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协合新能源可持续发展信息披露
协合新能源可持续发展信息披露
治理
协合新能源集团有限公司（以下简称“集团”）持续关注并动态评估自身发展需求、内外部环境变化以及利益相关方的诉求。基于重要性议题评估分析结果，我们识别并确定对集团发展及社会与环境具有重要影响的议题。
重要性分析
影响分析示例 — 企业价值创造重大议题
| 安全生产 | 合规经营 | 可再生能源机遇 |
|---|---|---|---|
对业务的重要性 | 安全生产是协合新能源业务运营的基石，关系到作业人员生命安全、设备稳定运行以及项目建设的连续性。风电、光伏设备大型化趋势明显，高处作业、电气操作、大型设备吊装等高风险作业常态化，安全管理复杂度持续提升。安全生产事故可能会导致设备损毁、发电中断、人员伤亡，造成直接经济损失和间接效益损失，同时面临监管处罚和声誉损害风险。 集团将安全生产视为核心管理议题，通过建立严格的安全管理体系、完善的安全风险防控流程、定期培训及隐患排查，确保运营风险可控。 | 当前全球商业环境复杂，合规经营是协合新能源稳健发展的核心底线，合规管理直接关系到客户、合作伙伴、股东及各利益相关方的合法权益，也决定了集团能否在各运营地合法合规开展业务，防范贪腐、不合规经营等行为带来的经营处罚、声誉损害、合作关系破裂等风险，同时也能助力集团构建廉洁诚信的经营生态，保障业务长期健康发展，对集团稳定运营、品牌维护与价值提升都有重要的意义。 若企业在合规经营层面出现漏洞，会滋生贪腐、利益输送、违规运营等各类风险，也会对企业品牌声誉造成损害，对业务的可持续发展构成风险。 | 受益于全球碳中和目标驱动和绿色电力消费刚性需求支撑，绿电、绿证交易市场规模正持续扩容。 当前，全球与国内能源低碳转型进程均在稳步推进，“双碳”目标下，可再生能源装机需求不断释放、消纳空间持续拓展，这为协合新能源以风电、光伏为核心的主营业务带来了广阔的市场增量，直接带动企业发电业务、项目开发运营业务的收入提升。 与此同时，集团主动把握可再生能源领域技术迭代、模式创新的行业机遇，积极探索多元化“光伏+”复合业态，也将进一步拓宽收入渠道，为企业长期稳定的收入增长提供坚实支撑。 |
对业务的影响类型 | 风险管理 | 风险管理 | 营业收入 |
在此项议题下的应对策略 | 更多安全生产相关应对策略，请参见协合新能源ESG报告“全面安全管理”章节。 | 更多合规经营相关应对策略，请参见协合新能源ESG报告“合规管理”章节。 | 更多可再生能源机遇相关应对策略，请参见协合新能源ESG报告“合蕴自然，绿动未来”章节。 |
目标 | 工程建设责任死亡率为零。 | 董事商业道德和反贪腐培训参与率100%。 | 到2030年，通过提供清洁能源电力，实现温室气体累计减排量75,000千吨。 |
目标进展情况 | 2025年，集团持续达成工程建设责任死亡率为零的安全生产工作目标。 | 2025 年，集团董事商业道德和反贪腐培训参与率达100%，员工培训参与率为93.2%。 | 截至2025年，通过为社会提供绿色电力，相应累计实现温室气体减排69,879千吨，阶段性进展达到预期。 |
影响分析示例 — 外部利益相关方重大议题
| 安全生产 | 绿色能源交易 |
|---|---|---|
议题所归属的业务价值链领域 | 运营、供应链 | 运营、产品/服务、供应链 |
受议题影响的外部利益相关方 | 环境、社会、消费者/终端用户、承包商 | 环境、社会、消费者/终端用户 |
影响类型 | 正面影响 | 正面影响 |
议题与外部利益相关方的关联 | 安全生产既直接关系到工程人员、承包商员工的生命健康权益，也维系着项目周边社区的公共安全。若发生安全生产事故，将导致电力供应中断，影响终端用户用电稳定性，还可能引发火灾等次生灾害破坏周边生态，损害社会公共利益。集团通过落实安全运维规范、制定应急预案，从源头防范相关风险，保障相关方权益。 | 绿色能源交易可以让绿色电力的环境价值得到充分体现，对环境改善、下游企业减碳目标达成、终端用户获得低碳能源都有实质性的积极意义。集团开展风电、光伏等清洁能源发电业务，可直接降低温室气体及污染物排放，减少化石能源与水资源消耗；通过提供绿电/绿证交易、碳资产管理等综合解决方案，助力下游客户实现绿色低碳转型。 |
用于衡量商业活动影响的量化指标 | 2025年集团开展安全专项督察 97 场次，排除隐患2,803 项；开展各类安全培训，培训参与时长共计14,450 小时。 | 2025年，集团清洁能源权益装机容量 4,928 兆瓦，绿电交易电量已达 12.53 亿千瓦时。 |
影响力评估
| 集团通过搭建安全管理体系、隐患排查整改、应急演练、开展安全培训等系列安全管理动作，2025年实现零工亡、零安全责任事故的安全管理成果。 | 集团通过风电、光伏等清洁能源发电业务，以清洁能源发电替代了化石能源发电，减少了温室气体、污染物排放，创造了生态环境价值。 |
影响力指标 | 2025年，集团工程建设责任死亡率为 0，损失工时工伤频率为0。 | 2025年，集团通过为社会提供绿色电力，实现温室气体减排8,164千吨。 |
新兴风险
为动态应对不断变化的经营环境，集团前瞻性地将新兴风险的甄别与评价纳入风险管理流程，确保其受到持续跟踪与严密监控。
新兴风险 | 描述和影响 | 应对措施 |
|---|---|---|
人工智能算法依赖及模型失准风险 | 人工智能正加速应用于新能源行业，覆盖风光资源预判、功率预测、设备故障诊断、智能运维、电力交易及项目投资决策等场景。AI 可提升新能源资产运营效率与预测精度，但其作为外部技术变革，使企业对算法、数据及 AI 系统的依赖显著增强，衍生出新的运营管理风险。 AI 模型效果高度依托历史运行、气象、设备及市场数据；数据质量缺陷、数据偏差、模型训练与实际工况不一致，可能导致发电预测、故障预警、电力交易决策失真。发电预测或故障预警失准将影响发电计划、设备可用率与运维成本；电力交易决策失真可能削弱市场化收益。 此外，新能源行业对AI专业人才和数据治理能力的需求快速上升，若企业在AI人才、数据基础设施、模型治理及内部控制方面投入不足，也可能形成新的技术和运营能力差距。 | 1.建立AI治理机制：对AI应用场景进行分级管理，对涉及生产安全、电力交易等关键业务的AI应用建立监测和退出机制。 2.强化数据质量和数据治理：建立统一的数据标准，加强设备运行、气象、发电及市场交易数据的质量管理，提高AI模型训练和应用的可靠性。 3.加强AI人才建设：培养兼具新能源运营、电力市场和人工智能能力的复合型人才，并加强员工AI使用规范及相关培训。 |
AIDC电力需求结构性激增对业务拓展不确定性风险 | AIDC行业具有技术迭代快、资本投入大、能源需求高及客户需求变化快等特点，业务模式、技术路线及市场需求的不确定性可能增加项目开发和投资决策难度。同时，数据中心对电力供应的稳定性、可靠性及绿色能源的需求较高，对集团能源供应、项目建设及综合运营能力提出新的要求。 若技术路线或客户需求发生超预期变化，集团可能面临新业务项目投资回报不及预期、资产配置效率下降及建设运营难度上升等的风险；数据中心对供电可靠性与绿色属性的高要求，亦可能抬高项目的技术与合规门槛，影响综合能源解决方案的落地节奏与收益。此类不确定性或要求集团调整新业务拓展节奏与商业模式，以适应快速演变的外部行业环境。 | 1.加强AIDC业务的市场及项目投资评估，审慎开展项目可行性和收益分析； 2.持续跟踪AI及数据中心技术发展、客户需求和能源市场变化； 3.发挥集团在清洁能源投资、建设及运营方面的能力，探索新能源与AIDC基础设施的协同发展，密切跟踪相关技术标准与监管动态，降低新业务拓展带来的风险。 |
商业道德
协合新能源始终恪守诚信经营理念，通过构建完善的管理体系、建立有效的监督机制、开展常态化的持续培训，全方位践行商业道德准则。报告期内，集团未发生针对本公司及员工的已审结贪污诉讼案件，未发生利益冲突、洗钱及内幕交易相关事件。
公共政策参与与行业协会交流
协合新能源始终秉持可持续发展理念，高度重视企业社会责任，严格遵守国家法律法规与行业规范。集团积极参与行业协会相关工作，支持其在政策研究、标准制定、技术交流、信息共享等领域发挥作用，共同助力行业健康有序发展。
相关合作支出均以实际业务需求为前提，符合国家针对行业协会商会的收费管理规定，且经过集团内部审批流程严格审核，确保资金使用合规、合理、透明。过去五年，集团不存在任何政治捐赠及政治参与类支出，最大额支出为行业协会会员费，不涉及政治用途。
未来，协合新能源将持续与行业协会深化交流合作，共同推动能源行业绿色低碳转型与高质量发展，切实履行企业公民责任。
2025 年捐款及其他支出
类别 | 2025年支出*（元人民币） |
游说、利益陈述或类似活动 | 0 |
地方、区域或国家政治活动/组织/候选人 | 0 |
行业协会或免税团体* | 103,015 |
其它 | 0 |
总计 | 103,015 |
*此类支出包括行业协会、行业联盟和商业协会的会费。
*其中，助力行业实现高质量发展主题的相关活动的年度贡献金额为57,859元人民币；在支持可持续倡议组织主题的相关活动的年度贡献金额为35,852元人民币。
2025年主要参加的行业协会和倡议组织
单位 | 性质 | 2025年支出（元人民币） |
联合国全球契约组织 | 非营利性组织 | 35,852.0 |
中国电力企业联合会氢能分会 | 行业协会 | 20,000.0 |
中国产业发展促进会 | 行业协会 | 10,000.0 |
协合新能源集团公共政策参与与行业协会气候一致性承诺
协合新能源集团有限公司（以下简称"集团"）致力于通过发展清洁能源，支持《巴黎协定》将全球温升控制在远低于2摄氏度、并努力限制在1.5摄氏度以内的目标。集团承诺，我们的公共政策参与及行业协会会员资格，均与上述气候目标保持一致。
一 适用范围
本承诺适用于集团开展业务所在的所有司法管辖区。
二 管理架构
集团建立气候相关公共政策参与的管理体系，包括公共政策参与活动和行业协会会员资格的管理。董事会ESG委员会对气候相关公共政策参与承担最终监督责任；ESG领导小组负责指导并监督具体工作的执行进展，ESG执行小组落实相关实践工作。
三 审查机制
针对直接公共政策参与活动，集团于活动开展前进行事前审查，评估其是否与《巴黎协定》及公司气候立场一致；针对行业协会，集团定期检视会员行业协会的气候相关公共政策立场与参与活动；在新加入行业协会时进行准入审查，评估该协会是否通过其公共政策参与及其相关活动与《巴黎协定》立场一致。
若发现行业协会的立场或行动与集团气候政策及可持续目标存在不一致情形，集团将主动与相关协会进行沟通，促进彼此立场的调整与一致。若于合理期间内仍无法达成一致，集团将审慎评估是否调整或终止相关协会的参与。必要时，集团亦可发表公开声明以表明立场差异，或联合其他机构组建前瞻性联盟，对冲与《巴黎协定》不一致的参与活动。
四 信息披露
集团将通过年度报告、ESG报告、官网等渠道适时披露气候相关直接参与活动概况，以及所加入主要行业协会的气候政策立场与活动及其与《巴黎协定》的对齐情况。
供应链管理
协合新能源将供应链管理视为践行可持续发展的关键环节，始终坚持绿色、负责任的采购原则，持续深化对供应商全生命周期的ESG管理，确保其廉洁合规运营，并致力于与供应链伙伴携手构建绿色、高效、透明的可持续合作关系。集团认为，系统监测供应商评估与发展相关数据，对于跟踪供应链管理进展至关重要。这不仅有助于及时识别和管理潜在风险，也能确保企业通过在供应链中持续建设能力，切实履行负责任经营的承诺。
关键绩效指标 | 2025年 |
供应商总数 | 341 |
重要供应商数量 | 43 |
得到发展措施支持的重要供应商数量 | 43 |
在发展措施中受到支持的供应商百分比 | 100 |
经评估具有重大实际/潜在负面影响的重要供应商数量 | 0 |
具有重大实际/潜在负面影响且已采取商定的纠正措施/改进计划的重要供应商数量 | 0 |
被终止的具有重大实际/潜在负面影响的重要供应商数量 | 0 |
信息安全
协合新能源高度重视信息安全与隐私保护工作，恪守运营所在国家和地区的信息安全相关法律法规，持续健全信息安全与隐私保护管理体系，为集团信息化、数字化运营提供安全支撑。
集团已建立信息安全和隐私保护治理架构：董事会ESG委员会负责监督信息安全相关事项；集团董事局副主席兼ESG委员会主席具备信息安全背景，负责统筹信息安全战略、体系建设及重大网络安全事件的应急管理，牵头处置网络安全威胁，主导业务系统应急恢复与数据安全管控；集团副总裁兼首席信息安全官（CISO ）负责监督信息安全与隐私保护相关事宜的执行；同时，集团将信息安全关键考核指标嵌入员工绩效评估体系中，有效驱动员工信息安全责任意识提升与合规行为规范。
环境
资源与废弃物管理实践
协合新能源坚定贯彻低碳绿色发展理念，制定并公开发布《气候变化政策》《能源效益政策》及《生态环境保护政策》等系列文件，建立涵盖资源消耗管理、排放物管理、噪声管控等多维度的环境管理体系（EMS），明确各层级管理主体与管理责任。集团设立专职岗位对体系运行开展内部审核，持续培育环境友好型企业文化。集团及其子公司通过ISO 14001环境管理标准认证、内部审核等机制，覆盖100%的经营活动。
能源管理
在风电及光伏场站正常发电运营的情况下，各场站结合运营特点，积极探索运营过程中的能源使用的优化举措，提升能源利用效率、优化能源结构。同时，我们开展能效管理相关培训宣导，以提高公司员工对优化能源行为的认知。
常态化能源审计：建立能源审计机制，通过收集和分析场站能源效率和消耗数据，评估能源利用现状，利用数据趋势识别能效提升的潜在机会。
节能技术改造：开展针对性的节能技改工作。通过优化关键设备运行参数（如变频器控制策略、主变电压档位等），挖掘并实现提升能源绩效的潜在机会。
数字化赋能能效管理：集团聚焦场站运维、业务管理等核心场景，持续投入、部署创新研发数字化工具，实现实时监测、数据整合、综合分析、流程管控、安全监督的全流程覆盖，以数字化管理赋能业务自动化升级，有效提升能源与运营效率，降低自身运营能耗，并增强决策的精准度与响应时效。
更多通过创新研发降低能耗的相关信息，请参见协合新能源2025年ESG报告“品质卓越，激发持续增长动能”章节。
水资源评估
我们定期开展水资源利用效率评估，通过数据分析识别资源节约空间，全方位优化资源利用表现。同时，我们开展水资源节约培训宣导，提升节水意识。
我们审查和分析用水情况，识别用水量较大的运营环节，梳理影响用水质量的关键环节与设施，并实施定期用水量监测。相关评估有效锁定了具备提效潜力的环节，依托数据收集、指标监测与持续审查机制，切实提升用水效率绩效。在项目运营阶段，加强污水井等水处理设施的定期巡检和预防性维护，及时发现并处置污水外溢等潜在水管理风险。
更多减少用水量及改善废水质量的措施、水循环利用等的相关信息，请参见协合新能源2025年ESG报告“合蕴自然，绿动未来”章节。
废弃物管理
集团在各办公场所与电厂基地严格执行废弃物分类、收集、储存与转移规范，防止环境污染。针对危险废物，设置专用贮存库房并实施全过程记录与追踪管理。同时，我们开展废弃物管理相关培训宣导，培育全员减废意识。
集团在运营范围内常态化开展废弃物审计，通过记录检查、实地巡查、抽样分类与称重登记，识别运营产生的废弃物数量与类型，锁定产生量较大的环节，并据此发现并落实废弃物减量化、资源化与合规处置的改进机会。
气候风险管理
集团通过开展系统的气候变化风险与机遇识别、评估及情景分析，对主营业务资产进行了梳理，以增强对相关风险与机遇的管理和应对能力。
根据自身的运营区域、行业信息，以及世界银行集团（CCKP, Climate Change Knowledge Portal）等权威数据库，集团识别并分析了可能对自身运营及上下游活动产生实质性影响的各类气候变化相关风险与机遇，从潜在影响、影响环节（上游、直接运营、下游）、影响周期（短、中、长期）以及可能的财务影响等维度进行了分析，涵盖强降水/洪水、极寒、台风、雷暴等急性物理风险，高温、风速趋势等慢性物理风险，现行及新兴的政策和法律、科技、市场、声誉等转型风险，以及能源来源、产品和服务等类型机遇。经评估，气候相关风险主要作用于直接运营和下游环节，上游采购活动对气候风险的敏感度低，物理与转型气候风险整体可控。
物理气候风险适应
针对集团重点聚焦的高温热浪、洪涝与极寒三项物理风险，在遵循集团整体风险适应计划的基础上，我们为可能暴露于气候物理风险的重点地理区域，进行具体的气候风险评估，以明确其风险程度并制定针对性的应对计划。
风险因素 | 风险区域 | 风险影响 | 适应计划 | 典型项目物理风险评估及适应计划 |
|---|---|---|---|---|
高温热浪 | 例如西南、华中地区 | 长期持续高温会导致光伏组件工作温度升高，其输出功率和转换效率或将降低，电站发电量减少，对收入造成影响 ；高温可能加速光伏背板、封装材料等老化，缩短组件使用寿命，导致资产加速折旧或提前报废 ；极端高温需加强人员防暑保障，可能增加运营成本。 | 措施优化 ：优化光伏组件布局与安装方式，保障组件通风散热间隙，完善逆变器散热系统，提升高温环境下设备自然散热效率与运行稳定性； | 以四川省某光伏电站为例： 物理风险评估： 该项目场区夏季高温时段长、日照辐射强，逆变器长期处于高温工况运行，原有散热配置易触发高温降额运行，单台逆变器输出功率受限，造成发电量损耗；极端高温时逆变器会过热停机，中断对应组串发电，拉低电站整体发电收益。 风险适应计划： 1.建立常态化散热硬件清扫机制,日常巡检定期清理逆变器散热风扇，保障风扇正常出风。 2.升级核心功率器件，提升整机热量传导、散发效率，从硬件层面根治高温过热根源。 3.结合场区实际夏季环境温度、设备设计参数及硬件散热余量，重新校核设备安全运行温度边界，科学、合理优化逆变器高温降容温度阈值，释放设备安全温升裕度，避免设备未达极限温度提前降容，在保证设备安全稳定运行的前提下最大化提升设备发电利用率。 |
强降水/洪水 | 例如湖南山区、广西 | 极端强降水可能导致周边河道水位暴涨、场站内涝，进而淹没设备基座或引发边坡滑坡、地基位移，造成风机、光伏数组等固定资产的物理损坏，可能导致资产减损、运维成本增加；运营中断将导致发电量损失，影响电费收入。 | 选址评估 ：开展地质勘察与工程地质评价，优先选择地质条件稳定、洪水风险低的区域； | 以广西壮族自治区某风电场为例： 物理风险评估： 项目位于山区，该地区坡地陡峭，雨季易发生滑坡、山洪等地质灾害；降水多集中在每年 4-9 月，具有春夏季多暴雨、短时强降雨等特点。如遇强降水，会导致边坡滑坡、塌方，造成运营中断。 风险适应计划： 1.在道路临近位置放置风险告知牌，提示过往行人及车辆严禁靠近； 2.在塌方风险高的雨季，组织土建专家到项目现场实地勘查，对潜在风险的设备设施位置采用加固措施，防止因暴雨冲刷造成塌方的风险。 |
极寒 | 例如东北、华中地区 | 寒潮与霜冻可能导致风机叶片及输电线路覆冰，引发机组停运、发电效率下降；极端情况下可能造成杆塔结构损伤，导致固定资产损失与发电中断；低温还可能影响设备性能、施工进度及户外作业安全，增加额外成本和安全隐患。 | 风机设备选型 ：制定耐寒适应性标准 ； | 以湖北省某风电场为例： 物理风险评估： 该风电场所处位置冬季极寒天气频发。冰层附着会造成叶片载荷不均、机组振动加剧，甚至存在冰抛安全隐患，可能威胁风电场的安全经济运行。 风险适应计划： 1.应用电热除冰系统，并评估能耗水平，优化加热控制策略。 2.持续跟踪冬季运行数据，精准统计除冰效果与电量提升情况。 |
内部碳定价
为进一步提升气候相关决策的量化管理水平，集团自 2026 年度起建立内部碳定价机制，以支持成本效益分析、提高能源效率、推动低碳投资、识别并抓住低碳机遇、指导影响力策略与财务规划，以及落实气候相关战略和目标。集团采用影子碳价（Shadow Price）方法，该机制覆盖范围一及范围二排放，主要应用于集团部分商业决策，以提升集团应对气候风险的韧性及把握低碳机遇的能力。集团参考国内外权威碳价情景、碳价信号设定影子碳价，并将随政策与市场发展定期复核调整。
社会
员工权益、发展与多元化
协合新能源始终将员工视为企业可持续发展的核心支柱，在劳动关系管理中持续落实公平保障、能力发展与多元包容举措，致力于打造更公平、更具韧性、更包容的用工环境。
员工沟通
集团尊重并依法保障员工享有的各项合法权利，包括言论自由、结社自由和集体协商权，尊重员工根据当地法律加入、组建或不加入工会等社会团体的权利。集团定期就职业健康与安全、工作条件、员工福利等多议题与员工代表进行沟通，并通过集体协商及签署相关协商文件，确保了员工权益在制度层面得到保障。例如，集团组织签订的女职工保护集体协议实现女性员工全覆盖，占全体员工28%。
集团高度重视从各类沟通渠道收集的反馈信息，涵盖但不限于员工满意度调研、常态化意见征集、申诉反馈等，并将这些反馈作为优化内部管理、提升员工体验的核心决策依据。
集团面向全体员工开展了2025年度满意度调查。本次调查采用匿名问卷形式，围绕“敬业度”“目标感”“幸福感”“压力度”等多个维度开展调研。经统计，本次问卷有效反馈率达93%：2025年度员工总体满意度为91.4分，员工满意度呈稳步上升趋势。集团将结合调研分析结果，针对性制定并落地各项改进方案。
员工提出的积极建议已直接推动集团在多方面取得阶段性优化成果：通过常态化开展集团战略分享、鼓励员工参与决策讨论，有效增强了员工归属感与“主人翁”意识；通过完善全面激励体系、提升福利政策透明度，让员工权益更清晰可及；通过提供系统化培训、跨部门实践项目及外部学习资源，切实为员工的职业长期发展提供了有力支持。
能力发展与职业韧性
集团重视员工的能力成长与职业韧性，以应对行业与技术的快速变革。向低碳、气候韧性经济的转型，加之数字化、自动化与人工智能的快速发展，正在重塑员工所需具备的技能。为减轻工业与气候转型变革可能对员工就业造成的负面影响，集团构建了覆盖全员的培训体系，并搭建数字化学习平台"协合学创中心"，在平台“前沿拓展”板块开设数字化工具应用等课程，帮助员工主动适应自动化与数字化转型趋势；针对中国电力市场化改革这一关键工业变革，集团创新开展“现货+中长期实操技能培训”项目，加快交易方向人才培养，避免员工因市场机制调整出现技能脱节问题。
多元化
作为Equal by 30 倡议签署方，集团在清洁能源领域积极倡导同工同酬、性别多元化与机会平等。我们全面落实性别平等政策，保障男女同工同酬，构建和谐稳定的劳动关系。我们定期在集团层面对相关指标进行监测并开展评估：针对同类岗位，统计男女员工的平均总薪酬并进行比对分析。为应对女性员工在职场中可能面临的挑战，集团制定了《工作场所女职工特殊劳动保护制度》，并由近50 位女性员工代表共同签署，以保障女性员工在就业、工资福利、生育保护及职业健康安全等方面的权益。为持续提升女性在员工队伍中的代表性，集团制定女性员工占比不少于25%的目标。
女性多元化指标 女性员工占比 28% 女性在所有管理岗位员工占比 23% 女性在初级管理岗位员工占比 23% 女性在高级管理岗位员工占比 21% 女性在 STEM（科学、技术、工程和数学等）相关职位的占比 12% |
更多员工权益、发展与多元化相关内容，请参见协合新能源2025年ESG报告“合能成长 人才向优”章节
客户关系管理
协合新能源坚持以客户需求为导向，致力于构建现代化客户服务体系，以高效反馈客户意见及建议，不断提升服务质量水平与客户体验。
客户支持与反馈渠道
集团已建立覆盖多元场景的沟通渠道，匹配不同客户沟通偏好：客户可与专属对接人通过电话开展咨询及意见反馈；可通过双方现场互访形式，面对面沟通业务需求；还可借助半年度、年度客户满意度调查问卷，在线填报提交服务评价与相关意见。通过以上各类渠道收集到的客户问题与反馈，均安排专人跟进处置，保障诉求闭环处理。
集团通过多元化渠道系统收集客户反馈，分析其建议与关切，并将客户需求融入产品与服务的设计和改进中。通过制定《与顾客有关的过程控制程序》，在项目前期即充分调研、收集客户需求，并在产品/设计成果交付后通过满意度调查再次收集反馈，确保客户需求从前端到落地实现全链路覆盖；落实《工程设计回访管理规定》，在项目投用后定期开展回访，跟踪实际运行情况，收集多方现场问题与优化建议，并将其融入后续项目的设计流程中，持续优化设计方案、提升工程安全稳定性。针对客户反馈的新技术类需求，组织专项调研与学习，在满足客户个性化需求的同时积极拓展业务边界，推动产品与服务体系持续升级。
投诉处理与解决流程
集团制定《客户投诉处理及反馈管理规定》，建立系统化的投诉处理流程和响应机制，以有效接收、调查和解决客户投诉，为客户满意度提升、产品及服务的持续优化提供有力支撑。接到客户投诉后，第一时间向客户确认受理，并明确告知投诉解决过程的预期时长；投诉处理过程中，主动与客户保持沟通，反馈阶段性进展，以透明、负责的态度维护客户关系。
社区关系实践
社区参与促进清洁能源获取
集团制定并发布适用于所有运营项目的《利益相关方参与政策》，建立覆盖项目前期、建设期与运营期的全生命周期社区沟通机制，通过“政府—企业—村民”三方沟通机制、项目协调办公室、村民代表座谈会、定期走访等渠道，确保当地社区深度参与清洁能源项目的前期评估、方案制定与运营反馈。在此基础上，集团构建“生态保护—产业赋能—民生改善”的社区协同发展模式，因地制宜发展渔光互补、草光互补等创新项目。
案例：阳光赋能乡村，光伏点亮民生——海南户用光伏项目发展纪实
海南东方市乡村光照资源充沛，但长期面临清洁能源供给空白困境：当地村民生产生活完全依赖传统火电，用电成本偏高，丰富的太阳能资源、农户闲置屋顶资源均未得到有效开发。  为盘活乡村绿色资源、补齐清洁能源供给短板，协合新能源积极发挥产业优势与专业能力，参与并推动东方市户用分布式光伏项目落地。集团统筹规划、科学布局，在各村村民自有屋顶、公共区域屋顶统一铺设光伏组件，搭建安全稳定、智能高效的户用光伏发电系统；同步完成电网对接、并网验收、运维保障等全流程工作，确保项目高效推进、可靠运行，让每一户村民都能免费享受清洁能源红利，彻底告别乡村清洁能源缺失的旧局面。项目落地投用后，东方乡村能源结构实现全方位升级，日常照明、家电使用均可依托光伏清洁能源，用电更加绿色、安全、便捷。同时，集团通过科学的收益分配机制与长效运维服务体系，推动光伏发电稳定并网、持续创收，让闲置屋顶真正成为村民增收的“聚宝盆”。 从"无清洁能源可用"到"绿色电力入户"，从"资源闲置浪费"到"阳光持续变现"，集团以实际行动践行企业社会责任，助力海南东方户用光伏项目成为乡村绿色低碳转型的民生工程，更是赋能村民增收、助力乡村振兴的富民工程。 |
投资基础设施提升清洁能源可及性
集团不仅在农牧生态融合方面积极实践，更将清洁能源发展与乡村治理进行深度结合，探索多元、可持续的社区共赢模式。我们一方面通过资助乡村修桥修路、修缮农田灌溉设施等公益举措，夯实乡村发展的硬件基础。在服务不足和边缘化地区，集团西藏光储电站项目，配套建设电力基础设施，提升周边区域民生用电稳定性，有效缓解了边缘地区用电紧缺情况。江苏100MW渔光互补项目与当地村集体通过“一路两用、共建共用”模式共建约5.6公里检修便道，兼顾电站运维与养殖户投料、捕捞、水产品转运需求，改善片区生产基础设施条件。
能源—水关联项目
集团以渔光互补项目为载体推进能源与水资源的协同综合管理。江苏100MW渔光互补项目对1,910亩土地（含1,430亩有效养殖水面）进行综合开发，2025年发电1.70亿千瓦时、年渔业收益上百万元，实现绿色能源与现代渔业融合；项目公司与村集体共同推行生态养殖，严控鱼药鱼料使用，光伏组件清洗直接利用鱼塘水源且不添加任何清洗剂、清洗水回流鱼塘，养殖尾水经生态修复后回注鱼塘重复利用，叠加光伏板覆盖减少的水面蒸发，每年节约水资源约230万立方米。集团层面亦采用干洗、微水清洗等节水清洗技术清洗组件，施工废水经处理后回用于场地降尘与车辆清洗，生活污水经处理后用于项目区域绿化灌溉，实现水资源集约利用。
利益相关方参与实践
协合新能源高度重视项目运营地社区权益，制定并发布适用于所有运营项目的《利益相关方参与政策》，建立覆盖所有运营项目前期、建设期与运营期的全周期社区沟通机制，确保充分识别、尊重并回应地方政府及社区居民的期望与诉求。
更多为当地利益相关方提供清晰的沟通渠道、进行能力建设、定期调查当地利益相关方对参与策略的看法、与当地利益相关方会面、申诉跟踪等的相关信息，请参见协合新能源2025年ESG报告“社区融合发展”章节。
Concord New Energy — Sustainability Information Disclosure
Governance
Concord New Energy Group Limited (“the Group”, “CNE”) continuously monitors and dynamically assesses its development needs, changes in the internal and external environments, and stakeholder demands. Based on the results of the materiality topic assessment and analysis, we identify and determine the topics that have a significant impact on the Group's development as well as on society and the environment.
Materiality Analysis
Impact Analysis Example — Material Issues for Enterprise Value Creation
| Production Safety | Compliance Operation | Renewable Energy Opportunities |
|---|---|---|---|
Critical to the business | Safe production is the cornerstone of CNE's business operations, bearing directly on the life safety of operational personnel, the stable operation of equipment, and the continuity of project construction. The trend toward larger wind and photovoltaic equipment is evident; high-altitude operations, electrical operations, and large-equipment hoisting have become routine high-risk activities, and the complexity of safety management continues to rise. Safety production accidents may lead to equipment damage, generation interruptions, and casualties — resulting in direct economic losses and indirect efficiency losses, while also exposing the Group to regulatory penalties and reputational damage. The Group regards safe production as a core management topic, and ensures operational risks remain controllable by establishing a rigorous safety management system, a sound safety risk prevention and control process, regular training, and hazard investigation. | The current global business environment is complex. Compliance management is the core baseline for the steady development of CNE. It directly relates to the legitimate rights and interests of customers, partners, shareholders, and various stakeholders, and determines whether the Group can conduct business legally and compliantly across all operating locations — guarding against risks such as corruption and non-compliant operations that could bring operational penalties, reputational damage, and the breakdown of cooperative relationships. At the same time, it helps the Group build a clean and integrity-based business ecosystem, safeguarding the long-term healthy development of the business. It holds significant meaning for the Group's stable operations, brand protection, and value enhancement. If a company has vulnerabilities at the compliance management level, it breeds various risks such as corruption, interest transmission, and irregular operations, and also damages the corporate brand and reputation — posing a risk to the sustainable development of the business. | Benefiting from the drive of global carbon neutrality goals and the support of rigid demand for green power consumption, the market size of green electricity and green certificate trading continues to expand. Currently, both the global and domestic processes of low-carbon energy transition are advancing steadily. Under the "Dual Carbon" goals, the demand for renewable energy installations continues to be unleashed and the absorption space continues to broaden, bringing broad market increments to CNE's core wind and solar business and directly driving revenue growth in the Group's power generation and project development & operation businesses. At the same time, the Group proactively seizes industry opportunities from technology iteration and business model innovation in the renewable energy sector, and actively explores diversified "PV+" composite business formats, which will further broaden revenue channels and provide solid support for the enterprise's long-term, stable revenue growth. |
Type of impact on business | Risk Management | Risk Management | Operating Revenue |
Business strategies address this issue | For more Production Safety response strategies, please refer to the "Comprehensive Safety Management" chapter of CNE's ESG Report. | For more Compliance Operation response strategies, please refer to the "Compliance Management" chapter of CNE's ESG Report. | For more Renewable Energy Opportunities response strategies, please refer to the "Harmonizing with Nature, Powering a Green Future" chapter of CNE's ESG Report. |
Targets | Zero fatalities rate for construction responsibilities. | 100% participation rate of directors in business ethics and anti-corruption training. | By 2030, the cumulative GHG emission reduction of 75,000 kilotonnes will be achieved through the provision of green electricity to society. |
Target progress | In 2025, the Group continued to achieve its production safety target of zero fatalities rate for construction responsibilities. | In 2025, the Group's directors' participation rate in business ethics and anti-corruption training reached 100%, and the employee training participation rate was 93.2%. | By 2025, the corresponding cumulative GHG emissions has reduced 69,879 kilotonnes through the provision of green electricity to society, with phased progress meeting expectations. |
Impact Analysis Example — Material Topics for External Stakeholders
| Safe Production | Green Energy Trading |
|---|---|---|
Business value chain area to which the topic belongs | Operations, Supply Chain | Operations, Products/Services, Supply Chain |
External stakeholder(s)/impact area(s) evaluated | Environment, Society, Consumers/End-users, Contractors | Environment, Society, Consumers/End-users |
Type of impact | Positive impact | Positive impact |
Topic relevance on external stakeholders | Safe production directly concerns the life, health, and rights of construction personnel and contractor employees, and also safeguards the public safety of communities surrounding the projects. In the event of a safety production accident, power supply to end-users would be interrupted, affecting the stability of end-user electricity consumption; it may also trigger secondary disasters such as fires that damage the surrounding ecology and harm public social interests. The Group implements safety operation and maintenance standards and formulates emergency response plans to prevent related risks at the source and protect the rights and interests of relevant parties. | Green energy trading allows the environmental value of green electricity to be fully realized, holding substantive positive significance for environmental improvement, the achievement of downstream enterprises' decarbonization targets, and end-users' access to low-carbon energy. Through its clean energy power generation business such as wind and solar, the Group can directly reduce GHG and pollutant emissions and decrease the consumption of fossil energy and water resources; by providing integrated solutions such as green electricity / green certificate trading and carbon asset management, the Group supports downstream customers in achieving green and low-carbon transformation. |
Quantitative metric used to measure the output of the business activity | In 2025, the Group conducted 97 special safety supervision inspections and eliminated 2,803 hidden hazards; it conducted various safety trainings with a total training participation duration of 14,450 hours. | In 2025, the Group's clean energy attributable installed capacity reached 4,928 MW, and green electricity transaction volume reached 1.253 billion kWh. |
Impact valuation | Through a series of safety management actions — including establishing a safety management system, investigating and rectifying hidden hazards, conducting emergency drills, and providing safety training — the Group achieved the safety management results of zero work-related fatalities and zero safety liability incidents in 2025. | Through its clean energy power generation business such as wind and solar, the Group replaced fossil fuel-based power generation with clean energy generation, reducing GHG and pollutant emissions and creating ecological environmental value. |
Impact metric | In 2025, the Group's fatalities rate for construction responsibilities was 0, and its Lost-Time Injury Frequency Rate (LTIFR) was 0. | In 2025, through providing green electricity to society, the Group achieved GHG emission reduction of 8,164 ktCO2e. |
Emerging Risks
To respond dynamically to the constantly evolving operating environment, the Group proactively incorporates the identification and evaluation of emerging risks into its risk management process, so as to ensure that they are subject to continuous tracking and close monitoring.
Emerging Risk | Description and Impact | Mitigation Measures |
|---|---|---|
AI algorithm dependency and model inaccuracy risk | Artificial intelligence is being applied across the new energy industry at an accelerating pace, covering scenarios such as wind and solar resource forecasting, power output prediction, equipment fault diagnosis, intelligent operations and maintenance (O&M), electricity trading, and project investment decision-making. AI can enhance the operational efficiency and forecasting accuracy of new energy assets; however, as an external technological change, it significantly increases the enterprise’s dependence on algorithms, data and AI systems, giving rise to new operational and management risks. The effectiveness of AI models relies heavily on historical operational, meteorological, equipment and market data. Data quality defects, data bias, and inconsistencies between model training and actual operating conditions may lead to distortion in power generation forecasting, fault early-warning, and electricity trading decisions. Inaccurate power generation forecasts or fault early-warnings will affect generation planning, equipment availability and O&M costs, while distorted electricity trading decisions may weaken market-based returns. In addition, the new energy industry’s demand for AI professionals and data governance capabilities is rising rapidly; if an enterprise under-invests in AI talent, data infrastructure, model governance and internal control, it may also give rise to new technical and operational capability gaps. | • Establish an AI governance mechanism: implement tiered management of AI application scenarios, and put in place monitoring and exit mechanisms for AI applications involving critical operations such as production safety and electricity trading. |
Risk of uncertainty in business expansion arising from the structural surge in AIDC power demand | The AIDC (AI Data Center) industry is characterised by rapid technology iteration, high capital investment, high energy demand and fast-changing customer requirements. Uncertainty in business models, technology roadmaps and market demand may increase the difficulty of project development and investment decision-making. At the same time, data centres have high requirements for the stability and reliability of power supply and for green energy, placing new demands on the Group’s energy supply, project construction and integrated operation capabilities. If technology roadmaps or customer requirements change beyond expectations, the Group may face risks such as new business project investment returns falling short of expectations, declining asset allocation efficiency, and increasing difficulty in construction and operation; the high requirements of data centres for power supply reliability and green attributes may also raise the technical and compliance thresholds of projects, affecting the pace of implementation and the returns of integrated energy solutions. Such uncertainties may require the Group to adjust the pace of new business expansion and its business models in order to adapt to the rapidly evolving external industry environment. | • Strengthen market and project investment assessment for the AIDC business, and prudently conduct project feasibility and return analyses. |
Business Ethics
CNE upholds integrity as a core business philosophy, practising business ethics in an all-round manner through a robust management system, effective oversight mechanisms and continuous training. During the reporting period, the Group had no concluded corruption litigation cases against the Company or its employees, and no incidents related to conflicts of interest, money laundering, or insider trading.
Public Policy Participation and Industry Association Engagement
CNE consistently upholds its commitment to sustainable development, attaches great importance to corporate social responsibility, and strictly complies with national laws, regulations, and industry standards. The Group actively participates in the work of industry associations and supports their roles in policy research, standard-setting, technical exchange, and information sharing, thereby jointly advancing the sound and orderly development of the industry.
All related collaboration expenditures are premised on actual business needs, comply with the state's regulations on fee management for industry associations and chambers of commerce, and are rigorously reviewed through the Group's internal approval process, ensuring that funds are used in a compliant, reasonable, and transparent manner. Over the past five years, the Group has made no political donations or political lobbying expenditures. Its largest expenditure has been industry association membership fees, which serve no political purpose.
Going forward, CNE will continue to deepen exchanges and cooperation with industry associations, jointly promote the green and low-carbon transition and high-quality development of the energy industry, and faithfully fulfill its corporate citizenship responsibilities.
2025 Contributions & Other Spending
Contributions | 2025 Spending* (RMB) |
|---|---|
Lobbying, interest representation or similar | 0 |
Local, regional or national political campaigns/organizations/candidates | 0 |
Trade associations or tax-exempt groups* | 103,015 |
Other | 0 |
Total | 103,015 |
*Include membership fees for industry associations, industry alliances, and business associations.
*Among these, the Group's annual contributions to activities on the topic of actively supporting industry achieve high-quality development amounted to RMB 57,859; the annual contributions to activities supporting sustainable initiative organizations amounted to RMB 35,852.
2025 Major Trade Associations and Initiative Organizations Participated
Organization | Property | 2025 Spending |
（RMB） | ||
UN Global Compact | Non-profit organization | 35,852 |
Hydrogen Branch of China Electricity Council | Trade association | 20,000 |
China Association for the Promotion of Industrial Development | Trade association | 10,000 |
Commitment on Climate Alignment of Public Policy Participation and Industry Association Engagement
CNE is committed, through the development of clean energy, to supporting the goal of the Paris Agreement to hold the global temperature increase well below 2°C and to pursue efforts to limit it to 1.5°C. The Group commits that its public policy participation and industry association memberships are aligned with the aforementioned climate goals.
I. Scope of Application
This Commitment applies to all jurisdictions where the Group conducts its business operations.
II. Governance Structure
The Group has established a management system for climate-related public policy participation, covering the management of both public policy participation activities and industry association memberships. The Board's ESG Committee bears ultimate oversight responsibility for climate-related public policy participation; the ESG Leading Group is responsible for guiding and supervising the progress of implementation; and the ESG Working Team carries out the relevant practical work.
III. Review Mechanism
For direct public policy participation activities, the Group conducts an ex-ante review prior to undertaking such activities to assess whether they are aligned with the Paris Agreement and the Company's climate positions. For industry associations, the Group periodically reviews the climate-related public policy positions and participation activities of its member associations. When joining a new industry association, the Group conducts an admission review to assess whether the association's position on the Paris Agreement—as reflected through its public policy participation and related activities—is aligned.
If any inconsistency is identified between an industry association's positions or actions and the Group's climate policies and sustainability goals, the Group will proactively communicate with the relevant association to facilitate the adjustment and alignment of positions. If alignment cannot be reached within a reasonable period, the Group will prudently assess whether to adjust or terminate its participation in the relevant association. Where necessary, the Group may also issue a public statement to indicate the divergence of positions, or form a forward-looking coalition with other organizations to counterbalance participation activities that are inconsistent with the Paris Agreement.
IV. Information Disclosure
The Group will, through channels such as its annual report, ESG report, and official website, disclose in a timely manner an overview of its climate-related direct participation activities, as well as the climate policy positions and activities of its major industry associations and the extent of their alignment with the Paris Agreement.
Supply Chain Management
CNE considers supply chain management a key part in practising sustainable development. Anchored in the principles of green and responsible procurement, the Group continuously strengthens lifecycle ESG management of suppliers to ensure integrity and compliance. The Group is committed to working alongside supply chain partners to build a green, efficient, and transparent sustainable partnership. The Group considers systematic monitoring of supplier assessment and development data critical to tracking supply chain management progress. This supports timely risk identification and management and ensures that, through continuous supply-chain capacity building, the company honors its commitment to responsible business conduct.
KPIs for Supplier Assessment and Development | 2025 |
Total number of suppliers | 341 |
Number of significant suppliers | 43 |
Number of significant suppliers supported with development measures | 43 |
% of suppliers supported in development measures | 100 |
Number of significant suppliers assessed with substantial actual/potential negative impacts | 0 |
Number of significant suppliers with substantial actual/potential negative impacts with agreed corrective action/improvement plan | 0 |
Number of significant suppliers with substantial actual/potential negative impacts that were terminated | 0 |
Information Security
CNE attaches great importance to information security and privacy protection. The Group complies with the information security laws and regulations of the countries and regions where it operates, and continuously improves its information security and privacy protection management system, providing security support for its IT-based and digital operations.
The Group has established an information security and privacy protection governance structure. The Board ESG Committee is responsible for overseeing information security-related matters. The Group's Vice Chairman and Chair of the ESG Committee, who has an information security background, is responsible for coordinating information security strategy, system development, and the emergency management of major cybersecurity incidents, leading the response to cybersecurity threats, and spearheading the emergency recovery of business systems and data security controls. The Group's Vice President and Chief Information Security Officer (CISO) is responsible for supervising the implementation of information security and privacy protection matters. In addition, the Group has embedded key information security performance indicators into its employee performance evaluation system, effectively enhancing employees' awareness of information security responsibilities and promoting standardized compliant behavior.
Environment
Resource and Waste Management Programs
The Group firmly upholds the low-carbon and green development philosophy. It has formulated and publicly released a series of documents—including the "Climate Change Policy," the "Energy Efficiency Policy," and the "Ecological Environmental Protection Policy"—and established an Environmental Management System (EMS) spanning multiple dimensions such as resource consumption management, emissions management, and noise control, with clearly defined management roles and accountabilities at each level. The Group has set up dedicated positions to conduct internal audits of the system's operation and continuously fosters an environmentally friendly corporate culture. The Group and its subsidiaries cover 100% of their business operations through mechanisms such as ISO 14001 Environmental Management Standard certification and internal audits.
Energy Management
Under the normal power generation operations of wind and PV plants, each plant actively explores optimization measures for energy use during operations in light of its own operational characteristics, so as to improve energy utilization efficiency and optimize the energy mix. At the same time, we conduct energy efficiency management–related training and awareness programs to enhance employees' understanding of optimized energy behaviors.
Routine energy audits: We have established an energy audit mechanism. By collecting and analyzing plant-level energy efficiency and consumption data, we assess the current state of energy utilization and leverage data trends to identify potential opportunities for improving energy performance.
Energy-saving technology retrofits: We carry out targeted energy-saving retrofit works. By optimizing the operating parameters of key equipment (e.g., variable frequency drive control strategies, main transformer tap positions), we identify and realize potential opportunities to improve energy performance.
Digital empowerment for energy efficiency management: The Group focuses on core scenarios such as plant O&M and business management, and continuously invests in and deploys innovative digital tools developed through R&D. This achieves full-process coverage of real-time monitoring, data integration, comprehensive analysis, process control, and safety supervision. Digital management empowers the automation upgrade of our operations, effectively improving energy and operational efficiency, reducing our own operational energy consumption, and enhancing the precision and responsiveness of decision-making.
For more information on reducing energy consumption through innovation and R&D, please refer to the "Collaborative Future: Pursuing Excellence" chapter of CNE's 2025 ESG Report.
Water Use Assessment
We conduct water resource utilization efficiency assessments on a regular basis, using data analysis to identify resource conservation opportunities and optimize resource utilization performance in an all-round manner. At the same time, we conduct water conservation training and awareness programs to raise water-saving awareness.
We review and analyze water usage, identify operational processes with high water consumption, map out the key processes and facilities that affect water quality, and implement regular water consumption monitoring. These assessments effectively pinpoint processes with efficiency improvement potential, and through data collection, indicator monitoring, and a continuous review mechanism, we concretely improve water use efficiency performance. During the project operation phase, we strengthen the regular inspection and preventive maintenance of water treatment facilities such as sewage wells, so as to promptly identify and address potential water management risks including wastewater overflow.
For more information on measures to reduce water consumption and improve wastewater quality, water recycling, etc., please refer to the "Harmony with Nature: Greening the Future" chapter of CNE's 2025 ESG Report.
Waste Management
The Group strictly implements waste classification, collection, storage, and transfer standards at all office premises and power plant bases to prevent environmental pollution. For hazardous waste, we set up dedicated storage facilities and implement whole-process recording and traceability management. At the same time, we conduct waste management–related training and awareness programs to cultivate company-wide waste reduction awareness.
Waste audits: The Group conducts waste audits on a regular basis within its operational scope. Through record inspection, on-site inspections, sampling classification, and weighing registration, we identify the quantity and types of waste generated from operations, pinpoint processes with high generation volumes, and thereby discover and implement improvement opportunities for waste minimization, resource recovery, and compliant disposal.
Climate Risk Management
The Group conducts systematic identification, assessment, and scenario analysis of climate-related risks and opportunities, and reviews its core business assets, so as to strengthen its management and response capabilities with respect to relevant risks and opportunities.
Drawing on its own operating regions, industry information, and authoritative databases such as the World Bank Group's Climate Change Knowledge Portal (CCKP), the Group identified and analyzed various climate-related risks and opportunities that may have a material impact on its operations and upstream and downstream activities. The analysis was conducted across multiple dimensions—potential impact, affected stage (upstream, direct operations, downstream), impact horizon (short-, medium-, and long-term), and possible financial impact—covering acute physical risks such as heavy precipitation/flooding, extreme cold, typhoons, and thunderstorms; chronic physical risks such as high temperatures and wind-speed trends; transition risks including current and emerging policy and legal, technological, market, and reputational factors; as well as opportunities relating to energy sources, products, and services. The assessment indicates that climate-related risks primarily affect direct operations and downstream activities; upstream procurement activities show low sensitivity to climate risks, and both physical and transition climate risks are overall manageable.
Physical Climate Risk Adaptation
Focusing on the three physical risks of priority concern to the Group—heatwaves, flooding, and extreme cold—and in line with the Group's overall risk adaptation plan, we conduct specific climate risk assessments for key geographic regions that may be exposed to physical climate risks, so as to determine the level of risk and formulate targeted response plans.
Risk Factor | Risk Region | Risk Impact | Adaptation Plan | Physical Risk Assessment and Adaptation Plan for Typical Projects |
|---|---|---|---|---|
Heatwave | For example, the Southwest China and Central China. | Prolonged sustained high temperatures can raise the operating temperature of PV modules, potentially reducing their output power and conversion efficiency, decreasing plant generation, and adversely affecting revenue. High temperatures may accelerate the aging of PV backsheets, encapsulant materials, and other components, shortening module service life and leading to accelerated asset depreciation or premature decommissioning. Under extreme heat, enhanced heat-protection measures for personnel are required, which may increase operating costs. | Design optimisation: Optimise PV module layout and mounting methods to ensure ventilation and heat-dissipation gaps between modules, upgrade inverter cooling systems, and improve equipment's natural heat-dissipation efficiency and operational stability under high-temperature conditions. Operational safeguards: Strengthen monitoring and maintenance of equipment operating temperatures, and promptly implement necessary active or passive cooling measures. Construction protection: Develop and implement dedicated high-temperature construction plans, reasonably arrange outdoor work schedules, and provide necessary heat-relief facilities and supplies.
| Taking a PV power plant in Sichuan Province as an example: Physical Risk Assessment: The plant site experiences long high-temperature periods in summer with strong solar radiation. Inverters operate under high-temperature conditions for extended periods, and the original cooling configuration is prone to triggering high-temperature derating, limiting the output of individual inverters and causing generation losses. Under extreme heat, inverters may overheat and shut down, interrupting generation of the corresponding string and reducing the plant's overall generation revenue. Risk Adaptation Plan: 1) Establish a routine cleaning mechanism for cooling hardware; conduct regular inspections to clean inverter cooling fans and ensure normal airflow. 2) Upgrade core power devices to improve the heat conduction and dissipation efficiency of the entire unit, addressing the root cause of high-temperature overheating at the hardware level. 3) In light of the site's actual summer ambient temperature, equipment design parameters, and hardware cooling margin, re-verify the equipment's safe operating temperature boundary, and scientifically optimise the inverter's high-temperature derating threshold. This releases the equipment's safe temperature-rise margin and avoids premature derating before the equipment reaches its temperature limit—maximising generation utilisation while ensuring safe and stable operation. |
Heavy Precipitation/ Flooding | For example, mountainous areas of Hunan, and Guangxi. | Extreme heavy precipitation may cause a sharp rise in water levels in nearby rivers and waterlogging within the plant site, which in turn can submerge equipment foundations or trigger slope landslides and foundation displacement, resulting in physical damage to fixed assets such as wind turbines and PV arrays, and potentially leading to asset impairment and increased O&M costs. Operational interruptions would cause generation losses and affect electricity revenue. | Site assessment: Conduct geological surveys and engineering geological evaluations, and give priority to areas with stable geological conditions and low flood risk. Design and route optimisation: Optimise the routes of access roads and collector lines to minimise disturbance to native soil and vegetation, and adopt reinforcement measures to enhance foundation stability. Engineering and soil & water conservation: Strictly implement the plan and strengthen process supervision. For details, please refer to the 2025 ESG Report "Soil and Water Conservation" subsection. Flood-control and ecological measures: Construct permanent drainage facilities in parallel, and install protective measures such as drainage ditches for critical components in potential flood-affected areas, such as wind-turbine foundations. Emergency response mechanism: Establish flood-relief and emergency-repair contingency plans and management mechanisms to ensure rapid response after an event occurs. Facility maintenance and management: Strengthen regular inspection and maintenance of drainage systems. | Taking a wind farm in Guangxi Zhuang Autonomous Region as an example: Physical Risk Assessment: The project is located in a mountainous area with steep slopes, where geological disasters such as landslides and flash floods are prone to occur during the rainy season. Precipitation is concentrated mainly from April to September each year, characterised by frequent rainstorms and short-duration heavy rainfall in spring and summer. In the event of heavy precipitation, slope landslides and collapses may occur, causing operational interruptions. Risk Adaptation Plan: 1)Place risk notification signs near access roads to warn passing pedestrians and vehicles against approaching. 2)During the rainy season when collapse risk is high, organise civil-engineering experts to conduct on-site surveys of the project, and apply reinforcement measures to equipment and facilities at locations with potential risk, so as to prevent collapse caused by rain erosion.
|
Extreme Cold | For example, Northeast and Central China. | Cold waves and frost may cause ice accretion on wind-turbine blades and transmission lines, leading to unit shutdowns and reduced generation efficiency. In extreme cases, they may cause structural damage to towers, resulting in fixed-asset losses and generation interruptions. Low temperatures may also affect equipment performance, construction progress, and outdoor work safety, increasing additional costs and safety hazards. | Wind-turbine equipment selection: Establish cold-resistance adaptability standards. Design and construction techniques: In severely cold regions, adopt low-temperature early-strength concrete technology and replace conventional bored piles with rigid composite piles, so as to ensure construction quality and progress under low-temperature conditions. Technical retrofit and optimisation: Continue to implement technical upgrades such as blade heating de-icing and anti-icing coatings to improve the energy availability of the units; optimise facilities such as collector lines and install ice-fall protection devices to reduce the safety risks and generation losses caused by falling ice and snow. | Taking a wind farm in Hubei Province as an example: Physical Risk Assessment: The Wind Farm is located in an area where extreme cold weather is frequent in winter. Ice accretion can cause uneven blade loads and intensified unit vibration, and even poses ice-throw safety hazards, may threatening the safe and economical operation of the wind farm. Risk Adaptation Plan: 1) Apply an electric heating de-icing system, evaluate its energy-consumption level, and optimise the heating control strategy. 2) Continuously track winter operation data and accurately measure the de-icing effect and electricity-output improvement. |
Internal Carbon Pricing
To further enhance the quantitative management of climate-related decision-making, the Group established an internal carbon pricing mechanism starting from the 2026 fiscal year. The mechanism supports cost-benefit analysis, improves energy efficiency, drives low-carbon investments, identifies and seizes low-carbon opportunities, guides strategy and financial planning, and implements climate-related strategies and targets. The Group adopts a shadow carbon price (Shadow Price) approach. This mechanism covers Scope 1 and Scope 2 emissions and is primarily applied to certain of the Group's business decisions, so as to enhance the Group's resilience to climate risks and its capability to capture low-carbon opportunities. The Group sets the shadow carbon price by reference to authoritative domestic and international carbon price scenarios and carbon price signals, and will review and adjust it periodically in line with policy and market developments.
Social
Employee Rights, Development and Diversity
CNE has always regarded its employees as a core pillar of the Group's sustainable development. In managing its employment relationships, the Group continually implements measures that safeguard fairness, support capability development and advance diversity and inclusion, and is committed to building a fairer, more resilient and more inclusive workplace.
Employee Communication
The Group respects and legally safeguards employees' legitimate rights, including freedom of speech, freedom of association, and the right to collective bargaining. We respect employees' rights under local laws to join, form, or not join labour unions or other social organizations. The Group regularly communicates with employee representatives on occupational health and safety, working conditions, employee benefits, and other matters. Through collective bargaining and the signing of relevant agreements, we ensure that employee rights are protected at the institutional level. For instance, the Group organised the signing of a collective agreement on female employee protection that achieves full coverage of female employees, accounting for 28% of total staff.
The Group attaches great importance to the feedback collected through a wide range of communication channels, including but not limited to employee satisfaction surveys, ongoing feedback collection and grievance reporting, and treats such feedback as a core basis for decision-making in refining internal management and enhancing the employee experience.
The Group conducted its 2025 employee satisfaction survey among all employees. The survey took the form of an anonymous questionnaire covering multiple dimensions, namely job satisfaction, purpose, happiness and stress. According to the results, the valid response rate reached 93%, with overall employee satisfaction for 2025 standing at 91.4 points, reflecting a steady upward trend in employee satisfaction. Drawing on the analysis of the survey results, the Group will formulate and implement targeted improvement measures.
Constructive suggestions raised by employees have directly driven initial improvements across a number of areas within the Group: by holding regular strategy-sharing sessions and encouraging employees to take part in decision-making discussions, the Group has effectively strengthened employees' sense of belonging and ownership; by refining the total rewards system and increasing the transparency of benefit policies, employees' entitlements have become clearer and more accessible; and by providing systematic training, cross-departmental project placements and external learning resources, the Group has given strong support to employees' long-term career development.
Capability Development and Career Resilience
The Group attaches great importance to employees' capability growth and career resilience in order to respond to the rapid changes in the industry and technology. The transition to a low-carbon, climate-resilient economy, together with the rapid advancement of digitalisation, automation and artificial intelligence, is reshaping the skills that employees need to possess. To mitigate the potential negative impact of industrial and climate transition changes on employees' employment, the Group has established an enterprise-wide training system and built a digital learning platform — the "CNE Learning and Innovation Centre". Under the platform's " Future readiness", the Group offers courses such as the application of digital tools, helping employees proactively adapt to the trends of automation and digital transformation. In response to China's electricity market reform — a key industrial transformation — the Group has innovatively launched a " Spot + Medium- to LongTerm Practical Training" programme to accelerate the cultivation of trading-oriented talent, thereby preventing employees from experiencing skill obsolescence arising from adjustments to the market mechanism.
Diversity
As a signatory of the Equal by 30 initiative, the Group actively advocates equal pay for equal work, gender diversity and equal opportunities in the clean energy sector. We implement gender equality policies in full, safeguard equal pay for men and women performing the same work, and foster harmonious and stable employment relations. At the Group level, we regularly monitor the relevant indicators and conduct assessments: for positions of the same type, we compile the average total remuneration of male and female employees and carry out comparative analysis of the gender pay gap. To address potential challenges faced by female employees in the workplace, the Group has formulated the Special Rules on the Labour Protection of Female Employees in Workplaces, jointly signed by nearly 50 female employee representatives. This ensures the protection of female employees' rights in employment, wages and benefits, maternity protection, and occupational health and safety. Concurrently, we ensure effective policy implementation through regular internal awareness campaigns and training. To continuously enhance the representation of women in the workforce, the Group has set a target that female employees should account for no less than 25% of the total.
Diversity indicator Share of women in total workforce 28% Share of women in all management positions 23% Share of women in junior management positions 23% Share of women in top management positions 21% Share of women in STEM-related positions 12% |
For more information on employee rights, development and diversity, please refer to the "Harmonised Growth: Nurturing Talent" chapter of CNE's 2025 ESG Report.
Customer Relationship Management
CNE stays customer-need-oriented and is committed to building a modern customer service system that enables efficient responses to customer opinions and suggestions, and continuously raises service quality and customer experience.
Customer Support and Feedback Channels
The Group has established communication channels covering a diverse range of scenarios to accommodate different customer communication preferences: customers may consult and give feedback by phone through their designated account representative; discuss business requirements in person through mutual on-site visits; or submit service evaluations and related opinions online via the semi-annual and annual customer satisfaction surveys. Issues and feedback collected through all of the above channels are assigned to designated personnel for follow-up and resolution, ensuring closed-loop handling of every request.
The Group systematically collects customer feedback through these diversified channels, analyzes the suggestions and concerns raised, and incorporates customer needs into the design and continuous improvement of its products and services. Under the Control Procedure for Customer-Related Processes, customer requirements are fully investigated and collected at the early stage of a project, and feedback is collected again through satisfaction surveys after the delivery of products/design deliverables — ensuring end-to-end coverage of customer needs from the front end through to implementation. Pursuant to the Engineering Design Return-Visit Management Regulations, regular return visits are conducted after a project is put into operation to track actual operating conditions, gather on-site issues and optimization suggestions from multiple parties, and feed them into the design process of subsequent projects, so as to continuously optimize design solutions and enhance engineering safety and stability. Where customers raise requirements involving new technologies, the Group organizes dedicated research and study, expanding its business boundaries while meeting individualized customer needs and driving continuous upgrading of its product and service system.
Complaint Handling and Resolution Process
The Group has formulated the Customer Complaint Handling and Feedback Management Regulations, establishing a systematic complaint handling procedure and response mechanism to effectively receive, investigate and resolve customer complaints, providing strong support for improving customer satisfaction and continuously optimizing products and services. Upon receiving a complaint, the Group confirms to the customer that the complaint has been received at the earliest opportunity and clearly communicates the expected timeline for complaint resolution. Throughout the handling process, the Group proactively maintains communication with the customer and provides updates on progress at each stage, safeguarding the customer relationship with a transparent and responsible approach.
Community Relations Practices
Community Engagement to Promote Clean Energy Access
The Group has formulated and published the Stakeholder Engagement Policy applicable to all operating projects, and established a full-lifecycle community communication mechanism covering the pre-project, construction, and operation phases. Through channels such as the "government–enterprise– community" tripartite communication mechanism, project coordination offices, community representative forums, and regular site visits, the Group ensures that local communities are deeply involved in the early assessment, scheme development, and operational feedback of clean energy projects. Building on this, the Group has developed a community co-development model of " ecological conservation-industry empowerment–livelihood improvement," and has launched innovative projects such as fishery-solar complementarity and grassland-solar complementarity based on local conditions.
Case Study: Sunlight Empowering Rural Areas, Photovoltaics Illuminating Livelihoods — A Record of the Household Rooftop PV Project in Hainan Dongfang City in Hainan is rich in rural solar resources, yet has long faced the predicament of a clean energy supply gap: local villagers' production and daily life completely relied on traditional thermal power, with high electricity costs, while the abundant solar resources and idle rural household rooftops remained effectively undeveloped. To activate rural green resources and address the clean energy supply shortfall, CNE leveraged its industrial strengths and professional capabilities to participate in and promote the implementation of the household distributed PV project in Dongfang City. The Group coordinated planning and adopted a scientific layout, uniformly installing PV modules on villagers' self-owned rooftops and public-area rooftops across villages, and building a safe, stable, intelligent, and efficient household PV power gene  ration system. It simultaneously completed the full-process work of grid connection, grid-connection acceptance, and O&M assurance, ensuring efficient progress and reliable operation, allowing every village household to enjoy the dividends of clean energy for free and thoroughly leaving behind the old situation of clean energy deprivation in rural areas. After the project was commissioned, the energy structure of Dongfang's rural areas achieved an all-round upgrade; daily lighting and household appliance use can now rely on PV clean energy, making electricity greener, safer, and more convenient. At the same time, through a scientific revenue distribution mechanism and a long-term O&M service system, the Group promotes the stable grid connection and continuous revenue generation of PV power, turning idle rooftops into a genuine "treasure basin" for villagers to increase their income. From "no clean energy available" to "green electricity entering households," and from "idle and wasted resources" to "sunlight continuously monetized," the Group has practiced its corporate social responsibility through concrete actions, helping the household PV project in Dongfang, Hainan become a livelihood project for the green and low-carbon transformation of rural areas, and moreover a prosperity-generating project that empowers villagers to increase income and supports rural revitalization. |
Investing in Infrastructure to Improve Clean Energy Accessibility
The Group not only actively practices the integration of agriculture, animal husbandry, and ecology, but also deeply integrates clean energy development with rural governance, exploring diversified and sustainable community win-win models. On the one hand, through public welfare initiatives such as funding village bridge and road repairs and the renovation of farmland irrigation facilities, we consolidate the hardware foundation for rural development. In underserved and marginalized areas, the Group's Solar-Storage Power Station project in Xizang is equipped with supporting power infrastructure to enhance the stability of residential electricity supply in surrounding areas, effectively alleviating power shortages in marginal regions. The 100MW fishery-solar complementarity project in Jiangsu, together with the local village collective, built approximately 5.6 km of access roads under a "one road, dual use; jointly built and shared" model, catering to both power station O&M and the feeding, fishing, and aquatic product transport needs of farmers, thereby improving the production infrastructure of the area.
Energy–Water Interconnected Projects
The Group advances the coordinated and integrated management of energy and water resources through fishery-solar complementarity projects. The 100MW fishery-solar complementarity project in Jiangsu, comprehensively develops 1,910 mu of land (including 1,430 mu of effective aquaculture water surface), generating 170 million kWh in 2025 with annual fishery revenue over RMB 1 million, achieving the integration of green energy and modern fisheries. The project company and the village collective jointly promote ecological aquaculture, strictly controlling the use of fisheries medicines and feeds. PV module cleaning directly uses pond water without any added detergents, and the cleaning water flows back into the ponds; aquaculture tailwater is returned to the ponds for reuse after ecological restoration, and combined with the reduction of water surface evaporation under PV panel coverage, saves approximately 2.3 million m³ of water annually. At the Group level, water-saving cleaning technologies such as dry cleaning and micro-water cleaning are also adopted for modules; construction wastewater is treated and reused for site dust suppression and vehicle washing, and domestic sewage is treated and used for greening irrigation within the project area, achieving intensive water resource utilization.
Stakeholder Engagement Programs
CNE attaches great importance to the rights and interests of communities where projects operate. It has formulated and published the Stakeholder Engagement Policy applicable to all local operations, and established a full-cycle community communication mechanism covering the pre-project, construction, and operation phases of all local operations, ensuring that the expectations and demands of local governments and community residents are fully identified, respected, and responded to.
For more information on providing clear communication channels for local stakeholders, conducting capacity building, regularly surveying local stakeholders' perceptions of the engagement strategy, meeting with local stakeholders, tracking grievances, and related activities, please refer to the "Community Integration and Development" chapter of CNE's 2025 ESG Report.
Key words:
协合新能源可持续发展信息披露
治理
协合新能源集团有限公司（以下简称“集团”）持续关注并动态评估自身发展需求、内外部环境变化以及利益相关方的诉求。基于重要性议题评估分析结果，我们识别并确定对集团发展及社会与环境具有重要影响的议题。
重要性分析
影响分析示例 — 企业价值创造重大议题
| 安全生产 | 合规经营 | 可再生能源机遇 |
|---|---|---|---|
对业务的重要性 | 安全生产是协合新能源业务运营的基石，关系到作业人员生命安全、设备稳定运行以及项目建设的连续性。风电、光伏设备大型化趋势明显，高处作业、电气操作、大型设备吊装等高风险作业常态化，安全管理复杂度持续提升。安全生产事故可能会导致设备损毁、发电中断、人员伤亡，造成直接经济损失和间接效益损失，同时面临监管处罚和声誉损害风险。 集团将安全生产视为核心管理议题，通过建立严格的安全管理体系、完善的安全风险防控流程、定期培训及隐患排查，确保运营风险可控。 | 当前全球商业环境复杂，合规经营是协合新能源稳健发展的核心底线，合规管理直接关系到客户、合作伙伴、股东及各利益相关方的合法权益，也决定了集团能否在各运营地合法合规开展业务，防范贪腐、不合规经营等行为带来的经营处罚、声誉损害、合作关系破裂等风险，同时也能助力集团构建廉洁诚信的经营生态，保障业务长期健康发展，对集团稳定运营、品牌维护与价值提升都有重要的意义。 若企业在合规经营层面出现漏洞，会滋生贪腐、利益输送、违规运营等各类风险，也会对企业品牌声誉造成损害，对业务的可持续发展构成风险。 | 受益于全球碳中和目标驱动和绿色电力消费刚性需求支撑，绿电、绿证交易市场规模正持续扩容。 当前，全球与国内能源低碳转型进程均在稳步推进，“双碳”目标下，可再生能源装机需求不断释放、消纳空间持续拓展，这为协合新能源以风电、光伏为核心的主营业务带来了广阔的市场增量，直接带动企业发电业务、项目开发运营业务的收入提升。 与此同时，集团主动把握可再生能源领域技术迭代、模式创新的行业机遇，积极探索多元化“光伏+”复合业态，也将进一步拓宽收入渠道，为企业长期稳定的收入增长提供坚实支撑。 |
对业务的影响类型 | 风险管理 | 风险管理 | 营业收入 |
在此项议题下的应对策略 | 更多安全生产相关应对策略，请参见协合新能源ESG报告“全面安全管理”章节。 | 更多合规经营相关应对策略，请参见协合新能源ESG报告“合规管理”章节。 | 更多可再生能源机遇相关应对策略，请参见协合新能源ESG报告“合蕴自然，绿动未来”章节。 |
目标 | 工程建设责任死亡率为零。 | 董事商业道德和反贪腐培训参与率100%。 | 到2030年，通过提供清洁能源电力，实现温室气体累计减排量75,000千吨。 |
目标进展情况 | 2025年，集团持续达成工程建设责任死亡率为零的安全生产工作目标。 | 2025 年，集团董事商业道德和反贪腐培训参与率达100%，员工培训参与率为93.2%。 | 截至2025年，通过为社会提供绿色电力，相应累计实现温室气体减排69,879千吨，阶段性进展达到预期。 |
影响分析示例 — 外部利益相关方重大议题
| 安全生产 | 绿色能源交易 |
|---|---|---|
议题所归属的业务价值链领域 | 运营、供应链 | 运营、产品/服务、供应链 |
受议题影响的外部利益相关方 | 环境、社会、消费者/终端用户、承包商 | 环境、社会、消费者/终端用户 |
影响类型 | 正面影响 | 正面影响 |
议题与外部利益相关方的关联 | 安全生产既直接关系到工程人员、承包商员工的生命健康权益，也维系着项目周边社区的公共安全。若发生安全生产事故，将导致电力供应中断，影响终端用户用电稳定性，还可能引发火灾等次生灾害破坏周边生态，损害社会公共利益。集团通过落实安全运维规范、制定应急预案，从源头防范相关风险，保障相关方权益。 | 绿色能源交易可以让绿色电力的环境价值得到充分体现，对环境改善、下游企业减碳目标达成、终端用户获得低碳能源都有实质性的积极意义。集团开展风电、光伏等清洁能源发电业务，可直接降低温室气体及污染物排放，减少化石能源与水资源消耗；通过提供绿电/绿证交易、碳资产管理等综合解决方案，助力下游客户实现绿色低碳转型。 |
用于衡量商业活动影响的量化指标 | 2025年集团开展安全专项督察 97 场次，排除隐患2,803 项；开展各类安全培训，培训参与时长共计14,450 小时。 | 2025年，集团清洁能源权益装机容量 4,928 兆瓦，绿电交易电量已达 12.53 亿千瓦时。 |
影响力评估
| 集团通过搭建安全管理体系、隐患排查整改、应急演练、开展安全培训等系列安全管理动作，2025年实现零工亡、零安全责任事故的安全管理成果。 | 集团通过风电、光伏等清洁能源发电业务，以清洁能源发电替代了化石能源发电，减少了温室气体、污染物排放，创造了生态环境价值。 |
影响力指标 | 2025年，集团工程建设责任死亡率为 0，损失工时工伤频率为0。 | 2025年，集团通过为社会提供绿色电力，实现温室气体减排8,164千吨。 |
新兴风险
为动态应对不断变化的经营环境，集团前瞻性地将新兴风险的甄别与评价纳入风险管理流程，确保其受到持续跟踪与严密监控。
新兴风险 | 描述和影响 | 应对措施 |
|---|---|---|
人工智能算法依赖及模型失准风险 | 人工智能正加速应用于新能源行业，覆盖风光资源预判、功率预测、设备故障诊断、智能运维、电力交易及项目投资决策等场景。AI 可提升新能源资产运营效率与预测精度，但其作为外部技术变革，使企业对算法、数据及 AI 系统的依赖显著增强，衍生出新的运营管理风险。 AI 模型效果高度依托历史运行、气象、设备及市场数据；数据质量缺陷、数据偏差、模型训练与实际工况不一致，可能导致发电预测、故障预警、电力交易决策失真。发电预测或故障预警失准将影响发电计划、设备可用率与运维成本；电力交易决策失真可能削弱市场化收益。 此外，新能源行业对AI专业人才和数据治理能力的需求快速上升，若企业在AI人才、数据基础设施、模型治理及内部控制方面投入不足，也可能形成新的技术和运营能力差距。 | 1.建立AI治理机制：对AI应用场景进行分级管理，对涉及生产安全、电力交易等关键业务的AI应用建立监测和退出机制。 2.强化数据质量和数据治理：建立统一的数据标准，加强设备运行、气象、发电及市场交易数据的质量管理，提高AI模型训练和应用的可靠性。 3.加强AI人才建设：培养兼具新能源运营、电力市场和人工智能能力的复合型人才，并加强员工AI使用规范及相关培训。 |
AIDC电力需求结构性激增对业务拓展不确定性风险 | AIDC行业具有技术迭代快、资本投入大、能源需求高及客户需求变化快等特点，业务模式、技术路线及市场需求的不确定性可能增加项目开发和投资决策难度。同时，数据中心对电力供应的稳定性、可靠性及绿色能源的需求较高，对集团能源供应、项目建设及综合运营能力提出新的要求。 若技术路线或客户需求发生超预期变化，集团可能面临新业务项目投资回报不及预期、资产配置效率下降及建设运营难度上升等的风险；数据中心对供电可靠性与绿色属性的高要求，亦可能抬高项目的技术与合规门槛，影响综合能源解决方案的落地节奏与收益。此类不确定性或要求集团调整新业务拓展节奏与商业模式，以适应快速演变的外部行业环境。 | 1.加强AIDC业务的市场及项目投资评估，审慎开展项目可行性和收益分析； 2.持续跟踪AI及数据中心技术发展、客户需求和能源市场变化； 3.发挥集团在清洁能源投资、建设及运营方面的能力，探索新能源与AIDC基础设施的协同发展，密切跟踪相关技术标准与监管动态，降低新业务拓展带来的风险。 |
商业道德
协合新能源始终恪守诚信经营理念，通过构建完善的管理体系、建立有效的监督机制、开展常态化的持续培训，全方位践行商业道德准则。报告期内，集团未发生针对本公司及员工的已审结贪污诉讼案件，未发生利益冲突、洗钱及内幕交易相关事件。
公共政策参与与行业协会交流
协合新能源始终秉持可持续发展理念，高度重视企业社会责任，严格遵守国家法律法规与行业规范。集团积极参与行业协会相关工作，支持其在政策研究、标准制定、技术交流、信息共享等领域发挥作用，共同助力行业健康有序发展。
相关合作支出均以实际业务需求为前提，符合国家针对行业协会商会的收费管理规定，且经过集团内部审批流程严格审核，确保资金使用合规、合理、透明。过去五年，集团不存在任何政治捐赠及政治参与类支出，最大额支出为行业协会会员费，不涉及政治用途。
未来，协合新能源将持续与行业协会深化交流合作，共同推动能源行业绿色低碳转型与高质量发展，切实履行企业公民责任。
2025 年捐款及其他支出
类别 | 2025年支出*（元人民币） |
游说、利益陈述或类似活动 | 0 |
地方、区域或国家政治活动/组织/候选人 | 0 |
行业协会或免税团体* | 103,015 |
其它 | 0 |
总计 | 103,015 |
*此类支出包括行业协会、行业联盟和商业协会的会费。
*其中，助力行业实现高质量发展主题的相关活动的年度贡献金额为57,859元人民币；在支持可持续倡议组织主题的相关活动的年度贡献金额为35,852元人民币。
2025年主要参加的行业协会和倡议组织
单位 | 性质 | 2025年支出（元人民币） |
联合国全球契约组织 | 非营利性组织 | 35,852.0 |
中国电力企业联合会氢能分会 | 行业协会 | 20,000.0 |
中国产业发展促进会 | 行业协会 | 10,000.0 |
协合新能源集团公共政策参与与行业协会气候一致性承诺
协合新能源集团有限公司（以下简称"集团"）致力于通过发展清洁能源，支持《巴黎协定》将全球温升控制在远低于2摄氏度、并努力限制在1.5摄氏度以内的目标。集团承诺，我们的公共政策参与及行业协会会员资格，均与上述气候目标保持一致。
一 适用范围
本承诺适用于集团开展业务所在的所有司法管辖区。
二 管理架构
集团建立气候相关公共政策参与的管理体系，包括公共政策参与活动和行业协会会员资格的管理。董事会ESG委员会对气候相关公共政策参与承担最终监督责任；ESG领导小组负责指导并监督具体工作的执行进展，ESG执行小组落实相关实践工作。
三 审查机制
针对直接公共政策参与活动，集团于活动开展前进行事前审查，评估其是否与《巴黎协定》及公司气候立场一致；针对行业协会，集团定期检视会员行业协会的气候相关公共政策立场与参与活动；在新加入行业协会时进行准入审查，评估该协会是否通过其公共政策参与及其相关活动与《巴黎协定》立场一致。
若发现行业协会的立场或行动与集团气候政策及可持续目标存在不一致情形，集团将主动与相关协会进行沟通，促进彼此立场的调整与一致。若于合理期间内仍无法达成一致，集团将审慎评估是否调整或终止相关协会的参与。必要时，集团亦可发表公开声明以表明立场差异，或联合其他机构组建前瞻性联盟，对冲与《巴黎协定》不一致的参与活动。
四 信息披露
集团将通过年度报告、ESG报告、官网等渠道适时披露气候相关直接参与活动概况，以及所加入主要行业协会的气候政策立场与活动及其与《巴黎协定》的对齐情况。
供应链管理
协合新能源将供应链管理视为践行可持续发展的关键环节，始终坚持绿色、负责任的采购原则，持续深化对供应商全生命周期的ESG管理，确保其廉洁合规运营，并致力于与供应链伙伴携手构建绿色、高效、透明的可持续合作关系。集团认为，系统监测供应商评估与发展相关数据，对于跟踪供应链管理进展至关重要。这不仅有助于及时识别和管理潜在风险，也能确保企业通过在供应链中持续建设能力，切实履行负责任经营的承诺。
关键绩效指标 | 2025年 |
供应商总数 | 341 |
重要供应商数量 | 43 |
得到发展措施支持的重要供应商数量 | 43 |
在发展措施中受到支持的供应商百分比 | 100 |
经评估具有重大实际/潜在负面影响的重要供应商数量 | 0 |
具有重大实际/潜在负面影响且已采取商定的纠正措施/改进计划的重要供应商数量 | 0 |
被终止的具有重大实际/潜在负面影响的重要供应商数量 | 0 |
信息安全
协合新能源高度重视信息安全与隐私保护工作，恪守运营所在国家和地区的信息安全相关法律法规，持续健全信息安全与隐私保护管理体系，为集团信息化、数字化运营提供安全支撑。
集团已建立信息安全和隐私保护治理架构：董事会ESG委员会负责监督信息安全相关事项；集团董事局副主席兼ESG委员会主席具备信息安全背景，负责统筹信息安全战略、体系建设及重大网络安全事件的应急管理，牵头处置网络安全威胁，主导业务系统应急恢复与数据安全管控；集团副总裁兼首席信息安全官（CISO ）负责监督信息安全与隐私保护相关事宜的执行；同时，集团将信息安全关键考核指标嵌入员工绩效评估体系中，有效驱动员工信息安全责任意识提升与合规行为规范。
环境
资源与废弃物管理实践
协合新能源坚定贯彻低碳绿色发展理念，制定并公开发布《气候变化政策》《能源效益政策》及《生态环境保护政策》等系列文件，建立涵盖资源消耗管理、排放物管理、噪声管控等多维度的环境管理体系（EMS），明确各层级管理主体与管理责任。集团设立专职岗位对体系运行开展内部审核，持续培育环境友好型企业文化。集团及其子公司通过ISO 14001环境管理标准认证、内部审核等机制，覆盖100%的经营活动。
能源管理
在风电及光伏场站正常发电运营的情况下，各场站结合运营特点，积极探索运营过程中的能源使用的优化举措，提升能源利用效率、优化能源结构。同时，我们开展能效管理相关培训宣导，以提高公司员工对优化能源行为的认知。
常态化能源审计：建立能源审计机制，通过收集和分析场站能源效率和消耗数据，评估能源利用现状，利用数据趋势识别能效提升的潜在机会。
节能技术改造：开展针对性的节能技改工作。通过优化关键设备运行参数（如变频器控制策略、主变电压档位等），挖掘并实现提升能源绩效的潜在机会。
数字化赋能能效管理：集团聚焦场站运维、业务管理等核心场景，持续投入、部署创新研发数字化工具，实现实时监测、数据整合、综合分析、流程管控、安全监督的全流程覆盖，以数字化管理赋能业务自动化升级，有效提升能源与运营效率，降低自身运营能耗，并增强决策的精准度与响应时效。
更多通过创新研发降低能耗的相关信息，请参见协合新能源2025年ESG报告“品质卓越，激发持续增长动能”章节。
水资源评估
我们定期开展水资源利用效率评估，通过数据分析识别资源节约空间，全方位优化资源利用表现。同时，我们开展水资源节约培训宣导，提升节水意识。
我们审查和分析用水情况，识别用水量较大的运营环节，梳理影响用水质量的关键环节与设施，并实施定期用水量监测。相关评估有效锁定了具备提效潜力的环节，依托数据收集、指标监测与持续审查机制，切实提升用水效率绩效。在项目运营阶段，加强污水井等水处理设施的定期巡检和预防性维护，及时发现并处置污水外溢等潜在水管理风险。
更多减少用水量及改善废水质量的措施、水循环利用等的相关信息，请参见协合新能源2025年ESG报告“合蕴自然，绿动未来”章节。
废弃物管理
集团在各办公场所与电厂基地严格执行废弃物分类、收集、储存与转移规范，防止环境污染。针对危险废物，设置专用贮存库房并实施全过程记录与追踪管理。同时，我们开展废弃物管理相关培训宣导，培育全员减废意识。
集团在运营范围内常态化开展废弃物审计，通过记录检查、实地巡查、抽样分类与称重登记，识别运营产生的废弃物数量与类型，锁定产生量较大的环节，并据此发现并落实废弃物减量化、资源化与合规处置的改进机会。
气候风险管理
集团通过开展系统的气候变化风险与机遇识别、评估及情景分析，对主营业务资产进行了梳理，以增强对相关风险与机遇的管理和应对能力。
根据自身的运营区域、行业信息，以及世界银行集团（CCKP, Climate Change Knowledge Portal）等权威数据库，集团识别并分析了可能对自身运营及上下游活动产生实质性影响的各类气候变化相关风险与机遇，从潜在影响、影响环节（上游、直接运营、下游）、影响周期（短、中、长期）以及可能的财务影响等维度进行了分析，涵盖强降水/洪水、极寒、台风、雷暴等急性物理风险，高温、风速趋势等慢性物理风险，现行及新兴的政策和法律、科技、市场、声誉等转型风险，以及能源来源、产品和服务等类型机遇。经评估，气候相关风险主要作用于直接运营和下游环节，上游采购活动对气候风险的敏感度低，物理与转型气候风险整体可控。
物理气候风险适应
针对集团重点聚焦的高温热浪、洪涝与极寒三项物理风险，在遵循集团整体风险适应计划的基础上，我们为可能暴露于气候物理风险的重点地理区域，进行具体的气候风险评估，以明确其风险程度并制定针对性的应对计划。
风险因素 | 风险区域 | 风险影响 | 适应计划 | 典型项目物理风险评估及适应计划 |
|---|---|---|---|---|
高温热浪 | 例如西南、华中地区 | 长期持续高温会导致光伏组件工作温度升高，其输出功率和转换效率或将降低，电站发电量减少，对收入造成影响 ；高温可能加速光伏背板、封装材料等老化，缩短组件使用寿命，导致资产加速折旧或提前报废 ；极端高温需加强人员防暑保障，可能增加运营成本。 | 措施优化 ：优化光伏组件布局与安装方式，保障组件通风散热间隙，完善逆变器散热系统，提升高温环境下设备自然散热效率与运行稳定性； | 以四川省某光伏电站为例： 物理风险评估： 该项目场区夏季高温时段长、日照辐射强，逆变器长期处于高温工况运行，原有散热配置易触发高温降额运行，单台逆变器输出功率受限，造成发电量损耗；极端高温时逆变器会过热停机，中断对应组串发电，拉低电站整体发电收益。 风险适应计划： 1.建立常态化散热硬件清扫机制,日常巡检定期清理逆变器散热风扇，保障风扇正常出风。 2.升级核心功率器件，提升整机热量传导、散发效率，从硬件层面根治高温过热根源。 3.结合场区实际夏季环境温度、设备设计参数及硬件散热余量，重新校核设备安全运行温度边界，科学、合理优化逆变器高温降容温度阈值，释放设备安全温升裕度，避免设备未达极限温度提前降容，在保证设备安全稳定运行的前提下最大化提升设备发电利用率。 |
强降水/洪水 | 例如湖南山区、广西 | 极端强降水可能导致周边河道水位暴涨、场站内涝，进而淹没设备基座或引发边坡滑坡、地基位移，造成风机、光伏数组等固定资产的物理损坏，可能导致资产减损、运维成本增加；运营中断将导致发电量损失，影响电费收入。 | 选址评估 ：开展地质勘察与工程地质评价，优先选择地质条件稳定、洪水风险低的区域； | 以广西壮族自治区某风电场为例： 物理风险评估： 项目位于山区，该地区坡地陡峭，雨季易发生滑坡、山洪等地质灾害；降水多集中在每年 4-9 月，具有春夏季多暴雨、短时强降雨等特点。如遇强降水，会导致边坡滑坡、塌方，造成运营中断。 风险适应计划： 1.在道路临近位置放置风险告知牌，提示过往行人及车辆严禁靠近； 2.在塌方风险高的雨季，组织土建专家到项目现场实地勘查，对潜在风险的设备设施位置采用加固措施，防止因暴雨冲刷造成塌方的风险。 |
极寒 | 例如东北、华中地区 | 寒潮与霜冻可能导致风机叶片及输电线路覆冰，引发机组停运、发电效率下降；极端情况下可能造成杆塔结构损伤，导致固定资产损失与发电中断；低温还可能影响设备性能、施工进度及户外作业安全，增加额外成本和安全隐患。 | 风机设备选型 ：制定耐寒适应性标准 ； | 以湖北省某风电场为例： 物理风险评估： 该风电场所处位置冬季极寒天气频发。冰层附着会造成叶片载荷不均、机组振动加剧，甚至存在冰抛安全隐患，可能威胁风电场的安全经济运行。 风险适应计划： 1.应用电热除冰系统，并评估能耗水平，优化加热控制策略。 2.持续跟踪冬季运行数据，精准统计除冰效果与电量提升情况。 |
内部碳定价
为进一步提升气候相关决策的量化管理水平，集团自 2026 年度起建立内部碳定价机制，以支持成本效益分析、提高能源效率、推动低碳投资、识别并抓住低碳机遇、指导影响力策略与财务规划，以及落实气候相关战略和目标。集团采用影子碳价（Shadow Price）方法，该机制覆盖范围一及范围二排放，主要应用于集团部分商业决策，以提升集团应对气候风险的韧性及把握低碳机遇的能力。集团参考国内外权威碳价情景、碳价信号设定影子碳价，并将随政策与市场发展定期复核调整。
社会
员工权益、发展与多元化
协合新能源始终将员工视为企业可持续发展的核心支柱，在劳动关系管理中持续落实公平保障、能力发展与多元包容举措，致力于打造更公平、更具韧性、更包容的用工环境。
员工沟通
集团尊重并依法保障员工享有的各项合法权利，包括言论自由、结社自由和集体协商权，尊重员工根据当地法律加入、组建或不加入工会等社会团体的权利。集团定期就职业健康与安全、工作条件、员工福利等多议题与员工代表进行沟通，并通过集体协商及签署相关协商文件，确保了员工权益在制度层面得到保障。例如，集团组织签订的女职工保护集体协议实现女性员工全覆盖，占全体员工28%。
集团高度重视从各类沟通渠道收集的反馈信息，涵盖但不限于员工满意度调研、常态化意见征集、申诉反馈等，并将这些反馈作为优化内部管理、提升员工体验的核心决策依据。
集团面向全体员工开展了2025年度满意度调查。本次调查采用匿名问卷形式，围绕“敬业度”“目标感”“幸福感”“压力度”等多个维度开展调研。经统计，本次问卷有效反馈率达93%：2025年度员工总体满意度为91.4分，员工满意度呈稳步上升趋势。集团将结合调研分析结果，针对性制定并落地各项改进方案。
员工提出的积极建议已直接推动集团在多方面取得阶段性优化成果：通过常态化开展集团战略分享、鼓励员工参与决策讨论，有效增强了员工归属感与“主人翁”意识；通过完善全面激励体系、提升福利政策透明度，让员工权益更清晰可及；通过提供系统化培训、跨部门实践项目及外部学习资源，切实为员工的职业长期发展提供了有力支持。
能力发展与职业韧性
集团重视员工的能力成长与职业韧性，以应对行业与技术的快速变革。向低碳、气候韧性经济的转型，加之数字化、自动化与人工智能的快速发展，正在重塑员工所需具备的技能。为减轻工业与气候转型变革可能对员工就业造成的负面影响，集团构建了覆盖全员的培训体系，并搭建数字化学习平台"协合学创中心"，在平台“前沿拓展”板块开设数字化工具应用等课程，帮助员工主动适应自动化与数字化转型趋势；针对中国电力市场化改革这一关键工业变革，集团创新开展“现货+中长期实操技能培训”项目，加快交易方向人才培养，避免员工因市场机制调整出现技能脱节问题。
多元化
作为Equal by 30 倡议签署方，集团在清洁能源领域积极倡导同工同酬、性别多元化与机会平等。我们全面落实性别平等政策，保障男女同工同酬，构建和谐稳定的劳动关系。我们定期在集团层面对相关指标进行监测并开展评估：针对同类岗位，统计男女员工的平均总薪酬并进行比对分析。为应对女性员工在职场中可能面临的挑战，集团制定了《工作场所女职工特殊劳动保护制度》，并由近50 位女性员工代表共同签署，以保障女性员工在就业、工资福利、生育保护及职业健康安全等方面的权益。为持续提升女性在员工队伍中的代表性，集团制定女性员工占比不少于25%的目标。
女性多元化指标 女性员工占比 28% 女性在所有管理岗位员工占比 23% 女性在初级管理岗位员工占比 23% 女性在高级管理岗位员工占比 21% 女性在 STEM（科学、技术、工程和数学等）相关职位的占比 12% |
更多员工权益、发展与多元化相关内容，请参见协合新能源2025年ESG报告“合能成长 人才向优”章节
客户关系管理
协合新能源坚持以客户需求为导向，致力于构建现代化客户服务体系，以高效反馈客户意见及建议，不断提升服务质量水平与客户体验。
客户支持与反馈渠道
集团已建立覆盖多元场景的沟通渠道，匹配不同客户沟通偏好：客户可与专属对接人通过电话开展咨询及意见反馈；可通过双方现场互访形式，面对面沟通业务需求；还可借助半年度、年度客户满意度调查问卷，在线填报提交服务评价与相关意见。通过以上各类渠道收集到的客户问题与反馈，均安排专人跟进处置，保障诉求闭环处理。
集团通过多元化渠道系统收集客户反馈，分析其建议与关切，并将客户需求融入产品与服务的设计和改进中。通过制定《与顾客有关的过程控制程序》，在项目前期即充分调研、收集客户需求，并在产品/设计成果交付后通过满意度调查再次收集反馈，确保客户需求从前端到落地实现全链路覆盖；落实《工程设计回访管理规定》，在项目投用后定期开展回访，跟踪实际运行情况，收集多方现场问题与优化建议，并将其融入后续项目的设计流程中，持续优化设计方案、提升工程安全稳定性。针对客户反馈的新技术类需求，组织专项调研与学习，在满足客户个性化需求的同时积极拓展业务边界，推动产品与服务体系持续升级。
投诉处理与解决流程
集团制定《客户投诉处理及反馈管理规定》，建立系统化的投诉处理流程和响应机制，以有效接收、调查和解决客户投诉，为客户满意度提升、产品及服务的持续优化提供有力支撑。接到客户投诉后，第一时间向客户确认受理，并明确告知投诉解决过程的预期时长；投诉处理过程中，主动与客户保持沟通，反馈阶段性进展，以透明、负责的态度维护客户关系。
社区关系实践
社区参与促进清洁能源获取
集团制定并发布适用于所有运营项目的《利益相关方参与政策》，建立覆盖项目前期、建设期与运营期的全生命周期社区沟通机制，通过“政府—企业—村民”三方沟通机制、项目协调办公室、村民代表座谈会、定期走访等渠道，确保当地社区深度参与清洁能源项目的前期评估、方案制定与运营反馈。在此基础上，集团构建“生态保护—产业赋能—民生改善”的社区协同发展模式，因地制宜发展渔光互补、草光互补等创新项目。
案例：阳光赋能乡村，光伏点亮民生——海南户用光伏项目发展纪实
海南东方市乡村光照资源充沛，但长期面临清洁能源供给空白困境：当地村民生产生活完全依赖传统火电，用电成本偏高，丰富的太阳能资源、农户闲置屋顶资源均未得到有效开发。 为盘活乡村绿色资源、补齐清洁能源供给短板，协合新能源积极发挥产业优势与专业能力，参与并推动东方市户用分布式光伏项目落地。集团统筹规划、科学布局，在各村村民自有屋顶、公共区域屋顶统一铺设光伏组件，搭建安全稳定、智能高效的户用光伏发电系统；同步完成电网对接、并网验收、运维保障等全流程工作，确保项目高效推进、可靠运行，让每一户村民都能免费享受清洁能源红利，彻底告别乡村清洁能源缺失的旧局面。项目落地投用后，东方乡村能源结构实现全方位升级，日常照明、家电使用均可依托光伏清洁能源，用电更加绿色、安全、便捷。同时，集团通过科学的收益分配机制与长效运维服务体系，推动光伏发电稳定并网、持续创收，让闲置屋顶真正成为村民增收的“聚宝盆”。 从"无清洁能源可用"到"绿色电力入户"，从"资源闲置浪费"到"阳光持续变现"，集团以实际行动践行企业社会责任，助力海南东方户用光伏项目成为乡村绿色低碳转型的民生工程，更是赋能村民增收、助力乡村振兴的富民工程。 |
投资基础设施提升清洁能源可及性
集团不仅在农牧生态融合方面积极实践，更将清洁能源发展与乡村治理进行深度结合，探索多元、可持续的社区共赢模式。我们一方面通过资助乡村修桥修路、修缮农田灌溉设施等公益举措，夯实乡村发展的硬件基础。在服务不足和边缘化地区，集团西藏光储电站项目，配套建设电力基础设施，提升周边区域民生用电稳定性，有效缓解了边缘地区用电紧缺情况。江苏100MW渔光互补项目与当地村集体通过“一路两用、共建共用”模式共建约5.6公里检修便道，兼顾电站运维与养殖户投料、捕捞、水产品转运需求，改善片区生产基础设施条件。
能源—水关联项目
集团以渔光互补项目为载体推进能源与水资源的协同综合管理。江苏100MW渔光互补项目对1,910亩土地（含1,430亩有效养殖水面）进行综合开发，2025年发电1.70亿千瓦时、年渔业收益上百万元，实现绿色能源与现代渔业融合；项目公司与村集体共同推行生态养殖，严控鱼药鱼料使用，光伏组件清洗直接利用鱼塘水源且不添加任何清洗剂、清洗水回流鱼塘，养殖尾水经生态修复后回注鱼塘重复利用，叠加光伏板覆盖减少的水面蒸发，每年节约水资源约230万立方米。集团层面亦采用干洗、微水清洗等节水清洗技术清洗组件，施工废水经处理后回用于场地降尘与车辆清洗，生活污水经处理后用于项目区域绿化灌溉，实现水资源集约利用。
利益相关方参与实践
协合新能源高度重视项目运营地社区权益，制定并发布适用于所有运营项目的《利益相关方参与政策》，建立覆盖所有运营项目前期、建设期与运营期的全周期社区沟通机制，确保充分识别、尊重并回应地方政府及社区居民的期望与诉求。
更多为当地利益相关方提供清晰的沟通渠道、进行能力建设、定期调查当地利益相关方对参与策略的看法、与当地利益相关方会面、申诉跟踪等的相关信息，请参见协合新能源2025年ESG报告“社区融合发展”章节。
Concord New Energy — Sustainability Information Disclosure
Governance
Concord New Energy Group Limited (“the Group”, “CNE”) continuously monitors and dynamically assesses its development needs, changes in the internal and external environments, and stakeholder demands. Based on the results of the materiality topic assessment and analysis, we identify and determine the topics that have a significant impact on the Group's development as well as on society and the environment.
Materiality Analysis
Impact Analysis Example — Material Issues for Enterprise Value Creation
| Production Safety | Compliance Operation | Renewable Energy Opportunities |
|---|---|---|---|
Critical to the business | Safe production is the cornerstone of CNE's business operations, bearing directly on the life safety of operational personnel, the stable operation of equipment, and the continuity of project construction. The trend toward larger wind and photovoltaic equipment is evident; high-altitude operations, electrical operations, and large-equipment hoisting have become routine high-risk activities, and the complexity of safety management continues to rise. Safety production accidents may lead to equipment damage, generation interruptions, and casualties — resulting in direct economic losses and indirect efficiency losses, while also exposing the Group to regulatory penalties and reputational damage. The Group regards safe production as a core management topic, and ensures operational risks remain controllable by establishing a rigorous safety management system, a sound safety risk prevention and control process, regular training, and hazard investigation. | The current global business environment is complex. Compliance management is the core baseline for the steady development of CNE. It directly relates to the legitimate rights and interests of customers, partners, shareholders, and various stakeholders, and determines whether the Group can conduct business legally and compliantly across all operating locations — guarding against risks such as corruption and non-compliant operations that could bring operational penalties, reputational damage, and the breakdown of cooperative relationships. At the same time, it helps the Group build a clean and integrity-based business ecosystem, safeguarding the long-term healthy development of the business. It holds significant meaning for the Group's stable operations, brand protection, and value enhancement. If a company has vulnerabilities at the compliance management level, it breeds various risks such as corruption, interest transmission, and irregular operations, and also damages the corporate brand and reputation — posing a risk to the sustainable development of the business. | Benefiting from the drive of global carbon neutrality goals and the support of rigid demand for green power consumption, the market size of green electricity and green certificate trading continues to expand. Currently, both the global and domestic processes of low-carbon energy transition are advancing steadily. Under the "Dual Carbon" goals, the demand for renewable energy installations continues to be unleashed and the absorption space continues to broaden, bringing broad market increments to CNE's core wind and solar business and directly driving revenue growth in the Group's power generation and project development & operation businesses. At the same time, the Group proactively seizes industry opportunities from technology iteration and business model innovation in the renewable energy sector, and actively explores diversified "PV+" composite business formats, which will further broaden revenue channels and provide solid support for the enterprise's long-term, stable revenue growth. |
Type of impact on business | Risk Management | Risk Management | Operating Revenue |
Business strategies address this issue | For more Production Safety response strategies, please refer to the "Comprehensive Safety Management" chapter of CNE's ESG Report. | For more Compliance Operation response strategies, please refer to the "Compliance Management" chapter of CNE's ESG Report. | For more Renewable Energy Opportunities response strategies, please refer to the "Harmonizing with Nature, Powering a Green Future" chapter of CNE's ESG Report. |
Targets | Zero fatalities rate for construction responsibilities. | 100% participation rate of directors in business ethics and anti-corruption training. | By 2030, the cumulative GHG emission reduction of 75,000 kilotonnes will be achieved through the provision of green electricity to society. |
Target progress | In 2025, the Group continued to achieve its production safety target of zero fatalities rate for construction responsibilities. | In 2025, the Group's directors' participation rate in business ethics and anti-corruption training reached 100%, and the employee training participation rate was 93.2%. | By 2025, the corresponding cumulative GHG emissions has reduced 69,879 kilotonnes through the provision of green electricity to society, with phased progress meeting expectations. |
Impact Analysis Example — Material Topics for External Stakeholders
| Safe Production | Green Energy Trading |
|---|---|---|
Business value chain area to which the topic belongs | Operations, Supply Chain | Operations, Products/Services, Supply Chain |
External stakeholder(s)/impact area(s) evaluated | Environment, Society, Consumers/End-users, Contractors | Environment, Society, Consumers/End-users |
Type of impact | Positive impact | Positive impact |
Topic relevance on external stakeholders | Safe production directly concerns the life, health, and rights of construction personnel and contractor employees, and also safeguards the public safety of communities surrounding the projects. In the event of a safety production accident, power supply to end-users would be interrupted, affecting the stability of end-user electricity consumption; it may also trigger secondary disasters such as fires that damage the surrounding ecology and harm public social interests. The Group implements safety operation and maintenance standards and formulates emergency response plans to prevent related risks at the source and protect the rights and interests of relevant parties. | Green energy trading allows the environmental value of green electricity to be fully realized, holding substantive positive significance for environmental improvement, the achievement of downstream enterprises' decarbonization targets, and end-users' access to low-carbon energy. Through its clean energy power generation business such as wind and solar, the Group can directly reduce GHG and pollutant emissions and decrease the consumption of fossil energy and water resources; by providing integrated solutions such as green electricity / green certificate trading and carbon asset management, the Group supports downstream customers in achieving green and low-carbon transformation. |
Quantitative metric used to measure the output of the business activity | In 2025, the Group conducted 97 special safety supervision inspections and eliminated 2,803 hidden hazards; it conducted various safety trainings with a total training participation duration of 14,450 hours. | In 2025, the Group's clean energy attributable installed capacity reached 4,928 MW, and green electricity transaction volume reached 1.253 billion kWh. |
Impact valuation | Through a series of safety management actions — including establishing a safety management system, investigating and rectifying hidden hazards, conducting emergency drills, and providing safety training — the Group achieved the safety management results of zero work-related fatalities and zero safety liability incidents in 2025. | Through its clean energy power generation business such as wind and solar, the Group replaced fossil fuel-based power generation with clean energy generation, reducing GHG and pollutant emissions and creating ecological environmental value. |
Impact metric | In 2025, the Group's fatalities rate for construction responsibilities was 0, and its Lost-Time Injury Frequency Rate (LTIFR) was 0. | In 2025, through providing green electricity to society, the Group achieved GHG emission reduction of 8,164 ktCO2e. |
Emerging Risks
To respond dynamically to the constantly evolving operating environment, the Group proactively incorporates the identification and evaluation of emerging risks into its risk management process, so as to ensure that they are subject to continuous tracking and close monitoring.
Emerging Risk | Description and Impact | Mitigation Measures |
|---|---|---|
AI algorithm dependency and model inaccuracy risk | Artificial intelligence is being applied across the new energy industry at an accelerating pace, covering scenarios such as wind and solar resource forecasting, power output prediction, equipment fault diagnosis, intelligent operations and maintenance (O&M), electricity trading, and project investment decision-making. AI can enhance the operational efficiency and forecasting accuracy of new energy assets; however, as an external technological change, it significantly increases the enterprise’s dependence on algorithms, data and AI systems, giving rise to new operational and management risks. The effectiveness of AI models relies heavily on historical operational, meteorological, equipment and market data. Data quality defects, data bias, and inconsistencies between model training and actual operating conditions may lead to distortion in power generation forecasting, fault early-warning, and electricity trading decisions. Inaccurate power generation forecasts or fault early-warnings will affect generation planning, equipment availability and O&M costs, while distorted electricity trading decisions may weaken market-based returns. In addition, the new energy industry’s demand for AI professionals and data governance capabilities is rising rapidly; if an enterprise under-invests in AI talent, data infrastructure, model governance and internal control, it may also give rise to new technical and operational capability gaps. | • Establish an AI governance mechanism: implement tiered management of AI application scenarios, and put in place monitoring and exit mechanisms for AI applications involving critical operations such as production safety and electricity trading. |
Risk of uncertainty in business expansion arising from the structural surge in AIDC power demand | The AIDC (AI Data Center) industry is characterised by rapid technology iteration, high capital investment, high energy demand and fast-changing customer requirements. Uncertainty in business models, technology roadmaps and market demand may increase the difficulty of project development and investment decision-making. At the same time, data centres have high requirements for the stability and reliability of power supply and for green energy, placing new demands on the Group’s energy supply, project construction and integrated operation capabilities. If technology roadmaps or customer requirements change beyond expectations, the Group may face risks such as new business project investment returns falling short of expectations, declining asset allocation efficiency, and increasing difficulty in construction and operation; the high requirements of data centres for power supply reliability and green attributes may also raise the technical and compliance thresholds of projects, affecting the pace of implementation and the returns of integrated energy solutions. Such uncertainties may require the Group to adjust the pace of new business expansion and its business models in order to adapt to the rapidly evolving external industry environment. | • Strengthen market and project investment assessment for the AIDC business, and prudently conduct project feasibility and return analyses. |
Business Ethics
CNE upholds integrity as a core business philosophy, practising business ethics in an all-round manner through a robust management system, effective oversight mechanisms and continuous training. During the reporting period, the Group had no concluded corruption litigation cases against the Company or its employees, and no incidents related to conflicts of interest, money laundering, or insider trading.
Public Policy Participation and Industry Association Engagement
CNE consistently upholds its commitment to sustainable development, attaches great importance to corporate social responsibility, and strictly complies with national laws, regulations, and industry standards. The Group actively participates in the work of industry associations and supports their roles in policy research, standard-setting, technical exchange, and information sharing, thereby jointly advancing the sound and orderly development of the industry.
All related collaboration expenditures are premised on actual business needs, comply with the state's regulations on fee management for industry associations and chambers of commerce, and are rigorously reviewed through the Group's internal approval process, ensuring that funds are used in a compliant, reasonable, and transparent manner. Over the past five years, the Group has made no political donations or political lobbying expenditures. Its largest expenditure has been industry association membership fees, which serve no political purpose.
Going forward, CNE will continue to deepen exchanges and cooperation with industry associations, jointly promote the green and low-carbon transition and high-quality development of the energy industry, and faithfully fulfill its corporate citizenship responsibilities.
2025 Contributions & Other Spending
Contributions | 2025 Spending* (RMB) |
|---|---|
Lobbying, interest representation or similar | 0 |
Local, regional or national political campaigns/organizations/candidates | 0 |
Trade associations or tax-exempt groups* | 103,015 |
Other | 0 |
Total | 103,015 |
*Include membership fees for industry associations, industry alliances, and business associations.
*Among these, the Group's annual contributions to activities on the topic of actively supporting industry achieve high-quality development amounted to RMB 57,859; the annual contributions to activities supporting sustainable initiative organizations amounted to RMB 35,852.
2025 Major Trade Associations and Initiative Organizations Participated
Organization | Property | 2025 Spending |
（RMB） | ||
UN Global Compact | Non-profit organization | 35,852 |
Hydrogen Branch of China Electricity Council | Trade association | 20,000 |
China Association for the Promotion of Industrial Development | Trade association | 10,000 |
Commitment on Climate Alignment of Public Policy Participation and Industry Association Engagement
CNE is committed, through the development of clean energy, to supporting the goal of the Paris Agreement to hold the global temperature increase well below 2°C and to pursue efforts to limit it to 1.5°C. The Group commits that its public policy participation and industry association memberships are aligned with the aforementioned climate goals.
I. Scope of Application
This Commitment applies to all jurisdictions where the Group conducts its business operations.
II. Governance Structure
The Group has established a management system for climate-related public policy participation, covering the management of both public policy participation activities and industry association memberships. The Board's ESG Committee bears ultimate oversight responsibility for climate-related public policy participation; the ESG Leading Group is responsible for guiding and supervising the progress of implementation; and the ESG Working Team carries out the relevant practical work.
III. Review Mechanism
For direct public policy participation activities, the Group conducts an ex-ante review prior to undertaking such activities to assess whether they are aligned with the Paris Agreement and the Company's climate positions. For industry associations, the Group periodically reviews the climate-related public policy positions and participation activities of its member associations. When joining a new industry association, the Group conducts an admission review to assess whether the association's position on the Paris Agreement—as reflected through its public policy participation and related activities—is aligned.
If any inconsistency is identified between an industry association's positions or actions and the Group's climate policies and sustainability goals, the Group will proactively communicate with the relevant association to facilitate the adjustment and alignment of positions. If alignment cannot be reached within a reasonable period, the Group will prudently assess whether to adjust or terminate its participation in the relevant association. Where necessary, the Group may also issue a public statement to indicate the divergence of positions, or form a forward-looking coalition with other organizations to counterbalance participation activities that are inconsistent with the Paris Agreement.
IV. Information Disclosure
The Group will, through channels such as its annual report, ESG report, and official website, disclose in a timely manner an overview of its climate-related direct participation activities, as well as the climate policy positions and activities of its major industry associations and the extent of their alignment with the Paris Agreement.
Supply Chain Management
CNE considers supply chain management a key part in practising sustainable development. Anchored in the principles of green and responsible procurement, the Group continuously strengthens lifecycle ESG management of suppliers to ensure integrity and compliance. The Group is committed to working alongside supply chain partners to build a green, efficient, and transparent sustainable partnership. The Group considers systematic monitoring of supplier assessment and development data critical to tracking supply chain management progress. This supports timely risk identification and management and ensures that, through continuous supply-chain capacity building, the company honors its commitment to responsible business conduct.
KPIs for Supplier Assessment and Development | 2025 |
Total number of suppliers | 341 |
Number of significant suppliers | 43 |
Number of significant suppliers supported with development measures | 43 |
% of suppliers supported in development measures | 100 |
Number of significant suppliers assessed with substantial actual/potential negative impacts | 0 |
Number of significant suppliers with substantial actual/potential negative impacts with agreed corrective action/improvement plan | 0 |
Number of significant suppliers with substantial actual/potential negative impacts that were terminated | 0 |
Information Security
CNE attaches great importance to information security and privacy protection. The Group complies with the information security laws and regulations of the countries and regions where it operates, and continuously improves its information security and privacy protection management system, providing security support for its IT-based and digital operations.
The Group has established an information security and privacy protection governance structure. The Board ESG Committee is responsible for overseeing information security-related matters. The Group's Vice Chairman and Chair of the ESG Committee, who has an information security background, is responsible for coordinating information security strategy, system development, and the emergency management of major cybersecurity incidents, leading the response to cybersecurity threats, and spearheading the emergency recovery of business systems and data security controls. The Group's Vice President and Chief Information Security Officer (CISO) is responsible for supervising the implementation of information security and privacy protection matters. In addition, the Group has embedded key information security performance indicators into its employee performance evaluation system, effectively enhancing employees' awareness of information security responsibilities and promoting standardized compliant behavior.
Environment
Resource and Waste Management Programs
The Group firmly upholds the low-carbon and green development philosophy. It has formulated and publicly released a series of documents—including the "Climate Change Policy," the "Energy Efficiency Policy," and the "Ecological Environmental Protection Policy"—and established an Environmental Management System (EMS) spanning multiple dimensions such as resource consumption management, emissions management, and noise control, with clearly defined management roles and accountabilities at each level. The Group has set up dedicated positions to conduct internal audits of the system's operation and continuously fosters an environmentally friendly corporate culture. The Group and its subsidiaries cover 100% of their business operations through mechanisms such as ISO 14001 Environmental Management Standard certification and internal audits.
Energy Management
Under the normal power generation operations of wind and PV plants, each plant actively explores optimization measures for energy use during operations in light of its own operational characteristics, so as to improve energy utilization efficiency and optimize the energy mix. At the same time, we conduct energy efficiency management–related training and awareness programs to enhance employees' understanding of optimized energy behaviors.
Routine energy audits: We have established an energy audit mechanism. By collecting and analyzing plant-level energy efficiency and consumption data, we assess the current state of energy utilization and leverage data trends to identify potential opportunities for improving energy performance.
Energy-saving technology retrofits: We carry out targeted energy-saving retrofit works. By optimizing the operating parameters of key equipment (e.g., variable frequency drive control strategies, main transformer tap positions), we identify and realize potential opportunities to improve energy performance.
Digital empowerment for energy efficiency management: The Group focuses on core scenarios such as plant O&M and business management, and continuously invests in and deploys innovative digital tools developed through R&D. This achieves full-process coverage of real-time monitoring, data integration, comprehensive analysis, process control, and safety supervision. Digital management empowers the automation upgrade of our operations, effectively improving energy and operational efficiency, reducing our own operational energy consumption, and enhancing the precision and responsiveness of decision-making.
For more information on reducing energy consumption through innovation and R&D, please refer to the "Collaborative Future: Pursuing Excellence" chapter of CNE's 2025 ESG Report.
Water Use Assessment
We conduct water resource utilization efficiency assessments on a regular basis, using data analysis to identify resource conservation opportunities and optimize resource utilization performance in an all-round manner. At the same time, we conduct water conservation training and awareness programs to raise water-saving awareness.
We review and analyze water usage, identify operational processes with high water consumption, map out the key processes and facilities that affect water quality, and implement regular water consumption monitoring. These assessments effectively pinpoint processes with efficiency improvement potential, and through data collection, indicator monitoring, and a continuous review mechanism, we concretely improve water use efficiency performance. During the project operation phase, we strengthen the regular inspection and preventive maintenance of water treatment facilities such as sewage wells, so as to promptly identify and address potential water management risks including wastewater overflow.
For more information on measures to reduce water consumption and improve wastewater quality, water recycling, etc., please refer to the "Harmony with Nature: Greening the Future" chapter of CNE's 2025 ESG Report.
Waste Management
The Group strictly implements waste classification, collection, storage, and transfer standards at all office premises and power plant bases to prevent environmental pollution. For hazardous waste, we set up dedicated storage facilities and implement whole-process recording and traceability management. At the same time, we conduct waste management–related training and awareness programs to cultivate company-wide waste reduction awareness.
Waste audits: The Group conducts waste audits on a regular basis within its operational scope. Through record inspection, on-site inspections, sampling classification, and weighing registration, we identify the quantity and types of waste generated from operations, pinpoint processes with high generation volumes, and thereby discover and implement improvement opportunities for waste minimization, resource recovery, and compliant disposal.
Climate Risk Management
The Group conducts systematic identification, assessment, and scenario analysis of climate-related risks and opportunities, and reviews its core business assets, so as to strengthen its management and response capabilities with respect to relevant risks and opportunities.
Drawing on its own operating regions, industry information, and authoritative databases such as the World Bank Group's Climate Change Knowledge Portal (CCKP), the Group identified and analyzed various climate-related risks and opportunities that may have a material impact on its operations and upstream and downstream activities. The analysis was conducted across multiple dimensions—potential impact, affected stage (upstream, direct operations, downstream), impact horizon (short-, medium-, and long-term), and possible financial impact—covering acute physical risks such as heavy precipitation/flooding, extreme cold, typhoons, and thunderstorms; chronic physical risks such as high temperatures and wind-speed trends; transition risks including current and emerging policy and legal, technological, market, and reputational factors; as well as opportunities relating to energy sources, products, and services. The assessment indicates that climate-related risks primarily affect direct operations and downstream activities; upstream procurement activities show low sensitivity to climate risks, and both physical and transition climate risks are overall manageable.
Physical Climate Risk Adaptation
Focusing on the three physical risks of priority concern to the Group—heatwaves, flooding, and extreme cold—and in line with the Group's overall risk adaptation plan, we conduct specific climate risk assessments for key geographic regions that may be exposed to physical climate risks, so as to determine the level of risk and formulate targeted response plans.
Risk Factor | Risk Region | Risk Impact | Adaptation Plan | Physical Risk Assessment and Adaptation Plan for Typical Projects |
|---|---|---|---|---|
Heatwave | For example, the Southwest China and Central China. | Prolonged sustained high temperatures can raise the operating temperature of PV modules, potentially reducing their output power and conversion efficiency, decreasing plant generation, and adversely affecting revenue. High temperatures may accelerate the aging of PV backsheets, encapsulant materials, and other components, shortening module service life and leading to accelerated asset depreciation or premature decommissioning. Under extreme heat, enhanced heat-protection measures for personnel are required, which may increase operating costs. | Design optimisation: Optimise PV module layout and mounting methods to ensure ventilation and heat-dissipation gaps between modules, upgrade inverter cooling systems, and improve equipment's natural heat-dissipation efficiency and operational stability under high-temperature conditions. Operational safeguards: Strengthen monitoring and maintenance of equipment operating temperatures, and promptly implement necessary active or passive cooling measures. Construction protection: Develop and implement dedicated high-temperature construction plans, reasonably arrange outdoor work schedules, and provide necessary heat-relief facilities and supplies.
| Taking a PV power plant in Sichuan Province as an example: Physical Risk Assessment: The plant site experiences long high-temperature periods in summer with strong solar radiation. Inverters operate under high-temperature conditions for extended periods, and the original cooling configuration is prone to triggering high-temperature derating, limiting the output of individual inverters and causing generation losses. Under extreme heat, inverters may overheat and shut down, interrupting generation of the corresponding string and reducing the plant's overall generation revenue. Risk Adaptation Plan: 1) Establish a routine cleaning mechanism for cooling hardware; conduct regular inspections to clean inverter cooling fans and ensure normal airflow. 2) Upgrade core power devices to improve the heat conduction and dissipation efficiency of the entire unit, addressing the root cause of high-temperature overheating at the hardware level. 3) In light of the site's actual summer ambient temperature, equipment design parameters, and hardware cooling margin, re-verify the equipment's safe operating temperature boundary, and scientifically optimise the inverter's high-temperature derating threshold. This releases the equipment's safe temperature-rise margin and avoids premature derating before the equipment reaches its temperature limit—maximising generation utilisation while ensuring safe and stable operation. |
Heavy Precipitation/ Flooding | For example, mountainous areas of Hunan, and Guangxi. | Extreme heavy precipitation may cause a sharp rise in water levels in nearby rivers and waterlogging within the plant site, which in turn can submerge equipment foundations or trigger slope landslides and foundation displacement, resulting in physical damage to fixed assets such as wind turbines and PV arrays, and potentially leading to asset impairment and increased O&M costs. Operational interruptions would cause generation losses and affect electricity revenue. | Site assessment: Conduct geological surveys and engineering geological evaluations, and give priority to areas with stable geological conditions and low flood risk. Design and route optimisation: Optimise the routes of access roads and collector lines to minimise disturbance to native soil and vegetation, and adopt reinforcement measures to enhance foundation stability. Engineering and soil & water conservation: Strictly implement the plan and strengthen process supervision. For details, please refer to the 2025 ESG Report "Soil and Water Conservation" subsection. Flood-control and ecological measures: Construct permanent drainage facilities in parallel, and install protective measures such as drainage ditches for critical components in potential flood-affected areas, such as wind-turbine foundations. Emergency response mechanism: Establish flood-relief and emergency-repair contingency plans and management mechanisms to ensure rapid response after an event occurs. Facility maintenance and management: Strengthen regular inspection and maintenance of drainage systems. | Taking a wind farm in Guangxi Zhuang Autonomous Region as an example: Physical Risk Assessment: The project is located in a mountainous area with steep slopes, where geological disasters such as landslides and flash floods are prone to occur during the rainy season. Precipitation is concentrated mainly from April to September each year, characterised by frequent rainstorms and short-duration heavy rainfall in spring and summer. In the event of heavy precipitation, slope landslides and collapses may occur, causing operational interruptions. Risk Adaptation Plan: 1)Place risk notification signs near access roads to warn passing pedestrians and vehicles against approaching. 2)During the rainy season when collapse risk is high, organise civil-engineering experts to conduct on-site surveys of the project, and apply reinforcement measures to equipment and facilities at locations with potential risk, so as to prevent collapse caused by rain erosion.
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Extreme Cold | For example, Northeast and Central China. | Cold waves and frost may cause ice accretion on wind-turbine blades and transmission lines, leading to unit shutdowns and reduced generation efficiency. In extreme cases, they may cause structural damage to towers, resulting in fixed-asset losses and generation interruptions. Low temperatures may also affect equipment performance, construction progress, and outdoor work safety, increasing additional costs and safety hazards. | Wind-turbine equipment selection: Establish cold-resistance adaptability standards. Design and construction techniques: In severely cold regions, adopt low-temperature early-strength concrete technology and replace conventional bored piles with rigid composite piles, so as to ensure construction quality and progress under low-temperature conditions. Technical retrofit and optimisation: Continue to implement technical upgrades such as blade heating de-icing and anti-icing coatings to improve the energy availability of the units; optimise facilities such as collector lines and install ice-fall protection devices to reduce the safety risks and generation losses caused by falling ice and snow. | Taking a wind farm in Hubei Province as an example: Physical Risk Assessment: The Wind Farm is located in an area where extreme cold weather is frequent in winter. Ice accretion can cause uneven blade loads and intensified unit vibration, and even poses ice-throw safety hazards, may threatening the safe and economical operation of the wind farm. Risk Adaptation Plan: 1) Apply an electric heating de-icing system, evaluate its energy-consumption level, and optimise the heating control strategy. 2) Continuously track winter operation data and accurately measure the de-icing effect and electricity-output improvement. |
Internal Carbon Pricing
To further enhance the quantitative management of climate-related decision-making, the Group established an internal carbon pricing mechanism starting from the 2026 fiscal year. The mechanism supports cost-benefit analysis, improves energy efficiency, drives low-carbon investments, identifies and seizes low-carbon opportunities, guides strategy and financial planning, and implements climate-related strategies and targets. The Group adopts a shadow carbon price (Shadow Price) approach. This mechanism covers Scope 1 and Scope 2 emissions and is primarily applied to certain of the Group's business decisions, so as to enhance the Group's resilience to climate risks and its capability to capture low-carbon opportunities. The Group sets the shadow carbon price by reference to authoritative domestic and international carbon price scenarios and carbon price signals, and will review and adjust it periodically in line with policy and market developments.
Social
Employee Rights, Development and Diversity
CNE has always regarded its employees as a core pillar of the Group's sustainable development. In managing its employment relationships, the Group continually implements measures that safeguard fairness, support capability development and advance diversity and inclusion, and is committed to building a fairer, more resilient and more inclusive workplace.
Employee Communication
The Group respects and legally safeguards employees' legitimate rights, including freedom of speech, freedom of association, and the right to collective bargaining. We respect employees' rights under local laws to join, form, or not join labour unions or other social organizations. The Group regularly communicates with employee representatives on occupational health and safety, working conditions, employee benefits, and other matters. Through collective bargaining and the signing of relevant agreements, we ensure that employee rights are protected at the institutional level. For instance, the Group organised the signing of a collective agreement on female employee protection that achieves full coverage of female employees, accounting for 28% of total staff.
The Group attaches great importance to the feedback collected through a wide range of communication channels, including but not limited to employee satisfaction surveys, ongoing feedback collection and grievance reporting, and treats such feedback as a core basis for decision-making in refining internal management and enhancing the employee experience.
The Group conducted its 2025 employee satisfaction survey among all employees. The survey took the form of an anonymous questionnaire covering multiple dimensions, namely job satisfaction, purpose, happiness and stress. According to the results, the valid response rate reached 93%, with overall employee satisfaction for 2025 standing at 91.4 points, reflecting a steady upward trend in employee satisfaction. Drawing on the analysis of the survey results, the Group will formulate and implement targeted improvement measures.
Constructive suggestions raised by employees have directly driven initial improvements across a number of areas within the Group: by holding regular strategy-sharing sessions and encouraging employees to take part in decision-making discussions, the Group has effectively strengthened employees' sense of belonging and ownership; by refining the total rewards system and increasing the transparency of benefit policies, employees' entitlements have become clearer and more accessible; and by providing systematic training, cross-departmental project placements and external learning resources, the Group has given strong support to employees' long-term career development.
Capability Development and Career Resilience
The Group attaches great importance to employees' capability growth and career resilience in order to respond to the rapid changes in the industry and technology. The transition to a low-carbon, climate-resilient economy, together with the rapid advancement of digitalisation, automation and artificial intelligence, is reshaping the skills that employees need to possess. To mitigate the potential negative impact of industrial and climate transition changes on employees' employment, the Group has established an enterprise-wide training system and built a digital learning platform — the "CNE Learning and Innovation Centre". Under the platform's " Future readiness", the Group offers courses such as the application of digital tools, helping employees proactively adapt to the trends of automation and digital transformation. In response to China's electricity market reform — a key industrial transformation — the Group has innovatively launched a " Spot + Medium- to LongTerm Practical Training" programme to accelerate the cultivation of trading-oriented talent, thereby preventing employees from experiencing skill obsolescence arising from adjustments to the market mechanism.
Diversity
As a signatory of the Equal by 30 initiative, the Group actively advocates equal pay for equal work, gender diversity and equal opportunities in the clean energy sector. We implement gender equality policies in full, safeguard equal pay for men and women performing the same work, and foster harmonious and stable employment relations. At the Group level, we regularly monitor the relevant indicators and conduct assessments: for positions of the same type, we compile the average total remuneration of male and female employees and carry out comparative analysis of the gender pay gap. To address potential challenges faced by female employees in the workplace, the Group has formulated the Special Rules on the Labour Protection of Female Employees in Workplaces, jointly signed by nearly 50 female employee representatives. This ensures the protection of female employees' rights in employment, wages and benefits, maternity protection, and occupational health and safety. Concurrently, we ensure effective policy implementation through regular internal awareness campaigns and training. To continuously enhance the representation of women in the workforce, the Group has set a target that female employees should account for no less than 25% of the total.
Diversity indicator Share of women in total workforce 28% Share of women in all management positions 23% Share of women in junior management positions 23% Share of women in top management positions 21% Share of women in STEM-related positions 12% |
For more information on employee rights, development and diversity, please refer to the "Harmonised Growth: Nurturing Talent" chapter of CNE's 2025 ESG Report.
Customer Relationship Management
CNE stays customer-need-oriented and is committed to building a modern customer service system that enables efficient responses to customer opinions and suggestions, and continuously raises service quality and customer experience.
Customer Support and Feedback Channels
The Group has established communication channels covering a diverse range of scenarios to accommodate different customer communication preferences: customers may consult and give feedback by phone through their designated account representative; discuss business requirements in person through mutual on-site visits; or submit service evaluations and related opinions online via the semi-annual and annual customer satisfaction surveys. Issues and feedback collected through all of the above channels are assigned to designated personnel for follow-up and resolution, ensuring closed-loop handling of every request.
The Group systematically collects customer feedback through these diversified channels, analyzes the suggestions and concerns raised, and incorporates customer needs into the design and continuous improvement of its products and services. Under the Control Procedure for Customer-Related Processes, customer requirements are fully investigated and collected at the early stage of a project, and feedback is collected again through satisfaction surveys after the delivery of products/design deliverables — ensuring end-to-end coverage of customer needs from the front end through to implementation. Pursuant to the Engineering Design Return-Visit Management Regulations, regular return visits are conducted after a project is put into operation to track actual operating conditions, gather on-site issues and optimization suggestions from multiple parties, and feed them into the design process of subsequent projects, so as to continuously optimize design solutions and enhance engineering safety and stability. Where customers raise requirements involving new technologies, the Group organizes dedicated research and study, expanding its business boundaries while meeting individualized customer needs and driving continuous upgrading of its product and service system.
Complaint Handling and Resolution Process
The Group has formulated the Customer Complaint Handling and Feedback Management Regulations, establishing a systematic complaint handling procedure and response mechanism to effectively receive, investigate and resolve customer complaints, providing strong support for improving customer satisfaction and continuously optimizing products and services. Upon receiving a complaint, the Group confirms to the customer that the complaint has been received at the earliest opportunity and clearly communicates the expected timeline for complaint resolution. Throughout the handling process, the Group proactively maintains communication with the customer and provides updates on progress at each stage, safeguarding the customer relationship with a transparent and responsible approach.
Community Relations Practices
Community Engagement to Promote Clean Energy Access
The Group has formulated and published the Stakeholder Engagement Policy applicable to all operating projects, and established a full-lifecycle community communication mechanism covering the pre-project, construction, and operation phases. Through channels such as the "government–enterprise– community" tripartite communication mechanism, project coordination offices, community representative forums, and regular site visits, the Group ensures that local communities are deeply involved in the early assessment, scheme development, and operational feedback of clean energy projects. Building on this, the Group has developed a community co-development model of " ecological conservation-industry empowerment–livelihood improvement," and has launched innovative projects such as fishery-solar complementarity and grassland-solar complementarity based on local conditions.
Case Study: Sunlight Empowering Rural Areas, Photovoltaics Illuminating Livelihoods — A Record of the Household Rooftop PV Project in Hainan Dongfang City in Hainan is rich in rural solar resources, yet has long faced the predicament of a clean energy supply gap: local villagers' production and daily life completely relied on traditional thermal power, with high electricity costs, while the abundant solar resources and idle rural household rooftops remained effectively undeveloped. To activate rural green resources and address the clean energy supply shortfall, CNE leveraged its industrial strengths and professional capabilities to participate in and promote the implementation of the household distributed PV project in Dongfang City. The Group coordinated planning and adopted a scientific layout, uniformly installing PV modules on villagers' self-owned rooftops and public-area rooftops across villages, and building a safe, stable, intelligent, and efficient household PV power gene ration system. It simultaneously completed the full-process work of grid connection, grid-connection acceptance, and O&M assurance, ensuring efficient progress and reliable operation, allowing every village household to enjoy the dividends of clean energy for free and thoroughly leaving behind the old situation of clean energy deprivation in rural areas. After the project was commissioned, the energy structure of Dongfang's rural areas achieved an all-round upgrade; daily lighting and household appliance use can now rely on PV clean energy, making electricity greener, safer, and more convenient. At the same time, through a scientific revenue distribution mechanism and a long-term O&M service system, the Group promotes the stable grid connection and continuous revenue generation of PV power, turning idle rooftops into a genuine "treasure basin" for villagers to increase their income. From "no clean energy available" to "green electricity entering households," and from "idle and wasted resources" to "sunlight continuously monetized," the Group has practiced its corporate social responsibility through concrete actions, helping the household PV project in Dongfang, Hainan become a livelihood project for the green and low-carbon transformation of rural areas, and moreover a prosperity-generating project that empowers villagers to increase income and supports rural revitalization. |
Investing in Infrastructure to Improve Clean Energy Accessibility
The Group not only actively practices the integration of agriculture, animal husbandry, and ecology, but also deeply integrates clean energy development with rural governance, exploring diversified and sustainable community win-win models. On the one hand, through public welfare initiatives such as funding village bridge and road repairs and the renovation of farmland irrigation facilities, we consolidate the hardware foundation for rural development. In underserved and marginalized areas, the Group's Solar-Storage Power Station project in Xizang is equipped with supporting power infrastructure to enhance the stability of residential electricity supply in surrounding areas, effectively alleviating power shortages in marginal regions. The 100MW fishery-solar complementarity project in Jiangsu, together with the local village collective, built approximately 5.6 km of access roads under a "one road, dual use; jointly built and shared" model, catering to both power station O&M and the feeding, fishing, and aquatic product transport needs of farmers, thereby improving the production infrastructure of the area.
Energy–Water Interconnected Projects
The Group advances the coordinated and integrated management of energy and water resources through fishery-solar complementarity projects. The 100MW fishery-solar complementarity project in Jiangsu, comprehensively develops 1,910 mu of land (including 1,430 mu of effective aquaculture water surface), generating 170 million kWh in 2025 with annual fishery revenue over RMB 1 million, achieving the integration of green energy and modern fisheries. The project company and the village collective jointly promote ecological aquaculture, strictly controlling the use of fisheries medicines and feeds. PV module cleaning directly uses pond water without any added detergents, and the cleaning water flows back into the ponds; aquaculture tailwater is returned to the ponds for reuse after ecological restoration, and combined with the reduction of water surface evaporation under PV panel coverage, saves approximately 2.3 million m³ of water annually. At the Group level, water-saving cleaning technologies such as dry cleaning and micro-water cleaning are also adopted for modules; construction wastewater is treated and reused for site dust suppression and vehicle washing, and domestic sewage is treated and used for greening irrigation within the project area, achieving intensive water resource utilization.
Stakeholder Engagement Programs
CNE attaches great importance to the rights and interests of communities where projects operate. It has formulated and published the Stakeholder Engagement Policy applicable to all local operations, and established a full-cycle community communication mechanism covering the pre-project, construction, and operation phases of all local operations, ensuring that the expectations and demands of local governments and community residents are fully identified, respected, and responded to.
For more information on providing clear communication channels for local stakeholders, conducting capacity building, regularly surveying local stakeholders' perceptions of the engagement strategy, meeting with local stakeholders, tracking grievances, and related activities, please refer to the "Community Integration and Development" chapter of CNE's 2025 ESG Report.