in di?cult circumstances. In 2024, 2,740 employees took parental leave, amounting to 18,050 days. To recognizethe dedication and exemplary role of female employees, over 90 individuals were awarded the honorary title “March 8th Red Banner Pacesetter”. Forretirees, the Company holds retirement ceremonies and presents retirement gifts, while also o?ering re-employment opportunities for those willingto return, ensuring a stable talent supply. For employees in di?culty, the EVE Family - Employee Mutual Assistance Fund provides ?nancial supportfor those facing ?nancial di?culties or hospitalization.
Remuneration and Bene?ts
Harmonious Workplace
EVE has established a comprehensive recognition and awards system to continuously enhance employees’ sense of belonging and achievement.By selecting innovation awards and honoring outstanding employees as annual advanced workers, the Company shares the fruits of its develop-ment with employees. During the reporting period, it granted 18 innovation awards and recognized 1,885 annual outstanding workers.
Employee Rights and Bene?ts
EVE provides employees with an inclusive and equitable workplace, and competitive compensation and bene?ts, enhancing their sense of belonging and overall well-being.
The Company upholds the principles of fair, just, and transparent recruitment and equal employment, standardizing interview criteria and procedures to ensure impartiality for all candidates.Job quali?cations are openly disclosed, and talents are selected, introduced, and nurtured based on merit, ensuring consistency and objectivity in the hiring process and standards.EVE strictly adheres to the Labor Law of the People’s Republic of China and relevant laws and regulations in places where it operates. It has established and released the Labor Rights Pro-tection Policy, a?rming its commitment to complying with the core conventions of the International Labor Organization (ILO), international human rights standards, and all labor rights-relat-ed laws and regulations. The Company respects and supports employees’ freedom of association, allowing them to freely join a trade union, while ?rmly opposing forced labor, child labor,discrimination based on race, ethnicity, social class, nationality, religion, disability, gender, age, education, marital status, or political a?liation, as well as workplace harassment. It strives toprovide a diverse, inclusive, and open working environment for talented individuals of di?erent ages, genders, races, and nationalities.To safeguard employees’ legal rights and interests, EVE has established and continuously improved a labor rights management mechanism, and has issued various policies, including theSpecial Rules on Protection of Female Employees, the Special Rules on Protection of Juvenile Workers, the Administrative Rules for Ending Child Labor and Promoting Children's Edu-cation, the Anti-Discrimination Administrative Rules, the Rules for Preventing Punitive Management, and the Administrative Rules for Preventing Forced Labor. During the reportingperiod, neither the parent company nor its branches and subsidiaries encountered signi?cant risks related to forced labor, employee discrimination, harassment, child labor, or illegal servi-tude, and no mass layo?s or major labor disputes occurred, ensuring employees’ occupational health and safety. In 2024, the Company achieved a 100% labor contract signing rate for regularemployees, with no labor dispatch employment.
Employee Recruitment and Rights
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Library with tens of thousands of books
Comprehensive support: caring for every aspect of life
CafeGyms and sports activity room
Shuttle busComforting counseling roomTalent apartments
Summer childcare servicesHealth check-ups and consultations
Daily bene?ts: thoughtful care to support growth
Ten employee clubsCultural festival events
International festival exchangesNew Year blessing pool
Holiday bene?ts: celebrating traditions and sharing warmth
Birthday celebrationsTraditional holiday gifts
Parental supportRetired employees
Special care for employeesSupport for expatriate employees
The Company has established nursing rooms to provide a private and com-fortable space for pregnant and lactating employees. It also o?ers maternityleave, prenatal check-up leave, nursing leave, and paternity leave.
The “EVE Family - Employee Mutual Assistance Fund” provides ?nancialsupport to employees facing unexpected hardships.
EVE provides expatriate employees with generous allowances, internationalbusiness travel insurance, and home visit leave.
A heartfelt retirement ceremony is arranged for retirees, with carefully selectedgifts, leaving them with sweet memories as they embark on a new journey inlife.
EVE has established the Rules on the Management of Employee Voice Services, andimplemented an online and o?ine communication and grievance mechanism, to listen toemployee suggestions and concerns. All grievance reports are kept con?dential, and a whis-tleblower protection mechanism is in place to protect complainants. During the reportingperiod, a total of 1,912 employee opinions were collected, with a 100% response rate, and thehandling results were publicly disclosed.
EVE Life APP, service hotline, employee feed-back mailbox, and employee satisfaction survey
Employee seminar, employee servicecenter, specialized interview, and psycho-logical counseling
Democratic Communication
Online communication
channels
O?ine communication
channels
The Company has conducted full-sta? employee satisfaction surveys for consecutiveyears. In 2024, the employee satisfaction score reached 84.7 points, remaining stablecompared to 2023. Additionally, EVE conducts regular organizational capability diag-nosis and Gallup’s Q12 employee engagement survey annually. In 2024, the employeeengagement score was 4.32, re?ecting a 12.7% increase from 2023. Based on thesurvey results, the Company conducted organizational performance analysis andimplemented targeted improvement and upgrade measures.
Workers’ congress
EVE respects employees’ right to freedom of association, allowing all employees tofreely and voluntarily establish and join trade unions. A democratic management systemhas been established, with the workers’ congress as its core mechanism, and the Collec-tive Agreement has been formulated. The trade union collects employee suggestions oncompany policies, fully ensuring employees’ rights to information, participation, expres-sion, and supervision.
The Company values employees’ satisfaction with work and life. It has established a robust employee bene?ts system, providing diverse support facilities, livelihood security, care initiatives, and daily bene?ts to enhance employees’ senses of happiness and a?liation.
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Talent Development and Retention
To enhance employees’ professional skills and competencies, EVE has formulated the Training Control Procedure,established the EVE Research Institute dedicated to training, and developed a company-wide training mechanism inte-grating academy-based training, specialized training, and business unit training. Additionally, three ?agship curricu-lum systems for general, management, and technical tracks have been established, comprising 29 subcategories.
Talent Development
Leadership DevelopmentEVE fully implements the talent succession and leadership development plan by formulating the Rules on the Management of Successors, made the identi?cation and development of succes-sors an organisational performance appraisal indicator for each department, and required all management above the managerial level to identify and develop successors. Meanwhile, the EVEResearch Institute has established a leadership training system covering all types of employees. It has set up the Management School to develop grassroots and mid-level management and theDapeng School to cultivate senior management talents. In April 2024, the Company released the EVE Global Leadership 4E Manual as a a guide book for management personnel to develop theirleadership, and in this way set up online special courses for this book, with over 30,000 participants. Through 360° leadership assessments, leadership strengths and areas for improvement areidenti?ed, and the EVE Research Institute organizes targeted leadership development programs to enhance management competency. Additionally, based on the Company’s global leadershipmodel, the Institute formulates tailored development plans for management personnel across di?erent ?elds, and designs competency and management capability training systems. A casestudy center has also been built to document and transform organizational experiences and lessons into standardized, replicable, and actionable talent development resources.
The EVE Research Institute consists of eight schools, o?ering onboarding training, professional training, and leadership training programs, to help talents of various types enhance their capabilities. In 2024, theonline learning platform was upgraded and rolled out across the Company, achieving standardized training and signi?cantly improving training data integration, analysis, and processing e?ciency. The Companyconducted 1.309 million hours of training, including 1.076 million hours of in-person training and 233,000 hours of online learning, with an average of 43.6 training hours per employee. The total training expendi-ture for 2024 amounted to RMB 16.7408 million, supporting sustainable talent development, ensuring continuous capability enhancement, and supporting the Company’s strategic goals.
Three ?agship curriculum
Curriculum system
Eight schools of the EVE Research Institute
Rookie School
Participants:
New members employedthrough open recruitmentand campus recruitmentMarketing School
Participants:
New & key sales force
Innovation School
Participants:
R&D engineers
Dayu School
Participants:
Factory directors and successors
Management School
Participants:
Incumbent and candidate managers
and management trainees
Project School
Participants:
Project managers andproject-related personnel
Dapeng School
Participants:
Incumbent, candidate and alternative
general managers
Excellence School
Participants:
Technicians above Level 4
EVE GlobalLeadership Model
E?cient
Empower
ExecuteEnergetic
Making contributions to mankind, o?eringhigh-quality solutions centering on custom-ers, thinking systematically about problemsand making quality decisions in time.
Being results-oriented, consistentlyachieving high performance goals,taking actions vigorously and enthusias-tically, providing direction, empower-ment and removing obstacles for others.
Being bold to tackle di?cult problems,speaking what must be spoken, recoveringquickly from di?cult situations, and beinggood at learning ?exibly under variouschallenges.
Customer FocusSystematic MindsetDecision Quality
Drives ResultsAction OrientedDirects Work
CourageBeing ResilientNimble Learnings
Motivating others to work for the organiza-tional visions, training team members andchoosing suitable ones for particular activi-ties, and building partnership to achievecommon goals.
Drives Vision and PurposeBuilds E?ective TeamsBuild Collaboration
Academy-basedtraining
Specialized
trainingBusinessunit training
Academy-basedtraining
Specializedtraining
Businessunit training
Process learningCase studyLeadership enhancementCompliance trainingAdvancement trainingCompetency development training
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Universal sequence
Basic courses with a wide range ofapplications
Professional sequence
Professional knowledge courses forbusiness units
Managerial sequence
Applicable to managers' generalmanagement skills
Curriculum
systemUniversalsequence
Professionalquality
ProductionMarketing
Projects
Quality management
Human resourcesSupply chainmanagement
Environment, health,
and safety
Information technology
Laws and regulations
Role perception
Performancemanagement
Objective management
Team incentive
Con?ict management
Authorizationmanagement
Team management
Cross-departmentalManagement
Change management
Innovation management Risk managementCrisis managementBusiness insight
Administrativemanagement Infrastructureconstruction
Financial management
R&D
Generalmanagement
Orientationtraining
Managerialsequence
Specialtysequence
EVE has established a nine talent evaluation system that comprehensively covers the management,professional, project, and technician pathways, guiding various types of talents toward self-driven excel-lence and high-quality development alongside the Company.The management pathway de?nes management position levels and job hierarchies, following the Ruleson the Management of Executives as a guideline. It provides a clear development path for individualswho aspire to lead teams and make signi?cant contributions in management roles.The professional pathway establishes a quali?cation system that encourages employees to deepen theirexpertise in technical roles. The quali?cation standards cover 100% of the four major job families: R&D,marketing, manufacturing, and functional roles, further expanding career development opportunitiesfor key professionals.The technician pathway de?nes operational job levels and technician ranks, using clear standards and ascienti?c evaluation process to standardize technician promotions and achieve dynamic technician rankmanagement. This pathway provides a broad career development space for frontline talents in intelli-gent manufacturing ?eld, e?ectively enhancing employee initiative and job stability.
Promotion and DevelopmentDiverse Career Development Pathst
EVE continuously improves its performance assessment mechanism. Whenformulating performance indicators, di?erent assessment methods are used fororganisations and employeess. Organisational performance adopts BSC (Bal-anced Score Card) and KPI (Key Performance Index), and formulates result-ori-ented performance objectives by level-by-level decomposition in four dimen-sions: ?nancial, customer, internal process, and learning and growth. Employeeperformance targets are derived from the decomposition of organisationalperformance indicators to ensure that employees’ performance targets arealigned with the company's strategic objectives, driving improvement in organi-zational performance and employees’ continuous growth. In the application ofperformance appraisal results, organizational performance appraisal resultsin?uence the distribution of individual performance ratings within the organiza-tion, while individual performance appraisal results serve as the basis for adjust-ments to monthly performance-based salaries and year-end bonuses, realizingthe incentive mechanism of “pay for performance.”
Sound Performance Appraisal System
Academic Advancement
The Company provides all types of employees with an open application channel for educational upgrading programs through industry-academia collabora-tion. It has formulated the Rules on the Management of Talent Selection and Training and o?ers ?ve days of paid academic leave annually to supportemployees pursuing doctoral (including engineering doctorate) and master’s degrees (including EMBA and MBA). In 2024, EVE selected three senior execu-tives to participate in the EMBA program at China Europe International Business School (CEIBS), recommended one employee for a postdoctoral joint trainingprogram at Tsinghua University, and supported another employee in pursuing an engineering doctorate at South China University of Technology.
Talent development awardsThe Company’s innovative digital learning program received the“Top 20 Future Management Talent Best Practice” Award by CEIBS.
Silver Award at the 9th Enterprise LearningDesign Competition (Guangzhou Division) by CSTD
To cultivate and develop high-level business managers, the DapengSchool of EVE Research Institute launched a high-potential talentleadership training program. The program selects highly educated,high-potential reserve leaders and follows the 70-20-10 developmentmodel (70% project-based practice, 20% mentorship, and 10% theo-retical training). A mentor team of experienced and high-performinggeneral managers and vice presidents leads the program, supportedby the General Manager’s Handbook, which consolidates manage-ment processes, methodologies, and best practices. By adopting a“teaching to enhance learning” approach, the program strengthensleadership pipeline development and coaching capabilities.
Leadership empowerment training
Organizational performance related indicators, post keyperformance indicators, post key tasks, and growth & learn-ing indicators
Production tasks, product quality, work standardization, atten-dance, rewards and penalties, etc.
Performanece results are linked to monthly performance-basedsalary, year-end bonuses, promotions, and advancements.Performance results are linked to monthly perfor-mance-based salary, year-end bonuses, promotions,advancements, and leadership appointments.
Assessment is organized quarterly, and the performance results a?ect the proportion of people at each level of individual perfor-mance evaluation in the corresponding department
Graded technician
Quarterly
100%
Employee
Monthly
Appraisal content
Appraisal frequency
Incentive form
Proportion of employees undergoing
performance appraisalOrganizational performance
100%
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Dual preventionThe Company issued the Notice on Fully Advancing the Dual Prevention Mechanism forSafety Risk Classi?cation Management and Hazard Identi?cation and Recti?cation, andestablished a comprehensive risk classi?cation management system. Following theprinciple that “the higher the risk level, the higher the control level,” EVE implementsthe “Five-Color Risk Control Chart” and “Grid-Based Safety Organization System.”During the reporting period, 55 Hazard Identi?cation, Risk Assessment, and MitigationPlans were formulated and approved across di?erent levels, with 1,347 SIF risks report-ed and mitigated.Furthermore, the Company developed the annual Safety Inspection and Hazard Identi?-cation Plan, and required each unit to develop customized annual plans based on actualconditions and ensure consistent and e?ective implementation. Throughout the report-ing period, a total of 52,311 hazards were identi?ed across all units.Management of labor from relevant partiesIn strict accordance with the "Relevant parties and foreign workers Management Regulations", the company will implement the safety prohibitions and environmentalhealth and other admission instructions. It also enforces approval procedures for facility entry by relevant parties and the inspection of construction equipment and tools.During operations, it strictly supervises and implements construction site safety acceptance and the issuance of work permits. Violations are strictly penalized, and identi-?ed safety hazards are addressed through Recti?cation Orders, requiring immediate corrective actions to e?ectively safeguard occupational health and safety.
Risk Management and Response Actions
Risk classi?cation management principle
SIF risks & extreme risks
High risksMedium risks
Low risksMinor risks
Company, subsidiaries, and businessunits ? key focus risksProduct lines and functional departments ?key focus risksWorkshops ? key focus risks
Teams ? key focus risksMajor risks
EVE upholds the principle of “no hesitation in time, no hesitation in manpower, no hesitation in funds” for workplace safety, and maintains zero tolerance for risks and hazards. It establishes adual-prevention mechanism, standardizes contractor workforce management, enhances the emergency response system, advances digital safety management, and encourages active partic-ipation by all employees. Through these e?orts, it integrates workplace safety with occupational health, strengthening the safety foundation for stable development. For critical issues, it setsup dedicated task forces and allocate resources to eliminate risks, ensuring safe and compliant operations and a workplace where employees feel secure and customers have con?dence.
Strategy
Work safety visionZero injuries and zero ?resOccupational health and safety policySafety ?rst, focusing on prevention, integrated control, people centered and health for allSafety “three no hesitations” principleNo hesitation in time, no hesitation in manpower, no hesitation in fundsOccupational health management policy
Prevention ?rst, combined with treatmentOccupational health management principleWhoever is in charge is responsible
Work Safety Committee Organizational Chart
Occupational Health and Safety
Factory Safety andEnvironment DepartmentPart-time EHS Coordinators
Factory General Manager
Heads of Business Units (BU)
Heads of Functional
Departments andOther Business Units
Work Safety Committee
President
Heads of Subsidiaries
and Bases
Subsidiaries/Bases
Headquarters
ExecutiveManagemen
Mechanical SafetyCommitteeFire and ExplosionPrevention Committee
Employee HealthCommittee
EVE complies with the Work Safety Law of the People’s Republic of China, the Law on the Prevention and Control of Occupational Diseases of the People’s Repub-lic of China, the Fire Control Law of the People’s Republic of China, and the Special Equipment Safety Law of the People’s Republic of China, among other lawsand regulations, and integrates the current state of work safety with risk control plans to systematically executes specialized safety programs.The Company has established internal documents such as the Environmental and Occupational Health and Safety Manual, the Work Safety ResponsibilityManagement Procedure, the Hazard Identi?cation, Risk Assessment, and Control Procedure, the Management Rules for Occupational Health, the ManagementRules for Hazardous Chemicals, and the Management Rules for Personal Protective Equipment to further strengthen the implementation of work safety andoccupational health management.The Company has established a comprehensive occupational health management system, rigorously implementing the “three simultaneous” principle foroccupational health management requirements for new, renovation, and expansion projects. It actively fosters a healthy workplace culture and continuous-ly strengthens occupational hazard noti?cation, routine monitoring, regular testing, personal protection, and occupational health examinations. These
Governance
In 2024, the ISO 45001 certi?cation coverage rate was lower than that in the previous reporting year, mainly due to the Company’s businessexpansion, and its newly added manufacturing subsidiaries have not been certi?ed yet.
e?orts drive ongoing improvements in workplace safety conditions,ensuring employees a safe and healthy working environment.EVE has fully established an occupational health and safety manage-ment system and a work safety standardization framework in accor-dance with ISO 45001 and GB/T 33000. Each operational holdingsubsidiary is required to accelerate the acquisition of third-party certi?-cation and work safety standardization assessments following thedesignated pathways. As of the end of the reporting period,, the ISO45001 third-party certi?cation coverage rate for primary entities withmature operations in the battery manufacturing segment stood at
63.6%
.In compliance with regulatory requirements, the Company has estab-lished a Work Safety Committee (the “Committee”) chaired by thePresident. Based on the latest organizational structure of the Group, theexisting committee structure has been adjusted by integrating the com-mittee members of EVE and EVE Power, clarifying responsibilitydivision and coordination mechanisms, and setting up work safetysub-committees at each base with a streamlined safety managementstructure. All business units are required to establish division-level worksafety committees led by a vice president or general manager and tohold regular committee meetings. The Committee oversees threespecialized committees, each responsible for coordinating speci?csafety initiatives: the Fire and Explosion Prevention Committee, respon-sible for ?re and explosion risk management and emergency response;the Mechanical Safety Committee, responsible for equipmentimprovements and technical guidance in mechanical safety; and theEmployee Health Committee, responsible for managing work-relatedinjuries and occupational disease prevention and control.
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In 2024, EVE established an electrician training centerand implemented tiered electrical training programs.For personnel working with high-voltage DC systems,specialized training courses were developed, coveringbattery module disassembly, high-voltage system insu-lation testing, and other scenario-based practical train-ing. For maintenance personnel handling low-voltageelectrical work, standardized training modules onlow-voltage equipment fault diagnosis and live opera-tion protection were built in strict accordance with theNational Technical Assessment Standards for Opera-tional Safety of Low-voltage Electricians.Meanwhile, the Company established a safety trainingcenter featuring immersive experiences such as respi-ratory simulation and hearing impairment simulationto help employees experience the severity of safetyhazards. For electrical workers, the center o?ershands-on training modules on protective gear, emer-gency ?rst aid, electrician tools, and high-voltage DCoperations, simulating high-risk factory scenarios toenhance employees’ safety operation and emergencyresponse capabilities.
EVE enforces a comprehensive safety responsibility system, ensuring that all employees understand and sign thesafety responsibility agreement. It conducts quarterly and annual evaluations of safety performance and rewardsall members of units that achieve the “double zero” target (zero injuries and zero ?res) with the “All-EmployeeSafety Award.” In 2024, 10,110 safety awards were distributed.The Company has introduced the Promotion Plan for Enhancing the All-Employee Participation and Dual-Responsi-bility System in the EHS Field, encouraging all employees to actively engage in occupational health and safetymanagement while establishing an incentive mechanism. Employees can report hazards, near misses, and safetyimprovement proposals through multiple channels, fostering active participation, reinforcing safety responsibili-ty, enhancing awareness and engagement, and cultivating a safety culture of full-sta? engagement.Additionally, EVE organizes featured occupational health and safety events every year, including ?re safety com-petitions, 119 ?re safety open day, 100-day safety campaign, electrician competitions, and forklift skill contests.
All-sta? Participation
Case 1: Establishing an electrician training center
EVE actively implements comprehensive safety education and training across multiple ?elds andlevels. The EHS Center has established the EHS School and Jingxing School to ensure the e?ectiveinheritance of EHS management culture. Training sessions for all members of the EHS systemcover safety, occupational health, environmental protection, ?re prevention, emergency response,and regulations and standards, including corporate standards such as the 1030.1 Lithium BatteryFactory Construction EHS Technical Standards, the Construction Site Safety StandardizationManual, and the Electrical Safety. In 2024, a total of 88 internal and external training sessions wereconducted, including 7 external instructor-led sessions and 81 internal training sessions.
Case 2: Work safety education and training
Emergency managementEVE maintains a strong focus on emergency management, continuouslyimproving its emergency response plan system and innovatively establishingan emergency framework centered on CMT, IMT, and ERT, thereby signi?cantlyenhancing emergency command and rescue capabilities. In 2024, the Compa-ny conducted over 7,789 emergency drills of various types, thoroughly testingresponse plans and strengthening employees’ emergency awareness andcoordination. During the reporting period, based on its development needsand the Fire Station Construction Standards Optimization Plan, the Companyguided the establishment of the Qujing Base Fire Station and provided designreferences for the Malaysia Base Fire Station. It also advanced the centralizedprocurement of ?re?ghting and emergency equipment, e?ectively improvingsupply e?ciency and quality. Moreover, EVE fully optimized the “1-3-5 minute”three-tier rescue mechanism, forming ?ve dedicated emergency securityteams, 46 part-time ?re brigades, and 756 grassroots emergency teams, achiev-ing full coverage of the emergency rescue network. Two live ?re traininggrounds with smoke and ?re simulation were established, leveraging simulat-ed scenario training to signi?cantly enhance scienti?c rescue capabilities.
Digital EHS managementThe Company has independently developed a digital management system,completing the development and launch of six business modules during thereporting period, including battery ?re prevention, EHS leadership, executivedashboard, risk analysis and early warning, hazard identi?cation and recti?ca-tion, and incident management. These modules play a crucial role in manage-ment and risk warning across various business areas. Moving forward, theCompany will expand the application of digital tools in EHS management tocover environmental protection, occupational health, and high-risk opera-tions, so as to further advance intelligent risk monitoring and early warningcapabilities and establish a comprehensive, multi-level digital intelligent riskcontrol system. Meanwhile, the Company will continuously track system usage,implement iterative updates, optimize early warning models and algorithms,and improve the digital system’s adaptability to EHS operations, driving theevolution of EHS management toward greater intelligence and precision.
1) The Company’s primary leader takes full responsibility for occupational disease prevention and control. A ded-
icated employee health committee, chaired by the vice president of human resources and comprising HR andEHS management personnel, coordinates work-related injury and occupational disease prevention e?orts.
2) Workspace and workshop layouts are rationally designed to meet national occupational health standards and
hygiene requirements. Appropriate occupational disease prevention facilities are in place, with regular inspec-tions and maintenance.
3) Su?cient funding is allocated for occupational disease prevention and control, with annual increases to
enhance protective measures. Employees are provided with certi?ed and suitable personal protective equip-ment..
4) A 100% compliance rate is maintained for pre-employment, on-the-job, and post-employment health exam-
inations for employees exposed to occupational hazard factors, with individual occupational health recordsestablished.
Occupational health management measures
2024 start-of-year safety lessonThe 12th ?re safety competition
Safety training center - Functional hands-on training areas
Electrician training center - Hands-on electrician training
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100100100
5) Certi?ed occupational health service providers are engaged to conduct regular detection of occupational hazard factors and assessment of the current status of
occupational hazards. Improvement measures are implemented based on assessment results and suggestions, and hazard information is publicly disclosed ina?ected workplaces
6) Hazardous substances are strictly controlled. Newly introduced chemical materials undergo thorough review of documentation and test reports. Production-relat-
ed chemicals are regularly tested by accredited third-party institutions, with 23 samples submitted in 2024, ensuring the elimination and substitution of hazardoussubstances at the source.
7) A List of Prohibited Substances is in place, prioritizing non-use of high-risk materials, banning six highly toxic or carcinogenic substances, and implementing strict
control over 284 toxic or hazardous substances. High-risk materials that cannot be banned or replaced undergo risk assessments based on composition, usage sce-narios, quantity, and protective measures to determine prohibited or conditional introduction. Engineering protection is reinforced, and workers are provided withe?ective protective equipment.
8) Ergonomic protection and occupational health risk assessments are conducted. Risks related to manual handling (pushing, pulling, lifting, carrying, and lowering),
prolonged standing, static loads, congested workspace, and repetitive hand or wrist movements are identi?ed, with corresponding control measures provided. Con-trol measures follow a hierarchical approach, prioritizing proper design, engineering control, and administrative interventions to minimize or eliminate workers’exposure to physically demanding tasks.
1.Introduce a fully automated enclosed production line that elim-
inates manual feeding while adopting automatic feeding andnegative pressure vacuum conveying system, achieving a fullyenclosed dust control process from generation to recovery;
2.Provide employees with powered air-purifying respirators
(PAPRs) to enhance protection levels.Upgrade equipment by incorporating isolation frames, glasswool sound-absorbing materials, and silencers to mitigatenoise at the source and interrupt its propagation, e?ectivelyaddressing excessive noise issues.
Reduce dust concentration to
0.005?0.2 mg/m?, and eliminate 15
over-limit dust points.
Reduce noise levels to below 80 dB,and eliminate three over-limit noisepoints.
CaseImprovement measuresResults
Each year, the Company issues various work safety plans, including the Work Safety Target Management Plan, the Work Safety Responsibil-ity Assessment Plan, and the EHS Training Plan. For mature entities, 37 target indicators (including 21 assessment items) have been estab-lished, covering areas such as safety investment, emergency response capability assessment pass rate, near-miss incidents, injury severi-ty (including severe injuries), fatalities, and occupational diseases. Among them, 18 items met the targets, with an overall compliance rateof 97.29%. For newly established entities, 20 indicators (including 15 assessment items) have been set, covering aspects such as safe andcivilized construction measures cost, on-time delivery rate of ?re protection facilities in construction projects, e?ciency of supervisedcorrective actions, and Category II or higher ?re incidents, achieving an overall compliance rate of 100%.
Targets and Progress
During the reporting period, EVE organized one o?ine mental health carnival, 46 “Bringing Mental Health to Departments” sessions, and two online mental healthclasses. A total of 198 psychological consultations were conducted both online and o?ine. Additionally, a company-wide mental health assessment was carried out,with over 8,000 employees participating in the evaluation.
Employee Assistance ProgramEVE continues to enhance and re?ne the Employee Assistance Program (EAP), integrating online and o?ine support to comprehensively safeguard employees’mental health.Online services
?Develop the EAP Digital Platform, promoting EAP mental health
knowledge daily;?Launch the psychological consulting window “Little E Tree Hollow”to listen to employees’ concerns;?Conduct the “Employee Mental Health Checkup” initiative and o?erproactive care for employees with lower mental well-being.
O?ine interactions
?Organize mental health activities to help employees relieve stress and cultivate a posi-
tive and optimistic attitude toward life;?Require each department to train internal EAP ambassadors to monitor employees’psychological well-being and provide timely stress relief;?O?er free psychological counseling to address employees’ mental health challenges
and mitigate labor-related risks.
%
The safety organization network of EVEand its subsidiaries has achieved fullcoverage, extending both horizontallyand vertically to 100%.
Safety organization network coverage
%
Every on-site ?re incident has been e?ectivelyaddressed, achieving a 100% incidentresolutionrate.
E?ective initial ?re incident response rate
%
New employees have achieved100% compliance with three-levelsafety training during onboarding.
Employee safety training coverage
Mental health salonEAP ambassador care activitiesMental health lecture
Dust control in thecathode material rolling
and powderingworkshop of Factory 26
Noise reductionprojects in the charging
and discharging areaof the S16 factory
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16 Rural revitalization and social contributionTopics Disclosed
Contribution to SDGs
GIVING BACK
TO SOCIETY
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Development of Regional Industries
On November 22, 2024, EVE signed a strategic cooperation agreement with JD Logistics and Dongfeng Trucks in Jingmen to jointly develop a smartlow-carbon logistics demonstration project within an industrial park. Leveraging their respective strengths and resources, the three parties introduceda new energy solution for short-haul transportation, achieving automated management that improves operational e?ciency by over 30%. Throughintelligent scheduling, the solution also reduces empty hauls, cutting costs by more than 20% and signi?cantly lowering carbon emissions by 98%. Inthe future, this project will serve as a “green” link connecting upstream and downstream enterprises, contributing to supply chain decarbonization.
Implementign smart low-carbon logistics demonstration project supporting supply chain decarbonization
Huizhou EVE United Energy Co., Ltd. (EUE) actively responded to the 2024 “6·30 rural revitalization initiative” by the Bureau of Agriculturaland Rural A?airs of Huizhou by donating RMB 50,000 to Longtian Town, Longmen County, for rural revitalization. This contribution re?ectsthe Company’s commitment to social responsibility and supports the growth of local agricultural industries and rural development.
EVE has established a production base in Qujing, Yunnan Province, contributing to local economic development actively. By introducingadvanced technologies and management practices, and fostering a green circular economy, the project achieves a win-win outcome foreconomic bene?ts and environmental protection while supporting rural revitalization. The facility covers a total area of 527.8 mu(351.86m
), with a building area of nearly 370,000 m2 and a total investment of RMB 5.5 billion. It is designed to house six lithium-ion battery pro-duction lines. The ?rst production line was fully operational in January 2024, with trial production commencing in April and full-scale massproduction beginning in June. Once at full capacity, the factory is expected to generate an annual output value exceeding RMB 10 billionand create nearly 2,000 jobs, e?ectively alleviating local employment pressure, driving the upgrade of Qujing’s new energy industry, anddeeply integrating into the region’s economic development landscape.
Investment in Qujing factory to boost local economic growth
EUE supports rural revitalization with donations
Value Co-creation
EVE actively responds to government initiatives by integrating the rural revitalization strategy into its business operations. Leveraging its corporatestrengths, the Company collaborates with value chain partners to drive the growth of the new energy industry and promote a green social transi-tion, embodying the concept of shared value.
Rural Revitalization
In 2024, EVE successfully delivered its ?rst batch of customized wall-mounted residential energy storage products to South Africa, enabling local householdsto generate and consume their own electricity, reducing reliance on traditional power grids, and lowering electricity costs. Featuring long-life, safe LFPbattery cells, the product supports renewable energy storage, e?ectively cutting carbon emissions, meeting South Africa’s clean energy needs, and foster-ing local green economic development. This initiative accelerates the global energy structure optimization and the transition to a low-carbon future.
Delivering wall-mounted residential energy storage products supporting South Africa’s energy transition
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On November 7, 2024, Chairman Liu Jincheng and his spouse, Luo Jinhong, donated RMB 15 million to the China Europe International BusinessSchool (CEIBS) Education Development Foundation. Together, they established the “EVE Chair” to enhance the school’s academic and researchcapabilities, providing strong support for cultivating international business leaders with a strong sense of social responsibility.
In the ?eld of educational philanthropy, EVE leverages industry-academia collaboration, educational donations and other initiatives to optimize educationalresources, cultivate professionals for the lithium battery industry, and inject fresh talents into the sector.
Contribution to Education
The Company has partnered with nearly 20 prestigious universities, including Wuhan University, Huazhong University of Science and Technology, andXi’an Jiaotong University. Through targeted co-development initiatives, it has established courses, teaching tools, and project discussion platforms,providing students with hands-on learning, skills training, and internship opportunities. To date, approximately 3,000 highly skilled professionals havebeen trained and placed in internships or employment.
Plaque Acrediting Ceremony for the Employment Practice Base of Huazhong University of Science and Technology
Plaque Acrediting Ceremony for the O?-campus Practice Base of Xi’an Jiaotong University
Committed to education, fostering future business leaders Advancing industry-academia collaboration to nurture innovative talents
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Public-private collaboration for a safer communityPromoting environmental awareness for a harmonious community
Community volunteer service activitiesHuizhou New Energy Fire Safety Joint Laboratory
Community ParticipationAs the Company expands its global business, it continues to engage in cultural exchange activities, safety and emergency drills, and community visitsand dialogues. These initiatives foster close communication with local communities and reinforce its image as a corporate leader committed to socialresponsibility.Safe Community
On December 3, 2024, the Huizhou New Energy Fire Safety Joint Laboratory, co-established by EVE and the Huizhou Fire and Rescue Brigade,was o?cially inaugurated. This initiative created an e?cient government-enterprise collaboration platform, enhancing the Company’s abili-ty to prevent and respond to lithium battery ?re incidents and ensuring safe production.
On August 30, 2024, EVE joined forces with government agencies, local communities, and elementary schools, altogether 29 organizations, toconduct a large-scale emergency exercise with over 300 participants. The exercise showcased the Company’s emergency rescue capabilities,and e?ectively enhanced community disaster prevention and mitigation e?orts, ensuring the safety of surrounding areas.
Community Engagement
Domestic Communities
In December 2024, EVE partnered with the Boyafu Community to host the “Co-creating a Green Home” event. The initiative featured a safety andenvironmental knowledge challenge, a waste sorting game, and a ?re safety experience, aiming to raise public awareness of environmental pro-tection and safety.
In 2024, EVE’s volunteer service team contributed a total of4,866 service hours, with 83 participants involved.
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Sunshine Action
Cross-border industry-education collaboration for sustainable development
Engaging with overseas communities and listening to public concerns
The Company’s labor union maintains long-term connections with local communi-ties, providing care and support for village children. Before Children’s Day, it extendedassistance to 15 households with children in need.
The EVE plogging team combines jogging withlitter collection to protect the coastline andenhance the surrounding environment.During peak hours of every Tuesdayand Thursday, the volunteer teamguide the public and employees toensure a safer and more orderlytransportation.
Civilized Tra?c Volunteer Service“Beach Cleanup Plogging” & “Bend for Love,
Unite for Green” volunteer activities
Overseas CommunitiesEVE has established a well-structured, ongoing communication mechanism with overseas communities, regularly engaging with local communities, higher education institutions, social organizations, and gov-ernment bodies. These interactions include site visits, participation in local festivals, hosting forums and lectures, and setting up feedback channels. Additionally, the Company requires all expatriate employeesto undergo comprehensive training on overseas safety, culture, and languages to enhance their adaptability and foster harmonious development between overseas bases and local communities.
On October 21, 2024, EVE Malaysia and Tunku Abdul Rahman University of Management and Technology (Malay-sia) signed a Memorandum of Understanding (MoU) in Penang, Malaysia for promoting Educational and CulturalExchange.In the same year, EVE, Wuhan University, and the University of Debrecen (Hungary) signed a trilateralMemorandum of Understanding (MoU) in Wuhan to explore collaboration opportunities in lithium battery tech-nology and sustainable development. Together, they established a Sino-Hungarian Friendship Forest.
In November 2024, EVE held a dialogue with the Deputy Mayor of Debrecen, the University of Debrecen,local water suppliers, the battery industry association, and representatives of local communities togather stakeholder expectations and suggestions. The Company committed to leveraging its strengthsto support local economic and infrastructure development, enhancing transparency in sustainabilitydisclosures, and establishing a community grievance mechanism to foster strong relationships withlocal communities.
In December 2024, EVE actively participated in a Christmas market, showcasingChinese culture, sharing corporate practices, and promoting its sustainability phi-losophy. This initiative strengthened local residents’ understanding of Chineseculture and the Company, fostering deeper Sino-Hungarian cultural exchange.
Sino-Hungarian cultural exchange: fostering deeper connections
In December 2024, EVE actively participated in intergovernmental internationalscience and technology innovation projects between China and Malaysia, as wellas China and Hungary. Through joint project applications, collaborative research,and advancements in green lithium battery technology, these initiatives strength-ened exchanges and interactions between universities and the Company, laying asolid foundation for technological innovation.
International technology exchange: advancing scienti?c collaboration
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China
EVE Energy Storage Co., Ltd.Hubei EVE Digital Energy Technology Co., Ltd.
Chengdu EVE Energy Co., Ltd.
Chengdu EVE Power Co., Ltd.Qujing EVE Energy Co., Ltd.Yuxi EVE Energy Co., Ltd.
Yunnan Yijie Lithium Co., Ltd.EVE-Linyang Energy Storage Technology Company LimitedJiangsu EVE Energy Storage Technology Company LimitedNingbo EVE Hyperpower Batteries Co., Ltd.
Shenyang EVE Energy Co., Ltd.Jinhai Lithium (Qinghai) Co., Ltd.
Qinghai EVE Energy Co., Ltd.
EVE ASIA CO., LIMITED
EVE Energy StorageHubei EVE Digital Energy
Chengdu EVE
Chengdu EVE PowerQujing EVE
Yuxi EVEYijie LithiumEVE-LinyangJiangsu EVE Energy Storage
Ningbo EVEShenyang EVEJinhai LithiumQinghai EVE
EVE Asia
Manufacturing industry
Service industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryCommerce andtrade industry
Ningbo, ZhejiangShenyang, Liaoning
Qidong, Jiangsu
Qujing, Yunnan
Yuxi, Yunnan
Chengdu, Sichuan
Haixi, Qinghai
Hong Kong
Wuhan, Hube
Principal place of businessEntityAbbreviationBusiness typePrincipal place of businessEntityAbbreviationBusiness type
China
EVE Energy Co., Ltd.(Headquarters)Huizhou Jinyuan Intelligent Robotics Co., Ltd.
EVE Hyperpower Batteries Inc.Guangdong EVCENS New Energy System Co., Ltd.
Huizhou EVE Power Co., Ltd.Huizhou EVE New Energy Solutions Co., Ltd.Huizhou EVE United Energy Co., Ltd.Huizhou Yiding Property Management Co., Ltd.Guangdong EVE Digital Energy Technology Co., Ltd.
Huizhou Risheng New Energy Co., Ltd.EVE Innovation Energy Co., Ltd.
EVE Power Co., Ltd.Jingmen EVE New Energy Solutions Co., Ltd.Wuhan Fanso Technology Co., Ltd.
EVEJinyuan RoboticsEVE HyperpowerEVCENSHuizhou EVE PowerHuizhou EVE New Energy Solutions
EUEYiding Property ManagementGuangdong EVE Digital Energy
Huizhou RishengEVE Innovation Energy
EVE PowerJingmen EVE New Energy Solutions
Fanso
Manufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industryManufacturing industry
Service industryService industryService industryManufacturing industryManufacturing industryManufacturing industryManufacturing industry
Huizhou,Guangdong
Jingmen,
Hubei
Wuhan, Hube
Appendixes
Entities within the Scope of Reporting
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Commerce andtrade industry
Commerce and
trade industryCommerce andtrade industryCommerce and
trade industryCommerce and
trade industryCommerce and
trade industryCommerce and
trade industry
Number of directorsNumber of independent directorsProportion of independent directors
Num ber of female directors
Number of board meetings held
Proportion of femaledirectors on the board
Number of generalshareholders' meetings held
Number of supervisory
board meetings held
PersonPerson
%Person
%nosnosnos
42.86
28.57
42.86
28.57
42.86
27.57
Corporate governance
IndicatorUnit202420232022
Total assetsOperating revenue
Basic earnings per share (EPS)Employee compensation payable
Net pro?t attributable toshareholders of the listed company
RMB 100 millionRMB 100 millionRMB 100 million
RMB per shareRMB 100 million
1008.91
486.15
40.76
1.99
6.63
943.55
487.84
40.50
1.98
6.73
836.38
363.04
35.09
1.84
6.05
Economic performance
Economic and Governance Performance
Key Performance Table
Principal place of businessEntityAbbreviatioBusiness type
EVE POWER HONGKONG CO., LIMITED
EVE ENERGY MALAYSIA SDN. BHD.EVE ENERGY STORAGE MALAYSIA SDN. BHD.
EVE Power Hungary Kft.EVE Germany GmbHEVE ENERGY PTE. LTD.EVE ENERGY IRELAND HOLDING LIMITED
EVE Worldwide Industry INCEVE ENERGY US HOLDING LLCEVE BATTERY INVESTMENT LTD
Manufacturing industryManufacturing industryManufacturing industry
Hong Kong
MalaysiaMalaysiaHungaryGermanySingapore
IrelandUnited StatesUnited StatesBritish Virgin Islands
Overseas
ChinaEVE Power Hong KongEVE MalaysiaEVE ENERGY STORAGE MALAYSIA
EVE HungaryEVE GermanyEVE Singapore
EVE IrelandEVE WorldwideEVE United States
EBIL
Note:
Compared with the previous reporting year, Huizhou EVE New Energy System, Yiding Property Management, Guangdong EVE Digital Energy, Huizhou Risheng, JingmenEVE New Energy System, Hubei EVE Digital Energy, Jiangsu EVE Energy Storage, and EVE ENERGY STORAGE MALAYSIA were added.
Cumulative national patent applications
Cumulative granted patents
R&D employees with Master‘s degree holders
Personnosnos
1,57610,007
6,293
1,2437,4304,925
4,6273,286
Total R&D investment
Number of R&D employeesR&D employees with PhD holders
RMB 100 million
%PersonPerson
30.60
6.29
6,068
28.71
5.88
5,291
22.61
6.23
4,192
R&D innovation
Explanation on statistical scope and calculation methods:
The statistical scope of the Company's economic and governance data is consistent with the scope of its consolidated ?nancial statements.
nos000Amount involved in lawsuits ormajor administrative penalties dueto the Company’s unfair competi-
tion practices
Employee anti-corruption
training coverage rateNumber of anti-corruption trainingsessions for management
nos00/
%72.739.09/
%3632.24/
%1009.89/
%100100100nos20 7/
Percentage of management per-sonnel receiving anti-bribery and
anti-corruption training
Number of lawsuits related to unfair
competition and violations of anti-
trust and anti-monopoly laws
Percentage of employeesreceiving anti-bribery and
anti-corruption training
Number of operations assessed for
risks related to corruptionNumber of con?rmed incidents of corruption
during the reporting period
%nos
/
Anti-corruption and business ethics
nos00/
Percentage of directors receiving anti-bribery
and anti-corruption training
IndicatorUnit202420232022IndicatorUnit202420232022
Total number of con?rmed incidentswhen contracts with business partnerswere terminated or not renewed due to
violations related to corruption
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R&D investment as a percentage
of operating revenue
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Total number of employees (by educational background)
IndicatorUnit202420232022
Under 3030-50Over 50
PersonPersonPerson
10,35119,339
11,75715,232
10,76816,405
Total number of employeesPerson29,99427,33927,427
MaleFemale
PersonPerson
21,1488,846
18,9308,409
18,8968,531
PhDMaster’s degreeBachelor’s degree
Associate degreeHigh school and below
PersonPersonPersonPersonPerson
2,7348,5884,71213,880
2,0596,9564,16214,094
/////
Total number of employees (by age)
Total number of employees (by gender)
Employee management
Social Performance
MaleFemale
Under 30
30-50Over 50
PersonPerson
PersonPersonPerson
2,176
2,076
//
Number of management
personne
Person2,8032,693/
MaleFemale
Under 30
30-50Over 50
PersonPerson
PersonPersonPerson
%
4,2633,419
4,0342,358
///
/
5,7261,959
4,6501,765
13,942
2,427
2,058
///
Number of management personnel (by age)
Number of management personnel (by gender)
Number of new employees (by gender)
Number of new employees (by age)
Percentage of female employees inrevenue-generating departments
IndicatorUnit202420232022
Investment in work safetyNumber of safety drillsFatality rate (per million work hours)
5,0177,789
5,1554,712
4,6935,565
Employee training coverage rate (by gender)MaleFemale
%%
98.60
93.34
//
RMB 10,000
nos%
Occupational health and safety
IndicatorUnit202420232022IndicatorUnit202420232022
Labor contract signing rate
MaleFemale
Total number of employees
returning to work after
parental leave
%Person
2,740
2,564
/
PersonPerson
Person
/
1,983
2,740
1,775
2,242
Total number of employees on parental leave (by gender)
MaleFemale
Proportion of employees receiving
regular performance and career
development reviewsAverage training hours
per employee
PersonPerson
%
Hour43.631.5
1,907
1,616
100100
/
//
/
Total number of employees returning to work after parental leave (by gender)
/
Percentage of female employees in
STEM-related positions
Coverage rate of employees underwork-related injury insurance
Total number of employees on
parental leave
%1320/
%100100/
Average training hours per employee (by gender)MaleFemale
HourHour
44.5
41.6
32.6
//Average training hours per employee (by job level)Grassroots employeesGrassroots management
Middle managementSenior managementAnnual training expenditureEmployee training coverage rate
HourHourHourHourRMB 10,000
%
34.3
130.8
124.9
49.2
1,674.08
/////
95.52
//////
Number of fatalities as a result
of work-related ill health
0 0 0Person
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Supply chain managementProportion of procurementspending on local suppliers
%47.6421.5930.24
IndicatorUnit202420232022
Number of new suppliersscreened using environmental
and social criteria
Number of suppliersassessed for environmental
and social impactsNumber of sustainabilitytraining sessions conducted
for the supply chain
//
//
//
100100/
100100/
311231150
Percentage of suppliersthat have signed the sustainableprocurement charter/supplier
code of conduct
Percentage of new suppliersscreened using environmental
assessment criteria
100100/Percentage of suppliers with
contracts that includeenvironmental, labor, and human
rights requirements
nos
nos
nos
nos
%
%
%
Number of suppliersparticipating in sustainability
training
Products and customers
0%00Percentage of productswithdrawn and recalleddue to health and safety
reasons
point
93.9589.8/Customer satisfaction
0nos0/0RMB0/
Number of data security
incidentsAmount involved in datasecurity incidents
Explanation on statistical scope and calculation methods:
The employee management, and occupational health and safety data comes from domestic holding subsidiaries (including Hong Kong).“Management” refers to personnel holding managerial positions.“Revenue-generating departments” refer to departments that contribute to company revenue, distinct from administrative functions such as HR and IT. The scope
of the data for this year covers the Company's sales force.“STEM-related positions” refer to roles related to Science, Technology, Engineering, and Mathematics. The scope of the data for this year covers the Company's
technical employees.“/” indicates data not collected in the previous year.
The proportion of procurement spending on local suppliers is calculated based on the percentage of raw material purchases made from suppliers in Guangdong,
Zhejiang, Hubei, Yunnan, Liaoning, Sichuan, and Jiangsu Province from January to December 2024. The data covers entities including EVE, EVE Power, Huizhou EVE
Power, EVE Innovation Energy, EVE Energy Storage, Ningbo EVE, EVE-Linyang, Huizhou EVE New Energy System, Qujing EVE, Chengdu EVE, Shenyang EVE, and Jing-
men EVE New Energy System.
IndicatorUnit202420232022
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Environmental Performance
IndicatorUnit
202420232022
Renewable materials
consumption
ton1,154//Recycled materials
Water consumptionTotal water withdrawal(third-party ? municipal water supply)
m?7,831,1516,805,0984,792,057
Environmental management
Resource utilization
Key Performance Table
Wastewaterton65,344.2846,484.8645,733.95
Air emissions
Wastewater discharge
IndicatorUnit202420232022
NO
x
ton15.2516.0418.14NO
x concentration
mg/m?Refer to the environmental emissions table for key regulated entities.
SO
concentration
mg/m?
Refer to the environmental emission of key organizations under
environmental supervision table
SO
ton0.74410.352/
VOCs ton40.317.6
/VOC
s
concentrationmg/m?
Refer to the environmental emission of key organizations under
environmental supervision table
Total energy consumption
Self-built PV power generation
Total NMPrecovery ? lithium battery
Reduction in energyconsumption
MWhMWh/RMB 100million
MWh
tceton
3,691,875
7,594.11104,602
29,566109,115.46
3,232,689
/35,802
/72,612.18
2,206,857
/14,660
/
/
Annual environmental
investment
RMB 10,0004,746.154,406.002,693.33Incidents of environmental
law violations
Total energyconsumption intensity
nos0
Number of green factoriesnos
Scope 1 GHG emissionstCO
etCO
etCO
e
102,465102,432/Scope 2 GHG emissions1,482,6961,363,741/
GHG reductions
120,91219,950/
GHG emissions
/
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Solid waste management
IndicatorUnit202420232022
tontontontontonton
155,106.24
2,628.441,019.791,470.54154,086.451,157.90
112,988.103,117.88
917.68
1,131.47112,070.411,986.41
16,585.661,859.22
1,016.5716,499.91
849.30
General solid waste generationHazardous waste generationGeneral solid waste disposalHazardous waste disposalGeneral solid waste recycled
Hazardous waste recycled
Explanation on statistical scope and calculation methods:
The water resources data comes from companies under EVE with mature operations in the battery manufacturing sector.Total energy consumption indensity = Total energy consumption/ Revenue.Reduction of energy consumption and GHG emissions is a comparison between before and after the implementation of the energy conservation and carbon reductionproject in 2024.The GHG emission data comes from the companies under EVE with mature operations in the battery manufacturing sector. The GHG emission data covers 7 types ofGHGs (CO
, CH4, N
O, HFCs, PFCs, SF
, and NF
). Their data is consolidated through the operation control method and calculated in the method based on ISO 14064-1:
2018 and GHG Protocol. The emission factors are selected from:
(1) Calculation of fuel and fugitive source emission factors referring to 2006 IPCC Guidelines for National Greenhouse Gas Inventories, with the calori?c value of fuel
obtained based on GB/T2589-2020 General Rules for Calculation of the Comprehensive Energy Consumption, of which the calori?c value of natural gas is from parame-ters of the suppliers;
(2) Purchased electricity adopts the 2022 national average CO
emission factor for electricity, sourced from the 2022 Electricity CO
Emission Factor issued by the Gener-al O?ce of the Ministry of Ecology and Environment on December 23, 2024; (3) For steam, the default value of thermal emission factor in the Guidelines on the GHGEmission Accounting and Reporting for Machinery Manufacturing Enterprises (Interim) is adopted.The data on wastewater and exhaust emissions, as well as waste disposal, comes from the main entities with mature operations in the battery manufacturing segment.The wastewater discharge data only covers industrial wastewater, which is treated in the Company’s self-built wastewater treatment stations in line with given stan-dards for water replenishment of the cooling system or discharged into the industrial sewage treatment works via the municipal sewage pipeline network.
NH
-N
ton0.07590.2195NH
-N concentration(by facility)
mg/L
Refer to the environmental emission of key organizations
under environmental supervision table
COD ton2.51533.3545/
/
COD concentration(by facility)
mg/L
Refer to the environmental emission of key organizations under
environmental supervision table
Wastewater discharge
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Environmental Emission and Permit Information of Key Organizations under Environmental Supervision
Entity
Approved totalemissions
(t/a)TotalEmissions(t/a)Category of mainand characteristicpollutants
Description of mainand character
polluters
Discharge method
Number ofdischarge outlets
Distribution ofdischarge outlets
Emissionconcentration/intensity
Implementation of pollutant discharge standards
EVE Zhongkai factory
EVE Xikeng factory
EVE-Linyang
Atmosphericpollutants
Atmospheric
pollutants
Atmospheric
pollutants
Non-methanehydrocarbon
Organized
Organized
10Zone A, Zone B
Standard for lithium-ion/lithium batteries in Table 5 of Emission Stan-
dard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m
4.2158t/a
16.0152t/a
Non-methanehydrocarbon
Organized1Xikeng factory
Xikeng factory
Xikeng factory
3.985mg/Nm
Standard for lithium-ion/lithium batteries in Table 5 of Emission Stan-
dard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m
0.0567t/a
1.164t/a
Water pollutants
Chemical oxygen
demand
Intermittent1
21mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 150 mg/L
0.2264t/a
3.15t/a
Water pollutantsAmmonia nitrogen
Intermittent
Intermittent
Intermittent
0.219mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 30 mg/L
0.003623t/a
0.048t/a
Atmosphericpollutants
Non-methanehydrocarbon
Organized6
Qidong factory
Qidong factory
Qidong factory
6.695mg/m?
Standard for lithium-ion/lithium batteries in Table 5 of Emission Standards
of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m?
3.2947t/a
5.1818t/a
Water pollutants
Chemical oxygen
demand
26.5mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 150 mg/L
0.2514t/a
1.7422t/a
Water pollutantsAmmonia nitrogen
0.2532mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 30 mg/L
0.0024t/a
0.1866t/a
Excessemissions
No
No
No
No
No
No
No
No
1Zone A
24.5mg/Nm
6.85mg/Nm
Special emission limit requirements in Table 3 of Emission Stan-
dard of Air Pollutants for Boilers (DB 44/765-2019): 50mg/m?
0.45363ta1.45t/a
Nitrogen oxides
公司或子公司
名称
超标排放情况核定的排放
总量排放总量主要污染物及特征
污染物的种类
主要污染物及特征
污染物的名称
排放方式
排放口
数量
排放口分布
情况
排放浓度/强度
执行的污染物放标准
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No
No
No
No
No
No
No
No
EUE
Huizhou EVE Power
EVE Power
Atmospheric pollutants
Atmospheric pollutants
Atmospheric pollutants
Non-methanehydrocarbon
Organized
Organized
Organized
Organized
Organized
Organized
Zone B, Zone C
Zone B, Zone C
Zone B, Zone C
Zone B, Zone C
Zone B, Zone C
5.32mg/Nm
Standard for lithium-ion/lithium batteries in Table 5 of Emission Stan-dard of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m
4.9582t/a
20.0562t/a
Sulfur dioxide
3.25mg/Nm
Special emission limit requirements in Table 3 of Emission Stan-dard of Air Pollutants for Boilers (DB 44/765-2019): 35 mg/m?
0.5481t/a
17.385t/a
Water pollutants
Chemical oxygendemand
Intermittent
Intermittent
16.5 mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 150 mg/L
0.0603t/a
0.3862t/a
Water pollutantsAmmonia nitrogen
0.212mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 30 mg/L
0.00095t/a
0.0193t/a
Atmospheric pollutants
Atmospheric pollutants
Atmospheric pollutants
Nitrogen oxides
Tonghu factory
Tonghu factory
31mg/Nm
Special emission limit requirements for air pollutants in Table 3 of Emission
Standard of Air Pollutants for Boilers (DB44/765-2019): 35 mg/m?
4.916t/a
4.916t/a
Non-methanehydrocarbon
Non-methanehydrocarbon
4.26mg/Nm
Standard for lithium-ion/lithium batteries in Table 5 of Emission Standards
of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m?
2.476t/a
2.476t/a
Zone1/2/3/4/6/7/8/9
6.92mg/m?
Standard for lithium-ion/lithium batteries in Table 5 of Emission Standards
of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m?
18.6t/a
292.962t/a
21.25mg/Nm
Special emission limit requirements in Table 3 of Emission Stan-
dard of Air Pollutants for Boilers (DB 44/765-2019): 50 mg/m?
3.746t/a26.89t/a
Nitrogen oxides
Entity
Approved total
emissions
(t/a)TotalEmissions
(t/a)Category of mainand characteristic
pollutants
Description of main
and character
polluters
Discharge method
Number ofdischarge outlets
Distribution ofdischarge outlets
Emissionconcentration/
intensity
Implementation of pollutant discharge standards
Excessemissions
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
EVE Power
EVE InnovationEnergy
Ningbo EVE
Atmospheric pollutants
Atmospheric pollutants
Atmospheric pollutants
Atmospheric pollutants
Sulfur dioxide
Organized
Organized
1Zone 2
Zone 2
3.75mg/m?
Standard for gas-?red boilers in Table 3 of Emission Standard of Air
Pollutants for Boilers (GB 13271-2014): 50 mg/m?
0.196t/a
3.896t/a
Water pollutants
Water pollutants
Water pollutants
Water pollutants
Chemical oxygendemand
Intermittent6
Zone2/4/6/7/8/9
15.76mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 150 mg/L
0.62t/a
50.556t/a
Ammonia nitrogen
Intermittent6
Zone2/4/6/7/8/9
0.14mg/L
Indirect discharge standard in Table 2 of Emission Standards ofPollutants for Battery Industry (GB 30484-2013): 30 mg/L
0.0073t/a
4.93t/a
Non-methanehydrocarbon
Non-methanehydrocarbon
Organized7
Zone 2, Zone3, Zone 5
5.65mg/m?
Standard for lithium-ion/lithium batteries in Table 5 of Emission Standards
of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m?
6.47t/a
30.0563t/a
Organized4Ningbo factory
Ningbo factory
Ningbo factory
2.2575mg/m?
Standard for lithium-ion/lithium batteries in Table 5 of Emission Standards
of Pollutants for Battery Industry (GB 30484-2013): 50 mg/m?
0.2427t/a
4.18t/a
Chemical oxygen
demand
Intermittent1
87.5mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 150 mg/L
0.6167t/a
1.196t/a
Ammonia nitrogen
Intermittent1
0.619mg/L
Indirect discharge standard in Table 2 of Emission Standards of
Pollutants for Battery Industry (GB 30484-2013): 30 mg/L
0.0043t/a
0.239t/a
68mg/m?
Standard for gas-?red boilers in Table 3 of Emission Standard of Air
Pollutants for Boilers (GB 13271-2014): 150 mg/m?
6.13t/a18.777t/a
Nitrogen oxides
Entity
Approved total
emissions
(t/a)TotalEmissions
(t/a)Category of mainand characteristic
pollutants
Description of main
and character
polluters
Discharge method
Number ofdischarge outlets
Distribution ofdischarge outlets
Emissionconcentration/
intensity
Implementation of pollutant discharge standards
Excessemissions
No
No
No
No
No
No
No
No
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Company nameApproval documentIssuing dateExpiration dateDocument No.
EVE Zhongkai factory
EVE Xikeng factory
EUE
Huizhou EVE Power
H.S.H. (Zhongkai) J. [2024] No.70
91441300734122111K002U
91441300734122111K002U
441325-2024-034-L
Zone A Expansion and Renovation Project Environmental Impact Assessment Approval
Pollutant Discharge Permit (Reapplication)
Pollutant Discharge Permit (Modi?cation)
Record Filing of the Revised Version of Emergency Response Plan for Sudden Environmental Incidents
H.S.H. (Zhongkai) J. [2024] No.139EVE Lithium Battery Project Environmental Impact Assessment Approval
91441300734122111K001VPollutant Discharge Permit (Reapplication)
441305-2024-0071-MRecord Filing of the Revised Version of Emergency Response Plan for Sudden Environmental Incidents
91441300MA51W6K13R001UPollutant Discharge Permit (Reapplication)
91441300MA51W6K13R001UPollutant Discharge Permit (Modi?cation)
/Completion Environmental Protection Acceptance for Huizhou EVE Power's Expansion and
Renovation Project - 30TH Project
Independent acceptanceCompletion Environmental Protection Acceptance for Automotive High-Safety Ternary Soft
Pack Power Battery Industrial Project
April 12, 2024
July 8, 2024
December 3, 2024
February 29, 2024
June 14, 2024
October 21, 2024
August 13, 2024
January 31, 2024
July 12, 2024
September 20, 2024
August 27, 2024
/
July 7, 2029
July 7, 2029
February 28, 2027
/
October 20, 2029
August 12, 2027
/
July 11, 2029
July 11, 2029
/
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Company nameApproval documentIssuing dateExpiration dateDocument No.Huizhou EVE Power
EVE Power
Ningbo EVE
Radiation Safety License Amendment (Addition of 5 Non-Exempt X-Ray Machines, Termination Application for 1
Non-Exempt X-Ray Machine)Environmental Impact Assessment Approval for Jingmen Zone 10 High-Energy-Density Lithium Iron Phosphate
Energy Storage Power Battery ProjectEnvironmental Impact Assessment Approval for EVE Power's Addition of One Industrial X-ray CT Unit Each at
Plants 10 and 60
February 16, 2027
/
/
/
/
/
/
/
April 8, 2029
April 8, 2029
December 11, 2027
August 26, 2029
September 26, 2024
March 20, 2024
October 28, 2024
November 27, 2024
April 19, 2024
April 19, 2024
April 22, 2024
October 1, 2024
April 9, 2024
October 8, 2024
November 22, 2024
August 27, 2024
Y.H.F.Z. [04928]
J.H.D.S. [2024] No.9
J.H.S. [2024] No.75
J.H.D.D.S. [2024] No.42
Independent acceptance
Independent acceptance
Independent acceptance
Independent acceptance
914208000500011598001Q
914208000500011598001Q
E.H.F.Z. [H0123]
91330283MA2J42GE1D
Environmental Impact Assessment Approval for Zone 0 EVE Power Research Institute Project
Acceptance of the Addition of Two Industrial X-ray CT Units at Plant 14 in Zone 7 of EVE Power
Acceptance of the Addition of Four Industrial X-ray CT Units at EVE Power
Acceptance of the Phase II Passenger Vehicle Lithium-ion Power Battery Project (Interim Acceptance)
Acceptance of Passenger Vehicle Lithium-ion Power Battery Project
Pollutant Discharge Permit (Reapplication)
Pollutant Discharge Permit (Modi?cation)
Radiation Safety License Modi?cation
Pollutant Discharge Permit (Reapplication)
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Section No. in the GuidelinesCorresponding Section/Page
Chapter I General ProvisionsChapter II Disclosure Framework for
Sustainability Information
Chapter III Environmental Disclosure
Section 1 Climate Response
Section 2 Pollution Control and Ecosystem Protection
Section 3 Resource Utilization and Circular Economy
Response to Climate Change
Pollutant EmissionsWaste ManagementEcosystem and Biodiversity Protection,Environmental Compliance Management
Energy UtilizationWater Resource UtilizationCircular Economy
Resource ManagementResource ManagementResource Management
Response to Climate Change
Emissions and Environmental ImpactEmissions and Environmental ImpactEmissions and Environmental Impact
Environmental Management
About This ReportR&D Innovation, Product Quality and Safety, Response to Climate Change, Occu-
pational Health and Safety, Supply Chain Management
Self-Regulatory Guidelines No. 17 for Companies Listed on Shenzhen Stock Exchange—Sustainability Report (For Trial Implementation)Benchmark Index Table
Section 2 Innovation-Driven Development and Ethics of Science and Technology
Section 3 Suppliers and Customers
Product and Service Safety and QualityData Security and Customer Privacy Protection
Section 4 EmployeesEmployees
Employee Rights and Bene?ts, Talent Development and Retention,
Occupational Health and Safety
Supply Chain SecurityFair Treatment of Small and Medium-Sized Enterprises
Product Quality and Safety, Customer ServiceData Security and Customer Privacy Protection
Innovation-driven DevelopmentEthics of Science and Technology
R&D Innovation
NA
Supply Chain Management
Chapter IV Social DisclosureSection 1 Rural Revitalization and Social ContributionsRural RevitalizationSocial Contribution
Value Co-creationCommunity Participation
Chapter V Disclosure of Sustainability-Related Governance Information
Section 1 Sustainability-Related Governance MechanismsDue DiligenceStakeholder Communication
ESG ManagementESG ManagementSection II Business PracticesAnti-commercial Bribery and Anti-corruption
Anti-unfair Competition
Chapter VI Supplementary Provisions and InterpretationIndependent Assurance Statement
Compliance OperationCompliance Operation
Not applicable. As of the end of the reporting period, the balance of the Company's accounts payable(including notes payable) is not more than 30 billion yuan and the proportion of total assets is not morethan 50%. Neither the Company nor its holding subsidiaries need to publicize to the public through thenational enterprise credit information publicity system due to overdue payments to smes.
Section No. in the GuidelinesCorresponding Section/Page
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
GRI Standards Index
Statement of useGRI 1 usedApplicable GRI Sector Standard(s)
GRI Standards
General disclosuresDisclosure
Not applicable “Omission”
Company Pro?leBusiness and DevelopmentAbout This ReportStatistical coverage of information and data
About This ReportKey Performance TableIndependent Assurance Statement
About EVEKey Performance TableEmployee Rights and Bene?ts
ESG ManagementSound Corporate GovernanceRefer to the 2024 Annual Report of EVE for details.
Sound Corporate GovernanceRefer to the Articles of Association for details.
Sound Corporate GovernanceRefer to the 2024 Annual Report of EVE for details.
ESG ManagementESG Management
Sound Corporate GovernanceRefer to the 2024 Annual Report of EVE for details.
ESG Management
OmissionsExplanationsReference chapter/Website reference/Remarks
EVE has reported in accordance with the GRI Standards for the period from January 1 to December 31, 2024.GRI 1: Foundation 2021No industry standards in use
GRI 2: General Disclosures 2021
2-3 Reporting period, frequency and contact point
2-4 Restatements of information
2-5 External assurance2-6 Activities, value chain and other business relationships
2-7 Employees2-8 Workers who are not employees
2-9 Governance structure and composition
2-12 Role of the highest governance body in overseeing the management of impacts
2-13 Delegation of responsibility for managing impacts2-14 Role of the highest governance body in sustainability reporting
2-2 Entities included in the organization’s sustainability reporting
2-1 Organizational details
2-10 Nomination and selection of the highest governance body
2-11 Chair of the highest governance body
2-15 Con?icts of interest
General disclosures
Con?dentiality constraints
Con?dentiality constraints
Con?dentiality constraints
Not applicable, omission
ESG ManagementESG ManagementRefer to the 2024 Annual Report of EVE for details.
OmissionMessage from the Chairman
ESG Management
Sound Corporate GovernanceRefer to the 2024 EVE Compensation and Performance Evaluation
Plan for Directors and Senior Management.
ESG ManagementCompliance Operation
Responsible ProcurementEmployee Rights and Bene?ts
ESG ManagementCompliance Operation
Responsible ProcurementEmployee Rights and Bene?ts
ESG ManagementCompliance Operation
Responsible ProcurementEmployee Rights and Bene?ts
Due to the Company's con?dentiality requirements, the data for 2-21-a/b/c is notyet available for disclosure.
Due to the Company's con?dentiality requirements, the data for 2-30-a/b is notyet available for disclosure.
Due to the Company's con?dentiality requirements, the data for 2-18-c is not yetavailable for disclosure.
GRI 2: General Disclosures 2021
GRI 3: Material Topics 2021
2-16 Communication of critical concerns2-17 Collective knowledge of the highest governance body2-18 Evaluation of the performance of the highest governance body
2-19 Remuneration policies
2-23 Policy commitments
2-24 Embedding policy commitments
2-25 Processes to remediate negative impacts
2-22 Statement on sustainable development strategy
Refer to the 2024 EVE Compensation and Performance Evaluation Plan for Directors and Senior Management.
Compliance OperationRefer to respective sections of the Report.
ESG ManagementESG Management
OmissionESG ManagementESG Management
2-20 Process to determine remuneration
2-21 Annual total compensation ratio
2-26 Mechanisms for seeking advice and raising concerns
2-27 Compliance with laws and regulations
2-28 Membership associations2-29 Approach to stakeholder engagement
2-30 Collective bargaining agreements3-1 Process to determine the material topics
3-2 List of material topics
GRI StandardsDisclosureOmissionsExplanationsReference chapter/Website reference/Remarks
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Economic Performance
GRI 3: Material Topics 2021
Con?dentiality constraints
Due to the Company's con?dentiality requirements, the data for 201-2-a-v is notyet available for disclosure.The data is currently incomplete and not available for disclosure.The data is currently incomplete and not available for disclosure.
GRI 201:
Economic Performance 2016
201-2 Financial implications and other risks and opportunities due to climate change
201-3 De?ned bene?t plan obligations and other retirement plans
201-4 Financial assistance received from government
Response to Climate Change
OmissionOmission
Information incompleteInformation incompleteIndirect Economic Impacts
Con?dentiality constraints
Due to the Company's con?dentiality requirements, the data for 2-18-c is notyet available for disclosure.
Information incomplete
The data for 205-2-a/c is currently incomplete and not availablefor disclosure.
Value Co-creationValue Co-creationValue Co-creationProcurement Practices
Anti-corruption
GRI 3: Material Topics 2021
GRI 3: Material Topics 2021GRI 204: Procurement Practices 2016
GRI 203: Indirect Economic Impacts
3-3 Management of material topics203-1 Infrastructure investments and services supported
203-2 Signi?cant indirect economic impacts
Supply Chain Management
Key Performance Table
3-3 Management of material topics204-1 Proportion of spending on local suppliers
GRI 3: Material Topics 2021
GRI 205: Anti-corruption 2016
Compliance OperationCompliance OperationKey Performance TableCompliance OperationKey Performance Table
205-1 Operations assessed for risks related to corruption
3-3 Management of material topics
205-2 Communication and training about anti-corruption policies and procedures
3-3 Management of material topics
201-1 Direct economic value generated and distributed
205-3 Con?rmed incidents of corruption and actions takenCompliance Operatio
GRI StandardsDisclosureOmissionsExplanationsReference chapter/Website reference/Remarks
Key Performance TableRefer to the 2024 Annual Report of EVE for details.
Key Performance TableRefer to the 2024 Annual Report of EVE for details.
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Anti-competitive Behavior
Compliance OperationKey Performance TableGRI 3: Material Topics 2021GRI 206: Anti-competitive Behavior 2016
Con?dentiality constraintsCon?dentiality constraintsCon?dentiality constraints
MaterialsGRI 3: Material Topics 2021
GRI 301: Materials 2016
3-3 Management of material topics301-1 Materials used by weight or volume301-2 Recycled input materials used301-3 Reclaimed products and their packaging materials
Resource Management
OmissionOmissionOmission
Energy
Water and E?uents
OmissionKey Performance TableResource Management
Omission
Con?dentiality constraints
Information unavailable
302-2 Energy consumption outside of the organization
302-3 Energy intensity302-4 Reduction of energy consumption
3-3 Management of material topics302-1 Energy consumption within the organization
302-5 Reductions in energy requirements of products and services
GRI 3: Material Topics 2021
GRI 3: Material Topics 2021
GRI 303: Water and E?uents 2018
3-3 Management of material topics
303-3 Water withdrawalKey Performance Table
Information incomplete
Resource ManagementEmissions and Environmental Impact
Resource ManagementEmissions and Environmental ImpactEmissions and Environmental Impact
GRI 302: Energy 2016
The Company’s products include consumer batteries, powerbatteries, and energy storage batteries, covering various producttypes and application scenarios. Due to the complexity of calculat-ing product energy demand and the multiple in?uencing factors, astandardized statistical method has not been established. There-fore, this information is not disclosed.
The data for 303-3-b/c is incomplete. During the reporting period, theCompany’s water supply was entirely sourced from municipal watersystems (third parties). The Company did not record water withdrawaldata classi?ed by freshwater and other water sources, nor did it trackwater withdrawal data speci?cally for water-stressed regions.
Due to the Company's con?dentiality requirements, this data is not yetavailable for disclosure.
Due to the Company's con?dentiality requirements, this data is not yetavailable for disclosure.Due to the Company's con?dentiality requirements, this data is not yetavailable for disclosure.Due to the Company's con?dentiality requirements, this data is not yetavailable for disclosure.
303-1 Interactions with water as a shared resource303-2 Management of water discharge-related impacts
Resource ManagementThe Company is not engaged in energy sales business.
Resource Management
GRI StandardsDisclosureOmissionsExplanationsReference chapter/Website reference/Remarks
3-3 Management of material topics206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Water and E?uents
GRI 303: Water and E?uents 2018
303-4 Water discharge
303-5 Water consumptionOmission
Emissions and Environmental Impact
Key Performance TableEnvironmental Emission and Permit Information of Key Organizations under
Environmental Supervision
Information incomplete
Con?dentiality constraints
Con?dentiality constraints
The data for 303-4-b/c is incomplete. The Company did not recordwastewater discharge data categorized by freshwater and other watersources for all regions and water-stressed regions.
Due to the Company's con?dentiality requirements, this data is not yetavailable for disclosure.
During the reporting period, the Company did not generate signi?cantemissions of ozone-depleting substances (ODS); therefore, this data isnot applicable.
Due to the Company's con?dentiality requirements, this data is not yetavailable for disclosure.
Scope 3 GHG emission data is subject to annual veri?cation resultsand is not yet available for disclosure.
305-7-a-iii/v: Due to the absence of a uni?ed standard for reportingPOP and HAP data, quanti?cation is currently unavailable.
Biodiversity
Emissions
GRI 3: Material Topics 2021
GRI 304: Biodiversity 2016
3-3 Management of material topics
304-3 Habitats protected or restoredNot applicable
Not applicable
Emissions and Environmental Impact
GRI 3: Material Topics 2021
GRI 305: Emissions 2016
3-3 Management of material topics
305-3 Other indirect (Scope 3) GHG emissionsOmission
Key Performance Table
Key Performance Table305-1 Direct (Scope 1) GHG emissions305-2 Energy indirect (Scope 2) GHG emissions
305-4 GHG emissions intensityOmission
OmissionNot applicable
Information incomplete
Emissions and Environmental Impact
Key Performance Table
Response to Climate Change
Resource Management
Information incomplete
304-2 Signi?cant impacts of activities, products, and services on biodiversityEmissions and Environmental Impact
OmissionOmission
Emissions and Environmental Impact
During the reporting period, the Company’s operation sites were notlocated in or adjacent to protected areas or areas of high biodiversityvalue outside protected areas. The Company’s operations, products,and services had no signi?cant impact on biodiversity.
304-1 Operational sites owned, leased, managed in, or adjacent to protected areas
and areas of high biodiversity value outside protected areas
304-4 IUCN Red List species and national conservation list species with habitats in
areas a?ected by operations
305-7 Nitrogen oxides (NO
x), sulfur oxides (SO
x), and other signi?cant air emissions
305-6 Emissions of ozone-depleting substances (ODS)
305-5 Reduction of GHG emissions
Response to Climate ChangeEmissions and Environmental Impact
GRI StandardsDisclosureOmissionsExplanationsReference chapter/Website reference/Remarks
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Waste
Emissions and Environmental ImpactDuring the reporting period, the Company’s waste was disposed of in compliance with regulations,
with no signi?cant actual or potential impacts involved.
Key Performance Table
GRI 3: Material Topics 2021
GRI 306: Waste 2020
3-3 Management of material topics306-1 Waste generation and signi?cant waste-related impacts
Emissions and Environmental Impact
306-2 Management of signi?cant waste-related impacts
Resource ManagementEmissions and Environmental Impact306-3 Waste generated
306-4 Waste diverted from disposal
Key Performance TableThe disclosed data includes the disposal amount of general industrial waste
(non-hazardous waste) and hazardous waste.
Information incomplete306-5 Waste directed to disposal
Key Performance TableTotal weight of non-hazardous industrial solid waste (non-hazardous waste) and hazardous waste recycled has beendisclosed, of which part of the non-hazardous industrial solid waste is recycled internally by the company, but itaccounts for a small percentage and does not have a signi?cant impact, so it is not included in the scope of statistics.
Supplier Environmental Assessment
Labor/Management Relations
Con?dentiality constraints
Con?dentiality constraints
Con?dentiality constraints
Responsible ProcurementKey Performance Table
Employment
GRI 3: Material Topics 2021
GRI 308: Supplier Environmental
Assessment 2016
GRI 3: Material Topics 2021
GRI 401: Employment 2016
3-3 Management of material topics308-1 New suppliers that were screened using environmental criteria
3-3 Management of material topics401-1 New employee hires and employee turnover
401-2 Bene?ts provided to full-time employees that are not provided to temporary or part-time employees
Employee Rights and Bene?tsKey Performance TableEmployee Rights and Bene?ts
Information unavailable
GRI 3: Material Topics 2021GRI 402: Labor/Management Relations 2016
3-3 Management of material topics402-1 Minimum notice periods regarding operational changes
Employee Rights and Bene?ts
Omission
Employee Rights and Bene?ts
Key Performance Table401-3 Parental leave
Responsible Procurement
Key Performance Table308-2 Negative environmental impacts in the supply chain and actions taken
The data for 306-5-b/c/d is not re?ned by disposal operations or byon-site/o?-site disposal methods and is not yet available for disclo-sure.
Due to the Company's con?dentiality requirements, the data for308-2-b/c/d/e is not yet available for disclosure.
Due to the Company's con?dentiality requirements, the data for401-1-b is not yet available for disclosure.
Due to the Company's con?dentiality requirements, the data for401-3-d/e is not yet available for disclosure.
Such information is not recorded yet and is not available for disclosure.
GRI StandardsDisclosureOmissionsExplanationsReference chapter/Website reference/Remarks
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Occupational Health and Safety
Training and Education
Con?dentiality constraints403-9 Work-related injuriesCon?dentiality constraintsOccupational Health and Safety403-10 Work-related ill health
Con?dentiality constraints
Diversity and Equal Opportunity
GRI 3: Material Topics 2021
GRI 403: OccupationalHealth and Safety 2018
3-3 Management of material topics403-1 Occupational health and safety management system403-2 Hazard identi?cation, risk assessment, and incident investigation
403-3 Occupational health services403-4 Worker participation, consultation, and communication on occupational health and safety
403-5 Worker training on occupational health and safety
Occupational Health and SafetyOccupational Health and SafetyOccupational Health and SafetyOccupational Health and SafetyOccupational Health and SafetyOccupational Health and Safety
GRI 3: Material Topics 2021
GRI 404: Training andEducation 2016
3-3 Management of material topics404-1 Average hours of training per year per employee404-2 Programs for upgrading employee skills and transition assistance programs404-3 Percentage of employees receiving regular performance and career development reviews
Talent Development and Retention
Key Performance TableTalent Development and RetentionTalent Development and Retention
GRI 3: Material Topics 2021
GRI 405: Diversity and Equal
Opportunity 2016
3-3 Management of material topics405-1 Diversity of governance bodies and employees405-2 Ratio of basic salary and remuneration of women to men
Employee Rights and Bene?ts
Key Performance Table
Omission
Non-discriminationGRI 3: Material Topics 2021GRI 406: Non-discrimination 2016
3-3 Management of material topics406-1 Incidents of discrimination and corrective actions taken
Employee Rights and Bene?tsEmployee Rights and Bene?ts
Employee Rights and Bene?tsOccupational Health and Safety
Occupational Health and Safety
Key Performance Table
Occupational Health and Safety
Occupational Health and Safety
403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
403-6 Promotion of worker health
403-8 Workers covered by an occupational health and safety management system
Due to the Company’s con?dentiality requirements, the data for403-9-a-ii/iii/iv/v and 403-9-b/c is not yet available for disclosure.Due to the Company’s con?dentiality requirements, the data for 403-10-a/bis not yet available for disclosure.
Due to the Company's con?dentiality requirements, this data is not yetavailable for disclosure.
GRI StandardsDisclosureOmissionsExplanationsReference chapter/Website reference/Remarks
Forced or Compulsory LaborGRI 3: Material Topics 2021GRI 409: Forced or Compulsory Labor 2016
3-3 Management of material topics409-1 Operations and suppliers at signi?cant risk for incidents of forced or compulsory labor
Employee Rights and Bene?tsEmployee Rights and Bene?ts
Child Labor
GRI 3: Material Topics 2021
GRI 408: Child Labor 2016
3-3 Management of material topics408-1 Operations and suppliers at signi?cant risk for incidents of child labor
Employee Rights and Bene?tsEmployee Rights and Bene?ts
Local CommunitiesGRI 3: Material Topics 2021
GRI 413: Local Communities 2016
413-2 Operations with signi?cant actual and potential negative impacts on local communities
413-1 Operations with local community engagement, impact assessments, and development programs
3-3 Management of material topics
Environmental ManagementEmissions and Environmental Impact
ESG ManagementValue Co-creation
Supply Chain Management
Responsible Procurement
Responsible Procurement
Key Performance Table
Environmental ManagementInformation incomplete
Supplier Social Assessment
Customer Health and Safety
GRI 3: Material Topics 2021
GRI 414: SupplierSocial Assessment 2016
3-3 Management of material topics414-1 New suppliers that were screened using social criteria414-2 Negative social impacts in the supply chain and actions taken
Key Performance Table
Customer Privacy
GRI 3: Material Topics 2021
GRI 416: Customer Health
and Safety 2016
3-3 Management of material topics416-1 Assessment of the health and safety impacts of product and service categories416-2 Incidents of non-compliance concerning the health and safety impacts of products and services
Product Quality and SafetyProduct Quality and SafetyProduct Quality and Safety
GRI 3: Material Topics 2021GRI 418: Customer Privacy 2016
3-3 Management of Material Topics418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data
Data Security and Customer Privacy ProtectionData Security and Customer Privacy Protection
GRI StandardsDisclosureOmissionsExplanationsReference chapter/Website reference/Remarks
The data for 413-1-a-i/iv-viii is currently incomplete and not available for disclo-sure.
Due to the Company's con?dentiality requirements, the data for 414-2-b/c/d/e isnot yet available for disclosure.
During the reporting period, the Company's construction projects all complied with therequirements of laws and regulations related to ecological environmental protection,
and there were no operation sites with signi?cant negative impacts.
Con?dentiality constraints
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
About This ReportMessage from the ChairmanAbout EVECorporate GovernanceProducts & ServicesEnvironmental ProtectionSustainable Supply ChainCaring for EmployeesGiving Back to SocietyAppendixes
Company address: 38 Huifeng 7th Road, Zhongkai Hi-Tech District, Huizhou Website:https://www.evebattery.com Tel: +86-0752-5707101