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CORPORATE SOCIAL RESPONSIBILITY REPORT
ShenTianma A 000050
To Create Colorful Life
2015 Tianma Microelectronics Co., Ltd.
Corporate Social Responsibility Report 2015
Tianma Microelectronics Co., Ltd.
Tianma Microelectronics Co., Ltd.February 2016
About This Report
Reporting Period
January 1 to December 31,2015
Reporting Cycle
Once a year
Content definition
This report is based on the principles of the substantiality, stakeholder
participation as well as sustainable development under Global Reporting Initiative
(Global Reporting Initiative, "GRI" in short) guideline. We have identified the key
stakeholders following a comprehensive analysis and evaluation of the business
operating environment. We have communicated and conducted dialogues with
stakeholders through a questionnaire to collect and prioritize their concerns and
needs. After evaluation, we have confirmed the topics, contents and indicators for
disclosure in this report. During this reporting period, the Company hasn't made
any revision to the previous report.
Data collection
To effectively show the content and performance of the Company's GRI indicators
in terms of economy, environment and society in 2015, we have selected 34
general standard disclosures and 52 specific standard disclosures under G4
standard according to the state quo of the Company. According to the selected
indicators, the Company has conducted on-site investigations such as on-site
surveys, employee interviews, information queries, and on-site observations to
determine the scope of the report and extent of data collection, and find ways to
improve the collection and calculation methods.
Scope
Unless otherwise stated, the organizational scope of this report covers all entities
which the Company has control of or a significant impact upon the financial
and operation policies and measures, as in the scope of the Company's annual
report (The boundaries of certain indicators may be different. See the remarks for
details.).
Compiling basis
This report is prepared in reference to Global Reporting Initiative (GRI)
"Sustainability Reporting Guidelines version 4.0" (G4), and according to the core
plan. It's further based on "The Standards on Information Disclosure in Corporate
Social Responsibility Report of Chinese Listed Companies" and the actual
conditions of the Company.
Report statement
The Board of the Directors and all directors of the Company undertake that there
is no false record, misleading statement or major omission in this report, and
undertake to assume joint and several liabilities for the truthfulness, accuracy and
completeness of the contents herein.
Expression clarification
For convenient expression and reading, "Tianma Microelectronics Co., Ltd." is
referred to as "the Company", "Tianma", "Shenzhen industrial base" or "we" in the
report.
Both the online version and the print version of this report are available.
The online version can be viewed at the company website (www.tianma.cn/).
Tel: (86)755-8622 5773 / 8622 5886 Fax: (86) 755-8622 5772
E-mail: [email protected]
Contents About UsMessage from the General Manager
Company overview
Corporate governance structure
CSR management system
Communication with and feedback from our
stakeholders
To Create Colorful LifeMarket trends
Strategic planning
Technical innovation and leadership
Business development
Future outlook
Bear the Social ResponsibilitiesFor the Government
Compliance operation
Business ethics management
For the Shareholders
Financial performance
Capital market responsibility
For the Environment
Environmental safety sustainability
Green operation
For the Employees
Human rights and equal treatment
Employee care activities
Employee training and career development
Remuneration and welfare
For the Partners
Supplier CSR management
Customer relations
For the Community
Educational assistance
Serve the community
Appendix
GRI Reference Table
Terminology Definition
Association and Organization Membership
Reader Feedback Form
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ABOUT US
Aiming at becoming a world's leading innovat ive technical
company in the display industry, Tianma has been making exciting
innovations and enriching people's experience and lifestyle.
Through a global manufacturing and marketing network, Tianma
provided customized display solutions for one thousand medium
and high-end customers in the smartphone and tablet PC-focused
smart mobile terminal display markets and the vehicle mounted,
medical, POS and HMI professional display markets across the
world in 2015. The Company has realized innovative and leading
achievements in the business fields of smart mobile terminals and
professional display, in the technical fields of LTPS, TED-In cell touch
control and AMOLED, in organizational optimization, integrated
operation, systematic management, decision-making platform
building, cultural development and brand promotion; ranking
first in the shares of multiple market segments, the Company has
delivered globally leading high-end products and technologies,
winning the recognition of first-class customers in integrated
customer-side performance. As China's first LTPS production line,
the G5.5 LTPS production line of Xiamen Tianma was operating in
a full capacity and all products were sold out. After the successful
major asset restructuring in 2014, the non-public offering in the
capital market started in 2015 have raised CNY 4.8 billion which
has been fully funded, offering financial support for the construction
of the G6 LTPS production line. In general, the Company has been
making development breakthroughs in various fields, marching
towards the goal of a world's leading innovative technical company.
While advancing our businesses, we have been attaching equal
attention to corporate social responsibility. Through the issuance
of the annual Corporate Social Responsibility Report, we have
been disclosed our programs and performance in the aspects
of economy, society and environment to our stakeholders like
customers, employees, shareholders, suppliers, communities
and governments. The "(2015) Research on Information Disclosure
of Corporate Social Responsibil ity of Chinese A-share Public
Companies" jo in t ly issued by China Assoc iat ion for Publ ic
Companies and Securities Times put Tianma on the top of the
list as a perfect-score A-share public company in corporate
social responsibility report rating for the year of 2014. It's a major
recognition and encouragement of Tianma's undertaking and
practice of social responsibilities. Tianma will continuously develop
and improve the social responsibility system, and undertake social
responsibilities.
In terms of cultural development, the Company has interiorized the
core values of Passion, Effectiveness and Win-win, and developed
a progressive culture. Introducing more cultural communication
channels, we have been continuously inspiring and affecting
the public. We have invited culture mentors to lecture existing
employees and train newly employed college graduates; through
WeChat, we have reported the milestones and achievements of
Tianma realtime; in exhibitions and press conferences, we have
conveyed the culture and spirit of Tianma while introducing our
business to partners and displaying our products and technologies.
In respect of talent training, we advocate win-win with employees
by helping them realize their dreams, enjoy work and enjoy life.
Providing an open, fair and just development mechanism, a
systematic training system and a rapid growth channel for all
employees, and continuously improving the administrative service
guarantee system, we have allowed every employee to work in
Tianma as a family, enjoy career platforms and opportunities for
success, and lead an amazing life.
In green manufacturing, the Company has formulated a more
rigorous environmental substance control mechanism in line with
the changes of the RoHS Directive and environmental laws, and
worked with our partners to build a dynamic hazard management
communication channel for provision of green products and
services. In new project development and construction, the Company
has strictly unfolded project environmental impact assessment, and
implemented environmental monitoring to maximally reduce the
impact on the environment. As a corporate citizen, the Company is
dedicated to building an eco-friendly enterprise and becoming an
active social responsibility taker. Through continuously improving
the environmental protection, occupational health, safety and
risk integrated management model, advancing safety production
standard and ISO50001 system development, carbon accounting
and clean production audit, building a long-term mechanism
for environmental protection, energy conservation and emission
reduction, health and safety, we aim to realize environmental
and occupational health and safety management goals, and
promoting the win-win of business efficiency, social efficiency and
environmental efficiency.
Meanwhile, we have summarized our successful development
experience and shortcomings in strategy, business transition,
management and cultural reform in the year of 2015, the final year
of the 12th Five-year Plan Period, which will provide guidance for
the 13th Five-year Plan Period. After repeated strategic researches
conducted by our senior management, we have planned the
development idea for the 13th Five-year Plan Period, identified the
growth requirements of core business, development fields of new
business, and future business opportunities, and how to realize the
goals with business innovation and technical innovative measures.
Of one mind, all Tianma members are aspired to unfold a new
development chapter.
For the year of 2016, the first year of the 13th Five-year Plan Period,
we have determined the strategic theme of "market focus, ability
strengthening, and cost optimization" and aimed to promote the fast
mass production of new production lines, realize mass production
of leading technologies and products, expand the market shares
of strategic professional display business, and build platform and
Internet based model of liquid organization for new development
height of the Company.
Message From The General Manager
General Manager Liu Jingyu
As smart factories, smart cities, smart home, smart transportation,
smart medical, and smart wear sectors and market demands grow
rapidly with the development of Internet + era and Industry 4.0 era
in the future, Tianma will embrace explosive growth. Relying on
leading mass production and superb quality of high-end smart
mobile terminals, professional displays and new displays and
integrated leading client-end experience, Tianma will realize win-
win with all stakeholders and make better life changes for mankind.
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Industry involved Electronic parts and components industry
Business scopeThe Company is engaged in the design, production and sales of LCDs
and related materials, equipment and products; technical development,
consulting, service and transfer related to LCDs; information technology
& consulting service; ordinary freight transport; agency-based
sales and purchase; the leasing of tangible movable properties and
immovable properties; and export & import of goods and technologies
(distribution or commodities under special operation and control of the
State are not included).
Product typesLCDs and LCMs
Main productsFocusing on the smart mobile terminal and professional display
markets, the Company is a manufacturer of products widely used in
smartphones, tablet PCs, smart wearable devices, vehicle-mounted
devices, medical equipment, industrial instruments, aviation equipment
and smart furnishings. Also building presence in the market of future
new displays like flexible display and virtual reality, the Company is
devoted to providing customers with the best product experience
through proprietary brands TIANMA and NLT.
Corporate cultureOur Mission: To Create Colorful Life
Our Vision: Being the World's Well-Respected Leading Display Company
Our Values: Passion, Effectiveness, and Win-win
Company name (Chinese) 天马微电子股份有限公司
Company name (English) TIANMA MICROELECTRONICSCO.,LTD.
Legal representativeYou Lei
Registered addressSouth Section, 22/F, Hangdu Building, CATIC, Middle
Shennan Road, Shenzhen
Main office address7/F, 64th Building, Majialong Industrial City, Nanshan
District, Shenzhen
Date of registrationNovember 8, 1983
Business areaMainland China, Hong Kong, Japan, U.S., Korea,
Germany and so on
Ownership natureListed company
Stock exchangeShenzhen Stock Exchange (ShenTianma A; Stock Code:
000050)
Change of operation location or businessDuring the reporting period, the Company increased
an investment of CNY 6 billion for the construction of
the G6al (LTPS) TFT-LCD and CF production line with an
aggregate investment of CNY 12 billion in our wholly-
owned subsidy Wuhan Tianma.
Company profileTianma Microelectronics Co., Ltd., founded in 1983 and
listed on the Shenzhen Stock Exchange (ShenTianma A;
Stock Code: 000050) in 1995, is an innovative high-tech
company specializing in providing LCD solutions and
fast service support to our customers around the world.
Total market value
24billion
Equity & Control Relationship Between The Company And Its Controlling Shareholders
(The shareholding ratios of AVIC companies to the Company are shareholding ratios after the
new issuance of non-public offering.)
Aviation Industry Corporation of China (AVIC)
AVIC International Holding Corporation
AVIC International Holdings Limited
Tianma Microelectronics Co., Ltd.Xiamen Tianma Microelectronics Limited
Domestic Companies
Trustee Companies
Associated Companies
Overseas Companies
AVIC International Shenzhen Co., Ltd.
Wuhan Tianm
a Microelectronics
Co., Ltd.
Shanghai Tianma M
icroelectronics C
o., Ltd.
Shanghai AVIC
Optoelectronics C
o., Ltd.
Shenzhen AVIC
Optoelectronics C
o., Ltd.
Shenzhen AVIC
Display Technology
Co., Ltd.
Tianma M
icroelectronics (Hong Kong)
Limited
Tianma N
LT Europe Gm
bH
Tianma M
icroelectronics Korea Co., Ltd.
Shanghai Tianma OLED Technology Co., Ltd.
Tianma NLT USA ,Inc. NLT Technologies, Ltd.
Chengdu Tianm
a Microelectronics
Co., Ltd.
62.52%
100%
33.93%
20.81%
37.5%
14.7%
15.3%
100% 100% 100% 100% 100% 100%
21.9%
16.2%
51.1% 89.5%
10.8%
Associated, 40%
Trustee
100% 100% 100%
Company Overview
5.79%
5.56%
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According to the requirements of relevant laws and regulations, the
Company has spared no effort in improving corporate governance
system, and building standard corporate governance structure and
decision making system. On the basis of the three boards and one
management—the Shareholders' Meeting, the Board of Directors,
and the Board of Supervisors and the Senior Management, the
Company has further defined the scope of responsibilities and
powers in terms of decision making, execution and supervision,
developed sc ient i f i c and ef fect ive systems concern ing the
segregation, as well as the checks and balances of responsibilities,
and protected the legal rights and interests of our shareholders,
especially the minority shareholders.
The Shareholders' Meeting is the supreme organ of the Company
while the Board of Directors is the executive body of the Company.
The Board of Directors is composed of 8 members, namely, 1
chairman, 1 deputy chairman, 3 directors and 3 independent
directors. Pursuant to the Rules and Procedures for the Meeting of
the Board of Directors and the Regulations Governing Independent
Directors, the board members have earnest ly fu l f i l led their
responsibilities and duties. At the meetings of the board, they have
always fully expressed their opinions and exchanged their ideas.
In addition, the independent directors, in accordance relevant
laws and regulations, have seriously performed their duties and
responsibil i t ies, participated in making major decisions, and
independently expressed their opinions on major events, for the
purpose of protecting the interests and rights of the Company as
a whole, especially the legal interests and rights of the minority
shareholders.
Under the Board of Directors are the Audit Committee, Strategy
Commit tee , Nominat ion & Compensat ion Commit tee , and
Risk Control Committee. Overseeing the important economic,
environmental and social matters of the Company according to their
responsibilities, these four committees have played an important
role in laying a sol id foundation for correct and reasonable
decision making of the Board of Directors. The Strategy Committee,
comprising 5 directors, is responsible for reviewing the long-term
development strategies and major investment decisions of the
Company and making suggestions; the Audit Committee, consisting
of 5 directors, is responsible for the communication, supervision
and verification of internal and external audits; the Nomination &
Compensation Committee, made up of 5 directors, is in charge of
reviewing standards and procedures regarding the nomination
and compensation of directors and senior executives, and making
suggestions; the Risk Control Committee, composed of 5 directors
and senior executives, takes charge of reviewing and assessing
the risk control of the Company, and making suggestions about
external and internal risk control.
The Board of Supervisors is the supervisory body of the Company.
Accountable to the Shareholders ' Meet ing, i t consis ts of 5
supervisors comprising 2 staff representatives and 3 external
supervisors. In accordance with relevant laws and corporate
regulations, it performs its responsibilities and duties earnestly so as
to protect the interests and rights of the Company and shareholders.
With the corresponding decision-making body of the General
Manager's Office Meeting, the Senior Management of the Company
comprises of the general manager, the vice general manager, the
chief financial officer, the Board secretary and other members. It's
responsible for the production and operation management of the
Company, reporting to the Board of Directors and implementing the
Board of Directors resolutions.
During the reporting period, 2 sessions of the Shareholders'
Meeting, 13 meetings of the Board of Directors, 6 meetings of
the Board of Supervisors were held. The Strategy Committee,
Audit Committee, Nomination & Compensation Committee, and
Risk Control Committee held 1, 7, 3 and 2 meetings respectively.
Also in the reporting period, the Board of Directors reviewed 49
topics. Reviews on major topics related to period reporting, profit
distribution, connected transaction and non-public offering have
help made corresponding strategic decisions, as well as the long-
term development plans of the Company.
People first. Green operation.
Harmonious and sustainable
development of economy,
society and environment.
CSR Mission
Construct sustainable CSR
system, Being the World's Well-
Respected Leading Display
Company
CSR Vision
Develop the values of employees,
build a harmonious business
environment, achieve the win-
win with partners, and maximize
the enterprise values.
CSR Strategy
Starting to develop the CSR management system in 2012, the Company has established the CSR Working Committee and mapped out the
CSR Five-year Plan. Continuously improving the CSR management system level in 2015, the Company has introduced the GRI-G4 index
system and issued the 2014 Tianma Corporate Social Responsibility Report; unfolded trainings on CSR elementary knowledge and trained
7,255 employees; promoted the three CSR plans and four CSR management systems and pushed forward the Tianma benchmark CSR
programs; optimized the supplier CSR management models; actively responded to customer CSR requirements; conducted CSR annual
internal evaluations on five companies in four cities. The business points receiving CSR internal evaluations have taken up 43% of total
business points, and evaluations have involved such aspects as human rights, labor practice, environment, occupational health and safety,
and business ethics. The CSR nonconformities identified in internal evaluations have been included into the CSR risk database by the Risk
Control Department, and followed up as per improvement plans until the improvements are completed. To report and review the operating
conditions and results of the CSR system, seek improvement opportunities and establish a proper, adequate and effective CSR system, the
Company conducted the CSR management review in December 2015. The CSR system operation, the CSR five-year plan completion, internal
CSR regulations and compliance, new external laws and regulations and compliance and the 2015 CSR work summary have been assessed,
summarized and reported, and the 2016 CSR work plan has been made.
Again winning recognition for its corporate social responsibility efforts in 2015, the Company has been honored 2015 Outstanding Enterprise
of Corporate Social Responsibility by the Federation of Shenzhen Industries.
CSR REPORT MANAGEMENT
Issuing a CSR report every year since 2012, the Company has reported its economic,
social and environmental actions and performance to its stakeholders. In February
2015, the Company invited the third party audit body SGS to audit the 2014 Tianma
Corporate Social Responsibility Report which was published on February 6, 2015. In the
"(2015) Research on Information Disclosure of Corporate Social Responsibility of Chinese
A-share Public Companies" jointly issued by China Association for Public Companies
and Securities Times at the 4th Alxa Dialogue of Eco Civilization 2015 convened from
September 18 to September 19, 2015, Tianma was put on the top of the list as a perfect-
score A-share public company in corporate social responsibility report rating for the year
of 2014. In the future, the Company will continue to improve the CSR system and fulfill
social responsibilities for a wonderful world!
Shareholders' Meeting
Board of Directors
Board of Supervisors
Management
Risk Control CommitteeAudit CommitteeStrategy Committee Nomination & Compensation Committee
Corporate Governance Structure CSR Management System
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As a responsible listed company, Tianma not only focuses on achieving the performance and balance of economic, environmental and social development, but also pays close attention to the concerns of stakeholders and actively give feedback and improves.
政府
·内部自查·会议研讨·信息披露·电话沟通
供应商
·供应商大会·定期会谈·现场审核
股东
·股东大会·投资者开放日
客户
·客户满意度调查·客户投诉处理·客户研讨·客户调研和审核
员工
·员工满意度调查·内部座谈会·工会·员工信箱
社区
·社区活动参与·天马义工联
Identification of major stakeholders Different stakeholders affect or are affected by the Company differently. In pursuance of the
latest AA1000 Stakeholder Participation Standard, the Company has preliminary identified and
sequenced its stakeholders, and finally selected six stakeholders including suppliers, governments,
customers, employees, communities, and shareholders.
Based on
(A) The possible economic, social and environmental effects that the stakeholders have exerted on
the Company,
(B) The possible economic, social and environmental effects that the stakeholders will exert on the
Company, and
(C) The possible economic, social and environmental effects that the Company exerts on the
stakeholders,
The Company has made the priority sequencing of the stakeholders.
Communication and interaction with major stakeholdersThe Company has built diverse and unobstructed communication with the stakeholders of
different classifications, so as to make sure that their demands can be timely, accurately and
comprehensively understood and responded by the Company.
Communication With And Feedback From Our Stakeholders
Government
·Internal self-inspection·Conference discussion·Information disclosure·Correspondence communication
Supplier
·Suppliers' Conference·Supplier training
·Supplier audit
Shareholder
·Shareholders' Meeting·Onsite reception·Investors column on the official website·Investor interaction platform
Employee
·Employee satisfaction investigation·Internal symposium·Labor union activities·Employee suggestion box
Customer
·Customer satisfaction investigation·Customer complaint handling·Customer seminar
Community
·Field visits·Volunteer activities
·Public welfare programs
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The important topics with material impacts on the Company and external organizations, as well as the specific impacts
are listed below.
Aspect of consideration Boundary Internal boundary External boundary
Notes " ● " means "important, with material impacts and data"; "—" means important, without material impacts.
Category Important topicsTianma
Headquarters
Shanghai Tianma
Chengdu Tianma
Wuhan Tianma
Shanghai AVIC
OptoelectronicsGovernment
Share-holder
Customer Supplier Employee Community
Economy
Sustainable growth ● ● ● ● ● ● ● ● ● ● ●
Financial performance ● ● ● ● ● ● ● 一 一 一 一
Corporate governance ● ● ● ● ● ● ● 一 一 一 一
Paying taxes according to law ● ● ● ● ● ● ● 一 一 一 一
Environment
Environmental protection ● ● ● ● ● ● 一 一 一 一 ●
Health & safety ● ● ● ● ● ● 一 一 一 ● 一
Green operation ● ● ● ● ● ● 一 ● 一 一 一
Society
Employee care ● ● ● ● ● 一 一 一 一 ● 一
Customer satisfaction managemen ● ● ● ● ● 一 一 ● 一 一 一
Supply chain sustainable development ● ● ● ● ● 一 一 ● ● 一 一
Technical innovation & leadership ● ● ● ● ● ● ● ● 一 一 一
Corporate culture ● ● ● ● ● 一 一 一 一 ● 一
Compliance operation ● ● ● ● ● ● ● ● 一 一 一
Employee training & development ● ● ● ● ● 一 一 一 一 ● 一
Good relationship with local community ● ● ● ● ● ● 一 一 一 一 ●
Green products & services ● ● ● ● ● ● ● ● ● 一 一
Communication with and feedback from our stakeholders ● ● ● ● ● ● ● ● ● ● ●
Strategic management ● ● ● ● ● ● ● 一 一 一 一
Business ethics management ● ● ● ● ● ● ● ● ● ● 一
Volunteer activities ● ● ● ● ● ● 一 一 一 一 ●
Respecting to intellectual property ● ● ● ● ● ● 一 ● ● 一 一
Social responsibility management ● ● ● ● ● ● ● ● ● ● ●
Affecting boundary of topics with material impacts Investigation results of material topics
In accordance with the Regulations on Stakeholder Dialogues, the CSR Working Committee Office unfolded
the investigations on the stakeholders of the government, shareholders, employees, suppliers, customers
and community through online, telephone, on-site and e-mail investigation and interview in December 2015.
Based on the significance of the topics and the concerns of the stakeholders, the topics were sequenced. The
investigation results, as well as most important topics concerned by the Company and the stakeholders were
listed below.
Degree of concern of m
ajor stakeholders
Significance to the Company High
High
Low
22
20 19
1815
14
13
12
10
9
5 43 2
11
8
7
1
21
17
16
6
Economy Environment Society
8
3
15
Environmental protection
Health & safety
Green operation
10
1
16
18
Sustainable growth
Financial performance
Corporate governance
Paying taxes according
to law
Remarks: Compared with the important topics in 2014, the 22 important topics this year features two new topics, strategic management, and social
responsibility management. For the response to the material topics concerned by the main stakeholders and imposing serious effects on Tianma,
please see chapters in this report.
4
2
5
7
Employee care
Customer satisfaction management
Supply chain sustainabledevelopment
Technical innovation &leadership
Corporate culture
6
11
9
12
14
Compliance operation
Employee training & development
Good relationship withlocal community
Green products &services
Communication withand feedback from ourstakeholders
13
19
17
20
22
Strategic management
Business ethics management
Volunteer activities
Respecting tointellectual property
Social responsibility management
21
15
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TO CREATE COLORFUL LIFE
Taking into account of external factors like the economy, environment and society and internal factors such as internal resources and core capabilities, we have scientifically and rigorously formulated strategic planning in compliance with the Company's development goals. Regular evaluations in senior executive meetings and adjustments of strategic planning have ensured the effective implementation of our four strategies—the culture and talent strategy, the quality strategy, the product and technical leadership strategy and the brand strategy.
Tianma Strategy System
Strategic Planning
Market Trends
With the slow recovery of developed economies and growth slowdown of emerging economies, the Chinese economy has
entered the new normal mode featuring modest growth, optimized structure, enhanced efficiency and improved livelihood in
2015. Amid the modestly growing global panel market demand, the small and medium-sized panel demand driven by the
Internet + era, the Internet of Things and Industry 4.0 era features remarkable structural changes: on the one hand, despite
of the relative slowing growth of smart phones and tablet PCs—two growth engines for the smart mobile terminal market,
the high-specification, integrated touch control products and other differentiated products are enjoying rapidly increasingly
demand, smartphone FHD and above resolution panels are taking up increasingly high market shares, VR/AR/smart home,
UAV and other emerging apps are bringing new development opportunities, further expanding the market space; on the other
hand, the professional display market led by vehicle-mounted, medical, POS and HMI displays are undergoing robust growth
internally and externally.
In the smart mobile terminal market, the smartphones and tablet PCs remain the active force for growth. With the huge growth
potential of the medium and high-end smart mobile terminal market, LTPS panels are increasingly used in smartphones and
tablet PCs. Driven by the flexible displays, the AMOLED market has been enjoying explosive growth in advance. According to
the statistics of IHS, the monthly demand for AMOLED will have increased to 245,000 sheets with an annual compound growth
rate of 27% by 2020; the monthly demand for LTPS will have an increase of 342,000 sheets with an annual compound growth
rate of 14% by 2020.
Under the influence of the One Belt and One Road, the Industry 4.0 Era, the Internet + era, the professional display market also
maintains a steady growth and the industry market is expected to grow steadily as a whole.
Furthermore, the focus of the China Manufacturing 2025 on the development of ten sectors will greatly increase the demand
for display panels and the Internet + Era will drive the rapid development of smart mobile, smart home, smart wear, smart
transportation, smart city, and smart medicine terminal markets.
Strategic Goal
The World's Leading Innovative Technical Company
Four Supporting Strategies
Culture and talent strategy
Quality strategy
Leading product & technology strategy
Brand strategy
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OLO
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Technical Innovation And LeadershipUpholding the principle of product quality first, the Company has strictly followed the new product development procedure and project management procedure for product development, arranged complete development evaluations by technical, process and supply chain personnel, and conducted complete reliability tests by DQV before product launch. Making constant technical breakthroughs in 2015, the Company has technically transformed from a follower to a surpasser and leader. With industry-leading patent quality and quantity, Tianma had accumulatively applied for 6,354 patents and had been awarded 3,345 patents by the end of 2015.
1、In-Cell technique(In-Cell integrated touch)The first product of the α-Si TED (Touch Embedded Display) In-Cell technique
independently developed by the Company has successfully realized mass
production and the sample product of LTPS Hybrid In-Cell & TED In-Cell technique
have been completed. Completely integrating the touch screen structure into the
LCD cell, the In-Cell technique has made thin, light and simple modules possible,
exerting a far-reaching impact on the touch control industry.
2、On-Cell technique(On-Cell integrated touch)With On-Cell technique and overall solution, the Company has started batch
delivery of products based on the technique. In terms of wearable technique, the
Company has successfully developed 1.3-inch round touch smart watch. The On-
Cell integrated touch-based ultrathin product features narrow rim and low power
consumption.
3、Flexible Display technique( flexible display)
Completing the development of flexible substrate manufacturing process and
mastering key techniques of flexible display, the Company is now developing
flexible AMOLED technique. By far, we have successfully trial-produced the
1.92-inch top-emitting AMOLED prototype.
4、AMOLED technique( organic light emitting diode)Completing the development of HVGA, WVGA, WXGA, HD and FHD, we
are now developing High PPI, ultra-thin and ultra-narrow rim AMOLED
techniques.
5、Oxide TFT technique(metal oxide TFT)
The Company has completed the design of Oxide TFT driven AMOLED, and has
successfully trial-produced the internationally advanced 4.0-inch f Oxide TFT
driven AMOLED prototype.
6、EMTP technique(Electro-Magnetic Touch Panel)The electromagnetic-capacitive integrated touch panel launched by the Company
realizes finger and electromagnetic pen and touch input by receiving the
electromagnetic pen and touch signals simultaneously through the electrodes of
the capacitive touch panel on top of LCM. This technique has allowed a simpler
structure and easier installation of the electromagnetic touch panel. In comparison
to electromagnetic touch products in the market now, it has a huge cost
advantage and represents the future development trend of electromagnetic touch
technique. The 5-inch and 9.7-inch electromagnetic-capacitive integrated touch
Demo has debuted at the 2015 SID.
7、3D technique(3D display)The Company has successfully trial-produced the 8-inch (2-viewpoint) and
7.2-inch (6-viewpoint) naked-eye 3D products embedded with LTPS TFT, and
developed the 19.5-inch FHD naked-eye 3D prototype. Adopting fixed optical lens
units and random pixel arrangement technique, the naked-eye 3D products have
good stereoscopic effect, low crosstalk and no Moire fringes. Tianma is also the
world's first manufacturer to mass produce the Liquid Crystal Lens technique.
8、FHD digital display techniqueThe 12.3-inch FHD digital dashboard display is the first to use the corner-cut
technique, resolving the space problem for the digital dashboard. It's characteristic
of ultra-wide viewpoint, high brightness, high contrast ratio and wide gamut.
9、Curved touch display techniqueThe 8-inch curved touch screen adopts double curvature and reaches industry-leading
curvature. Such functions as GPS navigation, message sending and receiving and video
play are available.
10、Two-screen display techniqueThe 1.3-inch round and 7-inch HD SFT central control two-screen display
solution allows the users to switch the display contents through the round
screen. On the LCD screen of the central console, air conditioner temperature
and other in-vehicle information can be displayed for more beautiful,
diversified and innovation central console display.
11、Curved display techniqueThe sensational and internationally leading 15-inch curved display screen has a
high radius curvature of 700mm, offering world-class stereoscopic screen effect.
Together with the 5mask IPS and large-size GIP technique, it realizes wide-angle
and high contrast display.
Striving to be a globally-leading producer of small and middle-sized displays, the
Company will continue to insist on the idea of technical development innovation to
continuously develop original applications and technologies. In the coming year,
the Company will focus on the development, improvement and accelerated mass
production of advanced techniques like α-Si/LTPS TED In-Cell integrated touch,
flexible display, AMOLED, naked-eye 3D, HD digital professional display and curved
display for the realization of the product and technical leadership strategy.
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The in-vehicle infotainment production line of the Tianma Headquarters was completed and put into production.
Wuhan Tianma Microelectronics Co., Ltd. was registered. The AMOLED medium-output
trial production line program of Shanghai AVIC Optoelectronics Co., Ltd. was started.
NLT Technologies, Ltd. was acquired.
The G6 LTPS Program of Wuhan Tianma Microelectronics Co., Ltd. was launched.
Shanghai Tianma OLED Technology Co., Ltd. was established.
Chengdu Tianma Microelectronics Co., Ltd. was registered
Shanghai Tianma Microelectronics Co., Ltd. was founded.
The G6 LTPS Program of Shanghai Tianma Microelectronics Co., Ltd. was launched.
Shanghai AVIC Optoelectronics Co., Ltd. was established.
Tianma was established in Shenzhen Special Economic Zone
The G5.5 LTPS Program of Xiamen Tianma Microelectronics Co., Ltd. was launched.
1983
1995 2008
2006 2010
2011
2013
2014
2015
公司在深圳交易所正式挂牌上市
2006 2013
2008
2008 2014
2008
2010
201020151995 2011
1983 2010
Business Development
Tianma was publicly traded in Shenzhen Stock Exchange.
The Evelopment History Of The Company
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We have built industrial bases in Shenzhen, Shanghai, Chengdu, Wuhan and Japan, and have set up global technical service platforms in major developed countries and regions like the U.S.A., Korea, Germany and Hong Kong.
Remarks:Industrial bases in this report refer to:
Tianma Microelectronics Co., Ltd. ("the Company", "Tianma", "Tianma Headquarters" or "We" in short)；
Chengdu Tianma Microelectronics Co., Ltd. ("Chengdu Tianma" or "Chengdu G4.5 industrial base" in short)；
Shanghai Tianma Microelectronics Co., Ltd. ("Shanghai Tianma" or "Shanghai G4.5 industrial base" in short)；
Wuhan Tianma Microelectronics Co., Ltd. ("Wuhan Tianma" or "Wuhan industrial base" in short)；
Shanghai AVIC Optoelectronics Co., Ltd. ("AVIC Optoelectronics" or "Shanghai G5industrial base" in short)；
NLT Technologies, Ltd. ("NLT" in short)
The "five companies in four cities" in this report refer to ：
Tianma Microelectronics Co., Ltd., Chengdu Tianma Microelectronics Co., Ltd., Shanghai Tianma Microelectronics Co., Ltd.,
Shanghai AVIC Optoelectronics Co., Ltd. and Wuhan Tianma Microelectronics Co., Ltd.
Tianma Microelectronics
(Hong Kong) Limited
Shenzhen AVIC Display Technology
Co., Ltd.
Shenzhen AVIC Optoelectronics
Co., Ltd.
Shanghai Tianma Microelectronics Co., Ltd.
Shanghai AVIC Optoelectronics Co., Ltd.
Tianma NLT Europe GmbH
Chengdu Tianma Microelectronics
Co., Ltd.
Wuhan Tianma Microelectronics Co., Ltd.
Tianma Microelectronics (Hong Kong) Limited
Tianma Microelectronics Korea Co., Ltd.
Tianma NLT
America Inc.
NLT Technologies, Ltd.
Global Technical Service Platforms
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Business Progress in 2015
Customer-wiseSticking to the key account and medium and high-end product strategy, the
Company has been gathering valuable customers. On the one hand, Tianma is
active in expanding new customers and unfolding in-depth cooperation with existing
customers at home and abroad. Extending into the high-end production lines of the
customers, Tianma has supported multiple customers with their global launch of new
products. Winning such important awards as HUAWEI The Best Collaboration Partner,
Lenovo MBG Diamond Award and Perfect Quality Award, Vivo 2014 Excellent Business
Partner of the Year, ZTE Communications 2015 Best Partner Globally and Asus 2015
Strategic Partner, Tianma has been taking the lead in client-end experience, greatly
improving its brand image.
Industrial StructureTianma is now managing the G4.5 α-Si, the G5 α-Si and the G5.5 α-Si LTPS
production lines. Among them, the G5.5 LTPS production line of Xiamen Tianma
Microelectronics Co., Ltd. has realized mass production; the G5.5 AMOLED production
line of Shanghai Tianma OLED Technology Co., Ltd. has completed trial production
in advance; the G6 LTPS production line of Xiamen Tianma Microelectronics Co., Ltd.
has completed construction in advance; the G6 LTPS production line of Wuhan Tianma
Microelectronics Co., Ltd. is now under construction.
Through a global manufacturing and marketing network, Tianma provided customized display solutions
for one thousand medium and high-end customers in the smartphone and tablet PC-focused smart
mobile terminal display markets and the vehicle mounted, medical, POS and HMI professional display
markets across the world in 2015. Focusing on display modules, the Company is a manufacturer of
products widely used in smartphones, tablet PCs, smart wearable devices, vehicle-mounted devices,
medical equipment, industrial instruments, aviation equipment and smart furnishings. Also building
presence in the market of future new displays like flexible display and virtual reality, the Company is
devoted to providing customers with the best product experience through proprietary brands TIANMA
and NLT.
Aiming to be globally leading, the Company has insisted on integrating sustainable development in business operation and has achieved groundbreaking progress in key fields. In 2015, Tianma took up 16% of the shares in the small and medium-sized display module market, ranking first globally. Now Tianma has grown into China's first provider of high specification and high quality LTPS products that are sold in international high-end display market.
CITE 2015 Innovative Product and
Application Award
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0203
04
01
Advanced Technologies
Business Models
New displays
Advanced Capacity
Risks and ChallengesThe smart mobile terminal market is seeing rivals increasing their efforts in market penetration, and
the professional display market is attracting other manufacturers to start the business for the growth
in vehicle-mounted and medical display segments. If our technologies and products fail to respond to
the demands of the application fields in a timely manner or the market competition leads to sharp price
decrease of display products, Tianma will find it difficult to secure its competitive edges now.
Future PlanningOn the basis of an in-depth analysis on the industry structure and development trends, the Company
has worked out a comprehensive and systemic development strategy. Strategically, Tianma aims to
become the world's leading innovative technical company with presence in the medium and high-end
smart mobile terminal market and specialized vehicle-mounted, industrial control and medical display
market, and grow into a leader in the small and medium-sized smart mobile terminal market and a
leader in the professional display market.
In the future, the Company will continue to focus on the small and medium-sized display segments and
seize market opportunities. In accordance with the three-stage development strategy, Tianma will focus
on core business and aim for number one market shares, leading mass production technologies and
best continuously profiting ability in stage one; while maintaining the core business strengths in stage
two, Tianma will develop new business, shift its focus from manufacturing and products to technologies
and services, increase efforts in flexible display technologies and provide customized display solutions;
exploring future business opportunities in stage three, Tianma will prioritize designs and platforms, and
provide integrated HCI solutions for customers in all sectors. To realize the strategic goal of becoming
the world's leading innovative technical company, and push forward the implementation of the three-
stage development strategy, Tianma will focus and improve efforts on advanced production lines and
capacity, advanced technologies and new displays.
ExhibitionsThe year of 2015 saw Tianma attending industry
exhibitions and holding news conferences or theme
open days to showcase its latest products and technical
strengths in an all round way.
1. From March 2 to March 5, 2015, Tianma attended the MWC 2015 unfolded in Spain as the only panel exhibitor, drawing wide attention from Chinese and foreign customers.
2. From March 17 to March 19, 2015, the Company joined the FPD China with multiple new technical products and complete product line displays.
3. From April 9 to April 11, 2015, Tianma attended the CITE 2015. The 11.6-inch high resolution FPD launched at the fair was honored the CITE 2015 Innovative Product and Application Award.
4. Making an appearance at the SID held from June 2 to June 4, 2015, Tianma launched the world premiere of the 10.4-inch 8K display and 5.2-inch 4K display, again setting a new world record of the highest PPI FPD.
Future Outlook
5. From July 16 to July 25, 2015, Tianma joined the SASTIND Military and Civil Integrated Development Achievements Show. Vice Premier Ma Kai of the State Council personally sang praises to Tianma's developments at our booth.
6. On August 19, 2015, Tianma, Shenzhen SuperD Optoelectronics Co., Ltd., FIH Mobile Limited and DreamWorks Animation jointly held a news conference in Shenzhen, announcing the partnership to building the world's first naked-eye 3D ecosphere.
7. On October 23, 2015, the Tianma Tour for our vehicle-mounted partners was kicked off in Chengdu Tianma.
8. On November 6, 2015, the Tianma Display Core Discovery Tour Media Open Day was launched in Xiamen Tianma Microelectronics Co., Ltd. The Company showcased our development achievements in display in the past three decades in an all round and stereoscopic way.
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BEAR THE SOCIAL RESPONSIBILITY
FOR THE GOVERNMENTHONESTYCOMPLIANCE OPERATION
We have conducted compliance evaluations on environmental and occupational health and safety, logistics and transportation, labor relations, quality management, equity and governance body on a regular basis. In accordance with newly issued or amended laws and regulations, we have arranged conferences for learning and benchmarking, and pushed forward nonconformity corrections.
During this reporting period, the Company hasn't been imposed with any significant fine or non-economic penalty for violation of laws or regulations.
Putting regulations first, and amending the Compliance Management Procedure
To better unfold the compliance evaluations, and ensure compliance operation, the Company made
substantial amendments to the Compliance Management Procedure in view of the problems found
in previous evaluations and communications and discussions with the Dept. of Legal Affairs in June
2015. This is the fourth amendment since the procedure came into effect in 2011. On the one hand, the
compliance evaluation has been changed from a quarterly basis to a semi-annual and annual basis
for better resource integration and efficiency improvement. On the other hand, the responsibilities of
different departments have been further defined. While the Dept. of Legal Affairs is responsible for
compliance evaluation planning and arrangement, respective departments are to unfold compliance
evaluations independently.
Paying equal attention to regular reviews and indepth evaluations
Apart from regular reviews in the semi-annual and annual compliance evaluations, the Company
has further conducted indepth evaluations on key departments. After researches through employee
interviews, data spot checks and questionnaires, the Company has sorted out and identified potential
legal risks, gave risk warnings and urged related departments to take specific measures in a timely
manner. Completing the semi-annual compliance evaluation from July to August 2015, the Company
issued the Update Record Form of Laws and Regulations, the Compliance Evaluation Report, and the
Report on Nonconformity Corrections from Compliance Evaluations. The compliance evaluations help all
departments have a better understanding of the laws and regulations of respective department involved
and facilitate strict compliance with the laws and regulations concerned in business operation. In case of
newly effective or updated laws and regulations in the intervals of regular reviews, all departments will
submit the DCC as required by the Company in a timely manner, and unfold internal publicity for legality
of corporate regulations and behaviors.
Compliance Operation
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Every December 4 is an extraordinary day for our Dept. of Legal Affairs because it's the National
Constitution Day and the National Law Day. For this special day, the Dept. of Legal Affairs will unfold law
popularization activities every year.
The Law Popularization Contest in the form of electronic questionnaire was the first activity launched this
year. The quiz system was open from November 16 to November 22, 2015. After the launch, employees
from all departments and industrial bases were active in taking the quiz and touching the heartstrings
of our coworkers in the Dept. of Legal Affairs! A total of 951 valid answer sheets were received.
Through meticulous marking, the Dept. of Legal Affairs announced 7 Special Award winners, 26 First
Prize winners, 59 Second Prize winners, 98 Third Prize winners, and 761 Excellence Award winners. All
employees were notified of the Law Popularization Contest, the Contest System Closing, Winner List, and
Questionnaire Answers through the Announcement Mailbox by the Dept. of Legal Affairs.
On the afternoon of December 4, the Dept. of Legal Affairs further unfolded site law popularization
activities at the canteen of all industrial bases. In addition to distributing the Law Popularization Manual
they prepared, the Dept. of Legal Affairs offered legal counseling on the spot.
2016 work plan
1. Increase publicity efforts in compliance evaluation, enhance the compliance awareness of all departments and
prevent daily legal risks;
2. Check key departments against legal compliance, increase the frequency of spot check and mutual check, so as to
ensure compliance operation of the Company;
3. Further optimize the system and procedure of compliance evaluation, the search scope and procedure of laws and
regulations in reference to and in utilization of external resources.
2015 Law Popularization Contest
Legal compliance, integrity, anti-corruption and self-discipline.
Disclose real and accurate information completely and timely, without any false records, misrepresentations, or
major omissions.
Compliance to IP laws and regulations, respect to third-party IP, active innovation, and effective application
Abide by relevant laws and the confidentiality regulations of the Company; protect the trade secrets of the Company and all clients; enhance confidentiality education; improve
the awareness of confidentiality of the staff; further develop the trade secret protection measures; and prevent the
occurrence of information safety accidents.
Insist on the principle of fair dealing, and put an end to deception, concealing, threat and other improper means.
Abide by the principle of "fairness, justice, objectiveness and facts-based judgment", call for real-name whistle-blowing and keep relevant personal information strictly
confidential.
Fully respect privacy, and do not collect and spread private information through any illegal channels.
Peaceful development, keep away from the conflict minerals
Incorruptible operation
Information disclosure
Intellectual property (IP) protection
Trade secrets
Fair dealing
Whistle-blowing
Privacy protection
Conflict minerals
Business Ethics Management
Bu
siness eth
ics ma
na
gem
ent
po
licy
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Category 2016 Work Plan2015 Work Summary
The business ethics management system specifies the regulation and management procedures related to incorruptible operation, information disclosure, intellectual property protection, trade secrets, fair dealing, whistle-blowing, privacy protection, and conflict minerals.
Incorruptible operation
Information disclosure
Intellectual property (IP) protection
Trade secrets
Fair dealing
1. Anti-corruption and anti-bribery efforts were increased, process and post supervision was shifted to pre-supervision.2. Anti-corruption evaluation evaluations on all business points were completed and no major corruption risk was found.3. A total of 3,097 letters of anti-corruption and anti-bribery commitment were signed; all employees attended to anti-corruption and anti-bribery training conferences for anti-corruption and anti-bribery publicity; anti-corruption and anti-bribery warnings were published at every Tianma Report as long-term reminders.4. Bidding and bid inviting for new plant construction, equipment purchase and other project construction were followed up, and incorruptible operation, compliance risks and hidden hazards in the bidding and bid inviting of mega projects were monitored.
1. Access to the latest supervision regulations and requirements was obtained in a timely manner; a good relationship with the regulatory agency was kept; the latest regulations were abode by; and announcements were released in reference to excellent enterprises. 2. The scope of voluntary information disclosure was expanded to show the Company actively.
1. A total of 548 patents were applied in China, 176 patents applied in the U.S.A., and 156 patents applied in Germany.2. Seven IP training programs were completed at various bases.3. Close partnerships with R&D departments in different cities were established for brainstorming of key technical projects and patent application, reducing the patent risks in product research, development and design.4. Four employees were sent to Japan to learn overseas patent laws and practices. 5. All new employees joining the Company in 2015 signed the Employee IP Agreement and IP Guarantee Letter (non operational sequence).6. The signing of the IP Guarantee Agreement with the suppliers was systemized and suppliers graded in accordance with the difficulty of infringement certification; 91.67% of agreements that must be signed among the systemized agreements were signed.7. The primary/advanced invention grading review system was established to improve review efficiency. The review procedure was simplified, shortening the case handling cycle.
1. Efforts in trade secret knowledge popularization were increased through employee trade secret protection trainings, staff emails and periodicals of the Dept. of Legal Affairs. 2. Secret disclosure checks against key risk departments were completed.3. Special checks with the IT Dept. were unfolded to prevent information safety loopholes and risks.
1. The CRM system was successfully put into operation for management of dealing with customers.2. The domestic agent management was standardized and the VIP management system was established.3. The dealing with customers was supervised in accordance with the Company's regulations to ensure fairness, justness and openness.4. Regulations and knowledge on fair dealing were further popularized.
Continue to improve the information disclosure mechanism, enhance the transparency of the Company, and build a good image in the capital market.
1. Work with the R&D departments in four key technical fields and plan patent application and defense based on the "patent reverse management" strategy.2. Unfold R&D, operation and financial trainings to improve the IP awareness and skills of the departments; enhance the overseas case handling ability of the IP team through symposiums with overseas IP lawyers and overseas trainings.3. Establish an invention grading review system, concentrate main resources on high value inventions, and improve review efficiency by optimizing regulations and procedures. 4. Establish business evaluation systems for domestic and foreign IP law firms and attorneys, invite quality attorneys to the Company based on their growth curve, and enhance the Company's case application quality;5. Strengthen supplier risk control, monitor and analyze supplier risk grading, and strive to sign IP guarantee agreements with all high risk suppliers.
1. Re-organize the trade secrets of the Company in accordance with the new confidentiality grading standards.2. Work with related departments to effectively implement the secret disclosure linkage system.3. Coordinate with the IT Dept. to provide a strong support for information safety system development.4. Increase supervision and inspection efforts in trade secret protection.
1. Optimize the CRM system, and improve management and control on the dealing with customers.2. Supervise the dealing with customers in accordance with the Company's regulations to ensure fairness, justness and openness.3. Further popularize regulations and knowledge on fair dealing.
1. Further increase anti-corruption and anti-bribery efforts.2. Continuously push forward the anti-corruption and anti-bribery commitment drive in industrial bases to guarantee incorruptible operation and compliance management of the Company.3. Follow up the bidding and bid inviting for new plant construction, equipment purchase and other project construction of two G6 LTPS production lines, and monitor incorruptible operation, compliance risks and hidden hazards in the bidding and bid inviting of mega projects.
Whistle-blowing
Privacy protection
Conflict minerals
1. The whistle-blowing system was further developed.2. The rule-breaking or law-breaking cases were handled in strict accordance with the laws and regulations and corporate rules.3. The whistle-blower information was kept confidential.
1. The promotion and supervision of employee privacy protection was enhanced.2. The CRM system was optimized for improvement of customer privacy protection.3. The promotion and supervision of supplier privacy protection was improved.
1. Fifty eight suppliers signed the Conflict Mineral Agreement.2. The conflict mineral investigations on 51 suppliers were completed.3. The feedback rate of the customer conflict mineral investigation reached 100%.4. Training and promotion on conflict mineral management for QS, sourcing and suppliers was conducted by the QS Dept.
1. Further optimize the whistle-blowing system.2. Investigate and handle various violations; and as for internal violations, the Company will handles them in strict accordance with relevant laws, regulations and corporate rules.
1. Enhance employee privacy protection.2. Further improve customer privacy protection.3. Further strengthen the promotion and supervision of supplier privacy protection.
1. The signing rate of the Conflict Mineral Agreement by conflict mineral suppliers reaches 100%.2. The investigation rate of conflict mineral suppliers reaches 100%.3. The feedback rate of the customer conflict mineral investigation reaches 100%.4. Gradually optimize conflict mineral investigation & management regulations, and enhance the propaganda of conflict mineral management.
Always concerning the development of business ethics, the Company issued the Business Ethics Management System on September 17, 2013. Incorporating business ethics into the orientation training, the Company is continuously promoting the improvement of the business ethics management system.
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FOR THE SHAREHOLDERSSTABLE OPERATIONVALUE CREATION
Note: the numbers have been rounded up in CNY 10,000.
Net profit
CNY 55,557Revenue
1,053,000
Salary and benefits
157,687
Payment to the investors
21,785
Retained earnings
61,286
Operating cost
872,350
Payment to the government
15,066
Community investment（excluding donation in kind）
10
Financial PerformanceDuring the reporting period, "Say yes to saving and say no to waste" was the principle of the cost control for Tianma. The principle enhanced the staff awareness of saving, and effectively lowered the administrative cost, and also increased the benefits to the shareholders. The Cost Down team built by relevant departments has supervised the expenses, and at the meantime, implemented self-criticism regularly. Therefore, the team can constantly push forward the Cost Down Project.
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In strict accordance with the laws, regulations and the Articles
of Association, the Company has continuously standardized the
performance of information disclosure obligation and ensured
complete, adequate, timely, effective and truthful information
disclosure to protect the legal interests and rights of our investors.
During the reporting period, 77 announcements were released
through appointed media, with no selected information disclosure
or penalty by the securities regulators for information disclosure.
Actively establishing two-way communication mechanism with
investors, the Company used WeChat account to announce key
information of the Company apart from information disclosure
in designated media of Securities Times and CNINFO. Effectively
implementing insider information and insider report procedure,
the Company conducted confidentiality management on insider
information. During the reporting period, the Company had no
media exposure arising from insider trading.
The repor t ing per iod saw the Secre tary o f the Board and
representatives of securities affairs attending trainings held by
regulators and the Shenzhen Stock Exchange. On February 10, 2015,
the Secretary of the Board and representatives of securities affairs
joined the 2014 Listed Company Annual Report Disclosure Training
Program offered by the Shenzhen Stock Exchange.; on November
5, 2015, the Secretary of the Board and representatives of securities
affairs participated in the Information Disclosure Presentation
Business Training provided by the Shenzhen Stock Exchange; from
December 10 to December 11, 2015, the Secretary of the Board and
representatives of securities affairs signed up for the 28th Follow-
up Training Program for Secretary of the Board of Listed Companies
held by the Shenzhen Stock Exchange.
To safeguard the stability of capital market and protect the lawful
During the reporting period, the Company established an investor visit database to
record investor information from multiple perspectives and lay a good foundation for
investor relations management; for on-site investigations from investors, pre-meeting
communication was strengthened to improve exchange quality and efficiency, and
good, continuous interactions were kept after the meeting. Regular sharing and
learning of investor exchange information were held within the departments. Attaching
great importance to investor relations, all departments were active in collaboration
and timely information sharing, continuously improving professional competency and
solidly guaranteeing investors relation management.
In the process of communicating with investors, the "Interactive Platform" of Shenzhen
Stock Exchange acts as important channel of communication. We answered the
questions of our investors as fast as possible on the premise of making sure the
quality of the replies; and at the same time, we accepted the reasonable suggestions
of investors and made corresponding improvements as appropriate. Our timely and
effective reply, and objective and sincere attitude in communication were widely
praised by our investors. By December 31, 2015, we answered 867 questions raised
by our investors through the Interactive Platform, with a reply rate of 100%. In 2015,
we continued to improve the management requirements on the reply procedure
and investor on-site visits. Based on the principle of fair information disclosure, we
earnestly treated the visits and consultations of our shareholders and investors,
and took effective measures to prevent anyone from selectively or privately leaking
nonpublic information in advance, so as to make sure that all shareholders are
equal in obtaining major information. By December 31, 2015, we received the on-site
investigations from 134 institutions and 164 investors in 31 batches, and reported the
investigation results to Shenzhen Stock Exchange timely as required.
In 2015, we will keep optimizing the investor relation management system, and
increasingly improve the professional quality of relevant personnel. Additionally, we
will actively participate in or hold investor presentations, performance presentations
and relevant road shows, keep close communication with our investors, and
constantly update and improve the content of the corporate website, building a better
corporate image.
2016 work plan1. Continue to improve the information disclosure mechanism, enhance the transparency
of the Company, and build a good image in the capital market.
2. Further strengthen the promotion and education on investors and help them establish
correct investment ideas.
Capital Market Responsibility
rights and interests of medium and small investors in companies,
the China Securities Regulatory Commission issued the "Notice on
Major Shareholders, Directors, Supervisors and Senior Managers
of Listed Companies Increasing Shareholding in Their Companies"
and the Shenzhen Stock Exchange issued the "Notice on Controlling
Shareholders, Actual Controllers, Directors, Supervisors and Senior
Managers of Listed Companies Increasing Shareholding in Their
Companies" in July 2015. In line with the spirit of these notices,
the Company released the "Announcement on the Commitment of
Corporate Executives and Core Managers Increasing Shareholding
in the Company" on July 12, 2015. By July 29, 2015, the directors,
supervisors, senior managers and core managers of the Company
had accumulatively increased the holding of 197,900 shares with an
average price of CNY 20.52 and a total shareholding increase price
of CNY 4,061,030.16.
Winning commendation from the Shenzhen Securities Regulatory
Bureau for the fourth time in 2015, the Company was commended for
the following outstanding achievements in securities affairs:
1. Further improving the autonomy and self-discipline level, actively pushing
forward controlling shareholders to improve corporate governance system,
and earnestly fulfilling commitments to the capital market;
2. Taking effective measures in information disclosure and investor relation
construction, improving the cash bonus decision-making mechanism, and
effectively protecting the legal rights of minority investors;
3. Taking effectively measures in insider trading control;
4. Transmitting the regulatory requirements of the Shenzhen Securities
Regulatory Bureau in a timely manner, and actively cooperating with
securities regulatory agencies in the supervision and research in various
sectors.
Receive
31batches the on-site investigations
Receive
134investors.
Receive
164institutions
Reply rate at theInteractive Platform
100%
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FOR THE ENVIRONMENTENVIRONMENTAL SAFETY SUSTAINABILITY GREEN OPERATION
Under the Safety Committee are Safety Production Committee, Fire Safety Committee, Environmental
Protection Committee, Clean Production Committee, Energy Management Committee, Energy
Conservation and Emission Reduction Committee, Occupational Health Committee, Equipment Safety
Committee, and Information Safety Committee. The Company and industrial bases have established the
EHS Department as a regular body for environmental, occupational health and safety management of
the Company.
Following the principles of "legal compliance & people first; energy efficiency & pollution prevention, green production & sustainable development; healthy and safe production by all and for all", the Company has been pushing forward stable economic, social and environmental development.
Safety Committee
Safety Committee Office
EHS Department
Industrial Bases
Tianma Headquarters
EHS Department
Safety Committee Safety Committee Safety Committee Safety Committee Safety Committee
EHS Department
Wuhan Industrial Base
Shanghai G4.5 Industrial Base
EHS Department
Chengdu G4.5 Industrial Base
EHS Department
Shanghai G5 Industrial Base
EHS Department
Environmental Safety Sustainability
Staffed with
343employees
Fulltime and part-time EHS employees in different departments Totaling
200persons
Taking up
58%
Overseas Companies
NLT Technologies, Ltd.
Tianma Microelectronics Korea Co., Ltd.
Tianma NLT Europe GmbH
Tianma NLT America Inc.
Tianma Microelectronics (Hong Kong) Limited
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C o n t i n u o u s l y i n c r e a s i n g e f f o r t s i n env i ronmenta l p ro tec t ion , the Company invested CNY 81.25 million in environmental protection.
2012-2015 Environmental Expense Comparison Chart
(Unit: million Yuan)
Based on the business idea of green and low carbon, sustainable development, the Company
has adopted internationally leading production processes, constantly tapped potentials in energy
conservation and emission reduction, and unfolded energy efficient technical upgrades, so as to lower
energy consumption, reduce greenhouse gas emission and cope with the climate change proactively.
Implementing the GB/T23331 Energy Management System, the Company has established Energy
Conservation and Emission Reduction Committee as per the TM-M00002 Energy Management Manual,
and industrial bases have founded Energy Conservation Subcommittee. As provided in the Company's
overall energy management strategy, the Energy Conservation Subcommittees are responsible
for arranging the energy conservation goal setting by the departments, identifying and evaluating
energy conservation opportunities, determining energy conservation programs and signing the
letter of commitment of energy conservation goals. At the monthly meeting, the Energy Conservation
Subcommittees will analyze the causes for unachieved goals and put forward improvement measures.
In regular inspections, the Energy Conservation Subcommittees will inspect how the energy conservation
programs are implemented.
In 2015, Tianma Headquarters, Shanghai G4.5 Industrial Base, Wuhan G4.5 Industrial Base and
Shanghai G5 Industrial Base took the lead in obtaining the ISO50001 Energy Management System
certification. With greatly improved energy utilization rate, the industrial bases reduced the operating
cost, enhanced the economic, social and environmental efficiency.
The year of 2015 also saw the Company improving energy conservation management, expanding
the application of energy conservation processes and equipment, optimizing industrial structure
and promoting the steady growth and development of the Company economically, socially and
environmentally. The one technical upgrade in 2015 helped realized the conservation of 6.902 million
KWH of electricity, equal to 848.3 tons of standard coal.
In strict compliance with the laws and regulations, the Company received no major fine or non-economic penalty in 2015. Obtaining Pollutant Discharge Permit, al l industrial bases monitored the environmental indexes in a timely manner according to law to ensure compliance with pollutant discharge limit. Protection, monitoring and warning devices for hazardous chemical warehouses and bulk chemical supply facilities were provided. During the reporting period, the Company had no major environmental leakage incident.
In 2012
CNY 52.83
In 2013
CNY 61.11
In 2014
CNY 66.97
In 2015
CNY 81.25
Tianma Headquarters in 2015
CNY 4.75 Shanghai G4.5 Industrial Base
in 2015
CNY 6.03
Chengdu G4.5 Industrial Base
in 2015
CNY 45.28
Wuhan Industrial Base in 2015
CNY 8.58
Shanghai G5 Industrial Base in 2015
CNY 12.32
NLT Technologies, Ltd. in 2015
CNY 4.28
Environmental Protection
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Employees involved in hazardous chemical substances, factory noise
equipment maintenance, machining, welding and static elimination
are exposed to occupational hazards such as hazardous chemical
substances, noises, dust, UV rays and X rays. Attaching great
importance to the management and control of these employees, the
Company has improved the occupational health protective facilities
in the workplace, and distributed such personal protection devices
like protective masks and earplugs to the related employees. The
Company has further implemented occupational health checks to
keep these employees healthy.
By the end of 2015, the Company had employed 1,471 employees
working on the occupational health control posts. In 2015, the
Company arranged occupational health checks for 1790 employees,
including 757 pre-job checks, 856 on-the-job checks and 177 off-
the-job checks.
Occupational Health
Insisting on the guideline of "prevention focused, prevention and
control combined", the Company has prevented, control and
eliminated occupational hazards and prevented occupational
diseases according to, protecting the health and other rights of the
employees. Actively establishing and improving occupational health
management system, conducting occupational health training and
promotion and monitoring occupational health, the Company has
pushed forward the monitoring items of occupational hazard factors
and occupational health emergency rescue plans. All industrial
bases have been accredited by the OHSAS18001 system. In 2015,
the Company had no occupational disease accidents or zero work-
related deaths, realizing the occupational health and management
goals of the year.
Note: The following energy conservation and emission reduction data disclosed is limited to "five companies in four cities".
Health and Safety
Year-on-year decrease rate of total industrial energy consumption
Year-on-year increase rate of greenhouse gas emission reduction
Year-on-year decrease rate of total water consumption
Year-on-year decrease rate of total electric energy consumption
Year-on-year decrease rate of direct greenhouse gas emissions
Year-on-year decrease rate of total waste water emissions
Year-on-year increase rate of direct energy savings
Year-on-year decrease rate of product greenhouse gas emission intensity
1.78%
16.9%
4.63%
0.82%
49.3%
1.6%
16.9%
4.63%
2015 Energy Conservation and Emission Reduction Data:
Working with the Ministry of Environmental Protection and Montreal Protocol Multilateral Fund on the HCFC-
141B Eliminate Program
In April 2015, Tianma Headquarters passed the inspection and acceptance of the HCFC-141B Eliminate Program of the External
Cooperation Center, the Ministry of Environmental Protection. Adopting semi-automatic SMT machines instead of manual chip
washing and using eco-friendly detergents instead of HCFC-141B to wash LCDs, the Company reduces the use of HCFC-141B
by 59.895 tons and lowers the emission of ODS, fulfilling corporate social responsibilities and contributing to the protection of
ozone layer.
Central Air-conditioning Group Control Energy Conservation Upgrading Project
In 2015, Wuhan Industrial Base rationally controlled the design margin of refrigeration stations and air-conditioning equipment
based on the fuzzy control theory. Automatically adjusting the ice/hot water system to the most efficient mode, the industry
base improved the utilization efficiency of equipment, saving 1.233 million KWH of electricity and bringing an economic saving
of CNY 0.7647 million.
Saving CNY 2 Million by Punching 3 "Holes"
To improve the testing capacity of reliability test equipment, Shanghai G4.5 Industrial Base punched 3 more holes on the 2-hole
test equipment. The greatly increased product testing capacity saved CNY 1.6 million in equipment purchase expenses, 700,000
KWH of electricity and CNY 841,000 of electricity bills. In total, CNY 2.441 million was saved.
Energy Conservation and Emission Reduction Cases
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Safe production
Certified according to safety standards, the Company and all
industrial bases have followed the guideline of "Comprehensive
safety control based on prevention" to strengthen the construction
of the environmental safety control team, enhance the promotion
of safe product ion concepts, ref ine safe product ion control
responsibility, and strengthen the regulation and supervision of safe
production on-site. In 2015, the Company continuously maintained
stable safe production and had no average or above production
safety accidents, realizing the safety management goals of the
year.
Fire safety
Adhering to the guideline of "prevention f irst, f ire protection
integration", the Company implemented the fire safety responsibility
system in 2015. In addition to purchasing and inspection fire
facilities and devices according to law, the Company conducted fire
checks on site, eliminated fire hazards in time, kept the excavation
channels and safety exits unblocked, and unfolded fire drills. In
2015, the Company had no fire accident, realizing the fire safety
goals of the year.
The year of 2015 also saw industrial bases unfolding 165 fire drills
which involved 23,575 employees.
Note: Only the health and safety information of the "five companies in four cities"
are disclosed above.
2015 EHS Honors
In 2015, the Company won high recognition for its EHS efforts:
·In March 2015, Chengdu G4.5 Industrial Base was honored one of
2014 Top Ten Environmental Protection Enterprises in Chengdu High-tech
Zone.
·In March 2015, Shanghai G5 Industrial Base was named the Excellence
Unit in the 2014 Cup of Safety and Health in China (Shanghai Division).
·In November 2015, Shanghai G4.5 Industrial Base was rated Advanced
Unit of Fire Safety in Pudong New District, Shanghai for the second time.
·In December 2015, Wuhan Industrial Base won the Advanced Collective
of Environmental Protection in Donghu New Technical Development
Zone, Wuhan for the second time.
·In December 2015, Tianma Headquarters won the third place in the
Baolong Community Firemanship Contest, Longgang District.
2016 work plan
1. Lower risks: establish a source control EHS risk mechanism, optimize and promote
intrinsic safety of equipment and facilities;
2. Promote independency: establish EHS independent management mechanism and
push forward regional EHS management standardization;
3. Strengthen ability: strengthen EHS system, and improve the EHS ability of key EHS
personnel and leaders.
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Insisting on green operation, the Company has been eliminating disadvantageous products,
focusing on low-energy, green and health medium and high-end products so as to provide
green products services. The Company has been further reducing energy consumption in the
production process, developing green logistics, lowering the impact on global climate and
natural environment.
Green product technologyInsisting on the principle of rational resource utilization, energy
e f f i c iency and c lean product ion in technica l deve lopment
and innovat ion, the Company has cont inuously made new
breakthroughs in green product technical development:
The TFT products developed by the Company dispense the need
to turn on the backlight under ambient light (over 90% of the
power consumption of TFT-LCD modules come from the backlight),
sharply reducing the overall power consumption; the oxide TFT
technology now under development takes the metallic oxide as
the TFT active layer, enhancing electronic mobility and simplifying
the process; adopting gate-driver IC technique and specific circuit
design, the ASG technology reduces the power consumption
by 50% in comparison to traditional LCD panels; the LTPS TFT
technique successfully developed by the Company has higher
electronic mobility and lower leak current in comparison to α-Si
TFT technique, and effectively reduces costs and display power
consumption by integrating partial drive IC into the glass substrate;
the key integrated touch technology developed by the Company
reduces the touch screen glass and surface mounting procedure by
integrating the touch screen into the LCD, lowering costs and power
consumption; furthermore, the Company has been constantly
improving the penetration rate of panels from design, so as to
gradually reduce power consumption of the products.
Green product designIn design and material selection, the Company has ensured that
all raw materials comply with RoHS/REACH/WEEE and the GP
requirements of domestic and international key accounts, and
has accurately conveyed the environmental requirements on raw
materials in the drawings and datasheets. In response to the global
halogen-free trend of electronic products, the Company has been
an active promotion of halogen-free materials. The past three years
have seen halogen-free designs increasing by 10%.
Green design
Green productionBased on the business idea of green and low carbon, sustainable development,
the Company has adopted internationally leading production processes, constantly
tapped potentials in energy conservation and emission reduction, and unfolded
energy efficient technical upgrades, so as to lower energy consumption, reduce
greenhouse gas emission and cope with the climate change proactively. Also
attaching great importance to hazardous substance control, the Company has strictly
tested for, identified the risks of and improved hazardous substances in raw materials,
production process, semi-finished products and finished products.
In 2015, the Company made 21 below-standard raw material interceptions in IQC and
0 client-side below-standard inceptions.
To understand the HSF risks in materials, better prevent HSF abnormities in materials,
and provide a useful basis for hazardous substance reduction and material research
and development, the Green Management Platform has organized material risk
analysis to analyze potential risks in materials and manufacturing process, and has
established a material risk database.
In April 2015, the Company was rated Green Electronic and Electrical Product
Manufacturing by the China Quality Management Association for Electronics Industry.
Green informationFollowing the latest regulations and industry
trends closely, the internal publication Green
Information issued on a regular basis ensures
t imely, accurate mastery of regulations and
market t rends, and formulat ion of mater ial
hazardous substances free plans in advance.
With the extensive changes of RoHS regulations in
2015, HSF management is faced with increasingly
stricter requirements. In the continuous platform-
based HSF management, the Company identified
8 updated international and domestic regulations
and 52 cus tomer requ i rements in 2015 as
required by the regulations and customers, and
transformed them into internal requirements.
I n A u g u s t 2 0 1 5 , t h e C o m p a n y i s s u e d t h e
Environmentally Hazardous Substances Control
Standard (Version 1.4).。
Green Products and Services
Green class
Green design Green information Green production Green supply chain management Green services
Halogen-free design ratio
in 2015
62.9%Halogen-free design ratio
in 2014
51.6%Halogen-free design ratio
in 2013
51.4%
Green Operation
Green products and services
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Green supply chain managementThe supplier environmental information submission system launched in early 2015 has greatly improved the efficiency and accuracy of material submission of suppliers. Organizing the supply chain HSF diagnosis, the Green Product Management Platform involved specialized teams to identify actual management risks of suppliers on the basis of the HSF management system requirements and the HSF special management requirements. These efforts were to better develop and improve the HSF management ability of the suppliers and ensure material compliance. In 2015, the Company assessed 5 suppliers, identified 83 problems, improved and eliminated all the problems identified.
Green servicesActive in building a green product management system, the Company has won customer recognition in assessments. In 2015, the Company was marked 92 points and graded as Grade A by our client Samsung, and given a three-year audit-free period. Meanwhile, the Company was certified by domestic and international key accounts like Sony, LG, Samsung, HUAWEI and Lenovo. Dedicated to improving customer service satisfaction in 2015, the Green Product Management Platform has established customer information submission experience databases, making big breakthroughs in submission efficiency and material compliance and winning critical acclaim from customers.
2016 work plan:1. Green design: Unfold analysis and investigations on hazardous substances in Type I and Type II materials, and establish
a list of risk materials; work out specific reduction plans to further reduce the use of hazardous substances.
2. Green information: Continue to follow the customer requirements and latest regulations closely, transform them into
implementable internal requirements in time, and convey the customer requirements and latest regulations to responsible
departments through Green Information, internal standards and internal trainings.
3. Green production: Change internal audit forms, strengthen detail audit and assessment modes, so as to supervise
the applicability and efficiency of internal management procedures and ensure the manufacturing of green, acceptable
products.
4. Green class: Offer multi-layered targeted programs for tutoring instead of lecturing; increase case studies in the
promotion of general HSF knowledge based on the actual operation of related department, in order to enhance the HSF
awareness of personnel at different levels and ensure the effectiveness of training contents.
5. Green supply chain: Require key material suppliers to equip XRF inspection equipment, complete material inception
standard benchmarking, continuously monitor the inspection data of suppliers and ensure effective risk inception from the
supplier side.
6. Green services: Continuously update and utilize the customer environmental information experience bases to improve
the material submission efficiency and quality.
2015 Supplier HSF TrainingSeptember 25, 2015 saw the Supplier HSF Training held in Wuhan Tianma. Joining the
training were 161 participants from 124 suppliers in Type I materials and risk materials. The
participation rate has greatly improved in comparison to previous years.
In addition to an introduction to hazardous substance management background and the
Environmentally Hazardous Substances Control Standard (Version 1.4), this training also
provided HSF system tutoring for suppliers. HSF management standards, inspections and
procedures were actively exchanged with suppliers in the Q&A section. After the training,
HSF assessment was organized and 70% of the participants scored over 80 points. The
Green Product Management Platform will continue to improve the HSF management ability
of our suppliers, so as to lower the HSF risks from the source.
Green class
The Company has uniformly planned HSF trainings, and made more comprehensive and targeted
program settings. For instance, the HSF Basics is a publicity program for all employees; the Hazardous
Substance Process Risk Identification Training is designed to focus on manufacturing process; the RoHS,
Halogen Inspection Methods and Devices, and the XRF Specialized Knowledge Training are to improve
environmental testing ability; Specialized Training on Environmental Laws, An Introduction to Hazardous
Substances, and Hazardous Substance Management System Development Knowledge are programs to
improve the specialized knowledge of the HSF management team.
Number o f HSF T ra in ing Courses in 2013
Number o f HSF T ra in ing Courses in 2014
Number o f HSF T ra in ing Courses in 2015
3
8
11
Number of HSF Training Courses
Customer Satisfaction in Environmental Protection
78points
87points
93points
Year 2013 Year 2014 Year 2015
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Paperless Office ProjectsBy taking a number of measures like process integration & optimization and paperless
office promotion, the Company put 195 OA business processes into use, with a growth
of 7% compared to 2014; Up 11% compared with the last year, 374,310 OA applications
were submitted. The company saved a total of CNY 190,000 in paper purchase and
printing in 2013, higher than the goal of CNY 150,000. In 2015, CNY 300,000 was saved
in paper purchase and printing, higher than the goal of CNY 250,000. From 2010 to
the end of 2015, the Company had submitted 1,378,563 OA applications, saving about
CNY 1,100,000 in paper purchase and printing.
In 2016, the Company will continue to push forward paperless office, reduce paper
review processes and strive to achieve the goal of saving CNY 320,000 in paper
purchase and printing.
The Company has continued its efforts in green logistics promotion. In terms of transportation mode, to
reduce the emission of greenhouse gases, the Company prioritized marine transportation and reasonably
integrated air and land transportation. For example, through the mode of air transportation from Shanghai
to Shenzhen + land transportation from Zhonggang to Hong Kong, the total transportation cost was cut by
30%~40%. In terms of bulk cargo transportation, the transport cost was charged per trunk or per cubic meter,
the logistic plan was made on a reasonable basis, and the loading of trucks was effectively increased, thus
reducing transportation cost, and the carbon emission at the same time. In terms of the utilization of packing
materials, the Company reduced the cost by recycling packing materials and changing the way of packaging.
In addition, blister trays and PPBOX were used together and repeatedly. Tracking and controlling measures
were conducted to lower loss and waste in various aspects, thus reducing the packing cost. According to
statistics, the recycling rates of the PP-boxes and EPP-boxes bought by the Company reached 141.1% and
608% in 2015 respectively, and 407% and 993% respectively on an accumulative basis (including those in
2014).
"Independent Development of Automation Equipment for Replacement of Manual Operation"
(Automatic Dust Detection Equipment for Replacement of Vehicle-mounted TFT Manual Dust Detection)
OAapplications
OAapplications
OAapplications
OAapplications
OAapplications
OAapplications
Cost saved in paper purchase and printing (CNY 1,000)
Cost saved in paper purchase and printing (CNY 1,000)
Cost saved in paper purchase and printing (CNY 1,000)
Cost saved in paper purchase and printing (CNY 1,000)
Cost saved in paper purchase and printing (CNY 1,000)
Cost saved in paper purchase and printing (CNY 1,000)
31515
174949
209923250946
336920
374310
25140
170 200
270300
Before improvementTo comply with the dust detection requirements on vehicle-mounted TFT by our customers, our employees manually conducted dust detection with a stick. Each product needed to have 10 knocks on four sides, five reps in total. This labor intensive detection was uncontrollable in detection positions, reps and intensity, generating the risks of detection omissions and product breakage.
After improvementThe automatic detection equipment has made the detection positions, times and reps controllable. Through pneumatic control, the detection intensity has been under control, improving the efficiency by half.
Improvement resultBeat: manual dust detection: 57.18 seconds/piece; automatic dust detection: 34.51 seconds/piece; over 22 seconds faster each pieceEfficiency improvement: 12 persons were needed for manual dust detection; only 6 persons are needed after the introduction of automatic equipment; a decrease of 6 personsSurplus: 6 persons*CNY 5000/Month*12 Months= CNY 360,000
Year 2010
Year 2011
Year 2012
Year 2013
Year 2014
Year 2015
Green Operation ProjectsGreen Logistics
2016 work plan:
1. Continue to eliminate the air transportation of large-sized glass substrates, lowering transportation risks.
2. Enhance the CSR management (assessment indicators) of the logistics service suppliers, such as refining the CSR performance
assessment standard, and developing the admission and elimination system.
3. Reduce the cost on consumables by recycling packing materials and changing the way of packaging.
4. Require all logistics service suppliers to sign the CSR agreement, and finish the CSR performance assessment on all logistics
service suppliers.
5. Further integrate transportation service suppliers and concentrate transportation business shares (work out strategic supplier
plans and list).
6. Further expand the assessment scope to all export and import logistics service suppliers.
Data Comparison Chart over the Years
Note: The above data disclosed is only from the "five companies in four cities".
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FOR THE EMPLOYEESPEOPLE FIRST MUTUAL GROWTH
We create a fair, impartial and open mechanism, and a passionate, open environment to mutual growth for every employee to work and live happily.
The number of employees is affected by business development, capacity change and other factors of the Company.
By the end of 2015, the number of employees had reached
17,437
Remarks: the above employees mean the permanent employees, interns, and
outsourced employees of the "five companies in four cities".
Male:7,578
Female:4,894
Male:3,483
Female:1,482
Male:10,024Female:5,681
Male:1,037Female:695
Taking up0.32%
Taking up13.07%
Taking up86.61%
Taking up6.92%
Permanent employees
12,472
Temporary employees
4,965
Fixed-term employees
15,705
Unfixed-term employees
1732
Employees aged over 50
55
Employees aged beteew 30 to 50
2279
Employees aged below 30
15103
Minority employees
1207
11,061 male employees, taking up
63.43%
6,376 female employees, accounting for
36.57%
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Fulfilling its social responsibility in recruitment, Tianma has given
priority to applicants from local community. The employment
of child labor is forbidden in Tianma. In case a child is hired by
accident due to the reason that the applicant uses a fake ID card
or assumes another person's identity, the case shall be reported to
the local labor agency, and the child shall stop working immediately
and receive a physical examination, to make sure that his/her
health hasn't been affected. Then, the child shall be fully paid and
delivered to his/her guardian, and the Company shall make sure
that the child can receive education until reaching the age of 16.
Since its establishment, the Company has had no employment of
child labor.
In strict compliance with related laws and regulations, the Company
has always concerned the disadvantaged l ike the disabled,
prohibited slave labor and eliminated discrimination. Since its
establishment, the Company has had no incident of discrimination
and received no discrimination complaint.
A consistent advocate of humane management, the Company
has always put the employees first to meet their demands from
workshop equipment optimization to "Shuttle Bus on Rainy Days".
Guided by the idea of "Work and Live Happily", the Company is
dedicated to building the employees a safe, clean and comfortable
working environment.
Labor unions have been set up in all industrial bases, responsible
for collective bargaining and negotiation, as well as enriching
the l i fe of employees. Employee representat ives, pol led by
employees democrat ical ly, are ent i t led to, on behalf of the
employees, negotiate with the Company, and are protected from
being revenged or suppressed. Actively in the formulation or
amendment of management regulations, the labor unions have
conducted effective discussions on how to better protect the rights
of employees. To enrich the spare-time life of the employees, the
labor unions have set a Sports Season, and launched such sports
programs as Basketball Game, Badminton Game, Ping Pong
Game and Fun Sports Meet. Free TCM consultation, breast cancer
screening check for female employees, mental health lectures for
female employees and movie showings have also been arranged.
During the reporting period, all employees in all the industrial bases
are under the protection of the collective agreement. (Remarks: the
data of "NLT" is not included.)
The Company has been receiving proposal and rational suggestions
in regard to employee work and life. For instance, suggestion boxes
are arranged prominently in the canteens and dormitories, and the
proposals and suggestions are collected and replied periodically by
specially designed persons. In addition, the questions raised by the
employees are answered by means of phone, email and WeChat in
a timely manner; employee exchanges are held monthly, employee
representative meetings and other meetings are convened on
a regular basis so as to listen to the voice of employees and
developing effective solutions.
An advocate of humane management,
the Company has started from small
things, and launched a variety of
employee care activities every year, so
that our employees can work and live
happily.
To celebrate the New Year's Day, the
Spring Festival, the Lantern Festival, the
March 8 Women's Day, the Dragon
Boat Festival and the Mid-autumn
Day in 2015, the Company prepared
fabulous activities for our employees
to enrich the festive atmosphere and
ease their homesickness.
Human Rights And Equal Treatment
Employee Care Activities59
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Summer employee careTo keep our employees physically and psychologically sound in
summer, the Company gave out summer gift packs and brought a
cool summer for our employees.
Employee family activityTo extend our gratitude to our employees and their family members for their
contributions, the Company planned the Family Open Day and parent-child activities.
These activities are designed to help their family members understand the Company
more and bring our employees closer to their children.
Sports seasonTo enrich the spare-time life of our employees and keep them
physically and psychologically sound, the Company held Basketball
Game, Badminton Game, Ping Pong Game and other games in
2015.
The Voice of Tianma To increase cohesiveness and make your voice heard, the Voice of
Tianma is a stage for our employees to showcase their charm and
enrich their cultural life. After the success of Season One in 2014, the
Voice of Tianma this year received wide attention and gained high
popularity from our employees.
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Always valuing employee training and development, the Company has made a series of talent training plans based on business
conditions, and unfolded employee trainings at multiple levels, from different channels, in different fields and in a variety of forms.
These trainings have helped constantly improve employee skills and realize win-win between the Company and employees. Also
paying attention to performance assessment and career development assessment, the Company has established the A+ABC
performance management mode to conduct performance assessment based on service ability and performance and promote
employees. During the reporting period, all employees of the Company received performance assessment.
Continuous training programs:
Training system development, trainer certification, multi-skill operation
certification, corporate strategy, corporate culture and values, orientation
training (social recruitment & T-Plan).
Training programs to be planned and unfolded in 2016:
1. Support and professional competency improvement trainings: SAMP1,
SAMP2 and SAMP3.
2. Technical and coaching ability improvement trainings: TAMP2 and
TAMP3.
Training programs planned and unfolded in 2015:
1. Leadership and management ability improvement trainings: Eyas
Program 1, Eyas Program 2, LAMP1, LAMP2, LAMP3, and Roc Training
Program.
2. Technical and coaching ability improvement trainings: TAMP1, Six
Sigma and Lean Engineer.
3. Key group professional competency improvement
4. Two-one hundred Plan
5. Tianma Degree Education
6. Tianma Cyber College
2016 work plan
1. Continuously optimize training system development, supervise and review the
implementation of training regulations and support employee learning and growth.
2. Introduce innovative training forms, make full use of mobile app and other
emerging media, and provide employees with more convenient and effective learning
opportunities.
3. Strengthen communication and interaction with internal lecturers, build a mutual-
trust atmosphere, and enhance the professional competency of internal lecturers.
4. Optimize the training programs for employees, follow up the training results, and
help the employees apply what they learn to work.
Remarks: The disclosure of employee training and development
indexes is limited to the "five companies in four cities".
Tianma Headquarters
Shanghai AVIC optoelectronics
Chengdu Tianma
Shanghai Tianma
WuhanTianma
Remuneration and welfareThe remuneration and welfare of our employees is mainly based
on the labor market conditions, post value, work performance,
ability development and other factors. The remuneration is graded
on the basis of different posts and positions to maximally motivate
the employees. The minimal wage offered by the Company is no
less than the minimal wage standard provided by local laws and
regulations. The remuneration is not categorized on the gender of
employees.
In accordance with the laws and regulations, the Company provides
work-related injury insurance, endowment insurance, medical
insurance, unemployment insurance, maternity insurance and
housing fund for the employees. According the sex and the nature
of jobs of the employees, protective equipment, maternity leaves,
paternity leaves, breastfeeding leaves, marriage leaves and paid
leaves are provided. Every year, the Company will provide activity
organization fund to the management personnel and operators
for team building; holiday gift packs are given out on traditional
holidays. The employee welfare coverage rate of the Company
reaches 100%.
2111
1417
311 4351 696337488
26574
6180 77478 116522
Holiday gift packsEvery Spring Festival, Mid-Autumn Day and Dragon Boat Festival, the Company will arrange a variety of festival events and give out a
"holiday gift pack" for every employee. Through online exchange, employees may select holiday food and daily articles they like from
dozens of choices. The small gift pack is a message of gratitude and blessing from the Company to every employee.
In January 2015, the Company launched the "Blessing to Home" event to send a special gift pack for fresh graduates newly recruited.
Inside the gift pack were A Letter to Parents, T-MAN Growth Journey, Tianma Report and Spring Festival couplets. This small gift pack
was Tianma's appreciation and blessing to every T-MAN family and the expectation to every T-Man. In August 2015, the Company
further unfolded the T-Man First-month Salary for Parents activity. This activity was designed to share happy and sad moments with
parents, and help the employees learn how to appreciate and give back to their parents through a letter or a small gift.
Employee Training And Career Development
Trainees hours Trainees hours Trainees hours Trainees hours
Trainees hours
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FOR THE PARTNERSMUTUAL DEVELOPMENT FOR WIN-WIN
At present, most of our suppliers are high-tech companies (manufacturing front-end LCD materials)
and labor intensive companies (producing customized materials), and only a few suppliers engage
in equipment manufacture, commissioned sales of parts, culture and education, and e-business. By
improving the level of automation, our labor intensive suppliers have been reducing their dependency
on labor.
In the reporting period, the Company newly introduced 283 suppliers, and weeded out 56 suppliers.
By the end of 2015, the Company had maintained 2,568 suppliers. Among them, 1,518 are registered
in China, and 682 are registered abroad. There had been no major change in the domicile of suppliers
and supply chain structure. According material characteristics, the suppliers are divided into Type I,
Type II, Type III and Type IV suppliers. Type I, II and III suppliers are productive, and Type IV suppliers
are non-productive. The 1,014 productive suppliers provide the direct materials of LCDs & LCMs, and
the chemicals and gases needed in the production. The 1,554 non-productive suppliers furnish the
Company with equipment, parts & spares and fixed assets.
In 2015, the purchase amount of Tianma reached CNY 7.4 billion, including CNY 4.5 billion generated
by domestic purchases which took up 61%. Recent years have seen the Company making major
breakthroughs in purchase localization. Localized material/equipment purchase coverage rate indexes
and corresponding action plans have been made. The purchase amount of local materials to that of all
materials has increased from 52% in 2011 to 61% in 2015.
As early as 2011, the Company developed relevant documents such as the Supplier Management
Procedure, Supplier Import Certification Procedure and Supplier Elimination Procedure to regulate
supplier management. The Company amended the Supplier Assessment Management Regulations
and the CSR agreement in 2015 for more practical supplier CSR assessment management based on
business reality. All suppliers are required to sign the CSR agreement, complemented by on-site CSR
assessments on the suppliers. The signing of the CSR agreement is for joint assumption of corporate
social responsibilities in human rights, labor practice, EHS and business ethics. The Company also
provided terms of violation and weed-out.
During the reporting period, the Company kept pushing forward the improvement of the CSR
management system. All of the 16 transportation and logistics suppliers signed the CSR agreement as
required; 10 transportation and logistics suppliers received the annual CSR performance assessment,
and the qualification rate was 100%. N no suppliers with child labor, slave labor, or significant or
potential negative impacts on the environment, human rights, labor and the society were found.
Supplier CSR Management
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2015 Tianma Global Supplier Conference
March 18, 2015 saw the Tianma Global Supplier Conference themed with "innovation, win-win" in Wuhan. The full series of our products and technical achievements were showcased. Officials from Wuhan Municipal Government and Donghu High-tech Zone and 200 core material and equipment suppliers at home and abroad were invited to the conference. From the perspectives of strategic positioning, industry layout, technical trends and product performance, General Manager Liu Jingyu introduced our business achievements in the past three decades and shared her vision for future development. While extending her thanks to suppliers for their support and assistance to the Company over the years, she expressed her hope of building mutually beneficial, win-win and in-depth strategic partnerships with global suppliers. The corporate executive team made topic reports on the development status of display technologies and industrial development trends from the aspects of smart mobile terminal market, professional display market, product research and development, quality management, and supply chain management. During the conference, the supplier representatives further made exchanges on the main techniques and development prospects of new displays in the form of roundtable discussion, exploring the development strategy for display industry chain. Furthermore, the Company presented awards to 37 outstanding suppliers. Some supplier representatives held an investment memorandum signing ceremony with Donghu High-tech Zone.
Valuing outsourcer management, the Company has incorporated
the outsourcers into the CSR management system, urging the
outsourcers to fulf i l l their social responsibil i t ies. At present,
the outsourcers of the Company include the contractors of the
canteens, property service and shuttle bus leasing.
Introducing quality canteen outsourcers, the Company has been
promoting fair competition among outsources and continuously
improving the food service level. In response to inadequate self-
built dormitory resources because of the increase of employees
after business expansion, the Company has chosen quali ty
dormitory outsources to enhance the dormitory environment and
service quality. To further enhance employee satisfaction, the
Company has started to provide shuttle bus service for employees
since 2004. The shuttle buses have increased from 1 to 45. The 6
self-owned busses and 39 leased busses have been providing
shuttle service for 4,168 employees daily. To lower the negative
impact of employee shutt le buses to the environment, the
Company has optimized the timetable and route, so as to save
costs and reduce carbon emissions. In 2015, the diesel consumed
by employee shuttle buses reached 41,659 liters, decreasing by
53.8% in comparison to 2014. Also bringing in a quality third-party
property service provider, the Company has provided thoughtful
property service. For instance, sun shade is provided for employee
vehicles; pedestrian flow and vehicle flow are separated; the 5S
management method is implemented to ensure standard safety
management. During the reporting period, the Company didn't
employ security personnel directly. The 182 security members were
provided by the third-party property service provider. To prevent
misconduct of the security personnel, the Company conducted
human r ights trainings regarding to respect of privacy and
prohibited use of violence on all security personnel.
Outsourcer management
I. Employees or their relatives don't receive or extort bribes.
II. Employees or their relatives don't receive any gift, cash or coupon.
III. Don't attend any entertainment activity provided by suppliers and don't entertain
suppliers privately.
IV. Employees or their relatives don't buy shares or receive bonuses from suppliers.
V. Don't reimburse personal expenses through or receive subsidies from suppliers.
VI. Don't meet suppliers alone outside of the workplace.
VII. Don't raise business related requirements on suppliers.
VIII. Don't disclose trade secrets of the Company.
XI. Employees or their relatives don't establish procurement relationship with associated
suppliers; don't personally designate secondary suppliers.
X. Don't seek personal gains by taking advantage of their post or engage in other
behaviors detrimental to the benefits of the Company.
2015 Purchasing Code of Conduct Training
To better implement the Employee Code of Conduct, build a "positive, efficient and professional" purchasing team and regulate the behaviors of the purchasing personnel, the Purchasing Center has developed the "Ten Don'ts" based on the business operations after discussions with the Department of Discipline Inspection and Supervision and the Department of Legal Affairs, defining high-risk behaviors. The Purchasing Center has further amended the Purchasing Center Code of Conduct, interpreting the "Ten Don'ts" and specifying the punishment mechanism of violations. In response to the call of Mr. Zhao Jun heading the Purchasing Center, all purchasing personnel of industrial bases were gathered to learn about the Purchasing Center Code of Conduct on the afternoon of December 7, 2015. After attentive learning, all purchasing personnel agreed with the Purchasing Center Code of Conduct and signed the Confirmation Statement of Purchasing Center Code of Conduct.
Ten Don'ts
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2015 年
2015 Customer Satisfaction Survey Result
To ensure compliance with customer requirements on products and services, the
Company will conduct a customer satisfaction survey on the chosen target customers
every year as per the Customer Satisfaction Management Procedure. Survey plans
are made as per customer satisfaction survey demands, and surveys are conducted
in written form or other forms. Customers will score in 6 aspects—product prices
& delivery, quality service, new product development, environmental & hazardous
substance management, after-sales service, and business communication. All
weighting factors are given by the customers and other suggestions may be filled in
by the customers as they like. After gathering the customer satisfaction survey data,
the Department of Customer Service will summarize and analyze the data, prepare
a report and submit it for management review so as to determinate and implement
improvement items.
In 2015, the smart mobile terminal team conducted a customer satisfaction survey
on 11 representative customers of domestic and overseas smart mobile terminal
markets. The survey results showed continuously improved customer satisfaction,
and high ratings from such international key accounts as HTC, Samsung and
Microsoft, and relatively distinctive competitive strength in environmental protection
and after-sale service. The professional display team also unfolded a satisfaction
survey on 32 vehicle-mounted display and industrial control display customers. The
results revealed that vehicle-mounted display customers Continental, Visteon and
Harman, and industrial control display customers HUAWEI and AVAYA spoke highly
of the Company, demonstrating our relatively distinctive competitive strength in
environmental protection and after-sale service as well.
During the reporting period, the Company never sold forbidden products, or any
products questioned or disputed by the stakeholders in marketing and advertising
activities, violated laws or regulations or voluntary codes regarding market promotion
(including advertisement, marketing and sponsorship). Never was it found in violation
of health and safety, information and product labeling regulations or voluntary codes
on products and services, or laws and regulations in regard to the provision and use
of products and services. The Company wasn't involved in law suits in relation to
anti-competition behaviors and violation of anti-monopoly law, or complained by the
customers due to infringing customer privacy or losing customer data.
Annual Customer Satisfaction of Smart Mobile Terminal Market
81Points
71Points
86Points
Focusing on the smartphone and tablet PC-focused smart mobile terminal display markets and the vehicle mounted, medical, POS and HMI professional display markets, the Company has provided customized display solutions for one thousand medium and high-end customers through a global manufacturing and marketing network, and offered the best product experience through proprietary brands TIANMA and NLT. Our smart mobile terminal display markets are built domestically and internationally, while our professional display markets are distributed in the Greater China, Europe, America and the rest of Asia.
Customer demand or iented, the Company has
established the smart mobile terminal team and
professional display team. The smart mobile terminal
team has employed permanent customer service
personnel in Shenzhen, Guangzhou, Huizhou, Xiamen
and Shanghai. To provide international customers with
faster and more considerate service, the Company
has established sales and services points in the U.S.A.,
Japan, Korea and Taiwan. In 2015, the Company
further built the key account team to better enhance
personalized service level based on the features of
key accounts. To provide our customers with timely
technical support, the professional display team
has set up service points in domestic cities such as
Shenzhen, Xuzhou, Shanghai, Wuhu, Zhongshan,
Zhuhai and Tianjin, and arranged third-party technical
resources in foreign markets such as Mexico, Japan
and Europe. Beyond that, we has also built a matrix
team and a CQ work team which can response quickly
to the demands of the strategic and major customers
of i ts professional display business. In 2015, the
professional display team increased quality personnel
in the North America, Europe, Japan and Korea
to provide customers with responsive and prompt
service.
Further optimizing and improving customer compliant
handling standard, the Company has realized the
practice of providing emergency measures within 24
hours, 8D cause analysis report within 3 working days
and 8D improvement report within 5 working days. All
customer complaints must be closed after customer
verification or approval.
2016 work plan1. Gather advantageous resources, expand the market and lower costs, and integrate
the Department of Customer Service and the Department of Product Quality into the CQ
Department to better service the customers.
2. Establish an independent Japanese customer compliant management team for vehicle-
mounted CQ, under a leader proficient in Japanese with a high quality awareness, a strong
technical background for more professional resolution of customer quality problems.
3. Improve the on-site customer service mechanism and respond to customer complaints
faster.
4. Strengthen the management of industrial product CQ customer complaints, quicken the
resolution of customer quality problems, and improve customer satisfaction.
2015 年2014 年
Score
Customer Relations
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2015 Customer Awards
Professional Display MarketAVAYA "Best Supplier Award 2015"
At the 2015 Supplier Conference held by AVAYA, the world's second largest
VOIP service provider, in Singapore on May 19, Tianma became one of the six suppliers awarded the Best Supplier Award for superior quality, impeccable technical support and timely service in MONO and TFT products. As the only display supplier winning this honor, Tianma was further presented with Key
Supplier Award.
Wistron "Best Service Award of the Year" Joining the Wistron Annual Supplier Conference held in Zhongshan on June
4 with some 30 suppliers, Tianma was awarded the "Best Service Award of the Year" for superior quality performance and best after-sale service. Tianma was the only LCD supplier presented with this award by the processing plant of AVAYA.
Smart Mobile Terminal Market
HUAWEI "The Best Collaboration Partner Award"
At the HUAWEI 2015 Key Partners & Suppliers Conference held from November 4 to November 5, 2015, Tianma was honored the "Best Partner Award" for amazing performance in quality and delivery in the first three quarters. Winning the recognition of A Level quality for three consecutive quarters in 2015, our HUAWEI team has made Tianma an outstanding LCD supplier of HUAWEI and a main supplier of mainstream products like HD and FHD for HUAWEI. Our delivery and production won the recognition of HUAWEI executives in flexibility and supply stability.
Lenovo "MBG Diamond Award" and "Perfect Quality Award"
Excelling among several hundred suppliers at the 2014/2015 Global Supplier Conference held in Beijing on May 28, 2015, Tianma was presented with the "MBG Diamond Award" and "Perfect Quality Award". This was the second time for Tianma to win the "MBG Diamond Award", the highest supplier award of Lenovo since 2014.
Pegatron "Quality Service Award"At the Pegatron 2015 Supplier Conference held in Suzhou, China on June
16, Tianma was honored the "Quality Service Award" for outstanding quality performance and efficient service. The Company was the only display supplier winning this award presented by the processing plant of Netlab.
Vivo "2014 Excellent Business Partner of the Year Award"
General Manager Liu Jingyu and Vice General Manager Lou Jun attended the Vivo 2015 Global Business Partner Conference unfolded on April 15, 2015, and took home the "2014 Excellent Business Partner of the Year Award" for outstanding customer service and quality performance.
ZTE "2015 Global Best Partner Award"
As one of the 163 key and strategic suppliers, Tianma was invited to the ZTE 2015 Global Supplier Conference convened in Shenzhen OCT Continental Hotel on November 11, 2015. For recognition of great overall performance in 2015, the Company was awarded the "2015 Global Best Partner Award" as the only terminal touch display manufacturer winning this honor. Leaders of both Tianma and ZTE
undertook to continue strategic cooperation and further realize win-win.
Longcheer "Best Quality Award"Winning high recognition from Longcheer, China's leader in mobile ODM
sector, at its 2015 Supplier Conference held in Pullman Shanghai Hotel on June 5, 2015, Tianma was honored the "Best Quality Award" as the only display supplier winning this honor.
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FOR THECOMMUNITYACTIVE RETURN UNSELFISH DEDICATION
Socially responsible, the Company has been active in social welfare programs and blending into local community to create value for the community. Since its establishment in 2009, Tianma Volunteers Association has been unfolding educational assistance, donation and environmental protection programs to promote social harmony and sustainable development. Upholding the volunteering spirit of "participation, mutual assistance, devotion, and progress", Tianma will continue to serve the community, spread kindness and establish a good image of socially responsible corporate citizen.
"Tianma Fund" in Lizhuang Middle School, Yibin, Sichuan ProvinceLizhuang Middle School is mainly enrolling students from economically disadvantaged villages in the
local town and surrounding towns. While some of them are financially strained, others are stay-at-
home children lack of care. To provide the children with a beneficial learning environment, inspire
their learning enthusiasm, cultivate a next generation with overall development morally, intellectually,
physically and aesthetically, promote a change in academic atmosphere, further improve the school
environment and enhance educational quality, employee Chen Hongtao founded the Tianma Fund in
Lizhuang Middle School on behalf of Tianma in December 2012. The Tianma Fund includes the Tianma
Scholarship and Tianma Grant. It's designed to reward the academically excellent students and help the
financially-strained students with their schooling. Starting from the second semester of 2015, awards
have been presented to outstanding students by the categories of grades, arts and science students, art
and sports students in the mid-term and term exams so as to inspire them to study hard and serve the
country in the future.
Fund Receiver Representative Hu Ting
I would like to extend my sincere thanks to Tianma Fund for the care, assistance, love, confidence and strength
Tianma gives us. To live up to the expectations on us, we will fly on the wings of Tianma, study hard and
become pillars of the nation soon to serve the country!
Educational Assistance
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Wuxue High School Financially-strained Student Aid Program
Dedicated to serving the community and helping the financially-strained, Wuhan Tianma Party
Committee signed a mutual assistance agreement with Hubei Care Society to fund three financially-
distressed students for their schooling every year since 2014.
In 2014, Wuhan Tianma funded three students from Wuxue High School. Among these three students,
one is still studying in High School and one has completed his high school study and started his college
education. Thankful for all those who have helped him, he expressed his determination to keep such
kindness in mind, study hard and serve the country with practical actions. The third fund receiver
unfortunately died of illness. Hearing this heart-saddening news, Wuhan Tianma Party Committee
immediately sent our condolences to his family.
In 2015, Wuhan Tianma continued to fund three freshmen from Wuxue High School. Concentrating on
their studies now, they are progressing academically. In addition to giving financial aid, Wuhan Tianma
Party Committee attached importance to their physical and psychological health, and called on Party
members to communicate and exchange with them one by one.
Tianma Care in Mabai Donation
In 2015, Shanghai Tianma unfolded the Tianma Care in Mabai
Donation to donate clothes in winner, winning unanimous support
from our employees. Sixteen boxes of clothes were collected and
sent to Mabai Primary School, Zhuanjiaoxiang, Guangnan County,
Wenshan Prefecture, Yunnan Province. Representing Tianma's care,
these clothes gave the kids warmth.
"Care on the Road" Funding Activity
On behalf of the Company, Shanghai AVIC Optoelectronics Walk Society
again attended the "Care on the Road" Fundraising Running Activity
held by Shanghai Care on the Road Welfare Development Center in
2015.
Every year, the organizer of "Care on the Road" will visit poverty-
stricken mountainous areas to learn about their needs and determine
activity themes and funding projects. The Solar Heater Plan was
launched in Wenle Orphan School, Chengduo County, Yushu, Qinghai
Province to build bathrooms as the kids had no hot water bath
throughout the eight month-winter. In consideration of only one school
(a Buddhist school) for 20 students in Duoer Village, Zhibu County,
Gannan Prefecture, Gansu Province and about one hundred students
having no nearby schools to attend to, the New School Plan will fund
the new school building.
Led by the Walk Society, 27 employees joined the funding event this
year. Through "Care on the Road", we showed our care to the kids in
the poverty-stricken areas and our wish that they grow healthily and
happily.
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15-minute Home
To help the surrounding sanitation workers resolve their difficulties
in water supply, meal heating, rest and toilet access, Chengdu
Tianma built a 15-minute Home—Sanitation Worker Rest Station
at the gate of the living quarters. It was a response to the call of
"utilizing available resources to provide a short break place for
sanitation workers" proposed by Chengdu Federation of Trade
Unions, and a commitment to social responsibilities. Convenient and
cozy, this small "home" is furnished with seats, microwave ovens,
water dispensers, heating and cooling electrical appliances and
first-aid kits, providing a comfortable place to rest after exhausting
work for the surrounding sanitation workers.
Visiting the Elderly Home on the Double Ninth
Festival
On the occasion of the Double Ninth Festival, Shanghai AVIC
Optoelectronics Party Committee members visited the Elderly Home
in Xinzhuang Industrial Zone on the morning of October 20 to show
our care for the elderly and give a little bit of green to every room.
At the sight of the potted green plants we prepared for them, the
grandpas and grannies were overjoyed and said, "With these green
plants, our eyes are much better. How thoughtful of you!"
This visit is a new starting point for us to care for and respect the
elderly and part of the "Together We Care for the Elderly" programs
for our social responsibility efforts. With sincere care and consistent
devotion, we will be better!
A Visit to Heqing Town Elderly Home
To further carry forward the fine traditional virtue of "honoring and caring for the elderly" of the Chinese
nation, Shanghai Tianma Party Committee organized a visit to Qingdun Elderly Home in Heqing Town,
Pudong New District on May 30. Sending greetings and engaging in small talks, the members of Shanghai
Tianma Party Committee joined the singing and dancing of the elderly people and gave them potted plants.
Giving laughter to the elderly, they instantly created a bustling and harmonic atmosphere in the home.
This activity has deepened their awareness to care for and honor the eldlerly, enhanced their relations and
cooperation, and improved their fighting capacity and cohesion. It also further spread the values of Tianma
and helped Tianma fulfill social responsibilities.
A Visit to the Children Welfare Home
In August 2015, the members of Shanghai Tianma Party Committee came to Shanghai Babies' Home Children
Patient Care Center and started their volunteering service to last for weeks. Formerly known as Shanghai
Babies' Home Orphan Fosterage Place, Babies Home Care Center is a care organization initiated by several
caring mothers to provide medical assistance and short-term rehabilitation care for sick orphans in Shanghai
and surrounding areas. Located in the Family Building of the Shanghai Children's Medical Center courtyard,
the lovely light blue home is cozy and warm. Every day, the visitors will spend two hours with the children in
the Activity Room. Most children here are in postoperative rehabilitation or preoperative preparation. With
great patience, they played with the children and tell stories, striving to soothe the pain of the children after
the operation with laughter. Their time together was so short that some children would take the hands of
the volunteers and ask before they leave, "Auntie, may I call you 'Mom'?" Warmth was flowing in this small
home. "Perhaps they had a dark past, but they could have a bright future because of your care." This is what
leads every Tianma volunteer in their volunteering practice.
Serve The Community
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Volunteering for Traffic Control
Organized by Shanghai AVIC Optoelectronics Party Committee, the Party member volunteers joined the traffic control service program of
Xinzhuang Industrial Zone in May 2015. Some 80 Party members from 8 branches came to the Yindu intersection of Humin Road by turns.
They assisted the traffic police officers in the correction, instruction and persuasion of drivers and pedestrians in violation of lane-changing,
traffic light and zebra marking regulations.
I Love My Home Arbor-Day Event
Chengdu Tianma unfolded the I Love My Home
Arbor-Day Event in 2015. Employees were actively
involved to re-organize the flower beds, weeding
and planting new plants. On the Arbor Day, 120
new plants and 20 roses were planted for joint
efforts in building a green environment.
Appendix
GRI Reference Table
Standard disclosure (Part I) General Standard Disclosure Note：" ● ": full disclosure; " ○ ": Undisclosed
G4 indicators Index Disclosure degree
1. Strategy & analysis
G4-1Statement from the most senior decision maker of the organization about the relevance of sustainability to the organization and its strategy.
P6、P7、P14、
P18、P19 ●
G4-2 Description of key impacts, risks, and opportunities. 一 ○
2. Organizational
Profile
G4-3 Name of the organization P8 ●
G4-4 Primary brands, products, and/or services. P8 ●
G4-5 Location of organization's headquarters. P8 ●
G4-6 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability topics covered in the report.
P24、P25 ●
G4-7 Nature of ownership and legal form. P8 ●
G4-8 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).
P8、 P68 ●
G4-9 Scale of the reporting organization.P8、P24、P25、
P39、P57●
G4-10 Total number of employees by employment contract and gender P57 ●
G4-11 Report the percentage of total employees covered by collective bargaining agreements. P58 ●
G4-12 Describe the organization's supply chain. P65 ●
G4-13 Significant changes during the reporting period regarding size, structure, or ownership P8、P9、P65 ●
G4-14 Explanation of whether and how the precautionary approach or principle is addressed by the organization.
P19、 P20、 ●
G4-15 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.
P83 ●
G4-16
Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: ·Has positions in governance bodies;· Participates in projects or committees;· Provides substantive funding beyond routine membership dues; or·Views membership as strategic. Mainly memberships kept in the name of the organization.
P83 ●
3. Identified Material
Aspects and Boundaries
G4-17 All entities included in the organization's consolidated financial statements and if any of these are not covered in the report.
Title page、 P24、
P25●
G4-18 Process for defining report content and aspect boundaries and how the organization implemented the Reporting Principles for Defining Report Content.
P13 ●
G4-19 List all the material aspects identified in the process for Defining Report Content. P14 ●
G4-20 For each material aspect report the boundary within the organization P15 ●
G4-21 For each material aspect report aspect boundary outside the organization P15 ●
G4-22Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements.
Title page ●
G4-23 Report significant changes from previous reporting periods in the Scope and Aspect Boundaries. P14 ●
4. Stakeholder Engagement
G4-24 Provide a list of stakeholder groups engaged by the organization. P13 ●
G4-25 Basis for identification and selection of stakeholders with whom to engage. P13 ●
G4-26Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
P13 ●
G4-27 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.
P14 ●
5. Report Profile
G4-28 Reporting period (e.g., fiscal/calendar year) for information provided. Title page ●
G4-29 Date of most recent previous report (if any). P11 ●
G4-30 Reporting cycle (such as annual, biennial, etc.) Title page ●
G4-31 Contact point for questions regarding the report or its contents. Title page ●
G4-32 Table identifying the location of the Standard Disclosures (core or overall) in the report. Title page ●
G4-33 Policy and current practice with regard to seeking external assurance for the report P11 ●
79
78
APPEN
DIX
G4 indicators IndexDisclosure
degree
6. Governance
G4-34 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.
P10 ●
G4-35 State the process that the highest governance body authorizes the senior management and other employment to manage economic, environmental and social topics.
一 ○
G4-36 Whether the organization has appointed an executive level position(s) with responsibility for economic, environmental, and social topics and whether post holders report directly to highest governance body.
一 ○
G4-37 Process for consultation between stakeholders and the highest governance body on economic, environmental, and social topics. If consultation is delegated, describe to whom and any feedback processes to the highest governing body.
一 ○
G4-38 Composition of the highest governance body and its committees. 一 ○
G4-39 Indicate whether the Chair of the highest governance body is also an executive officer. (If yes, indicate his/her duties and the reason of the arrangement.)
一 ○
G4-40 Report nomination and selection process for highest governance body and its committees and criteria used for nominating and selecting highest governance body members.
一 ○
G4-41 Processes in place for the highest governance body to ensure conflicts of interest are avoided and managed.
一 ○
G4-42 Roles for development, approval, and updating of organization's purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts.
一 ○
G4-43 Measures taken to develop and enhance highest governance body's collective knowledge of economic, environmental and social topics.
一 ○
G4-44
Processes for evaluating highest governance body's own performance. Whether the evaluation is conducted independently, and what's the frequency thereof. Whether the evaluation is self-evaluation; The measures for evaluating the performance of the highest governance body in economic, environmental and social issue management shall at least contain the changes in membership and organizational management.
一 ○
G4-45
Highest governance body's role in the identification and management of economic, environmental and social impacts, risks, and opportunities, including due diligence and stakeholder consultation;Whether the consultation of the stakeholders are adopted to support the identification and management of the highest governance body of economic, environmental and social impacts, risks and opportunities.
一 ○
G4-46 Highest governance body's role in reviewing effectiveness of organization's risk management processes for economic, environmental and social topics.
一 ○
G4-47 Frequency of highest governance body's review of economic, environmental and social impacts, risks, and opportunities.
一 ○
G4-48 Highest committee or position that formally reviews and approves organization's sustainability report and ensures all material aspects are covered.
一 ○
G4-49 Process for communicating critical concerns to highest governance body. 一 ○
G4-50 The property and total number of the issues concerned the most by the highest governance body, and the solutions it takes.
一 ○
G4-51 The remuneration policies of the organization and the senior management; the linkage between compensation for members of highest governance body, senior managers, and executives, and organization's performance.
一 ○
G4-52 Process for determining remuneration 一 ○
G4-53 Stakeholders' views regarding remuneration including the results of votes on remuneration policies and proposals, if applicable.
一 ○
G4-54Ratio of the annual total compensation for the organization's highest-paid individual to the median annual total compensation for all employees (not including the highest-paid individual).
一 ○
G4-55Ratio of percentage increase in annual total compensation for organization's highest-paid individual to the median percentage increase in annual total compensation for all employees (not including the highest-paid individual).
一 ○
7. Business Ethics and Integrity
G4-56 The organization's values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.
P8 、P36 ●
G4-57 An internal and external mechanism to seek suggestions on ethics and lawful behaviors and affairs related to the organization's integrity such as help hotlines or suggestions hotlines.
一 ○
G4-58 An internal and external mechanism to report unethical or unlawful behaviors and affairs related to the organization's integrity such as report through director managers or whistle blowing mechanism or hotlines.
一 ○
Standard Disclosure (Part II): Specific Standard Disclosure
Category Management method and index Page
Economic
G4-DMA State why this aspect is material, the impact of making this aspect material, how the organization manages the material aspect and its impact, and the evaluation on management method
P13、P39
G4-EC1 Direct economic value generated and distributed by the organization P39
G4-EC2 Risks and opportunities posed by climate change P44
G4-EC3 Coverage of the organization's defined benefit plan obligations P63
G4-EC4 Financial assistance received from government 一
G4-EC5 Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation P63
G4-EC6 Proportion of senior management hired from the local community at significant locations of operation 一
G4-EC7 Development and impact of infrastructure investments and services supported 一
G4-EC8 Significant indirect economic impacts, including the extent of impacts 一
G4-EC9 Proportion of spending on local suppliers at significant locations of operation P65
Environmental
G4-DMA State why this aspect is material, the impact of making this aspect material, how the organization manages the material aspect and its impact, and the evaluation on management method
P13 、P43
G4-EN1 Materials used by weight or volume 一
G4-EN2 Percentage of materials used that are recycled input materials P54
G4-EN3 Energy consumption within the organization P46
G4-EN4 Energy consumption outside of the organization 一
G4-EN5 Energy intensity 一
G4-EN6 Reduction of energy consumption P46
G4-EN7 Reductions in energy requirements of products and services 一
G4-EN8 Total water withdrawal by source P46
G4-EN9 Water sources significantly affected by withdrawal of water 一
G4-EN10 Percentage and total volume of water recycled and reused 一
G4-EN11 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas
一
G4-EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas
一
G4-EN13 Habitats protected or restored 一
G4-EN14 Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk
一
G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1) P46
G4-EN16 Energy indirect greenhouse gas (GHG) emissions (Scope 2) 一
G4-EN17 Other indirect greenhouse gas (GHG) emissions (Scope 3) 一
G4-EN18 Greenhouse gas (GHG) emissions intensity P46
G4-EN19 Reduction of greenhouse gas (GHG) emissions P46
G4-EN20 Emissions of ozone-depleting substances (ODS) 一
G4-EN21 NOX, SOX, and other significant air emissions 一
G4-EN22 Total water discharge by quality and destination P46
G4-EN23 Total weight of waste by type and disposal method 一
G4-EN24 Total number and volume of significant spills P44
G4-EN25 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally
一
G4-EN26 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the organization's discharges of water and runoff
一
G4-EN27 Extent of impact mitigation of environmental impacts of products and services 一
G4-EN28 Percentage of products sold and their packaging materials that are reclaimed by category 一
G4-EN29 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations
P33、 P44
G4-EN30 Significant environmental impacts of transporting products and other goods and materials for the organization's operations, and transporting members of the workforce
P67
G4-EN31 Total environmental protection expenditures and investments by type P45
G4-EN32 Percentage of new suppliers that were screened using environmental criteria P65
G4-EN33 Significant actual and potential negative environmental impacts in the supply chain and actions taken P65
G4-EN34 Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms 一
81
80
APPEN
DIX
Category Management method and index Page
Social Performance
-Labor Practices
and Decent Work
G4-DMA State why this aspect is material, the impact of making this aspect material, how the organization manages the material aspect and its impact, and the evaluation on management method
P13、 P58、P62、
P63
G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region 一
G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant location of operation
P63
G4-LA3 Return to work and retention rates after parental leave, by gender P63
G4-LA4 Minimum notice periods regarding operational changes, including whether these are specified in collective agreements 一
G4-LA5 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs
P43
G4-LA6 Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender
P47
G4-LA7 Workers with high incidence or high risk of diseases related to their occupation P47
G4-LA8 Health and safety topics covered in formal agreements with trade unions 一
G4-LA9 Average hours of training per year per employee by gender, and by employee category P62
G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings
P62
G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category P62
G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity
P57
G4-LA13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation P63
G4-LA14 Percentage of new suppliers that were screened using labor practices criteria P65
G4-LA15 Significant actual and potential negative impacts for labor practices in the supply chain and actions taken P65
G4-LA16 Number of grievances about labor practices filed, addressed, and resolved through formal grievance mechanisms 一
Social Performance
-Human Rights
G4-DMA State why this aspect is material, the impact of making this aspect material, how the organization manages the material aspect and its impact, and the evaluation on management method
P13、P58
G4-HR1 Total number and percentage of significant investment agreements and contracts that include human rights clauses or that underwent human rights screening
一
G4-HR2 Total hours of employee training on human rights policies or procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained
一
G4-HR3 Total number of incidents of discrimination and corrective actions taken P58
G4-HR4 Total number of incidents of discrimination and corrective actions taken P58
G4-HR5 Operations and suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor
P58、 P65
G4-HR6 Operations and suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor
P58、 P65
G4-HR7 Percentage of security personnel trained in the organization's human rights policies or procedures that are relevant to operations P67
G4-HR8 Total number of incidents of violations involving rights of indigenous peoples and actions taken 一
G4-HR9 Total number and percentage of operations that have been subject to human rights reviews or impact assessments P11
G4-HR10 Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments. P65
G4-HR11 The significant and practical, as well as potential negative effects of the supply chain on human rights. P65
G4-HR12 Number of grievances about human rights impacts filed, addressed, and resolved through formal grievance mechanisms 一
Social Performance
-Society
G4-DMA State why this aspect is material, the impact of making this aspect material, how the organization manages the material aspect and its impact, and the evaluation on management method
P13、 P73
G4-SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs 一
G4-SO2 Operations with significant actual and potential negative impacts on local communities 一
G4-SO3 Total number and percentage of operations assessed for risks related to corruption and the significant risks identified P37
G4-SO4 Communication and training on anti-corruption policies and procedures P37
G4-SO5 Confirmed incidents of corruption and actions taken 一
G4-SO6 Total value of political contributions by country and recipient/beneficiary 一
G4-SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes P69
G4-SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations P33
G4-SO9 Percentage of new suppliers that were screened using criteria for impacts on society P65
G4-SO10 Significant actual and potential negative impacts on society in the supply chain and actions taken P65
G4-SO11 Number of grievances about impacts on society filed, addressed, and resolved through formal grievance mechanisms 一
Social Performance
-Product
Responsibility
G4-DMA State why this aspect is material, the impact of making this aspect material, how the organization manages the material aspect and its impact, and the evaluation on management method
P13、 P50
G4-PR1 Percentage of significant product and service categories for which health and safety impacts are assessed for improvement 一
G4-PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes
P69
G4-PR3 Type of product and service information required by the organization's procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information requirements
一
G4-PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes
P69
G4-PR5 Results of surveys measuring customer satisfaction P69
G4-PR6 Sale of banned or disputed products P69
G4-PR7Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes
P69
G4-PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data P69
G4-PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services
P69
Terminology Definition
Terminology Definition Location
DQV Design Quality Verification
T e c h n i c a l I n n o v a t i o n a n d Leadership
In-Cell technique An integrated touch technique to embed the touch panel function into the LCD pixels
On-Cell technique An integrated touch technique to embed the touch panel function between the substrate of color filter and polarizer
Flexible Display technique Flexible display technique
AMOLED technique Active Matrix/Organic Light Emitting Diode
HVGA、WVGA、WXGA、HD、FHD The resolutions of various displays
Oxide TFT technique Metallic oxide TFT technique
EMTP Electro-Magnetic Transient Program
8inch 8 inch
5mask IPS 5Mask In-Plane Switching
GIP Gate in panel
G4.5 a-Si Generation 4.5 amorphous silicon
Business Development—2015 business developmentG5 a-Si Generation 5 amorphous silicon
G5.5 代 LTPS Generation 5.5 low temperature poly-silicon
DCC Document control centralF o r t h e G o v e r n m e n t —Compliance operation
IP intellectual property
For the Government—Business ethics managementCRM Customer Relationship Management
QS Quality Safety
EHS Environment, Safety and Health F o r t h e E n v i r o n m e n t —E n v i r o n m e n t a l s a f e t y sustainabilityODS Ozone Depleting Substances
HSF Hazardous substances free
For the Environment—Green operationIQC Incoming Quality Control
XRF X Ray Fluorescence X
FQE Field Quality Engineer
For the Partners—Customer relationsCQ Customer Quality
On-site On-site service in the factory
In pursuance of the strategic goals of Tianma, and the concern of the stakeholders, we support the following associations and organizations to launch economic,
environmental and social treaties, principles or other proposals.
Associations &Organization Membership
China Optics andOptoelectronics Manufactures
Association LCD BranchVice President
Shenzhen Integrity FederationMember
Low Carbon Innovation Alliance
Common member
Federation of ShenzhenIndustries
Vice Chairman
Shanghai Chamber of Commerce
Common member
China Association for Public Companies
Member
Shenzhen EnterpriseConfederation
Shenzhen EntrepreneurAssociation
Vice Chairman
National TechnicaCommittee on Flat Panel
Display Devices of Standardization
Administration of ChinaVice Chairman
Shenzhen Association forPublic Companies
Member
Shenzhen Flat Panel Display Industry Association
Vice President
Shenzhen High-tech IndustryAssociation
Common member
83
82
APPEN
DIX
Feedback Form
Dear readers,
Thanks for reading the 2015 CSR Report of Tianma.
Your opinions and suggestions are valued and welcomed by us. Thanks for your
participation.
Tianma Microelectronics Co., Ltd.
February 2016
Name:
Contact No.:
Report evaluation
Your Expectations on the Next Report:
About Us
To Create Colorful Life
Bear the Social Responsibilities
Note: each index is scored within a scale of 1~5.
Balance Comparability Accuracy Timeliness Reliability Definition
Company:
Email:
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The document is printed on recycled paper.
Copyright © Tianma Microelectronics Co., Ltd.
Disclaimer
This document may contain predictive information, including
but not limited to such information related to finance,
operation, product series and new technique. Since the
uncertainties in practice may cause the great differences
between the actual results and the predictive information,
this document is for reference only, and does not constitute
any offers or commitments. The Company is entitled to
revise the above information without notice.
Address: 7/F, 64th Building, Majialong Industrial City,
Nanshan District, Shenzhen
Tel: (86) 755-8622 5886
Fax: (86) 755-8622 5772
Website: www.tianma.cn
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