BACK

Sustainable Supply Chain

BOE continues to strengthen its responsible supply chain management, driving the evolution of the supply chain from commercial cooperation toward shared value creation. At the strategic level, we are committed to building an open and collaborative ecosystem. Through technological, green, and financial synergy, we are constructing a more resilient industrial community. To address specific risks such as conflict minerals, we have established traceability and compliance audit mechanisms to ensure that raw materials meet international ethical standards. Regarding ethical business practices, we conduct integrity and compliance awareness campaigns throughout our supply chain, consistently implement transparent procurement, and strictly adhere to contract and order terms to ensure timely payment for goods. Additionally, we continuously engage in supplier capability building to help partners improve their ESG standards, thereby solidifying the foundation for sustainable supply chain development.

Supply Chain Management

Supplier Qualification Certification

In accordance with the Standards for Materials Supply Chain Planning and Procurement Operations, the Company establishes dedicated certification task forces and develops detailed audit criteria and checklists for the qualification of core material suppliers. Suppliers must undergo a comprehensive audit across multiple dimensions, including general management, R&D, production, quality, environmental safety, hazardous substance control, CSR, integrity and ethics, and information security. Passing this audit is a prerequisite for becoming a qualified supplier. We require core material suppliers to sign the Acknowledgment Letter for the BOE Supplier Corporate Social Responsibility Management Regulations during the certification phase to reinforce their commitment to sustainable development.

Supplier Evaluation

Performance Evaluation

To effectively manage existing suppliers and promote healthy competition within the supply chain, the Company has established a TQGDC Performance Evaluation System covering Technology/Innovation (T), Quality (Q), Green (G), Service/Delivery (D), and Cost (C). Annual supplier performance results are categorized into four grades: A, B, C, and D. These ratings are directly linked to supplier selection and procurement volume allocation, with a focus on rewarding excellence and implementing corrective measures for C and D grade suppliers to invigorate the supply chain. Additionally, the Company has established a supplier performance appeal mechanism. If a supplier disputes the results, they may submit a Performance Evaluation Appeal Review Form to BOE’s Supply Chain Management Department. Following an initial assessment and a subsequent review by the audit panel, the final performance results are confirmed.

Sustainability Evaluation

In the management of suppliers' corporate social responsibility (CSR), BOE has established a comprehensive supplier CSR management system by referencing RBA, SA8000, ISO 14001, and ISO 45001. Through four sequential steps-entry commitments, document review, on-site audit, and improvement closure, a closed-loop mechanism for supplier CSR management has been formed. In accordance with the Supplier’s CSR Management Measures, we establish differentiated evaluation cycles based on supplier categories and conduct regular CSR self-assessments. For key material suppliers who have signed the CSR acknowledgment letter, CSR performance evaluations are generally conducted biennially. For those in labor-intensive sectors or with lower levels of process automation, we mandate an annual CSR self-assessment to ensure closer monitoring of social and operational risks.
In 2025, the signing rate of the BOE Supplier Corporate Social Responsibility Management Regulations confirmation letter for newly introduced BOM materials and OEM suppliers reached 99.2%, with a 100% signing rate for newly introduced domestic suppliers. BOE conducted CSR document reviews for 166 core material suppliers and performed on-site CSR audits for 8 high-risk suppliers among them. The audit scope covers 115 audit clauses across five areas: labor management, safety and occupational health, environmental management, management systems, and business ethics. During the on-site audit, a total of 77 non-conformities were identified, with labor management and safety and occupational health accounting for the highest proportion. Labor issues include excessive overtime and the insufficiency of labor management policies. Key audit points regarding safety and occupational health include inadequate chemical management and insufficient fire evacuation signage. In response to the aforementioned issues, suppliers are required to submit rectification results and rectification plans within two weeks. As of the end of 2025, 74% of non-conformities have been rectified, while the remaining non-conformities are being addressed in accordance with the plan and are under continuous monitoring. Based on the supplier's self-assessment report and on-site audit results, the supplier's CSR performance rating is comprehensively evaluated. Among the 166 core suppliers evaluated in 2025, 42% were rated as Grade A, 28% as Grade B, 26% as Grade C, and 4% as Grade D.

The Management Regulations of BOE Supplier’s
Corporate Social Responsibility

2025 Supplier Misconduct Improvement Achievements

Category
Proportion		 Category Key Issues Improvement Achievements
34% Labor Management The policies regarding child labor, young workers, or female employees needed further refinement. Improved remedial measures for child labor, labor protection measures for young workers and female employees, and prohibited occupations in accordance with national laws and regulations.
The company's policies contain the terms "deduction of wages for late arrival or early departure" and "fines". Reviewed all relevant policies, revised the descriptions, and issued salaries based on actual attendance hours.
Overtime hours are excessive, and some employees cannot guarantee at least one day of rest per week. Each department strengthened monitoring of overtime duration, produced an analysis report on the reasons for overtime, increased staffing levels, and promoted rotational rest arrangements.
Relatively low completion rate of employee satisfaction surveys. Increased the number of satisfaction survey forms distributed, urged employees to complete the surveys, and improved the completion rate.
32% Safety and Occupational Health The chemical cabinet storing hazardous chemicals on-site lacks electrostatic grounding protection, and fire-fighting facilities are not provided in the surrounding area. In accordance with hazardous chemical control requirements, chemical storage cabinets were equipped with static grounding and fully supplied with necessary emergency materials.
Fire escape and evacuation signage needed to be thoroughly installed in certain areas of the site. In accordance with fire safety regulations, necessary escape and evacuation signage was provided on-site, and drills were conducted regularly.
In workplaces with occupational hazard factors, the results of occupational disease hazard factor testing needed to be disclosed. Regularly publicized and updated the test results for occupational hazard factors in accordance with the detection frequency stipulated in the occupational hazard evaluation/report regulations.
17% Environmental Management The on-site hazardous waste warehouse or storage area was not equipped with spill containment materials, and warning signs for hazardous waste needed to be thoroughly posted. In accordance with the management requirements of the Control Standard for Pollution from Hazardous Waste Storage and the Technical Specification for Setting Identification Signs for Hazardous Waste, spill containment materials were equipped, and warning signs were posted.
Carbon inventory needed to be conducted, and carbon reduction targets needed to be established. Conducted greenhouse gas verification to understand the Company's carbon emission status, performed comparative analysis, established future decarbonization targets, and responded to decarbonization requirements from both national authorities and customers.
12% Management System The annual goals and action plan lack risk identification, objectives, and action plans related to labor and business ethics. Incorporated risk identification, objectives, and action plans related to labor and business ethics into annual goals and action plans and promoted their implementation.
The internal audit report and management review report lack content regarding labor and business ethics reviews. Regular audits related to labor and business ethics were conducted in accordance with the established annual goals and action plans, and the audit results were reflected in the internal audit reports and management review reports.
5% Business Ethics Self-inspection on integrity and honesty was not regularly organized for employees. Established a self-check form for integrity and honesty or included regular self-check content in performance appraisals.
The policy does not specify reporting channels or information protection measures for whistleblowers. Improved policies, clarified reporting channels, and committed to strictly protecting the confidentiality of whistleblowers' information while prohibiting any form of retaliation.

Supplier Behavior Management Mechanism

We have established a management mechanism covering the entire supplier lifecycle to standardize supplier’s behavior. From the approval of qualified suppliers, new product introduction, to mass production management at each stage, we continuously monitor supplier stability through indicators such as new product certification risk identification, incoming batch pass rate, production defect rate, and customer-end FFR. For unstable suppliers, special meetings, senior management reviews, and QQR mechanisms are promptly initiated to trace the root causes of problems and promote systematic improvements. For suppliers whose performance continuously fails to meet standards, who do not cooperate with improvements, or whose improvements are ineffective, graded measures are implemented: first restricting designated supply of new products, second restricting new product supply and reducing the supply proportion, and third diversifying products and elimination.

Whistleblowing & Grievance Mechanism

To complement our proactive monitoring and enforcement, we establish an independent, accessible, and protected grievance channel—ensuring that potential issues not captured through routine assessments or internal controls can be surfaced and addressed promptly. Suppliers should ensure that their employees and stakeholders are clearly aware of and can easily access to BOE’s complaint channels. The dedicated complaint email address is purchase_audit@boe.com.cn, which is available to suppliers in all countries and regions for submitting grievances. For any violations of this guideline, or potential or already existing acts of human rights infringement, safety and occupational health hazards, environmental harm, and violations of business ethics, any individual or organization directly affected in the supply chain can report such issues through this email. BOE will keep the information of the complainant confidential throughout the process, and support anonymous reporting. Any form of retaliation is strictly prohibited. After receiving a grievance, our company promises to confirm receipt within 24 hours, clearly state the start time of the investigation and the feedback cycle for the handling results, assign a dedicated person to verify and handle the matter, and if necessary, require the supplier to make timely rectifications.

Supplier withdrawal

When a supplier is subject to any of the following circumstances, BOE will determine whether to eliminate the supplier after a comprehensive evaluation of supply chain strategy, supply-demand dynamics, external legal requirements, and subsequent impacts.

Responsible Minerals

BOE continues to strengthen responsible sourcing management through its annual GP Communication Summit for supply partners and dedicated training programs across the supply chain. In 2025, the summit was held via live online broadcast, covering 636 suppliers and nearly 800 participants. Through four hours of dedicated training, BOE systematically communicated its latest requirements for green supply chain and ESG management. Under the responsible sourcing session, BOE focused on conflict minerals management, covering major international due diligence frameworks such as the OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas, RMI tools and reporting requirements, guidance on completing supplier conflict minerals surveys including CMRT/EMRT, supply chain due diligence processes, and risk identification and mitigation mechanisms. At the same time, in light of evolving global environmental regulations and industry compliance trends, BOE guided suppliers in establishing traceable raw material management systems and strengthening source control over key minerals such as gold, tantalum, tin, tungsten, and cobalt. Through systematic training and experience sharing, BOE continuously enhances suppliers’ capabilities in responsible sourcing and compliance management, helping build a transparent, traceable, and internationally aligned sustainable supply chain system.

2025 BOE Responsible Minerals Survey Report for Display Devices and IoT Innovation Business

BOE Supplier Code of Conduct

BOE strictly adheres to the Responsible Business Alliance (RBA) Code of Conduct and aligns with international standards—including SA 8000, ISO 14001, and ISO 45001—as well as relevant laws and regulations. We also integrate specific client requirements to continuously refine our supplier management framework. The Company has established a robust suite of internal policies, including the BOE Supplier Code of Conduct, Supplier’s CSR Management Measures, BOE Supplier Corporate Social Responsibility Management Regulations, and Supplier Integrity and Ethics Management Measures. These documents provide standardized evaluation criteria and an actionable execution framework for supply chain governance, setting strict requirements from the aspects of environmental management, labor and human rights, safety and occupational health, and business ethics.

BOE Global Supply Partner Conference (SPC)

The BOE Global Supply Partner Conference (BOE SPC) is a premier annual supply chain ecosystem event for the global display industry. It serves as a core platform for the Company to practice its “Empower IoT with Display” strategy and build a globally collaborative supply chain system.

BOE SPC 2026

In June 2026, the BOE Global Supplier Partnership Conference 2026 (BOE SPC 2026) grandly opened in Chongqing. This year's conference attracted over 1,100 participants from more than 600 partner companies across more than 10 countries. Under the theme "Empower IoT with Display, Win-Win Beyond Boundaries," the conference elaborated on BOE's strategic pathway to open up new tracks and create new opportunities for global partners under the guidance of the "Nth Curve" theory, focusing on four dimensions: technological innovation, strategic synergy, global presence, and green compliance. During the conference, BOE signed strategic cooperation agreements with 30 suppliers, recognized 74 outstanding partners, innovatively introduced a tribute session for 20-year partners, and released the "BOE Supply Chain White Paper 2026" for the first time, further strengthening BOE's supply chain influence within the industry.

BOE SPC 2025

In May 2025, BOE hosted the Global Supply Partner Conference in Qingdao under the theme “Empower IoT with Display, Co-thrive in Symbiosis.” The event saw a record-breaking scale, with over 1,000 representatives from 585 global suppliers in attendance. This conference integrated sustainable development concepts into every stage of the agenda, joining hands with partners to promote the green development of the industrial ecosystem.

BOE SPC 2024

In March 2024, the highly anticipated BOE Global Supply Partner Conference 2024 (BOE SPC 2024) was grandly held in Chengdu, the Land of Abundance. A prestigious influential supply chain event in the display industry, the 6th conference took the theme of "Empower IoT with Display, Chain the Future". It brought together over a thousand top industry experts, outstanding supplier representatives and elites from across the globe. The event unveiled forward-looking industry prospects and featured insightful keynote speeches. BOE honored suppliers with outstanding achievements in technology, quality and service, advocating coordinated and sustainable industrial development.Leveraging its leading edge in display technologies, BOE will cooperate with suppliers to build certified green systems, adhere to low-carbon, harmless and low-consumption production models, foster a sustainable industrial ecosystem and elevate high-quality development of the display sector.