Table of Contents
About This Report 01
Green Development
Governance Compliance Lean Management Revitalizing with Low-Carbon
Letter from the Chairman 02 Consolidating Development Shaping the Future with Quality Solutions
About 3PEAK 03 Corporate Governance Compliance 17 Product and Service Safety and Quality 38 Addressing Climate Change 68
Protection of Investors’ Rights and Interests 19 Customer Service Guarantee 45 Strengthening Environmental Management 73
Risk and Compliance Management 21 Responsible Supply Chain 49 Optimizing Resource Utilization 76
About Us 03
Adherence to Business Ethics 24 Hazardous Substance Management 78
Corporate Culture 03
Practice of Green Office 80
Milestones 04
Development Strategies and Layout 05
Honors in 2025 08
ESG Highlights in 2025 09
Innovation Leadership
Safeguarding with Secure People-Oriented
Future Outlook 81
Solutions Building a Shared Future
Sustainable Development
Governance 10 Glossary of Terms 82
Innovation-Driven Leadership 28 Employee Rights and Development 53
Data Security Protection 34 Occupational Health and Safety 64
Sustainable Development Philosophy 10
Practicing Social Responsibility 66 Index of Indicators 84
Responding to the United Nations SDGs 11
Sustainable Development Management System 12
Reader's Feedback 85
Sustainable Development Achievements 12
Stakeholder Communication 13
Due Diligence 14
Double Materiality Assessment 14
About This Report
Organizational Scope Report Publication
This is the 5th Environmental, Social and Governance (ESG) Report This report focuses on 3PEAK as the main subject, and unless other- This Report was approved by the Company’s Board of Directors on
issued by 3PEAK INCORPORATED (Stock code: 688536) to provide our wise specified, its scope aligns with the Company's annual report. March 30, 2026, and was subsequently released in conjunction with
stakeholders with comprehensive information on the Company's ESG
the Annual Report.
practices and related performance.
This Report is available in both Chinese and English. In case of
Reporting Standards discrepancies in understanding, the Chinese version prevails. The
Report can be read online or downloaded from the Shanghai Stock
Exchange's official website (www.sse.com.cn) and the 3PEAK official
This Report is prepared in accordance with the Shanghai Stock Ex-
website (www.3peak.com).
change Listed Company Self-Regulatory Guideline No. 14 - Sustainable
Reporting Period Development Report (Trial), Shanghai Stock Exchange Self-Regulatory
Guidelines for Companies Listed on the STAR Market No. 13 - Sustaina-
The reporting period is from January 1, 2025 to December 31, 2025 bility Report, and refers to the GRI Sustainability Reporting Standards of
(hereinafter referred to as the reporting period), with the report the Global Reporting Initiative (GRI), the United Nations 2030 Sustain-
issued annually. To enhance comparability, certain content has been able Development Goals (UN SDGs), and the Sustainability Accounting
extended from previous years. Standards Board (SASB) Standards.
Information Source
Appellation Description
The qualitative and quantitative information used in this Report
comes from publicly available data, internal documents, and relevant
For ease of expression and reading, 3PEAK INCORPORATED and its
statistical data from 3PEAK. Some quantitative data was estimat-
subsidiaries are referred to as “3PEAK”, “the Company”, or “we” in
ed due to the difficulty in obtaining actual data. Unless otherwise
this Report.
stated, all amounts in this Report are in RMB.
Letter from Chairman
In 2025, the global semiconductor industry continues to experience profound trans- indicators in 2025 were achieved. Building on ISO 9001 and IATF 16949 certifications, period, our Suzhou Test Plant was rated as a “2A-Level Green Factory in Suzhou”. We
formation and reshaping due to accelerating technological innovation, diversified ap- we actively implement a “zero-defect” quality culture, continuously strengthening strictly adhere to and implement the ISO 14001 environmental management system,
plication demands, and a deepening consensus on sustainable development. Amid a high-end product testing capabilities and COT process capabilities, laying a solid update and enforce hazardous substance control standards, ensure product and en-
complex and ever-changing external environment and increasing market competition, foundation for high reliability and market competitiveness, which also provides strong vironmental compliance, and strive to achieve a harmonious coexistence between the
ity, Innovation & Growth, Collaboration & Win-Win”, anchoring our strategic direction
and seizing opportunities amid challenges and driving development through innova- Collaboration & Win-Win—Creating a Resilient Ecosystem. We view the supply Looking Forward to the Future, Sailing Again under Heavy Tasks. Looking ahead,
tion. In 2025, we not only continued to push forward with technology breakthroughs chain as a close partner, dedicated to building a secure, reliable, and responsible 3PEAK will continue to closely follow global technological trends and changing cus-
and product development in high-performance analog and mixed-signal chips but also supply chain ecosystem. By improving the ESG management mechanisms for sup- tomer demands, driving technological innovation, building on sustainable develop-
further improved the ESG governance structure of “decision-making level, manage- pliers, strengthening supplier reviews, incentives, and empowerment, and executing ment, and adhering to the concept of cooperation and win-win. We will work hand-
ment level, and execution level” under the leadership of the Strategy and Sustainable responsible mineral procurement policies, we continue to promote collaborative im- in-hand with all stakeholders, actively responding to technological innovations and
Development Committee of the Board of Directors. This ensures the efficient imple- provement across the supply chain in areas such as quality, delivery, social responsi- global challenges, continuously enhancing the Company's comprehensive competi-
mentation and supervision of our sustainable development strategy, deeply integrating bility, and environmental protection. At the same time, we actively participate in the tiveness, and contributing solid “chip” power to the advancement of the semiconduc-
ESG principles into the Company's strategy and daily operations, aiming for a harmoni- development of industry standards for automotive chips and other sectors, attend tor industry, the global green and low-carbon transformation, and the creation of a
ous unity of business and social value. important industry meetings, and deepen strategic cooperation with industry chain better society!
partners to jointly promote technological progress and ecological prosperity.
Innovation as the Drive—Leading the Industry's Future. R&D innovation is the core
engine for 3PEAK's sustained development. In 2025, we remain committed to our vision People-Oriented—Creating a Better Future Together. Employees are the most val-
of “Becoming a respected leader in the semiconductor industry for general analog uable asset of 3PEAK. We are committed to providing a fair, diverse, inclusive, and
products and solutions”, strengthening R&D investment, and achieving key technolog- safe development platform for global talent. By optimizing the qualification system,
ical breakthroughs in signal chains and power management fields. We actively respond implementing a “training combined with practice” strategy, and providing smooth
to the green development trend by incorporating energy-saving and emission-reduc- communication and promotion channels for employees, we fully support the career 3PEAK INCORPORATED
tion concepts into product design, assisting customers in sectors such as new energy growth of each employee. We continually focus on employee health and safety, having
vehicles, industrial control, and data centers in achieving green and low-carbon trans- established the ISO 45001 Occupational Health and Safety Management System, and Chairman ZHIXU ZHOU
formation. organize a variety of employee activities aimed at fostering an organizational atmos-
phere of “happy work, joyful life” to inspire team cohesion and creativity.
Lean Management—Building Prominent Quality. We always regard quality as our
lifeline and adhere to the quality policy of “Providing customers with cost-competitive, Green Operation—Practicing Low-Carbon Commitments. Under the guidance of
defect-free products and services”. By continuously improving the quality manage- the “dual-carbon” goals, we systematically identify climate-related risks and opportu-
ment system covering the entire product lifecycle, deepening quality empowerment for nities, and reduce our operational carbon emissions through initiatives such as green
all employees, and implementing lean management, all annual targets for key quality office practices and optimizing data center energy efficiency. During the reporting
About 3PEAK Corporate Culture
Qualifications
About Us National Specialized, Refined,
Differential, and Innovative “Little
Founded in 2012, 3PEAK INCORPORATED (Stock code: 688536) consist- Giant” Firm
ently focuses on the research and development of high-performance, Vision Mission
high-quality, and high-reliability IC products, providing comprehensive To become a globally To provide innovative and
solutions for customers. The Company’s products cover signal chain National Intellectual Property respected analog and competitive products and
analog chips, power management analog chips, and mixed-signal chips, Advantageous Enterprise mixed-signal solution services to create value
leader in the semicon- for customers.
mainly including amplifiers, data converters, interfaces, isolation, power
ductor industry
management, reference voltage, power monitoring, and analog front
end, with the comprehensive performance of many core products already
reaching internationally advanced levels. With leading R&D capabilities, High-Tech Enterprise
Value
reliable product quality, and excellent customer service, the Company's Customer First
analog chip products have entered the supply chain systems of many Integrity and Responsibility
well-known customers, with applications covering industrial, new energy Innovation and Growth
Jiangsu Provincial Enterprise
and automotive, communication, consumer electronics, medical health Engineering Technology Collaboration and Win-Win
and other fields, forming a diversified market layout for collaborative de- Research Center
velopment in industries such as industrial, automotive, communication,
and consumer electronics.
Jiangsu Provincial Enterprise
In the future, we will keep abreast of customer needs and technology Technology Center
evolution trends, leveraging advantages in technology research and de-
velopment as well as customer resources to provide diversified analog and
mixed-signal chip solutions, continuously expanding new technologies Jiangsu Province Service-oriented
and product layouts, further consolidating our leading position, and en- Manufacturing Demonstration
hancing the Company's comprehensive competitiveness. Enterprise
Milestones 2022
market on a large scale
reference Co., Ltd.
Launched the first linear series 2019 DC-DC converters
Obtained the Integrated Circuit Design Enterprise Mass production of BMS AFE and automotive
Certification from the Ministry of Industry and In- Unveiled the first linear power management 2023 audio sensor bus products
formation Technology series
Introduced logarithmic amplifiers Expanded the global presence by setting up
sales and support offices in America, Germany,
Japan, and South Korea Automotive-grade CAN passed the most strin-
Released the first data converter series 2020 The self-built automotive-grade Test Plant in gent global EMC tests, with performance reach-
Suzhou was put into operation ing the highest international levels
Listed on the Science and Technology Innovation Raised RMB 1.801 billion through the issuance of AFE is widely applied in data center optical mod-
Board of the Shanghai Stock Exchange shares ules
lation technology and the high-current switching ceiver supporting the selective wake-up frame in bility voltage reference
Unveiled the first interface product series
voltage converter technology China Released 150V high common-mode voltage cur-
Introduced the first linear voltage regulator series
Introduced the automotive-grade ultra-low static rent sensing operational amplifier
power high-voltage LDO—TPL8031Q
verters, CAN interface chips, and instrumentation
Obtained the high-tech enterprise certification amplifiers
Development Strategies and Layout
Development Strategies
The Company is committed to developing a platform-based chip design company specializing in analog and mixed-signal technologies. We consistently focus on the research and development (R&D) of high-performance, high-quality and highly
reliable signal chain chips, power management chips, and hybrid mixed signal chips. Our goal is to provide a wide range of competitive products and solutions for clients in industrial, automotive, communications, consumer markets and other
areas.
Signal chain products: Keeping pace with Power management products: Point-targeted Hybrid mixed signal products: Synergistic Fundamental technology development: Focus
global cutting-edge standards breakthrough development on research and development
Strengthen capabilities and emphasize advantages Consolidate the foundation and drive point-targeted Develop and expand a diverse range of high-integration Increase investment in the development of automo-
breakthroughs mixed-signal products tive-grade, isolation, and other fundamental IPs and
Narrow the gap with international peer enterprises
technologies
Establish a comprehensive portfolio of analog chip Achieve synergy across product lines, offering compre-
products hensive solutions to clients Perform prospective research on processes and devices,
packaging design, automated testing, and other pro-
cesses
Manufacturing testing: Enhance upstream and downstream collaboration, Investment and mergers & acquisitions: advance a platform-based
Global R&D and sales network
autonomous COT (Customer Owned Technology) process and testing strategy
Enhance the independent testing capabilities of high-end products and strengthen Seek partners with complementary technology, products, and values
Vigorously attract global talents and drive R&D globalization
the COT wafer process capabilities
Advance the platform-based business model with a firm commitment
Establish a global technology service and sales network to better serve more
Maintain high standards of quality, and keep improving the quality and performance
clients worldwide
of products
Conduct comprehensive and deep collaboration with supply chain partners to estab-
lish a supply chain ecosystem featuring domestic and international circulations
Building R&D and Sales Networks
Worldwide sales and Technical innovation by High-quality test plant for
support a global talent pool automotive products
Major Sales Centers
South Korea
R&D Center
USA
Test Plants
Japan
Suzhou
Shanghai
R&D Center：
Shanghai Suzhou Chengdu Beijing
Tianjin Hangzhou Xi'an Shenzhen
Singapore
Sales Center：
Domestic Sales Overseas Sales
Centers Centers
Beijing Shanghai South Korea USA
Germany Shenzhen R&D and innovation are essential for 3PEAK’s steady and rapid development. The Company is generous
Xi'an Singapore in R&D investment and has established 9 R&D centers in Shanghai (Zhangjiang, Lingang, and Caohejing), Xi'an Hangzhou Germany Singapore
Hangzhou Beijing Suzhou, Chengdu, Beijing, Tianjin, Hangzhou, Xi’an, Shenzhen, and Singapore respectively, to perform
Shenzhen Japan
Chengdu Tianjin
forward-looking product development and technology planning for new products
Product Matrix
Signal Chains Power Management
Universal Operational Hall Signal Conditioning High-Speed, Low-Jitter
Temperature Sensor Buck Converter Isolation Driver Electricity Meter Boost Converter
Amplifier AFE Clock
Power Reset AC-DC/Boost-Buck
High-Speed Amplifier Precision SAR ADC CAN Transceiver LVDS Transceiver Hot Swap Controller Voltage Reference
Monitor/Watchdog Converter
Current Sensing
High-Speed ADC RS232 Transceiver High-Speed Switch Ideal Diode System Monitor Isolated Power Supply Power Switch
Amplifier
Multi-Channel RF Power Battery Monitoring Multi-Channel Power
High-Speed DAC Analog Switch Comparator Low Dropout Regulators Boost-Buck Converter
Amplifier Control AFE System AFE Management PMIC
Power Up and Down
Precision Amplifier Resistance Network Isolated Data Converter Clock Buffer Ethernet Power Supply Electronic Fuse Battery Protector
Sequence Control
Low-Noise OPA Precision SD ADC RS485 Transceiver High-Speed Bus Motor Driver Battery Charger Gate Driver MOSFET
High Common-Mode Voltage I2C Interface Extension/Level
Precision DAC Logarithmic Amplifier
Difference Amplifier Switching
Digital Isolator Video Filter Power Detection AFE Isolation Interface
Honors in 2025
Partner Recognition
Best Innovation Best Delivery Excellent Service
Best Quality Award
Award Support Award Award
Honors &
Certificates
Outstanding Supplier
Outstanding Partner
Award
Golden Bull Sci-Tech Domestic Analog IC Excellent Market
China Automotive Chip “E” First New
Innovation Award for Industry Excellence
Excellent Supplier Award Industrial Level Performance Product Product Award
Listed Company
ESG Highlights in 2025
Economic Performance Governance Performance
Operating Income Total Asset Listed company information disclosure assessment (2024-2025) Anti-corruption training coverage rate 100 %
received Grade A
RMB 2.14 billion RMB 6.88 billion 68 sessions, with 268
Anti-unfair competition training employee coverage rate
Institutional investor research sessions held
participants
Net Profit Attributable to Share- Net Asset Attributable to Share-
Number of Investor exchange meetings and performance briefings 7 There were 0 penalties imposed for violations related to in-
holders of the Listed Company holders of the Listed Company formation disclosure.
RMB 173 billion RMB 6.21 billion Number of participants in large investor exchange events 1,202 Lawsuits related to corruption 0 cases
Environmental Performance Social Performance
Suzhou Test Plant was awarded “ 2A-Level Green Factory in Suzhou” R&D Personnel: 544 persons, accounting for 62.03% of Total Employee Training Hours 89,748 hours
total employees
Scope 1 greenhouse gas emissions Water resource use intensity R&D Investment: RMB 588.19 million, an increase of Average Training Hours per Employee 102.34 hours
tonne/million RMB in revenue Employee Training Coverage 100%
Scope 2 greenhouse gas emissions Energy use intensity
Total Patents Obtained 331
Female Senior Management Ratio 33%
Total Integrated Circuit Layout Design Certificates
Obtained
Data Security and Customer Privacy Breaches cases
Greenhouse gas emission density Penalties received from regulatory authorities due to Total Intellectual Property (IP) Rights Obtained 677 Domestic Distributor Integrity Agreements, Export Con-
environmental incidents or pollutant emissions
Customer Complaint Closure Rate 100 % trol and Compliance Signatures 100%
Sustainable Development
Governance
Adhering to the sustainability management philosophy, 3PEAK
Strive to reduce the environmental
continuously improves its unique ESG governance framework
footprint of operations and design
and management mechanism, and actively integrates sustainable Environmental green products or products beneficial
development into all aspects of our operational practices.
to environmental improvement.
Through robust internal and external stakeholder communication
mechanisms, the Company listens to and responds to various
stakeholders' concerns and expectations. We also continuously
improve our ESG governance effectiveness and transparency to
drive high-quality and sustainable development.
Sustainable Development R&D
Philosophy Innovation
As a leading enterprise in the semiconductor industry for analog Ensure steady governance Provide innovative products
products and solutions, 3PEAK deeply practices sustainable and operations, ac tively and services, create a progres-
Governance Social
development principles, integrating them into all aspects of creating shareholder value. sive workplace environment,
company operations. This has resulted in an ESG management and cultivate industry talent.
system centered on R&D innovation, continuously improving
practices across environmental, social, and corporate governance
(ESG) dimensions, constantly stimulating the Company's sustain-
able development momentum, and creating long-term value for 3PEAK ESG Management Philosophy
stakeholders.
Responding to the United Nations SDGs
While steadily advancing the high-quality development of its core business, 3PEAK actively responds to the United Nations Sustainable Development Goals (SDGs), practicing sustainable development in real terms.
Governance Compliance Innovation Leadership Lean Management People-Oriented Green Development
Consolidating Development Safeguarding with Secure Solutions Shaping the Future with Quality Building a Shared Future Revitalizing with Low-Carbon
Solutions
Establish a clear governance structure I n c re a s e R & D i n v e s t m e n t a n d c o n - Improve the quality management Safeguard employees' legal rights, create an Promote energy-saving and emission
with defined responsibilities and stand- t i n u o u s l y l a u n c h h i g h -p e r fo r m a n c e , system, empower all employee s with equal and inclusive work environment, and reduction actions through energy-effi-
ardize company operations high-reliability, and green products to quality knowledge and lean manage- promote comprehensive employee develop- cient technical upgrades, installing ener-
create higher value for customers ment, enhance quality awareness, opti- ment gy-saving equipment, purchasing green
Facilitate smooth communication chan-
mize the entire production process, and
nels with investors, standardize infor- Optimize innovation incentive mecha- Organize diverse employee activities, such certificates, and other measures to reduce
improve resource utilization efficiency
mation disclosure, safeguard investors' nisms, strengthen intellectual property as club events, holiday greetings, family energy consumption
Streamline customer feedback channels,
legal rights, and publicly disclose 172 management, and promote deep inte- days, health lectures, and other enriching Suzhou Test Plant was awarded “2A-Level
optimize service response processes,
documents; the Company's information gration of innovation with business activities Green Factory in Suzhou”
conduct customer satisfaction surveys,
I m p ro v e d a t a s e c u r i t y m a n a g e m e n t Improve career development systems, Establish a hazardous material life-cycle
Company
Actions systems, implement data classification strengthen skill development, and ensure management mechanism, standardizing
Enhance risk management and conduct and protec tion, and conduc t regular Enhance the after-sales support system mutual growth of employees and the Com- the processes for procurement, storage,
regular business continuity manage - data security risk assessments and vul- to properly address customer issues. pany use, and disposal, and conduct regular
ment (BCM) to strengthen operational nerability testing Integrate supply chain risks into the risk assessments
Strengthen the occupational health and
compliance daily management of suppliers, ensur-
safety management system, regularly con- Implement paperless, energy-saving, and
ing supply chain security and stability
Regularly conduct business ethics train- duct health and safety training, hazard iden- water-saving initiatives in office spaces,
through enhanced ESG management ,
ing through online and offline channels, incentives, and empowerment tification, and emergency drills to protect optimize data center energy consumption
conveying the importance of integrity employees' physical and mental health management, and carry out green office
Strictly adhere to conflict mineral man-
and self-discipline to employees, with a training and awareness campaigns
agement requirements, prohibit the use
responsible sourcing principles
Response
to the UN
SDGs
Sustainable Development Management System
To further advance the Company's sustainable development, 3PEAK's Board of Directors established the Strategy and Sustainable Development Committee, building a three-level ESG govern- Sustainable
ance structure of “Decision-Making Level, Management Level, Execution Level”, and the Working Rules of the Board's Strategy and Sustainable Development Committee to integrate sustainability Development
strategy and topic assessment into the committee's work. The Company implements the concept of sustainable development through strategic decisions led by the Board of Directors, coordinat- Achievements
ed by the Strategy and Sustainable Development Committee, and carried out by various executive departments.
On April 11, 2025, 3PEAK received
the Group-level Silver Medal in
the 2025 EcoVadis Corporate
Board of Directors Social Responsibility Assessment,
ranking in the top 15% of over
The Board of Directors, as the highest decision-making body of ESG work, is responsible for formulating the Company's ESG strategic policy, deliberating and
Decision 150,000 global companies, mark-
deciding major ESG issues, and regularly supervising and checking the progress of ESG related matters to ensure that ESG matters are implemented in accord-
ing the Company's social respon-
ance with the Company's strategy.
sibility and sustainability practices
as world-class.
Strategy and Sustainable Development Committee
Conduct research on the strategic planning for sustainable development management, provide recommendations on the Company's sustainable development
principles, strategies, objectives, policies, and management practices, identify and assess the relevant impacts, risks, and opportunities associated with sus-
Management
tainability issues, monitor the implementation of sustainability-related initiatives, urge the Company to enhance communication with various stakeholders on
critical sustainability matters, and review the Company's annual ESG report and other disclosures related to sustainable development.
Executive Departments
The Company's R&D, operation, quality, sales, marketing, legal affairs, IT, human resources, internal audit, and other departments are the execution bodies of
Execution ESG work and in charge of the implementation of each specific ESG work. The Board Office is responsible for promoting ESG concepts within and outside the
Company, and implementing ESG policies and measures within the Company.
Sustainability Management Framework Diagram
Stakeholder Communication
Effective stakeholder communication is a key foundation for our goal management and creating shared value. 3PEAK actively engages with stakeholders, continuously improving its communication mechanisms. Through diversified and regular
communication, the company promptly understands the expectations and demands of customers, distributors, employees, suppliers, investors, industry and academic institutions, government and regulatory bodies, communities, and the public.
It responds proactively and takes effective actions to consistently create long-term value for stakeholders.
Stakeholders
Industry and Government and
Customers Distributors Employees Suppliers Investors Regulatory Agencies Community and the Public
Academia
Topics of Concern
Compensation and Benefits
R&D Innovation Manage-
Training and Career Devel-
ment Supply Chain Manage- Investor Returns
Product Quality and Safety opment Industry-University-
Product Quality and Safety ment Legal Operations Community Development
Distributor Empowerment Equality, Inclusion, and Di- Investor Rights Protection Research Cooperation
Customer Service Quality Industry Collaboration Employment Promotion Green Operations
Anti-Unfair Competition versity Corporate Governance Industry Talent Development
Business Ethics Standards Business Ethics Standards
Regulations Human Care Industry Exchanges
Conflict Minerals Manage- Sustainable Supply Chain Information Disclosure
Occupational Health and
ment Development
Safety
Communication Methods
Shareholder's Meeting
Employee Meetings and Investor Exchange Meetings
Technical Suppor t and Distributor Conferences Annual Events Disclosure of Interim An-
Technical Discussion Ses- Distributor Audits Regular Employee Training Supplier Visits nouncements and Regular
sions Distributor Training Industry Exchange Meet- Information Disclosure
Employee Clubs and Team Supplier Training Reports
Customer Surveys and Company Website
Building Activities Supplier Assessment ings/Seminars Regulatory Information
Investor Relations Section Official Accounts
Visits Promoting Industry-Aca- Reporting
Employee Satisfaction Sur- Supplier Incentives on Official Website
Customer Service Hotline demia-Research Coopera- Participation in Training
veys and Feedback Collection Phone and Email Inquiries
C u s to m e r S a t i s fa c t i o n tion and Meetings
Safety Education and Drills Shanghai Stock Exchange
Survey
e-Interactive Communica-
tion
Due Diligence
Monitor Develop Regular
Potential Response Review and
and complies with the relevant regulations, includ- Collection Area Risks Strategies Summary
Risks Strategies
ing the Shanghai Stock Exchange Listed Company
Self-Regulatory Guideline No. 14 - Sustainable Devel-
opment Report (Trial) (hereinafter referred to as No. Due Diligence Process
notification mechanism and regularly conduct sus- Double Materiality Assessment Process
tainability risk assessments. Based on the assessment
results, relevant departments carry out due diligence
on significant potential risks or events, develop target- Step 1 Step 2 Step 3 Step 4
ed management measures, and track and report the
Knowing the Company's Situation Reviewing and Updating Topic Libraries Conducting a Topic Materiality Confirming and Reporting
investigation results in a timely manner. During the re- Assessment Results
Assessment
porting period, there were no major sustainability risk
events at 3PEAK.
Analyze the realities faced in the Based on material topic libraries Assessment of impact materiality: Integrate the results of impact and
Company’s operations and man- from authoritative organizations Identify the potential or actual pos- nancial materiality assessments to
Double Materiality agement such as the Exchange Guidelines, itive or negative impacts of various form a double materiality assess-
Assessment Global Reporting Initiative (GRI), topics on the external environment, ment matrix
Analyze the external environment
society, and the economy and de-
impacting the Company, including Sustainable Development Goals Disclose relevant content in ac-
In the reporting period, in accordance with the No. 14 termine the topics that hold impact
sustainability challenges, sustaina- (SDGs) of the United Nations, SASB, cordance with the requirements of
Guideline, and referencing domestic and international materiality
bility trends in the industry, and the MSCI, etc., combined with the 2024 the No. 14 Guideline
disclosure standards and assessment methods such as Assessment of financial materiality:
Company’s upstream and down- material topic assessment results
the Shanghai Stock Exchange Self-Regulatory Guide- By analyzing impact, dependency,
stream value chain, etc. and the Company's overall business
lines for Listed Companies No. 4 - Preparation of Sus- and other factors, and considering
development for 2025, we formed
tainability Report, GRI3: Material Topics, we conducted Identify key stakeholders the judgment of experts, identify and
the 3PEAK 2025 Topic Library
a double materiality assessment for company topics. assess the risks and opportunities
The specific assessment process is as follows: under relevant topics and determine
their nancial materiality
In 2025, the results of the double materiality assessment by 3PEAK are shown in the following chart.
Importance/ Environmental
Very high
Investor Rights Protection Social Dimension Governance Dimension
Dimension Dimension
Safety and Quality of
Communications Products and Services
with Stakeholders Anti-Commercial Bribery and Anti-Corruption Safety and Quality of Prod-
Innovation-Driven
Intellectual Property Environmental ucts and Services, Innova-
Protection Compliance Management Supply Chain Security tion-Driven, Supply Chain
Double
Energy Usage Risk Management and Security, Employee Rights
Compliance Employee Rights Materiality
Usage of Water and Development and Development, Data Se-
Resources Anti-Unfair Competition
curity and Customer Privacy
Circular Economy Conflict Minerals Protection
Management Data Security and Customer
Due Diligence Privacy Protection
Financial
Impact Materiality
Waste Disposal Climate Change Tackling
Contributions to
the Society Materiality
Pollutant Discharge
Investor Rights Protection,
Environmental Compli- Intellectual Property Protec-
Communications with Stake-
ance Management, Energy tion, Conflict Mineral Man-
holders, Anti-commercial Brib-
Impact Usage, Usage of Water Re- agement, Contributions to
ery and Anti-corruption, Risk
Equal Treatment to Small and Materiality sources, Circular Economy, the Society
Medium-Sized Enterprises (SMEs) Management and Compliance,
Waste Disposal, Pollution
Anti-unfair Competition, Due
Discharge
Rural Revitalization Diligence
Climate Change Tackling
Ecosystem and Biodiversity Equal Treatment to SMEs,
Ethics of Science and Technology Environmental Other Topics Protection Rural Revitalization, Ethics
of Science and Technology
Ecosystem and Biodiversity Protection Social
Note: The Company has identified the following topics specified in the No.14 Guidelines, including “Ecosystem and Biodiversity Protection, Equal
Governance Treatment to SMEs, Rural Revitalization, Ethics of Science and Technology” as non-material topics.
and Biodiversity Protection” is not considered a material topic.
Financial Materiality Very high The Company treats small and medium-sized enterprises (SMEs) fairly without overdue payments to SMEs. Therefore, “Equal Treatment to SMEs” is
not considered a material topic.
considered a material topic.
Both Financial Materiality With Impact Materiality but With Financial Materiality but Neither Financial Materiality
and Impact Materiality without Financial Materiality without Impact Materiality nor Impact Materiality logical development. Therefore, “Ethics of Science and Technology” is not considered a material topic.
图片由AI生成
Governance Compliance
Consolidating Development
ized, and efficient governance framework, enabling the Com-
pany to achieve excellence while addressing various risks and
challenges, thereby achieving sustainable development.
Through continuous optimization of business development
strategies, strengthened risk control, and compliance operat-
ing mechanisms, we fulfill our corporate responsibilities, con-
tinuously create value for society, and deliver positive impacts
for high-quality development.
Response to SDGs
Our Actions
Corporate Governance Protection of Investors’ Risk and Compliance Adherence to
Compliance Rights and Interests Management Business Ethics
Corporate Governance
Compliance Shareholders' Meeting
such as the Company Law of the People's Republic of China (here- Board of Directors
inafter referred to as the “Company Law”), Securities Law of the
People's Republic of China (hereinafter referred to as the “Securi-
ties Law”), the Shanghai Stock Exchange (SSE) STAR Market Stock
Listing Rules, and Self-regulatory Guidelines No.1 for STAR Market
Listed Companies of SSE - Standardized Operation. We maintain
Strategy and Sustainable Remuneration and
compliance, standardize corporate operations, enhance corporate Development Committee Appraisal Committee
Nomination Committee Audit Committee
value, and seek win-win outcomes in promoting sustainable de-
velopment strategies.
Governance Structure Shareholders' Meeting
In 2025, 3PEAK revised several internal systems, including the Arti-
The convening procedure, qualifications of attendees, and voting procedures for the 3PEAK shareholders' meetings comply with relevant regulations, including
cles of Association, Rules of Procedure of the Shareholders' Meeting,
the Company Law and Regulations for Shareholder Meetings of Listed Companies. The voting for proposals at the Shareholders' Meeting adopts a combination of
and Rules of Procedure of the Board of Directors, systematically
on-site voting and online voting. To protect the investment interests and legal rights of minority shareholders, significant matters affecting their interests are sub-
refining the responsibilities, authorities, and working procedures
ject to separate voting by minority investors, and a law firm is hired to provide a legal opinion on shareholder meetings.
for decision-making, execution, and supervision. This has formed a
clear division of labor and constraint mechanism with standardized
operations. During the reporting period, the company completed
the dissolution of the Board of Supervisors in accordance with rel-
evant regulations. The original functions of the Supervisory Board Key Performance
have been assumed by the Audit Committee of the Board of Di-
rectors to ensure the continuous and effective fulfillment of super-
visory responsibilities. Prior to the cancellation of the Supervisory
Board this year, 7 meetings of the Board of Supervisors were held,
During the reporting period, the Company held 4 shareholder meetings and passed 19 items.
with 26 proposals deliberated and passed.
Board Independence
Board of Directors
The Company's independent directors strictly abide by the System of Work of Independent Directors and Special Meeting Work System for Independent Directors and
The Board of Directors strictly adheres to the Company Law, Arti- has 9 board members, of which 3 are independent directors, accounting for 33.33%. Independent directors conduct annual independence self-assessments and
cles of Association, and Rules of Procedure of the Board of Direc- submit reports. The Board of Directors evaluates the independence of independent directors, issues special opinions, and discloses them.
tors, clearly defining responsibilities, regulating the discussion and
decision-making process, and ensuring compliance. The Board of The Company's Board of Directors has established four specialized committees: the Audit Committee, Remuneration and Appraisal Committee, Strategy and Sus-
Directors, as the decision-making body of the Company's opera- tainable Development Committee, and Nomination Committee. Independent directors account for 66.7% in the Audit, Remuneration and Appraisal, and Nomination
tions, is responsible for decisions on the Company's development Committees, playing a significant role in decision-making supervision and professional consultation.
goals and major business activities.
Board of Directors Composition and Diversity
Key Performance The Company's shareholder structure is relatively dispersed, with major shareholders consisting of the Company's founders, investment funds, employee stock
plans, industrial capital, and public funds, forming a multi-party governance framework. All major matters are decided through collective decisions of the Board of
During the reporting period, Directors, ensuring the scientific and rigorous nature of decision-making. The Company successfully completed the Board of Directors, Board of Supervisors, and
executive appointments on January 10, 2025. The members of the Fourth Board of Directors come from diverse backgrounds, including IC technology, finance, au-
During the reporting period, the Company issued the Compensation Management
System for the Board of Directors and Senior Management, creating a reasonable
incentive mechanism. The compensation of directors and senior management is linked
to company performance. The Board of Directors and the Remuneration and Appraisal
Committee are responsible for conducting performance assessments of directors and
senior management. Best Practice Case of Listed Company Board Shanghai Stock Exchange Eagle Gold
of Directors by China Association for Public Quality Award - 2025 Mergers & Ac-
Companies (CAPC) quisitions Restructuring Award
Protection of Investors’ Rights and Interests Investor Relations Management
Information Disclosure Management System, and standardizing investor exchange activities and daily communication. 3PEAK engages
with investors through multiple channels, including performance briefings, investor exchange meetings, sharehold-
er meetings, investor hotlines (+86 021-58886086), email (3peak@3peak.com), and the Shanghai Stock Exchange
Listing of Stocks on the STAR Market of Shanghai Stock Exchange, and other laws and regulations. Based on the Company's actual
e-Interaction platform, responding to investors' inquiries.
situation, the Company has improved and implemented the Information Disclosure Management System and Internal Reporting
System for Material Information, actively fulfilling disclosure obligations and ensuring information is disclosed truthfully, accurately,
In 2025, the Company innovated its investor communication approach by improving the readability of regular re-
completely, and timely.
ports through “Gain Insights with One Page” and video explanations. The Company also actively operated its East
Money corporate account and official WeChat account to convey the Company's value through multimedia formats.
To prevent insider trading, the Company strictly follows the Insider Registration Management System for Listed Companies and
The Company extends its presence in key cities and capital-rich regions, such as Beijing, Shenzhen, Guangzhou,
establishes the Insider Registration Management System, ensuring that internal information management and insider registra-
and Hong Kong, to deepen connections with institutional investors nationwide. It holds topic-specific briefings
tion are strictly adhered to.
during key capital operations. We value establishing an investor feedback loop, systematically collecting and analyz-
ing market concerns, ensuring effective two-way communication, and safeguarding investors' rights to information,
participation, and benefits.
Key Performance
During the reporting period,
the Company disclosed 172 documents externally.
A
Number of institutional investor research sessions held 68
the Company's information disclosure assessment (2024-2025) received an grade, and 3PEAK received
Number of institutional investor research participants 268
the 2025 Best Practice Award for the Board Office of Listed Companies by the China Association for
Public Companies, with zero penalties for violations related to information disclosure. Number of participants in large investor exchange events 1,202
Number of investor questions answered on the Shanghai Stock Exchange
e-Interaction platform
Number of investor exchange meetings and performance briefings 7
Emphasis on Shareholder Rights Returns to Shareholders
The Company has consistently prioritized providing reasonable returns to investors. Since its listing, 3PEAK has formulated the Shareholder Divi-
Small and Medium Shareholder Protection dend and Return Plan for the Next Three Years (2022-2024) and Shareholder Dividend and Return Plan for the Next Three Years (2024-2026), imple-
menting diversified measures to stabilize and boost market confidence while continuously delivering returns to shareholders. In 2025, the Company
The Company attaches great importance to the legitimate rights and interests of plans to distribute a cash dividend of RMB 1.55 (including tax) for every 10 shares to all shareholders (excluding repurchased shares), totaling RMB
minority shareholders and continuously improves mechanisms for their protection. 21,190,344.35 yuan (including tax), representing 12.25% of the net profit attributable to shareholders of the listed company for the year.
It provides convenient conditions for minority shareholders to participate in gener-
al meetings of shareholders, including online voting. When deliberating matters that
may significantly affect the interests of minority shareholders, their votes are counted
Key Performance
separately. In director elections, the Company implements cumulative voting to effec-
tively safeguard the election rights of minority shareholders. Regarding related-party
transactions, the Company strictly follows the Related Party Transaction Management
System, adhering to standardized review procedures to ensure fair pricing and prevent
As of the end of the reporting period, the Company has distributed cash dividends totaling RMB 90.9851 million
any transfer of benefits. In addition, the Company's directors and senior management and repurchased shares amounting to RMB 111.7899 million.
actively participate in compliance and governance training organized by external pro-
fessional institutions, continuously enhancing their performance capabilities and com-
pliance awareness.
During the reporting period, the Company's directors and senior management participated in a total of
training sessions organized by the Shanghai Stock Exchange, the CSRC, law firms, and other external organizations.
Internal Control
Risk and Compliance Management
The Company strictly controls internal control processes for business operations based on the Basic
Standard for Enterprise Internal Control and the Internal Control Manual. In 2025, the Company added
Risk Management and Internal Control
content related to subsidiary management in the Internal Control Manual to promote alignment be-
tween the parent and subsidiary internal control systems, comprehensively improving overall govern-
ance and risk prevention capabilities.
Risk Management and Internal Control Systems
The Company conducts regular internal control testing, including governance, human resources, fund
The Company has established a sound risk management and internal control system, implementing the “Three Lines of De-
management, investment management, and procurement management. Based on internal control
fense” risk control responsibility mechanism, covering risk assessment, management, and internal control supervision, en-
standards, external audit institutions provide internal control audit reports.
suring effective control of risks at different levels.
Third line of defense
Business Continuity Management
Second line of defense Audit Department: Business Continuity Management (BCM) is part of
Internal audit the Company's risk management framework. Es-
tablishing the BCM system and emergency event
First line of defense Audit Department: Internal audit management system can minimize the impact from
Internal Control
major risks or emergency events on operations. The
Department: Internal Reviews high-risk internal areas
Marketing Department, control and oversight Company, in accordance with the BCM Guidelines of
and verifies whether the Compa-
Sales Center, etc.: “Improve internal management, implement effective
ny is involved in any significant
Operations management Coordinates risk management risk controls, ensure stable operations, meet the re-
legal or regulatory breaches or
efforts and designs, directs, and quirements of customers, and protect the interests
Proactively identifies and pre- major risks
oversees risk management of all stakeholders”, has constantly optimized the
vents risks in operations
Integrates internal control and Business Continuity Plan, Business Impact Analysis
Improves the risk identification
management into our daily oper- and Risk Control Procedure, and Business Continuity
and management capabilities of
ations and product development Plan Control Procedure to ensure that its business
business units, and strengthens
process
the risk management awareness operation constantly meets the requirements in ISO
and accountability of front-line 22301 business continuity management systems.
personnel ISO 22301 Business Continuity
Management System Certificate
Business Continuity Policy and Management Commitment
Case BCM Internal Auditor Training
Risk Disposition
Continuity
Continuity
BIA Risk Assessment Strategy Training Testing / Drill
Management In August 2025, the Company in-
Preparation
Continuity Plan
Development vited an external senior BCM train-
ing instructor to conduct training
BCM Process on Business Continuity Manage-
Emergency Response Plan for Incidents ment System Requirements and
Internal Auditors. All participating
Fires Infectious Diseases employees successfully passed
Supply Chain
the training exams and obtained
Strike Supply Disruption Politics/ Policy
Customer
internal auditor certificates. The
Company now has approximately
IT Failure Economics/Trade Chemical Spillage
ensuring robust protection for its
BCM BCM
Business Continuity Plan business continuity.
Quality R&D IT HR Operation
Finance Sales Admin Marketing
Compliance Management
Organization & Responsibility, Resource Diversity and Sustainable Development
Business Continuity Risk Management
management system. By optimizing process guidelines, standardizing contract management, and enhanc-
The Company conducts internal and external BCM (Business Continuity Management) training and expands the pool of ing capacity building, it continuously strengthens the compliance foundation. At the same time, each year,
BCM internal auditors through assessments, further enhancing the ability to respond to business continuity risks, effec- the Company conducts compliance risk assessments and management in key areas such as export trade
tively reducing the impact of emergencies on company operations, and strengthening business resilience. During the re- and business ethics based on compliance system requirements. During the reporting period, the company
porting period, the Company has conducted 10 BCM drills. did not experience any significant violations of laws, regulations, or legal disputes.
Trade Compliance Management
Compliance Management Measures
and continuously improved the Export Control and Sanctions Compliance Management System, establishing a review and assessment mechanism to systematical-
ly manage trade compliance risks. To systematically prevent risks related to the origin of imports and exports, the Company has established a dynamic compliance
The Company has centralized all business guidelines, reg-
management mechanism covering the entire business chain to ensure that relevant risks are dynamically monitored, proactively prevented, and closed-loop con-
ulations, common processes, and training materials on an
trolled.
Compliance online platform, ensuring efficient access and execution
Process by employees, enhancing overall compliance awareness Dynamic Identification of Internal and External
Training and Awareness
Requirements and Risks
Guidelines and operational standards.
The Company monthly updates to the trade compliance database, with The Company conducts special training for new managers, sales
regular monitoring of new regulations and impact assessments. market managers, and other key employees to improve awareness
and business compliance capabilities.
The Company has established a high-frequency contract
template library, allowing business departments to quickly
access and use the latest templates, significantly reducing
Compliant contract preparation and review time. The contract man-
Contract agement process is visualized through an online platform System Integration & Process Standardization Supervision and Continuous Optimization
Management to enhance efficiency and mitigate risks.
Trade compliance is monitored and managed through the OA system, Regular self-checks, risk monitoring, and audits are conducted through
improving efficiency and effectiveness by controlling product queries, internal controls and audit mechanisms to identify and correct execu-
and intercepting quotes or samples for controlled products automati- tion deviations.
The Company has an online and offline combined compli-
cally.
ance training system. Offline training is conducted for key
positions with scenario-based special training, and quar-
terly new employee training is organized. Online training
Compliance requires all employees to complete the course learning Tax Compliance
Capacity and exams. During the reporting period, 10 offline training
Building sessions were held, covering key areas like trade compli- The Company adheres to legal and honest tax practices and strictly follows tax management regulations for tax declaration and payment. It continuously
ance and business secrets. strengthens tax risk awareness, improves risk monitoring capabilities, and optimizes internal controls to fulfill tax obligations.
Adherence to Business Ethics Anti-Commercial Bribery and Anti-Corruption
quired to understand and follow correct business ethics, with strict prohibitions against unfair competition. It also actively maintains the order of market established and implemented the Anti-Corruption (Bribery) and Anti-Bribery Risk
competition and safeguards the legitimate rights and interests of the company and its partners. Assessment Management System, setting clear compliance boundaries. The Com-
pany has established a Business Ethics Committee, which conducts at least one
annual risk identification and assessment covering key areas such as sales and
Business Ethics Management System procurement, and develops targeted control measures accordingly. Meanwhile,
the Internal Control Department incorporates business ethics risks into the annual
heads from Internal Control, Finance, HR, and Legal departments. The Business Ethics Committee is responsible for formulating business ethics Any significant changes are promptly reported to management and relevant de-
policies and procedures, monitoring their execution, and analyzing, investigating, and addressing related ethical issues, disputes, and conflicts. partments, providing important reference for business decision-making and en-
The committee regularly holds meetings to review significant business ethics-related matters and ensure the orderly advancement and imple- suring a closed-loop risk management process.
mentation of business ethics management. The Company has developed a Code of Ethical Business Conduct, detailing principles such as conflict
of interest avoidance, anti-corruption, anti-bribery, handling of gifts and hospitality, and requiring all employees to strictly comply with these
principles in daily work and business activities.
Chairperson of the Business Ethics
Committee
Head of Internal Head of Finance Head of HR Head of Legal
Control Department Department Department Department
Business Ethics Committee Structure
Integrity Monitoring
The Company has established an Anti-Fraud and Whistleblowing Integrity Management of Business Partners
Policy, with the Audit Department acting as the permanent entity Review the report for admissibility upon receipt and de-
responsible for organizing and implementing anti-fraud initia- termine the investigation method based on the complex- The Company integrates the Business Ethics Code into its partnerships by establishing the 3PEAK
tives across the Company. The Company actively works to elimi- ity of the case. Code of Conduct for Suppliers’ Social Responsibility and Supplier Code of Integrity, which are pub-
nate bribery, kickbacks, corruption, insider trading, and abuse of Escalate to the Business Ethics Committee. The Audit lished on the website to oversee the ethical behavior of all suppliers. To prevent commercial bribery,
power, while encouraging internal and external stakeholders to Department investigates the case independently or with the Company requires suppliers to sign integrity agreements. If a supplier violates these terms, the
report non-compliant behaviors. The Company established an support from the Human Resources and other depart-
Company has the right to terminate the contract.
Anti-Fraud and Whistleblowing Policy and appointed the audit ments.
department to handle fraud-related issues within the Company.
The Company encourages both internal and external stakehold- Investigation and
ers to report non-compliant behaviors and provides a whistle- 02 evidence collection Clean Culture Development
blower email (audit@3peak.com) to ensure fairness and justice
in the process. During the reporting period, the Company did During the investigation, the person reported shall pro-
The Company actively raises employees' awareness of business ethics, regularly conducting an-
not experience any lawsuits resulting from corruption or bribery. vide information as requested and will be subject to in-
ti-bribery training through both online platforms and offline courses. The training emphasizes
quiries, interviews, and other investigations.
the importance of self-discipline in maintaining integrity. For directors and senior management,
The Company fully protects the legal rights of whistleblowers, Issue the investigation reports and handling opinions
ensuring strict confidentiality of personal data, information, the Company continues to strengthen its anti-bribery responsibilities and organizes internal an-
after the investigation is done.
and the content of reports at every stage, including reception, ti-bribery training sessions to
registration, safekeeping, and investigation. Employees violat- create a culture of integrity.
ing confidentiality regulations will face serious consequences. During the reporting period,
For reports involving real names, a “Whistleblower Special Pro- the anti-bribery specialized
tection List” is established, managed exclusively by the Audit
Submit the investigation report and handling opinions to training coverage for direc-
Department. No other units, departments, or individuals are au-
the Business Ethics Committee for decision. tors, senior management, and
thorized to access this information, except as approved by the
Employees found to have comitted fraud will be subject employees was 100%.
Company's Ethics Committee. Furthermore, the Company strictly
prohibits any form of retaliation or framing against whistleblow- to administrative dispilinary action in accordance with the
ers and witnesses. In case of violations, the Company will deal relevant regulations. If the act is a criminal offence, it will
with them according to internal regulations, and if they involve be referred to the judicial authorities for prosecution.
criminal behavior, the case will be handed over to the relevant Anti-bribery Specialized Training
judicial authorities for legal processing.
Whistleblowing and Handling Process
Anti-Unfair Competition
The Company has established a management mechanism led by the General Manager and overseen by the Legal Department, with the Business Department responsible for implementation.
Aspects Measures Aspects Measures
Specify penalties for violations of the Management Policy on Anti-monopoly and Anti-un-
fair Competition, clearly prohibiting monopoly agreements, abuse of market dominance,
Explicitly prohibit false advertising by the Company or its distributors. Misleading representa-
and other unfair competitive behaviors, such as acts of confusion, and false advertise-
tions about product performance, functionality, quality, sales status, user reviews, or past
ments.
honors are strictly forbidden.
A complaint and whistleblowing mechanism is in place to protect the rights of whistle-
Promoting fair Responsible
blowers. All marketing materials released to the public must undergo internal review to ensure compli-
competition marketing
Publish a series of micro-courses on anti-monopoly, anti-unfair competition, and commer- ance with regulations.
cial secret protection, with all employees required to take periodic exams, achieving 100%
employee training coverage.
Strictly comply with national intellectual property laws and regulations, establishing an
Improve the Trade Secret Management Policy, clearly defining the scope of protected con-
intellectual property management system composed of the Intellectual Property Manual
fidential information and ensuring coordination with the Information Security Management
and a three-tier management structure (General Manager - Management Representative
System for integrated execution.
- Legal Department) that has achieved GB/T 29490-2023 certification.
Strictly prohibit the violation of trade secrets and require all employees, customers (distrib-
Protecting Intellectual Systematically conduct infringement risk assessments, monitoring, and preventing risks
utors), and suppliers to sign non-disclosure agreements.
trade secrets property in R&D, sales, and other areas. Legal action is taken against trademark infringement and
Regular commercial secret training is conducted to raise awareness and capacity for pro- counterfeit sales. During the reporting period, the Company did not engage in any patent
protection
tecting trade secrets across the Company. infringement litigation.
Innovation Leadership 图片由AI生成
Safeguarding with
Secure Solutions
R&D innovation is a critical foundation for maintaining com-
petitive advantage and achieving sustainable development.
and management processes, continuously driving technologi-
cal and product upgrades. The Company also attaches great
importance to information security management, establishing
a comprehensive information security system that spans the
entire business process to ensure the safety and stability of
customer, partner, and internal operations.
Response to SDGs
Our Actions
Innovation-Driven Leadership Data Security Protection
Innovation-Driven Leadership Major risks/
Opportunities
Risk/Opportunity Description
Impact
Timeframe
Value Chain
Links of
Potential
Financial Measures
Impact Impact
Innovation is a key driver of the Company's growth and market leadership. 3PEAK views tech-
nology R&D as its core development engine, maintaining a strategy of independent innovation Failure to keep pace with evolv-
to further build a platformization enterprise and create greater value for customers through the ing market demands and key Establish a comprehensive R&D process system and
Lag in tech- new technologies may weaken continuously increase R&D investment
continuous launch of innovative products. Revenue
nological the product competitiveness of Long-term Operation Place emphasis on attracting and cultivating R&D
decline
R&D the Company and hinder our talent, and encourage employees to actively engage
Governance ability to meet market and cus- in innovation activities through patent incentive
tomer needs
standardization and efficiency of R&D activities, the Company strictly complies with domestic
and international laws and regulations. We have established and continuously improved a series
Due to the limitations in technical
of R&D management standards, including the Product Demand Management Procedure, IC De- secret protection measures, the- Establish a sound trade secret management system
velopment Procedure, and Project Management Procedure. Through institutionalized manage- mobility of technical personnel, and formulate relevant policies
ment, we continuously enhance R&D effectiveness and project management levels. At the same Technology and other uncontrollable factors,
Revenue Require all employees to sign confidentiality agree-
time, the Company places high importance on R&D innovation, establishing a Pre-initiation there is a risk of core technol- Long-term Operation
decline ments
leakage ogy leakage, which may result
Review Committee composed of co-founders, the general manager, and leaders of key depart-
in damage to our reputation, Enhance the awareness of trade secret protection
ments, to conduct systematic business and technical reviews of R&D projects, ensuring scientif- customer trust, and impact on among all employees
ic decision-making and efficient execution. market share
Establish a perfect market research mechanism
Strategy The emergence of certain prod-
to grasp market and technology trends, with R&D
ucts in the market experiencing personnel rotating through the market to get
New prod-
uct and boom in 2025) creates massive
opment and innovation throughout the entire product development process. In the face of the Mid-term Revenue Enrich the Company's IP portfolio and expand IP
application demand for specific chips. If the Operation
increases coverage
intense market competition in the semiconductor industry, as well as the rapid product itera- Company has corresponding tech- Long-term
opportuni- Establish a new technology research system and
tion and upgrading requirements for green production, the Company proactively identifies and nology reserves or a similar product
ties increase investment in new technology research
analyzes potential risks and opportunities. We develop targeted response measures to improve base, it can seize the competitive
Strengthen collaboration with leading companies
R&D efficiency and the conversion of results, thereby solidifying our technological leadership. advantage in the market
in new product fields
Impact, Risk and Opportunity Management
Conduct in-depth analysis of market trends, technical feasibility, potential custom-
pre-research processes at the early stage of the project to identify potential technical
process, having established the Project Risk Management Norms to integrate risk
challenges in product development, and focus on argumentation and tackling of these
identification and control systems into the entire product development process. challenges to reduce subsequent development iterations and improve efficiency.
At the same time, the Company continues to strengthen the training and capacity
building of R&D talent to improve the efficiency of technological breakthroughs Products enter large-scale 01
and result transformation, thereby enhancing overall innovation capability and production, with continuous Propose new product devel-
monitoring of product qual- opment needs, establish the
development resilience.
ity and customer feedback,
and ongoing optimization and submit to the Pre-initi-
R&D Process Optimization Pre-initiation
and improvement to ensure ation Review Committee for
Opportunity Phase
high-quality delivery. review.
To continuously enhance R&D efficiency, innovation capability, and product qual- Assessment
ity, the Company has developed the Work Guidelines for Mass Production Test-
ing and other norms, clarifying departmental responsibilities and establishing The Product Manager pro-
an efficient collaboration mechanism to ensure the orderly advancement and poses the Product Require-
Conduct small-batch trial pro- Mass-Production Initiation ments Document. The Project
high-quality delivery of R&D projects.
duction of the product, collect Phase Manager establishes the
Delivery Phase
and analyze data to optimize project team, and prepares
testing methods, and estab- Product R&D a complete project develop-
lish mass production control Process ment plan in accordance with
standards. requirements. The R&D and
Trial Produc- Design other engineering depart-
tion Phase Phase ments conduct a feasibility
Project analysis for this project.
Test the functionality, per-
Verification
formance, stability, and other
Phase
aspects of the samples to de-
Conduct chip design based
termine whether the product
meets the design standards and
requirements outlined in the
expected requirements from the
customer's perspective.
ument.
Cultivation of the R&D Team Metrics and Targets Performance Indicators for R&D Unit 2025
The Company regularly organizes R&D training activities,
shares experience, and conducts technical exchanges 3PEAK's R&D goal is to “provide advanced, innovative, and fully R&D investment RMB 10,000 58,818.88
across teams after project completion, implements sys- competitive analog and mixed signal product solutions”, with
tematic pre-job training for new employees, and arrang- clear and measurable specific indicators around key dimensions Proportion of R&D investment in operating revenue % 27.46
es R&D personnel to rotate in the marketing department such as R&D investment, R&D project expansion, and patent ap-
plications, and employs a regular tracking mechanism to ensure Number of R&D personnel Person 544
to understand market demand and cutting-edge infor-
mation, thus improving R&D efficiency. steady progress and efficient achievement of these goals.
Proportion of R&D personnel in total employee count % 62.03
R&D Incentives R&D Personnel Training Coverage % 100
The Company has put in place an incentive mechanism
that takes patent creation and product innovation as its Average R&D Personnel Training Duration Hour 124.27
core. Through the development of systems like the Patent
Award Regulations, it has precisely defined the standards
for assessing innovation performance, thereby motivat-
ing employees to wholeheartedly devote themselves to R&D Objectives and Achievements 7 21 23
technological R&D and the practical application of re-
search achievements. During the reporting period, the
During the reporting period,
Company further enhanced the effectiveness and timeli-
ness of incentives by developing bonus allocation plans
based on R&D personnel's project outcomes and addi- R&D investment increased by
Mass Production Product Quantity Target: 100%
tional contributions, and providing immediate rewards
and recognition. In addition, the company introduced the 221
achieved.
Product Line Excellence Award to recognize and reward 305
exceptional contributions from R&D personnel with im-
mediate rewards and public acknowledgment. Addition-
New R&D Projects Target: 100% achieved. Under 30 years old 30-39 years old Doctor degree Master degree
ally, the Company holds an annual innovation award,
selecting two outstanding inventors and one most valu- Patent Application Target: 40-49 years old 50-59 years old Bachelor degree Associate degree or below
able patent award during the reporting period, and has
Number of R&D personnel by age group Number of R&D personnel by education level
granted patent bonuses to over 160 individuals.
As of the end of the reporting period, 3PEAK has applied for a total of 894 patents, 290 IC layout designs, and 97 trademarks,
and has obtained 331 patents, 284 IC layout designs, and 62 trademarks. 1,500
Property Categories Applications Approvals Applications Approvals
Domestic Invention Patents 103 70 676 217 2025 2024 2023
Domestic Utility Model
Patents
Cumulative Number of Intellectual Property Grants
PCT 7 0 47 2 750
Integrated Circuit Layout
Designs
Trademarks 0 0 97 62 250
Total 164 128 1,281 677
Application of 3PEAK Clean Tech Products
Clean Tech Opportunity
With the deepening of sustainable development concepts, market attention
to green and low-carbon products continues to rise. 3PEAK fully integrates
green and environmental protection concepts into the product innovation
and R&D process, actively seizing development opportunities brought by Clean Energy Industry New Energy Vehicle Industry Battery Industry Environmental Protection Industry
clean technologies. The Company continues to focus on high-performance,
high-reliability, and green products, and steadily advances collaborative
Photovoltaic Inverter + Drive and Control Systems Battery Production Equipment VOC Environmental Monitoring
efforts with partners in green product development, continuously offering
Energy Storage System for NEVs
products and solutions that combine performance advantages with envi-
ronmentally friendly features, supporting industrial green transformation
and sustainable development.
In 2025, the Company will continue to increase R&D investment in optical
communication and power management. In the optical communication
field, as optical module rates evolve from 400G to 800G, 1.6T, and 3.2T, Industry Exchanges
the power consumption of optical modules increases. The Company has
launched 4 projects related to optical module to improve the integration
of optical modules and further reduce power consumption. In the power
taining authoritative certifications and contributing professional expertise to promote industry chain collaboration and upgrading.
management chip field, the Company has initiated six new projects focused
on more energy-efficient and higher-efficiency power management chips,
widely applied in automotive cockpits, smart driving, LiDAR, and industrial
power systems. These efforts contribute to energy-saving and emission re-
Participation in Standard Development
duction and promote the broader application of clean energy. As of the end
of the reporting period, the Company has obtained 98 valid patent grants 3PEAK, as a member or expert of standard drafting groups, has deeply participated in the full process of multiple automotive electronics industry stand-
in clean technology areas such as reducing energy consumption, saving raw ards, such as Technical Requirements and Test Methods for Automotive Controller Area Network (CAN) Transceiver Chips and Technical Requirements and
materials, and extending product lifespan. Among these, 41 patents are re- Test Methods for Automotive Local Interconnect Network (LIN) Transceiver Chips. The Company also assigns professionals to serve as members of relevant
lated to reducing energy consumption, 45 patents are related to conserving standard organizations, actively promoting the unification, improvement, and practical application of industry technical standards.
raw material use, and 12 patents are related to extending product lifespan.
Attending the 2025 Automotive Chip Ecosystem Conference and Signing a
Case Case Appearing at the 2025 Shanghai Auto Show, Showcasing Multiple Key “Chip” Trends in Automotive Electronics
Strategic Agreement with China Automobile Chip
In November 2025, 3PEAK attended the Automotive Chip Ecosystem Conference In May 2025, 3PEAK presented a range of automotive applications at
and signed a strategic cooperation agreement with China Automobile Chip. At this the “China Chip Pavilion” at the Shanghai Auto Show, showcasing a
conference, 3PEAK, as one of the core drafters of the HSMT standard, assisted in matrix of automotive-grade chip products covering 48V architecture
the establishment of the in-vehicle audio protocol standard and testing specifi- upgrades, OBC high integration, cockpit intelligence, and body control,
cations. Relevant ecosystem development results were also released at the same among other scenarios. Through a “platform + product + application”
time. Additionally, the Company showcased its self-developed audio chip inter- full-stack solution, the Company presented the technical strength of
connection testing platform, demonstrating its innovative strength. more than 200 mass-production automotive-grade chips and its inde-
pendently controlled supply chain advantages. This display reinforced
demonstrated its strength and determination to advance the domestic
automotive chip industry with cutting-edge technologies.
Automotive Chip Ecosystem Conference Site Awarded the Listed Brand of TPT1021Q-XXXX-S Series Chip Product Rec-
“Ranking of Domestic Chip Usage in Self-owned Brand Air Conditioners” ommended as the 2025 China's Innovative
Achievements in Automotive Chips
Data Security Protection Strategy
the digital environment, continuously improving its management structure, ports for its sustainable development. The Company identifies and analyzes
system framework, and reinforcing responsibility implementation and process potential risks and opportunities in daily operations and formulates targeted
control to build a solid information security defense line for both the Compa- response measures. Additionally, the Company continuously strengthens infor-
ny and its customers. mation system security control, improves its multi-layer defense system, and ef-
fectively avoids the risk of information and privacy leakage.
Governance
having established internal norms such as Information Security Management
System, Computer File Security Management System, and Laboratory Soft- Impact Value Chain
Potential Financial Measures
ware Usage and Network Usage Management Specifications, among others. Major Risks Risk Description Links of
Timeframe Impact
Impact
The Company has built a three-layer management structure consisting of
an information security committee, IT department, and information security The service disruption Strengthen cyber system security management
engineers to implement unified control over infrastructure, networks, servers, Disruption of
caused by server hardware Advance information technology development
applications, and terminal devices to ensure system security and stability. At information Short-term Operating costs
issues, network equipment Operation and information security awareness training
the same time, the Company has defined a three-year regular update mech- system ser- Mid-term increase
failures, and deliberate Implement server hardware redundancy and
anism for the above-mentioned internal norms to ensure their continued ef- vices
human damage perform regular data backups
fectiveness.
Leakage of the Company’s
Strengthen physical isolation of information
information or customer
Decision-making layer Information Security Committee Enhance awareness of information security
privacy due to malicious
Le a ka g e o f Short-term protection
intrusions, improper per- Operating costs
information Operation Establish a security protection system and
Management layer IT Department mission configurations, and Mid-term increase
and customer Downstream strengthen monitoring in restricted access
other factors, which may Long-term Revenue decline
privacy areas
expose the Company to
Execution layer Information Security Engineers Control the transmission and usage of sensitive
legal litigation and reputa-
documents
tion damage
Information Security Organizational Structure
Impact, Risk and
Opportunity Achieve physical isolation using the network access system and the intranet system, enabling isolation between the Company and the outside
Management Physical and world, between our R&D departments and non-R&D departments, and between different projects within the R&D departments.
environment security
During the reporting period, to fully identi-
fy and assess potential information security
Maintain a terminal USB port lockout and access whitelist to prevent access to unauthorized USB devices and terminals.
risks, the Company conducted an information
Continuously tighten terminal management permissions, focusing on restricting installation permissions of specific terminal computers and business
security risk assessment based on ISO 27001,
system access, while further limiting access to perimeter devices such as USB drives, optical drives, Bluetooth, and wireless network cards.
TISAX, GB/T 20984 standards, and evaluated
Optimize access control strategies and strengthen remote access control throughout the process.
the assets' importance, value, and threat level
Cyber and Complete business system inventory on the Internet side, closed a batch of non-essential externally published business systems and ports, and up-
from organizational, physical, technical, and information graded and patched critical systems retained for Internet-side business.
personnel dimensions. The assessment cov- security
Timely upgrade firewall URL libraries, intrusion prevention, antivirus, and other protection capabilities.
ered 55 risk scenarios, prioritized mitigation for
assets rated level 4 and above, and formed the
Risk Assessment Self-Check Report.
Regularly scan all files downloaded to detect and remove possible malware, viruses, or other potential threats.
Monitor printed files and use special logos or watermarks to trace the sender and receiver of files.
Adopt redundant configuration of server hardware and perform data backup at regular intervals.
Periodically conduct stock inventory and update three-level classified information (confidential, secret, and internal public information) at the company
Information Security Regular File and data
security level, covering research scope confirmation, survey template preparation, kick-off meetings, classified information collection, and information classifica-
Management
tion communication.
management system covering physical envi-
ronment, network systems, file data, and user
Establish a 24/7 security system that covers the entire site, and monitor visitors and employees in sensitive areas when they take pictures with their mobile
behavior. Through the monthly information
phones.
security report mechanism, the Company con-
Implement access control and strictly manage employee access and visitor registration.
tinuously identifies issues and optimizes im- User behavior
Monitor the data transmission conducted by employees to the outside world.
provements. security
Metrics and Targets
The Company clarifies information security and customer privacy protection
Information Security Emergency Management
management goals, ensuring that management targets are measurable and
traceable through regular tracking and dynamic reviews, continuously im-
The Company has developed a Business Continuity Plan (BCP) and improved the emergency response mechanism by deploying terminal protection, con-
proving and enhancing information security and customer privacy protection
ducting regular security inspections, etc., to ensure a fast recovery of critical business in case of virus attacks. For information leakage incidents, immediate
efforts.
remediation and reporting to the Legal Department for centralized handling are required, with tiered accountability based on severity. During the reporting
period, the Company conducted emergency drills for network security and virus attack scenarios and commissioned a third party to conduct a comprehen-
sive vulnerability scan and security enhancement of internet-side business systems.
Indicator Annual target 2025
Data security incidents 0 0
Customer data breach
Customer Privacy Protection Information Security Awareness Information System Development 0 0
incidents
IT request closure rate 95% 97.74%
quirements into the overall information information security training and as- hanced business efficiency through iterative core
security framework and establishes a sessment mechanism through its inter- systems and the implementation of new plat-
perfect customer data control mech- nal learning platform, 3PEAK Academy. forms. Specific improvements include: Optimizing
anism. Systematized tools are used to Specialized training for new employees the CRM system, simplifying the order forecasting
centrally manage customer data and is provided monthly, and annual training process, and empowering sales decision-making.
implement fine-grained access con- courses and assessments are issued to Upgrading production scheduling system logic
trol; sales data are included in the CRM all employees, with learning progress to enhance automation and support operational
system; R&D data are placed within the included in year-end performance as- decisions. Launching the SRM system for precise
internal network with strict access con- sessments. During the reporting period, management of materials and suppliers, improv-
trol. Privacy protection responsibilities employee information security training ing procurement efficiency. Enhancing internal
and operational standards are clarified coverage reached 100%. collaboration efficiency by connecting internal
for each business link. network, databases, and R&D data/processes with
subsidiaries.
Lean Management
Shaping the Future with
Quality
lished a quality management system covering the entire product
lifecycle. Through employee participation and lean management,
the Company continuously improves product quality and
resource efficiency. The Company focuses on customer relation-
ships and satisfaction feedback mechanisms, ensuring timely
responses and creating long-term value for customers in collabo-
ration with distributors. At the same time, we are committed to
building a responsible, sustainable supply chain, strengthening
ESG management and collaboration with suppliers, eliminating
the use of conflict minerals, and promoting the green and
sustainable development of the supply chain.
Response to SDGs
Our Actions
Safety and Quality of Customer Service Responsible
Products and Services Guarantee Supply Chain
Safety and Quality of Products
and Services
trol system covering the entire process, continuously advancing prod-
uct quality update and iteration, optimizing production processes, and
strengthening quality awareness to gain customer trust with high-quality
products, thereby enhancing market competitiveness.
Governance
IATF 16949 Automotive Quality Management
by the general manager and coordinated by all departments, covering ISO 9001 Quality Management System Certificate
System Certificate
all stages from R&D to after-sales. The Company has developed docu-
ments such as IC Development Procedures, Early Product Quality Planning
Procedures, and Product Reliability Verification Control Procedures, clearly
defining the classification of quality issues, traceability, and handling re-
quirements to drive continuous quality improvement and improve cus-
tomer satisfaction.
System Certification
To ensure regulatory quality work, the Company has established and
passed related management system certifications, including ISO 9001
Quality Management System, IATF 16949 Automotive Quality Manage-
ment System, ISO 26262 Automotive Functional Safety Management
System, ANSI/ESD S20.20 Electrostatic Discharge Control Management
System, and ISO/IEC 17025 CNAS Laboratory Accreditation, providing
systematic guarantees for product quality.
ISO26262 Automotive Functional Safety ANSI/ESD S20.20 Electrostatic Discharge ISO/IEC 17025 CNAS Laboratory Accreditation
Management System Certificate Control Management System Certificate Certificate
CN72147 CERTIFICATE
Product Certification
of Conformity
CERTIFICATE NO.: CQC25001483097 Valid from: Aug.22,2025
Valid until:Aug.21,2030
Registration No.: AK 50698198 0001
NAME AND REGISTERED 3PEAK INCORPORATED
ADDRESS OF THE APPLICANT 2-B303,Creativity Industry Park,No.328 Xinghu Street,Industrial Park,Suzhou-China Report No.: CN25VV7V 001
Product Digital Isolator
Holder: 3PEAK INCORPORATED
NAME AND REGISTERED 3PEAK INCORPORATED
Name and address of the applicant 3PEAK INCORPORATED ADDRESS OF THE 2-B303,Creativity Industry Park,No.328 Xinghu Street,Industrial Park,Suzhou-China
Park,Suzhou-China Suzhou City,
Name and address of the manufacturer 3PEAK INCORPORATED NAME AND LOCATION JCET Semiconductor (Suqian) Co.,Ltd. 215123 Jiangsu
Park,Suzhou-China
Product: Isolator
provide a full series of safety certifications, such as VDE, TÜV, CSA, UL,
Name and address of the factory JCET Semiconductor (Suqian) Co.,Ltd. PRODUCT NAME, MODEL Digital Isolator (Digital Isolator)
No.5 Putuoshan Rd, Susu Industrial Park, Sugian City, Jiangsu AND SPECIFICATION TPM5350S-SOAR、 TPM5350M-SOAR、 TPM5350D-SOAR、TPM5350BS-SOAR、
Note: When more than one factory, please report on page 2
Province, PR. China
TPM5350BM-SOAR、 TPM5350BD-SOAR、 TPM5350SQ-SOAR-S、 TPM5350MQ-SOAR-S、 Type designation listed on the next page
TPM5350DQ-SOAR-S、 TPM5350BSQ-SOAR-S、 TPM5350BMQ-SOAR-S、 TPM5350BDQ-SOAR-S：
Enhanced insulation，External creepage distance（ mm） ≥ 8.0，Hot cycle test 125℃，Altitude up The certificate of conformity refers to the above-mentioned product. This is to certify that
to 5000m
Ratings and principal characteristics Reinforced insulation, Ext. Cl and Cr ≥8.0mm, thermal cycling test the specimen is in conformity with the assessment requirement mentioned on the next
with 125℃. page. This certificate does not imply assessment of the production of the product and does
CQC, and CB, meeting regulatory requirements for export to major global
THE STANDARDS AND GB 4943.1-2022
TECHNICAL REQUIREMENTS not permit the use of a TÜV Rheinland mark of conformity.
Trademark (if any) Graphic mark, refer to test report.
FOR THE PRODUCTS
Certification Body
TYPE OF CERTIFICATION Type testing+Follow up factory inspection
Customer’s Testing Facility (CTF) Stage used N/A
SCHEMES
TPM5350S-SOAR, TPM5350M-SOAR, TPM5350D-SOAR, Date: 2025-10-24 ___________________________
markets like Europe and North America. In automotive-grade quality
Model / Type Ref.
TPM5350BS-SOAR, TPM5350BM-SOAR, TPM5350BD-SOAR,
TPM5350SQ-SOAR-S, TPM5350MQ-SOAR-S,
This is to certify that the above mentioned product(s) complies with the requirements of certification rules of CQC11-471543-2022. Kenny Shi
The validity of the certificate is subject to positive result of the regular follow up inspection by issuing certification body until the expiry date.
TPM5350DQ-SOAR-S, TPM5350BSQ-SOAR-S,
TPM5350BMQ-SOAR-S, TPM5350BDQ-SOAR-S
Additional information (if necessary may also be
reported on page 2)
management, the Company has updated verification requirements ac- A sample of the product was tested and found IEC 62368-1:2023
to be in conformity with The certificate information is available through the QR code below or CNCA’s website: www.cnca.gov.cn
As shown in the Test Report Ref. No. which CVC2025-0189
cording to the latest AEC Q006 standard, updated the requirements for
forms part of this Certificate
SIGNATURE:
TÜV Rheinland LGA Products GmbH - Tillystraße 2 - 90431 Nürnberg
product reliability verification, optimized documents such as New Product
Reliability Verification Procedures, and completed AEC-Q certification for
Jun.06,2025
Page 1 of 2
numerous products through internal CNAS labs and third-party collab-
oration, continuously meeting automotive-grade product reliability re-
quirements. CB CQC TÜV
UL-CA-2552802-0
Supervision and Assessment
E524241-20250603
UL-US-2571805-0
E524241-20250603 ZEICHENGENEHMIGUNG
MARKS APPROVAL
Certificate of Certificate of 3PEAK INCORPORATED
Compliance
No 328, Xinghu Street, Industrial Park
Compliance 215123 Suzhou City
Jiangsu
China
The Company has established a “trinity” internal and external quality supervision
ist berechtigt, für ihr Produkt /
is authorized to use for their product
Issued to: Magnetische und kapazitive Koppler für Verstärkte Isolierung
Certificate Number: 2-B303 Creativity Industry Park, No 328, Xinghu Street,
UL-CA-2552802-0 Industrial Park, Suzhou, Jiangsu, 215127, CN Certificate Number:
mechanism supported by IT-based data monitoring, implementing quality ac-
UL-US-2571805-0 Industrial Park, Suzhou, Jiangsu, 215127, CN die hier abgebildeten markenrechtlich geschützten Zeichen
This certificate confirms that representative samples of:
Report Reference: für die ab Blatt 2 aufgeführten Typen zu benutzen /
the legally protected Marks as shown below for the types referred to on page 2 ff.
E524241-20250603 FPPT8 - Nonoptical Isolating Devices Certified for Canada - This certificate confirms that representative samples of:
Report Reference:
Component
FPPT2 - Nonoptical Isolating Devices - Component
countability at different levels: General quality issues are corrected by department
See Addendum Page for Product Designation(s). E524241-20250603
Issue Date: See Addendum Page for Product Designation(s).
Have been evaluated by UL in accordance with the component requirements in the
Standard(s) indicated on this Certificate. UL Recognized components are incomplete Have been evaluated by UL in accordance with the component requirements in the
in certain constructional features or restricted in performance capabilities and are Standard(s) indicated on this Certificate. UL Recognized components are incomplete
intended for installation in complete equipment submitted for investigation to UL LLC. in certain constructional features or restricted in performance capabilities and are
heads and incorporated into performance evaluations. Major quality issues trigger
intended for installation in complete equipment submitted for investigation to UL LLC.
CSA Component Acceptance Service Notice No. 5A, Issue Date: Geprüft und zertifiziert nach /
Additional Information: 07-06
DIN EN IEC 60747-17 (VDE 0884-17):2021-10; EN IEC 60747-17:2020+AC:2021
See UL Product iQ at https://iq.ulprospector.com for additional information. Additional Information:
This Certificate of Compliance indicates that representative samples of the product See UL Product iQ at https://iq.ulprospector.com for additional information.
high-level accountability procedures, directly linked to the performance evaluations
described in the certification report have met the requirements for UL certification. It This Certificate of Compliance indicates that representative samples of the product
does not provide authorization to apply the UL Recognized Component Mark. Only described in the certification report have met the requirements for UL certification. It
the Authorization Page that references the Follow-Up Services Procedure for does not provide authorization to apply the UL Recognized Component Mark. Only
ongoing surveillance provides authorization to apply the UL Mark. the Authorization Page that references the Follow-Up Services Procedure for
Only those products bearing the UL Recognized Component Mark should be ongoing surveillance provides authorization to apply the UL Mark.
considered as being UL Certified and covered under UL’s Follow-Up Services. Only those products bearing the UL Recognized Component Mark should be
of directors and executives.
Look for the UL Recognized Component Mark on the product. 1 considered as being UL Certified and covered under UL’s Follow-Up Services.
Look for the UL Recognized Component Mark on the product. 1
Aktenzeichen: 5028019-4880-0003 / 318418
File ref.:
VDE Prüf- und Zertifizierungsinstitut GmbH Ausweis-Nr. 40060130 Blatt 1
VDE Testing and Certification Institute Certificate No. Page
Weitere Bedingungen siehe Rückseite und Folgeblätter /
Zertifizierungsstelle / Certification further conditions see overleaf and following pages
David Piecuch Offenbach, 2025-04-15
UL Mark Certification Program Owner David Piecuch
Any information and documentation involving UL Mark services are provided on behalf of UL LLC (UL) or any authorized
UL Mark Certification Program Owner VDE Zertifikate sind nur gültig bei Veröffentlichung unter: http://www.vde.com/zertifikat
licensee of UL. For questions, please contact UL Solutions Customer Service at https://www.ul.com/contact-us. VDE certificates are valid only when published on: http://www.vde.com/certificate
Any information and documentation involving UL Mark services are provided on behalf of UL LLC (UL) or any authorized
licensee of UL. For questions, please contact UL Solutions Customer Service at https://www.ul.com/contact-us.
2025 UL LLC. All rights reserved. Page 1 of 2
Form-ULID-019496 – ver 1.0
2025 UL LLC. All rights reserved. Page 1 of 2
Form-ULID-019496 – ver 1.0
CSA UL VDE
Strategy
satisfaction with high-standard quality management and service guarantee.
Impact Value Chain Potential Financial
Major Risks Risk Description Measures
Timeframe Links of Impact Impact
If the quality system management is out of con- Strictly adhere to whole-process quality management and control, drive continuous
Product design trol and batches of products fail to meet design Short-term internal improvements, empower quality, and implement lean management
Operation Recall costs increase
quality below quality standards, the non-conforming products Mid-term The Company controls product design, testing, production, and shipping processes,
Downstream Revenue decline
standards may reach customers, and the Company may face Long-term establishing nonconforming product control procedures
product recalls and customer complaints Establish a BCP for major quality issues and conduct regular drills
If customer service process management is in- Regular customer satisfaction surveys and improvements to issues causing dissatis-
adequate or resources are insufficient, delayed Short-term faction
Customer service Operation
responses to customer issues may lead to dissat- Mid-term Revenue decline Periodic visits to customers and distributors and conduct technical exchanges and
delays Downstream
isfaction, increased complaints, or even customer Long-term prompt issue resolution
loss Establish a customer complaint response mechanism for timely resolution
If the quality of products delivered by suppliers
Supplier delivery fails to meet Company’s standards, it may lead Short-term Upstream
Recall costs increase Strengthen supplier quality empowerment and management by conducting regular
quality is sub- to product quality and safety issues, potentially Mid-term Operation
Revenue decline audits and on-site inspections
standard resulting in regulatory penal- ties, reputational Long-term Downstream
damage, and loss of market share
Impact, Risk and Opportunity
Management Pre-Project Initiation Project Initiation Design
system based on ISO 9001, IATF 16949, and custom- tomer needs, the Company prepares complete feasibility assessments, risk design standards, DFR, DFT, and DFM
er requirements, aiming to achieve excellent product the Product Business Plan and submits analysis, and quality planning to ensure designs are carried out, along with
performance and customer satisfaction through risk it to the internal review committee for high-quality project progress. FMEA analysis and phase reviews to
analysis, lean management, continuous improvement, pre-project initiation review. ensure the design quality loop.
and quality empowerment.
Mass Production Delivery Pilot Production Engineering Validation
Implementation of finished product Wafer WAT and CP testing, IQC inspec- The Company conducts product and
shipment inspection, warehouse envi- tion (packaging, appearance), pro- process validations, covering chip elec-
ronment control, mass production data duction yield and process monitoring, trical performance tests, application
system monitoring, etc., to ensure con- critical process parameter CPK moni- tests, reliability validations, and process
tinuous and stable delivery. toring, abnormal handling, etc. validations.
Lean Management Continuous Improvement
We continue to deepen lean management, promote production process optimization, improve product design, and upgrade warehouse logistics to We have established a continuous improvement expert group and promotion
promote efficient resource allocation and strengthen market competitiveness. team, led by senior management, and developed the Continuous Improvement
Process. Every year's improvement activities follow a standardized process, in-
cluding project registration, initiation review, implementation, effect verification,
Manufacturing Engineering
result presentation, and assessment incentives. These activities cover product
Clarify responsibility of positions: Manage the manufacturing engineering in a professional level, and divide the manufacturing design, testing optimization, process efficiency, and technological improvement.
processes into three modules: wafer engineering, packaging engineering, and testing engineering.
Optimize manufacturing process: Improve product quality and yield rate through data analysis and optimization of related param-
eters as well as manufacturing processes. Quality System Implementation Team
Product Engineering
Modularize management: Manage different product lines in a modularized manner, sort out factors affecting product performance
and mass production yield, and solve problems in the introduction of new products. R&D Quality Improvement Team
Optimize customer complaint analysis: Conduct timely data interpretation and modular orientation analysis for product problems,
and provide solutions. Quality Culture
Promotion Committee
Warehouse Management
Supplier Quality Improvement Team
Implement 6S Management: Manage the warehouse site according to the 6S requirements of “SEIRI, SEITON, SEISO, SEIKETSU,
SHITSUKE, and SECURITY”, standardizing the warehouse operation and management.
Introduce digital management: Implement the warehouse management system (WMS), automatically verifying product information
by scanning QR codes, reducing human errors, and preventing omissions or incorrect shipments.
Optimize sample warehouse and e-commerce warehouse management: The system automatically locks expired products and pro- Customer Quality Improvement Team
vides replenishment reminders to ensure timely inventory adjustment; after optimizing the export customs, efficiency has increased
by 30%.
Enhance label printing: Enhance the traceability of label printing and achieve automated printing of customized labels. Quality Culture Promotion Organizational Structure
Develop consignment model: Develop an automatic warehouse tranfer function to streamline the consignment process.
Quality Empowerment
The Company actively cultivates quality culture, and conducts annual CIP eval- 3PEAK lays the foundation for continuous improvement and operational excellence by enhancing supplier quality control and strengthening
uations, quality interviews, quality tool and awareness training, etc. In 2025, we quality capacity improvement among all employees.
successfully evaluated 15 CIP projects. For example, the “Power Level Black Box
Application Solution” project, by building three major power-level black box
testing platforms covers key scenarios in industries such as industrial, automo-
Supplier Quality Management
tive, data centers, and home appliances, to validate and enhance chip reliability
We have developed a series of regulations, including Supplier Management Control Procedure and Supplier Audit Procedure, covering sup-
in real-world applications. At the same time, the team improved the Company's
pliers such as wafer fabs, packaging, and testing factories. Through systematic risk identification, strict audits, and continuous improvement,
professional reputation by publishing papers on international platforms and
we strengthen quality control throughout the supplier selection, audit, daily management, and performance assessment processes to ensure
participating in industry summits.
stable and high-quality delivery from the supply chain.
Risk identification Monitoring and audit Continuous improvement
Proactively identify common supplier Resident engineers conduct key pro- Encourage suppliers to strengthen
issues and potential supplier risks in cess walkthroughs, perform sampling their weak points through annual CIP
different dimensions, processes, and inspection on key quality data and project and the quality issue CIP pro-
factories through the quarterly One follow up on serious anomalies as re- jects.
Point Lesson (OPL) sharing. quired to help suppliers improve their Coordinate the output standards of
Require suppliers to sign Quality As- capabilities. all factories based on our different
surance Agreement Carry out regular self-assessment process standards for wafers, inter-
audits and on-site audits, as well as mediate and packaging tests; and
annual evaluations of suppliers, to empower factories failing to meet
spur them to continually improve the the requirements through meetings,
quality of their deliveries. field visits, and specific guidance.
Annual CIP Evaluation Activity Supplier Quality Management Initiatives
Employee Quality Awareness Enhancement
Metrics and Targets
The Company is committed to improving quality awareness and skills 3PEAK emphasizes product quality management by setting annual quality objectives
across the entire workforce. In 2025, by preparing a systematic quality and monitoring their achievement to ensure that quality meets customer requirements.
training program, we achieved a 100% participation and pass rate in During the reporting period, the Company did not experience any major safety or quality
quality culture courses among new employees. Meanwhile, centering incidents related to products and services, and all annual quality targets were achieved.
on quality system requirements, we organized specialized advanced
training in ECN/PCN change management, safety certification, AEC-Q
standards, business continuity management, and hazardous substance
Indicator Annual target 2025
control. All participants passed assessments and received certifications
to ensure the professional level of key processes.
Continuous improvement projects ≥ 12 Achieved
Failure rate of automotive products ≤ 1ppm Achieved
Other Highlights of Performance
During the reporting period，
achieving 100% employee quality training coverage.
Quality Special Skills Training
Customer Service Guarantee Improve Customer Service
Focusing on core customer needs, the Company has estab-
Management Procedures and Customer Complaint Handling Process, aimed at establishing long-
lished a comprehensive service system covering rapid response,
term, trust-based cooperative relationships and enhancing customer satisfaction. At the same time,
customized services, joint brand development, and localized
it strengthens distributor management by clarifying cooperation standards and responsibilities to
support overseas.
improve collaboration efficiency and create value for customers together.
On-site support: Organize FAE to provide on-site technical support to solve product and technical problems of customers in a timely manner.
Prompt
Technical exchange: Communicate with customers on the application of products and technology optimization at a deep level, and understand customers’ requirements and feedback on quality to dynamically
response
adjust and update the Company's priorities on product optimization.
Customized Customized solution: For customers’ needs of product and the application, the Company offers customized or semi-customized products and solutions, which are verified in advance of feasibility.
services
Product Multichannel promotion: Display the Company’s products and technologies through the official website, WeChat official account, product brochures, and other ways to strengthen customer understanding of
promotion products and brand recognition.
Overseas Elite team assignment: Deploy elite domestic sales and technical support (FAE) personnel to be stationed overseas, working closely with local teams to provide customers with on-site technical support and
service deep service.
support Expanding Service Network: We actively expand the overseas distributor and service network to improve regional coverage and response efficiency.
Measures to Improve Customer Satisfaction
Customer Complaint Response
According to the Customer Complaint Handling Procedures, the Company specifies the entire process from complaint acceptance to
closed-loop improvement and has established a rapid response team consisting of FAE, CQE, FA, and sales personnel. The Company sets
clear processing timelines: CQE must confirm the complaint sample and failure phenomena within 1 working day, complete preliminary
failure analysis within 1-2 working days, and provide the root cause analysis and 8D report within 5 working days. Emergency complaints
must be completed within 5 working days, and general complaints are completed within an average of 8 working days. During the re-
porting period, the complaint closure rate was 100%.
Technical Exchange with Customers
To continuously enhance the team's professional capabilities and customer product
safety, the Company conducts specialized training for sales and technical support teams,
including Consultative Sales. Externally, through customer visits and industry exhibitions, Confirm customer Complete root
Complete preliminary
we proactively convey product safety information and usage standards to customers. complaint samples and failure analysis cause analysis and
failure situations corrective actions
Customer Complaint Handling Process
In addition, in documents such as Nonconforming Product Control Procedure, Corrective and Preventive Action Control Procedure, and
Return and Replacement Management Procedure, the Company has clearly specified product recall and return/exchange management
processes and corrective action requirements to ensure that such incidents are strictly analyzed, corrective actions are formulated, and
problem management is completed.
Consultative Sales Training
Distributor Management
To standardize distributor management, the Company has established and refined the Distributor Management Work The Company holds an annual distributor conference to comprehensively review performance achievements,
Guidelines, which systematizes the introduction, change, and elimination processes for distributors. The Company has de- customer management, resource support, market environment, and future plans, promoting the update of
veloped a graded assessment and elimination mechanism, conducting annual assessments based on sales, market expan- distributor cooperation and compliance requirements. The conference includes awards for outstanding dis-
sion, payment timeliness, and customer complaints. Additionally, by improving operational manuals, upgrading the CRM tributors, establishing collaboration norms, and setting benchmarks that foster strategic alignment and posi-
system, and adding logistics tracking functions, the Company drives process standardization and digitalization to enhance tive incentives for partner relationships.
distributor service response and collaboration efficiency.
The Company maintains daily communication with distributors through multiple channels, such as
field visits and emails, regularly discussing market prospects, cooperation expansion, and business
model reviews.
Monthly regional meetings are held to synchronize project progress and customer needs.
Distributor A regular audit mechanism is established, combining both on-site and online methods for periodic
Communication distributor audits.
Outstanding distributors are awarded corresponding prizes and rewards. Annual Distributor Conference
Distributor
Incentives
The Company has strengthened management of distributor-related agreements, including integrity agree-
ments, export control, and sanction compliance commitments. Additionally, the Company regularly commu-
Periodic training is organized for distributor teams, covering product introductions, target appli- nicates management requirements to distributors, encouraging compliance with the terms of agreements.
cation analysis, failure analysis case sharing, etc., and assessment mechanisms are established to During the reporting period, the signing rate of domestic distributor integrity agreements was 100%, and the
Distributor evaluate and reinforce learning outcomes. signing rate of export control and sanction compliance commitments was also 100%.
Training
Distributor Management Measures
Customer Satisfaction Survey
Indicators Targets Achievements in 2025
In 2025, the Company continued to listen to customer feedback through satisfaction surveys, which covered various di-
mensions such as product performance-price ratio, quality and reliability, on-time delivery, communication, and techni- Survey Response Rate 80% 100%
cal support. 3PEAK non-automotive
customer
Overall Satisfaction Score 91 92.8
Survey Response Rate 80% 100%
Overall Satisfaction Score 92 97.58
Survey Response Rate 80% 91.7%
Analyze and Develop and Track and verify
Initiate customer Collect customer iCM customer
evaluate the implement im- the improvement
satisfaction surveys feedback Overall Satisfaction Score 90 90.8
feedback provement plans plans
Customer Satisfaction Survey Process
For low-rated items identified in the survey, the sales department will promptly engage with customers to gather de-
tailed feedback, and perform a comprehensive assessment by considering other information, ultimately generating a
satisfaction analysis report. Subsequently, the marketing, operations, and other relevant departments will work togeth-
er to implement the improvement measures, while the quality department is responsible for tracking and verifying the
effectiveness of these measures to ensure that a management closure is achieved. In 2025, all the customer satisfac-
tion-related targets formulated by the Company were fully accomplished.
Responsible Supply Chain Strategy
and sustainable global supply chain, viewing suppliers as key a resilient supply chain system to achieve collaborative development and long-term win-win relationships with suppliers.
partners in mutual growth. By establishing collaborative mech-
anisms and management frameworks, we continually drive
Impact Value Chain Potential
improvements in the commercial, social, and environmental Major Risks Risk Description Links of Financial Measures
Timeframe Impact Impact
performance of the supply chain, achieving long-term, win-win
outcomes. Strengthen the daily management and auditing of suppliers, diversify the supplier
Delivery disruptions or delays may base, and simultaneously establish backup plans for wafer fabrication, packaging, and
Unstable occur due to factors such as sin- testing plants to mitigate supply disruption risks and ensure delivery stability
Short-term Operation Revenue
supplier gle-source suppliers or non-com- Enhance supplier training and empowerment to motivate supplier development
Mid-term Downstream decline
Governance deliveries pliance with supplier selection
requirements
Promote the digital and intelligent transformation of the supply chain by building a
supply chain data visualization platform to monitor production, delivery, and inventory
dynamics in real time
Through internal systems like Supplier Management Pro-
cedure, New Supplier Selection and Evaluation Procedure, Improper management by sup-
pliers in ESG areas such as labor
Supplier Management Control Procedure, Supplier Audit Pro- Non-
rights, environmental protection, Enhance supplier ESG/CSR audits to build a responsible supply chain
cedure, Requirements on the Supplier, Supplier Scoring Spec- compliant Mid-term Procurement
and business ethics may lead to Operation Suppliers are required to comply with conflict-free mineral requirements and declare
ification, and 3PEAK Code of Conduct for Suppliers' Social supplier ESG Long-term costs increase
regulatory penalties or lawsuits, the source of minerals using the provided templates
management
Responsibility, the Company ensures the full lifecycle man- impacting the Company’s reputa-
agement of suppliers. This work is coordinated by the Com- tion and delivery
pany's Operations and Quality Center, with the Supply Chain
Management Department and the Quality and Engineering
Delivery interruptions caused by Capacity issues are anticipated, and distributors are required to increase stock levels appro-
Department under it working together. During the report- Supplier Short-term Upstream
factors such as geopolitical issues Revenue priately
ing period, the Company has continued to optimize relevant delivery Mid-term Operation
or trade policies impacting over- decline The Company establishes Critical Raw Material Disruption BCP and prepares backup lists
systems, focusing on improving rectification requirements interruptions Long-term Downstream
seas suppliers for wafer and packaging factories, continuously introducing alternative suppliers
after supplier audit and special control measures for auto-
motive products.
Impact, Risk and Opportunity Management Supplier ESG Management
We have developed the 3PEAK Code of Conduct for Suppliers’ Social Responsibility and continue to monitor suppliers'
implementing empowerment and incentives, and promoting the digital transformation of the supply chain, it ensures
ESG performance. At the same time, we require our cooperative suppliers to sign the Integrity Agreement. CSR investi-
the security and stability of the supply chain.
gations begin during the new supplier onboarding phase to manage ESG risks at the source. Each year, we regularly
evaluate supplier performance based on the Supplier Performance Assessment Form and the annual supplier audit
plan. Additionally, 3PEAK has established a hazardous substance management process (QC080000) to ensure that
Supplier Daily Management
products comply with environmental regulations such as RoHS, REACH, etc., and extends these environmental re-
quirements to the supply chain.
The Company strictly follows the Supplier Management and Control Procedure and Supplier Scoring Specification to
organize quarterly performance assessments for all suppliers that meet selected criteria.
Key Points for 3PEAK’s Supplier ESG Assessment
Supplier Supplier Supplier
Supplier Exit
Onboarding Management Audits
We conduct compre- Hold regular quality Conduct annual Suppliers with a quar- Labor human rights (child labor and Environmental management system
hensive reviews and review meetings to audits covering quality terly score below 60 forced labor) (ISO 14001)
assessments from address issues such systems, production points or who fail to Equality, inclusion, and diversity Sign the Environmental Protection
various dimensions as quality deviations, processes, and social pass the routine audit Occupational health and safety (ISO Agreement with suppliers
based on the Supplier production yield, responsibility manage- are required to recti- 45001) Environ- Hazardous substance control (REACH
Social
Survey, such as cost, material mix-ups, and ment, and carry out fy within a specified Code of ethics (Fair competition, an- Aspects mental regulation and RoHS standards)
Aspects
delivery, quality, tech- PCN (Product Change quarterly assessments period and undergo ti-corruption) Carbon footprint of product
nology, and social re- notification) changes based on quality, a review. If the review Trade secrets and intellectual property Pollution and waste
sponsibility, with the to drive continuous engineering, services, is not passed, the exit Quality Management System (ISO Energy consumption
best suppliers being improvements. delivery, and price. process will be initiated. 9001) Establishment of scientific carbon
selected. Social Responsibility Management targets
System (SA 8000)
Conflict minerals
Supplier Empowerment and Co-creation Supply Chain Resilience Construction
The Company has established a multi-level communication mecha-
nism, including weekly meetings, quarterly QBRs, site visits, and case
system. During the reporting period, the Company deepened cooperation with existing suppliers in areas such as capacity building, process development, cost reduc-
sharing sessions. Through the implementation of the Requirements
tion, and quality improvement. At the same time, we advanced our own testing capabilities, strengthening local supply chain collaboration and security. During the re-
on the Supplier, we clarify production control requirements. We pro-
porting period, the number of production suppliers was 75, with local suppliers accounting for 92.00% of the total supplier base (including suppliers from Hong Kong,
vide differentiated empowerment for suppliers based on perfor-
Macao, and Taiwan).
mance, organize experience exchanges for excellent suppliers, and
send email warnings with technical support for suppliers with poten-
tial risks. For suppliers requiring improvement, SQEs lead cross-de- Conflict Minerals Management
partmental guidance to ensure continuous improvement.
The Company adheres to responsible procurement commitments, ensuring that products are free from conflict minerals. We strictly comply with the OECD Due Diligence
Guidance for Responsible Supply Chains, United Nations sanctions resolutions, and applicable laws. We have developed and publicly released the 3PEAK Conflict Miner-
Supplier Incentives als Management Policy and issued the Declaration of Conflict-Free Minerals, committing not to use or indirectly purchase products or materials containing conflict miner-
als.
In 2025, the Company set up various awards, such as Best Supplier
Award, Best Service Award, Best Supplier Quality Award, Best Sup-
In terms of supplier management, we require suppliers to comply with the conflict-free requirements in the Supplier Management Control Procedure and report the
plier Support Award, Most Reliable Supplier, and Excellent Partner,
source of minerals using templates. During the reporting period, all major production suppliers completed conflict mineral declarations, and the raw materials for deliv-
to recognize partners excelling in quality, service, and support, and
ered products came from RMI-certified qualified smelters. The Company also periodically conducts supplier surveys. In 2025, the Company re-conducted conflict mineral
jointly promote supply chain optimization and sustainable develop-
survey for suppliers based on the latest CMRT and EMRT report templates on its official website. The latest EMRT templates add four minerals including copper, graphite
ment.
(natural), lithium, and nickel minerals to ensure no conflict mineral risks in the supply chain.
Metrics and Targets Indicator Annual target 2025
To ensure the supply chain meets social
responsibility and sustainable develop- Supplier Audit Plan Completion Rate 100% 100%
ment requirements, 3PEAK sets audit
plans and targets for suppliers each year
Supplier Awards Ceremony to manage and reduce supply chain risks Coverage of New Supplier BCM & CSR Investigations 100% 100%
from the source.
People-Oriented
Building a Shared Future
We are committed to creating a diverse, equitable, and inclu-
sive career development platform and workplace environ-
ment. By establishing a comprehensive training and develop-
ment system, we continuously empower employees' growth,
working together to create a brighter future. At the same
time, the Company fulfills its social responsibilities through
concrete actions, contributing to sustainable development.
Response to SDGs
Our Actions
Employee Rights Occupational Health Practicing Social
and Development and Safety Responsibility
Employee Rights and Strategy
Development Faced with a constantly changing talent market, the Company has developed a comprehensive employee strategy aimed at building a high-quality talent pool. In
sibility, Innovation & Growth, Collaboration & Win-Win”, insisting on a and fostering an atmosphere where they can enjoy work and life. In terms of employee development, we have refined our talent growth mechanisms to invigorate
“people-oriented” approach, viewing talent as the core driving force our workforce and empower both professional advancement and technical skill enhancement. In terms of employee health and safety, we reinforce occupational
behind the Company's continued progress. The Company is dedicated to health and safety management to create a secure and healthy workplace.
building a development platform that is equal, diverse, and inclusive for
Impact Value Chain Potential
employees, aiming to create a high-quality talent pool. Major Risks Risk Description Links of Financial Measures
Timeframe Impact Impact
Governance
Any employment practices involving
Improve employment policies to safeguard employee rights and interests
Failure to child labor, forced labor, discrimina-
Short-term Comply with labor standards, and strictly prohibit the use of child labor,
guarantee tory acts, or workplace harassment Operating
We strictly comply with the Labor Law of the People's Republic of China, Mid-term Operation forced labor, and gender discrimination
labor rights during business operations shall costs increase
Long-term Strengthen employee communication and provide a diverse, inclusive, and
the Labor Contract Law of the People's Republic of China, and other re- and interests result in legal lawsuits and reputa-
equitable working environment
lated laws and regulations. We have established a comprehensive reg- tion harm to the Company
ulatory system covering all aspects such as recruitment, compensation, Expand recruitment channels and proactively build a talent pool for key po-
communication, team building, training, performance, and health safety, Given the intensified industry com- sitions
petition resulting from externalmar- Regularly conduct company-wide job competency assessments and talent
including the Employee Handbook, Recruitment Management Policy, Re- Short-term
ket shifts, the Company may face Operating inventory reviews to identify high-potential employees
muneration and Benefit Management Policy, Administrative Measures for Loss of talent Mid-term Operation
the risk of losing key talent and re- costs increase Establish a qualification system and provide diverse promotion channels
Cross-Level Communication, Management Norms for Team Building Ac- Long-term
cruiting personnel who do not meet Increase investment in employee compensation and benefits to provide a
tivities, Performance Management Policy, and Internal Instructor Manage- job requirements competitive compensation package and development opportunities for em-
ment Standards, to provide a basis for standardized management and ployees
During operations, if improper
employee rights protection. The Chairman and senior management reg-
handling, inadequate safety man- Arrange regular occupational physical examinations and provide personal
ularly understand employee conditions. The company regularly monitors Occupational
agement, and similar issues lead to protective equipment for employees
employee well-being to safeguard their rights and implements programs health and Mid-term Operating
work-related diseases or frequent Operation Conduct periodic safety supervision, hazard detection, and fire drills
safety haz- Long-term costs increase
for talent development, training, and occupational health and safety. occurrences of safety incidents, it Establish an EHS management body to facilitate systematic management of
ards
may have a certain impact on em- occupational health efforts
ployees’ health
Impact, Risk and Opportunity Management
Employees’ Rights and Interests Equality, Diversity and Inclusiveness
We are committed to eliminating discrimination based on age, religious belief, nationality,
ing against industry best practices, we improve employee rights protection and talent attraction and retention measures, enhancing em- ment, and providing equal employment and promotion opportunities for female employees.
ployees' sense of belonging and recognition. At the same time, the Company actively fulfills its social responsibility by collaborating with
the local Disabled Persons' Federation to offer job positions to people with disabilities.
Talent Attraction Compliance with Labor Standards
The Company adheres to a diversified, strategic approach to talent recruitment through channels such as social recruitment, campus re-
The Company strictly adheres to national labor laws and regulations, prohibiting child labor,
cruitment, and school-enterprise cooperation, continuously strengthening its employer brand. Every year, we develop talent recruitment
forced labor, and gender discrimination. We ensure that all employees meet the legal em-
plans based on product development and business needs. In 2025, the Company held an annual campus recruitment event with the
ployment age and sign labor contracts in accordance with the law. We have established
theme “Thousand Miles of Journey, Building the Future”, attracting a large number of talents efficiently and accurately through tools like
smooth grievance channels (if employees feel their rights are violated, they can appeal to
assessment tools, optimizing online processes, holding interviews in multiple cities, and publishing information in 30 universities.
their superior and even to the Chairman directly). During the reporting period, no labor vio-
lations occurred.
Nanjing Campus Recruitment Presentation Photos Xi'an Campus Recruitment Presentation Photos
Employee Communication Compensation and Benefits
The Company has established diverse, open communication and grievance chan-
The Company has built a talent incentive
nels, where employees can provide feedback via work emails, special complaint
system with “comprehensive compensation” During the reporting period
emails, and online platforms. According to the User Handbook, employees can di-
at its core, strictly practicing equal pay for
rectly make suggestions and appeals to skip-level supervisors or the senior man-
agement team member of the Company if they have any recommendations on equal work, balancing internal fairness with
Granted
operation management. In addition, the Company holds four employee meetings external competitiveness. By integrating
annually to ensure smooth communication between upper and lower levels, and fixed income, performance-based adjust-
adjustments are made promptly based on feedback. ments, and long-term incentives, we deeply
bind individual compensation with company
The Company also regularly conducts employee satisfaction surveys covering as-
development and individual contributions,
pects like administrative management, annual health check-ups, and commercial Since the listing in 2020
achieving value sharing. Every year, the
insurance, continuously optimizing based on feedback.
Company conducts compensation surveys
to optimize the compensation system and
Implemented
Administrative Management Satisfaction: 88.92 points (total: 100 points). Granted stocks to employers for 752 person times in total
Granted restricted stocks of 5,606,797 in total
Annual Health Check-up Satisfaction:
Accounted for
Commercial Insurance Satisfaction: 4.53 points (total: 5 points). Welfare System
We provide all employees with legally required social security benefits in the regions where operations are located, along with additional
benefits like supplementary commercial medical insurance, accident hazard insurance, overseas employee flight accident insurance, meal
subsidies, communication subsidies, talent apartments, 24-hour gyms, birthday gifts, and long-service awards. The Company has estab-
In 2025, the subsidiary iCM Microelectronics also conducted a special employee satisfac-
lished the Employee Housing Loan Management Measures to provide interest-free housing loans for eligible employees in Lingang to sup-
tion survey with the overall satisfaction was 86.72 points, providing direction for future im-
port their housing needs. During the reporting period, the Company added optional commercial insurance plans for employees' spouses
provement.
and children, extending care to employees' families and addressing their concerns.
¹Data does not include iCM Microelectronics.
Working Hours and Leave Policies
We always care about the work-life balance of our employees. The
Company implements a flexible working hours system, focusing on
performance results, and gives employees more autonomy in arrang- We have established the Club Management System and allocated special funds for club activities, supporting a variety
ing their work. We offer paid leave above the statutory standard, en- of activities to enrich employees' lives. In 2025, the Company supported 21 employee clubs (such as basketball, running
suring employees' rights to annual leave, sick leave, maternity leave,
Club Activities groups, etc.), with 455 participants.
marriage leave, funeral leave, and parental leave, and provide sup-
plementary annual leave, paid sick leave, and long-service leave for
eligible employees.
In 2025, Family Day events were held in 8 cities, with a total of 630 participants, enhancing the emotional connection be-
Employee Care
tween employees' families and the Company.
Family Day Events
We regularly organize diverse employee activities to enrich their lives.
In addition to routine club activities, the Company occasionally or-
ganizes and promotes special employee activities that are either led
by clubs or derived from them.
In addition to providing legally mandated maternity leave, prenatal leave, and childcare leave, we offer maternity insur-
ance for female employees, set up mother-baby rooms, and provide special benefits during International Women's Day
and other holidays to support women's career development and work-life balance.
Care for Women
We organize a variety of welfare activities such as holiday greetings, afternoon teas, and health lectures, encouraging em-
ployees to work diligently and live joyfully.
Other Welfare
Activitie
Team-build-
ing Activity
Club
Activities
Women’s World Book
Day Day
Activities Activities
Family
Day
Events
Volleyball
Tournament
Annual
Meeting
Activities
Management of Performance Assessment
Employee Growth
The Company implements a full-process performance management system that includes goal setting, mid-term
The Company has established a systematic career development system and a comprehensive training empowerment plat- reviews, and annual assessments. In 2025, employee performance assessment coverage reached 100%. We have
form for employees. established fair feedback channels and aligned department and individual goals with the Company's strategy. At
the same time, key sustainability indicators such as product quality, customer satisfaction, supply chain security,
employee training, and information security are included in performance assessments for management and rel-
Qualification and Career Development evant departments.
The Company has developed a systematic qualification system, which is applied to talent inventory and individual devel-
opment plans (IDP), providing employees with clear career paths. During the reporting period, we revised qualification Employee Training
standards in line with strategic objectives, strengthening assessments in areas like strategic thinking and customer orien-
tation. The Company has established dual career paths for management and professionals, covering five major areas: R&D, The Company has established a training system that covers general skills training, leadership training, and
sales, operations, functions, and operations, supporting both vertical promotions and horizontal expansions. Additionally, professional skills training, combining “internal training + external sourcing” with annual employee training
through the Elite Pool Rotation Management Method and Product Line Elite Rotation Program, we cultivate employees' plans, offering a variety of online and offline training courses for employees.
cross-functional capabilities. By establishing job rotation policies and plans, the Company broadens employees’ business
perspectives and enhances their overall capabilities.
New Product Leadership ……
Establishing Standards Assessment Talent Development Training Advancement
New Sales
Chip
employee PLM Project Special
Journey
training Training
Internal
NCG
Trainer
Training
Training
Growth and Development Training System TCMM
General ability training Leadership training Professional competence training
For all employees，mainly cover rules and regulations, pro- For newly promoted managers, middle managers, senior For departments such as R&D, sales, operations, and quality,
fessionalism, and vocational skills, helping employees quickly managers, and new employees with great potential, set conduct professional competence training covering areas
integrate into the organization, understand and recognize the differentiated leadership specialized training programs to such as professional technology, finance, human resources,
Company’s values and corporate culture, and improving the empower managers and fuel outstanding employees. supply chain, and strategy.
overall quality of employees
In 2025, the Company continued to enhance its leader- In 2025, the Company launched a series of training initiatives
In 2025, the Company continued to promote a culture of ship development programs. A series of online leadership focused on enhancing professional capabilities. New product
learning by regularly recommending curated courses on topics courses was made available to all managers to support training was conducted monthly, with courses made availa-
such as AI and workplace communication. Company-wide continuous learning. Business managers were provided ble online and a total of 80 training modules developed, en-
meetings were organized to invite management, experienced with small-group, advanced leadership training, while abling business teams to quickly grasp product features and
staff, and recent graduates to share insights and experiences sales managers were provided with customized programs applications, shorten market learning cycles, and improve
gained on the job, fostering autonomous learning and devel- designed to drive performance and coach their teams product promotion efficiency. The PLM Project Empower-
opment across the organization. Meanwhile, the “NCG Train- effectively. Senior executives were further empowered ment Program strengthened product line capabilities and
ing Program” (New College Graduate) was upgraded to offer through in-depth development via EMBA programs. cultivated future business leaders. Customer-centric, prac-
more streamlined and customized training for new graduates. tice-oriented sales enablement programs were implemented,
For all new employees, a blended learning approach com- with supervisors actively coaching teams to enhance oper-
bining online and offline sessions was implemented, with the ational effectiveness and client engagement. Additionally,
addition of ice-breaking activities to accelerate skill develop- ongoing training on automotive standards, BCM, and QMS
ment and facilitate faster integration into their roles. reinforced compliance foundations and strengthened quality
awareness across the organization.
NCG “Chip Journey” Training Camp Library Corner Internal Trainer Appreciation Event
PLM Project Professional Training New employee training
The Company has established the Instructor Management Policy to encourage internal knowledge sharing and
internal trainer team building, promoting the creation of a learning organization and internal communication
and learning. During the reporting period, the Company organized internal trainer appreciation activities on
Teachers' Day, reinforcing the incentive and care for internal trainers.
The Company continues to advance the construction of the 3PEAK Academy We support employees in pursuing relevant academic courses and encourage management personnel to pursue MBA degrees and courses to improve
online learning platform. In 2025, internal original courses accounted for over their management capabilities. The Company actively supports employees in obtaining relevant professional certifications based on job requirements
workplace communication, leadership, etc., fully empowering employees' career Professional) certification training. In addition, the Company maintains collaborations with external institutions such as DDI, Rheinland, and Hualing, as-
development and improving organizational learning and training management sisting employees in understanding the latest development trends, mastering cutting-edge technologies, and improving management capabilities.
efficiency.
Metrics and Targets
health and safety.
Key Performance
Indicator Annual target 2025
By the end of the reporting period，
Employment contract signing rate 100% Achieved
and interests
Social insurance coverage rate 100% Achieved
Platform login rate reached 100% Employee growth Training program completion rate ≥ 92% Achieved
Number of occupational disease cases 0 0
Employee learning rate reached 99% Health and safety
Fire incident 0 0
Work-related injuries 0 0
Completion rate of Level 3 safety training
for new employees
Employee Performance Metrics
Employee Rights and Growth
Indicator Unit 2025
Number of labor disputes Case 0
Employee Structure
Amount invested in work-related injury insurance RMB 10,000 86.40
Total number of employees Person 877 Work-related injury insurance coverage rate % 100
Number of new hires Person 136 Percentage of female managers at the middle management
% 24
level and above
Number of disabled employees Person 5
Percentage of women in senior management positions % 33
Male Person 591
By gender Coverage rate of formal employee performance assessments % 100
Female Person 286
Total training sessions delivered to employees Session 392
Doctoral Degree Person 24 Training programs conducted Session 176
By education Master degree Person 383 Number of employees trained Person 877
background Bachelor degree Person 350 Employee training coverage rate % 100
Associate degree or below Person 120 Total training hours for employees Hour 89,748
Online training Hour 29,732
Under 30 years old Person 326
Training hours by training category
Offline training Hour 60,016
Male Hour 64,127
By age 40-49 years old Person 148 Training hours by gender
Female Hour 25,621
Average training hours per employee Hour 102.34
Training expenditure per employee RMB 10,000 177.12
Management staff Person 145 Number of management personnel trained Person 134
Technical staff Person 544 Management training hours Hour 12,884
By position
Sales staff Person 132 Number of new employees trained Person 136
Production staff Person 56 New employee training hours Hour 5,363
Occupational Health and Safety Safety Risk Management
People's Republic of China, and the Law of the People's Republic of China on Prevention and Control of Occupational Diseases. The Com-
pany always prioritizes employee health and safety, committed to creating and maintaining a zero-injury, zero-occupational disease work method to systematically identify and evaluate risks in personnel, materials, environment, and systems.
environment. The Company follows the fire safety policy of “prevention first, integrated prevention and control” and has developed safety Risk control measures are then implemented, covering engineering technology, safety management,
management systems such as the Management Norms for Fire Safety, EHS Emergency Preparation and Response Procedure. Through fire training, personal protective equipment (PPE), and emergency response.
safety training and drills for all staff, it ensures personnel safety.
Safety Emergency Management
safety management system, and built an occupational health and
safety management organization structure led by the general man-
ager, with a safety officer and dedicated safety managers. It has
viewing and organizing annual fire drills and training sessions. During the reporting period, the
developed and improved systems such as the Hazard Source Identi-
Company conducted fire safety training, initial fire suppression, chemical spill handling, and
fication and Risk Assessment Procedure, Hazard Identification System
evacuation drills as planned. Additionally, the Company has established a standardized inci-
and ensures safe operations through measures such as target man-
agement, risk grading control, hazard identification and resolution, dent investigation and handling process that covers emergency response, injury assessment,
continuous training, and emergency drills. During the reporting information reporting, incident investigation, root cause analysis, corrective actions, and re-
period, 3PEAK developed the EHS Internal Audit Plan and conducted cord-keeping to ensure that incidents are handled in a standardized and closed-loop manner.
a thorough review of the EHS system using the EHS Internal Inspec-
tion Checklist. The responsible departments were required to conduct
root cause analysis and implement corrective actions within a set
deadline. The Company held EHS management review meetings as
planned and formed an EHS Management Review Summary Report.
It has passed the annual monitoring and audit for the EHS manage-
ment system conducted by a third-party institution. In addition, the
company regularly commissions third parties to test workplace noise
levels, illumination, and other conditions, with all results during the
reporting period meeting national standards.
By the end of 2025, the Company headquarters, Suzhou Test Plant,
and iCM Microelectronics, will have passed the ISO 45001 Occupa- Evacuation drills On-site operational drills at the Company
tional Health and Safety Management System certification. ISO 45001 Occupational Health and Safety Management System Certificate
Management of Hazardous Chemicals
The Company has developed the Chemical Management Standards, which regulate the entire process of chemical purchase, transportation, Furthermore, the Company places importance on employees' physical and mental
use, and storage. During the storage phase, technical measures such as leak-proof trays and ventilation devices are implemented. Strict records health and provides first aid kits and common medications to address emergency sit-
are kept for warehouse entries and exits, and personnel operation certification is enforced. uations, safeguarding the well-being of employees. During the reporting period, the
Company organized readings and course sharing on classic psychological textbooks,
Laboratory Safety including Psychology and Life and Social Psychology, to promote mental health knowl-
edge.
The Shanghai laboratory has developed the Laboratory Management Control Procedures and the Laboratory Internal Affairs and Safety Man-
agement Procedures, specifying safety precautions for laboratory instruments and equipment use. Regular 6S inspections, safety supervision,
and hazard identification activities are carried out, with prompt reporting and handling of laboratory hazards to ensure a safe working environ-
ment. Performance Indicator Related to Occupational Health and Safety
Safety Education and Awareness
Indicator Unit 2025
education for employees. In addition, the Suzhou Test Plant conducts monthly safety meet- Number of workplace safety incidents Case 0
ings, safety promotions, and quarterly internal EHS safety briefings to dynamically report
on safety operations. All employees, long-term contractors, on-site personnel, and catering Number of work-related fatalities Person 0
staff undergo comprehensive safety training. The 2025 EHS Internal Annual Training Plan was
developed, and 12 safety training sessions were conducted throughout the year. In 2025, the Total number of work-related injuries Person 0
Suzhou Test Plant successfully executed the EHS internal training plan, covering key areas
Number of Working Days Lost due to
such as mechanical equipment safety and protective devices, environmental safety, EHS Day 0
Work-related Injury
project management, fire safety and emergency evacuation, on-the-job personnel safety
Employee health checkup completion
re-training, hazardous operations safety, chemical exposure and health risks, and accident % 100
rate
emergency processes. This laid a solid foundation for safety management. Rate of occupational hazard factor
% 100
testing
Safety Month Promotional Poster Passing rate of occupational hazard
% 100
factor monitoring
Number of newly reported occupa-
Case 0
tional diseases
Practicing Social Responsibility
core technologies with rural revitalization needs, gradually forming a sustainable empowerment model. In response to the “Home Applianc- also in its warmth and responsibility toward society. In the future, we will continue to
es Going to the Countryside” policy, the Company's power management chips have successfully entered the mainstream supply chains of air uphold the spirit of public welfare, actively give back to society, and contribute to build-
conditioners and other home appliances, with product shipments continuously increasing. Especially in the process of replacing imported air ing a more harmonious and beautiful society.
conditioner units with domestic products, our DCDC chip TPP36208, with its stable performance and scalability, has received market usage
certification from the China Household Electrical Appliances Research Institute, providing high-cost-performance domestic chip solutions to
improve the quality of life for rural residents.
In addition, 3PEAK organized employees to participate in the “2025 Double Festival Charity Run” and supported the “Hope for Pearl” public
welfare initiative to provide high-quality, equitable education to academically outstanding students from financially disadvantaged back-
grounds.
Charity Run Activity Domination Certificate
Green Development
Revitalizing with
Low-Carbon Solutions
Faced with the global consensus and urgent demand for
green and low-carbon development, 3PEAK, under the guid-
ance of the �dual-carbon� goals, adheres to a long-term
development philosophy, continuously improving its environ-
mental management system, strictly controlling the use of
harmful substances, and proactively responding to the chal-
lenges of climate change. The Company actively seizes the
opportunities of green transformation and is committed to
contributing to the low-carbon development of society
through sustainable practices.
Response to SDGs
Our Actions
Addressing Climate Strengthening Environmental Optimizing Resource Hazardous Substance Practice of
Change Management Utilization Management Green Office
Addressing Climate Change
Climate Change Governance Structure
Global climate change has become a serious challenge facing all
of humanity, and the advancement of the “dual-carbon” goals
Board of Directors
has provided a clear direction for the sustainable development of
Decision Responsible for formulating strategic policies related to climate change, reviewing and making decisions on major matters related to re-
businesses. As an important participant in the semiconductor in- sponse to the climate change.
dustry, 3PEAK deeply understands the profound impact of climate
change on industrial development, as well as the responsibility and
accountability of businesses in responding to climate change. The
Company consistently integrates the concept of green low-carbon
Strategy and Sustainable Development Committee
development into its strategic planning and full operational pro- Responsible for researching climate-related work and providing suggestions, identifying and assessing the impacts, risks, and opportunities
Management of climate change, and overseeing the implementation of related work. Regularly reporting on work effectiveness to the Board of Directors to
cesses, actively responding to the risks and opportunities brought improve the effectiveness of climate change governance.
about by climate change through diverse measures such as improv-
ing governance structures, energy conservation, emission reduction,
and driving technological innovation. This enhances the Company's
future climate adaptability and business resilience, contributing to Executive Departments
the global energy transition and sustainable development. Execution The Company's R&D, operations, marketing, EHS, and other departments are responsible for implementing specific tasks and promoting the
internal implementation of related policies and measures.
Governance
The Company integrates climate change governance into key seg-
Strategy
ments of its internal management system, establishing a clear
three-tier governance structure to ensure that climate-related risks The Company carries out climate-related strategic planning based on the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) frame-
and opportunities are systematically identified, assessed, and man- work, categorizing climate-related risks into physical risks and transition risks, while focusing on opportunities such as expanding the green market. As a leader in sem-
aged, continuously enhancing the Company's ability and resilience iconductor analog products and solutions, the Company places environmental responsibility in a key position within its sustainable development strategy, adhering to a
to respond to climate change. green operation philosophy to enhance the Company's climate adaptability.
R i s k /O p p o r t u n i t y Impact Value Chain Potential
Risk/Opportunity Description Measures
Types Timeframe Links of Impact Financial Impact
Our operational sites located in coastal areas such as Shanghai, Suzhou, and
Short-term Upstream Operating costs Closely monitor weather forecasts and develop emer-
Acute Shenzhen may be affected by typhoons and rising sea levels. Climate-related
Mid-term Operation increase gency response plans for extreme weather to enable
risks emergencies maydisrupt supplier production or logistics, affecting product de-
Long-term Downstream Revenue decline rapid reaction
livery
Physical
Risks
Conduct regular performance monitoring of existing
Chronic Rising average temperatures have led the Company to consume more energy Operating costs equipment
Long-term Operation
risks to regulate the temperature of its operational sites increase Opt for low-energy-consumption equipment for new
projects
With stricter government regulations on energy use and greenhouse gas emis-
Monitor the impact of new policies and regulations on
Policy and sions, core customers may be affected by the latest laws and policies, requiring
Mid-term Operating costs core customers and proactively track greenhouse gas
regulatory us to reduce carbon emissions during operations. This could result in the need Operation
Long-term increase emissions to promptly respond to their requirements
risks to invest additional resources in energy-saving and emission-reduction up-
related to green and low-carbon initiatives
grades
Transforma-
tional Risks
Market demand for low-carbon and green products is steadily increasing. If the Actively seek to understand customer requirements for
Company fails to launch more products that meet these requirements, it may Mid-term Operations Revenue green and environmentally friendly products, and en-
Market risks
be unable to satisfy customer needs, posing a risk of reduced orders and cus- Long-term Downstream decline hance low-power, high-performance design in product
tomer loss R&D
R i s k /O p p o r t u n i t y Impact Value Chain Potential
Risk/Opportunity Description Measures
Types Timeframe Links of Impact Financial Impact
The demand for low-power chips in the new energy and AI infrastructure sector Increase investment in the R&D of efficient, ener-
Technology is surging. If the Company fails to achieve timely technological breakthroughs Mid-term gy-saving, and low-carbon technologies, and enhance
Operation Revenue decline
risks and launch products that meet energy efficiency standards, it may lose market Long-term the capability to develop low-power-consumption
Transfor- share to competitors high-performance clean technology products
mational
Risks Investors and stakeholders are paying increasing attention to our actions on cli- Implement energy-saving and emission-reduction ini-
Reputation mate change. Failure to take proactive measures in addressing climate change Mid-term tiatives to lower energy consumption
Operation Revenue decline
risks could result in a loss of stakeholder trust and damage to the Company’s reputa- Long-term Enhance communication with stakeholders and actively
tion disclose our climate response measures
Gain insights into customer demand trends and focus
As market demand for environmentally friendly products increases, developing on the R&D of low-power and high-performance chip
Products and more products that are green and environmentally friendly will help gain great- Mid-term Operation products
Revenue increases
Services er customer recognition and trust, thereby strengthening the Company’s brand Long-term Downstream Strengthen the industry-university-research coopera-
image and market competitiveness tion to promote the application of new technologies in
green and environmentally friendly products
Actively monitor changing trends and customer de-
mands in both domestic and international new energy
With the rapid development of the new energy and AI infrastructure industry, the
Short-term markets, and strengthen market research and analysis
Opportu- Market Company can leverage its accumulated technological expertise to expand into
Mid-term Operation Revenue increases Develop new products targeted at replacing imported
nities opportunities industry markets such as photovoltaics, energy storage, and new energy vehicles,
Long-term products
thereby increasing its market share
Conduct relevant verification and certification accord-
ing to market demand for products as soon as possible
Continuously implement energy-saving and emis-
While continuously enhancing its ability to manage risks related to climate Operating
Operation sion-reduction measures, advocate for green office
Resilience change, the Company can encourage suppliers to take climate-related action, Long-term costs
Downstream practices, and encourage suppliers to take action to
thereby strengthening the resilience of the supply chain decline
address climate change
Impact, Risk and Opportunity Metrics and Targets
Management
In accordance with the No. 14 Guidelines of the SSE, the Company is advancing the es- 3PEAK responds to climate change with responsible green practices, based on the characteristics of the IC design industry, striving to
tablishment of a climate-related risk management mechanism and incorporating climate reduce the environmental impact of business activities. The Company strives to reduce energy consumption and greenhouse gas emis-
risk assessments into its business continuity risk management process, regularly iden- sions, responding to national goals of “carbon peak by 2030 and carbon neutrality by 2060”.
tifying and assessing potential physical risks, transition risks, and opportunities related
to climate change, and formulating appropriate response measures. The Company inte-
grates climate change factors into product R&D and operational planning to align with
the industry's green transformation trends and support long-term sustainable business Indicator Unit 2025
development.
GHG emission (Scope 1)¹ tCO2e 151.89
GHG emission (Scope 2)² tCO2e 5,666.64
Identify appropriate climate risks and opportu-
nities in accordance with the No. 14 Guidelines
Total GHG emissions tCO2e 5,818.53
issued by the SSE, taking into account the ex-
Climate Change Risk
ternal environmental, industry conditions, and
and Opportunity GHG emission density tCO2e/ million RMB in revenue 2.72
Identification the actual situation of 3PEAK.
Note:
Analyze the potential impact of the identified
owned by the Suzhou Test Plant. In particular, refrigerant emissions from air conditioning at other operational sites are based on estimated
Climate Change and climate risks and opportunities on the Compa-
Opportunity Impact ny’s business operations. data, except for the Shanghai Office, Chengdu Office, Suzhou Test Plant, and iCM.
Analysis 2.GHG emission (Scope 2) is derived from the greenhouse gas emissions generated by the consumption of outsourced power. In particu-
lar, greenhouse gas emissions at other operational sites are based on estimated data, except for the Shanghai Office, Shanghai Warehouse,
Chengdu Office, Suzhou Test Plant, and iCM. The CO2 emission factor for the operational sites in China is based on the national average grid
Assess the current management conditions
and applicability of significant climate risks and emission factor published in the Announcement on the Release of 2023 Electricity CO2 Emission Factor by the Ministry of Ecology and Envi-
Climate Change Risk opportunities and make appropriate strategic ronment. The CO2 emission factor for the operational sites outside China is sourced from the grid emission factors of the International Energy
and Opportunity adjustments. Agency (IEA).
Management
Case
Collaborating with Fenbeitong and DiDi to advance business travel
carbon emissions statistics and low-carbon travel.
Greenhouse Gas Emission Management
In 2025, 3PEAK continued its efforts on Scope 3 greenhouse gas manage-
the Company implements greenhouse gas reduction through institutional norms and measures to achieve effective emission control:
ment, focusing on business travel to promote low-carbon practices and fur-
ther strengthening collaboration with digital business travel platforms such
as Fenbeitong and DiDi. It conducted carbon emissions statistics for business For Scope 1 greenhouse gas emissions, supported by environmental management systems and organizational structures, the Company strictly
travel activities like flights, train tickets, and car rentals, clarifying the carbon adheres to environmental laws and regulations, and organizes environmental protection training to strengthen personnel's awareness of emission
emissions of each travel scenario, providing the foundational data for emis- reductions.
sion reduction actions. During the reporting period, by using the Fenbeitong
platform, carbon emissions from car, train, and air travel were approximately For Scope 2 greenhouse gas emissions, the Company follows the Guidelines for the Use of New Offices and the Company Water and Electricity
from electric car travel reduced carbon emissions by 26,196 kg compared equipment and purchasing green certificates, emissions are reduced at the source. The Suzhou Test Plant has implemented energy-saving pro-
to oil-based car travel. Additionally, we encourage employees to use new jects, relying on the FMCS factory management system for detailed management of key power consumption facilities. The Suzhou Test Plant has
energy vehicles. In 2025, we reduced approximately 64,221 kg of CO2 emis- officially passed the Suzhou Industrial Park Green Factory assessment and has been awarded the “2A-Level Green Factory in Suzhou” certifica-
sions through the DiDi Enterprise version platform. tion. This certification is an authoritative recognition of the Company's low-carbon sustainable development achievements and a tangible rep-
resentation of emission reduction results in its response to climate change.
For Scope 3 greenhouse gas emissions, the Company regulates the storage and use of materials, reduces losses and waste, and decreases emis-
sions during the procurement of upstream raw materials. It promotes packaging reduction, recycling, implements the reuse of exhibition materials,
encourages paperless operations in online stores, and regulates the disposal of hazardous chemicals and various types of solid waste to reduce
emissions in downstream waste disposal processes.
Strengthening Environmental Management
Environmental Compliance Management
strictly controlling pollution to actively support and promote green development concepts.
Environmental Management System
follows the Environmental Protection Law of the People's Republic of China
and other laws and regulations, integrating environmental management
into daily operations. The Company has established relevant system
documents such as the EHS Management Handbook, EHS Compliance
Obligations Management Procedure, and EHS Operational Environmen-
tal Control Procedures. It has set up an EHS management structure with
the general manager as the first person in charge, along with the man-
agement representative, employee representative, and EHS responsible
person participating in the management and cooperation across depart-
ments, providing guidance and norms for the Company's environmental
management.
By the end of the reporting period, the Company Headquarters, Suzhou
Test Plant, and iCM Microelectronics have obtained ISO 14001 Environ-
mental Management System certification. ISO 14001 Environmental Management System Certification Certificate
Environmental Management Measures
The Company emphasizes environmental risk prevention and has developed an Environmental Factor Identification and Assessment Procedure, based on product life cycle theory, which identifies the environmental risk factors in the Company's
production and operations, assesses their environmental impact, and formulates corresponding management measures based on identified environmental risks. During the reporting period, the Company identified potential environmental risks
such as fire hazards, noise pollution in the community, and soil pollution. In response, the Company has developed special risk management norms and EHS goals, actively implementing risk responses and continuous improvement.
Start In accordance with the Emergency Response Law of the People's Republic of During the reporting period, the Suzhou Test Plant conducted two internal en-
China and the National Emergency Plan for Environmental Emergencies, the vironmental protection training sessions for regional safety officers, administra-
A review team was established Company has developed an Emergency Response Plan for Environmental Inci- tors, and project personnel.
dents to address various potential environmental emergencies. The Company
Determine the requirements and also conducts regular targeted emergency drills as part of its annual emergen-
methods for environmental factor
cy exercise plan.
identification
Case
Environmental factor Identification Conduct Environmental Pollution Incident Emergency Drill
Environmental Impact Assessment On March 22, 2025, the Suzhou
Te st Plant conduc ted an en-
Identify significant environmental vironmental pollution incident
factors
emergency drill according to the
Control important environ- annual emergency exercise plan.
mental factors The drill tested the rapid response Metrics and Targets
NG mechanism for alcohol leakage in
Review The Company, in accordance with the ISO 14001 environmental management
a cleanroom environment and the
OK system requirements and its own actual situation, has established environmental
effectiveness of the cleanroom
Track the implementation and effec- objectives covering zero occurrences of environmental pollution incidents and
emergency equipment, as well as
tiveness of control measures
improving employees' emergency
ment of these objectives. During the reporting period, the Company was not
Update environmental factors response capabilities.
penalized by regulatory authorities due to environmental incidents or pollutant
emissions.
Environmental Risk Assessment Process
Pollutant and Waste Management Waste Domestic waste General industrial solid waste Hazardous waste
The Company has signed contracts with The Suzhou Test Plant has set up a tempo- The Suzhou Test Plant has also set up a
temporary storage point for hazardous
Pollutant Management the property management company for rary storage point for general solid waste
waste and signed disposal contracts with
regular waste disposal and transferred it to and signed disposal contracts with legally
licensed hazardous waste disposal units
Disposal local sanitation stations for harmless treat- licensed industrial solid waste disposal
for their disposal. The Shanghai labora-
The main pollutants involved in the production operations of 3PEAK are do-
Method ment. companies for regular harmless disposal. tory, which generates minimal hazardous
mestic sewage and factory boundary noise. The domestic sewage from the
chemical waste liquids, collects them and
Suzhou Test Plant is tested annually by a qualified testing agency and is dis- entrusts a qualified third-party organiza-
charged in compliance with the Integrated Wastewater Discharge Standards tion to handle them.
GB 8978-1996 and Quality Standards for Sewage Discharged into Urban Sewer
Systems GB/T 31962-2015, and is treated through the municipal sewage net-
work. Metrics and Target
In noise management, the Suzhou Test Plant prioritizes the use of low-noise In 2025, 3PEAK handled waste disposal as shown in the table below:
equipment and adopts basic vibration isolation and factory soundproofing
measures to reduce noise. Additionally, regular annual noise testing is con-
Indicator Unit 2025
ducted to ensure that noise emissions meet the Emission Standard for Indus-
trial Enterprises Noise at Boundary GB12348-2008.
Total Waste Management kg 60,448.3
Management of Wastes Quantity of Hazardous Waste Treated kg 700.8
General Industrial Solid Waste Management
kg 35,581
Volume
The Company has formulated the Waste Management Regulations and Haz-
ardous Waste Management Plan, with the Factory Affairs Department, General Recyclable Waste Management Volume kg 24,166.5
Affairs Department, and other departments collectively responsible for the iden-
tification, classification, and disposal of waste to ensure all waste is disposed of Note: 3PEAK adopts a fabless model, focusing on chip R&D, design, and sales, while wafer manufacturing, packaging, and testing are outsourced
legally and to avoid secondary environmental pollution. to wafer manufacturing and packaging testing companies. Therefore, industrial wastewater and exhaust gas emissions are not involved.
Optimizing Resource Utilization Optimizing Wafer Testing Process
In 2025, the Suzhou Test Plant focused on core products with
regulations. The Company has established the Water and Power Management Measures and other internal management systems to systematize energy the wafer testing process and conducting multi-position paral-
and water resource usage while implementing energy-saving technological transformations and installing energy-saving and emission-reduction equip- lel testing, the wafer-level (CP) testing duration was significantly
ment, reducing operational consumption, and promoting green operations and sustainable development. shortened, resulting in a considerable reduction in energy con-
sumption.
Energy Saving and Emission Reduction Measures
Using Energy-Efficient Equipment in Offices
Technology Transformation at the Suzhou Test Plant
The Company selects first-grade energy-efficient electrical ap-
pliances and installs LEDs, while the Suzhou Test Plant uses an
The energy-saving technological transformation in the Suzhou Test Plant includes modifying the chiller water pump system from a dual-use/
intelligent group control scheme for its refrigeration system.
standby mode to a one-use/two-standby mode. After adjustment, the low-temperature system unit operates stably, and the pump's energy
consumption per hour decreased from 22 kWh to 11 kWh.
The air compressor has been adjusted to lower the exit pressure and operates in a reduced pressure mode in the low-load interval. In the re-
porting period, this was adjusted for 153 days, saving a total of approximately 11,016 kWh of energy, reducing greenhouse gas emissions by Purchasing Green Power Certificates
In 2025, the Company purchased
green power certificates, totaling
Energy Monitoring System at the Suzhou Test Plant
emissions.
The Suzhou Test Plant has established the FMCS facility management and control system, which monitors key facilities such as the central air
conditioning and air compressor systems in real-time, ensuring the reliability of energy supply. The system uses historical data analysis, auto-
matic alarms, and maintenance warnings to achieve automatic tuning and rotation optimization of equipment, effectively improving energy
usage efficiency.
Recycling of Resources
The Company emphasizes the recycling of packaging materials, such as return boxes, anti-moisture bags, wafer cas-
settes, and trays, promoting resource recycling. During the reporting period, the Company advocated for suppliers to
work together to recycle 1,900 wafer cassettes. In addition, to reduce excessive packaging, the Company customizes
cartons according to product sizes to minimize resource waste.
Metrics and Targets
The water resource and energy usage of 3PEAK in 2025 are as shown in the table below: The Suzhou Test Plant's core indicator is reducing energy consumption per unit of output value. Energy-saving
goals are set and regularly tracked for achievement.
Indicator Unit 2025 Indicator Annual target Achievement status of 2025
Water consumption tonne 20,025.92 CP energy consumption Achieved, with actual CP energy
Energy consumption per
Water use intensity tonne/million RMB in revenue 9.35
unit of output
FT energy consumption Achieved, with actual FT energy
Electricity consumption kWh 10,683,947.09 0.02kWh/Kea consumption of 0.015 kWh/Kea
Energy consumption tons of standard coal 1,313.06
Note:
tons of standard coal/million RMB mated and calculated based on per capita water use at the Chengdu office.
Energy use intensity 0.61 2.Electricity consumption, excluding the Shanghai office, Shanghai warehouse, Chengdu office, Suzhou Test Plant, and iCM Microe-
in revenue
lectronics, was estimated and calculated internally by the Company for other operational sites.
Hazardous Substance Management Hazardous Substance Process Control
As a responsible enterprise, 3PEAK attaches great importance to the green requirements of raw materials, always adheres to the guide- 3PEAK strictly complies with EU directives such as Restriction of Hazardous Substances (RoHS),
line of “complying with environmental regulations, controlling hazardous substances, and producing green products”, and controls EU's Registration, Evaluation, Authorization and Restriction of Chemicals (REACH), Persistent
hazardous substances at the source. We have published conformity declarations, such as ROHS Compliance Declaration and Non-use of Organic Pollutants (POPs), New Regulation on Packaging and Packaging Waste (EU) 2025/40
REACH Controlled Substances Guarantee on our official website, publicly committing to all sectors that our products do not contain any (PPWR), and other international regulations and customer requirements. The Company has
hazardous substances beyond the limits specified by the RoHS. Moreover, we strictly refrain from using high-risk chemicals regulated by formulated Environmental Hazardous Substances Management Procedures, specifying the
the REACH directive. In 2025, based on updates to EU regulations, 3PEAK revised its Environmental Hazardous Substances Management testing items, limits, and requirements to comply with the corresponding directives for prod-
Procedures and Prohibited Substance List, and promptly conducted supplier investigations and confirmations, updating the Non-use of ucts or materials. Simultaneously, following the IECQ QC080000 Hazardous Substance Process
REACH Controlled Substances Guarantee and publishing it on the Company's website. Management System, the Company implements full-process hazardous substance manage-
ment covering procurement and supplier management, incoming material inspection, process
Every year, we set and track hazardous substance management goals to ensure compliance with hazardous substance management. control, and exception handling. During the reporting period, we updated the list of prohibited
During the reporting period, the hazardous substance management goals we set and their achievement status were as follows: substances in accordance with the latest laws and regulations, adding controlled substances
such as ELV, POPs, REACH, SVHC, etc., to ensure that the chemicals used in our products or
materials comply with RoHS, REACH, and other relevant requirements.
Indicator Annual target Achievements status of 2025
Frequency of abnormal occurrence of
hazardous substances in raw materials
RoHS report compliance rate 100% Achieved
Number of complaints about hazardous
substances from customers
Process Management According to Legal/ Incoming Material Process Management Material Monitoring
Regulatory and Customer Requirements Before new materials are stored, their hazardous sub- The Quality and Engineering Department regularly
Collect and identify legal regulations and customer stance test reports, MSDS reports, etc., are collected monitors material compliance with hazardous sub-
requirements, and review them. Provide feedback to to confirm that materials meet environmental protec- stances, systemically controlling third-party inspection
customers or update document lists based on review tion requirements. After approval, they enter the qual- reports and the validity of SDS (Safety Data Sheet) to
results. ified environmental material library. ensure timely warning and retention.
Nonconforming Products Handling Quality Control Supply Chain Process Management
Scrap nonconforming products due to hazardous sub- Before mass production, collect and confirm the ma- Prioritize suppliers with QC080000 certification.
stance OOS. terials' composition list, RoHS and halogen-free test- Evaluate the hazardous substance management system
Analyze the reasons for defective products and verify ing reports, and REACH testing reports or statements. of suppliers according to the annual supplier audit plan.
the effectiveness of corrective actions. Conduct relevant surveys for suppliers when legal and
regulatory updates occur.
Hazardous Substance Process Management Training
sales, FAE, CQE, packaging PE, and SQE, covering the Company's hazardous substance management policy and goals, relevant laws and regulations, hazardous substance management procedures, and customer requirements for haz-
ardous substance management. More than 40 people participated in the training, with 24 compulsory participants. The training completion rate was 100%, and the exam pass rate was 100%.
Practice of Green Office
Regulating Consumable Usage Management
The Company has formulated the Guidelines for the Use of New Offices and is fully practicing sustainable develop-
ment. Environmental impact from office operations is minimized through multiple measures, including data center
energy optimization, promotion of paperless offices, enhanced energy and water management, and implementa- Optimize scanning output settings, defaulting to use “last page in color, other pages in black and
tion of waste sorting. white” or fully black and white mode. Used printer cartridges are sent to third-party agencies for
Green Office Initiatives unified recycling.
Data Center Energy Optimization
Compliance Disposal of Electronic Waste
In 2025, while ensuring the stable operation of the data center, we proactively increased the tem-
perature limits for summer and winter and optimized simulation computing power parameters, re- Electronic waste is handled and recycled by qualified third-party organizations to ensure compliant
sulting in a reduction in overall electricity consumption compared to 2024. and green disposal.
Promotion of Paperless Office
Implement Waste Sorting
We equipped electronic conference screens that support handwriting to further reduce paper con- The Company implements standardized waste sorting throughout all departments, reducing waste at
sumption in various office scenarios. Additionally, we comprehensively applied the electronic signa- the source and promoting resource recycling.
ture system in some business processes, such as contract signing, and used electronic promotional
brochures. During the reporting period, the Company processed 1,810 related transactions. It is
estimated that each transaction saved about 15 pages of paper, totaling more than 27,000 pages
saved throughout the year, significantly reducing paper waste. Indicator 2024 2025 Year-on-Year
Decrease
Strengthening Energy and Water Resource Management Printer paper usage (pages) 267,634 238,818 10.77%
Average paper usage per person
A patrol mechanism has been established to ensure that all air conditioning and lighting equip- 372.75 312.59 16.14%
(pages)
ment is turned off outside of working hours. Low-water-consumption devices have been installed
to replace traditional bottled water, saving water resources.
Note: Covering the Company Headquarters.
Future Outlook
Keep Moving, Never Stop. 3PEAK, as a leading provider of general analog products and solutions in the semiconductor industry, always regards sustainable development as the core engine of value creation for the enterprise. Based on the ESG
achievements made in 2025, we will continue to optimize our governance system, deepen environmental management, and strengthen social responsibility, aiming to become a leader in the semiconductor industry's sustainable development.
Looking ahead, 3PEAK Will:
Drive Robust governance and Strive for Steady Progress. Continue to optimize governance structures, strengthen risk control and compliance operations; enhance the transparency and quality of information disclosure and actively respond to
stakeholder expectations; ensure long-term, steady development of the Company through robust internal controls and business ethics, safeguarding investors' legitimate rights.
Embrace Responsibility and Build the Future Together. Uphold a people-centered approach, continue to build a diverse, equal, and inclusive workplace environment; further improve employee rights protection, career development, and care
systems to safeguard employee health and safety; deepen collaboration with customers, suppliers, and partners to build a safe, reliable, and responsible industrial ecosystem; actively engage in community development and public welfare, using
technological expertise to give back to society and create shared value.
Enable Green Chip Intelligence and Empower with Low-Carbon Solutions. Firmly support the national “dual-carbon” strategy, continuously improve climate change governance and response mechanisms, further promote energy conserva-
tion and emission reduction through technology upgrades and refined management to lower operational energy consumption; deepen the green supply chain construction and encourage suppliers to adopt environmental protection standards;
increase investment in clean technology and high-efficiency, low-power product R&D, using innovative chip solutions to empower the green transformation of downstream industries, and contribute scientific and technological strength to the
global response to climate change.
advancement, and creating a better future for sustainable development with a responsible heart!
Glossary of Terms
For the convenience of expression and reading, the title in this Report refers to the following:
Abbreviation Definitions
iCM Shenzhen iCM Microelectronics Co., Ltd., a subsidiary of 3PEAK
The path of the signal from input to output in a system, from the collection, amplification, transmission, processing of the signal to the generation and execution of
Signal Chain
the corresponding power device
Amplifier A device that amplifies the voltage or power of an input signal
Converter A device that converts an analog or digital signal to a digital or analog signal
Comparator A circuit that compares an analog voltage signal to a reference voltage
AFE Analog Front End
BCM Business Continuity Management
CAN Controller Area Network (CAN) — An ISO standardized serial communication protocol for microcontrollers and devices
CIP The essence of the lean production idea and the most effective management method for advancing lean production, meaning the continuous improvement process
Chip probing — The process of testing the functional and electrical parameters of bare chips on a wafer before packaging, after the wafer is complete, using a probe
Chip probing
station and test equipment
CQE Customer Quality Engineer (CQE)
Abbreviation Definitions
CRM Customer Relationship Management (CRM)
EHS (Environment, Health, Safety) — An integration of ISO 14001 (Environmental Management System) and ISO 45001 (Occupational Health and Safety Management System)
EHS
standards to effectively manage enterprises or organizations’s risks related to the environment, employee health, and safety during the operation process
End-of-Life Vehicle (ELV) — The directive established by the European Commission and European Parliament to protect the environment by reducing waste generated from ve-
ELV
hicle disposal.
FAE Field Application Engineer (FAE) — A technical support engineer or pre-sale and post-sale service engineer
FMCS Facility Management and Control System
LDO Low Dropout Regulator — A voltage stabilizer with functions such as overcurrent protection
LED Light-Emitting Diode
OA System Office Automation System
PCT Patent Cooperation Treaty (PCT)
POPs Persistent Organic Pollutants
REACH Regulation Concerning the Registration, Evaluation, Authorization, and Restriction of Chemicals issued by the EU
RMI Responsible Minerals Initiative (RMI)
Restriction of Hazardous Substances, i.e., Directive on Restricting the Use of Certain Hazardous Substances in Electrical and Electronic Equipment, a mandatory directive issued
RoHS Certification
by the European Union
SVHC Substances of Very High Concern (SVHC) — Substances identified under Article 57 of REACH that require very high concern
USB Universal Serial Bus
VDE Verband Deutscher Elektrotechnikere (VDE)
WMS Warehouse Management System (WMS)
Index of Indicators
Dimensions Topics Chapters Dimensions Topics Chapters
Green Development Revitalizing with Low-Carbon Not applicable, the Company does not belong to eth-
Ethics of Science and Tech-
Climate Change Tackling ically sensitive industries such as life sciences or artifi-
Solutions - Addressing Climate Change nology
cial intelligence
Green Development Revitalizing with Low-Carbon Lean Management Shaping the Future with Quality -
Pollutant Discharge Supply Chain Security
Solutions -Strengthening Environmental Management Responsible Supply Chain
Green Development Revitalizing with Low-Carbon Equal Treatment to Small and Not applicable, the Company has no overdue pay-
Waste Disposal Medium-Sized Enterprises ments to Small and Medium-sized Enterprises (SMEs)
Solutions - Strengthening Environmental Management
(SMEs) in strict compliance with relevant regulations
Not Involved. The Company's production and operation
Ecosystem and Biodiversity Society Lean Management Shaping the Future with Quality -
activities do not have significant negative impacts on
Protection Safety and Quality of Prod- Product and Service Safety and Quality
Environment ecosystems and biodiversity.
ucts and Services Lean Management Shaping the Future with Quality -
Environmental Compliance Green Development Revitalizing with Low-Carbon Customer Service Guarantee
Management Solutions - Strengthening Environmental Management
Data Security and Customer Innovation Leadership Safeguarding with Secure
Green Development Revitalizing with Low-Carbon
Energy Usage Privacy Protection Solutions - Data Security Protection
Solutions - Optimizing Resource Utilization
People-Oriented Building a Shared Future - Employ-
Green Development Revitalizing with Low-Carbon Employees
Usage of Water Resources ee Rights and Development
Solutions - Optimizing Resource Utilization
Green Development Revitalizing with Low-Carbon Due Diligence Sustainable Development Governance - Due Diligence
Circular Economy
Solutions - Optimizing Resource Utilization
People-Oriented Building a Shared Future - Practicing Communications with Stake- Sustainable Development Governance - Stakeholder
Rural Revitalization Sustainablity- holders Communication
Social Responsibility
related
People-Oriented Building a Shared Future - Practicing governance Anti-Commercial Bribery and Governance for Consolidated Development -
Society Contributions to the Society
Social Responsibility Anti-Corruption Adherence to Business Ethics
Innovation Leadership Safeguarding with Secure Solu- Governance for Consolidated Development -
Innovation-Driven Anti-Unfair Competition
tions - Innovation-Driven Leadership Adherence to Business Ethics
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