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ICreation of a Good Working Environment
TheComanyactilcretgo woring niroent andestablshsofeinlcatiosuhaQuazhhanghaii pore,and theHainanFree TradeZone,offering employees a variety of office location options.
ConsideringemloyeediverseinterestsandhobbstheCanyhascarefullycreatedanemloyeeromtenrichemlye professionallTroisqpdwithquit lrwhere ycanere thmeinb dng thf ftnessqpmnt diftrcisdaswellsrousftqpt andicatdannottt diverse fitness needs of employees.
Shanghai Office
Scientific and Democratic Management
? ImprovementofDemocraticManagement
The Company has established the TradeUnion and the Employees’Congress, and set uprelatedmechanismsfor democraticmanagement to ensure employees'right to know,participate,express, and supervise.This promotes the institutionalization, standardization,and scientific management of democratic governance in the Company,and fosters democratic decision-making,employee unity,and harmony.
In accordance with the requirements for standardized management, the Company establishes and improves the disclosure system,defines the contents and forms to be disclosed, and makes regular and targeted disclosures.We disclose hot topics, key concerns, and management challenges reflected by employees to accept the supervision by employees.
The Company insists on strengthening democratic management and giving full play to the role of the Trade Union.Every year,we organize several legal and regulatory training sessions to enhance employees' self-protection awareness,implement the equal negotiation systemfor collective contracts to safeguard employees'legal rights and interests,and strengthen the cooperation between workers and operators.We also establish a mechanism for the mediation of labor disputes and the supervision and inspection of labor protection, as well as a liaison system of union member representatives,topromote employees'participation in democratic management.
In 2024
100%
of the Company's employees are themembersof the Trade Union.
? Enhancementof Employee Communication
TheCompanyhasformlatdreulationssuhasegulationontheMangemet ofShipoardCateringeiceLiingQuarrs gieneandnbardCmlaints,andestablsheddiveeicatichanelsforcoltingmlpiionansugtio acompreenieandefctivemanertenurethat thvoicof thcrewareardandvalheCmayrimly withopportuniis toexpresstheiridas through confmations promtions, and semianual and anual prformance reviw.We aloorganizemlintsndcetfacedisuiosteterstandlyeenedsandexptationain the Compayrganiznfml caionthohorprateuural actiituhasta-uling vetsprts gamd regulartig,gathermlyfackroghwderngeofchaelsthCmanymsrepne plabaeafl uderstandiflgestiodaiallribackrelatrrenilrlti faction, and fosters a positive, productive and democratic atmosphere.
NewEmployeeSymposium
{0} Employee Satisfaction Survey
In2024,theComancodtdanmlysatisfactionsuetlistentwhatmlyeesfeeandthinkhesuewasdivi intsurhrebasedlyendcrmmeverinaectsuhsremerationadenefitraininsstm clleagueltratutrinrt anticeattf thratant resultandlbackthmandtelaintnretnxisart improvemetf thmanagementtacapabitieandcontinuslyprvsmlyeesatisfactionandensefblgi
During the Reporting Period
theonshoreemployeesatisfactionrateis 95.90%
and thesatisfactionrate ofcrewmembersis 96.00%
Building of High-Quality Teams
? Enhancement of Employee Training
Full-ProcessManagementof EmployeeTraining
The Cmany prvidsmore cmrehensiv andsystematic emlyee training.Particulaly,th pany seificalyfomlte th SQMSPeroneriing Prcedure andiletedtheanual trainin plaforshre persnel tprovdearioprofi develptrinnrqiethduntncarvtfdialialdtrann onsaftnlatqtdafie them in enhancing theirprofessional skills and expertise.
Guiedbthetalt stratygfuingfistlashpng tmwihprofional pitandeilidcapabiisth contiual stratgic imrovement, th panyhas planned the folwing stepsfor short-tem (1-2years, medium-tem (35years adlong-statthtrttabl cre-ori nizationalculhestatgrauallbildgqultyteandprvidestrnuprfortheperationsfthea
During the Reporting Period
the Company invested RMB 984.2thousan inemploye trining
The Company establishes acomprehensive training evaluationmechanism,clects feedback fromemloyees regarding the traning and contiuslmrvs the content andmthdof the training tincrea trainng satisfaction andqualtyFrinteal tra. theCompanyaesstrainegrapofthtrainngtpiandeywdethroughaementondtedbyintalinstrut Smultaneusly,lyes areaskedtprovidefebacknthe practicaltyof the training content, theinsttors techng qualt andtheeftineofthteahnmtdsthrohatisfactisuynthshippinwdedtabaFthswhdt meethqtadrlrnreaanrtrntftilu survey questionnaires.
ConstructionoftheTrainingSystem
Focusingtaltdlentadwdeineritaethmpanycarefulllatheanlrinnprgramnact encouragemanagerialeelmloyandmkyersneltcretetrainngmaterialsasedntheirexpriorhar trial-teachthemwithinthedeparmntortoallmlyeemeet mloyediverselerninnestheCmpanycontiu innvatetrinhdsigdmlainatadthti efficiency of training.
Toeffetielr thprofsionqualtyf shpinndstyro thCman thesfetymnent tmst crefrtdtiecredili training mchanismhCmanstalitrtgratilentatnpthfist,intrate thlatt poladr tionsofationnantntladidsticstadardenurehaterta datewithestd aditrlas adiidtr withjchtristihcerebadantstfffftilnt matchabiqififeesrstadvt uationttraniltelqlfnlsifst ing a solid talent guarantee for the high-quality development and safe operations of the Company.
Training onSafety Leadership and SystematicSafetyManagement Control in theDigitalandIntelligentAge
? Support for Employee Development
Smooth DevelopmentPathways
The Companyhas developed theMeasures for Administration of Shore-Based Employee Job Grades and Development Paths to strengthen the scientic and systematicmanagement of the Companysjblevel system, standardize thepromotion anddemtion mechanilcart candjrtiathdltranpize resourcesentie and restraint echaisAdditonallthCmanysdvelope thehoreBasedlye ransfeMane mentStaarrrcetftdta nally allocate the Company's human resources.
| Promotion Paths | |
| Vertical Develop- mentPath | The Company provides employees with a career growth path from low-level positions to middle and senior management positions based on work performance,ability improvement and professional quality.This path is like a“ladder of growth”within the Company, with eachsteprepresenting higherresponsibilities,greatergrowth,and increased rewards. |
| Horizontal Development Path | Employees if meeting the basic qualification requirements for horizontal transfer positions can transfer laterally across different sequences between channelsbased onworkneeds. |
SupportforEmployee Growth
The Company placesgreat mportance on the continuuslaring and development of mloyes,and provides them withaseries of acadeicsprtFr lyewlling tenhance therprofessonal skils theanyactielysrtstherparticpaton work-relatetrnnuadlean ctiteriatsuhfetytianaant abiterit panyauditrs IMany seurty fficers Can mariim enginerin cetiat, theanysprts elyesbpain trainingctsgaizinrfssionltrainnnstionstndt trainnandemandprvidinrehesirth for employees.
Dedication to Social Contribution
? DevotiontoSocialWelfare
The Company has always adhered to the principle of balancing corporate development and social responsibility.While strengthening the core business “hard power", we proactively give back to society, convert corporate developmentresultsintopublicwelfare and charity actions,and continuously contribute to charitable causes such as educational support and targeted poverty alleviation.
An investment in knowledge pays the best interest. Since its establishment, the Companyhas setup teaching and scholarship awards in multiple schools in Quanzhou and invested in improving the school environment, benefiting over a hundred impoverished students.The Company continues to practice its corporate responsibility of“undertaking the mission of a strong nation and supporting the development of education".
In 2024, the Company donated RMB 2 million to the Quangang District EducationDevelopmentFoundation toimprove schoolconditions and support educational charity initiatives, such as granting scholarships and teaching awards.The Company received the honorary title of“Quanzhou Charitable Enterprise", which recognizes its long-standing practice of fulfilling social responsibility.
TheComactilfuialreibiorganiinenintlleaeacttuhatal gaae and tree platingrin yeenirmntal awres andontibtin ttheconstructinfagreneclgica ment.
Case Study:Environmental Protection Activity Themed “Love One Home,ProtectOneSea
In March 2024, the Company organized the“Xingtong's Listing Day”event themed “caring for the ocean, protecting the blue,and ensuring harmonybtweenhumanityandnatureEmployeesfromvariousepartmentsallwearingvolnte uniformsformed acycling team and cycled fromthe Company totheHailang BaysectionofWulhaiBeachTheyorganizedgrouctiitiandechcleanupandprmtedandstrengthendenviromentalwareethsctivelc ing corporatevalues to society throughpractical actions.
Case Study: Organization of Tree Planting Activities
Onthe Trplantig Dayf 224,thComanyincolaborationwithgverment dpartments,schools andotheror jointlyhedatre-planting actityforpublicwfarecontiuuslyupprtigeclgicaldevelpment andsafeguarding cid waters and lush mountains".
? Support for Rural Revitalization
TheCompanyactivelrepondstosocialnds andcontiustouphldits corpratemissnofmaximizing rtustoscietyW actielalectiigratitlidil
CaseStudy:SpringOuting toSupportAgriculture
OnMarch8024thecompanyrganizedauniqucorporateactivitythemedSringAgriculturalSuppornititivem ployeesvisitedtheRongquanandStarruitdemonstrationbasesinTulingTowntoengagewithruraldevelopment efforts andasstwithseasonalhavestingtasks.Theactitycombinedexperientiaarningabout pringfamingpracticwith practical support for addressing urgent starfruit harvesting needs at the base.
Afterword to this Report
I ESG Key Performance Indicators I
| Economic Performance' | ||||
| Key Indicators | Unit | 2024 | 2023 | 2022 |
| Operating Income | RMB million | 1,514.74 | 1,237.27 | 784.77 |
| CetProtrbale Saredesoted | RMB milin | 350.42 | 252.20 | 206.25 |
| Cash Dividend per Share | Yuan/Share | 0.20 | 0.15 | 0.15 |
| Total Cash Dividend (Including Tax) | RMB million | 73.26 | 89.74 | 30 |
| % | 20.91 | 35.58 | 14.55 | |
| Governance Performance | |||
| Key Indicators | Unit | 2024 | 2023 |
| Governance throughtheGeneral Meeting of Shareholders,Board of Directors, and Board of Supervisors | |||
| Total General Meeting ofShareholders Convened | Times | 5 | 5 |
| Proposals Reviewed and Approved | Item | 19 | 50 |
| Number of Members of the Board of Directors | Person | 11 | 11 |
| Meetings of the Board of Directors Convened | Times | 10 | 12 |
| Proposals Reviewed and Approved | Item | 45 | 93 |
| Meetings of Board of Supervisors Convened | Times | 7 | 11 |
| Proposals Reviewed and Approved | Item | 26 | 70 |
| Investor Relations Management | |||
| Offine Surveys | Times | 29 | 46 |
| Online Communications Organized | Times | 82 | 38 |
| Performance Briefings | Times | 4 | 3 |
| Interactions with Investors on SSE E-Interactive | Times | 17 | 16 |
| Reply Rate to Investors' Questions | % | 100 | 100 |
| InformationDisclosure | |||
| RegularReportsforPublicDisclosure | Copies | 4 | 4 |
| Provisional Reports for Public Disclosure | Copies | 85 | 125 |
| Penalties for Violations in Information Disclosure | Times | 0 | 0 |
| Compliance Management | |||
| Anti-corruption and Anti-BriberyWhistleblows | Times | 0 | 0 |
| Environmental Performance2 | |||
| Key Indicators | Unit | 2024 | 2023 |
| Environmental Management | |||
| Total Environmental Investment | RMB thousand | 2,543.1 | 1,22.9 |
| Pioatiso Laws andRglatonsConeningEvromentl | Case | 0 | |
| Energy Management3 | |||
| Total Fuel Consumption(Self-Owned Ships for Voyage Charter) | 10,000 ton | 4.14 | 3.44 |
| Fuel Oil | 10,000 ton | 2.89 | 2.52 |
| Diesel | 10,000 tons | 1.25 | 0.92 |
| FuelCansupton hyShip SlfOwed shis forVoyage | tce/RMB Milon operatng | 38.51 | 42.94 |
| Gasoline (Official Vehicles) | Liter | 35,182.73 | 32,641.74 |
| Total Electricity Consumption (Office) | kWh | 242,211.37 | 216,862.00 |
| Total Energy Consumption | tce | 59,500.58 | 49,467.51 |
| Response to Climate Change | |||
| Total Emission of Greenhouse Gases(Scope 1 and Scope 2)5 | tCO2e | 130,138.52 | 108,170.42 |
| Direct (Scope 1) GHG Emissons(Self-Owned Ships for Voyage Charter) | tCO2e | 129,922.25 | 107,976.95 |
| Direct (Scope 1) GHG Emissions(Official Vehicles) | tCOze | 78.14 | 69.79 |
| Indirect (Scope 2) GHG Emissions(Purchased Electricity by Offices on Shore) | tCOze | 138.13 | 123.68 |
| DiretSoGHGEsiosMllonanfraing | tCOze /RMB1Milon operatng | 121.06 | 134.87 |
| Water resource utilization | |||
| Total Water Consumption | m” | 131,784.32 | 98,302.08 |
| Water Consumption by Offices | m3 | 1,835.30 | 1,685.38 |
| Water Consumption by Ships | m” | 129,949.02 | 96,616.70 |
| Water Use Density (Ships) | m"/RMB 1 Milion (Operating Revenue) | 88.28 | 86.03 |
| Wastewater? | |||
| TtalWaa | m” | 123,860.87 | 96,616.70 |
| WastewaterDischarged intoSea(Discharged water that complies withrelevantregulationscanbedischargedintotheseadirectly or after treatment) | m” | 116,439.78 | 94,596.08 |
| Wastewater Collected and Treated Onshore | m” | 7,421.08 | 2,020.62 |
| Including: Domestic Sewage | m” | 35.00 | / |
| Sewage from Engine Room | m” | 231.13 | 162.35 |
| Sewage from Shampoos Room | m” | 7,154.95 | 1,858.27 |
| Wastewater Discharge Intensity | m/RMB 1 Million(Operating Rev- enue) | 81.77 | 78.09 |
| Exhaust Air8 | |||
| Nitrogen Oxide (NOx) | Ton | 2,899.76 | 2,435.41 |
| NOx Emission per Million Yuan of Operating Revenue | kg/RMB 1 Milion (Operating Revenue) | 19.70 | 21.69 |
| Sulfur Oxides (SOx) | Ton | 306.83 | 247.19 |
| SOX Emission per Million Yuan of Operating Revenue | kg/RMB 1 Milion (Operating Revenue) | 208.43 | 220.10 |
| Waste9 | |||
| Volume ofGarbage andWasteTreated | m” | 871.64 | 760.81 |
| Wluin: WasteDischaredundeMARPOLAxVFd | m” | 91.88 | 63.12 |
| Volume Burned in Incinerator | ㎡” | 8.18 | / |
| VolumeDischarged into Receiving Facilities | m” | 771.59 | 697.69 |
| Waste Disposal Compliance Rate | % | 100 | 100 |
| Volume of Non-Hazardous Waste Generated | m” | 352.80 | 245.80 |
| Voumenog NonHardos WasteGeneraed erMilon Yian of | 0.24 | 0.22 | |
| Volume of Hazardous Waste Generated | m3 | 518.84 | 481.74 |
| azadasteetdM | m/RMB 1Mlon operting | 0.35 | 0.43 |
| Biodiversity conservation | |||
| % | 100 | ||
| Social Performance | |||
| Key Indicators | Unit | 2024 | 2023 |
| Labor Relations Management | |||
| -Shore-based Employee | |||
| Percentage of Contract Workers | % | 100 | 100 |
| Number of Shore-Based Employee | Person | 136 | 128 |
| Number of Shore-based Employees (by Gender) | |||
| Female | Person | 59 | 51 |
| Male | Person | 77 | 77 |
| Number of Shore-based Employees (by Employee Level)io | |||
| Senior Management | Person | 6 | 6 |
| Middle Management | Person | 37 | 37 |
| Low-level Management | Person | 30 | 36 |
| Grassroots employees | Person | 63 | 49 |
| Number of Shore-based Employees (by Age) | |||
| Under 30 years old | Person | 29 | 27 |
| 31-45 years old | Person | 70 | 66 |
| 46-55 years old | Person | 30 | 25 |
| 56 years old or above | Person | 7 | 10 |
| Number of New Employees | Person | 21 | 23 |
| Employee Turnover | Person | 7 | 11 |
| Employee Turnover Rate | % | 5.15 | 8.59 |
| -Own Crew Members | |||
| Percentage of Contract Workers | % | 100 | 100 |
| Total Number of Crew Members | Person | 595 | 551 |
| Number of Self-Owned Crew Members (by JobLevel) | |||
| Captain | Person | 32 | 26 |
| Senior Crew Members | Person | 240 | 210 |
| Regular Crew Members | Person | 323 | 315 |
| Number of Self-Owned Crew Members (by Age) | |||
| Under 25 years old | Person | 16 | 15 |
| 26-35 years old | Person | 133 | 122 |
| 36-45 years old | Person | 253 | 230 |
| 46-55 years old | Person | 159 | 156 |
| 56 years old or above | Person | 34 | 28 |
| Number of New Employees | Person | 189 | 178 |
| NumberofEmployeesResigned | Person | 86 | 121 |
| Employee Turnover Rate | % | 14.45 | 21.96 |
| Compensation and Benefits | |||
| -Shore-based Employee | |||
| Social Insurance Coverage Ratel | % | 97.79 | / |
| Return Rate of Employees on Maternity Leave | % | 100 | |
| Return Rate of Employees on Parental Leave | % | 100 | |
| Pert | % | 95.59 | |
| -Self-Owned Crew Members | |||
| Social Insurance Coverage Rate | % | 100 | 100 |
| NumberofCrewFamiliesVisited | Family | 59 | 40 |
| Development and Training | |||
| -Shore-based Employee | |||
| Investment in Employee Training | RMB thousand | 232.0 | / |
| Total Number of Persons Trained | Person | 130.00 | 119.00 |
| Coverage of Employee Training | % | 95.59 | 92.97 |
| Average Training Hours per Employee per Year | Hour/person | 30.62 | 24.76 |
| -Self-Owned Crew Members | |||
| Investment in Crew Training | RMB thousand | 752.2 | 440.8 |
| Total Number of Persons Trained | Number | 595 | |
| Training Coverage Rate in Crew Members | % | 100 | 100 |
| AverageTraining Hours perCrewMember per Year | Hour/person | 101.11 | 89.91 |
| DemocraticGovernance and EmployeeSatisfaction | |||
| Satisfaction of Shore-Based Employees | % | 95.90 | |
| Satisfaction of Crew Members | % | 96.00 | |
| Proportion of Trade Labor Members in Existing Employees | % | 100 | / |
| Safety and Health | |||
| Investment in Safety Production | RMB thousand | 15,784.5 | 1,808.0 |
| Session | 6 | 4 | |
| Investment in Security Education and Training | Session | 956 | |
| Total Hours of Safety Training | Hour | 3,732 | / |
| Total Hours of Safety Training | Hour | 5 | |
| Coverage Rate of Security Education and Training | % | 100 | |
| Investment inWork-Related Injury Insurance | RMB thousand | 400.6 | 371.9 |
| Coverage Rate of Work-Related Injury Insurance | % | 100 | / |
| Coverage Rate of Health Checkups Among Employees | % | 100 | |
| Detection Rate of Occupational Hazard Factors | % | 100 | |
| Qualification Rate in Detection of Occupational Hazard Factors | % | 100 | / |
| Number of Safety Incidents2 | Case | 。 | 0 |
| Major Safety Incidents | Case | 0 | 0 |
| Number of Work-related Deaths | Person | ||
| Rate of Work-Related Fatalities | % | o | 0 |
| Total Number of Work-related Injuries | Person | 0 | |
| Number of working days lost due to work-related injuries | Working Days | 0 | |
| Number of PSC Ship Inspections | Ship ·time | 27 | 17 |
| Number of PSC Ship Detentions | Ship ·time | 0 | 0 |
| Number of FSC Ship Inspections | Ship · time | 38 | 45 |
| Number of FSC Ship Detentions | Ship ·time | 0 | 0 |
| Number of SIRE Inspections | Ship ·time | 64 | 44 |
| SIREInspectionPass Rate | % | 100 | 100 |
| Number of CDI Inspections | Ship ·time | 6 | 7 |
| CDI Inspection Pass Rate | % | 100 | 100 |
| R&D and Innovation | |||
| Investment in R&D | RMB thousand | 1,496.7 | 1,539.4 |
| Total Number of Authorized Patents | Item | 27 | 26 |
| Total NumberofSoftwareCopyrights | Item | 18 | 18 |
| Total Number of Trademarks | Item | 18 | 12 |
| Supply Chain Management | |||
| Supplier Review Coverage Rate | % | 100 | 100 |
| SiiateItertgr | % | 100 | 100 |
| DataSecurity and CustomerPrivacyProtection | |||
| NumberofDataSecurityViolationIncidents | times | 0 | |
| SpecificAmount Involved inDataSecurity Incidents | RMB thousand | 0 | 0 |
| Number of Incidents Involving Leakage of Customer Information | Case | 0 | |
| Customers' Rights and Interests | |||
| Customer Satisfaction | % | 96.93 | 98.69 |
| Contribution to Society | |||
| TotalInvestmentinSocialWelfare | RMB thousand | 2,000 | 2,022.8 |
| Number of Volunteer Activities | Person-times | 130 | 100 |
| NumberofVolunteerActivities | Times | 5 | 5 |
| Investment inRural Revitalization | RMB thousand | 17.4 | |
Terms and Definitions
| Acronyms | Definition |
| IMO | International Maritime Organizationis a specialized agency of theUnited Nations responsible formari time safety and preventing ship-generated marine polution.Its purpose isto promote technical coop- eration among countries in the shipping industry, encourage countries to adopt unified standards in promoting maritime safety,improving shipnavigation efciency,and preventing and controling ship |
| MARPOL | pollutiontotheoceans,andtocarryoutrelatedactivities. International Convention for the Prevention of Polution from Ships is an international convention es- tablished bytheInternationalMaritimeOrganizationthat setssafetyregulationsregarding the preven- tion and limitation of shipdischarges of oil and otherharmful substances that pollute the oceans. |
| International Con- vention for the Control and Man- agement of Ships' Ballast Water and Sediments | According to IMO requirements, existing ships need to meet the D-2 standard for ballast water discharge at the first IOPP renewal inspection after September 8,2017; new ships delivered on or after September 8,2017, should meet at least the D-2 discharge standard at the time of delivery. MEPC71 approved the amendment to Article B-3 of the Ballast Water Convention.New ships should be equipped with a BWMS at the time of delivery to meet the D-2 discharge standard. Existing ships should be equipped with a Ballast Water Management System (BWMS) during their first IOPP certifi- caterenewal inspectionon or afterSeptember8,2019. |
| EU ETS | European Union Emissions Trading System is a carbon emissions trading mechanism established by the EU to achieve greenhouse gas reduction targets.By seting an overall carbon emissions cap,car- bon emission quotas are allocated tobusinesses, allowing the trading of carbon emission rights be- tween companies,using marketmethodsto encouragebusinesses to reduce carbon emissions. |
| EEXI | Energy Efficiency Existing Ship Index is a requirement for the energy efficiency and carbon dioxide emissionsper ton-mileof existing ships. |
| CII | Carbon Intensity Index measures the carbon dioxide emissions during the shipping process and re- flects the carbon emissions generated per unit of cargo transported.This index was introduced by the IMO to address climate change and reduce greenhouse gas emissions.It aims to encourage ship operators to adopt more energy-efficient and environmentally friendly operational methods to reduce carbon emissions. |
| PSC | Port State Control refers to the supervision and control conducted by the maritime authority of the port state onforeign ships entering its ports,inaccordance withrelevant internationalconventions. |
| FSC | |
| SIRE | Ship Inspection Report Programme is an industry-wide ship inspection and reporting system aimed at other related activities. |
| CDI | Chemical Distribution Institute is an international industry organization dedicated to developing and promoting safetyenvironmentalprotection,andoperationalstandardsforthetransportationofchem icals by ships. |
| DOC | Document of Compliance is a document issued to a shipping company or ship management company as proof of compliance with the International SafetyManagement(ISM)Code.It indicates that the Company has an effective safety management system in place to ensure safe ship operations and preventpollution. |
| SMC | Safety Management Certificate is a certificate issued toa shipby the competent authority or an ac- credited organization after the ship has established and operated a safety management system in compliance with the ISMCode and passed an audit,certifying that the shipiscapableof safeopera- tions and preventing pollution. |
Indexes
| CorrespondingSection | ||||
| About This Report | P1 | 2-1/2-2/2-3 | ||
| Message from General Manager | P2 | 2-22 | ||
| About Xingtong | P3 | 2-6 | ||
| Compliance Lead- stabie Ensuring term Development | Sustainable Development Gover- nance | Articles 5, 9,11 to 19, 51 and 53 | G1.1-G1.3 | 2-22/2-29/3-1/3-2/3-3 |
| Standardization of Corporate | / | / | 2-9/2-12 | |
| Prtetonof lvestors Rights and | / | 2-29 | ||
| Enhancementof the Risk efense | / | G1.2 | 207-1/207-2 | |
| Compliance and Business Ethics | Articles 54-56 | G2.1 | 205-2 | |
| Low-Carbon Transformation: Leading the Future of Shipping | Response to Climate Change | Articles 20-27 | E1.1 | 305-1305-24305- |
| Eniromental Complance Man- | Articles 29-31, Article 33 | E2.1/E2.2/E2.4 | 305-7306-1-306- | |
| Improvement of Resource Efficiency | Articles 34-36 | E3.1/E3.2/E3.3 | 302-1302-3-302- | |
| Eectstem and BiodiverstyPro- | Article 32 | E2.3 | 304-2 | |
| Enhanced Defense Shipping | Governance of Navigation Safety | Articles 49 and 50 | S4.2 | 403-1/403-2 |
| Assurance of Safety and Health | Articles 49 and 50 | S4.2 | 403-6/403-7/403-10 | |
| Construction of Safety Culture | Articles 49 and 50 | S4.2 | 403-4/403-5 | |
IIndexes
| Corresponding Section | ShanghaiStockExchangeSelf-Reg- | Guide to Corporate | Global ReportingIni- | |
| United Cooper- ation:Building Sustainable Devel- | Enhancement of Development Resilience | Article 47 | S3.3 | 416-1/416-2 |
| Centutingf italan nteli | Article 41 and 42 | S2.1 | / | |
| Joint Promotion of Industry Devel- opment | / | / | / | |
| Sustainable Supply Chains | Articles 44-46 | S3.1/S3.2 | 308-1/414-1 | |
| Protection of Information Security | Article 48 | S3.4 | 418-1 | |
| Shared Respon- sibility: Seeking Collaborative arerthand Mutu- | Protection of Employees'Rights and Interests | Articles 49 and 50 | S4.1 | 405-1 |
| Betiniztion of Remuneratin nd | Articles 49 and 50 | S4.1 | 415-1 | |
| Employee Care and Support | / | / | / | |
| Scientific and Democratic Manage- ment | / | / | / | |
| Building of High-Quality Teams | Articles 49 and 50 | S4.3 | 404-2 | |
| Dedication to Social Contribution | Articles 38-40 | S1.1/S1.2 | / | |
| Afterword to the Report | ESG Key Performance Indicators | / | A2 | / |
| Terms and Definitions | / | / | ||
| Indexes | Article 57 | A3 | / | |
| Feedback | / | A6 | / | |
I Feedback
Thank youfrreang thisrerrongtnghppinerfmaeneent city,adgeanfuh hanceitsstanavelent pabltsandlveandstrnthcicatwhll torf soity ieel that youwil provide valuable feedback and suggestions on our work and report amidst your busy schedule.
Your Information
Name: Tel.: Unit : Email:
Multiple Choice (Please check \surd in the appropriate box)
1.Your overallassessment of Xingtong Shipping's 2024EnvironmentalSocial, and Governance(ESG)Report:
Good Average Needing Improvement I don't know
2. How do you think Xingtong Shipping has performed in terms of customer service?
Good Average Needing Improvement I don't know
3. How do you think Xingtong Shipping has performed in terms of technological innovation?
Good Average Needing Improvement I dont know
4. How do you think Xingtong Shipping has performed in terms of corporate governance?
Good Average Needing Improvement I don't know
5. How do you think Xingtong Shipping has performed in terms of team building?
Good Average Needing Improvement I don't know
6. How do you think Xingtong Shipping has performed in terms of social welfare?
Good Average Needing Improvement I don't know
7. How do you think Xingtong Shipping has performed in terms of sustainable supply chains?
Good Average Needing Improvement I don't know
8. Do you have any comments on Xingtong Shipping's performance in sustainable development?
