可持续发展政策框架

可持续发展政策框架

1.企业宗旨
“在崇邦，我们致力于以高水平和尊重的态度来美化我们的国家，秉持负责任的治理，为集团的股东和利益相关方创造可持续的经济、环境和社会价值。”

2.框架政策目标
框架政策的目标是通过将可持续发展及气候相关风险与机遇有机融入商业模式和发展战略，并采用有针对性和可量化的方式管理，为各方利益相关方和股东创造短期、中期和长期价值，从而推进集团企业宗旨的实现。同时，我们将政策框架和企业宗旨与联合国可持续发展目标对标，重点关注与企业宗旨高度契合的八项联合国可持续发展目标。
3.框架政策实施
治理、战略、管理、指标和目标是实施框架政策的四大支柱，有助于集团实现框架政策目标。
支柱一：治理
在明确的原则和政策指导下，崇邦的治理体系推进企业宗旨前行，促进开放、创新和卓越的文化发展，预见并管理可持续发展及气候相关风险与机遇，推动可持续的商业发展。
该框架政策将环境、社会和经济目标融入核心业务战略和运营管理，同时将薪酬与绩效挂钩。这一系统性方法促进环境、社会和经济成果的平衡实现，为股东和利益相关方提供共享、可持续的价值。
框架政策通过如下所述的可持续发展治理架构（附录1）来实施：

董事会在可持续发展委员会的配合下，为可持续发展及气候相关事项提供指导和监督，审批相关政策、战略和行动，认可相关披露和报告，并根据目标审查员工绩效和薪酬。
可持续发展委员会全面负责执行和监督可持续发展及气候相关政策，起草、修订可持续发展及气候相关政策以供董事会审查与批准，管理可持续发展及气候相关风险与机遇，并提供实现企业可持续发展与战略业务目标的系统性方法。
可持续发展秘书处作为协调机构，与可持续发展实施团队和外部顾问合作，确保可持续发展委员会指示的任务得到执行。
可持续发展实施团队推动集团内日常的可持续发展及气候相关政策的实施，进行年度可持续发展及气候相关风险与机遇的评估，启动绩效改进措施，对照目标监控和分析绩效指标，编制年度可持续发展及气候相关披露和报告，并执行可持续发展委员会指示的其他任务。

支柱二：战略
崇邦战略性地将与可持续发展及气候相关风险与机遇战融入到“生活中心（LIFE HUB）”商业模式中。通过适当的融资支持战略，定期测试集团的战略在不断变化的市场条件、气候情景、监管和合规要求以及投资者情绪下的适应能力。在此过程中，崇邦旨在通过持续创新和能力建设，降低固有风险，抓住新的机遇。
A.可持续发展战略
集团的可持续发展战略立足于为所服务的社区创造经济、环境和社会价值。

建设稳健公平的经济

我们利用投资来促进城市复兴、现有建筑棕地变绿地改造及业务创新。这有利于当地经济发展和就业，从而维持长期的业务增长。通过培养崇邦与利益相关方之间的这一重要协同效应，创造并扩大共享价值的良性循环，并为所有相关方带来了双赢的局面。
建设绿色低碳的环境

我们设计和管理项目，优化资源效率，促进居住者的安全和舒适，减少碳足迹，提升环境质量和生物多样性，并通过减缓和适应气候风险来增强气候韧力。

建设健康包容的社区

我们促进所服务的社区实现工作与生活平衡，改善社区的生活质量。通过健康、安全和良好的工作条件，培养富有生产力和敬业精神的员工，并通过创意场所营造、社区参与和企业慈善活动，建立包容、充满活力的社区生活中心。
B.气候战略
集团的气候战略立足于减缓与气候相关的转型风险和适应与气候相关的实体风险。
减缓转型风险
减缓策略旨在根据中国的“30/60”政策以及地区性和行业性的脱碳任务减少碳排放，力争于2030年达到碳排放峰值并于2060年实现碳中和。关键的战略工具是与“30/60”政策和商业战略相一致的“资产脱碳计划”。
适应实体风险
适应策略旨在使集团的物业资产更能抵御已经存在且不可逆转的气候相关实体风险。关键的战略工具是“资产韧力计划”，增强投资组合在有害气候事件中抵御、响应和恢复的能力。

支柱三：管理
A.管理领域
我们通过五个管理领域的协调行动实现可持续发展及气候目标：物业、租户与供应商、客户、社区及员工。
物业
我们负责任地设计、建造和管理物业，不断提升能源和环境绩效、居住者的健康、安全和幸福感、气候韧力以及社会活力。
租户和供应商
我们监测并适应市场动态，听取租户反馈，并利用技术、创新和合作伙伴网络来确保租户的成功和满意。通过可持续发展培训和意识计划，与租户和供应商合作，促进人权、员工健康和安全、能源和资源效率以及供应链中的垃圾减少。
顾客
我们与顾客互动，预测不断变化的消费趋势和顾客需求。通过精心策划的项目、产品和服务，促进绿色消费、健康的生活方式、亲子和谐以及个性化的顾客体验。
社区
我们建立充满活力的社区中心，欢迎所有人的到来。通过增强社区意识和社会和谐来巩固社会结构，通过倡导更环保的生活方式来改善生活质量。
员工
我们采用行业最佳实践，在公平招聘、薪酬、多样性和包容性以及员工健康、安全和幸福感方面吸引和留住优秀人才；同时，促进企业能力建设、培训和职业发展、工作环境质量以及工作与生活的平衡。
B.可持续发展风险管理
集团管理可持续发展相关风险，包括经济、环境、社会和治理（“EESG”）风险，采用动态的双重重要性视角来评估直接和间接（包括供应链）EESG影响。
经济风险包括与商业投资和运营相关的风险，包括市场风险及对当地就业和经济发展的影响。
环境风险包括与建筑安全、能源和资源效率、垃圾管理、环境质量和生物多样性相关的风险。
社会风险包括与利益相关方的健康、安全和幸福感、员工劳动标准和工作条件、培训和发展、多样性、公平和包容性、员工和客户满意度、我们所投资的社区影响以及利益相关方关系相关的风险。
治理风险包括与贿赂、欺诈、腐败及其他违反集团政策、数据保护和隐私、网络安全及股东权利的行为相关的风险。
C.气候风险管理
集团管理气候相关的风险，包括转型风险和实体风险，采用动态的双重重要性视角来评估直接和间接（包括供应链）影响。
转型风险是与全球向低碳、循环经济转型相关的风险，包括但不限于政策、法律、技术、市场和声誉风险。
实体风险是与地球变暖相关的慢性和急性风险，包括但不限于海平面上升、生物多样性丧失以及风暴、热浪和野火的严重性和/或频率增加。
支柱四：目标和指标
我们建立目标和指标，衡量可持续发展及气候相关战略与行动的绩效，并评估在实现政策目标和短期、中期和长期目标方面的进展。集团定期审查和调整战略、行动、目标和指标。
经济目标旨在为股东和利益相关方创造和提升价值。这些目标旨在促进当地的就业机会，提升我们运营所在社区的经济福利，推动可持续增长和长期财务稳定。关键指标包括但不限于地方税收增加、就业机会创造、租户和客户满意度以及绿色融资的比例。
环境目标旨在提高运营效率和环境管理水平。这些目标旨在提高能源和资源效率，提升环境质量，减少碳足迹，促进能源向可再生能源的转型，并增强气候适应能力。关键指标包括但不限于获得绿色建筑认证的资产百分比、能源和水效指标（千瓦时/平方米和吨/平方米）、垃圾转移率以及绿色租赁的覆盖率。
社会目标旨在反映对企业社会责任和社区参与的承诺。这些目标旨在通过崇邦的运营和供应链促进人权发展，提高社区的生活质量，同时为租户、顾客和员工提供健康和幸福感。关键指标包括但不限于员工满意度和参与率、培训时间、性别分布、健康和安全指标以及社区外展。
治理目标旨在改善公司治理实践。这些目标旨在提高集团各级的透明度、责任制和道德行为。关键指标包括但不限于最佳实践合规性、薪酬与可持续性挂钩的管理层比例以及利益相关方调查的频率。

可持续发展治理架构

（如有差异，以英文版为准）

Chongbang Group Sustainability Policy Framework

1.Corporate Purpose
“At Chongbang, we are committed to beautifying our country at high standards and with respect, embracing responsible governance to create sustainable economic, environmental and social values for our shareholders and stakeholders.”

2.The Framework Policy Goal
The Framework Policy goal is to promote our corporate purpose by integrating sustainability and climate-related risks and opportunities into our business model and strategy, and managing such risks and opportunities in a targeted and measurable manner to create value for our stakeholders and shareholders over the short, medium and long term. We further reference our policy and purpose against the relevant United Nations Sustainable Development Goals (“SDGs”), focusing on eight SDGs that resonate with our corporate purpose.
3.The Framework Policy Implementation
Governance, Strategy, Management, Metrics and Targets are the four pillars of an implementation framework that helps the Group achieve the Framework Policy goal.
Pillar 1: Governance
Guided by clear principles and policies, Chongbang’s governance system advances our corporate mission, promotes a culture of openness, innovation and excellence, anticipates and manages sustainability and climate-related risks and opportunities, and drives sustainable business success.
The Framework Policy embeds environmental, social and economic objectives into core business strategies and operations, while linking remuneration to performance. This integrated approach promotes the balanced attainment of environmental, social and economic outcomes to deliver shared and sustainable value for shareholders and stakeholders.
The Framework Policy is implemented through the Sustainability Governance Structure
(Appendix 1) as described below:
The Board of Directors (the “Board”), through the support of the Sustainability Committee, provides direction and oversight of sustainability and climate-related matters, approves related policies, strategies and actions, endorses related disclosures and reports, and reviews staff performance and remuneration against targets.
The Sustainability Committee has overall responsibility for executing and overseeing sustainability and climate-related policies, drafting and amending sustainability and climate- related policies for the Board’s review and approval, managing sustainability and climate-related risks and opportunities, and providing a comprehensive approach to achieving corporate sustainability and strategic business goals.
The Sustainability Secretariat acts as the coordinating body that works with the Sustainability Implementation Team and external consultants to ensure that the mandates of the Sustainability Committee are executed.
The Sustainability Implementation Team drives the day-to-day implementation of sustainability and climate-related policies across the Group, conducts annual sustainability and climate-related risks and opportunities assessments, initiates performance improvement measures, monitors and analyzes performance metrics against targets, compiles the annual sustainability and climate-related disclosures and reports, and executes other mandates as directed from the Sustainability Committee.
Pillar 2: Strategy
Chongbang strategically integrates sustainability and climate-related risks and opportunities into our Life Hub business model. We will support our strategies with appropriate financing, and periodically test the resilience of our strategies against evolving market conditions, climate scenarios, regulatory and compliance requirements, and investor sentiments. In the process, we aim to mitigate the inherent risks and capture the emerging opportunities through continuous innovation and capacity building.
A.Sustainability Strategy
The Group’s sustainability strategy is predicated on creating economic, environmental and social values for the communities we serve.
Building Strong, Equitable Economies

We leverage our investments to promote urban regeneration, brown-to-green retrofit of existing buildings, and business innovation. This fosters local economic development and employment that in turn sustain our long-term business growth. By cultivating this essential synergy between Chongbang and our stakeholders, we create a virtuous cycle of expanding shared value, and fuel a win-win proposition for all.
Building Green, Low-Carbon Environments

We design and manage our projects to optimize resource efficiency, promote occupant safety and comfort, reduce our carbon footprint, enhance environmental quality and biodiversity and provide climate resilience through climate risk mitigation and adaptation.
Building Healthy, Inclusive Communities

We promote a healthy work-life balance for our corporate community, as well as improve the quality of life for the larger community we serve. We nurture productive and engaged employees through healthy, safe, and supportive work conditions, as well as foster inclusive, vibrant centers of community life through creative placemaking, community engagement, and corporate philanthropy.
B.Climate Strategy
The Group’s climate strategy is predicated on mitigating climate-related transition risks and adapting to climate-related physical risks.
Mitigate Transition Risks
Mitigation strategies aim to reduce our carbon emissions in line with China’s “30/60” Policy to peak emissions by 2030 and achieve carbon neutrality by 2060, as well as regional and sectoral decarbonization mandates, if any. The key strategic tool is an Asset Decarbonization Plan aligned with “30/60” and our business strategy.
Adapt to Physical Risks
Adaptation strategies aim to make our properties more resilient to climate-related physical risks that already exist and are irreversible. The key strategic tool is an Asset Resilience Plan to strengthen our portfolio’s capacity to withstand, respond to, and rebound from hazardous climate events.
Pillar 3: Management
A.Management Domains
We achieve our sustainability and climate goals through coordinated action in five management domains: Property, Tenants & Suppliers, Customers, Community, and Employees.
Property
We design, construct and manage our properties responsibly to enhance energy and environmental performance, occupant health, safety and well-being, climate resiliency, and social vibrancy.
Tenant & Supplier
We monitor and adapt to market dynamics, seek tenant feedback and leverage technology, innovation, and partner networks to ensure tenants’ success and satisfaction. Through sustainability training and awareness programs, we engage with tenants and suppliers to promote human rights, workforce health and safety, energy and resource efficiency, and waste reduction in the supply chain.
Customer
We engage with customers to anticipate changing consumer trends and customer needs. We promote green consumption, healthy lifestyles, intergenerational harmony, and personalized customer experience through curated programs, products, and services.
Community
We build vibrant community hubs that are welcoming to all. We strengthen the social fabric by enhancing the sense of community and social harmony, and improve the quality of living by fostering a greener lifestyle.
Employee
We embrace industry best practices in fair hiring, remuneration, diversity and inclusion, and employee health, safety and well-being to attract and retain the best talents. We promote corporate capacity building, training and career development, workplace environmental quality, as well as work-life balance.
B.Sustainability Risk Management (SRM)
The Group manages sustainability-related risks, including economic, environmental, social and governance (EESG) risks, using a dynamic, double-materiality lens to assess our direct and indirect (including our supply chain’s) EESG impacts.
Economic risks include risks related to business investments and operations, including market risks and impact on local employment and economic development.
Environmental risks include risks related to building safety, energy and resource efficiency, waste management, environmental quality, and biodiversity.
Social risks include risks related to the health, safety and wellbeing of stakeholders, employee labor standards and working conditions, training and development, diversity, equity and inclusion, employee and customer satisfaction, community impact of our investments, and stakeholder relations.
Governance risks include risks related to bribery, fraud, corruption and other breaches of the Group’s policies, data protection and privacy, cybersecurity and shareholder rights.
C.Climate Risk Management (CRM)
The Group manages climate-related risks, including transition and physical risks, using a dynamic, double-materiality lens to assess our direct and indirect (including our supply chain’s) impacts.
Transition risks are risks associated with the global transition to a lower-carbon, circular economy, including but not limited to policy, legal, technology, market and reputation risks.
Physical risks are chronic and acute risks associated with a warming planet, including but not limited to sea-level rise, loss of biodiversity, increased severity and/or frequency of storms, heat waves and wildfires.
Pillar 4: Targets & Metrics
We establish metrics and targets to measure the performance of our sustainability and climate- related strategies and actions, and to assess our progress towards policy goals and short, medium and long-term targets. Strategies, actions, metrics and targets are reviewed and adjusted periodically.
Economic targets are designed to focus on creating and enhancing value for our shareholders and stakeholders. These targets aim to promote local employment opportunities and contribute to the economic well-being of the communities in which we operate, fostering sustainable growth and long-term financial stability. Key metrics include but are not limited to local tax revenue increases, job creation, tenant and customer satisfaction rates, and the percentage of green financing.
Environmental targets are designed to enhance our operational efficiency and environmental stewardship. These targets aim to increase our energy and resource efficiency, enhance environmental quality, reduce our carbon footprint, promote energy transition towards renewable sources, and improve our climate resilience. Key metrics include but are not limited to the percentage of assets with green building certifications, energy and water efficiency measures (kWh/m2 and tons/m2), waste diversion rates, and the percentage of green leases.
Social targets are designed to reflect our commitment to corporate social responsibility and community engagement. These targets aim to promote human rights throughout our operations and supply chain and improve the quality of living in our communities while delivering health and well-being benefits to our tenants, customers, and employees. Key metrics include but are not limited to employee satisfaction and engagement rates, training hours, gender distribution, health and safety indicators, and community outreach metrics.
Governance targets are designed to improve our corporate governance practices. These targets aim to enhance transparency, accountability, and ethical behavior across all levels of our Group. Key metrics include but are not limited to compliance with best practices, the percentage of management with sustainability-linked remuneration, and the frequency of stakeholder surveys.