ESG Report 2025

91 To better understand employees’ perceptions of the remuneration system and identify priorities for improvement, the Group also refers to employee survey results as an input for management optimisation. For example, under the remuneration and benefits dimension, employees gave relatively positive ratings to statements such as “I understand the Company’s remuneration system” and “Compared with colleagues performing the same job and holding the same position, my pay is reasonable,” providing a basis for further enhancing remuneration communication and improving the system. In addition, to review gender pay equity in a more systematic manner, the Group piloted an analysis at its headquarters and formulation marketing centre, examining the average remuneration of female and male employees by job grade sequence and presenting the results as “average pay ratio (female/male)” (with a ratio closer to 1 indicating a smaller gap): Job Grade Sequence Average Base Salary Ratio (Female/Male) Average Total Salary Ratio (Female/Male) Management Sequence Professional Sequence Marketing Sequence 1.433 1 266 . 1 395 . 1 015 . 0 953 . 1 181 . Based on the above results, the Group will continue to incorporate gender pay gap analysis into its annual remuneration review process. In conjunction with job evaluation and performance management requirements, it will conduct further analysis of the underlying causes and implement necessary management improvements for job grade sequences or role groups where the ratios deviate significantly. This is intended to ensure that remuneration decisions are compliant, traceable and fair, while continuously improving the institutional framework for equal pay for equal work and related external disclosures. 10.3 Employee Communication 10.3.1 Labour Union As a bridge of communication between employees and the enterprise, the Group attaches great importance to and fully respects employees’ right to establish labour unions. The Group strictly adheres to the rights and obligations granted to employees under the Trade Union Law of the People’s Republic of China and the Constitution of the Chinese Trade Unions, and endeavours to build a union team dedicated to serving employees wholeheartedly. At present, the Group has established sound labour union systems, which are mainly responsible for safeguarding employees’ legitimate rights and interests, promoting democratic management and administering employee welfare. Employee representative congresses are convened annually to deliberate on and approve major corporate decisions, with a view to enhancing democratic management and fostering harmonious labour relations. The unions have also established a number of specialised committees, as well as grassroots organisations such as union groups and employee associations, to pay attention to the circumstances of employees and their families, solicit and listen to employees’ views, and regularly organise a wide range of sports, cultural and mutual support activities. At present, the labour union participation rate among the Group’s employees has reached 100%. Established in 2001 and administered by the labour union, the Employee Mutual Aid Fund operates on the principles of voluntary participation and mutual assistance, offering timely support to employees and their families in times of critical illness or unexpected hardship. Beyond managing the approval and disbursement of relief funds, the labour union proactively identifies employees facing exceptional difficulties and assists them in applying for supplementary aid, thereby extending both the reach and impact of the support provided. As at the end of the Reporting Period, the fund had cumulatively assisted over 450 employees in need. Through this mechanism, the labour union acts as an effective bridge and safeguard, translating the Group's care for employees into tangible assistance. Employee Mutual Aid Fund The United Laboratories has always regarded its employees as the most valuable asset driving the Company’s development, and is committed to fostering an open, equitable and harmonious communication environment. Through a well-established trade union system, regular satisfaction surveys, diversified grievance channels and thoughtful logistical support platforms, the Group has built a smooth and effective two-way communication bridge between the enterprise and its employees. We believe that only by fully listening to employees’ voices and responding promptly to their concerns can we continuously enhance their sense of belonging and well-being, and in turn promote the Company’s high-quality development. The United Laboratories International Holdings Limited 2025 Environmental, Social and Governance Report