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670cf163bb02136c067d26b6 | Single-Document QA | Detective | hard | medium | What is the correct answer to this question: Please try to deduce the true story based on the evidence currently known. What was the real cause of Mary Blakiston's death in your deduction?
Choices:
(A) Murdered by Robert Blakiston
(B) Murdered by Matthew Blakiston
(C) Suicide
(D) Accident
| Murdered by Robert Blakiston | Murdered by Matthew Blakiston | Suicide | Accident | D | Please read the following text and answer the question below.
<text>
CROUCH END, LONDON A bottle of wine. A family-sized packet of Nacho Cheese Flavoured Tortilla Chips and a jar of hot salsa dip. A packet of cigarettes on the side (I know, I know). The rain hammering against the windows. And a book. What could have been lovelier? Magpie Murders was number nine in the much-loved and world-bestselling Atticus Pünd series. When I first opened it on that wet August evening, it existed only as a typescript and it would be my job to edit it before it was published. First, I intended to enjoy it. I remember going straight into the kitchen when I came in, plucking a few things out of the fridge and putting everything on a tray. I undressed, leaving my clothes where they fell. The whole flat was a tip anyway. I showered, dried and pulled on a giant Maisie Mouse T-shirt that someone had given me at the Bologna Book Fair. It was too early to get into bed but I was going to read the book lying on top of it, the sheets still crumpled and unmade from the night before. I don’t always live like this, but my boyfriend had been away for six weeks and while I was on my own I’d deliberately allowed standards to slip. There’s something quite comforting about mess, especially when there’s no one else there to complain. Actually, I hate that word. Boyfriend. Especially when it’s used to describe a fifty-two-year-old, twice-divorced man. The trouble is, the English language doesn’t provide much in the way of an alternative. Andreas was not my partner. We didn’t see each other regularly enough for that. My lover? My other half? Both made me wince for different reasons. He was from Crete. He taught Ancient Greek at Westminster School and he rented a flat in Maida Vale, not so far from me. We’d talked about moving in together but we were afraid it would kill the relationship, so although I had a full wardrobe of his clothes, there were frequently times when I didn’t have him. This was one of them. Andreas had flown home during the school holidays to be with his family: his parents, his widowed grandmother, his two teenaged sons and his ex-wife’s brother all lived in the same house in one of those complicated sorts of arrangements that the Greeks seem to enjoy. He wouldn’t be back until Tuesday, the day before school began, and I wouldn’t see him until the following weekend. So there I was on my own in my Crouch End flat, which was spread over the basement and ground floor of a Victorian house in Clifton Road, about a fifteen-minute walk from Highgate tube station. It was probably the only sensible thing I ever bought. I liked living there. It was quiet and comfortable and I shared the garden with a choreographer who lived on the first floor but who was hardly ever in. I had far too many books, of course. Every inch of shelf space was taken. There were books on top of books. The shelves themselves were bending under the weight. I had converted the second bedroom into a study although I tried not to work at home. Andreas used it more than I did – when he was around. I opened the wine. I unscrewed the salsa. I lit a cigarette. I began to read the book as you are about to. But before you do that, I have to warn you. This book changed my life. You may have read that before. I’m embarrassed to say that I splashed it on the cover of the first novel I ever commissioned, a very ordinary Second World War thriller. I can’t even remember who said it, but the only way that book was going to change someone’s life was if it fell on them. Is it ever actually true? I still remember reading the Brontë sisters as a very young girl and falling in love with their world: the melodrama, the wild landscapes, the gothic romance of it all. You might say that Jane Eyre steered me towards my career in publishing, which is a touch ironic in view of what happened. There are plenty of books that have touched me very deeply: Ishiguro’s Never Let Me Go, McEwan’s Atonement. I’m told a great many children suddenly found themselves in boarding school as a result of the Harry Potter phenomenon and throughout history there have been books that have had a profound effect on our attitudes. Lady Chatterley’s Lover is one obvious example, 1984 another. But I’m not sure it actually matters what we read. Our lives continue along the straight lines that have been set out for us. Fiction merely allows us a glimpse of the alternative. Maybe that’s one of the reasons we enjoy it. But Magpie Murders really did change everything for me. I no longer live in Crouch End. I no longer have my job. I’ve managed to lose a great many friends. That evening, as I reached out and turned the first page of the typescript, I had no idea of the journey I was about to begin and, quite frankly, I wish I’d never allowed myself to get pulled on board. It was all down to that bastard Alan Conway. I hadn’t liked him the day I’d met him although the strange thing is that I’d always loved his books. As far as I’m concerned, you can’t beat a good whodunnit: the twists and turns, the clues and the red herrings and then, finally, the satisfaction of having everything explained to you in a way that makes you kick yourself because you hadn’t seen it from the start. That was what I was expecting when I began. But Magpie Murders wasn’t like that. It wasn’t like that at all. I hope I don’t need to spell it out any more. Unlike me, you have been warned.
Magpie Murders An Atticus Pünd Mystery Alan Conway
ABOUT THE AUTHOR ALAN CONWAY was born in Ipswich and educated first at Woodbridge School and then at the University of Leeds, where he gained a first in English Literature. He later enrolled as a mature student at the University of East Anglia to study creative writing. He spent the next six years as a teacher before achieving his first success with Atticus Pünd Investigates in 1995. The book spent twenty-eight weeks in the Sunday Times bestseller list and won the Gold Dagger Award given by the Crime Writers’ Association for the best crime novel of the year. Since then, the Atticus Pünd series has sold eighteen million books worldwide, and has been translated into thirty-five languages. In 2012, Alan Conway was awarded an MBE for services to literature. He has one child from a former marriage and lives in Framlingham in Suffolk.
PRAISE FOR ATTICUS PÜND ‘Everything you could want from a British whodunnit. Stylish, clever and unpredictable.’ Independent ‘Watch out Hercule Poirot! There’s a smart little foreigner in town – and he’s stepping into your shoes.’ Daily Mail ‘I’m a fan of Atticus Pünd. He takes us back to the golden age of crime fiction and reminds us where we all began.’ Ian Rankin ‘Sherlock Holmes, Lord Peter Wimsey, Father Brown, Philip Marlowe, Poirot . . . the truly great detectives can probably be numbered on the fingers of one hand. Well, with Atticus Pünd you may need an extra finger!’ Irish Independent ‘A great detective story needs a great detective, and Atticus Pünd is a worthy addition to the fold.’ Yorkshire Post ‘Germany has a new ambassador. And crime has its greatest detective.’ Der Tagesspiegel ‘Alan Conway is clearly channelling his inner Agatha Christie. And good luck to him! I loved it.’ Robert Harris ‘Half Greek, half German, but always 100 per cent right. The name? It’s Pünd – Atticus Pünd.’ Daily Express SOON TO BE A MAJOR BBC1 TELEVISION SERIES
THE ATTICUS PÜND SERIES Atticus Pünd Investigates No Rest for the Wicked Atticus Pünd Takes the Case Night Comes Calling Atticus Pünd’s Christmas Gin & Cyanide Red Roses for Atticus Atticus Pünd Abroad
One Sorrow
1 23 July 1955 There was going to be a funeral. The two gravediggers, old Jeff Weaver and his son, Adam, had been out at first light and everything was ready, a grave dug to the exact proportions, the earth neatly piled to one side. The church of St Botolph’s in Saxby-on-Avon had never looked lovelier, the morning sun glinting off the stained glass windows. The church dated back to the twelfth century although of course it had been rebuilt many times. The new grave was to the east, close to the ruins of the old chancel where the grass was allowed to grow wild and daisies and dandelions sprouted around the broken arches. The village itself was quiet, the streets empty. The milkman had already made his deliveries and disappeared, the bottles rattling on the back of his van. The newspaper boys had done their rounds. This was a Saturday, so nobody would be going to work and it was still too early for the homeowners to begin their weekend chores. At nine o’clock, the village shop would open. The smell of bread, fresh out of the oven, was already seeping out of the baker’s shop next door. Their first customers would be arriving soon. Once breakfast was over, a chorus of lawnmowers would start up. It was July, the busiest time of the year for Saxby-on-Avon’s keen army of gardeners and with the Harvest Fair just a month away roses were already being pruned, marrows carefully measured. At half past one there was to be a cricket match on the village green. There would be an ice-cream van, children playing, visitors having picnics in front of their cars. The tea shop would be open for business. A perfect English summer’s afternoon. But not yet. It was as if the village was holding its breath in respectful silence, waiting for the coffin that was about to begin its journey from Bath. Even now it was being loaded into the hearse, surrounded by its sombre attendants – five men and a woman, all of them avoiding each other’s eye as if they were unsure where to look. Four of the men were professional undertakers from the highly respected firm of Lanner & Crane. The company had existed since Victorian times when it had been principally involved in carpentry and construction. At that time, coffins and funerals had been a sideline, almost an afterthought. But, perversely, it was this part of the business that had survived. Lanner & Crane no longer built homes, but their name had become a byword for respectful death. Today’s event was very much the economy package. The hearse was an older model. There were to be no black horses or extravagant wreaths. The coffin itself, though handsomely finished, had been manufactured from what was, without question, inferior wood. A simple plaque, silver-plated rather than silver, carried the name of the deceased and the two essential dates: Mary Elizabeth Blakiston5 April 1887 – 15 July 1955 Her life had not been as long as it seemed, crossing two centuries as it did, but then it had been cut short quite unexpectedly. There had not even been enough money in Mary’s funeral plan to cover the final costs – not that it mattered as the insurers would cover the difference – and she would have been glad to see that everything was proceeding according to her wishes. The hearse left exactly on time, setting out on the eight-mile journey as the minute hand reached half past nine. Continuing at an appropriately sedate pace, it would arrive at the church on the hour. If Lanner & Crane had had a slogan, it might well have been: ‘Never late’. And although the two mourners travelling with the coffin might not have noticed it, the countryside had never looked lovelier, the fields on the other side of the low flint walls sloping down towards the River Avon, which would follow them all the way. In the cemetery at St Botolph’s, the two gravediggers examined their handiwork. There are many things to be said about a funeral – profound, reflective, philosophical – but Jeff Weaver got it right as, leaning on his spade and rolling a cigarette in between his grubby fingers, he turned to his son. ‘If you’re going to die,’ he said, ‘you couldn’t choose a better day.’ 2 Sitting at the kitchen table in the vicarage, the Reverend Robin Osborne was making the final adjustments to his sermon. There were six pages spread out on the table in front of him, typed but already covered in annotations added in his spidery hand. Was it too long? There had been complaints recently from some of his congregation that his sermons had dragged on a bit and even the bishop had shown some impatience during his address on Pentecost Sunday. But this was different. Mrs Blakiston had lived her entire life in the village. Everybody knew her. Surely they could spare half an hour – or even forty minutes – of their time to say farewell. The kitchen was a large, cheerful room with an Aga radiating a gentle warmth the whole year round. Pots and pans hung from hooks and there were jars filled with fresh herbs and dried mushrooms that the Osbornes had picked themselves. Upstairs, there were two bedrooms, both snug and homely with shag carpets, hand-embroidered pillowcases and brand-new skylights that had only been added after much consultation with the church. But the main joy of the vicarage was its position, on the edge of the village, looking out onto the woodland that everyone knew as Dingle Dell. There was a wild meadow, speckled with flowers in the spring and summer, then a stretch of woodland whose trees, mainly oaks and elms, concealed the grounds of Pye Hall on the other side – the lake, the lawns, then the house itself. Every morning, Robin Osborne awoke to a view that could not fail to delight him. He sometimes thought he was living in a fairy tale. The vicarage hadn’t always been like this. When they had inherited the house – and the diocese – from the elderly Reverend Montagu, it had been very much an old man’s home, damp and unwelcoming. But Henrietta had worked her magic, throwing out all the furniture that she deemed too ugly or uncomfortable and scouring the second-hand shops of Wiltshire and Avon to find perfect replacements. Her energy never ceased to amaze him. That she had chosen to be a vicar’s wife in the first place was surprising enough but she had thrown herself into her duties with an enthusiasm that had made her popular from the day they had arrived. The two of them could not be happier than they were in Saxby-on-Avon. It was true that the church needed attention. The heating system was permanently on the blink. The roof had started leaking again. But their congregation was more than large enough to satisfy the bishop and many of the worshippers they now considered as friends. They wouldn’t have dreamed of being anywhere else. ‘She was part of the village. Although we are here today to mourn her departure, we should remember what she left behind. Mary made Saxby-on-Avon a better place for everyone else, whether it was arranging the flowers every Sunday in this very church, visiting the elderly both here and at Ashton House, collecting for the RSPB or greeting visitors to Pye Hall. Her home-made cakes were always the star of the village fête and I can tell you there were many occasions when she would surprise me in the vestry with one of her almond bites or perhaps a slice of Victoria sponge.’ Osborne tried to picture the woman who had spent most of her life working as the housekeeper at Pye Hall. Small, dark-haired and determined, she had always been in a rush, as if on a personal crusade. His memories of her seemed mainly to be in the mid-distance because, in truth, they had never spent that much time in the same room. They had been together at one or two social occasions perhaps, but not that many. The sort of people who lived in Saxby-on-Avon weren’t outright snobs, but at the same time they were very well aware of class and although a vicar might be deemed a suitable addition to any social gathering, the same could not be said of someone who was, at the end of the day, a cleaner. Perhaps she had been aware of this. Even at church she had tended to take a pew at the very back. There was something quite deferential about the way she insisted on helping people, as if she somehow owed it to them. Or was it simpler than that? When he thought about her and looked at what he had just written, a single word came to mind. Busybody. It wasn’t fair and it certainly wasn’t something he would ever have spoken out loud, but he had to admit there was some truth to it. She was the sort of woman who had a finger in every pie (apple and blackberry included), who had made it her business to connect with everyone in the village. Somehow, she was always there when you needed her. The trouble was, she was also there when you didn’t. He remembered finding her here in this very room, just over a fortnight ago. He was annoyed with himself. He should have expected it. Henrietta was always complaining about the way he left the front door open, as if the vicarage were merely an appendage to the church, rather than their private home. He should have listened to her. Mary had shown herself in and she was standing there, holding up a little bottle of green liquid as if it were some medieval talisman used to ward off demons. ‘Good morning, vicar! I heard you were having trouble with wasps. I’ve brought you some peppermint oil. That’ll get rid of them. My mother always used to swear by it!’ It was true. There had been wasps in the vicarage – but how had she known? Osborne hadn’t told anyone except Henrietta and she surely wouldn’t have mentioned it. Of course, that was to be expected of a community like Saxby-on-Avon. Somehow, in some unfathomable way, everyone knew everything about everyone and it had often been said that if you sneezed in the bath someone would appear with a tissue. Seeing her there, Osborne hadn’t been sure whether to be grateful or annoyed. He had muttered a word of thanks but at the same time he had glanced down at the kitchen table. And there they were, just lying there in the middle of all his papers. How long had she been in the room? Had she seen them? She wasn’t saying anything and of course he didn’t dare ask her. He had ushered her out as quickly as he could and that had been the last time he had seen her. He and Henrietta had been away on holiday when she had died. They had only just returned in time to bury her. He heard footsteps and looked up as Henrietta came into the room. She was fresh out of the bath, still wrapped in a towelling dressing gown. Now in her late forties, she was still a very attractive woman with chestnut hair tumbling down and a figure that clothing catalogues would have described as ‘full’. She came from a very different world, the youngest daughter of a wealthy farmer with a thousand acres in West Sussex, and yet when the two of them had met in London – at a lecture being given at the Wigmore Hall – they had discovered an immediate affinity. They had married without the approval of her parents and they were as close now as they had ever been. Their one regret was that their marriage had not been blessed with any children, but of course that was God’s will and they had come to accept it. They were happy simply being with each other. ‘I thought you’d finished with that,’ she said. She had taken butter and honey out of the pantry. She cut herself a slice of bread. ‘Just adding a few last-minute thoughts.’ ‘Well, I wouldn’t talk too long if I were you, Robin. It is a Saturday, after all, and everyone’s going to want to get on.’ ‘We’re gathering in the Queen’s Arms afterwards. At eleven o’clock.’ ‘That’s nice.’ Henrietta carried a plate with her breakfast over to the table and plumped herself down. ‘Did Sir Magnus ever reply to your letter?’ ‘No. But I’m sure he’ll be there.’ ‘Well, he’s leaving it jolly late.’ She leant over and looked at one of the pages. ‘You can’t say that.’ ‘What?’ ‘“The life and soul of any party”.’ ‘Why not?’ ‘Because she wasn’t. I always found her rather buttoned-up and secretive, if you want the truth. Not easy to talk to at all.’ ‘She was quite entertaining when she came here last Christmas.’ ‘She joined in the carols, if that’s what you mean. But you never really knew what she was thinking. I can’t say I liked her very much.’ ‘You shouldn’t talk about her that way, Hen. Certainly not today.’ ‘I don’t see why not. That’s the thing about funerals. They’re completely hypocritical. Everyone says how wonderful the deceased was, how kind, how generous when, deep down, they know it’s not true. I didn’t ever take to Mary Blakiston and I’m not going to start singing her praises just because she managed to fall down a flight of stairs and break her neck.’ ‘You’re being a little uncharitable.’ ‘I’m being honest, Robby. And I know you think exactly the same – even if you’re trying to convince yourself otherwise. But don’t worry! I promise I won’t disgrace you in front of the mourners.’ She pulled a face. ‘There! Is that sad enough?’ ‘Hadn’t you better get ready?’ ‘I’ve got it all laid out upstairs. Black dress, black hat, black pearls.’ She sighed. ‘When I die, I don’t want to wear black. It’s so cheerless. Promise me. I want to be buried in pink with a big bunch of begonias in my hands.’ ‘You’re not going to die. Not any time soon. Now, go upstairs and get dressed.’ ‘All right. All right. You bully!’ She leant over him and he felt her breasts, soft and warm, pressing against his neck. She kissed him on the cheek, then hurried out, leaving her breakfast on the table. Robin Osborne smiled to himself as he returned to his address. Perhaps she was right. He could cut out a page or two. Once again, he looked down at what he had written. ‘Mary Blakiston did not have an easy life. She knew personal tragedy soon after she came to Saxby-on-Avon and she could so easily have allowed it to overwhelm her. But she fought back. She was the sort of woman who embraced life, who would never let it get the better of her. And as we lay her to rest, beside the son whom she loved so much and whom she lost so tragically, perhaps we can take some solace from the thought that they are, at last, together.’ Robin Osborne read the paragraph twice. Once again, he saw her standing there, in this very room, right next to the table. ‘I heard you were having trouble with wasps.’ Had she seen them? Had she known? The sun must have gone behind a cloud because suddenly there was a shadow across his face. He reached out, tore up the entire page and dropped the pieces into the bin. 3 Dr Emilia Redwing had woken early. She had lain in bed for an hour trying to persuade herself that she might still get back to sleep, then she had got up, put on a dressing gown and made herself a cup of tea. She had been sitting in the kitchen ever since, watching the sun rise over her garden and, beyond it, the ruins of Saxby Castle, a thirteenth-century structure which gave pleasure to the many hundreds of amateur historians who visited it but which cut out the sunlight every afternoon, casting a long shadow over the house. It was a little after half past eight. The newspaper should have been delivered by now. She had a few patient files in front of her and she busied herself going over them, partly to distract herself from the day ahead. The surgery was usually open on Saturday mornings but today, because of the funeral, it would be closed. Oh well, it was a good time to catch up with her paperwork. There was never anything very serious to treat in a village like Saxby-on-Avon. If there was one thing that would carry off the residents, it was old age, and Dr Redwing couldn’t do very much about that. Going through the files, she cast a weary eye over the various ailments that had recently come her way. Miss Dotterel, who helped at the village shop, was getting over the measles after a week spent in bed. Nine-year-old Billy Weaver had had a nasty attack of whooping cough but it was already behind him. His grandfather, Jeff Weaver, had arthritis but then he’d had it for years and it wasn’t getting any better or worse. Johnny Whitehead had cut his hand. Henrietta Osborne, the vicar’s wife, had managed to step on a clump of deadly nightshade – atropa belladonna – and had somehow infected her entire foot. She had prescribed a week’s bed rest and plenty of water. Other than that, the warm summer seemed to have been good for everyone’s health. Not everyone’s. No. There had been a death. Dr Redwing pushed the files to one side and went over to the stove where she busied herself making breakfast for both her and her husband. She had already heard Arthur moving about upstairs and there had been the usual grinding and rattling as he poured himself his bath. The plumbing in the house was at least fifty years old and complained loudly every time it was pressed into service, but at least it did the job. He would be down soon. She cut the bread for toast, filled a saucepan with water and placed it on the hob, took out the milk and the cornflakes, laid the table. Arthur and Emilia Redwing had been married for thirty years; a happy and successful marriage, she thought to herself, even if things hadn’t gone quite as they had hoped. For a start, there was Sebastian, their only child, now twenty-four and living with his deadbeat friends in London. How could he have become such a disappointment? And when exactly was it that he had turned against them? Neither of them had heard from him for months and they couldn’t even be sure if he was alive or dead. And then there was Arthur himself. He had started life as an architect – and a good one. He had been given the Sloane Medallion by the Royal Institute of British Architects for a design he had completed at art school. He had worked on several of the new buildings that had sprung up immediately after the war. But his real love had been painting – mainly portraits in oils – and ten years ago he had given up his career to work as a full-time artist. He had done so with Emilia’s full support. One of his works hung in the kitchen, on the wall beside the Welsh dresser, and she glanced at it now. It was a portrait of herself, painted ten years ago, and she always smiled when she looked at it, remembering the extended silences as she sat for him, surrounded by wild flowers. Her husband never talked when he worked. There had been a dozen sittings during a long, hot summer and Arthur had somehow managed to capture the heat, the haze in the late afternoon, even the scent of the meadow. She was wearing a long dress with a straw hat – like a female Van Gogh, she had joked – and perhaps there was something of that artist’s style in the rich colours, the jabbing brushstrokes. She was not a beautiful woman. She knew it. Her face was too severe, her broad shoulders and dark hair too masculine. There was something of the teacher or perhaps the governess in the way she held herself. People found her too formal. But he had found something beautiful in her. If the picture had hung in a London gallery, nobody would be able to pass it without looking twice. It didn’t. It hung here. No London galleries were interested in Arthur or his work. Emilia couldn’t understand it. The two of them had gone together to the Summer Exhibition at the Royal Academy and had looked at work by James Gunn and Sir Alfred Munnings. There had been a controversial portrait of the Queen by Simon Elwes. But it all looked very ordinary and timid compared to his work. Why did nobody recognise Arthur Redwing for the genius that he undoubtedly was? She took three eggs and lowered them gently into the pan – two for him, one for her. One of them cracked as it came into contact with the boiling water and at once she thought of Mary Blakiston with her skull split open after her fall. She couldn’t avoid it. Even now she shuddered at the memory of what she had seen – and yet she wondered why that should be. It wasn’t the first dead body she had encountered and working in London during the worst of the Blitz she had treated soldiers with terrible injuries. What had been so different about this? Perhaps it was the fact that the two of them had been close. It was true that the doctor and the housekeeper had very little in common but they had become unlikely friends. It had started when Mrs Blakiston was a patient. She’d suffered an attack of shingles that had lasted for a month and Dr Redwing had been impressed both by her stoicism and good sense. After that, she’d come to rely on her as a sounding board. She had to be careful. She couldn’t breach patient confidentiality. But if there was something that troubled her, she could always rely on Mary to be a good listener and to offer sensible advice. And the end had been so sudden: an ordinary morning, just over a week ago, had been interrupted by Brent – the groundsman who worked at Pye Hall – on the phone. ‘Can you come, Dr Redwing? It’s Mrs Blakiston. She’s at the bottom of the stairs in the big house. She’s lying there. I think she’s had a fall.’ ‘Is she moving?’ ‘I don’t think so.’ ‘Are you with her now?’ ‘I can’t get in. All the doors are locked.’ Brent was in his thirties, a crumpled young man with dirt beneath his fingernails and sullen indifference in his eyes. He tended the lawns and the flower beds and occasionally chased trespassers off the land just as his father had before him. The grounds of Pye Hall backed onto a lake and children liked to swim there in the summer, but not if Brent was around. He was a solitary man, unmarried, living alone in the house that had once belonged to his parents. He was not much liked in the village because he was considered shifty. The truth was that he was uneducated and possibly a little autistic but the rural community had been quick to fill in the blanks. Dr Redwing told him to meet her at the front door, threw together a few medical supplies and, leaving her nurse/receptionist – Joy – to turn away any new arrivals, hurried to her car. Pye Hall was on the other side of Dingle Dell, fifteen minutes on foot and no more than a five-minute drive. It had always been there, as long as the village itself, and although it was a mishmash of architectural styles it was certainly the grandest house in the area. It had started life as a nunnery but had been converted into a private home in the sixteenth century then knocked around in every century since. What remained was a single elongated wing with an octagonal tower – constructed much later – at the far end. Most of the windows were Elizabethan, narrow and mullioned, but there were also Georgian and Victorian additions with ivy spreading all around them as if to apologise for the indiscretion. At the back, there was a courtyard and the remains of what might have been cloisters. A separate stable block was now used as a garage. But its main glory was its setting. A gate with two stone griffins marked the entrance and a gravel drive passed the Lodge House where Mary Blakiston lived, then swept round in a graceful swan’s neck across the lawns to the front door with its Gothic arch. There were flower beds arranged like daubs of paint on an artist’s palette and, enclosed by ornamental hedges, a rose garden with – it was said – over a hundred different varieties. The grass stretched all the way down to the lake with Dingle Dell on the other side: indeed, the whole estate was surrounded by mature woodland, filled with bluebells in the spring, separating it from the modern world. The tyres crunched on the gravel as Dr Redwing came to a halt and saw Brent, waiting nervously for her, turning his cap over in his hands. She got out, took her medicine bag and went over to him. ‘Is there any sign of life?’ she asked. ‘I haven’t looked,’ Brent muttered. Dr Redwing was startled. Hadn’t he even tried to help the poor woman? Seeing the look on her face, he added, ‘I told you. I can’t get in.’ ‘The front door’s locked?’ ‘Yes, ma’am. The kitchen door too.’ ‘Don’t you have any keys?’ ‘No, ma’am. I don’t go in the house.’ Dr Redwing shook her head, exasperated. In the time she had taken to get here, Brent could have done something; perhaps fetched a ladder to try a window upstairs. ‘If you couldn’t get in, how did you telephone me?’ she asked. It didn’t matter, but she just wondered. ‘There’s a phone in the stable.’ ‘Well, you’d better show me where she is.’ ‘You can see through the window . . .’ The window in question was at the edge of the house, one of the newer additions. It gave a side view of the hall with a wide staircase leading up to the first floor. And there, sure enough, was Mary Blakiston, lying sprawled out on a rug, one arm stretched in front of her, partly concealing her head. From the very first sight, Dr Redwing was fairly sure that she was dead. Somehow, she had fallen down the stairs and broken her neck. She wasn’t moving, of course. But it was more than that. The way the body was lying was too unnatural. It had that broken-doll look that Dr Redwing had observed in her medicine books. That was her instinct. But looks could be deceptive. ‘We have to get in,’ she said. ‘The kitchen and the front door are locked but there must be another way.’ ‘We could try the boot room.’ ‘Where is that?’ ‘Just along here . . .’ Brent led her to another door at the back. This one had glass panes and although it was also securely closed, Dr Redwing clearly saw a bunch of keys, still in the lock on the other side. ‘Whose are those?’ she asked. ‘They must be hers.’ She came to a decision. ‘We’re going to have to break the glass.’ ‘I don’t think Sir Magnus would be too happy about that,’ Brent grumbled. ‘Sir Magnus can take that up with me if he wants to. Now, are you going to do it or am I?’ The groundsman wasn’t happy, but he found a stone and used it to knock out one of the panes. He slipped his hand inside and turned the keys. The door opened and they went in. Waiting for the eggs to boil, Dr Redwing remembered the scene exactly as she had seen it. It really was like a photograph printed on her mind. They had gone through the boot room, along a corridor and straight into the main hall, with the staircase leading up to the galleried landing. Dark wood panelling surrounded them. The walls were covered with oil paintings and hunting trophies: birds in glass cases, a deer’s head, a huge fish. A suit of armour, complete with sword and shield, stood beside a door that led into the living room. The hallway was long and narrow with the front door, opposite the staircase, positioned exactly in the middle. On one side there was a stone fireplace, big enough to walk into. On the other, two leather chairs and an antique table with a telephone. The floor was made up of flagstones, partly covered by a Persian rug. The stairs were also stone with a wine-red carpet leading up the centre. If Mary Blakiston had tripped and come tumbling down from the landing, her death would be easily explained. There was very little to cushion a fall. While Brent waited nervously by the door, she examined the body. She was not yet cold but there was no pulse. Dr Redwing brushed some of the dark hair away from the face to reveal brown eyes, staring at the fireplace. Gently, she closed them. Mrs Blakiston had always been in a hurry. It was impossible to escape the thought. She had quite literally flung herself down the stairs, hurrying into her own death. ‘We have to call the police,’ she said. ‘What?’ Brent was surprised. ‘Has someone done something to her?’ ‘No. Of course not. It’s an accident. But we still have to report it.’ It was an accident. You didn’t have to be a detective to work it out. The housekeeper had been hoovering. The Hoover was still there, a bright red thing, almost like a toy, at the top of the stairs stuck in the bannisters. Somehow she had got tangled up in the wire. She had tripped and fallen down the stairs. There was nobody else in the house. The doors were locked. What other explanation could there be? Just over a week later, Emilia Redwing’s thoughts were interrupted by a movement at the door. Her husband had come into the room. She lifted the eggs out of the pan and gently lowered them into two china egg cups. She was relieved to see that he had dressed for the funeral. She was quite sure he would have forgotten. He had put on his dark Sunday suit, though no tie – he never wore ties. There were a few specks of paint on his shirt but that was to be expected. Arthur and paint were inseparable. ‘You got up early,’ he said. ‘I’m sorry, dear. Did I wake you?’ ‘No. Not really. But I heard you go downstairs. Couldn’t you sleep?’ ‘I suppose I was thinking about the funeral.’ ‘Looks like a nice day for it. I hope that bloody vicar won’t go on too long. It’s always the same with Bible-bashers. They’re too fond of the sound of their own voice.’ He picked up his teaspoon and brought it crashing down onto his first egg. Crack! She remembered the conversation she’d had with Mary Blakiston just two days before Brent had called her to the house. Dr Redwing had discovered something. It was quite serious, and she’d been about to go and find Arthur to ask his advice when the housekeeper had suddenly appeared as if summoned by a malignant spirit. And so she had told her instead. Somehow, during the course of a busy day, a bottle had gone missing from the surgery. The contents, in the wrong hands, could be highly dangerous and it was clear that somebody must have taken it. What was she to do? Should she report it to the police? She was reluctant because, inevitably, it would make her look foolish and irresponsible. Why had the dispensary been left unattended? Why hadn’t the cupboard been locked? Why hadn’t she noticed it before now? ‘Don’t you worry, Dr Redwing,’ Mary had said. ‘You leave it with me for a day or two. As a matter of fact, I may have one or two ideas . . .’ That was what she had said. At the same time there had been a look on her face which wasn’t exactly sly but which was knowing, as if she had seen something and had been waiting to be consulted on this very matter. And now she was dead. Of course it had been an accident. Mary Blakiston hadn’t had time to talk to anyone about the missing poison and even if she had, there was no way that they could have done anything to her. She had tripped and fallen down the stairs. That was all. But as she watched her husband dipping a finger of toast into his egg, Emilia Redwing had to admit it to herself. She was really quite concerned. 4 ‘Why are we going to the funeral? We hardly even knew the woman.’ Johnny Whitehead was struggling with the top button of his shirt; no matter how hard he tried, he couldn’t slot it into the hole. The truth was that the collar simply wouldn’t stretch all the way round his neck. It seemed to him that recently all his clothes had begun to shrink. Jackets that he had worn for years were suddenly tight across the shoulders, and as for trousers! He gave up and plopped himself down at the breakfast table. His wife, Gemma, slid a plate in front of him. She had cooked a complete English breakfast with two eggs, bacon, sausage, tomato and fried slice – just how he liked. ‘Everyone will be there,’ Gemma said. ‘That doesn’t mean we have to be.’ ‘People will talk if we aren’t. And anyway, it’s good for business. Her son, Robert, will probably clear out the house now that she’s gone and you never know what you might find.’ ‘Probably a lot of junk.’ Johnny picked up his knife and fork and began to eat. ‘But you’re right, love. I suppose it can’t hurt to show our faces.’ Saxby-on-Avon had very few shops. Of course, there was the general store, which sold just about everything anyone could possibly need – from mops and buckets to custard powder and six different sorts of jam. It was quite a miracle really how so many different products could fit in such a tiny space. Mr Turnstone still ran the butcher’s shop round the back – it had a separate entrance and plastic strips hanging down to keep away the flies – and the fish van came every Tuesday. But if you wanted anything exotic, olive oil or any of the Mediterranean ingredients that Elizabeth David put in her books, you would have to go into Bath. The so-called General Electrics Store stood on the other side of the village square but very few people went in there unless it was for spare light bulbs or fuses. Most of the products in the window looked dusty and out-of-date. There was a bookshop, a bakery and a tea room that only opened during the summer months. Just off the square and before the fire station stood the garage, which sold a range of motor accessories but not anything that anyone would actually want. That was about it and it had been that way for as long as anyone could remember. And then Johnny and Gemma Whitehead had arrived from London. They had bought the old post office, which had long been empty, and turned it into an antique shop with their names, written in old-fashioned lettering, above the window. There were many in the village who remarked that bric-a-brac rather than antiques might be a more accurate description of the contents but from the very start the shop had proved popular with visitors, who seemed happy to browse amongst the old clocks, Toby jugs, canteens of cutlery, coins, medals, oil paintings, dolls, fountain pens and whatever else happened to be on display. Whether anyone ever actually bought anything was another matter. But the shop had now been there for six years, with the Whiteheads living in the flat above. Johnny was a short, broad-shouldered man, bald-headed and, even if he hadn’t noticed it, running to fat. He liked to dress loudly, in rather shabby three-piece suits, usually with a brightly coloured tie. For the funeral, he had reluctantly pulled out a more sombre jacket and trousers in grey worsted although, like the shirt, they fitted him badly. His wife, so thin and small that there could have been three of her to one of him, was wearing black. She was not eating a cooked breakfast. She had poured herself a cup of tea and was nibbling a triangle of toast. ‘Sir Magnus and Lady Pye won’t be there,’ Johnny muttered as an afterthought. ‘Where?’ ‘At the funeral. They won’t be back until tonight.’ ‘Who told you that?’ ‘I don’t know. They were talking about it in the pub. They’ve gone to the South of France or somewhere. All right for some, isn’t it! Anyway, people have been trying to reach them but so far no luck.’ Johnny paused, holding up a piece of sausage. To listen to him speaking now, it would have been obvious that he had lived most of his life in the East End of London. He had a quite different accent when he was dealing with customers. ‘Sir Magnus isn’t going to be too happy about it,’ he went on. ‘He was very fond of Mrs Blakiston. They were as thick as thieves, them two!’ ‘What do you mean? Are you saying he had a thing with her?’ Gemma wrinkled her nose as she considered the ‘thing’. ‘No. It’s not like that. He wouldn’t dare – not with his missus on the scene – and anyway, Mary Blakiston was nothing to write home about. But she used to worship him. She thought the sun shone out of his you-know-where! And she’d been his housekeeper for years and years. Keeper of the keys! She cooked for him, cleaned for him, gave half her life to him. I’m sure he’d have wanted to be there for the send-off.’ ‘They could have waited for him to get back.’ ‘Her son wanted to get it over with. Can’t blame him, really. The whole thing’s been a bit of a shock.’ The two of them sat in silence while Johnny finished his breakfast. Gemma watched him intently. She often did this. It was as if she were trying to look behind his generally placid exterior, as if she might find something he was trying to conceal. ‘What was she doing here?’ she asked suddenly. ‘Mary Blakiston?’ ‘When?’ ‘The Monday before she died. She was here.’ ‘No, she wasn’t.’ Johnny laid down his knife and fork. He had eaten quickly and wiped the plate clean. ‘Don’t lie to me, Johnny. I saw her coming out of the shop.’ ‘Oh! The shop!’ Johnny smiled uncomfortably. ‘I thought you meant I’d had her up here in the flat. That would have been a right old thing, wouldn’t it.’ He paused, hoping his wife would change the subject but as she showed no sign of doing so, he went on, choosing his words carefully. ‘Yes . . . she did look in the shop. And I suppose that would have been the same week it happened. I can’t really remember what she wanted, if you want the truth, love. I think she may have said something about a present for someone but she didn’t buy nothing. Anyway, she was only in for a minute or two.’ Gemma Whitehead always knew when her husband was lying. She had actually seen Mrs Blakiston emerging from the shop and she had made a note of it, somehow divining that something was wrong. But she hadn’t mentioned it then and decided not to pursue the matter now. She didn’t want to have an argument, certainly not when the two of them were about to set off for a funeral. As for Johnny Whitehead, despite what he had said, he remembered very well his last encounter with Mrs Blakiston. She had indeed come into the shop, making those accusations of hers. And the worst of it was that she had the evidence to back them up. How had she found it? What had put her on to him in the first place? Of course, she hadn’t told him that but she had made herself very clear. The bitch. He would never have said as much to his wife, of course, but he couldn’t be more pleased that Mary Blakiston was dead. 5 Clarissa Pye, dressed in black from head to toe, stood examining herself in the full-length mirror at the end of the hallway. Not for the first time, she wondered if the hat, with its three feathers and crumpled veil, wasn’t a little excessive. De trop, as they said in French. She had bought it on impulse from a second-hand shop in Bath and had regretted it a moment later. She wanted to look her best for the funeral. The whole village would be there and she had been invited to coffee and soft drinks afterwards at the Queen’s Arms. With or without? Carefully, she removed it and laid it on the hall table. Her hair was too dark. She’d had it cut specially and although René had done his usual excellent work, that new colourist of his had definitely let the place down. She looked ridiculous, like something off the cover of Home Chat. Well, that decided it, then. She would just have to wear the hat. She took out a tube of lipstick and carefully applied it to her lips. That looked better already. It was important to make an effort. The funeral wouldn’t begin for another forty minutes and she didn’t want to be the first to arrive. How was she going to fill in the time? She went into the kitchen where the washing-up from breakfast was waiting but she didn’t want to do it while she was wearing her best clothes. A book lay, face down, on the table. She was reading Jane Austen – dear Jane – for the umpteenth time but she didn’t feel like that either right now. She would catch up with Emma Woodhouse and her machinations in the afternoon. The radio perhaps? Or another cup of tea and a quick stab at the Telegraph crossword? Yes. That was what she would do. Clarissa lived in a modern house. So many of the buildings in Saxby-on-Avon were solid Georgian constructions made of Bath stone with handsome porticos and gardens rising up in terraces. You didn’t need to read Jane Austen. If you stepped outside, you would find yourself actually in her world. She would have much rather lived beside the main square or in Rectory Lane, which ran behind the church. There were some lovely cottages there; elegant and well kept. Four Winsley Terrace had been built in a hurry. It was a perfectly ordinary two-up-two-down with a pebble-dash front and a square of garden that was hardly worth the trouble. It was identical to its neighbours apart from a little pond which the previous owners had added and which was home to a pair of elderly goldfish. Upper Saxby-on-Avon and Lower Saxby-on-Avon. The difference could not have been more striking. She was in the wrong half. The house was all she had been able to afford. Briefly, she examined the small, square kitchen with its net curtains, the magenta walls, the aspidistra on the window sill and the little wooden crucifix hanging from the Welsh dresser where she could see it at the start of every day. She glanced at the breakfast things, still laid out on the table: a single plate, one knife, one spoon, one half-empty jar of Golden Shred marmalade. All at once, she felt the onrush of emotions that she had grown used to over the years but which she still had to fight with all her strength. She was lonely. She should never have come here. Her whole life was a travesty. And all because of twelve minutes. Twelve minutes! She picked up the kettle and slammed it down on the hob, turning on the gas with a savage twist of her hand. It really wasn’t fair. How could a person’s whole life be decided for them simply because of the timing of their birth? She had never really understood it when she was a child at Pye Hall. She and Magnus were twins. They were equals, happily protected by all the wealth and privilege which surrounded them and which the two of them would enjoy for the rest of their lives. That was what she had always thought. How could this have happened to her? She knew the answer now. Magnus himself had been the first to tell her, something about an entail which was centuries old and which meant that the house, the entire estate, would go to him simply because he was the firstborn, and the title, of course, because he was male, and there was nothing anyone could do about it. She had thought he was making it up just to spite her. But she had found out soon enough. It had been a process of attrition, starting with the death of her parents in a car accident when she was in her mid-twenties. The house had passed formally to Magnus and from that moment, her status had changed. She had become a guest in her own home and an unwanted one at that. She had been moved to a smaller room. And when Magnus had met and married Frances – this was two years after the war – she had been gently persuaded to move out altogether. She had spent a miserable year in London, renting a tiny flat in Bayswater and watching her savings run out. In the end, she had become a governess. What choice was there for a single woman who spoke passable French, who played the piano and who could recite the works of all the major poets but who had no other discernible skills? In a spirit of adventure she had gone to America; first to Boston, then to Washington. Both the families she had worked for had been quite ghastly and of course they had treated her like dirt even though she was in every respect more experienced and (although she would never have said it herself) more refined. And the children! It was clear to her that American children were the worst in the world with no manners, no breeding and very little intelligence. She had, however, been well paid and had saved every penny – every cent – that she had earned, and when she could stand it no more, after ten long years she had returned home. Home was Saxby-on-Avon. In a way it was the last place she wanted to be but it was where she had been born and where she had been brought up. Where else could she go? Did she want to spend the rest of her life in a bedsit in Bayswater? Fortunately, a job had come up at the local school and with all the money she had saved, she had just about been able to afford a mortgage. Magnus hadn’t helped her, of course. Not that she would have dreamed of asking. At first it had galled her, seeing him driving in and out of the big house where the two of them had once played. She still had a key – her own key – to the front door! She had never returned it and never would. The key was a symbol of everything she had lost but at the same time it reminded her that she had every right to stay. Her presence here was almost certainly a source of embarrassment for her brother. There was some solace in that. Bitterness and anger swept through Clarissa Pye as she stood on her own in her kitchen, the kettle already hissing at her with a rising pitch. She had always been the clever one, her, not Magnus. He had come bottom of the class and received dreadful reports while the teachers had been all over her. He had been lazy because he knew he could be. He had nothing to worry about. She was the one who’d had to go out and find work, any work, to support herself from day to day. He had everything and – worse – she was nothing to him. Why was she even going to this funeral? It suddenly struck her that her brother had been closer to Mary Blakiston than he had ever been to her. A common housekeeper, for heaven’s sake! She turned and gazed at the cross, contemplating the little figure nailed into the wood. The Bible made it perfectly clear: ‘Thou shalt not covet thy neighbour’s house, thou shalt not covet thy neighbour’s wife, nor his manservant, nor his maidservant, nor his ox, nor his ass, nor anything that is thy neighbour’s.’ She tried so hard to apply the words of Exodus, Chapter 20, Verse 17 to her life and, in many ways, she had almost succeeded. Of course she would like to be richer. She would like to have the heating on in the winter and not worry about the bills. That was only human. When she went to church, she often tried to remind herself that what had happened was not Magnus’s fault and even if he was not the kindest or the gentlest of brothers – not, actually by a long way – she must still try to forgive him. ‘For if ye forgive men their trespasses, your heavenly Father will also forgive you.’ It wasn’t working. He’d invited her up for dinner now and then. The last time had been just a month ago, and sitting down to dinner in the grand hall with its family portraits and minstrel gallery, one of a dozen guests being served food and wine on fine plates and in crystal glasses, that was when the thought had first wormed itself into her head. It had remained there ever since. It was there now. She had tried to ignore it. She had prayed for it to go away. But in the end she’d had to accept that she was seriously contemplating a sin much more terrible than covetousness and, worse, she had taken the first step towards putting it into action. It was madness. Despite herself, she glanced upwards, thinking about what she had taken and what was hiding in her bathroom cabinet. Thou shalt not kill. She whispered the words but no sound came out. Behind her, the kettle began to scream. She snatched it up, forgetting that the handle would be hot, then slammed it down again with a little cry of pain. Tearfully, she washed her hand under the cold tap. It was nothing more than she deserved. A few minutes later, forgetting her tea, she swept the hat off the table and left for the funeral. 6 The hearse had reached the outskirts of Saxby-on-Avon and, inevitably, its route took it past the entrance to Pye Hall with its stone griffins and now silent Lodge House. There was only one main road from Bath and to have approached the village any other way would have involved too much of a detour. Was there something unfortunate about carrying the dead woman past the very home where she had once lived? Had anyone asked them, the undertakers, Geoffrey Lanner and Martin Crane (both descended from the original founders), would have said quite the opposite. On the contrary, they would have insisted, was there not a certain symbolism in the coincidence, a sense even of closure? It was as if Mary Blakiston had come full circle. Sitting in the back seat, and feeling sick and empty with the coffin lying behind him, Robert Blakiston glanced at his old house as if he had never seen it before. He did not turn his head to keep it in sight as they drove past. He did not even think about it. His mother had lived there. His mother was now dead, stretched out behind him. Robert was twenty-eight years old, pale and slender, with black hair cut short in a straight line that tracked across his forehead and continued in two perfect curves around each ear. He looked uncomfortable in the suit he was wearing, which was hardly surprising as it wasn’t his. It had been lent to him for the funeral. Robert did have a suit but his fiancée, Joy, had insisted that it wasn’t smart enough. She had managed to borrow a new suit from her father, which had been the cause of one argument, and had then persuaded him to wear it, which had led to another. Joy was sitting next to him in the hearse. The two of them had barely spoken since they’d left Bath. Both of them were lost in their thoughts. Both of them were worried. It sometimes seemed to Robert that he had been trying to escape from his mother almost from the day he had been born. He had actually grown up in the Lodge House, just the two of them living on top of each other, each of them dependent on the other but in different ways. He had nothing without her. She was nothing without him. Robert had gone to the local school where he had been considered a bright child, one that would do well if he could only set his mind to his studies a little more. He had few friends. It often worried the teachers to see him standing on his own in the noisy playground, ignored by the other children. At the same time, it was completely understandable. There had been a tragedy when he was very young. His younger brother had died – a terrible accident – and his father had left the family soon afterwards, blaming himself. The sadness of it still clung to him and the other children avoided it as if they were afraid of becoming contaminated. Robert never did very well in class. His teachers tried to make allowances for his poor behaviour and lack of progress, taking account of his circumstances, but even so they were secretly relieved when he reached sixteen and left. This, incidentally, had been in 1943, at the end of a war in which he had been too young to fight but which had taken his father away for long stretches of time. There were many children whose education had suffered and in that sense he was just another casualty. There was no question of his going to university. Even so, the year that followed was a disappointing one. He continued living with his mother, doing occasional odd jobs around the village. Everyone who knew him agreed that he was underselling himself. Despite everything, he was much too intelligent for that sort of life. In the end it was Sir Magnus Pye – who employed Mary Blakiston and who had stood in loco parentis for the last seven years – who had persuaded Robert to get a proper job. On his return from National Service, Sir Magnus had helped him find an apprenticeship as a mechanic in the service department of the main Ford motorcar supplier in Bristol. Perhaps surprisingly, his mother had been far from grateful. It was the only time she ever argued with Sir Magnus. She was worried about Robert. She didn’t want him living alone in a distant city. She felt that Sir Magnus had acted without consulting her, even going behind her back. It didn’t actually matter very much because the apprenticeship did not last long. Robert had been away for just three months when he went out drinking at a public house, the Blue Boar, in Brislington. He became involved in a fight, which turned nasty, and the police were called in. Robert was arrested and although he wasn’t charged, his employers took a dim view and ended the apprenticeship. Reluctantly, Robert came home again. His mother behaved as if she had somehow been vindicated. She had never wanted him to leave and if he had only listened to her, he would have saved them both a lot of trouble. It seemed to everyone who knew them that they never really got on well again from that day. At least he had found his vocation. Robert liked cars and he was good at fixing them. As it happened, there was a vacancy for a full-time mechanic at the local garage and although Robert didn’t have quite enough experience, the owner had decided to give him a chance. The job didn’t pay much but it did offer accommodation in a small flat above the workshop as part of the package. That suited Robert very well. He had made it quite clear that he no longer wanted to live with his mother, that he found the Lodge House oppressive. He had moved into the flat and had been there ever since. Robert Blakiston wasn’t ambitious. Nor was he particularly inquisitive. He might have continued with an existence that was adequate – nothing more, nothing less. But everything had changed when he had mangled his right hand in an accident that could have taken it off altogether. What had happened was quite commonplace and wholly avoidable: a car he’d been working on had come tumbling off the jack stand, missing him by inches. It was the falling jack that had smashed into him and he had staggered into Dr Redwing’s surgery with his hand cradled and blood streaming down his overalls. That was when he’d met Joy Sanderling, who had just started as the new nurse and receptionist. Despite his pain, he had noticed her at once: very pretty, with sand-coloured hair framing her face and freckles. He thought about her in the ambulance, after Dr Redwing had dressed his broken bones and sent him to Royal United Hospital in Bath. His hand had long since healed but he always remembered the accident and he was glad it had happened because it had introduced him to Joy. Joy lived with her parents at their home in Lower Westwood. Her father was a fireman who had once been on active service, based at the station in Saxby-on-Avon, but who now worked in administration. Her mother stayed at home looking after her older son who was in need of full-time care. Like Robert, Joy had left school at sixteen and had seen very little of the world outside the county of Somerset. Unlike him, however, she had always had ambitions to travel. She had read books about France and Italy and had even learned a few words of French from Clarissa Pye, who had given her private lessons. She had been working with Dr Redwing for eighteen months, coming into the village every morning on the bright pink motor scooter that she had bought on the never-never. Robert had proposed to Joy in the churchyard and she had accepted. The two of them were planning to get married at St Botolph’s the following spring. They would use the time until then to save up enough money for a honeymoon in Venice. Robert had promised that, on the first day they were there, he would take her for a ride in a gondola. They would drink champagne as they floated beneath the Bridge of Sighs. They had it all planned. It was so strange to be sitting next to her now – with his mother in the back, still coming between them but in a very different way. He remembered the first time he had taken Joy to the Lodge House, for tea. His mother had been utterly unwelcoming in that way he knew so well, putting a steel lid on all her emotions so that only a cold veneer of politeness showed through. How very nice to meet you. Lower Westwood? Yes, I know it well. And your father a fireman? How interesting. She had behaved like a robot – or perhaps an actor in a very bad play – and although Joy hadn’t complained, hadn’t been anything but her sweet self, Robert had sworn he would never put her through that again. That evening he had argued with his mother and in truth the two of them had never really been civil to each other from that time. But the worst argument had happened just a few days ago, when the vicar and his wife were away on holiday and Mary Blakiston was looking after the church. They had met outside the village pub. The Queen’s Arms was right next to St Botolph’s and Robert had been sitting in the sunshine, enjoying a pint after work. He had seen his mother walking through the cemetery: she’d probably been arranging the flowers ready for the weekend services, which were being conducted by a vicar from a neighbouring parish. She had seen him and come straight over. ‘You said you’d mend the kitchen light.’ Yes. Yes. Yes. The light above the cooker. It was just the bulb but it was difficult to reach. And he’d said he’d do it a week ago. He often looked into the Lodge House when there was a problem. But how could something so trivial have developed into such a stupid row, the two of them not exactly shouting at each other but talking loudly enough for everyone sitting outside the pub to hear. ‘Why don’t you leave me alone? I just wish you’d drop dead and give me a bit of peace.’ ‘Oh yes. You’d like that, wouldn’t you!’ ‘You’re right! I would.’ Had he really spoken those words to her – and in public? Robert twisted round and stared at the blank surface of the wood, the coffin lid with its wreath of white lilies. And just a few days, not even a week later, his mother had been found at the bottom of the stairs at Pye Hall. It was the groundsman, Brent, who had come to the garage and told him the news and even as he’d spoken there had been a strange look in his eyes. Had he been at the pub that evening? Had he heard? ‘We’re here,’ Joy said. Robert turned back. Sure enough, the church was in front of them, the cemetery already full of mourners. There must have been at least fifty of them. Robert was surprised. He had never thought his mother had so many friends. The car slowed down and stopped. Somebody opened the door for him. ‘I don’t want to do this,’ Robert said. He reached out and took hold of her, almost like a child. ‘It’s all right, Rob. I’ll be with you. It’ll be over soon.’ She smiled at him and at once he felt better. What would he do without Joy? She had changed his life. She was everything to him. The two of them got out and began to walk towards the church. 7 The bedroom was on the third floor of the Hotel Genevieve, Cap Ferrat, with views over the gardens and terraces. The sun was already blazing in a clear blue sky. It had been an excellent week: perfect food, superb wine, rubbing shoulders with the usual Mediterranean crowd. Even so, Sir Magnus Pye was in a bad mood as he finished his packing. The letter that had arrived three days ago had quite spoiled his holiday. He wished the bloody vicar had never sent it. Absolutely typical of the church, always meddling, trying to spoil everyone’s fun. His wife watched him languidly from the balcony. She was smoking a cigarette. ‘We’re going to miss the train,’ she said. ‘The train doesn’t leave for three hours. We’ve got plenty of time.’ Frances Pye ground out her cigarette and came into the room. She was a dark, imperious woman, a little taller than her husband and certainly more imposing. He was short and round with florid cheeks and a dark beard that had spread hesitantly across his cheeks, not quite managing to lay claim to his face. Now fifty-three, he liked to wear suits that accentuated his age and his status in life. They were tailor-made for him, expensive, complete with waistcoat. The two of them made an unlikely pair: the country squire and the Hollywood actress, perhaps. Sancho Panza and Dulcinea del Toboso. Although he was the one with the title, it actually rested more easily on her. ‘You should have left at once,’ she said. ‘Absolutely not,’ Magnus grunted, trying to force down the lid of his suitcase. ‘She was only a bloody housekeeper.’ ‘She lived with us.’ ‘She lived in the Lodge House. Not the same thing at all.’ ‘The police want to talk to you.’ ‘The police can talk to me once I get back. Not that I’ve got anything to tell them. The vicar says she tripped over an electric wire. Damn shame, but it’s not my fault. They’re not going to suggest I murdered her or something?’ ‘I wouldn’t put it past you, Magnus.’ ‘Well, I couldn’t have. I was here the whole time with you.’ Frances Pye watched her husband struggling with the suitcase. She didn’t offer to help. ‘I thought you were fond of her,’ she said. ‘She was a good cook and she did a good job cleaning. But if you want the truth, I couldn’t really stand the sight of her – her and that son of hers. I always thought there was something a bit difficult about her, the way she scuttled around the place with that look in her eyes . . . like she knew something you didn’t.’ ‘You should still have gone to the funeral.’ ‘Why?’ ‘Because the village will notice you aren’t there. They won’t like you for it.’ ‘They don’t like me anyway. And they’ll like me even less when they hear about Dingle Dell. What do I care? I never set out to win any popularity contests and anyway, that’s the trouble with living in the country. All people do is gossip. Well, they can think what they like of me. In fact, the whole lot of them can go to Hell.’ He clicked the locks shut with his thumbs and sat back, panting slightly from the exertion. Frances looked at him curiously and for a moment there was something in her eyes that hovered between disdain and disgust. There was no longer any love in their marriage. They both knew that. They stayed together because it was convenient. Even in the heat of the Côte d’Azur, the atmosphere in the room was cold. ‘I’ll call down for a porter,’ she said. ‘The taxi should be here by now.’ As she moved to the telephone, she noticed a postcard lying on a table. It was addressed to Frederick Pye at an address in Hastings. ‘For heaven’s sake, Magnus,’ she chided him. ‘You never sent that card to Freddy. You promised you would and it’s been sitting here all week.’ She sighed. ‘He’ll have got back home before it arrives.’ ‘Well, the family he’s staying with can send it on. It’s not the end of the world. It’s not as if we had anything interesting to say.’ ‘Postcards are never interesting. That’s not the point.’ Frances Pye picked up the telephone and called down to the front desk. As she spoke, Magnus was reminded of something. It was the mention of the postcard that had done it, something she had said. What was it? In some way, it was connected with the funeral that he would be missing today. Oh yes! How very strange. Magnus Pye made a mental note for himself, one that he would not forget. There was something he had to do and he would do it as soon as he got home. 8 ‘Mary Blakiston made Saxby-on-Avon a better place for everyone else, whether it was arranging the flowers every Sunday in this very church, looking after the elderly, collecting for the RSPB or greeting visitors to Pye Hall. Her home-made cakes were always the star of the village fête and I can tell you there were many occasions when she would surprise me in the vestry with one of her almond bites or perhaps a slice of Victoria sponge.’ The funeral was proceeding in the way that funerals do: slowly, gently, with a sense of quiet inevitability. Jeffrey Weaver had been to a great many of them, standing on the sidelines, and took a keen interest in the people who came and went and, indeed, those who came and stayed. It never occurred to him that one day, in the not too far-off future, he would be the one being buried. He was only seventy-three and his father had lived to be a hundred. He still had plenty of time. Jeffrey considered himself a good judge of character and cast an almost painterly eye over the crowd gathered around the grave that he had himself dug. He had his opinions about every one of them. And what better place than a funeral for a study in human nature? First there was the vicar himself with his tombstone face and long, slightly unkempt hair. Jeffrey remembered when he had first come to Saxby-on-Avon, replacing the Reverend Montagu, who had become increasingly eccentric in old age, repeating himself in his sermons and falling asleep during evensong. The Osbornes had been more than welcome when they arrived even if they were a slightly odd couple, she so much shorter than him, quite plump and pugnacious. She certainly never held back with her opinions, which Jeffrey rather admired – although it probably wasn’t a good idea for a vicar’s wife. He could see her now, standing behind her husband, nodding when she agreed with what he was saying, scowling when she didn’t. They were definitely close. That was for sure. But they were odd in more ways than one. What, for example, was their interest in Pye Hall? Oh yes, he had seen them a couple of times, slipping into the woodland that reached the bottom of their garden and which separated their property from Sir Magnus Pye. Quite a few people used Dingle Dell as a short cut to the manor house. It saved having to go all the way down to the Bath Road and then coming in through the main entrance. But normally, they didn’t do it in the middle of the night. What, he wondered, were they up to? Jeffrey had no time for Mr and Mrs Whitehead and never really spoke to them. As far as he was concerned, they were Londoners and had no place in Saxby-on-Avon. The village didn’t need an antique shop anyway. It was a waste of space. You could take an old mirror, an old clock or whatever, put a stupid price on it and call it an antique but it was still only junk and more fool those that thought otherwise. The fact was, he didn’t trust either of them. It seemed to him that they were pretending to be something they weren’t – just like the stuff they were selling. And why had they come to the funeral? They’d hardly known Mary Blakiston and certainly she’d never have had anything good to say about them. Dr Redwing and her husband had every right to be here, on the other hand. She was the one who had found the body – along with Brent, the groundsman, who had also turned up and who was standing with his cap in hand, his curly hair tumbling over his forehead. Emilia Redwing had always lived in the village. Her father, Dr Rennard, had worked in the surgery before her. He hadn’t come today but that wasn’t surprising. He was in a residential home in Trowbridge and the word was that he himself wasn’t much longer for this world. Jeffrey had never had any serious illness but he had been treated by both of them. Old Dr Rennard had actually delivered his son – a midwife as well as a doctor back in the days when it was quite common for one man to be both. And what of Arthur Redwing? He was listening to the vicar with a look that teetered on the edge of impatience and boredom. He was a handsome man. There was no doubt of that. An artist, not that he’d made any money out of it. Hadn’t he done a portrait of Lady Pye a while ago, up at the hall? Anyway, the two of them were the sort of people you could rely on. Not like the Whiteheads. It was hard to imagine the village without them. The same was true of Clarissa Pye. She had certainly dolled herself up for the funeral and looked a little ridiculous in that hat with its three feathers. What did she think this was? A cocktail party? Even so, Jeffrey couldn’t help feeling sorry for her. It must be hard enough living here with her brother lording it over her. It was all right for him, swanning around in his Jag while his sister taught at the village school, and she wasn’t a bad teacher by all accounts, even if the children had never much liked her. It was probably because they sensed her unhappiness. Clarissa was all on her own. She had never married. She seemed to spend half her life in the church. He was always seeing her coming in and out. To be fair to her, she often stopped to have a chat with him but then of course she didn’t really have anyone to talk to unless she was on her knees. She looked a bit like her brother, Sir Magnus, although not in a way that did her any favours. At least she’d had the decency to turn up. Somebody sneezed. It was Brent. Jeffrey watched him as he wiped his nose with the back of his sleeve then glanced from side to side. He had no idea how to behave himself in a crowd but that was hardly surprising. Brent spent most of his life in his own company and, unlike Clarissa, he preferred it that way. He worked long hours up at the hall and sometimes, after he finished, he might be found having a drink or supper at the Ferryman, where he had his own table and his own chair, looking out over the main road. But he never socialised. He had no conversation. Sometimes Jeffrey wondered what went on in his head. He ignored the other mourners and settled on the boy who had arrived with the hearse, Robert Blakiston. Jeffrey felt sorry for him too: it was his mother they were burying, even if the two of them had been at it hammer and tongs. It was well known in the village how the pair of them didn’t get on and he’d actually heard with his own ears what Robert had said to her outside the Queen’s Arms, just the evening before the accident had happened. ‘I wish you’d drop dead. Give me a bit of peace!’ Well, he wasn’t to be blamed for that. People often say things they regret and nobody could have known what was going to happen. The boy was certainly looking miserable enough as he stood there, next to the neat, pretty girl who worked at the doctor’s surgery. Everyone in the village knew that they were courting and the two of them were very well suited. She was obviously worried about him. Jeffrey could see it in her face and the way she hung on to his arm. ‘She was part of the village. Although we are here today to mourn her departure, we should remember what she left behind . . .’ The vicar was coming to the end of his address. He was on the last page. Jeffrey looked round and saw Adam entering the cemetery from the footpath at the far end. He was a good boy. You could always rely on him to turn up at exactly the right moment. And here was something rather strange. One of the mourners was already leaving even though the vicar was still speaking. Jeffrey hadn’t noticed him standing at the very back of the crowd, separate from them. He was a middle-aged man dressed in a dark coat with a black hat. A fedora. Jeffrey had only glimpsed his face but thought it familiar. He had sunken cheeks and a beak-like nose. Where had he seen him before? Well, it was too late. He was already out of the main gate, making his way towards the village square. Something made Jeffrey look up. The stranger had passed beneath a large elm tree that grew on the edge of the cemetery and something had moved, sitting on one of the branches. It was a magpie. And it wasn’t alone. Looking a second time, Jeffrey saw that the tree was full of them. How many were there? It was difficult to see with the thick leaves obscuring them but in the end he counted seven and that put him in mind of the old nursery rhyme he had learned as a child. One for sorrow, Two for joy, Three for a girl, Four for a boy, Five for silver, Six for gold, Seven for a secret, Never to be told. Well, wasn’t that the strangest thing? A whole crowd of magpies in one tree, as if they had gathered here for the funeral. But then Adam arrived, the vicar finished his address, the mourners began to leave and the next time Jeffrey looked up, the birds had gone.
Two Joy
1 The doctor did not need to speak. His face, the silence in the room, the X-rays and test results spread across his desk said it all. The two men sat facing each other in the smartly furnished office at the bottom end of Harley Street and knew that they had reached the final act of a drama that had been played out many times before. Six weeks ago, they hadn’t even known each other. Now they were united in the most intimate way of all. One had given the news. The other had received it. Neither of them allowed very much emotion to show in their face. It was part of the procedure, a gentlemen’s agreement, that they should do their best to conceal it. ‘May I ask, Dr Benson, how long would you say I have remaining?’ Atticus Pünd asked. ‘It’s not easy to be precise,’ the doctor replied. ‘I’m afraid the tumour is very advanced. Had we been able to spot it earlier, there’s a small chance that we might have operated. As it is . . .’ He shook his head. ‘I’m sorry.’ ‘There is no need to be.’ Pünd spoke the perfect, studied English of the cultivated foreigner, enunciating every syllable as if to apologise for his German accent. ‘I am sixty-five years old. I have had a long life and I will say that in many respects it has been a good one. I had expected to die on many occasions before now. You might even say that death has been a companion of mine, always walking two steps behind. Well, now he has caught up.’ He spread his hands and managed to smile. ‘We are old acquaintances, he and I, and he gives me no reason to be afraid. However, it will be necessary for me to arrange my affairs, to put them in order. It would help me to know, therefore, in general terms . . . are we speaking weeks or months?’ ‘Well, there will be a decline, I’m afraid. These headaches of yours will get worse. You may experience seizures. I can send you some literature, which will give you the general picture, and I’ll prescribe some strong painkillers. You might like to consider some sort of residential care. There’s a very good place in Hampstead I can recommend, run by the Marie Curie Memorial Foundation. In the later stages, you will require constant attention.’ The words faded into the distance. Dr Benson examined his patient with a certain amount of puzzlement. The name Atticus Pünd was familiar to him, of course. He was often mentioned in the newspapers – a German refugee who had managed to survive the war after spending a year in one of Hitler’s concentration camps. At the time of his arrest he had been a policeman working in Berlin – or perhaps it was Vienna – and after arriving in England, he had set himself up as a private detective, helping the police on numerous occasions. He did not look like a detective. He was a small man, very neat, his hands folded in front of him. He was wearing a dark suit, a white shirt and a narrow black tie. His shoes were polished. If he had not known otherwise, the doctor might have mistaken him for an accountant, the sort who would work for a family firm and who would be utterly reliable. And yet there was something else. Even before he had heard the news, the first time he had entered the surgery, Pünd had exhibited a strange sense of nervousness. His eyes, behind the round wire-framed glasses, were endlessly watchful and he seemed to hesitate, every time, before he spoke. The strange thing was that he was more relaxed, now, after being told the news. It was as if he had always been expecting it and was merely grateful that, at last, it had been delivered. ‘Two or three months,’ Dr Benson concluded. ‘It could be longer, but after that I’m afraid you will find that your faculties will begin to worsen.’ ‘Thank you very much, Doctor. The treatment I have received from you has been exemplary. May I ask that any further correspondence should be addressed to me personally and marked “Private & Confidential”? I have a personal assistant and would not wish him to know of this quite yet.’ ‘Of course.’ ‘The business between us is concluded?’ ‘I would like to see you again in a couple of weeks. We will have to make arrangements. I really think you should go and look at Hampstead.’ ‘I will do that.’ Pünd got to his feet. Curiously, the action did not add a great deal to his overall height. Standing up, he seemed to be overpowered by the room with its dark wooden panels and high ceiling. ‘Thank you again, Dr Benson.’ He picked up his walking stick, which was made of rosewood with a solid bronze handle, eighteenth century. It came from Salzburg and had been a gift from the German ambassador in London. On more than one occasion, it had proved to be a useful weapon. He walked past the receptionist and the doorman, nodding politely at each of them, and went out into the street. Once there, he stood in the bright sunlight, taking in the scene around him. He was not surprised to discover that his every sense had been heightened. The edges of the buildings seemed almost mathematically precise. He could differentiate the sound of every car as it merged into the general noise of the traffic. He felt the warmth of the sun against his skin. It occurred to him that he might well be in shock. Sixty-five years old and it was unlikely that he was going to be sixty-six. It would take some getting used to. And yet, as he walked up Harley Street towards Regent’s Park, he was already putting it all into context. It was just another throw of the dice and, after all, his entire life had been lived against the odds. He knew well, for example, that he owed his very existence to an accident of history. When Otto I, a Bavarian prince, had become King of Greece in 1832, a number of Greek students had chosen to emigrate to Germany. His great-grandfather had been one of them and fifty-eight years later, Atticus himself had been born to a German mother, a secretary working at the Landespolizei where his father was a uniformed officer. Half Greek, half German? It was a minority if ever there was one. And then, of course, there had been the rise of Nazism. The Pünds were not only Greek. They were Jewish. As the great game had continued, their chances of survival had diminished until only the most reckless gambler would have taken a punt on their coming through. Sure enough he had lost: his mother, his father, his brothers, his friends. Finally he had found himself in Belsen and his own life had been spared only by a very rare administrative error, a chance in a thousand. After the liberation, it had given him another full decade of life so could he really complain that a final throw had now gone against him? Atticus Pünd was nothing if not generous of spirit and by the time he had reached the Euston Road he was at peace with himself. All was as it should be. He would not complain. He took a taxi home. He never used the tube train, disliking the presence of so many people in close proximity; so many dreams, fears, resentments jumbled together in the darkness. He found it overpowering. Black cabs were so much more stolid, cocooning him from the real world. There was little traffic in the middle of the day and he soon found himself in Charterhouse Square in Farringdon. The taxi pulled up outside Tanner Court, the very elegant block of flats where he lived. He paid the driver, added a generous tip, and went in. He had bought the flat with the profits he had made from the Ludendorff Diamond affair1: two bedrooms, a light and spacious living room looking out onto the square and, most importantly, a hallway and an office where he was able to meet clients. As he took the lift to the seventh floor, he reflected that he had no cases to investigate at the moment. All in all, that was just as well. ‘Hello, there!’ The voice came from the office before Pünd had even closed the front door and a moment later, James Fraser came bouncing out of the office, a bundle of letters in his hand. Blond-haired and in his late twenties, this was the assistant and private secretary that Pünd had mentioned to Dr Benson. A graduate out of Oxford University, a would-be actor, broke, and perennially unemployed, he had answered an advertisement in the Spectator thinking that he would stay in the job for a few months. Six years later, he was still there. ‘How did it go?’ he asked. ‘How did what go?’ Pünd asked in turn. Fraser of course had no idea where he’d been. ‘I don’t know. Whatever it was you went for.’ James smiled that school-boyish smile of his. ‘Anyway, Inspector Spence called from Scotland Yard. He wants you to give him a call. Someone from The Times wants you to do an interview. And don’t forget, you’ve got a client arriving here at half past twelve.’ ‘A client?’ ‘Yes.’ Fraser sifted through the letters he was holding. ‘Her name is Joy Sanderling. She rang yesterday.’ ‘I do not recall speaking to a Joy Sanderling.’ ‘You didn’t speak to her. I did. She was calling from Bath or somewhere. She sounded in a bit of a bad way.’ ‘Why did you not ask me?’ ‘Should I have?’ Fraser’s face fell. ‘I’m terribly sorry. We haven’t got anything on at the moment and I thought you’d appreciate a new case.’ Pünd sighed. He always looked a little pained and put upon – it was part of his general demeanour – but on this occasion, the timing could not have been worse. Even so, he did not raise his voice. As always, he was reasonable. ‘I’m sorry, James,’ he said. ‘I cannot see her right now.’ ‘But she’s already on her way.’ ‘Then you’ll have to tell her that she has wasted her time.’ Pünd walked past his secretary and into his private rooms. He closed the door behind him. 2 ‘You said he would see me.’ ‘I know. I’m awfully sorry. But he’s too busy today.’ ‘But I took a day off work. I came on the train all the way from Bath. You can’t treat people this way.’ ‘You’re absolutely right. But it wasn’t Mr Pünd’s fault. I didn’t look at his diary. If you like, I can pay back your train fare out of petty cash.’ ‘It’s not just the train fare. It’s my whole life. I have to see him. I don’t know anyone else who can help.’ Pünd heard the voices from behind the double door that led into his sitting room. He was resting in an armchair, smoking the Sobranie cigarette – black with a gold tip – that he favoured. He had been thinking about his book, the work of a lifetime, already four hundred pages long and nowhere near complete. It had a title: The Landscape of Criminal Investigation. Fraser had typed up the most recent chapter and he drew it towards him. Chapter Twenty-six: Interrogation and Interpretation. He could not read it now. Pünd had thought it would take another year to complete the book. He no longer had that year. The girl had a nice voice. She was young. He could also tell, even on the other side of a wooden barrier, that she was on the edge of tears. Pünd thought briefly about his illness. Intracranial neoplasm. The doctor had given him three months. Was he really going to spend that time sitting on his own like this, thinking about all the things he couldn’t do? Annoyed with himself, he neatly ground out the cigarette, got up and opened the door. Joy Sanderling was standing in the corridor, talking to Fraser. She was a small girl, petite in every sense, with fair hair framing a very pretty face and childlike blue eyes. She had dressed smartly to come and see him. The pale raincoat with the sash tying it at the waist was unnecessary in this weather but it looked good on her and he suspected that she had chosen it because it made her seem businesslike. She looked past Fraser and saw him. ‘Mr Pünd?’ ‘Yes.’ He nodded slowly. ‘I’m sorry to disturb you. I know how busy you are. But – please – if you could just give me five minutes of your time? It would mean so much.’ Five minutes. Although she could not know it, it meant so much to both of them. ‘Very well,’ he said. Behind her, James Fraser looked annoyed, as if he had somehow let the side down. But Pünd had made up his mind the moment he had heard her voice. She had sounded so lost. There had been enough sadness today. He took her into the office, which was comfortable if a little austere. There was a desk and three chairs, an antique mirror, engravings in gold frames, all in the Biedermeier style of nineteenth-century Vienna. Fraser followed them in and took his place at the side of the room, sitting with his legs crossed and a notepad balanced on his knee. He didn’t really have to write anything down. Pünd, who never lost sight of a single detail, would remember every word that was said. ‘Please continue, Miss Sanderling.’ ‘Oh, please, call me Joy,’ the girl replied. ‘Actually, my first name is Josie. But everyone calls me Joy.’ ‘And you have come all this way from the city of Bath.’ ‘I would have come a lot further to see you, Mr Pünd. I’ve read about you in the newspapers. They say you’re the best detective who ever lived, that there’s nothing you can’t do.’ Atticus Pünd blinked. Such flattery always made him a little uncomfortable. With a slightly twitchy movement, he adjusted his glasses and half-smiled. ‘That is very kind of you but perhaps we are getting ahead of ourselves, Miss Sanderling. You must forgive me. We have been very rude. We have not offered you a coffee.’ ‘I don’t want a coffee, thank you very much, and I don’t want to waste too much of your time. But I desperately need your help.’ ‘Then why don’t you begin by telling us what it is that brings you here?’ ‘Yes. Of course.’ She straightened herself in her chair. James Fraser waited with his pen poised. ‘I’ve already told you my name,’ she began. ‘I live in a place called Lower Westwood with my parents and my brother, Paul. Unfortunately, he was born with Down’s syndrome and he can’t look after himself but we’re very close. Actually, I love him to bits.’ She paused. ‘Our house is just outside Bath but I work in a village called Saxby-on-Avon. I have a job in the local surgery, helping Dr Redwing. She’s terribly nice, by the way. I’ve been with her for almost two years now and I’ve been very happy.’ Pünd nodded. He had already taken to this girl. He liked her confidence, the clarity with which she expressed herself. ‘A year ago, I met a boy,’ she went on. ‘He came in because he’d hurt himself quite badly in a car accident. He was mending the car and it almost fell on him. The jack hit his hand and broke a couple of bones. His name is Robert Blakiston. We hit it off pretty much straight away and I started going out with him. I’m very much in love with him. And now the two of us are engaged to be married.’ ‘You have my congratulations.’ ‘I wish it was as easy as that. Now I’m not sure that the wedding is going ahead at all.’ She produced a tissue and used it to dab at her eye but in a way that was more businesslike than overly emotional. ‘Two weeks ago, his mother died. She was buried last weekend. Robert and I went to the funeral together and of course it was horrible. But what made it even worse was the way people looked at him . . . and since then, all the things they have been saying. The thing is, Mr Pünd, they all think he did it!’ ‘You mean . . . that he killed her?’ ‘Yes.’ It took her a few moments to compose herself. Then she continued. ‘Robert never had a very happy relationship with his mother. Her name was Mary and she worked as a housekeeper. There’s this big place – I suppose you’d say it was a manor house – called Pye Hall. It’s owned by a man called Sir Magnus Pye, and it’s been in his family for centuries. Anyway, she did the cooking, the cleaning, the shopping – all that sort of thing – and she lived in the Lodge House down at the gates. That was where Robert grew up.’ ‘You do not mention a father.’ ‘There is no father. He left them, during the war. It’s all very complicated and Robert never talks about it. You see, there was a family tragedy. There’s a big lake at Pye Hall and it’s said to be very deep. Robert had a younger brother called Tom and the two of them were playing near the lake. Robert was fourteen. Tom was twelve. Anyway, Tom got out of his depth and he drowned. Robert tried to save him but he couldn’t.’ ‘Where was the father at this time?’ ‘He was a mechanic at Boscombe Down, working for the RAF. It’s not that far away and he was at home quite a lot but he wasn’t there when it happened. And when he found out – well, you’d have to ask Robert, not that he remembers very much of it, I’m sure. The point is that his parents just tore each other apart. He blamed her for not looking after the boys properly. She blamed him for being away. I can’t tell you very much because Robert never speaks about it and the rest is just village gossip. Anyway, the upshot was that he moved out, leaving the two of them living alone in the Lodge. They got divorced later on and I’ve never even met him. He wasn’t at the funeral – or if he was, I didn’t see him. His name is Matthew Blakiston but that’s about all I know. ‘Robert grew up with his mother but the two of them were never happy together. Really, they should have moved. They should never have stayed near that horrible place. I don’t know how she did it, walking past the lake where her own son had died, seeing it every day. I think it poisoned her . . . It reminded her of the boy she’d lost. And maybe part of her blamed Robert even though he was nowhere near when it happened. People do behave like that, don’t they, Mr Pünd. It’s a sort of madness . . .’ Pünd nodded. ‘It is true that we have many ways of coping with loss,’ he said. ‘And grief is never rational.’ ‘I only met Mary Blakiston a few times, although of course I saw her in the village quite a bit. She often used to come to the surgery. Not because she was ill. She and Dr Redwing were good friends. After Robert and I got engaged, she invited us round to the Lodge for tea – but it was horrible. She wasn’t exactly unfriendly but she was so cold, asking me questions as if I was applying for a job or something. We had tea in the front room and I can still see her with her cup and saucer, sitting in her chair in the corner. She was like a spider in a web. I know I shouldn’t say things like that, but that was what I thought. And poor Robert was completely in her shadow. He was so different when he was with her, quiet and shy. I don’t think he said a word. He just stared at the carpet as if he had done something wrong and was about to be told off. You should have seen how she treated him! She didn’t have a single good word to say about him. She was dead set against our marriage. She made that much clear. And all the time the clock was ticking away. There was this huge grandfather clock in the room and I couldn’t wait for it to strike the hour so we could be on our way.’ ‘Your fiancé no longer lived with his mother? At the time of her death?’ ‘No. He was still in the same village but he’d moved into a flat above the garage where he works. I think it was one of the reasons he took the job, to get away from her.’ Joy folded the tissue and slipped it into her sleeve. ‘Robert and I love each other. Mary Blakiston made it clear that she didn’t think I was good enough for him but even if she hadn’t died, it wouldn’t have made any difference. We’re going to get married. We’re going to be happy together.’ ‘If it does not distress you, Miss Sanderling, I would be interested to know more about her death.’ ‘Well, as I say, it happened on a Friday, two weeks ago. She’d gone up to Pye Hall to do the cleaning – Sir Magnus and Lady Pye were away – and somehow she tripped when she was doing the hoovering and fell down the stairs. Brent, who works in the grounds, saw her lying there and called the doctor but there was nothing anyone could do. She’d broken her neck.’ ‘Were the police informed?’ ‘Yes. A detective inspector came round from the Bath constabulary. I didn’t actually talk to him but apparently he was very thorough. The wire of the Hoover was in a loop at the top of the stairs. There was nobody else in the house. All the doors were locked. It was obviously just an accident.’ ‘And yet you say that Robert Blakiston is accused of her murder.’ ‘That’s just the village talking and it’s why you’ve got to help us, Mr Pünd.’ She drew a breath. ‘Robert argued with his mother. The two of them often argued. I think they had never really escaped from the unhappiness of what had happened all those years before and in a way it was hurting both of them. Well, they had a nasty row outside the pub. Lots of people heard them. It started because she wanted him to mend something in the Lodge. She was always asking him to do odd jobs for her and he never refused. But this time he wasn’t happy about it and there was a lot of name-calling and then he said something which I know he didn’t mean but everyone heard him so it doesn’t matter if he meant it or not. “I wish you’d drop dead”.’ The tissue came out again. ‘That’s what he said. And three days later she was.’ She fell silent. Atticus Pünd sat behind his desk, his hands neatly folded, his face solemn. James Fraser had been taking notes. He came to the end of a sentence and underlined a single word several times. Sunlight was streaming in through the window. Outside, in Charterhouse Square, office workers were beginning to appear, carrying their lunchtime sandwiches into the fresh air. ‘It is possible,’ Pünd muttered, ‘that your fiancé did have good reason to kill his mother. I have not met him and I don’t wish to be unkind but we must at least entertain the possibility. The two of you wished to marry. She stood in the way.’ ‘But she didn’t!’ Joy Sanderling was defiant. ‘We didn’t need her permission to get married and it wasn’t as if she had money or anything like that. Anyway, I know Robert had nothing to do with it.’ ‘How can you be so sure?’ Joy took a deep breath. This was clearly something she hadn’t wanted to explain but she knew she had no choice. ‘The police say that Mrs Blakiston died around nine o’clock in the morning. Brent called Dr Redwing just before ten and when she got to the house, the body was still warm.’ She paused. ‘The garage opens at nine o’clock – the same time as the surgery – and I was with Robert until then. We left his flat together. My parents would die if they found out, Mr Pünd, even though we’re engaged. My father was a fireman and now he works for the union. He’s a very serious sort of person and terribly old-fashioned. And having to look after Paul all the time, it’s made both my parents very protective. I told them I was going to the theatre in Bath and that I was staying overnight with a girlfriend. But the fact is that I was with Robert all night and I left him at nine o’clock in the morning, which means he couldn’t have had anything to do with it.’ ‘How far, may I ask, is the garage from Pye Hall?’ ‘It’s about three or four minutes on my motor scooter. I suppose you could walk there in about a quarter of an hour, if you cut across Dingle Dell. That’s what we call the meadow on the edge of the village.’ She scowled. ‘I know what you’re thinking, Mr Pünd. But I saw Robert that morning. He chatted to me over breakfast. He couldn’t do that, could he, if he was thinking of murdering somebody?’ Atticus Pünd did not reply but he knew from his experience that murderers could, indeed, smile and make pleasant conversation one minute and strike violently the next. His experiences during the war had also taught him much about what he called the institutionalisation of murder; how, if you surrounded murder with enough forms and procedures, if you could convince yourself that it was an absolute necessity, then ultimately it would not be murder at all. ‘What is it you wish me to do?’ he asked. ‘I don’t have a great deal of money. I can’t even really pay you. I know it’s wrong of me and I probably shouldn’t have come here. But it’s not right. It’s just so unfair. I was hoping you could come to Saxby-on-Avon – just for one day. I’m sure that would be enough. If you were to look into it and tell people that it was an accident and that there was nothing sinister going on, I’m sure that would put an end to it. Everyone knows who you are. They’d listen to you.’ There was a brief silence. Pünd took off his glasses and wiped them with a handkerchief. Fraser knew what was coming. He had been with the detective long enough to recognise his mannerisms. He always polished his glasses before he delivered bad news. ‘I am sorry, Miss Sanderling,’ he said. ‘There is nothing I can do.’ He held up a hand, stopping her before she could interrupt. ‘I am a private detective,’ he continued. ‘It is true that the police have often asked me to help them with their enquiries but in this country I have no official status. That is the problem here. It is much more difficult for me to impose myself, particularly in a case like this where, to all intents and purposes, no crime has been committed. I have to ask myself on what pretext I would be able to enter Pye Hall. ‘I also must take issue with your basic proposition. You tell me that Mrs Blakiston was killed as the result of an accident. The police evidently believe so. Let us assume that it was an accident. All I can do then is to confront the gossip of certain villagers in Saxby-on-Avon who have overheard an unfortunate conversation and have made of it what they will. But such gossip cannot be confronted. Rumours and malicious gossip are like bindweed. They cannot be cut back, even with the sword of truth. I can, however, offer you this comfort. Given time, they will wither and die of their own volition. That is my opinion. Why do you and your fiancé even wish to remain in this part of the world if it is so disagreeable to you?’ ‘Why should we have to move?’ ‘I agree. If you would take my advice, it would be to stay where you are, to get married, to enjoy your lives together. Above all, ignore this . . . I believe the word is “tittle-tattle”. To confront it is to feed it. Left alone, it will go away.’ There was nothing more to be said. As if to emphasise the point, Fraser closed his notebook. Joy Sanderling got to her feet. ‘Thank you very much, Mr Pünd,’ she said. ‘Thank you for seeing me.’ ‘I wish you the very best, Miss Sanderling,’ Pünd replied – and he meant it. He wanted this girl to be happy. During the entire time he had been talking to her, he had forgotten his own circumstances, the news he had heard that day. Fraser showed her out. Pünd heard a few brief mutters, then the front door opened and closed. A moment later, he came back into the room. ‘I say, I’m terribly sorry about that,’ he muttered. ‘I was trying to tell her that you didn’t want to be disturbed.’ ‘I am glad I saw her,’ Pünd replied. ‘But tell me, James. What was the word that I saw you underscoring several times as we spoke?’ ‘What?’ Fraser flushed. ‘Oh. Actually, it wasn’t anything important. It wasn’t even relevant. I was just trying to look busy.’ ‘It struck me that might be the case.’ ‘Oh. How?’ ‘Because at that moment, Miss Sanderling was not saying anything of particular interest. The motor scooter, though. Had it been any colour but pink, it might have been significant.’ He smiled. ‘Could you bring me a cup of coffee, James? But after that, I think, I do not want to be disturbed.’ He turned and went back into his room. 3 Joy Sanderling made her way back to Farringdon tube station, her path taking her round the side of Smithfield meat market. There was a lorry parked outside one of the many entrances and as she went past, two men in white coats were bundling out an entire sheep’s carcass, raw and bloody. The sight of it made her shudder. She didn’t like London. She found it oppressive. She couldn’t wait to be on the train home. She had been disappointed by her meeting with Atticus Pünd, even though (she admitted it now) she had never really expected anything from it. Why should the most famous detective in the country be interested in her? It wasn’t even as if she would have been able to pay him. And what he had said had been true. There was no case to solve. Joy knew that Robert hadn’t killed his mother. She had been with him that morning and would certainly have heard him if he had left the flat. Robert could be moody. He often snapped out, saying things that he regretted. But she had been with him long enough to know that he would never hurt anyone. What had happened at Pye Hall had been an accident, nothing more. All the detectives in the world would have been no match for the wagging tongues of Saxby-on-Avon. Still, she had been right to come. The two of them deserved their happiness together, Robert in particular. He had been so lost until he had met her and she wasn’t going to allow anyone to drive them apart. They weren’t going to move. They weren’t going to take any notice of what people thought of them. They were going to fight back. She reached the station and bought a ticket from the man in the kiosk. Already a thought was taking shape in her mind. Joy was a modest girl. She had been brought up in a very close and (despite her father’s politics) conservative family. The step that she was now considering shocked her but she could see no other way. She had to protect Robert. She had to protect their life together. Nothing was more important than that. Before the tube train had arrived she knew exactly what she was going to do. 4 In a restaurant on the other side of London, Frances Pye cast a careless eye over the menu and ordered grilled sardines, a salad, a glass of white wine. Carlotta’s was one of those Italian family restaurants behind Harrods: the manager was married to the chef and the waiters included a son and a nephew. The order was taken, the menus removed. She lit a cigarette and leant back in her chair. ‘You should leave him,’ her lunch companion said. Jack Dartford, five years her junior, was a darkly handsome man with a moustache and an easy smile, dressed in a double-fronted blazer and cravat. He was looking at her with concern. From the moment they had met, he had noticed something strained about her. Even the way she was sitting now seemed nervous, defensive, one hand stroking the other arm. She had not taken off her sunglasses. He wondered if she had a black eye. ‘He’d kill me,’ she replied. She smiled curiously. ‘Actually, he did try to kill me in a way – after our last row.’ ‘You’re not serious!’ ‘Don’t worry, Jack. He didn’t hurt me. It was all bluster. He knows something’s up. All those telephone calls, days off in London, the letters . . . I told you not to write to me.’ ‘Does he read them?’ ‘No. But he’s not stupid. And he talks to the postman. Every time I’ve received a handwritten letter from London, he’s probably heard about it. Anyway, it all came to the fore over dinner last night. He more or less accused me of seeing someone else.’ ‘You didn’t tell him about me!’ ‘Afraid he’ll come after you with a horsewhip? I wouldn’t put it past him. But no, Jack, I didn’t tell him about you.’ ‘Did he hurt you?’ ‘No.’ She took off her sunglasses. She looked tired but there were no bruises around her eyes. ‘It was just unpleasant. It’s always unpleasant where Magnus is concerned.’ ‘Why won’t you leave him?’ ‘Because I have no money. You have to understand that Magnus has a vindictive streak the size of the Panama Canal. If I tried to walk out on him, he’d surround himself with lawyers. He’d make sure that I left Pye Hall with nothing more than the clothes I was wearing.’ ‘I have money.’ ‘I don’t think so, darling. Certainly not enough.’ It was true. Dartford worked in the money market, which in the true sense wasn’t really work at all. He dabbled. He made investments. But recently he’d had an unlucky streak and he very much hoped that Frances Pye had no idea how close he was to rock bottom. He couldn’t afford to marry her. He couldn’t afford to run away with her. The way things were going, he could barely afford lunch. ‘How was the South of France?’ he asked, changing the subject. That was where they had met, playing tennis together. ‘It was boring. I’d have much preferred it if you’d been there.’ ‘I’m sure. Did you get in any tennis?’ ‘Not really. To be honest, I was quite glad to leave. We got a letter in the middle of the week. A woman at Pye Hall had tripped on a wire, fallen down the stairs and broken her neck.’ ‘My God! Was Freddy there?’ ‘No. He was staying with friends down in Hastings. He’s still there, as a matter of fact. He doesn’t seem to want to come home.’ ‘I don’t blame him. So who was she?’ ‘The housekeeper. A woman called Mary Blakiston. She’d been with us for years and she’s going to be almost impossible to replace. And that wasn’t the end of it. When we finally got back last Saturday we discovered we’d been burgled.’ ‘No!’ ‘I’m telling you. It was the groundsman’s fault – at least, that’s what the police think. He’d smashed a pane of glass at the back of the house. He had to do it, to let the doctor in.’ ‘Why did you need a doctor?’ ‘Pay attention, Jack. It was for the dead woman. Brent, the groundsman, had seen her through the window, just lying there. He called the doctor and the two of them broke into the house to see if they could help. Well, obviously there wasn’t anything they could do. But after that, he just left the door with its broken pane. He didn’t even bother to get it boarded up. It was an open invitation to burglars and the burglars accepted it, thank you very much.’ ‘Did you lose very much?’ ‘Not personally, no. Magnus keeps most of his valuables in a safe and they couldn’t open that. But they marauded through the place. Did quite a bit of damage. Pulled open drawers and scattered the contents – that sort of thing. It took all of Sunday and yesterday to clear it up.’ She reached out with the cigarette and Dartford slid an ashtray in front of her. ‘I’d left some jewellery beside the bed and I lost that. It makes you feel uneasy, thinking you’ve had strangers in the bedroom.’ ‘I’ll say.’ ‘And Magnus lost his precious treasure trove. He wasn’t at all happy about that.’ ‘What treasure was that?’ ‘It’s Roman, mainly silver. It’s been in the family for generations, ever since they dug it up on their land. It came from some sort of burial site. There were rings, armlets, some decorative boxes, coins. We had it in a display case in the dining room. Of course, he’d never had it insured even though it was meant to be worth a fortune. Well, it’s a bit late now . . .’ ‘Were the police helpful?’ ‘Of course not. We had some chap come over from Bath. He sniffed around, wasted a lot of fingerprint powder, asked impertinent questions and then disappeared. Completely useless.’ The waiter arrived with the glass of wine. Dartford had been drinking Campari and soda. He ordered another. ‘It’s a shame it wasn’t Magnus,’ he remarked, once the waiter had gone. ‘What do you mean?’ ‘The lady who fell down the stairs. It’s a shame it wasn’t him.’ ‘That’s a dreadful thing to say.’ ‘I’m only saying what you’re thinking, darling. I know you well enough. I assume you’d inherit the whole caboodle if Magnus popped his clogs.’ Frances blew out cigarette smoke and looked curiously at her companion. ‘As a matter of fact, the house and the grounds would all go to Freddy. There’s some sort of entail on the estate. It’s been that way for generations.’ ‘But you’d be all right.’ ‘Oh yes. And of course, I’d get a lifetime interest in Pye Hall. The only thing I couldn’t do is sell the place. But it’s not going to happen. Magnus is in perfect health, certainly for his age.’ ‘Yes, Frances. But a big house like that. A wire stretched out across the stairs. You never know what might happen. Maybe those burglars of yours could return and finish him off.’ ‘You’re not serious!’ ‘It’s just a thought.’ Frances Pye fell silent. This wasn’t the sort of conversation to be having, particularly in a crowded restaurant. But she had to admit that Jack was right. Life without Magnus would be considerably simpler and a great deal more enjoyable. It was just a shame that lightning didn’t have the habit of striking twice. On the other hand, though, why not? 5 Dr Emilia Redwing tried to see her father once a week although it wasn’t always possible. If the surgery was busy, if she had home or hospital calls to make, if there was too much paperwork on her desk, then she would be forced to put it off. Somehow, it was always easy to make an excuse. There was always a good reason not to go. She derived very little pleasure from the visits. Dr Edgar Rennard had been eighty years old when his wife had died and although he had continued living in his home in nearby King’s Abbott, he had never really been the same. Emilia had soon got used to the telephone calls from the neighbours. He had been found wandering in the street. He wasn’t feeding himself properly. He was confused. At first, she had tried to persuade herself that he was simply suffering from chronic grief and loneliness but as the symptoms had presented themselves, she had been forced to make the obvious diagnosis. Her father had senile dementia. He wasn’t going to get any better. In fact the prognosis was a great deal worse. She had briefly considered taking him in with her at Saxby-on-Avon but that wouldn’t have been fair to Arthur and anyway she couldn’t possibly become an old man’s full-time carer. She still remembered the guilt, the sense of failure that she had felt the first time she had taken him to Ashton House, a residential home converted from a hospital in the Bath valley just after the war. Curiously though, it had been easier to persuade her father than it had been to persuade herself. This wasn’t a good day to have made the fifteen-minute drive to Bath. Joy Sanderling was in London, seeing someone on what she had described as a personal matter. Mary Blakiston’s funeral had taken place just five days ago and there was a sense of disquiet in the village that was hard to define but which, she knew from experience, might well lead to further calls on her time. Unhappiness had a way of affecting people in just the same way as the flu and even the burglary at Pye Hall struck her as being part of that general infection. But she couldn’t put off the visit any longer. On Tuesday, Edgar Rennard had taken a tumble. He had been seen by a local doctor and she had been assured that there was no serious damage. Even so, he was asking for her. He was off his food. The matron at Ashton House had telephoned her and asked her to come. She was with him now. They had got him out of bed but only as far as the chair beside the window and he was sitting there in his dressing gown, so thin and crumpled that Emilia almost wanted to cry. He had always been strong, robust. As a little girl, she had thought the entire world rested on his shoulders. Today it had taken him five minutes before he had even recognised her. She had seen this creeping up on them. It wasn’t so much that her father was dying. It was more that he had lost the desire to live. ‘I have to tell her . . .’ he said. His voice was husky. His lips had difficulty shaping the words. He had said this twice before but he still hadn’t made himself understood. ‘Who are you talking about, Papa? What is it you have to tell?’ ‘She has to know what happened . . . what I did.’ ‘What do you mean? What are you talking about? Is this something to do with Mama?’ ‘Where is she? Where is your mother?’ ‘She’s not here.’ Emilia was annoyed with herself. She should never have mentioned her mother. It would only confuse the old man. ‘What do you want to tell me, Daddy?’ she said, more gently. ‘It’s important. I don’t have very long.’ ‘That’s nonsense. You’re going to be fine. You just have to try and eat something. I could ask the matron for a sandwich, if you like. I can stay here with you while you have it.’ ‘Magnus Pye . . .’ How extraordinary that he should have spoken that name. Of course he would have known Sir Magnus when he worked at Saxby-on-Avon. He would have treated the whole family. But why mention him now? Was Sir Magnus in some way connected with what had happened, whatever it was that her father wanted to explain? The trouble with dementia was that, as well as leaving huge gaps in the memory, it also jumbled things together. He might be thinking of something that had happened five years ago or five days ago. To him, they were the same. ‘What about Sir Magnus?’ she asked. ‘Who?’ ‘Sir Magnus Pye. You mentioned him. There was something you wanted to tell me.’ But the vacant stare was back in his eyes. He had retreated into whatever world it was that he inhabited. Dr Emilia Redwing stayed with him for another twenty minutes but he barely noticed she was there. After that, she exchanged a few words with the matron and left. She drove home with a nagging sense of worry but by the time she had parked the car, she had put her father out of her mind. Arthur had said that he would cook the supper that night. The two of them would probably watch Life with the Lyons on television and go to bed early. Dr Redwing had already seen the surgery appointments list for the following day and knew that she was going to be busy. She opened the door and smelled burning. For a moment she was concerned but there was no smoke and the smell was somehow distant, more a memory of a fire than an actual one. She went into the kitchen and found Arthur sitting at the table – slumped there, actually – drinking whisky. He hadn’t even begun to cook the dinner and she knew at once that something was wrong. Arthur did not deal well with disappointment. Without meaning to, he somehow celebrated it. So what had happened? Dr Redwing looked past him and saw a painting leaning against the wall, the wooden frame charred, the canvas largely eaten away. It was a portrait of a woman. He had clearly painted it – she recognised his style immediately – but it took her a moment or two longer to realise who it was. ‘Lady Pye,’ he muttered, answering her question before she had time to ask it. ‘What’s happened? Where did you find it?’ ‘It was on a bonfire near the rose garden . . . at Pye Hall.’ ‘What were you doing there?’ ‘I was just walking. I cut through Dingle Dell and there was no one around so I thought I’d stroll through the gardens down to the main road. I don’t know what drew me to it. Maybe it was meant to be.’ He drank some more. He wasn’t drunk. He was using the whisky as a sort of prop. ‘Brent wasn’t around. There was no sign of anyone. Just the bloody painting thrown out with the rest of the trash.’ ‘Arthur . . .’ ‘Well, it’s their property. They paid for it. I suppose they can do with it as they want.’ Dr Redwing remembered. Sir Magnus had commissioned the portrait for his wife’s fortieth birthday and she had been grateful at the time, even when she discovered how little Sir Magnus intended to pay. It was a commission. It meant so much to Arthur’s self-esteem and he had set about the work with enthusiasm. He had painted Frances Pye over three sittings in the garden – with Dingle Dell in the background. He hadn’t been given nearly enough time and to begin with Lady Pye had been a reluctant sitter. But even she had been impressed by the result; a portrait that brought out everything that was good in her and which showed her relaxed, half-smiling, in command. Arthur had been quietly satisfied with the result and at the time so had Sir Magnus, hanging it prominently in his great hall. ‘It must be a mistake,’ she said. ‘Why would they want to throw it out?’ ‘They were burning it,’ Arthur replied, heavily. He gestured vaguely at the canvas. ‘He seems to have cut it to pieces first.’ ‘Can you save it? Is there anything you can do with it?’ She knew the answer. The woman’s imperious eyes had survived; the dark, sweeping hair, part of one shoulder. But most of the painting was blackened. The canvas had been slashed and burned. She didn’t even want it in the house. ‘I’m sorry,’ Arthur said. ‘I haven’t done the supper.’ He emptied his glass and walked out of the room. 6 ‘Have you seen this?’ Robin Osborne was reading a copy of the Bath Weekly Chronicle and Henrietta had never seen him look so angry. There really was something quite Old Testament about him, she thought, with his black hair falling to the collar, his white face, his bright, angry eyes. Moses would have looked much the same with the golden calf. Or Joshua storming the walls of Jericho. ‘They’re going to cut down Dingle Dell!’ ‘What are you talking about?’ Henrietta had made two cups of tea. She put them down and moved further into the room. ‘Sir Magnus Pye has sold it for development. They’re going to build a new road and eight new houses.’ ‘Where?’ ‘Right here!’ The vicar gestured at the window. ‘Right at the bottom of our garden! That’s going to be our view from now on – a row of modern houses! He won’t see them, of course. He’ll be on the other side of the lake and I’m sure he’ll leave enough trees to form a screen. But you and me . . .’ ‘He can’t do it, can he?’ Henrietta went round so that she could read the headline. NEW HOMES FOR SAXBY-ON-AVON. It seemed to be a remarkably up-beat interpretation of such an act of vandalism. Her husband’s hands were visibly shaking as he held the paper. ‘The land’s protected!’ she went on. ‘It doesn’t matter if it’s protected or not. It seems he’s got permission. The same thing’s been going on all over the country. It says here that work will begin before the end of the summer. That means next month or the month after. And there’s nothing we can do.’ ‘We can write to the bishop.’ ‘The bishop won’t help. Nobody will.’ ‘We can try.’ ‘No, Henrietta. It’s too late.’ Later that evening, as they stood together preparing the supper, he was still upset. ‘This dreadful, dreadful man. He sits there, in that big house of his, looking down at the rest of us – and it wasn’t even as if he did anything to deserve it. He just inherited it from his father and his father before him. This is 1955, for heaven’s sake. Not the Middle Ages! Of course, it doesn’t help having the bloody Tories still in power but you’d have thought we’d have moved away from the days when people were given wealth and power simply because of an accident of birth. ‘When did Sir Magnus do anything to help anyone else? Look at the church! We’ve got the leaking roof, the new heating system that we can’t afford and he’s never put his hand in his pocket to stump up so much as a shilling. He hardly ever comes to services in this, the very church he was christened in. Oh! And he’s got a plot reserved in the cemetery. The sooner he inhabits it, the better – if you ask me.’ ‘I’m sure you don’t mean that, Robin.’ ‘You’re right, Hen. It was a wicked thing to say and it was quite wrong of me.’ Osborne paused and took a breath. ‘I’m not opposed to new housing in Saxby-on-Avon. On the contrary, it’s important if the village is going to keep hold of its young people. But this development has got nothing to do with that. I very much doubt that anyone around here will be able to afford the new houses. And you mark my words. They’ll be nasty modern things, quite out of keeping with the village.’ ‘You can’t stand in the way of progress.’ ‘Is this progress? Wiping out a beautiful meadow and a wood that’s been there for a thousand years? Frankly, I’m surprised he can get away with it. All the time we’ve been living here, we’ve loved Dingle Dell. You know what it means to us. Well, a year from now, if this goes ahead, we’re going to be stuck here next to a suburban street.’ He put down the vegetable peeler and took off the apron he had been wearing. ‘I’m going to the church,’ he announced, suddenly. ‘What about dinner?’ ‘I’m not hungry.’ ‘Would you like me to come with you?’ ‘No. Thank you, my dear. But I need time to reflect.’ He put on his jacket. ‘I need to ask for forgiveness.’ ‘You haven’t done anything.’ ‘I’ve said things that I shouldn’t have said. And I have thoughts in my head, also, that shouldn’t be there. To feel hatred for your fellow man . . . it’s a terrible thing.’ ‘Some men deserve it.’ ‘That is certainly true. But Sir Magnus is a human like the rest of us. I shall pray that he has a change of heart.’ He left the room. Henrietta heard the front door open and close, then set about clearing the kitchen. She was deeply concerned about her husband and knew only too well what the loss of Dingle Dell would mean to the two of them. Was there something she could do about it? Perhaps if she went to see Sir Magnus Pye herself . . . Meanwhile, Robin Osborne was cycling up the High Street, on his way to the church. His bicycle was something of a joke in the village, a terrible old bone-rattler with wheels that wobbled and a metal frame that weighed a ton. There was a basket suspended from the handlebars and it was usually filled with prayer books or fresh vegetables which he had grown himself and which he liked to distribute as gifts to poorer members of his congregation. This evening it was empty. As he pedalled into the village square, he passed Johnny Whitehead and his wife who were walking, arm in arm, heading for the Queen’s Arms. The Whiteheads did not often go to church, certainly not more than they had to. For them, as in so much of their life, it was a question of keeping up appearances and with that in mind they both called out a greeting to the vicar. He ignored them. Leaving his bicycle at the entrance to the cemetery, he hurried on and disappeared through the main door. ‘What’s wrong with him?’ Johnny wondered out loud. ‘He didn’t look at all happy.’ ‘Maybe it was the funeral,’ Gemma Whitehead suggested. ‘It can’t be very nice having to bury someone.’ ‘No. Vicars are used to it. In fact, they enjoy it. Funerals give them a reason to feel important.’ He looked up the road. Next to St Botolph’s, the garage lights had flickered out. Johnny saw Robert Blakiston crossing the forecourt. He was closing for the night. He glanced at his watch. It was six o’clock exactly. ‘Pub’s open,’ he said. ‘Let’s get in there.’ He was in a good mood. Gemma had let him go to London that day – even she couldn’t force him to spend his whole life in Saxby-on-Avon – and it had been nice to return to a few haunts and to see a few old friends. More than that, he’d actually enjoyed being in the city with the traffic all around him and dust and dirt in the air. He liked the noise. He liked people in a hurry. He’d done his best to get used to the countryside but he still felt that he had about as much life here as a stuffed marrow. Catching up with Derek and Colin, having a few beers together, wandering down Brick Lane had been like rediscovering himself and he had come away with fifty pounds in his pocket too. He’d been quite surprised but Colin hadn’t thought twice. ‘Very nice, Johnny. Solid silver and a bit of age to it too. Get it from a museum, did you? You should visit us more often!’ Well, drinks were on him tonight even if the Queen’s Arms was about as cheerful as the cemetery it stood next to. There were a few locals inside. Tony Bennett was on the jukebox. He held the door open for his wife and the two of them went in. 7 Joy Sanderling was on her own in the dispensary that also served as the main office at Dr Redwing’s surgery. She had let herself in with her own keys. She had keys to every part of the building except for the cupboard containing the dangerous medicines and even this she could open, as she knew where Dr Redwing kept her spare. She had decided what she was going to do. The very thought of it made her heart beat faster but she was going ahead anyway. She pulled a sheet of paper out of a drawer and fed it into the typewriter, the Olympia SM2 De Luxe model that she had been supplied with when she began the job. It was a portable. She would have preferred something a little heavier for all the typing she had to do but it wasn’t in her nature to complain. She looked down at the white page as it curved round towards her and for a moment she thought of her arrival at Tanner Court and her meeting with Atticus Pünd. The famous detective had disappointed her but she felt no ill will towards him. It had been kind of him to see her, particularly as he hadn’t been looking at all well. She was used to seeing sick people. Her time at the surgery had given her a sort of premonition. She could sense at once when something was seriously wrong, even before the patient had been in to see the doctor, and she had known at once that Pünd was in need of help. Well, that wasn’t any concern of hers. The fact was that he had been right. Now that she thought about it, she could see that it would have been impossible to stem the tide of vicious gossip within the village. There was nothing he would have been able to do. But there was something she could. Choosing her words carefully, she began to type. It didn’t take her very long. The entire thing could be contained in three or four lines. When she had finished, she examined what she had written and now that it was there, in black and white, in front of her, she wondered if she could really go through with this. She couldn’t see any alternative. There was a movement in front of her. She looked up and saw Robert Blakiston standing on the other side of the counter, in the waiting area. He was wearing his overalls, covered in oil and grime. She had been so focused on what she had been doing that he had entered without her hearing. Guiltily, she pulled the page out of the typewriter and laid it face down on the desk. ‘What are you doing?’ she asked. ‘I came in to see you,’ he said. Of course, he would have only just shut down the garage and he must have come straight here. She hadn’t told him she was going to London. He would assume she had been here all day. ‘What sort of day have you had?’ she asked, brightly. ‘Not too bad.’ He glanced at the face-down letter. ‘What’s that?’ His tone was suspicious and she realised she had turned it over a little too quickly. ‘Just something for Dr Redwing,’ she said. ‘It’s a private letter. Medical stuff.’ She hated lying to him but there was no way she was going to tell him what she had written. ‘Do you want to go for a drink?’ ‘No. I ought to get back to Mum and Dad.’ She saw a look pass across his face and for a moment she was worried. ‘Is something wrong?’ she asked. ‘Not really. I just wanted to be with you.’ ‘When we’re married, we’ll be together all the time and nobody will be able to do anything about it.’ ‘Yeah.’ She considered changing her mind. She could have gone out with him. But her mother had cooked a special dinner and Paul, her brother, became agitated when she was late. She had promised she would read to him tonight, before bed. He always enjoyed that. Taking the letter with her, she got up and went through the door that connected the two areas. She smiled and kissed him on the cheek. ‘We’re going to be Mr and Mrs Robert Blakiston and we’re going to live together and we’re never going to be apart again.’ Suddenly, he took hold of her. Both hands were around her and the grip was so strong that he almost hurt her. He kissed her and she saw that there were tears in his eyes. ‘I couldn’t bear to lose you,’ he said. ‘You’re everything to me. I mean it, Joy. Meeting you was the best thing that ever happened to me and I’m not going to let anyone stop us being together.’ She knew what he meant. The village. The rumours. ‘I don’t care what people say,’ she told him. ‘And anyway, we don’t have to stay in Saxby. We can go anywhere we want.’ She realised that this was exactly what Pünd had said. ‘But we will stay here,’ she went on. ‘You’ll see. Everything will be all right.’ They parted company soon after that. He went back to his little flat to shower and change out of his work overalls. But she did not return to her parents. Not yet. She still had the note she had written. It had to be delivered. 8 At exactly that moment, and a little further up the road, Clarissa Pye heard someone ringing at her front door. She had been preparing her dinner, something quite new that had suddenly turned up in the village shop; frozen fish cut into neat fingers and covered in breadcrumbs. She had poured out some cooking oil but, fortunately, she hadn’t yet popped them into the pan. The doorbell rang a second time. She laid the cardboard packet on the kitchen counter and went to see who it was. A shadowy, distorted figure could be seen on the other side of the granite glass windows set into the front door. Could it be a travelling salesman at this time of the night? The village had recently had a veritable plague of them, as bad as the locusts that had descended on Egypt. Uneasily, she opened the door, glad that the security chain was still in place, and peered through the crack. Her brother, Magnus Pye, stood in front of her. She could see his car, a pale blue Jaguar, parked in Winsley Terrace behind him. ‘Magnus?’ She was so surprised she didn’t quite know what to say. He had only ever visited her here on two occasions, once when she was ill. He hadn’t been at the funeral and she hadn’t seen him since he got back from France. ‘Hello, Clara. Can I come in?’ Clara was the name he had always called her, from the time they were children. The name reminded her of the boy he had once been and the man he had become. Why had he chosen to grow that awful beard? Hadn’t anyone told him that it didn’t suit him? That it made him look like some sort of mad aristocrat out of a cartoon? His eyes were slightly grey and she could see the veins in his cheeks. It was obvious he drank too much. And the way he was dressed! It was as if he had been playing golf. He was wearing baggy trousers tucked into his socks and a bright yellow cardigan. It was almost impossible to imagine that they were brother and sister – and more than that. Twins. Perhaps it was the different paths that life had taken them in their fifty-three years but they were nothing like each other any more, if they ever had been. She closed the door, released the security chain, then opened it again. Magnus smiled – although the twitch of his lips could have signified anything – and stepped into the hallway. Clarissa was going to take him into the kitchen but then she remembered the box of frozen fish lying next to the hob and led him the other way instead. Left turn or right turn. Four Winsley Terrace was not like Pye Hall. In this house there were very few choices. The two of them went into the living room, a clean, comfortable space with a swirly carpet, a three-piece suite and a bay window. There was an electric fire and a television. For a moment, they stood there uncomfortably. ‘How are you?’ Magnus asked. Why did he want to know? What did he care? ‘I’m very well, thank you,’ Clarissa said. ‘How are you? How is Frances?’ ‘Oh. She’s all right. She’s up in London . . . shopping.’ There was another awkward pause. ‘Can I get you something to drink?’ Clarissa asked. Perhaps this was a social visit. She couldn’t think of any other reason for her brother to be here. ‘That would be nice. Yes. What have you got?’ ‘I have some sherry.’ ‘Thank you.’ Magnus sat down. Clarissa went over to the corner cupboard and took out a bottle. It had been there since Christmas. Did sherry go off? She poured two glasses, sniffed them, then carried them over. ‘I was sorry to hear about the burglary,’ she said. Magnus shrugged. ‘Yes. It wasn’t a nice thing to come home to.’ ‘When did you get back from France?’ ‘Saturday evening. We walked in and found the whole place ransacked. It was that damn fool Brent, not fixing up the back door. I’m glad I’ve got rid of him. He’d been getting on my nerves for a while now. Not a bad gardener but I never did like his attitude.’ ‘Have you fired him?’ ‘We’ve parted ways.’ Clarissa sipped her sherry. It clung to her lip as if reluctant to enter her mouth. ‘I heard you lost some of the silver.’ ‘Most of it, actually. To tell you the truth, it’s been a bit of a trying time – what with everything else.’ ‘You mean, Mary Blakiston.’ ‘Yes.’ ‘I was sorry not to see you at the funeral.’ ‘I know. It’s a shame. I didn’t know . . .’ ‘I thought the vicar wrote to you.’ ‘He did – but I didn’t get his note until it was too late. Bloody French post office. Actually, that was what I wanted to talk to you about.’ He hadn’t touched his sherry. He looked around the room as if seeing it for the first time. ‘Do you like it here?’ The question took her by surprise. ‘It’s all right,’ she said, and then more determinedly, ‘Actually, I’m very happy here.’ ‘Are you?’ He made it sound as if he didn’t believe her. ‘Well, yes.’ ‘Because, the thing is, you see, the Lodge House is empty now . . .’ ‘You mean the Lodge House at Pye Hall?’ ‘Yes.’ ‘And you want me to move in?’ ‘I was thinking about it on the plane home. It’s a damn shame about Mary Blakiston. I was very fond of her, you know. She was a good cook, a good housekeeper but above all she was discreet. When I heard about this bloody accident, I knew she was going to be very hard to replace. And then I thought about you . . .’ Clarissa felt a cold shudder run the length of her body. ‘Magnus, are you offering me her job?’ ‘Why not? You’ve hardly worked since you got back from America. I’m sure the school doesn’t pay you very much and you could probably use the cash. If you moved into the Lodge House, you could sell this place and you might enjoy being back in the hall. You remember, you and me chasing around the lake? Croquet on the lawn! Of course, I’d have to talk about it with Frances. I haven’t mentioned it to her yet. I thought I’d sound you out first. What do you say?’ ‘Can I think about it?’ ‘Absolutely. It was just a thought but it might actually work out very well.’ He lifted his glass, had second thoughts and put it down again. ‘Always good to see you, Clara. It would be marvellous if you moved back in.’ Somehow she managed to show him to the door and stood there watching as he climbed into his Jaguar and drove away. Clarissa’s breath was not coming easily. Even speaking to him had taken a gigantic effort. She felt wave after wave of nausea spreading through her. There was no feeling in her hands. She had heard the expression ‘numb with anger’ but she had never realised it could be a reality. He had offered her a job, working as his skivvy. Mopping floors and doing the washing-up – dear God! She was his sister. She had been born in that house. She had lived there until she was in her twenties, eating the same food as him. She had only moved out after the death of their parents and Magnus’s wedding, the two events following, shamefully fast, one upon the other. Ever since that day, she had been nothing to him. And now this! There was a reproduction of Leonardo da Vinci’s The Virgin of the Rocks in the hallway. The Virgin Mary might have turned her head from John the Baptist and looked in alarm as Clarissa Pye stomped up to the first floor with vengeance in her eyes. Certainly, she wasn’t going there to pray. 9 By half past eight, darkness had fallen on Saxby-on-Avon. Brent was working late. Quite apart from the lawns and all the weeding, there were fifty varieties of rose to be deadheaded and the yew trees to be trimmed. When he had docked the wheelbarrow and his various tools in the stable, he walked round the lake and out through Dingle Dell, following a path that would take him close to the vicarage and on to the Ferryman, the village’s second pub, which stood at the lower crossroads. It was just as he reached the edge of the wood that something made him turn back. He had heard something. He quickly ran his eyes over the house itself, squinting through the darkness. There were a couple of lights burning on the ground floor but no sign of any movement. As far as he knew, Sir Magnus Pye was in alone. He’d driven back from the village an hour ago but his wife was away for the day, in London. Her car was still out of the garage. He saw a figure, walking up the pathway from the main gate. It was a man, on his own. Brent had good eyesight and the moon was out but he couldn’t be sure if it was anyone from the village. It was hard to tell as the visitor was wearing a hat that concealed most of his face. There was something about the way he was walking that was a little odd. He was half-stooping, keeping to the shadows, almost as if he didn’t want to be seen. It was a late hour to be visiting Sir Magnus. Brent considered turning back. There’d been that burglary, the same day as the funeral, and everyone was on the alert. It wouldn’t take him a minute to go back across the lawn and check that everything was all right. He decided against it. After all, it wasn’t any business of his who visited Pye Hall and considering the recent discussion he’d had with Sir Magnus, after what Sir Magnus had said to him, he certainly felt no loyalty towards his employer, or his wife. It wasn’t as if they’d ever looked after him. They’d taken him for granted. Brent had been working from eight in the morning until the middle of the night for years now with never a word of thanks and at a salary that was frankly laughable. He wouldn’t normally go drinking in the middle of the week but as it happened, he had ten bob in his pocket which he was going to spend on fish and chips and a couple of pints. The Ferryman stood at the bottom end of the village. It was a shabby, ramshackle place, much less genteel than the Queen’s Arms. They knew him there. He always sat at the same seat near the window. Over the next couple of hours he might exchange half a dozen words with the barman but for Brent that amounted to a conversation. He put the visitor out of his mind and continued on his way. He had another strange encounter before he reached the pub twenty-five minutes later. As he emerged from the woods, he came upon a single, slightly dishevelled woman walking towards him and recognised Henrietta Osborne, the vicar’s wife. She must have come from her house, which was just up the road, and she had left in a hurry. She had thrown on a pale blue parka, a man’s, presumably her husband’s. Her hair was untidy. She looked distracted. She saw him. ‘Oh, good evening, Brent,’ she said. ‘You’re out late.’ ‘I’m going to the pub.’ ‘Are you? I was just wondering . . . I was looking for the vicar. I don’t suppose you’ve seen him?’ ‘No.’ Brent shook his head, wondering why the vicar would be out at this time of the night. Had the two of them had a row? Then he remembered. ‘There was someone up at Pye Hall, Mrs Osborne. I suppose it might have been him.’ ‘Pye Hall?’ ‘They were just going in.’ ‘I can’t imagine why he’d want to go up there.’ She sounded nervous. ‘I don’t know who it was.’ Brent shrugged. ‘Well, good night.’ Henrietta turned and went back the way she had come, heading towards her home. An hour later, Brent was sitting with his fish and chips, sipping his second pint. The air was thick with cigarette smoke. Music had been playing loudly on the jukebox but there was a pause between discs and he heard the bicycle as it went past, heading up towards the crossroads. He glanced out and saw it as it went past. The sound it made was unmistakable. So he had been right. The vicar had been down at Pye Hall and now he was on his way home. He had been there for quite a while. Brent thought briefly about his meeting with Henrietta Osborne. She’d been worried about something. What was going on? Well, it was nothing to do with him. He turned away and put it all out of his head. But he would be reminded of it soon enough. 10 Atticus Pünd read the story in The Times the following morning. BARONET MURDERED Police were called to the Somerset village of Saxby-on-Avon following the death of Sir Magnus Pye, a wealthy local landowner. Detective Inspector Raymond Chubb, speaking on behalf of the Bath constabulary, confirmed that the death is being treated as murder. Sir Magnus is survived by his wife, Frances, Lady Pye, and his son, Frederick. He was in the sitting room at Tanner Court, smoking a cigarette. James Fraser had brought him the newspaper and a cup of tea. Now he returned, carrying an ashtray. ‘Have you seen the front page?’ Pünd asked. ‘Absolutely! It’s terrible. Poor Lady Mountbatten . . .’ ‘I’m sorry?’ ‘Her car was stolen! And in the middle of Hyde Park!’ Pünd smiled, a little sadly. ‘That was not the story to which I referred.’ He turned it round to show to his assistant. Fraser read the paragraphs. ‘Pye!’ he exclaimed. ‘Wasn’t that—’ ‘It was indeed. Yes. He was the employer of Mary Blakiston. His name was mentioned in this room just a few days ago.’ ‘Quite a coincidence!’ ‘It is possible, yes. Coincidences do occur. But in this instance, I am not so sure. We are talking here of death, of two unexpected deaths in the same house. Do you not find that intriguing?’ ‘You’re not going to go down, are you?’ Atticus Pünd considered. It had certainly not been in his mind to take on any more work. The time remaining to him simply would not allow it. According to Dr Benson, he had at best three months of reasonable health, which might not even be enough to catch a killer. Anyway, he had already made certain decisions. He intended to use that time to put his affairs in order. There was the question of his will, the disbursement of his home and property. He had left Germany with almost nothing of his own but there was the collection of eighteenth-century Meissen figurines which had belonged to his father and which had, miraculously, survived the war. He would like to see them in a museum and had already written to the Victoria and Albert in Kensington. It would comfort him to know that the musician, the preacher, the soldier, the seamstress and all the other members of his little family would still be together after he had gone. They were, after all, the only family that he had. He would make a bequest for James Fraser, who had been with him during his last five cases and whose loyalty and good humour had never failed him, even if he had never helped very much when it came to the investigation of crime. There were various charities that he wished to benefit, in particular the Metropolitan and City Police Orphans Fund. Above all, there were the papers relating to his masterwork, The Landscape of Criminal Investigation. It would have taken him another year to finish it. There was no possibility of presenting it to a publisher in its present state. But he had thought that he might be able to collate all his notes, along with the newspaper clippings, letters and police reports, so that some student of criminology might be able to assemble the whole thing at a future date. It would be sad to have done so much work for nothing. These had been his plans. But if there was one thing that life had taught him, it was the futility of making plans. Life had its own agenda. Now he turned to Fraser. ‘I told Miss Sanderling that I was unable to help her because I had no official reason to present myself at Pye Hall,’ he said. ‘But now a reason has presented itself and I see that our old friend Detective Inspector Chubb is involved.’ Pünd smiled. The old light had come into his eyes. ‘Pack the bags, James, and bring round the car. We are leaving at once.’
Three A Girl
1 Atticus Pünd had never learned to drive. He was not wilfully old-fashioned. He kept himself informed of all the latest scientific developments and would not hesitate to use them – in the treatment of his illness, for example. But there was something about the pace of change that concerned him, the sudden onrush of machines in every shape and size. As televisions, typewriters, fridges and washing machines became more ubiquitous, as even the fields became crowded with electric pylons, he sometimes wondered if there might not be hidden costs for a humanity that had already been sorely tested in his lifetime. Nazism, after all, had been a machine in itself. He was in no rush to join the new technological age. And so, when he had bowed to the inevitable and agreed that he needed a private car, he had left the whole business to James Fraser, who had gone out and returned with a Vauxhall Velox four-door saloon, a good choice Pünd had to admit; sturdy and reliable with plenty of space. Fraser of course was boyishly excited. It had a six-cylinder engine. It would go from zero to sixty in just twenty-two seconds. The heater could be set to de-ice the windscreen in the winter. Pünd was just happy that it would get him where he wanted to go and – a sober, unremarkable grey – it would not scream out that he had arrived. The Vauxhall, with James Fraser at the wheel, pulled in outside Pye Hall after the three-hour drive from London, which they had taken without stopping. There were two police cars parked on the gravel. Pünd got out and stretched his legs, grateful to be released from the confined space. His eyes travelled across the front of the building, taking in its grandeur, its elegance, its very Englishness. He could tell at once that it had belonged to the same family for many generations. It had an unchanging quality, a sense of permanence. ‘Here’s Chubb,’ Fraser muttered. The familiar face of the detective inspector appeared at the front door. Fraser had telephoned him before they left and Chubb had evidently been awaiting their arrival. Plump and cheerful, with his Oliver Hardy moustache, he was dressed in an ill-fitting suit with one of his wife’s latest knitting creations below, this one a particularly unfortunate mauve cardigan. He had put on weight. That was the impression he always gave. Pünd had once remarked that he had the look of a man who had just finished a particularly good meal. He came bounding down the front steps, evidently pleased to see them. ‘Herr Pünd!’ he exclaimed. It was always ‘Herr’ and somehow Chubb implied that there was some failing in Pünd’s character being born in Germany. After all, he might have been saying, let’s not forget who won the war. ‘I was very surprised to hear from you. Don’t tell me you’ve had dealings with the late Sir Magnus.’ ‘Not at all, Detective Inspector,’ Pünd replied. ‘I had never met him and only knew of his death from the newspapers this morning.’ ‘So what brings you here?’ His eyes travelled over to James Fraser and seemed to notice him for the first time. ‘It is a strange coincidence.’ In fact, Fraser had often heard the detective remark that there was no such thing as a coincidence. There was a chapter in The Landscape of Criminal Investigation where he had expressed the belief that everything in life had a pattern and that a coincidence was simply the moment when that pattern became briefly visible. ‘A young lady from this village came to see me yesterday. She told me of a death that had taken place in this very house two weeks ago—’ ‘Would that be the housekeeper, Mary Blakiston?’ ‘Yes. She was concerned that certain people were making false accusations about what had occurred.’ ‘You mean, they thought the old girl had been deliberately killed?’ Chubb took out a packet of Players, the same brand he always smoked, and lit one. The index and third fingers of his right hand were permanently stained – like old piano keys. ‘Well, I can put your mind at rest on that one, Herr Pünd. I looked into it myself and I can tell you it was an accident pure and simple. She was doing the hoovering at the top of the stairs. She got tangled up in the wire and tumbled down the full length. Solid flagstone at the bottom, unlucky for her! Nobody had any reason to kill her and anyway she was locked in the house, on her own.’ ‘And what of the death of Sir Magnus?’ ‘Well, that’s quite a different kettle of fish. You can come in and take a butcher’s if you like – and that’s the right word for it. I’m going to finish this first, if you don’t mind. It’s pretty nasty in there.’ He deliberately screwed the cigarette into his lips and inhaled. ‘At the moment, we’re treating it as a burglary that went wrong. That seems the most obvious conclusion.’ ‘The most obvious conclusions are the ones I try to avoid.’ ‘Well, you have your own methods, Herr Pünd, and I won’t say they haven’t been helpful in the past. What we’ve got here is a local landowner, been in the village all his life. It’s early days but I can’t see that anyone would have a grudge against him. Now, someone came up here around half past eight last night. He was actually spotted by Brent, the groundsman, as he was finishing work. He hasn’t been able to give us a description but his first impression was that it wasn’t anyone from the village.’ ‘How could he know that?’ Fraser asked. He had been ignored up until this moment and felt a need to remind the others he was still there. ‘Well, you know how it is. It’s easier to recognise someone if you’ve seen them before. Even if you can’t see their face, there’s something about the shape of their body or the way they walk. Brent was fairly sure this was a stranger. And anyway, there was something about the way this man went up to the house. It was as if he didn’t want to be seen.’ ‘You believe this man was a burglar,’ Pünd said. ‘The house had already been burgled once just a few days before.’ Chubb sighed as if it irritated him having to explain it all again. ‘After the death of the housekeeper, they had to smash a back window to get in. They should have got it reglazed but they didn’t and a few days after that someone broke in. They got away with a nice little haul of antique coins and jewellery – Roman, would you believe it. Maybe they had a look around while they were there. There’s a safe in Sir Magnus’s study which they might have been unable to open but now they knew it was there, they could come back and have a second crack at it. They thought the house was still empty. Sir Magnus surprised them – and there you have it.’ ‘You say he was killed violently.’ ‘That’s an understatement.’ Chubb needed to fortify himself with another lungful of smoke. ‘There’s a suit of armour in the main hall. You’ll see it in a minute. Complete with sword.’ He swallowed. ‘That’s what they used. They took his head clean off.’ Pünd considered this for a moment. ‘Who found him?’ ‘His wife. She’d been on a shopping trip to London and she got home at around nine thirty.’ ‘The shops closed late.’ Pünd half-smiled. ‘Well, maybe she had dinner too. Anyway, as she arrived, she saw a car driving off. She’s not sure of the make but it was green and she saw a couple of letters off the registration plate. FP. As luck would have it, they’re her own initials. She came in and found him lying at the foot of the stairs almost exactly where the body of his housekeeper had been the week before. But not all of him. His head had rolled across the floor and landed next to the fireplace. I’m not sure you’ll be able to talk to her for a while. She’s in hospital in Bath, still under sedation. She’s the one who called the police and I’ve heard a recording of the conversation. Poor woman, she can hardly get the words out, screaming and sobbing. If this was a murder, you can certainly strike her off the list of suspects unless she’s the world’s greatest actress.’ ‘The body, I take it, has gone.’ ‘Yes. We removed it last night. Needed a strong stomach, I can tell you.’ ‘Was anything removed from the house on this second occasion, Detective Inspector?’ ‘It’s hard to be sure. We’ll need to interview Lady Pye when she’s up to it. But on first appearance, it doesn’t seem so. You can come in, if you like, Herr Pünd. You’re not here in any official capacity, of course, and maybe I should have a quick word with the assistant commissioner, but I’m sure no harm can come of it. And if anything does spring to mind, I can rely on you to let me know.’ ‘Of course, Detective Inspector,’ Pünd said although Fraser knew that he would do no such thing. He had accompanied Pünd on five separate enquiries and knew that the detective had a maddening habit of keeping everything under his hat until it suited him to reveal the truth. They climbed three steps but Pünd stopped before he entered the front door. He crouched down. ‘Now that is strange,’ he said. Chubb gazed at him in disbelief. ‘Are you going to tell me that I’ve missed something?’ he demanded. ‘And we haven’t even gone inside!’ ‘It may have no relevance at all, Detective Inspector,’ he replied, soothingly. ‘But you see the flower bed beside the door . . .’ Fraser glanced down. There were flower beds running all the way along the front of the house, divided by the steps that led up from the driveway. ‘Petunias, if I’m not mistaken,’ Chubb remarked. ‘Of that I am unsure. But do you not see the handprint?’ Both Chubb and Fraser looked more closely. It was true. Somebody had stuck their hand in the soft earth just to the left of the door. From the size of it, Fraser would have said that it belonged to a man. The fingers were outstretched. It was very odd, Fraser thought. A footprint would have been more conventional. ‘It probably belongs to the gardener,’ Chubb said. ‘I can’t think of any other explanation.’ ‘And you are probably right.’ Pünd sprang back to his feet and continued forward. The door led directly into a large rectangular room with a staircase in front of them and two more doors, left and right. Fraser saw at once where the body of Sir Magnus had lain and he felt the usual stirring in the pit of his stomach. There was a Persian rug, gleaming darkly, still soaked with blood. The blood had spread onto the flagstones, stretching towards the fireplace, encircling the legs of one of the leather chairs that stood there. The whole room stank of it. A sword lay diagonally, with its hilt close to the stairs, its blade pointing towards the head of a deer that looked down with glass eyes, perhaps the only witness to what had occurred. The rest of the armour, an empty knight, stood beside one of the doors with a living room beyond. Fraser had been to many crime scenes with his employer. Often he had seen the bodies lying there – stabbed, shot, drowned, whatever. But it struck him that there was something particularly macabre about this one, almost Jacobean with the dark wooden panelling and the minstrel gallery. ‘Sir Magnus knew the person who killed him,’ Pünd muttered. ‘How can you possibly know?’ Fraser asked. ‘The position of the suit of armour and the layout of the room.’ Pünd gestured. ‘See for yourself, James. The entrance is behind us. The armour and the sword are further inside the room. If the killer had come to the front door and wished to attack Sir Magnus, it would have been necessary to go round him to reach the weapon and at that moment, if the door was open, Sir Magnus could have made good his escape. However, it seems more likely that Sir Magnus was showing someone out. They come in from the living room. Sir Magnus is first. His killer is behind him. As he opens the front door, he does not see that his guest has drawn out the sword. He turns, sees the guest moving towards him, perhaps pleads with him. The killer strikes. And all is as we see it.’ ‘It still might have been a stranger.’ ‘You would invite a stranger into the house, late in the evening? I do not think so.’ Pünd looked around him. ‘There is a painting missing,’ he remarked. Fraser followed his eyes and saw that it was true. There was a bare hook on the wall next to the door and a section of the woodwork had faded slightly, a telltale rectangle that clearly delineated the missing work of art. ‘Do you think it could be relevant?’ Fraser asked. ‘Everything is relevant,’ Pünd replied. He took one last look around him. ‘There is nothing more for me to see here. It would be interesting to learn exactly how the housekeeper was discovered when she died two weeks ago but we will come to that in due course. Can we proceed into the living room?’ ‘Of course,’ Chubb said. ‘This door leads into the living room and Sir Magnus had his study on the other side. There’s a letter we found there that may interest you.’ The living room had a much more feminine feel than the entrance hall with an oyster-pink carpet, plush curtains with a floral pattern, comfortable sofas and occasional tables. There were photographs everywhere. Fraser picked one up and examined the three people standing together in front of the house. A round-faced man with a beard, wearing an old-fashioned suit. Next to him, a few inches taller than him, a woman staring into the camera lens with a look of impatience. And a boy, in school uniform, scowling. It was obviously a family photograph if not a particularly happy one: Sir Magnus, Lady Pye and their son. A uniformed policeman stood guarding the door on the far side. They went straight through into a room dominated by an antique desk set square between two bookshelves with windows opposite giving views across the front lawn and down to the lake. The floor was polished, wooden boards partly covered by another rug. Two armchairs faced into the room with an antique globe between them. The far wall was dominated by a fireplace, and it was evident from the ashes and charred wood that someone had recently lit a fire. Everything smelled faintly of cigar smoke. Fraser noticed a humidor and a heavy glass ashtray on a side table. The wooden panelling from the entrance hall was picked up again with several more oil paintings which might have hung here as long as the house itself. Pünd went over to one of them – a picture of a horse in front of a stable, very much in the style of Stubbs. He had noticed it because it was slightly perpendicular to the wall, like a half-open door. ‘It was like that when we came in,’ Chubb remarked. Pünd took a pen out of his pocket and used it to hook the painting, pulling it towards him. It was hinged along one side and concealed a very solid-looking safe set in the wall. ‘We don’t know the combination,’ Chubb continued. ‘I’m sure Lady Pye will tell us when she’s up to it.’ Pünd nodded and transferred his attention to the desk. It was quite likely that Sir Magnus had been sitting here in the hours before he died and that, therefore, the papers strewn across the surface might have something to say about what had actually happened. ‘There’s a gun in the top drawer,’ Chubb said. ‘An old service revolver. It hasn’t been fired – but it’s loaded. According to Lady Pye, he usually kept it in the safe. He might have brought it out because of the burglary.’ ‘Or it could be that Sir Magnus had another reason to be nervous.’ Pünd opened the drawer and glanced at the gun. It was indeed a .38 Webley Revolver. And Chubb was right. It had not been used. He closed the drawer and turned his attention to the surface of the desk, beginning with a series of drawings, architectural blueprints from a company called Larkin Gadwall based in Bath. They showed a cluster of houses, twelve in total, stretching out in two lines of six. A number of letters were piled up next to it, correspondence with the local council, a paper trail that must ultimately lead to the granting of planning permission. And here was the proof of it, a smart brochure with the heading: Dingle Drive, Saxby-on-Avon. All of these occupied one corner of the desk. A telephone stood at the other, with a notepad next to it. Someone, presumably Sir Magnus, had written in pencil – the pencil itself lay nearby – Ashton H Mw A Girl The words were written neatly at the top of the page but after that, Sir Magnus must have become agitated. There were several lines crossing each other, an angry scrawl. Pünd handed the page to Fraser. ‘A girl?’ Fraser asked. ‘These would seem to be notes taken down from a telephone conversation,’ Pünd suggested. ‘Mw may stand for something. Note that the w is in lower case. And the girl? Perhaps it is the subject of which they spoke.’ ‘Well, he doesn’t seem to have been too pleased about it.’ ‘Indeed not.’ Finally, Pünd turned to an empty envelope and next to it the letter that Chubb must have been referring to and which lay at the very centre of the desk. There was no address, just a name – Sir Magnus Pye – handwritten in black ink. It had been roughly torn open. Pünd took out a handkerchief and used it to pick up the envelope. He examined the paper carefully, then replaced it and, with equal care, picked up the letter beside it. This was typewritten and addressed to Sir Magnus Pye with a date – 28 July 1955, the actual day that the murder had taken place. He read: You think you can get away with it? This village was here before you and it will be here after you and if you think you can ruin it with your bilding and your money-making you are so, so wrong. You think again, you bastard, if you want to live here. If you want to live. The letter was not signed. He laid it back on the desk so that Fraser could read it. ‘Whoever wrote this can’t spell “building”,’ Fraser remarked. ‘He may also be a homicidal maniac,’ Pünd added, gently. ‘This letter would seem to have been delivered yesterday. Sir Magnus was killed a matter of hours after it arrived – which is what was promised.’ He turned to the detective inspector. ‘I would imagine this relates in some way to the diagrams,’ he said. ‘That’s right,’ Chubb agreed. ‘I’ve put a call in to these people, Larkin Gadwall. They’re developers in Bath and it seems they had some sort of deal with Sir Magnus. I’ll be heading their way this afternoon and you can join me if you like.’ ‘You’re most generous.’ Pünd nodded. His attention was still focused on the letter. ‘There is something about this that I find a little peculiar,’ he said. ‘I think I’m ahead of you there, Pünd.’ The detective beamed, pleased with himself. ‘The envelope is handwritten even though the letter is typed. You’d have thought that would be a dead giveaway if the sender wanted to hide his or her identity. My guess is they sealed the letter first, then realised they needed to put the name on the front but it wouldn’t fit into the typewriter. I’ve done the same myself often enough.’ ‘You may well be right, Detective Inspector. But that was not the peculiarity that had occurred to me.’ Chubb waited for him to continue but, standing on the other side of the desk, James Fraser knew that he would do no such thing. He was right. Pünd had already turned his attention to the fireplace. He took the pen back out of his jacket pocket and rummaged around in the ashes, found something, carefully separated it from the rest. Fraser went over and looked down at a scrap of paper, barely larger than a cigarette card, blackened at the edges. This was the sort of moment he loved, working with Pünd. It would never have occurred to Chubb to examine the fireplace. The policeman would have taken a cursory look at the room, called for forensics and then been on his way. But here was a clue and one that might crack the case wide open. The fragment might have a name written on it. Even a few letters would provide a handwriting sample which might indicate who had been in the room. Sadly, however, in this case, the paper was blank although Pünd did not seem dispirited. Far from it. ‘You see, Fraser,’ he exclaimed. ‘There is a slight discoloration, a stain. And, I think, it will be possible to discern at least part of a fingerprint.’ ‘A fingerprint?’ Chubb had heard the word and came over. Fraser looked more closely and saw that Pünd was right. The stain was dark brown in colour and his immediate thought was spilled coffee. But at the same time, he could see no obvious relevance. Anyone could have torn up a sheet of paper and thrown it in the fire. Sir Magnus might well have done it himself. ‘I’ll get the lab to have a look at it,’ Chubb said. ‘And they can run their eye over that letter too. It’s just possible I may have jumped to conclusions, thinking about that burglar.’ Pünd nodded. He straightened up. ‘We must find accommodation,’ he announced, suddenly. ‘You’re planning to stay?’ ‘With your permission, Detective Inspector.’ ‘Absolutely. I believe they have rooms at the Queen’s Arms. It’s a pub next to the church but they do B & B too. If you want a hotel, you’d be better off in Bath.’ ‘It will be more convenient to remain in the village,’ Pünd replied. Fraser sighed inwardly, imagining the lumpy beds, ugly furniture and spluttering bath taps that always seemed to accompany local hospitality. He had no money himself apart from what Pünd paid him and that was little enough. But that didn’t prevent him from having expensive tastes. ‘Do you want me to check it out?’ he asked. ‘We can go there together.’ Pünd turned to Chubb. ‘What time will you be travelling to Bath?’ ‘I have an appointment at Larkin Gadwall at two o’clock and we can go straight from there to the hospital and see Lady Pye, if you like.’ ‘That is excellent, Detective Inspector. I must say that it is a great pleasure to be working with you again.’ ‘Likewise. I’m very glad to see you, Herr Pünd. Headless bodies and all that! The moment I got the call, I knew this was right up your street.’ Lighting another cigarette, Chubb made his way back to his car. 2 To Fraser’s chagrin, the Queen’s Arms had two rooms vacant and without even going upstairs to examine them, Pünd took them both. They were as bad as he had imagined, too, with sloping floors and windows too small for the walls in which they were set. He had a view of the village square. Pünd looked out over the cemetery but made no complaint. On the contrary, there was something about the view that seemed to amuse him. Nor did he complain about the lack of comfort. When he had first started working at Tanner Court, Fraser had been surprised to discover that the detective slept in a single bed, more a cot really, with a metal frame, the blankets neatly folded back. Although Pünd had once been married, he never spoke of his wife and showed no further interest in the opposite sex. But even so, such austerity in a smart London flat seemed more than a little eccentric. The two of them had lunch together downstairs, then stepped outside. There was a small crowd of people gathered around the bus shelter in the village square but Fraser got the impression that they were not waiting for a bus. Something had clearly interested them. They were talking in an animated sort of way. He was sure that Pünd would want to go over and see what the fuss was about but at that moment a figure appeared in the cemetery, walking towards them. It was the vicar. That much was obvious from his clerical shirt and dog collar. He was tall and lanky with unkempt black hair. Fraser watched as he picked up a bicycle that had been resting against the gate and guided it out onto the road, the wheels creaking noisily with every turn. ‘The vicar!’ Pünd exclaimed. ‘In an English village, he is the one man who knows everyone.’ ‘Not everyone goes to church,’ Fraser returned. ‘They do not need to. He makes it his business to know even the atheists and the agnostics.’ They went over to him and intercepted him before he could make his getaway. Pünd introduced himself. ‘Oh yes,’ the vicar exclaimed, blinking in the sunlight. He frowned. ‘I know the name, I’m sure. The detective? You’re here, of course, because of Sir Magnus Pye. What a terrible, terrible business. A small community like Saxby-on-Avon cannot be prepared, in any way, for such an event and it is going to be very hard for us to come to terms with it. But forgive me. I haven’t told you my name. Robin Osborne. I’m the vicar here at St Botolph’s. Well, you had probably worked that out for yourself, given your line of work!’ He laughed and it occurred to Pünd – it had even occurred to Fraser – that this was an exceptionally nervous man, that he was almost unable to stop talking and that the words were pouring out of him in an attempt to cover up whatever was actually passing through his mind. ‘I would imagine that you knew Sir Magnus quite well,’ Pünd said. ‘Passably well. Yes. Sadly, I saw him less than I would have liked. Not a very religious man. He came to services all too seldom.’ Osborne drew himself in. ‘Are you here to investigate the crime, Mr Pünd?’ Pünd replied that this was the case. ‘I’m a little surprised that our own police force should need any extra assistance – not, of course, that it is in any way unwelcome. I already spoke to Detective Inspector Chubb this morning. He suggested to me that it may have been an intruder. Burglars. You are aware, I’m sure, that Pye Hall was targeted very recently.’ ‘Pye Hall appears to have had more than its fair share of misfortune.’ ‘The death of Mary Blakiston, you mean?’ Osborne pointed. ‘She is resting just over there. I officiated myself.’ ‘Was Sir Magnus popular in the village?’ The question took the vicar by surprise and he struggled to find the right answer. ‘There may have been those who envied him. He had considerable wealth. And then, of course, there was the matter of Dingle Dell. It would be true to say that it aroused strong feelings.’ ‘Dingle Dell?’ ‘It’s a strip of woodland. He had sold it.’ ‘To Larkin Gadwall,’ Fraser interceded. ‘Yes. Those are the developers, I believe.’ ‘Would you be surprised to learn, Mr Osborne, that Sir Magnus had received a death threat as a direct result of his intentions?’ ‘A death threat?’ The vicar was more flustered than ever. ‘I would be very surprised. I’m sure nobody around here would send such a thing. This is a very peaceful village. The people who live here aren’t like that at all.’ ‘And yet you spoke of strong feelings.’ ‘People were upset. But that’s not the same thing.’ ‘When did you last see Sir Magnus?’ Robin Osborne was keen to be on his way. He was holding his bicycle as if it were an animal, straining at the leash. And this last question offended him. It was clear, in his eyes. Was he being suspected of something? ‘I haven’t seen him for a while,’ he replied. ‘He was unable to attend Mary Blakiston’s burial which was a pity but he was in the South of France. And before that, I was away myself.’ ‘Where?’ ‘On holiday. With my wife.’ Pünd waited for more and Osborne obligingly filled in the silence. ‘We had a week together in Devonshire. Actually, she’ll be waiting for me right now, so if you don’t mind . . .’ With a half-smile, he pushed his way between them, the gears of his bicycle grinding. ‘I’d say that he was nervous about something,’ Fraser muttered. ‘Yes, James. He was certainly a man with something to hide.’ As the detective and his assistant made their way towards their car, Robin Osborne was cycling as quickly as he could down to the vicarage. He knew he had not been entirely honest: not lying but omitting certain aspects of the truth. It was true, however, that Henrietta was waiting for him and would have expected him some time ago. ‘Where have you been?’ she asked as he took his place in the kitchen. She served a home-made quiche with a bean salad and sat down next to him. ‘Oh. I was just in the village.’ Osborne mouthed a silent grace. ‘I met that detective,’ he went on, barely leaving time for the amen. ‘Atticus Pünd.’ ‘Who?’ ‘You must have heard of him. He’s quite famous. A private detective. You remember that school in Marlborough? There was a teacher who was killed during a play. He worked on that.’ ‘But why do we need a private detective? I thought it was a burglar.’ ‘It seems the police may have been wrong.’ Osborne hesitated. ‘He thinks it has something to do with the Dell.’ ‘The Dell!’ ‘That’s what he thinks.’ They ate in silence. Neither of them seemed to be enjoying the food. Then Henrietta spoke, quite suddenly. ‘Where did you go last night, Robin?’ she asked. ‘What?’ ‘You know what I’m talking about. Sir Magnus being killed.’ ‘Why on earth would you ask me such a thing?’ Osborne put down his knife and fork. He took a sip of water. ‘I felt anger,’ he explained. ‘It’s one of the mortal sins. And there were things in my heart that were . . . that should not have been there. I was upset because of the news but that’s no excuse. I needed to spend time alone so I went up to the church.’ ‘But you were gone such a long time.’ ‘It wasn’t easy for me, Henrietta. I needed the time.’ She wasn’t going to speak, then thought again. ‘Robin, I was so worried about you. I came out looking for you. As a matter of fact, I bumped into Brent and he said he’d seen someone going up to the hall—’ ‘What are you suggesting, Hen? Do you think I went up to Pye Hall and killed him? Took his head off with a sword? Is that what you’re saying?’ ‘No. Of course not. It’s just that you were so angry.’ ‘You’re being ridiculous. I didn’t go anywhere near the house. I didn’t see anything.’ There was something else Henrietta wanted to say. The bloodstain on her husband’s sleeve. She had seen it with her own eyes. The following morning she had taken the shirt and washed it in boiling water and bleach. It was on the washing line even now, drying in the sun. She wanted to ask him whose blood it was. She wanted to know how it had got there. But she didn’t dare. She couldn’t accuse him. Such a thing was impossible. The two of them finished their lunch in silence. 3 Sitting in a reproduction captain’s chair with its curved back and swivelling seat, Johnny Whitehead was also thinking about the murder. Indeed, throughout the morning he had thought of little else, blundering around like a bull in his own china shop, rearranging objects for no reason and smoking incessantly. Gemma Whitehead had finally lost her temper with him when he had knocked over and broken a nice little Meissen soap dish, which, though chipped, had still been priced at nine shillings and sixpence. ‘What is the matter with you?’ she demanded. ‘You’re like a bear with a sore head today. And that’s your fourth cigarette. Why don’t you go out and get some fresh air?’ ‘I don’t want to go out,’ Johnny said, moodily. ‘What’s wrong?’ Johnny stubbed out his cigarette in a Royal Doulton ashtray shaped like a cow and priced at six shillings. ‘What do you think?’ he snapped. ‘I don’t know. That’s why I’m asking you.’ ‘Sir Magnus Pye! That’s what’s wrong.’ He stared at the smoke still rising from the twisted cigarette butt. ‘Why did someone have to go and murder him? Now we’ve got the police in the village, knocking on doors, asking questions. They’ll be here soon enough.’ ‘What does it matter? They can ask us anything they want.’ There was a fractional pause, long enough to make itself felt. ‘Can’t they?’ ‘Of course they can.’ She examined him, a sharp look in her eye. ‘You haven’t been up to anything, have you, Johnny?’ ‘What are you talking about?’ There was a wounded tone in his voice. ‘Why do you even ask that? Of course I haven’t been up to anything. What could I possibly get up to, stuck out here in the sticks?’ It was the old argument: city versus countryside, Saxby versus almost anywhere else in the world. They’d had it often enough. But even as he spoke the words, he was remembering how Mary Blakiston had confronted him all too recently in this very building, how much she had known about him. She had died suddenly and so had Sir Magnus, both of them within two weeks of each other. That wasn’t a coincidence and the police certainly wouldn’t think so. Johnny knew how they worked. They would already be drawing up files, looking at everyone who lived in the neighbourhood. It wouldn’t be too long before they came after him. Gemma walked over and sat down next to him, laying a hand on his arm. Although she was so much smaller than him, so much frailer, she was the one with the strength and they both knew it. She had stood by him when they’d had their troubles in London. She had written to him every week, long letters full of optimism and good cheer, when he was ‘away’. And when he had finally come home, it had been her decision that had brought them to Saxby-on-Avon. She had seen the old post office advertised in a magazine and had thought it could be converted into an antique shop, allowing Johnny to maintain some of the practices of his old life whilst providing a stable, honest basis for the new. Leaving London had not been easy, especially for a boy who had lived his whole life within earshot of the Bow Bells, but Johnny had seen the sense of it and had reluctantly gone along with it. But she knew that he had been diminished by it. Loud, cheerful, trusting, irascible Johnny Whitehead could never be completely at home in a community where everyone was being endlessly judged and where disapproval could mean total ostracism. Had it been wrong of her to bring him here? She still allowed him trips back to the city although they always made her nervous. She didn’t ask him what he got up to and he didn’t tell her. But this time it was different. He had been there only a few days earlier. Could that visit possibly be connected with what had happened? ‘What did you do in London?’ she asked. ‘Why do you want to know?’ ‘I was just wondering.’ ‘I saw some of the blokes – Derek and Colin. We had lunch, a few drinks. You should have come.’ ‘You wouldn’t want me there.’ ‘They asked after you. I went past the old house. It’s flats now. It made me think. We had a lot of happy times there, you and me.’ Johnny patted the back of his wife’s hand, noticing how thin it had become. The older she got, the less of her there seemed to be. ‘I’ve had enough of London for one lifetime, Johnny.’ She withdrew her hand. ‘And as for Derek and Colin, they were never your friends. They didn’t stand by you when things went belly-up. I did.’ Johnny scowled. ‘You’re right,’ he said. ‘I’m going out for a walk. Half an hour. That’ll blow away the cobwebs.’ ‘I’ll come with you, if you like.’ ‘No. You’d better mind the shop.’ Nobody had come in since they had opened that morning. That was another thing about murder. It discouraged the tourists. She watched him leave, heard the bell on the door make its familiar jangle. Gemma had thought they would be all right coming here, leaving their former lives behind them. No matter what Johnny had said at the time, it had been the right decision. But two deaths, one following hard upon the other, had changed everything. It was as if those old shadows had somehow stretched out and found them. Mary Blakiston had been here. For the first time in a very, very long time the housekeeper had come to the shop and, when challenged, Johnny had lied about it. He had claimed she was buying someone a present but Gemma knew that wasn’t true. If Mary had wanted a present she would have gone into Bath, to Woolworth or Boots the Chemist. And less than a week later she had died. Was there some link between the two events and, if so, was there a further link that led to the death of Sir Magnus Pye? Gemma Whitehead had come to Saxby-on-Avon because she thought it would be safe. Sitting alone in the dingy shop surrounded by hundreds of unnecessary items, trinkets and knick-knacks which nobody seemed to want and which, today anyway, nobody had come in to buy, she wished with all her heart that she and Johnny could be anywhere else. 4 Everyone in the village thought they knew who had killed Sir Magnus Pye. Unfortunately, no two theories were the same. It was well known that Sir Magnus and Lady Pye were at loggerheads. They were seldom seen together. If they turned up at church, they kept a distance between them. According to Gareth Kite, the landlord of the Ferryman, Sir Magnus had been having an affair with his housekeeper, Mary Blakiston. Lady Pye had killed both of them – although how she had managed the first death when she was on holiday in France, he hadn’t explained. No, no. It was Robert Blakiston who was the killer. Hadn’t he threatened his mother just days before she died? He had killed her because he was angry with her and had gone on to kill Sir Magnus when he had somehow discovered the truth. And then there was Brent. The groundsman lived alone. He was definitely peculiar. There were rumours that Sir Magnus had fired him the very day that he had died. Or what about the stranger who had come to the funeral? Nobody wore a hat like that unless it was to conceal their identity. Even Joy Sanderling, that nice girl who worked for Dr Redwing, was suspected. The strange announcement that had gone up on the notice board next to the bus shelter definitely showed that there was more to her than met the eye. Mary Blakiston had taken against her. So she had died. Sir Magnus Pye had found out. He had died too. And then there was the destruction of Dingle Dell. Although the police had not released details of the threatening message that had been found on Sir Magnus’s desk, it was well known how much anger the proposed development had provoked. The longer you had lived in the village, the more angry you were likely to be and by this logic, old Jeff Weaver, who was seventy-three and who had tended the churchyard for as long as anyone could remember, became the number one suspect. The vicar, too, had plenty to lose. The vicarage backed directly onto the proposed development site and it had often been remarked how he and Mrs Osborne liked to lose themselves in the wood. Curiously, one resident who had every reason to kill Sir Magnus but whose name had been left out of the loop was Clarissa Pye. The impoverished sister had been by turns ignored and humiliated but it had not occurred to any of the villagers that this might make her a murderess. Perhaps it was the fact that she was a single woman – and a religious one at that. Perhaps it was her eccentric appearance. The dyed hair was absurd, visible at fifty yards. She tried too hard with her hats, her imitation jewellery, her wardrobe of once-fashionable cast-offs when really simpler, more modern clothes would have suited her better. Her physique was against her too: not fat, not masculine, not dumpy, but perilously close to all three. In short, she was something of a joke in Saxby-on-Avon and jokes do not commit murder. Sitting in her home in Winsley Terrace, Clarissa was trying not to think about what had happened. For the last hour, she’d been absorbed by the Daily Telegraph crossword – though normally she’d finish it in half that time. One clue in particular had confounded her: 16. Complained endlessly about Bobby The answer was a nine-letter word, the second letter O, the fourth letter I. She knew that it was staring her in the face but for some reason it wouldn’t come to her. Was the solution a synonym of ‘complained’ or was it somebody famous, first name Bobby? It seemed very unlikely. The Telegraph crossword didn’t usually involve celebrities unless they were classical writers or artists. In which case, could ‘Bobby’ have some other meaning that had eluded her? She chewed briefly on the Parker Jotter that was her special crossword pen. And then, quite suddenly it hit her. The answer was so obvious! It had been in front of her all the time. ‘Complained endlessly’. So drop the D at the end of the word. ‘About’ indicating an anagram. And a Bobby? Perhaps the capital B was a little unfair. She entered the missing letters . . . Policeman and of course that made her think of Magnus, of the police cars she had seen driving through the village, the uniformed officers who would be up at Pye Hall even now. What would happen to the house now that her brother was dead? Presumably, Frances would continue living there. She wasn’t allowed to sell it. That was all part of the entail, the complicated document that had defined the ownership of Pye Hall over the centuries. It would now pass to her nephew, Freddy, the next in line. He was only fifteen years old and the last time Clarissa had seen him he had struck her as shallow and arrogant, a little like his father. And now he was a millionaire! Of course, if he and his mother died, if – for example – there was a terrible car accident, then the property, but not the title, would have to move sideways. That was an interesting thought. Unlikely, but interesting. Really, there was no reason why it couldn’t happen. First Mary Blakiston, then Sir Magnus. Finally . . . Clarissa heard a key turning in the front door and quickly folded the newspaper and set it aside. She wouldn’t want anyone to think that she had been wasting time; that she had nothing to do. She was already on her feet and moving towards the kitchen as the door opened and Diana Weaver came in. The wife of Adam Weaver, who did odd jobs around the village and helped out at the church, she was a comfortably middle-aged woman with a no-nonsense attitude and a friendly smile. She worked as a cleaner: two hours a day at the doctor’s surgery and the rest of the week divided between various houses in Saxby-on-Avon with just one afternoon once a week here. Seeing her as she bustled in with the oversized plastic bag she always carried, already unbuttoning the coat which surely wasn’t needed on such a warm day, it occurred to Clarissa that this was a real cleaning lady, which is to say a lady for whom such work was entirely appropriate and indeed necessary. How could Magnus have possibly placed her in the same category? Had he really been serious or had he come here simply to insult her? She wasn’t sorry he was dead. Quite the opposite. ‘Good afternoon, Mrs Weaver,’ she said. ‘Hello there, Miss Pye.’ Clarissa could tell at once that something was wrong. The cleaner was downcast. She seemed nervous. ‘There’s some ironing to do in the spare bedroom. And I’ve bought a new bottle of Ajax.’ Clarissa had got straight to the point. It wasn’t her habit to engage in conversation: it wasn’t just a question of propriety. She could barely afford to pay for the two hours each week and she wasn’t going to eat into them with small talk. But although Mrs Weaver had divested herself of her coat, she hadn’t moved and didn’t seem in any hurry to start work. ‘Is something the matter?’ she asked. ‘Well . . . it’s this business at the big house.’ ‘My brother.’ ‘Yes, Miss Pye.’ The cleaner seemed more upset than she had any right to be. It wasn’t as if she had worked there. She had probably only spoken to Magnus once or twice in her life. ‘It’s a horrible thing to happen,’ she went on. ‘In a village like this. I mean, people have their ups and their downs. But I’ve lived here forty years and I’ve never known anything like it. First poor Mary. And now this.’ ‘I was just thinking about it myself,’ Clarissa agreed. ‘I am mortified. My brother and I weren’t close but even so he was still blood.’ Blood. She shuddered. Had he known he was about to die? ‘And now we’ve got the police here,’ Diana Weaver continued. ‘Asking questions and disturbing everyone.’ Was that what she was worried about? The police? ‘Do you think they have any idea who did it?’ ‘I doubt it. It only happened last night.’ ‘I’m sure they’ll have searched the house. According to my Adam . . .’ She paused, unsure whether to spell it out. ‘. . . someone took his head clean off his shoulders.’ ‘Yes. That’s what I heard.’ ‘That’s horrible.’ ‘It certainly was very shocking. Are you going to be able to work today or would you like to go home?’ ‘No, no. I prefer to keep myself busy.’ The cleaner went into the kitchen. Clarissa glanced at the clock. Mrs Weaver had actually started work two minutes late. She would make sure she made up the time before she left. 5 The meeting at Larkin Gadwall had not been particularly illuminating. Atticus Pünd had been shown the brochure for the new development – everything in watercolour with smiling families, sketched in almost like ghosts, drifting through their new paradise. Planning permission had been approved. Construction was due to start the following spring. Philip Gadwall, the senior partner, insisted that Dingle Dell was an unremarkable piece of woodland and that the new homes would benefit the neighbourhood. ‘It’s very much in the council’s mind that we regenerate our villages. We need new homes for local families if we’re going to keep the villages alive.’ Chubb had listened to all this in silence. It struck him that the families in the brochure, with their smart clothes and brand-new cars, didn’t look local at all. He was quite glad when Pünd announced that he had no further questions and they were able to get back out into the street. It turned out that Frances Pye had already left hospital and had insisted on returning home, so that was where the three men – Pünd, Fraser and Chubb – went next. The police cars had already left Pye Hall by the time they arrived. Driving past the Lodge and up the gravel driveway, Pünd was struck by how normal everything looked with the afternoon sun already dipping behind the trees. ‘That must have been where Mary Blakiston lived,’ Fraser said, pointing to the silent Lodge House as they passed. ‘At one time with her two sons, Robert and Tom,’ Pünd said. ‘Let us not forget that the younger of the two children also died.’ He gazed out of the window, his face suddenly grim. ‘This place has seen a lot of death.’ They pulled in. Chubb had driven ahead of them and was waiting for them at the front door. A square of police tape hung limply around the handprint in the soil and Fraser wondered if it had been linked to the gardener, Brent, or to anyone else. They went straight into the house. Someone had been busy. The Persian rug had been removed, the flagstones washed down. The suit of armour had gone too. The police would have held on to the sword – it was, after all, the murder weapon. But the rest of the armour would have been too grim a reminder of what had occurred. The whole house was silent. There was no sign of Lady Pye. Chubb hesitated, unsure how to proceed. And then a door opened and a man appeared, coming out of the living room. He was in his late thirties, with dark hair and a moustache, wearing a blue blazer with a crest on the front pocket. He had a lazy walk, one hand in his pocket and a cigarette in the other. Fraser had the immediate thought that this was a man whom it would be easy to dislike. He did not just arouse antipathy; he almost seemed to cultivate it. The new arrival was surprised to find three visitors in the hall and he didn’t try to conceal it. ‘Who are you?’ he demanded. ‘I was about to ask you the same,’ Chubb replied, already bristling. ‘I’m with the police.’ ‘Oh.’ The man’s face fell. ‘Well, I’m a friend of Frances’s – Lady Pye. I’ve come down from London to look after her – hour of need and all that. The name’s Dartford, Jack Dartford.’ He held a hand out vaguely, then withdrew it. ‘She’s very upset, you know.’ ‘I’m sure.’ Pünd stepped forward. ‘I would be interested to know how you heard the news, Mr Dartford.’ ‘About Magnus? She rang me.’ ‘Today?’ ‘No. Last night. Immediately after she’d called the police. She was actually quite hysterical. I’d have come down straight away but it was a bit late to hit the road and I had meetings this morning so I said I’d arrive around lunchtime, which is what I did. Picked her up at the hospital and brought her here. Her son, Freddy, is with her, by the way. He’d been staying with friends on the south coast.’ ‘You will forgive me for asking, but I wonder why she selected you out of all of her friends in what you term her hour of need?’ ‘Well, that’s easy enough to explain, Mr . . . ?’ ‘Pünd.’ ‘Pünd? That’s a German name. And you’ve got the accent to go with it. What are you doing here?’ ‘Mr Pünd is helping us,’ Chubb cut in, shortly. ‘Oh – all right. What was the question? Why did she ask me?’ For all his bluster, it was evident that Jack Dartford was casting around for a safe answer. ‘Well, I suppose it was because we’d just had lunch together. I actually went with her to the station and put her on the train back to Bath. I’d have been uppermost in her mind.’ ‘Lady Pye was with you in London on the day of the murder?’ Pünd asked. ‘Yes.’ Dartford half-sighed, as if he had given away more than he had intended. ‘We had a business lunch. I advise her about stocks and shares, investments . . . that sort of thing.’ ‘And what did you do after lunch, Mr Dartford?’ ‘I just told you—’ ‘You told us that you accompanied Lady Pye to the station. But we know that she came to Bath on a late evening train. She reached the house around half past nine. I take it, therefore, that you spent the afternoon together.’ ‘Yes. We did.’ Dartford was looking increasingly uncomfortable. ‘We killed a bit of time.’ He thought for a moment. ‘We went to a gallery. The Royal Academy.’ ‘What did you see?’ ‘Just some paintings. Dreary stuff.’ ‘Lady Pye has said that she went shopping.’ ‘We did a bit of shopping too. She didn’t buy anything though . . . not that I can remember. She wasn’t really in the mood.’ ‘I have one last question for you, if you will forgive me, Mr Dartford. You say that you are a friend of Lady Pye. Would you have described yourself as a friend of the late Sir Magnus, too?’ ‘No. Not really. I mean, I knew him of course. I quite liked him. Decent enough sort of chap. But Frances and I used to play tennis together. That’s how we met. So I saw rather more of her than of him. Not that he minded! But he wasn’t particularly sporty. That’s all.’ ‘Where is Lady Pye?’ Chubb asked. ‘She’s in her room, upstairs. She’s in bed.’ ‘Asleep?’ ‘I don’t think so. She wasn’t when I looked in a few minutes ago.’ ‘Then we would like to see her.’ ‘Now?’ Dartford saw the answer in the detective’s implacable face. ‘All right, I’ll take you up.’ 6 Frances Pye was lying on her bed, wrapped in a dressing gown and half-submerged in a wave of crumpled sheets. She had been drinking champagne. There was a half-empty glass on the table beside her, along with a bottle, slanting out of an ice bucket. Sedative or celebration? To Fraser’s eye it could have been either, and the look on her face as they came in was just as hard to decipher. She was annoyed to be interrupted but at the same time she had been expecting it. She was reluctant to talk but had already geared herself up to answer the questions that must come her way. She was not alone. A teenaged boy, dressed in whites as if for cricket, lounged in a chair, one leg crossed over the other. He was obviously her son. He had the same dark hair, swept back across his forehead, the same haughty eyes. He was eating an apple. Neither mother nor son looked particularly grieved by what had happened. She could have been in bed with a touch of flu. He could have been visiting her. ‘Frances . . .’ Jack Dartford introduced them. ‘This is Detective Inspector Chubb. He’s from the Bath police.’ ‘We saw each other briefly the night it happened,’ Chubb reminded her. ‘I was there when you were taken off in the ambulance.’ ‘Oh yes.’ The voice was husky, uninterested. ‘And this is Mr Pond.’ ‘Pünd.’ Pünd nodded his head. ‘I am assisting the police. My assistant, James Fraser.’ ‘They want to ask you a few questions.’ Dartford was deliberately attempting to insinuate himself into the room. ‘I’ll hang around, if you like.’ ‘That’s all right, thank you, Mr Dartford.’ Chubb answered the question for her. ‘We’ll call you if we need you.’ ‘I really don’t think I ought to leave Frances on her own.’ ‘We won’t keep her very long.’ ‘It’s all right, Jack.’ Frances Pye settled back onto the pile of cushions that had been heaped up behind her. She turned to the three unwanted visitors. ‘I suppose we ought to get this over with.’ There was a brief moment of awkwardness as Dartford tried to work out what to do next and even Fraser could see what was going through his mind. He wanted to tell her what he had said about the London visit. He wanted to make sure that her account tallied with his. But there was no way Pünd was going to allow that to happen. Separate the suspects. Set them against each other. That was how he worked. Dartford left. Chubb closed the door and Fraser drew up three chairs. There was plenty of furniture in the bedroom, which was large, with tumbling curtains, thick carpets, fitted wardrobes and an antique dressing table whose bowed legs seemed barely up to the weight of all the bottles, boxes, bowls and brushes piled up on the surface. Fraser, who liked to read Charles Dickens, thought at once of Miss Havisham in Great Expectations. The whole room was chintzy, slightly Victorian. All that was missing were the cobwebs. Pünd sat down. ‘I’m afraid I have to ask you some questions about your husband,’ he began. ‘I quite understand. It’s a ghastly business. Who would do such a thing? Please go ahead.’ ‘You might prefer to ask your son to leave.’ ‘But I want to stay!’ Freddy protested. There was a certain arrogance in his voice, all the more inappropriate as it hadn’t yet broken. ‘I’ve never met a real detective.’ He stared insolently at Pünd. ‘How come you’ve got a foreign name? Do you work for Scotland Yard?’ ‘Don’t be rude, Freddy,’ his mother said. ‘You can stay – but only if you don’t interrupt.’ Her eyes flickered over to Pünd. ‘Do begin!’ Pünd took off his glasses, polished them, put them on again. Fraser guessed that he would be uncomfortable talking in front of the boy. Pünd was never good with children, particularly English ones who had grown up in the belief that he was still the enemy. ‘Very well. May I ask, first, if you were aware of your husband having received any threats in recent weeks?’ ‘Threats?’ ‘Had he received any letters or telephone calls that might have suggested his life was in danger?’ There was a large white telephone on the bedside table, next to the ice bucket. Frances glanced at it before answering. ‘No,’ she said. ‘Why would he have?’ ‘There was, I believe, a property with which he was involved. The new development . . .’ ‘Oh! You mean Dingle Dell!’ She muttered the name contemptuously. ‘Well, I don’t know about that. There were bound to be a few raised temperatures in the village. People around here are very narrow-minded and Magnus was expecting a few protests. But death threats? I hardly think so.’ ‘We found a note on your husband’s desk,’ Chubb cut in. ‘It was unsigned, typewritten and we have every reason to believe that whoever wrote it was very angry indeed.’ ‘What makes you think that?’ ‘The letter made a very specific threat, Lady Pye. There’s also the weapon that we found, the service revolver in his desk.’ ‘Well, I know nothing about that. The gun was usually in the safe. And Magnus didn’t mention any threatening letter to me.’ ‘May I ask, Lady Pye . . .’ Pünd sounded apologetic. ‘What were your movements in London yesterday? I do not wish to intrude,’ he continued, hurriedly, ‘but it is necessary for us to establish the whereabouts of everyone who is involved.’ ‘Do you think Mummy’s involved?’ Freddy asked, eagerly. ‘Do you think she did it?’ ‘Freddy, be quiet!’ Frances Pye glanced at her son disdainfully, then turned her eyes back to Pünd. ‘It is an intrusion,’ she said. ‘And I’ve already told the detective inspector exactly what I was doing, but if you must know, I had lunch at Carlotta’s with Jack Dartford. It was quite a long lunch. We were talking business. I don’t really understand anything about money and Jack is terribly helpful.’ ‘What time did you leave London?’ ‘I was on the six-forty train.’ She paused, perhaps realising that there was a lengthy interval to be explained. ‘I went shopping after lunch. I didn’t buy anything but I strolled down Bond Street and into Fortnum & Mason.’ ‘It is quite pleasant to kill time in London,’ Pünd agreed. ‘Did you perhaps look into an art gallery?’ ‘No. Not this time. There was something on at the Courtauld, I think, but I wasn’t really in the mood.’ So Dartford had been lying. Even James Fraser picked up on the obvious discrepancy between the two accounts of the afternoon but before either of them could remark upon it, the telephone rang – not in the bedroom but downstairs. Lady Pye glanced briefly at the handset on the table beside her and frowned. ‘Would you go and answer that please, Freddy?’ she asked. ‘Whoever it is, tell them I’m resting and don’t want to be disturbed.’ ‘What if it’s for Daddy?’ ‘Just tell them we’re not taking any calls. There’s a good boy.’ ‘All right.’ Freddy was a little annoyed to be dismissed from the room. He slouched off the chair and out of the door. The three of them listened to the ringing as it echoed up from downstairs. After less than a minute, it stopped. ‘The phone’s broken up here,’ Frances Pye explained. ‘This is an old house and there’s always something going wrong. At the moment it’s the phones. Last month it was the electrics. We also have woodwork and dry rot. People may complain about Dingle Dell but at least the new houses will be modern and efficient. You have no idea what it’s like living in an ancient pile.’ It occurred to Fraser that she had adroitly changed the subject, moving away from what she had – or had not – been doing in London. But Pünd did not seem too concerned. ‘What time did you return to Pye Hall on the night of your husband’s murder?’ he asked. ‘Well, let me see. The train would have got in about half past eight. It was very slow. I’d left my car at Bath station and by the time I’d driven over here, it must have been about nine twenty.’ She paused. ‘A car drove out just as I arrived.’ Chubb nodded. ‘You did mention that to me, Lady Pye. I don’t suppose you managed to see the driver.’ ‘I may have glimpsed him. I don’t know why I say that. I’m not even certain it was a man. It was a green car. I already told you. It had the letters FP in the registration. I’m afraid I can’t tell you the make.’ ‘Just the one person in it?’ ‘Yes. In the driving seat. I saw his shoulders and the back of his head. He was wearing a hat.’ ‘You saw the car leave,’ Pünd said. ‘How would you say it was being driven?’ ‘The driver was in a hurry. He skidded as he turned into the main road.’ ‘He was driving to Bath?’ ‘No. The other way.’ ‘You then proceeded to the front door. The lights were on.’ ‘Yes. I let myself in.’ She shuddered. ‘I saw my husband at once and I called the police.’ There was a long silence. Lady Pye seemed genuinely exhausted. When Pünd spoke again, his voice was gentle. ‘Do you by any chance know the combination of your husband’s safe?’ he asked. ‘Yes, I do. I keep some of my more expensive jewellery there. It hasn’t been opened, has it?’ ‘No, not at all, Lady Pye,’ Pünd assured her. ‘Although it is possible that it had been opened some time recently as the picture behind which it was concealed was not quite flush with the wall.’ ‘That might have been Magnus. He kept money in there. And private papers.’ ‘And the combination?’ Chubb asked. She shrugged. ‘Left to seventeen, right to nine, left to fifty-seven, then turn the dial twice.’ ‘Thank you.’ Pünd smiled sympathetically. ‘I am sure you are tired, Lady Pye, and we will not keep you much longer. There are just two more questions I wish to ask you. The first concerns a note which we also found on your husband’s desk and which seems to have been written in his hand.’ Chubb had brought the notepad, now encased in a plastic evidence bag. He passed it to Lady Pye who quickly scanned the three lines written in pencil: ASHTON H Mw A GIRL ‘This is Magnus’s handwriting,’ she said. ‘And there’s nothing very mysterious about it. He had a habit of making notes when he took a telephone call. He was always forgetting things. I don’t know who or what Ashton H is. MW? I suppose that could be somebody’s initials.’ ‘The M is large but the w is small,’ Pünd pointed out. ‘Then it might be a word. He did that too. If you asked him to buy the newspaper when he went out, he’d jot down Np.’ ‘Could it be that this Mw angered him in some way? He takes no further notes but there are several lines. You can see that he has almost torn the sheet of paper with the pencil.’ ‘I have no idea.’ ‘And what about this girl?’ Chubb cut in. ‘Who might that be?’ ‘I can’t tell you that either. Obviously, we needed a new housekeeper. I suppose someone could have recommended a girl.’ ‘Your former housekeeper, Mary Blakiston—’ Pünd began. ‘Yes. It has been a horrible time – just horrible. We were away when it happened, in the South of France. Mary had been with us for ever. Magnus was very close to her. She worshipped him! From the moment she moved into the Lodge, she was beholden to him, as if he were some sort of monarch and she’d been asked to join the royal guard. Personally, I found her rather tiresome although I shouldn’t speak ill of the dead. What else do you want to know?’ ‘I noticed that there is a painting missing from the wall in the great hall where your husband was discovered. It hung next to the door.’ ‘What’s that got to do with anything?’ ‘Every detail is of interest to me, Lady Pye.’ ‘It was a portrait of me.’ Frances Pye seemed reluctant to answer. ‘Magnus didn’t like it so he threw it out.’ ‘Recently?’ ‘Yes. It can’t have been more than a week ago, actually. I don’t remember exactly when.’ Frances Pye sank back into her pillows, signalling that she had spoken enough. Pünd nodded and, following his cue, Fraser and Chubb stood up and the three of them left. ‘What did you make of that?’ Chubb asked as they left the room. ‘She was definitely lying about London,’ Fraser said. ‘If you ask me, she and that Dartford chap spent the afternoon together – and they certainly weren’t shopping!’ ‘It is evident that Lady Pye and her husband no longer shared a bed,’ Pünd agreed. ‘How do you know?’ ‘It was obvious from the décor of the bedroom, the embroidered pillows. It was a room without any trace of a man.’ ‘So there are two people with a good reason to kill him,’ Chubb muttered. ‘The oldest motive in the book. Kill the husband and run off together with the loot.’ ‘You may be right, Detective Inspector. Perhaps we will find a copy of Sir Magnus Pye’s will in his safe. But his family has been in this house for many years and it is likely, I would think, that it will pass directly to his only son and heir.’ ‘And a nasty piece of work he was too,’ Chubb remarked. The safe in fact contained little of interest. There were several pieces of jewellery, about five hundred pounds in different currencies and various documents: some recent, some dating back as much as twenty years. Chubb took them with him. He and Pünd parted company at the door, Chubb returning to his home in Hamswell where his wife, Harriet, would be waiting for him. He would know her mood instantly. As he had once confided in Pünd, she communicated it by the speed of her knitting needles. Pünd and Fraser shook hands with him, then returned to the questionable comforts of the Queen’s Arms. 7 More people had gathered around the bus shelter on the far side of the village square, clearly exercised by something they had seen. Fraser had noticed a crowd of them that morning when they checked into the pub and clearly they had spread the word. Something had happened. The entire village needed to know. ‘What do you think that’s all about?’ he asked as he parked the car. ‘Perhaps we should find out,’ Pünd replied. They got out and walked across the square. Whitehead’s Antiques and the General Electrics Store were already closed and in the still of the evening, with no traffic passing through, it was easy to hear what the small crowd was saying. ‘Got a right nerve!’ ‘She should be ashamed.’ ‘Flaunting herself like that!’ The villagers did not notice Pünd and Fraser until it was too late, then parted to allow the two men access to whatever it was they had been discussing. They saw it at once. There was a glass display case mounted next to the bus shelter with various notices pinned inside: minutes of the last council meeting, church services, forthcoming events. Among these, a single sheet of paper had been added with a typewritten message. TO WHOM IT MAY CONCERN There have been many rumours about Robert Blakiston circulating in the village. Some people have suggested that he may have had something to do with the tragic death of his mother, Mary Blakiston, on Friday morning at 9.00 a.m. These stories are hurtful and ill-informed and wrong. I was with Robert at that time in his flat above the garage and had been with him all night. If necessary, I will swear to this in a court of law. Robert and I are engaged to be married. Please show us a little kindness and stop spreading these malicious rumours. Joy Sanderling James Fraser was shocked. There was a side to his nature, something woven in by his years in the English private school system, that was easily offended by any public display of emotion. Even two people holding hands in the street seemed to him to be unnecessary and this declamation – for it seemed to him no less – went far beyond the pale. ‘What was she thinking of?’ he exclaimed as they moved away. ‘Was it the contents of the announcement that most struck you?’ Pünd replied. ‘You did not notice something else?’ ‘What?’ ‘The threat that was sent to Sir Magnus Pye and this confession of Joy Sanderling, they were produced by the same typewriter.’ ‘Good lord!’ Fraser blinked. ‘Are you sure?’ ‘I am certain. The tail of the e has faded and the t slants a little to the left. It is not just the same model. It is the same machine.’ ‘Do you think she wrote the letter to Sir Magnus?’ ‘It is possible.’ They took a few steps in silence, then Pünd began again. ‘Miss Sanderling has been forced to take this action because I would not help her,’ he said. ‘She is willing to sacrifice her good reputation, knowing full well that news of this may well reach her parents who will, as she made clear to us, be upset by her behaviour. This is my responsibility.’ He paused. ‘There is something about the village of Saxby-on-Avon that concerns me,’ he went on. ‘I have spoken to you before of the nature of human wickedness, my friend. How it is the small lies and evasions which nobody sees or detects but which can come together and smother you like the fumes in a house fire.’ He turned and surveyed the surrounding buildings, the shaded square. ‘They are all around us. Already there have been two deaths: three, if you include the child who died in the lake all those years ago. They are all connected. We must move quickly before there is a fourth.’ He crossed the square and went into the hotel. Behind him, the villagers were still muttering quietly, shaking their heads.
Four A Boy
1 Atticus Pünd awoke with a headache. He became aware of it before he opened his eyes and the moment he did open them, it intensified as if it had been waiting for him, lying in ambush. The force of it quite took his breath away and it was as much as he could do to reach out for the pills that Dr Benson had given him and which he had left, the night before, beside the bed. Somehow his hand found them and swept them up but he was unable to find the glass of water, which he had also prepared. It didn’t matter. He slid the pills into his mouth and swallowed them dry, feeling their harsh passage down his throat. Only a few minutes later, when they were safely lodged in his system, already dissolving and sending their antipyretics through his bloodstream and into his brain, did he find the glass and drink, washing the bitter taste from his mouth. For a long time he lay where he was, his shoulders pressed against the pillows, gazing at the shadows on the walls. Piece by piece, the room came back into focus: the oak wardrobe, slightly too big for the space in which it stood, the mirror with its mottled glass, the framed print – a view of the Royal Crescent in Bath – the sagging curtains which would draw back to reveal a view of the cemetery. Well, that was appropriate. Waiting for the pain to subside, Atticus Pünd reflected on his fast-approaching mortality. There would be no funeral. He had seen too much of death in his lifetime to want to adorn it with ritual, to dignify it as if it was anything more than what it was . . . a passage. Nor did he believe in God. There were those who had come out of the camps with their faith intact and he admired them for it. His own experience had led him to believe in nothing. Man was a complicated animal capable of extraordinary good and great evil – but he was definitely on his own. At the same time, he was not afraid of being proved wrong. If, after a lifetime of considered reason, he found himself being called to judgement in some sort of starry chamber, he was sure he would be forgiven. From what he understood, God was the forgiving sort. It did occur to him though that Dr Benson had been a little too optimistic. There would be more of these attacks and they would incapacitate him more seriously as the thing in his head made its irredeemable progress. How long would it be before he was no longer able to function? That was the most frightening thought – that thought itself might become no longer possible. Lying alone in his room at the Queen’s Arms, Pünd made two promises to himself: the first was that he would solve the murder of Sir Magnus Pye and make good the debt that he owed to Joy Sanderling. The second he refused to articulate. An hour later, when he came down to the dining room dressed as ever in a neatly pressed suit, white shirt and tie, it would have been impossible to tell how his day had begun and certainly James Fraser was quite unaware that anything was wrong, but then the young man was remarkably unobservant. Pünd remembered their first case together when Fraser had failed to notice that his travelling companion, on the three-fifty train from Paddington, was actually dead. There were many who were surprised that he managed to hold down his job as a detective’s assistant. In fact, Pünd found him useful precisely because he was so obtuse. Fraser was a blank page on which he could scribble his theories, a plain sheet of glass in which he might see his own thought processes reflected. And he was efficient. He had already ordered the black coffee and single boiled egg that Pünd liked for his breakfast. They ate in silence. Fraser had ordered the full English for himself, an amount of food that Pünd always found bewildering. Only when they had finished did he lay out the day ahead. ‘We must visit Miss Sanderling once again,’ he announced. ‘Absolutely. I thought you’d want to start with her. I still can’t believe she would put up a notice like that. And writing to Sir Magnus—’ ‘I think it is unlikely that she made the threats herself. But it was the same machine. Of that there is no doubt.’ ‘Maybe someone else had access to it.’ ‘She works at the doctor’s surgery. That is where we will find her. You must find out at what time it opens.’ ‘Of course. Do you want me to let her know we’re coming?’ ‘No. I think it will be better if we turn up by surprise.’ Pünd poured himself another inch of coffee. ‘I am interested, also, to find out more about the death of the housekeeper, Mary Blakiston.’ ‘Do you think it’s connected?’ ‘There can be no doubt of it. Her death, the burglary, the murder of Sir Magnus, these are surely three steps in the same journey.’ ‘I wonder what Chubb will make of that clue you found. The scrap of paper in the fireplace. There was a fingerprint on it. That might tell us something.’ ‘It has already told me a great deal,’ Pünd said. ‘It is not the fingerprint itself that is of interest. It will be of no assistance, unless it belongs to someone with a criminal record, which I doubt. But how it came to be there, and why the paper was burnt. These are indeed questions that might go to the very heart of the matter.’ ‘And knowing you, you already have the answers. In fact, I bet you’ve solved the whole thing, you old stick!’ ‘Not yet, my friend. But we will catch up with Detective Inspector Chubb later and we will see . . .’ Fraser wanted to ask more but he knew that Pünd would refuse to be drawn. Put a question to him and the best you would get would be a response that made little or no sense and which would, in itself, be more annoying than no answer at all. They finished their breakfast and a few minutes later, they left the hotel. Stepping out into the village square, the first thing they noticed was that the display case next to the bus shelter was empty. Joy Sanderling’s confession had been removed. 2 ‘Actually, I took it down myself. I did it this morning. I don’t regret putting it there. I made the decision when I saw you in London. I had to do something. But after what happened here – I mean, with Sir Magnus and the police asking questions and everything – it just didn’t seem appropriate. Anyway, it had done the job. As soon as one person had read it, the whole village would know. That’s how it is around here. People have been giving me a few strange looks, I can tell you, and I don’t think the vicar was too pleased. But I don’t care. Robert and I are going to be married. What we do is our business and I’m not going to put up with people telling lies about him or about me.’ Joy Sanderling was sitting on her own in the modern, single-storey surgery that stood in upper Saxby-on-Avon, surrounded by houses and bungalows that had all gone up at about the same time. It was an unattractive building, cheaply constructed and utilitarian in design. Dr Redwing’s father had compared it to a public toilet at the time it was built, although he, of course, had practised from his own home. Dr Redwing herself thought it no bad thing that she was able to separate her work from her private life. There were many more people living in the village than there had been in Edgar Rennard’s time. Patients entered through a glazed door that opened directly into a waiting area with a few faux-leather sofas, a coffee table and a scattering of magazines: old copies of Punch and Country Life. There were some toys for children, donated by Lady Pye, although that had been a long time ago and they really needed to be replaced. Joy sat in an adjoining office – the dispensary – with a window that slid across so that she could speak to the patients directly. She had an appointments book in front of her, a telephone and a typewriter to one side. Behind her, there were shelves and a cupboard filled with medical supplies, filing cabinets containing patient records and a small refrigerator, which occasionally housed drugs or the various samples that needed to be sent on to the hospital. There were two doors: one on each side. The one on her left led into the reception area, the one on her right to Dr Redwing’s office. A light bulb, next to the telephone, would flash on when the doctor was ready to see her next patient. Jeff Weaver, the gravedigger, was in there now, accompanying his grandson for a final check-up. Nine-year-old Billy Weaver had made a complete recovery from his whooping cough and had come bouncing into the surgery with a determination to be out of there as soon as possible. There were no other patients on the waiting list and Joy had been surprised when the door had opened and Atticus Pünd had walked in with his fair-haired assistant. She had heard they were in the village but had not expected to see them here. ‘Have your parents been made aware of what you wrote?’ Pünd asked. ‘Not yet,’ Joy said. ‘Although I’m sure someone will tell them soon enough.’ She shrugged. ‘If they find out, what does it matter? I’ll move in with Robert. That’s what I want anyway.’ It seemed to Fraser that she had changed in the brief time since they had met in London. He had liked her then and had been quietly disappointed when Pünd had refused to help her. The young woman on the other side of the window was still very appealing, exactly the sort of person you’d want to talk to if you weren’t feeling well. But there was a harder edge to her too. He noticed that she hadn’t come round to greet them, preferring to stay in the other room. ‘I didn’t expect to see you, Mr Pünd,’ she said. ‘What do you want?’ ‘You may feel that I was unfair to you when you came to see me in London, Miss Sanderling, and perhaps I should apologise. I was merely honest with you. At the time, I did not think I could help you with the situation in which you found yourself. However, when I read of the death of Sir Magnus Pye, I felt I had no choice but to investigate the matter.’ ‘You think it has something to do with what I told you?’ ‘That may well be the case.’ ‘Well, I don’t see how I can help you. Unless you think I did it.’ ‘Would you have a reason to wish him dead?’ ‘No. I hardly even knew him. I saw him occasionally but I had nothing to do with him.’ ‘And what of your fiancé, Robert Blakiston?’ ‘You don’t suspect him, do you?’ Something flared in her eyes. ‘Sir Magnus was never anything but kind to him. He helped Robert get his job. They never quarrelled. They hardly ever saw each other. Is that why you’re here? Because you want to turn me against him?’ ‘Nothing could be further from the truth.’ ‘Then what do you want?’ ‘As a matter of fact, I am here to see Dr Redwing.’ ‘She’s with a patient at the moment but I expect she’ll be finished quite soon.’ ‘Thank you.’ Pünd had not been offended by the girl’s hostility but it seemed to Fraser that he was looking at her rather sadly. ‘I must warn you,’ he continued, ‘that it will be necessary for me to speak with Robert.’ ‘Why?’ ‘Because Mary Blakiston was his mother. It is always possible that he might hold Sir Magnus to be partly responsible for her death and that alone would provide him with a motive for the murder.’ ‘Revenge? I very much doubt it.’ ‘At any event, he once lived at Pye Hall and there is a relationship between him and Sir Magnus which I need to explore. I tell you this because it occurs to me that you might wish to be present when we speak.’ Joy nodded. ‘Where do you want to see him? And when?’ ‘Perhaps he might come to my hotel when it conveniences him? I am staying at the Queen’s Arms.’ ‘I’ll bring him when he finishes work.’ ‘Thank you.’ The door of Dr Redwing’s office opened and Jeff Weaver came out, holding the hand of a small boy who was wearing short trousers and a school jacket. Joy waited until they had gone, then moved to a door at the side of her office. ‘I’ll tell Dr Redwing you’re here,’ she said. She disappeared from sight. It was exactly the opportunity that Pünd had been waiting for. He signalled to Fraser who quickly drew a sheet of paper out of his jacket pocket, leaned through the window and fed it upside-down into the typewriter. Leaning over the machine, he pressed several of the keys at random then pulled the sheet out and handed it to Pünd who examined the letters and nodded his satisfaction before handing it back. ‘Is it the same?’ Fraser asked. ‘It is.’ Joy Sanderling returned to the reception desk. ‘You can go in,’ she said. ‘Dr Redwing is free until eleven.’ ‘Thank you,’ Pünd said, then added almost as an afterthought, ‘Do you alone have the use of this office, Miss Sanderling?’ ‘Dr Redwing comes in from time to time, but nobody else,’ Joy replied. ‘You are quite sure of that? Nobody else would have access to this machine?’ He gestured at the typewriter. ‘Why do you want to know?’ Pünd said nothing so she continued. ‘Nobody comes in here except for Mrs Weaver. She’s the mother of the little boy who just left and she cleans the surgery twice a week. But I very much doubt that she would use the typewriter and certainly not without asking.’ ‘While I am here, I would also be interested in your opinion of the new homes that Sir Magnus was intending to build. He was planning to cut down the woodland known as Dingle Dell—’ ‘You think that was why he was killed? I’m afraid you don’t have much understanding of English villages, Mr Pünd. It was a stupid idea. Saxby-on-Avon doesn’t need new houses and there are plenty of better places to build them. I hate seeing trees being cut down and almost everyone in the village thinks the same. But nobody would have killed him because of that. The worst they would have done is written to the local newspaper or complained about it in the pub.’ ‘Maybe the development will no longer go ahead now that he is not here to oversee it,’ Pünd suggested. ‘I suppose that’s possible.’ Pünd had proved his point. He smiled and moved towards the office door. Fraser, who had folded the sheet of paper in half and slipped it into his pocket, followed. 3 The office was small and square and so exactly what anyone would expect from a doctor’s surgery that it might almost have inspired a cartoon in one of the old Punch magazines that lay on the reception table. There was an antique desk placed centrally with two chairs facing it, a wooden filing cabinet and a shelf stacked with medical volumes. To one side, a curtain could be drawn to create a separate cubicle with another chair and a raised bed. A white coat hung on a hook. The only unexpected touch in the room was an oil painting, which showed a dark-haired boy leaning against a wall. It was clearly the work of an amateur but Fraser, who had studied art at Oxford, thought it was rather good. Dr Redwing herself was sitting upright, making notes on a case file in front of her, a rather severe woman in her early fifties. Everything about her was angular: the straight line of her shoulders, her cheekbones, her chin. You could have drawn her portrait using a ruler. But she was polite enough as she gestured for her two guests to sit down. She finished what she was writing, screwed the top back on her pen and smiled. ‘Joy tells me you’re with the police.’ ‘We are here in a private capacity,’ Pünd explained. ‘But it is true that we have worked with the police on occasion and are assisting Detective Inspector Chubb now. My name is Atticus Pünd. This is my assistant, James Fraser.’ ‘I’ve heard of you, Mr Pünd. I understand you’re very clever. I hope you can get to the bottom of this. It’s a dreadful thing to happen in a small village and coming so soon after the death of poor Mary . . . I really don’t know what to say.’ ‘I understand that you and Mrs Blakiston were friends.’ ‘I wouldn’t go as far as that – but yes, we did see quite a bit of each other. I think people underestimated her. She was a very intelligent woman. She hadn’t had an easy life, losing one child and bringing the other up on her own. But she coped very well and she was helpful to many people in the village.’ ‘And it was you who found her after her accident.’ ‘It was actually Brent, the groundsman at Pye Hall.’ She stopped herself. ‘But I assumed you wanted to talk to me about Sir Magnus.’ ‘I am interested in both occurrences, Dr Redwing.’ ‘Well, Brent called me from the stable. He had seen her through the window, lying in the hallway, and he feared the worst.’ ‘He hadn’t gone in?’ ‘He didn’t have a key. In the end we had to break down the back door. Mary had left her own keys in the lock on the other side. She was at the bottom of the stairs and it looked as if she had tripped over the cable of her Hoover which was at the top. Her neck was broken. I don’t think she had been dead very long. She was still warm when I found her.’ ‘It must have been very distressing for you, Dr Redwing.’ ‘It was. Of course, I’m used to death. I’ve seen it many times. But it’s always more difficult when it’s someone you know personally.’ She hesitated for a moment, a series of conflicting thoughts passing across her dark, serious eyes. Then she came to a decision. ‘And there was something else.’ ‘Yes?’ ‘I did think about mentioning this to the police at the time and maybe I should have done so. And maybe I’m wrong to be telling you now. The thing is, I’d persuaded myself that it wasn’t relevant. After all, nobody was suggesting that Mary’s death was anything but a tragic accident. However, given what’s happened and since you’re here . . .’ ‘Please, go on.’ ‘Well, just a few days before Mary died, we had an incident here at the surgery. We were quite busy that day – we had three patients in a row – and Joy had to pop out a couple of times. I asked her to buy me some lunch from the village store. She’s a good girl and she doesn’t mind doing that sort of thing. I’d also left some papers at my house and she went out and got them for me. Anyway, at the end of the day, when we were tidying up, we noticed that a bottle had gone missing from the dispensary. As you can imagine, we keep a close eye on all our medicines, especially the more dangerous ones, and I was particularly concerned by its disappearance.’ ‘What was the drug?’ ‘Physostigmine. It’s actually a cure for belladonna poisoning and I’d had to get some in for Henrietta Osborne, the vicar’s wife. She’d managed to step on a clump of deadly nightshade in Dingle Dell and as I’m sure you’ll know, Mr Pünd, atropine is an active ingredient in that particular plant. Physostigmine is effective in small doses but a larger amount can quite easily kill you.’ ‘And you say it was taken.’ ‘I didn’t say that. If I had any reason to believe that, I would have gone straight to the police. No. It could have been misplaced. We have a lot of medicines here and although we’re very careful, it has happened before. Or it could be that Mrs Weaver, who cleans here, had dropped and broken it. She’s not a dishonest woman but it would be just like her to clean up the mess and say nothing about it.’ Dr Redwing frowned. ‘I mentioned it to Mary Blakiston though. If someone in the village had made off with it for some reason, she’d have certainly been able to find out. She was a bit like you, in a way. A detective. She had a way of rooting things out of people. And in fact she did tell me she had one or two ideas.’ ‘And a few days after this incident, she was dead.’ ‘Two days, Mr Pünd. Exactly two days.’ There was a sudden silence as the significance – unspoken – hung in the air. Dr Redwing was looking increasingly uncomfortable. ‘I’m sure her death had nothing to do with it,’ she continued. ‘It was an accident. And it’s not as if Sir Magnus was poisoned. He was struck down with a sword!’ ‘On the day that the physostigmine was removed, can you recall who came to the surgery?’ Pünd asked. ‘Yes. I went back to the appointment book to check. As I just said, three people came in that morning. Mrs Osborne I’ve already mentioned. Johnny Whitehead has an antique shop in the village square. He had quite a nasty cut on his hand, which had gone septic. And Clarissa Pye – she’s Sir Magnus’s sister – looked in with a stomach upset. There was nothing very much the matter with her to be honest with you. She lives on her own and she’s a bit of a hypochondriac. Really she just likes to have a chat. I don’t think this missing bottle had anything to do with what happened but it’s been on my conscience and I suppose it’s best if you’re aware of all the facts.’ She glanced at her watch. ‘Is there anything else?’ she asked. ‘I don’t mean to be rude but I have to be on my rounds.’ ‘You have been most helpful, Dr Redwing.’ Pünd got to his feet and seemed to notice the oil painting for the first time. ‘Who is the boy?’ he asked. ‘Actually, it’s my son – Sebastian. That was painted just a few days before his fifteenth birthday. He’s in London now. We don’t see a great deal of him.’ ‘It’s very good,’ Fraser said with real enthusiasm. The doctor was pleased. ‘My husband, Arthur, painted it. I think he’s a quite exceptional artist and it’s one of my greatest regrets that his talent hasn’t been recognised. He’s painted me a couple of times and he did a quite lovely portrait of Lady Pye—’ She broke off. Fraser was surprised how agitated she had suddenly become. ‘You haven’t asked me anything about Sir Magnus Pye,’ she said. ‘Is there something you wish to tell me?’ ‘Yes.’ She paused as if challenging herself to continue. When she spoke again, her voice was cold and controlled. ‘Sir Magnus Pye was a selfish, uncaring and egotistical man. Those new houses of his would have ruined a perfectly attractive corner of the village but that’s not the end of it. He never did anything kind for anyone. Did you notice the toys in the waiting room? Lady Pye gave them to us, but as a result of it she’d expect us to bow and touch our forelock every time she came near. Inherited wealth will be the ruin of this country, Mr Pünd. That’s the truth of it. They were an unpleasant couple and if you ask me, you’re going to have your work cut out.’ She took one last look at the portrait. ‘The fact is that half the village will have been glad to see him dead and if you’re looking for suspects, well, they might as well form a line.’ 4 Everyone knew Brent, the groundsman at Pye Hall, but at the same time no one knew him at all. When he walked through the village or took his usual seat at the Ferryman, people might say ‘There’s old Brent’, but they had no idea how old he was and even his name was something of a mystery. Was it his first name or his last name? There were a few who might remember his father. He had been ‘Brent’ too and had done the same job – in fact the two of them had worked together for a while, old Brent and young Brent, pushing out the wheelbarrow and digging the soil. His parents had died. Nobody was quite sure how or when but it had happened in another part of the country – in Devonshire, some people said. A car accident. So young Brent had become old Brent and now lived in the pocket-sized cottage where he had been born, on Daphne Road. It was part of a terrace but his neighbours had never been invited in. The curtains were always drawn. Somewhere in the church, it might have been possible to find a record of a birth, in May 1917, of one Neville Jay Brent. There must have been a time when he was Neville: at school or as a Local Defence Volunteer (his status as a farm worker had excluded him from fighting in the war). But he was a man without a shadow – or perhaps a shadow without a man. He was both as prominent and as unremarkable as the weather vane on the steeple of St Botolph’s. The only reason anyone would have noticed it would have been if they had woken up one day to find out it wasn’t there. Atticus Pünd and James Fraser had tracked him down in the grounds of Pye Hall where he was carrying on his work, weeding and deadheading, as if nothing unusual had occurred. Pünd had prevailed upon him to stop for half an hour and the three of them were sitting together in the rose garden, surrounded by a thousand blooms. Brent had rolled a cigarette with hands so grubby that the whole thing would surely taste of dirt once he lit it. He came across as a boy-man, sullen and uncomfortable, shifting awkwardly in clothes that were too large for him, his curly hair flopping over his forehead. Fraser felt uncomfortable sitting next to him. Brent had a strange, slightly unsavoury quality; a sense of some secret that he was refusing to share. ‘How well did you know Mary Blakiston?’ Pünd had begun with the first death although it occurred to Fraser that the groundsman had been a principal witness at both events. Indeed, he might have been the last person to see both the housekeeper and her employer alive. ‘I didn’t know her. She didn’t want to know me.’ Brent seemed offended by the question. ‘She used to boss me about. Do this, do that. Even had me up in her place moving the furniture, fixing the damp. Not that she had any right. I worked for Sir Magnus, not her. That’s what I used to tell her. I’m not surprised someone pushed her down those stairs, the way she carried on. Always meddling. I’m sure she got up quite a few people’s noses.’ He sniffed loudly. ‘I won’t speak ill of the dead but she was a right busybody and no mistake.’ ‘You assume she was pushed? The police are of the opinion that it was an accident, that she fell.’ ‘That’s not for me to say, sir. Accident? Someone done her in? I wouldn’t be surprised either way.’ ‘It was you who saw her, lying in the hall.’ Brent nodded. ‘I was doing the borders next to the front door. I looked in the window and there she was, lying at the bottom of the stairs.’ ‘You heard nothing?’ ‘There was nothing to hear. She was dead.’ ‘And there was nobody else in the house.’ ‘I didn’t see anyone. There could have been, I suppose. But I was there a few hours and I didn’t see anyone come out.’ ‘So what did you do?’ ‘I tapped on the window to see if she’d wake up but she wasn’t moving so in the end I went to the stable and used the outside phone to call Dr Redwing. She made me break the glass in the back door. Sir Magnus wasn’t happy about that. In fact, he blamed me for the break-in that happened later on. It wasn’t my fault. I didn’t want to break anything. I just did what I was told.’ ‘You argued with Sir Magnus?’ ‘No, sir. I wouldn’t do that. But he wasn’t pleased and when he wasn’t pleased you’d better keep clear, I can tell you.’ ‘You were here the evening that Sir Magnus died.’ ‘I’m here every evening. At this time of the year, I never get away much before eight o’clock and it was about eight fifteen that night – not that I get paid any extra.’ It was strange but the more Brent spoke, the more eloquent he became. ‘He and Lady Pye weren’t keen to put their hands in their pockets. He was on his own that night. She was up in London. I saw him working late. There was a light on in the study and he must have been expecting someone because there was a visitor who arrived just as I left.’ Brent had already mentioned this to Detective Inspector Chubb. Unfortunately, he had been unable to provide a description of the mysterious arrival. ‘I understand you did not manage to see his face,’ Pünd said. ‘I didn’t see him. I didn’t recognise him. But later on, when I thought about it, I knew who he was.’ The announcement came as a surprise to Pünd, who waited for the groundsman to continue. ‘He was at the funeral. When they buried Mrs Blakiston, he was there. I knew I’d seen him before. I noticed him standing at the back of the crowd – but at the same time I hardly noticed him, if you know what I mean. He kept to himself, like he didn’t want to be noticed, and I never saw his face. But I know it was the same man. I’m sure it was the same man – on account of the hat.’ ‘He was wearing a hat?’ ‘That’s right. It was one of those old-fashioned hats, like they had ten years ago, pulled down low over his face. The man who came to Pye Hall at eight fifteen, he was the same man. I’m sure of it.’ ‘Can you tell me anything more about him? His age? His height?’ ‘He wore a hat. That’s all I can tell you. He was here. He didn’t talk to anyone. And then he left.’ ‘What happened when he came to the house?’ ‘I didn’t wait to see. I went down to the Ferryman for a pie and a pint. I had a bit of money in my pocket, what Mr Whitehead gave me, and I couldn’t wait to be on my way.’ ‘Mr Whitehead. He owns the antique shop—’ ‘What about him?’ Brent’s eyes narrowed with suspicion. ‘He paid you some money.’ ‘I never said that!’ Brent realised he had spoken too freely and searched for a way out. ‘He’d paid me the fiver that he owed me. That’s all. So I went for a pint.’ Pünd let the matter drop. It would be all too easy to offend a man like Brent and, once offended, he wouldn’t utter another word. ‘So you left Pye Hall at around a quarter past eight,’ he said. ‘That might have been only a matter of minutes before Sir Magnus was killed. I wonder if you can explain to us a handprint that we discovered in the flower bed beside the front door?’ ‘That police chap asked me about that and I already told him. It wasn’t my handprint. What would I be doing sticking my hand in the soil?’ He gave a queer sort of smile. Pünd tried another tack. ‘Did you see anyone else?’ ‘As a matter of fact, I did.’ Brent glanced slyly at the detective and his assistant. All this time he had been holding the cigarette he had rolled but now he stuck it between his lips and lit it. ‘I went down the Ferryman like I told you. And I was on my way when I run into Mrs Osborne, the vicar’s wife. God knows what she’s doing out in the middle of the night – and looking like nobody’s business too. Anyway, she asked if I’d seen her husband. She was upset about something. Maybe even afraid. You should have seen the look on her face! Well, I told her it might have been him I’d seen at Pye Hall and the fact is he might have been there and all . . .’ Pünd frowned. ‘The person you saw at the hall, the man in the hat, you said just now that he was at the funeral.’ ‘I know I said that, sir. But they were both there, him and the vicar. You see, I was having my pint and I saw the vicar go past on his bicycle. That was a while later.’ ‘How much later?’ ‘Thirty minutes. Not much more than that. I heard it go past. You can hear that bicycle from one end of the village to the other with its clacking and its grinding and it definitely went past the pub while I was in there. And where could he have come from except from the hall? He certainly hadn’t cycled from Bath.’ Brent eyed the detective over his cigarette, daring him to disagree. ‘You have been very helpful,’ Pünd said. ‘I have just one more question. It relates to the Lodge where Mrs Blakiston lived. You mentioned to me that you occasionally did work for her there and I wonder if you might have a key?’ ‘Why do you want to know?’ ‘Because I would like to go in.’ ‘I’m not sure about that,’ the groundsman muttered. He screwed the cigarette round between his lips. ‘You want to go in, you’d best talk to Lady Pye.’ ‘This is a police investigation,’ Fraser cut in. ‘We can go where we like and it might mean trouble for you if you don’t co-operate.’ Brent looked doubtful but he wasn’t prepared to argue. ‘I can take you up there now.’ He nodded his head at the roses. ‘But then I’ve got to get back to these.’ Pünd and Fraser followed Brent back to the stable from where he retrieved a key attached to a large piece of wood, then walked with him down the drive to the Lodge House that stood at the end, two storeys high with sloping roofs, a massive chimney, Georgian windows and a solid front door. This was where Mary Blakiston had lived while she was working as Sir Magnus Pye’s housekeeper. To begin with there had been a husband and two boys but one by one the family had left her until she was finally alone. Perhaps it was the position of the sun or the oaks and elms that surrounded the place but it seemed to be cast in permanent shadow. It was obviously empty. It looked and felt deserted. Brent opened the front door with the key he had retrieved. ‘Do you want me to come in?’ he asked. ‘It would be helpful if you could remain a little longer,’ Pünd replied. ‘We will not take up too much more of your time.’ The three of them went into a small hallway with two doors, a corridor and a flight of stairs leading up. The wallpaper was old-fashioned, floral. The pictures were images of English birds and owls. There was an antique table, a coat stand and a full-length mirror. Everything looked as if it had been there for a long time. ‘What is it you want to see?’ Brent asked. ‘That, I cannot tell you,’ Pünd replied. ‘Not yet.’ The downstairs rooms had little to offer. The kitchen was basic, the living room dowdy, dominated by an old-fashioned grandfather clock. Fraser remembered how Joy Sanderling had described it, ticking away as she tried to make an impression on Robert’s mother. Everything was very clean, as if Mary’s ghost had just been in. Or perhaps it had never left. Someone had picked up the mail and piled it on the kitchen table but there was very little of it and nothing of interest. They went upstairs. Mary’s bedroom was at the end of the corridor with a bathroom next door. She had slept in the same bed that she must have once shared with her husband: it was so heavy and cumbersome that it was hard to imagine anyone bringing it here after he had left. The bedroom looked out over the road. In fact none of the main rooms had a view back to Pye Hall as if the house had been purposefully designed so that the servant would never glance in the direction of her employers. Pünd passed two doors that opened into further bedrooms. Nobody had slept in them for some time. The beds were stripped, the mattresses already showing signs of mould. A third door, opposite them, had been broken, the lock forced. ‘The police did that,’ Brent explained. He sounded unhappy about it. ‘They wanted to go in but they couldn’t find the key.’ ‘Mrs Blakiston kept it locked?’ ‘She never went in.’ ‘How do you know?’ ‘I already told you. I come here lots of times. I fixed the damp and laid the carpets downstairs and she was always calling me in. But not this room. She wouldn’t open the door. I’m not even sure she had the key. That’s why the police broke it down.’ They went inside. The room was disappointing: like the rest of the house, it was utterly stripped of life with a single bed, an empty wardrobe and a window cut into the eaves with a work table below. Pünd went over to it and looked out. There was a view through the trees and he could just glimpse the edge of the lake with the threatened woodland, Dingle Dell, beyond. He noticed a single drawer in the middle of the table and opened it. Inside, Fraser saw a strip of black leather forming a circle with a small disc attached. It was a dog collar. He reached forward and took it out. ‘Bella,’ he read. The name was in capital letters. ‘Bella was the dog,’ Brent said, unnecessarily. Fraser was a little annoyed. He might have guessed as much. ‘Whose dog?’ Pünd asked. ‘The younger kid. The one who died. He had a dog but it didn’t last long.’ ‘What happened to it?’ ‘It ran off. They lost it.’ Fraser put the collar back. It was so small – it must have belonged to a mere puppy. There was something inexpressibly sad about it, sitting in the empty drawer. ‘So this was Tom’s room,’ Fraser muttered. ‘It would seem possible, yes.’ ‘I suppose it would explain why she locked the door. The poor woman couldn’t bear to come in here. I wonder why she didn’t move.’ ‘She may not have had a choice.’ Both of them were speaking in low voices, as if they were afraid of disturbing ancient memories. Meanwhile, Brent was shuffling around, anxious to be on his way. But Pünd took his time leaving the house. Fraser knew that he was not so much searching for clues as sensing the atmosphere – he had often heard him talk about the memory of crime, the supernatural echoes left behind by sadness and violent death. There was even a chapter in that book of his. ‘Information and Intuition’ or something like that. Only when they were outside did he speak. ‘Chubb will have removed anything of interest. I am keen to know what he found.’ He glanced at Brent, who was already shuffling into the distance, making his way back towards the manor house. ‘And that one, also, he told us a great deal.’ He looked around him, at the trees pressing in. ‘I would not wish to live here,’ he said. ‘There is no view.’ ‘It is rather oppressive,’ Fraser agreed. ‘We must find out from Mr Whitehead how much money he paid to Brent and for what reason. Also, we must speak again with the Reverend Osborne. He must have had a reason to come here on the night of the murder. And then there is the question of his wife . . .’ ‘He said that Mrs Osborne was afraid.’ ‘Yes. Afraid of what, I wonder.’ He took a last look back. ‘There is something about the atmosphere of this house, James. It tells me that there is a great deal to fear.’ 5 Raymond Chubb did not like murder. He had become a policeman because he believed in order and he considered the county of Somerset, with its neat villages, hedgerows and ancient fields to be one of the most ordered and civilised parts of the country – if not the world. Murder changed everything. It broke the gentle rhythm of life. It turned neighbour against neighbour. Suddenly nobody was to be trusted and doors which were usually left open at night were locked. Murder was an act of vandalism, a brick thrown at a picture window, and somehow it was his job to put together the pieces. Sitting in his office in the Orange Grove police station in Bath, he reflected on his current investigation. This business with Sir Magnus Pye had got off to an inauspicious start. It was one thing to be stabbed in your own home – but to be decapitated with a medieval sword the moment darkness fell was quite simply outrageous. Saxby-on-Avon was such a quiet place! Yes, there had been that business with the cleaner, the woman who had tripped up and fallen down the stairs, but this was something else again. Could it really be true that one of the villagers, living in a Georgian house perhaps, going to church and playing for the local cricket team, mowing their lawn on Sunday mornings and selling home-made marmalade at the village fête, was a homicidal maniac? The answer was – yes, quite possibly. And their identity might well be provided by the book sitting on the desk in front of him now. He had found nothing in Sir Magnus’s safe of any interest. And it had looked as if the Lodge House was going to be a waste of time too. And then, an eagle-eyed constable, young Winterbrook, had made his discovery amongst the cookery books in Mary Blakiston’s kitchen. He was going to go far, that boy. He just needed to show a more serious attitude and a bit more ambition and he’d be an inspector in no time. Had she hidden it there deliberately? Had she been afraid of someone coming into the house – her son, perhaps, or Sir Magnus himself? Certainly, it wasn’t something she’d want to leave lying around, containing as it did malicious observations on just about everyone in the village. There was Mr Turnstone (the butcher) who deliberately short-changed his customers, Jeffrey Weaver (the undertaker) who was apparently cruel to his dog, Edgar Rennard (the retired doctor) who took bribes, Miss Dotterel (the village shop) who drank. Nobody seemed to have escaped her attention. It had already taken him two whole days to go through it all and by the end of that time he felt almost sullied. He remembered seeing Mary Blakiston, glassy-eyed at the bottom of the stairs at Pye Hall, already cold and stiff. At the time he had felt pity for her. Now he wondered what had motivated her as she shuffled round the village permanently suspicious, permanently on the lookout for trouble. Couldn’t she, just once, have found something good? Her handwriting managed to be cramped and spidery yet very neat – as if she were some sort of accountant of evil. Yes! Pünd would like that one. It was exactly the sort of thing he might say. Each entry was dated. This volume covered three and a half years and Chubb had already sent Winterbrook back to the house to see if he could find any earlier editions – not that he didn’t have plenty enough to be getting on with. Mrs Blakiston had two or three special favourites who turned up on page after page. Curiously, despite the acrimony between them, her son Robert wasn’t one of them although Josie – or Joy – had become an object of disdain the moment she had been introduced. She really hated the groundsman, Brent. His name kept on appearing. He was rude, he was lazy, he arrived late, he pilfered, he spied on the Boy Scouts when they were camping in Dingle Dell, he drank, he told lies, he never washed. It seemed that she had shared her thoughts with Sir Magnus Pye; at least, that was what she suggested in one of her last entries. 12 July Brent not at all happy. Scowling this morning and tramped through bed of aquilegia. And he knew I was watching too! He did it quite deliberately because he knows it makes no difference now. Very glad that he won’t be at Pye Hall much longer. Dear Sir M told me just a week ago that he’s given Brent his marching orders with a month’s notice – he should have done it years ago in my opinion. How many times did I tell him? Brent was bone idle and shifty with it. Sitting there smoking when he should be working. I saw it time and time again. Glad Sir M finally listened to me and took action. The garden is so beautiful at this time of the year. Should be easy to find a new gardener in The Lady although perhaps an agency will be more discreet. Three days later, she was dead. And two weeks after that, Sir M had died too. A coincidence? Surely the two of them hadn’t been killed because they’d decided to sack the gardener. Chubb had marked seven more entries which, he thought, might somehow relate to the case. All but one of them were recent and so more likely to be relevant to the murder of Sir Magnus. Once again he flicked through them, reading them in the order that seemed to make most sense. 13 July An interesting talk with Dr Redwing. How many thieves can there be in one village? This is very serious. A drug has been stolen from her surgery. She wrote down the name for me. Physostigmine. She says a large dose could quite possibly be fatal. I told her she should go to the police but of course she doesn’t want to because she thinks she’ll be blamed. I like Dr R but I do sometimes question her judgement. Having that girl working there, for example. And she isn’t quite as careful as she thinks. I’ve been into the surgery lots of times and I could have just walked in and helped myself. When did it happen? I think Dr R is wrong. Not the day she says but the day before. I saw someone coming out . . . Miss Pye no less! I knew something was wrong. I saw it in her face. And the way she was holding her handbag. The surgery was empty (absolutely no sign of the girl) when I went in. She’d definitely been there alone and the medicine cupboard was left open so could easily have taken contents. What would she want it for? Pop it in her brother’s tea – maybe revenge. Can’t be happy being number two! But I have to be careful. I can’t make accusations. Something to think about. 9 July Arthur Reeve too upset to talk. His medal collection gone! A horrible thing to happen. The thief broke in through the kitchen window – cut himself on glass. You’d have thought that would be a big enough clue but the police weren’t interested, of course. They said it must have been children – but I don’t think so. The thieves knew exactly what they wanted. The Greek medal alone was worth a tidy sum. Typical how nobody cares any more. I went in and had a cup of tea with him. Did wonder if our friend might be involved but didn’t say anything. I’ll have a look in and see – but careful. Leopards and spots! Terrible to have someone like this living in the village. And dangerous? I really should have told Sir Magnus. Hilda Reeve not even interested. Not helping her husband – says she can’t see what all the fuss is about. Stupid woman. Can’t think why he married her. 11 July Visited Whitehead in his shop while his wife was out and told him what I knew. Of course he denied everything. Well, he would, wouldn’t he? I showed him the piece I’d found in the newspaper and he said that was all behind him, actually accused me of trying to make trouble for him. Oh no, I told him. You’re the one making trouble here. He said he’d never been anywhere near Arthur’s home. But his shop is stuffed with all manner of bits and pieces and you have to wonder where he gets it from. He dared me to go public. He said he’d sue me. We’ll see! Chubb might have ignored both these entries. Arthur Reeve and his wife were an elderly couple and had once run the Queen’s Arms. It would be hard to imagine anyone less likely to be involved in Sir Magnus’s death – and how could the theft of his medals have any possible relevance? The meeting with Whitehead made no sense. But tucked into the back of the diary he had found a newspaper clipping, faded and brittle, and it had forced him to think again. GANGLAND FENCE RELEASED FROM JAIL He achieved brief notoriety as part of the Mansion Gang – a network of professional burglars who targeted mansion blocks in Kensington and Chelsea. Arrested for receiving stolen goods, John Whitehead was released from Pentonville Prison after serving just four years of a seven-year sentence. Mr Whitehead, who is married, is believed to have left London. There was no picture but Chubb had already checked that there was indeed a Johnny Whitehead living with his wife in the village and that it was the same Johnny Whitehead who had once been arrested in London. There had been plenty of organised criminals operating in the city during and after the war and the Mansion Gang had been notorious. Whitehead had been their fence and now he ran an antique store no less! He looked again at the two words in Mary Blakiston’s handwriting. And dangerous? The question mark was certainly apposite. If Whitehead was an ex-criminal and she had tried to expose him, could he have been responsible for her death? If she had talked about him to Sir Magnus, might he have been forced to strike again? Chubb carefully set the newspaper article aside and went back to the diary. 7 July Shocking. I always knew there was something about Rev Osborne and his wife. But this!!!! I wish old Montagu had stayed. Really, really don’t know what to say or do. Nothing, I suppose. Who would believe me? Dreadful. 6 July Lady Pye back from London. Again. All these trips she makes, everyone knows what’s going on. But nobody will say anything. I suppose these are the times we live in. I feel sorry for Sir Magnus. Such a good man. Always so kind to me. Does he know? Should I say something? The last entry that Chubb had selected had been written almost four months earlier. Mary Blakiston had written several entries about Joy Sanderling but this one followed their first meeting. She had written it in black ink, using a much thicker nib. The letters were splattered onto the page and Chubb could almost feel the anger and disgust as her pen travelled across the paper. Mary had always been a fairly impartial observer. Which is to say, she had been equally spiteful and unpleasant about everyone she encountered. But she seemed to have a special reserve for Joy. 15 March Tea with little Miss Sanderling. She says her name is Josie but ‘call me Joy’. I will not call her that. There is no joy in this marriage. Why can’t she understand? I will not let it happen. Fourteen years ago I lost my first son. I will not allow her to take Robert away from me. I gave her tea and biscuits and she just sat there with that stupid smile on her face – so young, so ignorant. She prattled on about her parents and her family. She has a brother with Down’s syndrome! Why did she have to tell me that? Robert just sat there, saying nothing, and all the time I was thinking about this awful sickness infecting her family and how much I wanted her to leave. I should have told her then and there. But she’s obviously the sort of girl who won’t listen to the likes of me. I will talk to Robert later. I won’t have it. I really won’t. Why did this stupid girl have to come to Saxby? For the first time, Chubb felt a real dislike for Mary Blakiston, almost a sense that she had deserved to die. He would never actually say that about anyone but he had to admit that the whole diary was pure poison and this entry was unforgivable. It was the reference to Down’s syndrome that most upset him. Mary described it as an ‘awful sickness’. It wasn’t. It was a condition, not an illness. What sort of woman could see it as a threat to her own bloodline? Had she really pulled up the drawbridge on her son’s marriage simply to protect future grandchildren from some sort of contamination? It beggared belief. Part of him hoped that this would turn out to be the only volume of Mary Blakiston’s memoirs. He dreaded having to wade through any more pages of misery and resentment – didn’t she have anything good to say about anyone? But at the same time, he knew he had stumbled on too valuable a resource to ignore. He would have to show it all to Atticus Pünd. He was glad that the detective had turned up in Somerset. The two of them had worked together on that case in Marlborough, a headmaster who had been killed during the performance of a play. This business had many of the same hallmarks: a tangle of suspects and different motives and not one but two deaths that might or might not be related. In the privacy of his own home, Chubb would admit the truth, which was that he couldn’t make head or tail of it. Pünd had a way of seeing things differently. Maybe it was in his nature. Chubb couldn’t help but smile. All his life he’d been brought up to think of the Germans as his enemy. It was strange having one on his side. It was equally strange that Joy Sanderling had actually brought him here. It had already occurred to Chubb that she and her fiancé, Robert Blakiston, had the most compelling reason for wanting to see Mary Blakiston dead. They were young and in love and she had wanted to stop the wedding for the very worst and most hateful of reasons. For a brief moment he himself had shared their feelings. But if they had planned to kill her, why would they have tried to get Pünd involved? Could it have been an elaborate smokescreen? Turning these thoughts over in his mind, Raymond Chubb lit a cigarette and went through the pages again. 6 In his masterwork, The Landscape of Criminal Investigation, Atticus Pünd had written: ‘One can think of the truth as eine vertiefung – a sort of deep valley which may not be visible from a distance but which will come upon you quite suddenly. There are many ways to arrive there. A line of questioning that turns out to be irrelevant still has the power to bring you nearer to your goal. There are no wasted journeys in the detection of a crime.’ In other words, it did not matter that he had not yet seen Mary Blakiston’s diary and had no idea of its contents. Although he and Detective Inspector Chubb were taking two very different approaches, it was inevitable that eventually they would meet. After they had left the Lodge House, he and Fraser had walked the short distance to the vicarage, following the road rather than using the short cut through Dingle Dell, enjoying the warmth of the afternoon. Fraser had rather taken to Saxby-on-Avon and was a little puzzled that the detective seemed so immune to its charms. Indeed, it struck him that Pünd hadn’t been quite himself since they had left London, lapsing into long silences, lost in his thoughts. The two of them were now sitting in the living room where Henrietta had brought them tea and home-made biscuits. It was a bright, cheerful room with dried flowers in the fireplace and French windows that looked out onto a well-kept garden with woodland beyond. There was an upright piano, several shelves of books, door curtains that would be drawn in the winter. The furniture was comfortable. None of it matched. Robin and Henrietta Osborne were sitting next to each other on a sofa and could not have looked more awkward or, frankly, more guilty. Pünd had barely started his interrogation but they were already defensive, clearly dreading what might come next. Fraser understood what they were going through. He had seen it before. You could be completely blameless and respectable but the moment you talked to the detective you became a suspect and nothing you said could be taken at face value. It was all part of the game and it seemed to him that the Osbornes weren’t playing it too well. ‘On the night that Sir Magnus Pye was murdered, Mrs Osborne, you left your home. This would have been about eight fifteen.’ Pünd waited for her to deny this and when she didn’t, added: ‘Why?’ ‘May I ask who told you that?’ Henrietta countered. Pünd shrugged. ‘Believe me, it is of no importance, Mrs Osborne. It is my task to establish where everyone was at the time of the death, to piece together the jigsaw you might say. I ask questions and I receive answers. That is all.’ ‘It’s just that I don’t like the idea of being spied on. That’s the trouble with living in a village. Everyone is always looking at you.’ The vicar patted her gently on the hand and she continued. ‘Yes. I was out looking for my husband at about that time. The thing is . . .’ She hesitated. ‘We were both rather upset about some news we’d just heard and he’d gone off on his own. When it was getting dark and he hadn’t come home, I began to wonder where he was.’ ‘And where in fact were you, Mr Osborne?’ ‘I went to the church. Whenever I need to sort myself out, that’s where I go. I’m sure you understand.’ ‘Did you walk or did you go on your bicycle?’ ‘The way you ask that question, Mr Pünd, I suspect you already know the answer. I took the bike.’ ‘What time did you return home?’ ‘I suppose it would have been about half past nine.’ Pünd frowned. According to Brent, he had heard the vicar cycle up past the Ferryman about half an hour after he had arrived. That would have been about nine o’clock or nine fifteen. There was a discrepancy, at least fifteen minutes missing. ‘You are sure of that time?’ he asked. ‘I’m absolutely sure,’ Henrietta cut in. ‘I’ve already told you: I was concerned. I certainly had one eye on the clock and it was exactly half past nine when my husband arrived. I had kept his dinner for him and I sat with him while he ate it.’ Pünd did not pursue the matter. There were three possibilities. The first and most obvious was that the Osbornes were lying. Certainly the woman seemed nervous, as if she were trying to protect her husband. The second was that Brent had been mistaken – although he had seemed surprisingly reliable. And the third . . . ? ‘I would imagine that it was the announcement of the new housing development that had upset you,’ he said. ‘Exactly.’ Osborne pointed at the window, at the view beyond. ‘That’s where it’s going to be. Right there at the end of our garden. Well, of course, this house isn’t ours. It belongs to the church and my wife and I won’t be here for ever. But it seems such a destructive thing to do. So unnecessary.’ ‘It may never happen,’ Fraser said. ‘What with Sir Magnus being dead and all that . . .’ ‘Well, I’m not going to celebrate any person’s death. That would be quite wrong. But I will admit to you that when I heard the news I did entertain precisely that thought. It was wrong of me. I shouldn’t allow my personal feelings to poison my judgement.’ ‘You should take a look at Dingle Dell,’ Henrietta cut in. ‘If you haven’t walked there, you won’t understand why it means so much to us. Would you like me to show you?’ ‘I would like that very much,’ Pünd replied. They had finished the tea. Fraser quietly helped himself to another biscuit and they all went out through the French windows. The vicarage garden extended for about twenty yards, sloping downhill with flower beds on each side of a lawn that became wilder and more unkempt the further they went from the house. It had been deliberately landscaped that way. There was no fence or barrier between the Osbornes’ property and the wood beyond, making it impossible to say where one ended and the other began. Quite suddenly they were in Dingle Dell. The trees – oak, ash and Wych Elm – closed in on them without warning, surrounding them and cutting off the world outside. It was a lovely place. The late afternoon sun, slanting through the leaves and branches, had become a soft green and there were butterflies dancing in the beams . . . ‘Purple Hairstreak,’ Henrietta muttered. The ground was soft underfoot: grass and patches of moss with clumps of flowers. There was something curious about the wood. It wasn’t a wood at all. It was a dell, much smaller, and yet now they were in it there seemed to be no edges, no obvious way out. Everything was very hushed. Although a few birds were flitting around the trees, they did so without making any sound. Only the drone of a bumblebee disturbed the silence and it was gone as quickly as it had come. ‘Some of these trees have been here for two or three hundred years,’ Osborne said. He looked around him. ‘You know that Sir Magnus found his treasure trove here? Roman coins and jewellery, probably buried to keep them safe. Every time we walk here, it’s different. Wonderful toadstools later in the year. All sorts of different insects, if you’re into that sort of thing . . .’ They came to a clump of wild garlic, the white flowers bursting out like stars, and then beyond it another plant, this one a tangle of spiky leaves that sprawled across the path. ‘Atropa belladonna,’ Pünd said. ‘Deadly nightshade. I understand, Mrs Osborne, that you unfortunately stepped on a specimen and poisoned yourself.’ ‘Yes. It was very stupid of me. And unlucky too – it somehow cut my foot.’ She laughed nervously. ‘I can’t imagine what possessed me to come out without my shoes. I suppose I like the feeling of the moss on the soles of my feet. Anyway, I certainly learned my lesson. I’ll steer clear of it from now on.’ ‘Do you want to go on?’ Osborne asked. ‘Pye Hall is just on the other side.’ ‘Yes. It would be interesting to see it again,’ Pünd replied. There was no actual path. They continued through the green haze, arriving at the far edge of the wood as unexpectedly as they had entered it. Suddenly the trees parted and there in front of them was the lake, still and black, with the lawn easing its way down towards it from Pye Hall. Freddy Pye was outside, kicking a football around, and Brent was kneeling in front of a flower bed with a pair of secateurs. Neither of them had noticed the little party as they had arrived. From where they were standing, the Lodge House was completely out of sight, hidden by its own woodland screen. ‘Well, here we are,’ Osborne said. He put his arm around his wife, then thought better of it and let it drop. ‘Pye Hall is quite splendid, really. It was a nunnery at one stage. It’s been in the same family for centuries. At least that’s one thing they can’t do – knock it down!’ ‘It is a house that has seen a great deal of death,’ Pünd remarked. ‘Yes. I suppose that’s true of many country houses . . .’ ‘But not quite so recently. You were away when Mary Blakiston died.’ ‘I already told you that, when we met outside the church.’ ‘You said you were in Devonshire.’ ‘That’s right.’ ‘Where exactly?’ The vicar seemed nonplussed. He turned his head away and his wife broke in angrily. ‘Why are you asking us these questions, Mr Pünd? Do you really think that Robin and I made it up about being away? Do you think we sneaked back and pushed poor Mrs Blakiston down the stairs? What possible reason could we have? And I suppose we lopped off Sir Magnus’s head to save Dingle Dell even though it may not make a jot of difference. His beastly son might go ahead with it anyway.’ Atticus Pünd spread his hands and sighed. ‘Mrs Osborne, you do not understand the demands of police and detective work. Of course I do not believe the things that you suggest and it gives me no pleasure to ask you these questions. But everything must be in its place. Every statement must be verified, every movement examined. It may be that you do not wish to tell me where you were. Eventually, you will have to tell the inspector. I am sorry if you consider it an intrusion.’ Robin Osborne glanced at his wife, who replied. ‘Of course we don’t mind telling you. It’s just not very nice being treated as suspects. If you talk to the manager of the Sheplegh Court Hotel, he’ll tell you we were there all week. It’s near Dartmouth.’ ‘Thank you.’ They turned and walked back through Dingle Dell; Pünd and Robin Osborne in front, Henrietta and James Fraser behind. ‘It was of course you who officiated at the funeral of Mrs Blakiston,’ Pünd said. ‘That’s right. It was lucky we were back in time, although I suppose I could always have cut my holiday short.’ ‘I wonder if you remarked upon a person who was unknown to the village. He was standing on his own, I believe, separate from the other mourners. I have been told that he was wearing an old-fashioned hat.’ Robin Osborne considered. ‘There was someone there wearing a fedora, I think,’ he said. ‘They left quite abruptly as I recall. But I’m afraid I can’t tell you very much more than that. As you can imagine, I had my mind on other things. He certainly didn’t come for drinks at the Queen’s Arms.’ ‘Did you happen to notice Robert Blakiston during the service? I would be interested to know your impressions of how he behaved.’ ‘Robert Blakiston?’ They had reached the clump of belladonna and Osborne was careful to avoid it. ‘I wonder why you’re asking about him,’ he went on. ‘If you must know, I feel rather sorry for him. I heard about the argument he had with his mother. The village was full of gossip after she died. I wasn’t having any of it. I think people can be quite cruel – or thoughtless, anyway. Often it’s the same thing. I can’t say I know Robert very well. He hasn’t had an easy life but he’s found himself a young lady now and I couldn’t be more pleased for him. Miss Sanderling works at the doctor’s surgery and I’m sure she’ll help him settle down. The two of them have asked me to marry them at St Botolph’s. I’m very much looking forward to it.’ He paused, then went on. ‘He and his mother quarrelled. That’s common knowledge. But I was observing him throughout the service – he and Josie were standing quite close to me – and I would have said he was genuinely grieving. When I reached the last paragraph of my address he started crying and covered his eyes to hide the tears and Josie had to take his arm. It’s hard for a boy to lose his mother, no matter what the feelings between them, and I’m sure he bitterly regretted what he had said. Speak in haste, repent at leisure, as the old saying goes.’ ‘What was your opinion of Mary Blakiston?’ Osborne didn’t answer at once. He continued walking until they had emerged once again in the vicarage garden. ‘She was very much part of the village. She’ll be missed,’ was all he said. ‘I would be interested to see the funeral address,’ Pünd said. ‘Would you by any chance have a copy?’ ‘Really?’ The vicar’s eyes brightened. He had put a lot of work into the speech. ‘As a matter of fact, I did hang on to it. I’ve got it inside. Are you coming back in? Never mind. I’ll get it for you.’ He hurried in through the French windows. Pünd turned in time to see Fraser emerge from Dingle Dell with the vicar’s wife, the light slanting down behind them. It was true, he thought. The wood was a very special place, somewhere worth protecting. But at what price? 7 That afternoon, there was another death. Dr Redwing had driven back to Ashton House and this time her husband had accompanied her. The call from the matron had come that afternoon and although she had said nothing specific, there could be no mistaking the tone of her voice. ‘It might be best if you were here. I do think you should come.’ Dr Redwing had made similar calls herself. Old Edgar Rennard had not, after all, recovered from the slight fall he had taken the week before. On the contrary, it seemed to have jolted or broken something and since then he had begun a rapid slide. He had barely been awake since his daughter’s last visit. He had eaten nothing, taken only a few sips of water. The life was visibly draining out of him. Arthur and Emilia were sitting on the uncomfortable furniture in the overly bright room, watching the rise and fall of the old man’s chest beneath the blankets. They both knew what the other was thinking but didn’t like to put it into words. How long would they have to sit here? At what time would it be reasonable to call it a day and go back home? Would they blame themselves if they weren’t there at the end? In the end, would it make any difference? ‘You can go if you like,’ Emilia said, eventually. ‘No. I’ll stay with you.’ ‘Are you sure?’ ‘Yes. Of course.’ He thought for a moment. ‘Would you like a coffee?’ ‘That would be nice.’ It was impossible to have any sort of conversation in a room with a dying man. Arthur Redwing got to his feet and shuffled off to the kitchenette at the end of the corridor. Emilia was left on her own. And that was when Edgar Rennard opened his eyes, quite unexpectedly, as if he had merely nodded off in front of the television. He saw her at once and showed not the least surprise. Perhaps, in his mind, she had never gone away, for he returned almost at once to the subject he had raised the last time they were together. ‘Did you tell him?’ he asked. ‘Did I tell who, Papa?’ She wondered whether she ought to call Arthur back. But she was afraid of raising her voice or doing anything that might disturb the dying man. ‘It’s not fair. I have to tell them. They have to know.’ ‘Papa, do you want me to call the nurse?’ ‘No!’ He was suddenly angry, as if he knew that there were only minutes left, that there was no time for delay. At the same moment, a sort of clarity came into his eyes. Later on, Dr Redwing would say that he had been given this one last gift at the end of his life. The dementia had finally retreated, leaving him in control. ‘I was there when the children were born,’ he said. His voice was younger, stronger. ‘I delivered them at Pye Hall. Lady Cynthia Pye. A beautiful woman, daughter of an earl – but she wasn’t strong, not built to give birth to twins. I was afraid I might lose her. In the end it all went well. Two children, born twelve minutes apart, a boy and a girl, both healthy. ‘But afterwards, before anyone knew what had happened, Sir Merrill Pye came to me. Sir Merrill. He wasn’t a good man. Everyone was afraid of him. And he wasn’t happy. Because, you see, the girl had come first. The estate was entailed on the firstborn child . . . it was unusual but that’s how it was. Not the eldest male child. But he wanted it to be the boy. He’d got the house from his father who’d got it from his father before him – it had always been boys. Do you understand? He hated the idea of the whole estate passing to a girl and so he made me . . . he told me . . . the boy came first.’ Emilia looked at her father with his head resting on the pillow, his white hair forming a halo around him, his eyes bright with the effort of explaining. ‘Papa, what did you do?’ she asked. ‘What do you think I did? I told a lie. He was a bit of a bully, Sir Merrill. He could have made my life a misery. And at the time, I told myself, what did it matter? After all, they were just two babies. They didn’t know anything. And they would both grow up in the house together. It wasn’t as if I was hurting anyone. That was what I thought.’ A tear trickled out of the corner of his eye and made its way down the side of his face. ‘So I filled in the form the way he wanted it. 3.48 a.m. – a boy and 4.00 a.m. – a girl. That’s what I wrote.’ ‘Oh Papa!’ ‘It was wrong of me. I see that now. Magnus got everything and Clarissa got nothing and I often thought that I should tell her, tell both of them the truth. But what good would it do? Nobody would believe me. Sir Merrill is long gone. And Lady Cynthia. They’re all forgotten! But it’s haunted me. It’s always haunted me. What I wrote was a lie. A boy! I said it was a boy!’ By the time Arthur Redwing returned with the coffees, Dr Rennard had breathed his last. He found his wife sitting in shock and assumed, obviously, that it was due to the loss. He stayed with her while the matron was called and the necessary arrangements made. Dr Rennard had taken out funeral insurance with the well-known company of Lanner & Crane and they would be informed first thing in the morning – it was too late now. In the meantime, he would be transferred to a small chapel within Ashton House that was reserved for such occasions. He was going to be buried in the cemetery at King’s Abbott, close to the house where he had lived. He had made that decision when he retired. It was only as they were driving home that Emilia Redwing repeated what her father had told her. Arthur, behind the wheel, was shocked. ‘Good God!’ he exclaimed. ‘Are you sure he knew what he was saying?’ ‘It was extraordinary. He was completely lucid – just for the five minutes you were gone.’ ‘I’m sorry, dear. You should have called me.’ ‘It doesn’t matter. I just wish you’d been there to hear it.’ ‘I could have been a witness.’ Dr Redwing hadn’t considered that – but now she nodded. ‘Yes.’ ‘What are you going to do?’ Dr Redwing didn’t answer. She watched the Bath valley slipping by, cows dotted here and there, grazing on the other side of the railway line. The summer sun hadn’t set but the light was soft, the shadows folding themselves into the sides of the hills. ‘I don’t know,’ she said, at length. ‘In a way, I wish he hadn’t told me. It was his guilty secret and now it’s mine.’ She sighed. ‘I suppose I’m going to have to tell someone. I’m not sure it’ll make any difference. Even if you had been there, there isn’t any proof.’ ‘Maybe you should tell that detective.’ ‘Mr Pünd?’ She was annoyed with herself. It had never occurred to her that there might be a connection, but of course she had to pass on what she knew. Sir Magnus Pye, the beneficiary of a huge estate, had been violently murdered and now it turned out that the estate had never been his in the first place. Could that be the reason why he had been killed? ‘Yes,’ she said. ‘I suppose I had better let him know.’ They drove on in silence. Then her husband said, ‘And what about Clarissa Pye? Will you tell her?’ ‘Do you think I should?’ ‘I don’t know. I really don’t.’ They reached the village. And as they drove past the fire station and then the Queen’s Arms with the church just behind it, they were unaware that they were both having the same thought. What if Clarissa had already known? 8 At exactly that moment, inside the Queen’s Arms, James Fraser was carrying a tray with five drinks to a quiet table in the far corner. There were three pints of beer – for himself, for Robert Blakiston and for Detective Inspector Chubb – a Dubonnet and bitter lemon for Joy Sanderling and a small sherry for Atticus Pünd. He would have liked to have added a couple of bags of crisps but something told him that they would be inappropriate. As he sat down, he examined the man who had brought them there. Robert Blakiston, who had lost both a mother and a mentor in the space of two weeks, had come straight from work. He had changed out of his overalls and put on a jacket but his hands were still covered with grease and oil. Fraser wondered if it would ever come off. He was a strange-looking young man, not unattractive but almost like a bad drawing of himself with his badly cut hair, his over-pronounced cheekbones, his pale skin. He was sitting next to Joy, quite possibly holding her hand under the table. His eyes were haunted. It was obvious that he would have preferred to be anywhere but here. ‘You don’t need to worry, Rob,’ Joy was saying. ‘Mr Pünd only wants to help.’ ‘Like he helped you when you went to London?’ Robert was having none of it. ‘This village won’t let us alone. First they said it was me who killed my own mother, not that I would ever have laid a finger on her. You know that. And as if that wasn’t enough for them, then they start their whispering about Sir Magnus.’ He turned to Pünd. ‘Is that why you’re here, Mr Pound? Is it because you suspect me?’ ‘Did you have a reason to wish Sir Magnus harm?’ Pünd asked. ‘No. He wasn’t an easy man, I’ll give you that. But he was always very good to me. I wouldn’t have a job if it weren’t for him.’ ‘I must ask you many things about your life, Robert,’ Pünd went on. ‘It is not because you are under suspicion any more than anyone else in this village. But both deaths occurred at Pye Hall and it is true to say that you have a close association with that place.’ ‘I didn’t choose it that way.’ ‘Of course not. But you can perhaps tell us a great deal about its history and about the people who lived there.’ Robert’s one visible hand curled round his beer. He looked up at Pünd defiantly. ‘You’re not a policeman,’ he said. ‘Why should I have to tell you anything?’ ‘I’m a policeman,’ Chubb cut in. He had been about to light a cigarette and stopped with the match inches away from his face. ‘And Mr Pünd is working with me. You should mind your manners, young man. If you don’t want to co-operate, we’ll see what a night behind bars will do to change your mind. It won’t be the first time you’ve seen the inside of a jail, I understand.’ He lit the cigarette and blew out the match. Joy put a hand on her fiancé’s arm. ‘Please, Robert . . .’ He shrugged her off. ‘I’ve got nothing to hide. You can ask me what you want.’ ‘Then let us begin at the very beginning,’ Pünd suggested. ‘If it does not distress you, perhaps you can describe for us your childhood at Pye Hall.’ ‘It doesn’t distress me, although I was never very happy there,’ Robert answered. ‘It’s not very nice when your mother cares more about her employer than your own father – but that’s how it was almost from the day we moved into the Lodge House. Sir Magnus this, Sir Magnus that! She was all over him, even though she was never more than his skivvy. My dad wasn’t happy about it either. It was never easy for him, living in someone else’s house in someone else’s grounds. But they stuck with it for a time. My dad wasn’t getting much work before the war. It was somewhere to live, a regular income. So he put up with it. ‘I was twelve years old when we moved in. We’d been living up at Sheppard’s Farm, which was my granddad’s place. It was pretty rundown but we liked it there, left to our own devices. Me and Tom had been born in Saxby-on-Avon, and we always lived here. As far as I was concerned there was nowhere else in the world. Sir Magnus needed someone to look after the place when the old housekeeper left and my mum was already doing jobs around the village, so it was an obvious choice, really. ‘The first year or so was OK. The Lodge House wasn’t such a bad place and we had plenty of room after Sheppard’s Farm. We all had our own rooms, which was nice – Mum and Dad at the end of the corridor. I used to boast about it at school, having such a grand address, although the other kids just teased me about it.’ ‘How well did you and your brother get on?’ ‘We had fights, like all little boys. But we were also very close. We used to chase each other all over the estate. We were pirates, treasure hunters, soldiers, spies. Tom used to make up all the games. He was younger than me but he was a lot smarter too. He used to tap out this code on the wall to me at night. He’d made it up himself. I didn’t understand a word of it but I’d hear him tapping it out when we were meant to be asleep.’ He half-smiled at the memory and just for a moment some of the tension went out of his face. ‘You had a dog, I believe. Its name was Bella.’ At once the frown was back. Fraser remembered the collar that they had found in the bedroom at the Lodge House but he wondered what relevance it could have. ‘Bella was Tom’s dog,’ Robert said. ‘My dad got it for him around the time we left Sheppard’s Farm.’ He glanced at Joy as if unsure whether to continue. ‘But after we moved it – it didn’t end well.’ ‘What happened?’ ‘We never really found out but I’ll tell you this. Sir Magnus didn’t want her on his land. That much was clear. He said that Bella chased the sheep. He said right away he wanted us to get rid of it but Tom really loved that dog so Dad said no. Anyway, one day it disappeared. We looked everywhere for it but it was just gone. And then, about two weeks later, we found it in Dingle Dell.’ He paused and looked down. ‘Someone had cut its throat. Tom always said it was Brent. But if it was, he was only acting on Sir Magnus’s orders.’ There was a long silence. When Pünd spoke again, his voice was low. ‘I must ask you now about another death,’ he said. ‘I am sure it will be painful to you. But you understand . . .’ ‘You’re talking about Tom.’ ‘Yes.’ Robert nodded. ‘When the war began, my dad went over to Boscombe Down where he worked on the planes and he’d often stay there the whole week so we only saw him now and then. Maybe if he’d been there, maybe if he’d looked out for us more it would never have happened. That’s what my mum always said. She blamed him for not being there.’ ‘Can you tell me what occurred?’ ‘I’ll never forget it, Mr Pound. Not as long as I live. At the time, I thought it was my fault. That was what a lot of people said and maybe it was what my dad believed. He never talked to me about it. He hardly ever spoke to me again and I haven’t see him now in years. Well, maybe he’s got a point. Tom was two years younger than me and I was meant to be looking after him. But I left him on his own and the next thing I know, they’re pulling him out of the lake and he’s drowned. He was only twelve years old.’ ‘It wasn’t your fault, Robert,’ Joy said. She put her arm around him, holding him tightly. ‘It was an accident. You weren’t even there . . .’ ‘I was the one who led him out into the garden. I left him on his own.’ He gazed at Pünd with eyes that were suddenly bright with tears. ‘It was the summer, a day like today. We were on a treasure hunt. We were always looking for bits and pieces – silver and gold – we knew how Sir Magnus had found a whole load of the stuff in Dingle Dell. Buried treasure! It was the sort of thing that every boy dreamed about. We’d read stories in the Magnet and the Hotspur and then we’d try to make them come real. Sir Magnus used to encourage us too. He’d actually set us challenges. So maybe he was partly to blame for what happened. I don’t know. It’s always about blame, isn’t it? These things happen and you have to find some way to make them make sense. ‘Tom drowned in the lake. To this day, we don’t know how it happened. He was fully dressed so it wasn’t as if he’d gone for a swim. Maybe he fell. Maybe he hit his head. Brent was the one who found him and got him out. I heard him shouting and I came running back across the lawn. I helped to get him on dry land and I tried to resuscitate him, the way they showed us at school. But there was nothing I could do. By the time Mum came down and found us, it was too late.’ ‘Neville Brent was already working there?’ Chubb asked. ‘I thought his father was still the groundsman.’ ‘His father was getting on a bit and Neville worked with him. In fact, he took over the job when his dad died.’ ‘It must have been a great shock for you, and very upsetting, to see your brother in this way,’ Pünd said. ‘I threw myself into the water. I grabbed hold of him. I was screaming and I was crying and even now I can’t bring myself to look at that damned place. I never wanted to stay in the Lodge House and if I had my way, I’d get out of Saxby-on-Avon altogether and now, what with everything that’s happened, maybe I will. Anyway, my dad came back that night. He shouted at my mother. He shouted at me. He never gave us any support. All we got from him was anger. And a year later, he left us. He said the marriage was over. We never saw him again.’ ‘How did your mother respond to what had happened?’ ‘She still stayed working for Sir Magnus. That’s the first thing. She would never have thought of leaving him no matter what – that’s how much she looked up to him. She’d walk past that lake every day on her way to work. She told me that she never looked, that she kept her head the other way – but I don’t know how she did it.’ ‘She was still caring for you?’ ‘She was trying to, Mr Pound. I suppose I might as well admit it although I never thanked her for it. Nothing was ever easy after Tom died. Things went wrong at school. The other children could be so bloody cruel. And she was afraid for me. She never let me out of the house! Sometimes I felt like a prisoner. She was always watching me. She was terrified something was going to happen to me and she would be left on her own. I think that was the real reason she didn’t want me to marry Joy, because I would leave her. She was suffocating me and that was how things went wrong between us. I might as well admit it. I ended up hating her.’ He lifted his glass and took a few sips of his beer. ‘You didn’t hate her,’ Joy said, quietly. ‘Things weren’t right between you, that’s all. You were both living in the shadow of what had happened and you didn’t realise how much it was hurting you.’ ‘You threatened her just before she died,’ Detective Inspector Chubb remarked. He had already finished his own beer. ‘I never did that, sir. I never did.’ ‘We will come to that all in good time,’ Pünd said. ‘You did, in the end, leave Pye Hall. Tell us first about your time in Bristol.’ ‘It didn’t last long.’ Now Robert sounded sullen. ‘Sir Magnus had arranged it for me. After my dad left, he sort of took over and tried to help as best he could. He wasn’t a bad man – not all bad, anyways. He got me an apprenticeship with Ford Motorcars but it all went wrong. I’ll admit I made a right mess of it. I wasn’t happy on my own in a strange city. I drank too much and I got into a fight at the local pub, the Blue Boar. It was all about nothing . . .’ He nodded at Chubb. ‘But you’re right. I did spend a night in jail and there might have been worse trouble for me if Sir Magnus hadn’t stepped in once again. He spoke to the police and they agreed to let me off with a caution but that was the end of it for me. I came back to Saxby and he set me up with the job I have now. I’ve always liked tinkering with cars. I suppose I got that from my dad, although it’s all he ever gave me.’ ‘What was it that made you argue with your mother in the week of her death?’ Pünd asked. ‘It was nothing. She wanted me to mend a broken light. That’s all. You really think I killed her because of that, Mr Pound? I swear to you, I didn’t go near her – and I couldn’t have. Joy told you. I was with her that evening! All evening and all night. We left the flat together, so if I’m lying, she’s lying and why would she do that?’ ‘You will forgive me, but that is not necessarily the case.’ Pünd turned to Joy Sanderling who seemed almost to brace herself for what was to come. ‘When you visited me in London, you told me you were together all the time. But are you certain that you were constantly in each other’s sight? Did you not take a shower or a bath? Did you not prepare the breakfast?’ Joy flushed. ‘I did both, Mr Pünd. Maybe there were ten or fifteen minutes when I didn’t see Robert . . .’ ‘And your motor scooter was parked outside the flat, Miss Sanderling. Although it was too far by foot, it would have taken Robert no more than two or three minutes to reach Pye Hall – by your own admission. It is not impossible that he could have driven there, killed the mother who had caused him so much torment and who stood so resolutely opposed to your marriage and returned, all in the time that you were in the kitchen or in the bath.’ He let the proposition hang in the air, then turned again to Robert. ‘And what of Sir Magnus?’ he continued. ‘Can you tell me where you were at half past eight on the evening of his death?’ Robert slumped, defeated. ‘I can’t help you there. I was in my flat, having supper on my own. Where else would I have been? But if you think I killed Sir Magnus, maybe you can tell me why. He never did anything to hurt me.’ ‘Your mother died at Pye Hall. He did not care enough even to attend her funeral!’ ‘How can you be so cruel?’ Joy exclaimed. ‘You’re spinning fantasies out of thin air, just to accuse Robert. He had no reason to kill either of them. As for the motor scooter, I never heard it leave. I’m sure I would have, even if I was in the bath.’ ‘Have you finished?’ Robert asked. He got to his feet, leaving the rest of his beer untouched. ‘I have no further questions,’ Pünd said. ‘Then if you don’t mind, I’m going home.’ ‘I’m coming with you,’ Joy said. Chubb glanced at Pünd as if to be sure that there was nothing more he wanted to ask. Pünd nodded very slightly and the two young people left together. ‘Do you really think he might have killed his mother?’ Fraser asked, as soon as they were gone. ‘I think it is unlikely, James. To hear him speak of his mother just now . . . he spoke with anger, with vexation and even perhaps with fear. But there was no hatred. Nor do I believe that he drove to Pye Hall on the motor scooter of his fiancée, even though it was interesting to suggest the idea. And why? Because of its colour. Do you not remember? It is something that I remarked to you, when Miss Sanderling first visited us. A man wishing to pass quickly through a village to commit a crime might borrow a motor scooter but not, I think, one that was bright pink. It would be too easily noticed. Could he have had a motive to kill Sir Magnus Pye? It is possible but I will admit that at the moment it is not making itself known.’ ‘All a bit of a waste of time then,’ Chubb concluded. He glanced at his empty glass. ‘Still, the Queen’s Arms serves a decent pint. And I have something for you, Herr Pünd.’ He reached down and produced Mary Blakiston’s diary. Briefly, he explained how it had been found. ‘It’s got something about pretty much everyone in the village,’ he said. ‘Talk about dishing out the dirt! She’s been collecting it by the bucket!’ ‘You don’t suppose she was using the information to blackmail people?’ Fraser suggested. ‘After all, that might give someone a very good reason to push her down the stairs.’ ‘You’ve got a good point there,’ Chubb said. ‘Some of the entries are a bit vague. She was careful about what she wrote. But if people found out how much she knew about them, she could have had a lot of enemies. Just like Sir Magnus and Dingle Dell. That’s the trouble with this case. Too many suspects! But the question is, was it the same person who killed them both?’ The detective inspector got to his feet. ‘You’ll let me have that back in due course, Herr Pünd,’ he said. ‘I’ve got to get home. Mrs Chubb is cooking her Fricassee de Poulet à l’Ancienne, God help me. I’ll see you gentlemen tomorrow.’ He left. Fraser and Pünd were alone. ‘The inspector is absolutely correct,’ Pünd said. ‘You mean there are too many suspects?’ ‘He asks whether the same person killed Sir Magnus Pye and his housekeeper. Everything rests on that. Clearly there is a connection between the two deaths but we are no closer to discovering what it is. And until then, we will remain in the dark. But perhaps the answer now lies in my hands.’ He looked at the first page and smiled. ‘Already the handwriting is known to me . . .’ ‘How?’ But Pünd didn’t answer. He had begun to read.
Five Silver
1 Detective Inspector Chubb very much liked the police station in Orange Grove, Bath. It was a perfect Georgian construction, solid and serious yet at the same time light and elegant enough to feel welcoming . . . at least, if you were on the right side of the law. He couldn’t enter it without a sense that his work mattered and that by the end of the day the world might be a slightly better place. His office was on the first floor, overlooking the main entrance. Sitting at his desk, he could look out of a window that stretched the full height of the room and this too gave him a sense of comfort. He was, after all, the eye of the law. It was only right that he should have a view that was so expansive. He had brought John Whitehead to this room. It was a deliberate move, to winkle the man out of the false shell that Saxby-on-Avon had provided and to remind him who was in charge. There were to be no lies told here. In fact there were four people facing him: Whitehead, his wife, Atticus Pünd and his young assistant, Fraser. He normally had a photograph of Mrs Chubb on the desk but he had slid it into a drawer just before they came in. He wasn’t quite sure why. ‘Your name is John Whitehead?’ he began. ‘That’s right.’ The antique dealer was sullen and downcast. He knew the game was up. He wasn’t trying to disguise it. ‘And you came to Saxby-on-Avon how long ago?’ ‘Three years.’ ‘We’ve done nothing wrong,’ Gemma Whitehead cut in. She was such a small woman, the seat looked much too big for her. She was cradling a handbag in her lap. Her feet barely touched the floor. ‘You know who he is and what he’s done. But he’s left that all behind him. He served his time and he was let out for good behaviour. We moved out of London, just to be together somewhere quiet – and all this business with Sir Magnus, that had nothing to do with us.’ ‘I think you should let me be the judge of that,’ Chubb replied. Mary Blakiston’s diary was lying on the desk in front of him and for a moment he was tempted to open it. But there was no need. He already knew the relevant contents well enough. ‘On 9 July a certain Arthur Reeve had his home broken into. Mr Reeve used to be the landlord at the Queen’s Arms and is now living in retirement with his wife. A window was broken and he was very distressed to find that his medal collection, including a rare George VI Greek medal, had been stolen from his front room. The entire collection was valued at a hundred pounds or more although of course it had great sentimental value too.’ Whitehead drew himself up but next to him, his wife had paled. She was hearing this for the first time. ‘Why are you telling me this?’ he demanded. ‘I don’t know anything about any medal.’ ‘The thief cut himself on the window,’ Chubb said. ‘One day later, on 10 July, you were treated by Dr Redwing,’ Pünd added. ‘You required stitches for an unpleasant cut on your hand.’ He smiled briefly to himself. In the landscape of this particular crime, two minor byways had just reached a crossroads. ‘I cut my hand in the kitchen,’ Johnny said. He glanced at his wife who did not look convinced. ‘I never went anywhere near Mr Reeve or his medals. It’s a pack of lies.’ ‘What can you tell us about the visit Mary Blakiston made to you on 11 July, four days before she died?’ ‘Who told you that? Have you been watching me?’ ‘Do you deny it?’ ‘What’s there to deny? Yes. She came into the shop. Lots of people come into the shop. She never said a thing about any medals.’ ‘Then maybe she talked to you about the money that you had paid to Brent.’ Pünd had spoken softly, reasonably but there was something in his tone that suggested he knew everything, that there was no point arguing. In fact, Fraser knew this wasn’t true. The groundsman had done his best to cover his tracks. He had said the five pounds was owed to him, perhaps for work he had done. Pünd was taking a stab in the dark. However, his words had an immediate effect. ‘All right,’ Whitehead admitted. ‘She did come in, nosing around, asking me questions – just like you. What are you trying to say? That I pushed her down the stairs to shut her up?’ ‘Johnny!’ Gemma Whitehead let out a cry of exasperation. ‘It’s all right, love.’ He reached out to her but she twisted away. ‘I’ve done nothing wrong. Brent came into the shop a couple of days after Mary’s funeral. He had something to sell. It was a silver belt buckle, Roman, a nice little piece. I’d say about fourth century BC. He wanted twenty quid for it. I gave him five.’ ‘When was this?’ ‘I can’t remember. Monday! It was the week after the funeral.’ ‘Did Brent say where he got it from?’ Chubb asked. ‘No.’ ‘Did you ask him?’ ‘Why should I have?’ ‘You must have been aware that there’d been a burglary at Pye Hall only a few days before. A collection of silver jewellery and coins was stolen from Sir Magnus. It was the same day as Mrs Blakiston’s funeral.’ ‘I did hear about that. Yes.’ ‘And you didn’t put two and two together?’ Whitehead drew a breath. ‘A lot of people come into my shop. I buy a lot of things. I bought a set of Worcester coffee mugs off Mrs Reeve and a brass carriage clock off the Finches – and that was just last week. Do you think I asked them where they got them? If I went round treating everyone in Saxby like criminals, I’d be out of business in a week.’ Chubb drew a breath. ‘But you are a criminal, Mr Whitehead. You did three years in prison for receiving stolen goods.’ ‘You promised me!’ Gemma muttered. ‘You promised you weren’t going back to all that.’ ‘Stay out of it, love. They’re just trying to wind me up.’ Whitehead glanced balefully at Chubb. ‘You’ve got it all wrong, Mr Chubb. Yes. I bought a silver belt buckle off Brent. Yes. I knew there’d been a break-in at Pye Hall. But did I put two and two together? No. I didn’t. Call me stupid if you like, but there’s no crime in stupidity – and for all I know he could have had it in his family for twenty years. If you’re saying it was stolen from Sir Magnus, then your argument is with Brent, not with me.’ ‘Where is the belt buckle now?’ ‘I sold it to a friend in London.’ ‘And for rather more than five pounds, I’ll be bound.’ ‘That’s my business, Mr Chubb. That’s what I do.’ Atticus Pünd had been listening to all this in silence. Now he adjusted his glasses and observed, quietly: ‘Mrs Blakiston visited you before the break-in at Pye Hall. It was the theft of the medal that interested her. Did she threaten you?’ ‘She was a nosy cow – asking questions about things that had nothing to do with her.’ ‘Did you purchase any other items from Brent?’ ‘No. That’s all he had. If you want to find the rest of Sir Magnus’s treasure trove, maybe you should be searching his place instead of wasting your time with me.’ Pünd and Chubb exchanged a glance. There was clearly nothing more to be gained from the interview. Even so, the detective inspector was determined to have the last word. ‘There have been a number of petty thefts in Saxby-on-Avon since you arrived,’ he said. ‘Windows broken, antiques and jewellery gone missing. I can promise you we’ll be looking into every one of them. And I’m going to want a record of everything you’ve bought and sold in the past three years too.’ ‘I don’t keep records.’ ‘The tax office may take a dim view of that. I hope you’re not planning on going anywhere in the next few weeks, Mr Whitehead. We’ll be in touch again.’ The antique dealer and his wife got up and left the room, showing themselves out. Ahead of them, there was an upper landing and then a staircase leading down. They continued in silence but the moment they were in the open air, Gemma burst out: ‘Oh Johnny! How could you lie to me?’ ‘I didn’t lie to you,’ Johnny replied, miserably. ‘After everything we talked about. All the plans we had!’ It was as if she hadn’t heard him. ‘Who did you see when you were in London? This silver belt buckle of yours – who did you sell it to?’ ‘I told you.’ ‘You mean Derek and Colin. Had you told them about Mary? That she was on to you?’ ‘What are you talking about?’ ‘You know what I mean. In the old days, when you were part of the gang, if people stepped out of line, things happened. We never mentioned it and I know you weren’t part of it, but we both know what I’m talking about. People disappeared.’ ‘What? You think I took out a contract on Mary Blakiston to get her off my back?’ ‘Well, did you?’ Johnny Whitehead didn’t answer. They walked to their car in silence. 2 A search of Brent’s house had produced nothing that related either to the murder or the stolen treasure trove. Brent lived on his own in a row of terraced houses in Daphne Road, a simple two-up, two-down that shared a porch with its neighbour, the two front doors meeting at an angle. From the outside, the building had a certain chocolate-box charm. The roof was thatched, the wisteria and the flower beds well cared for. The interior told another story. Everything had a sense of neglect, from the unwashed dishes in the sink to the unmade bed and the clothes thrown carelessly on the floor. A certain smell lingered in the air, one that Chubb had come upon many times before and which always made him frown. It was the smell of a man living alone. There was nothing in the house that was new or luxurious and everything had a make-do-and-mend quality, years after those words had gone out of fashion. Plates were chipped, chairs held together by string. Brent’s parents had once lived here and he had done nothing to the place since they had died. He even slept in the same single bed with the same blanket and eiderdown that must have been his as a boy. There were comics on the bedroom floor, too. And Scout magazines. It was as if Brent had never fully grown up, and if he had stolen the entire hoard of Sir Magnus’s Roman silver, he clearly hadn’t sold it yet. He had just a hundred pounds in his bank account. There was nothing hidden in the house: not under the floorboards, in the attic, up the chimney. The police had done a thorough search. ‘I didn’t take it. I didn’t do it. It wasn’t me.’ Brent had been brought home in a police car from Pye Hall and was sitting with a look of shock on his face, surrounded by policemen who had invaded the shabby sanctity of his home. Atticus Pünd and James Fraser were among them. ‘Then how did you come upon the silver belt buckle that you sold to John Whitehead?’ Chubb asked. ‘I found it!’ Brent continued hurriedly as the detective inspector’s eyes glazed in disbelief. ‘It’s the truth. It was the day after the funeral. A Sunday. I don’t work the weekend, not as a rule. But Sir Magnus and Lady Pye, they’d only just got back from their holiday and I thought they might need me. So I went down the hall just to show willing. And I was in the garden when I saw it, shining, on the lawn. I didn’t have any idea what it was but it looked old and there was a picture of a man carved into it, standing there with no clothes.’ He smirked briefly as if sharing a rude joke. ‘I popped it into my pocket and then on the Monday I took it into Mr Whitehead and he gave me a fiver for it. It was twice what I was expecting.’ Yes. And half what it was worth, Chubb thought. ‘There were police called into Pye Hall that day,’ he said. ‘Sir Magnus reported a burglary. What do you have to say about that?’ ‘I left before lunchtime. I didn’t see any police.’ ‘But you must have heard about the break-in.’ ‘I did. But by then it was too late. I’d already sold what I’d found to Mr Whitehead and maybe he’d sold it too. I looked in the shop window and it wasn’t there.’ Brent shrugged. ‘I’d done nothing wrong.’ Everything about Brent’s story was questionable. But even Chubb would have been forced to admit that his crime was a very minor one. If, that is, he was telling the truth. ‘Where did you find the buckle?’ he asked. ‘It was in the grass. In front of the house.’ Chubb glanced at Pünd, as if asking for guidance. ‘It would be interesting, I think, to see the exact spot,’ Pünd said. Chubb agreed and the four of them left together, Brent complaining all the while as he was carried back to Pye Hall. Once again they drove past the Lodge House with its two stone griffins almost seeming to whisper to each other and for a moment Fraser was reminded of the game that the two boys, Robert and Tom Blakiston, had played together at night, the code words that they had rapped out to each other when they were in bed. It suddenly struck him that the game had a significance he had overlooked but before he could mention it to Pünd, they had arrived. Brent called to them to stop and they pulled in about halfway up the drive, opposite the lake. ‘It was over here!’ He led them across the lawn. In front of them the lake stretched out, dank and oily with the woodland behind. Perhaps it was the story that Robert had told them earlier but there was something indisputably evil about it. The brighter the sun, the blacker the water appeared. They stopped about fifteen or twenty feet from the edge, Brent pointing down as if he remembered the exact spot. ‘It was here.’ ‘Just lying here?’ Chubb sounded unconvinced. ‘The sun was glinting off it. That’s how I saw it.’ Chubb considered the possibilities. ‘Well, I suppose if someone had been carrying a whole pile of the stuff, if they were on foot and in a hurry, they might have dropped a piece without noticing it.’ ‘It is possible.’ Pünd was already working out the angles. He looked back at the driveway, the Lodge House, the front door. ‘And yet it is strange, Detective Inspector. Why would the burglar come this way? He broke into the house through the back . . . ?’ ‘That’s right.’ ‘Then to reach the gate, it would have been faster to continue along the other side of the driveway.’ ‘Unless they were heading for Dingle Dell . . .’ The inspector examined the line of trees with the vicarage somewhere on the other side of the lake. ‘No chance of being seen if they go out through the wood.’ ‘That is true,’ Pünd agreed. ‘And yet, you will forgive me, Detective Inspector. You are a thief. You are carrying a great many pieces of silver jewellery and coins. Would you wish to make your way through thick woodland in the middle of the night?’ His eyes settled on the black surface. ‘The lake holds many mysteries,’ he said. ‘I believe it has further stories to tell and wonder if it would be possible for you to arrange an inspection by police divers. I have a suspicion, an idea . . .’ He shook his head as if dismissing the thought. ‘Divers?’ Chubb shook his head. ‘That’s going to cost a pretty penny or two. What is it exactly you’re hoping to find?’ ‘The true reason why Pye Hall was burgled on the same evening as Mary Blakiston’s funeral.’ Chubb nodded. ‘I’ll see to it.’ ‘Do you want anything else?’ Brent asked. ‘I will keep you only for a few moments more, Mr Brent. I would like you to show us the door that was broken when the burglary took place.’ ‘Yes, sir.’ Brent was relieved that the investigation seemed to be moving away from him. ‘We can cut across through the rose garden.’ ‘There is one other question I wish to put to you,’ Pünd said. As they walked, Fraser noticed that the detective was leaning heavily on his stick. ‘I understand that Sir Magnus had made it known to you that he wished to dispense with your employment.’ Brent started as if stung. ‘Who told you that?’ ‘Is it true?’ ‘Yes.’ The groundsman was scowling now. His whole body seemed to have become stooped, his curly hair flopping over his forehead. ‘Why did you not mention this to me when we met?’ ‘You never asked me.’ Pünd nodded. That was fair enough. ‘Why did he ask you to leave?’ ‘I don’t know. But he was always on at me. Mrs Blakiston used to complain about me. Them two! They were like – like Bob and Gladys Grove.’ ‘It’s a television programme,’ Fraser said, overhearing. ‘The Grove Family.’ This was exactly the sort of thing that Fraser would know. And which Pünd wouldn’t. ‘When did he tell you?’ ‘I don’t remember.’ ‘What was the reason?’ ‘There was no reason. No good reason. I’ve been coming here ever since I was a boy. My father was here before me. And he came out here and just said that was the end of it.’ They had come to the rose garden. It was surrounded by a wall with an entrance that was an arbour shaped out of dark green leaves. Beyond, there was crazy paving, a statue of a cherub, all the different roses and a bench. And on the bench, Frances Pye and Jack Dartford were sitting, holding hands, engaged in a passionate kiss. 3 In fact, nobody was really very surprised. It had been obvious to Pünd – and even to Fraser – that Lady Pye and her ex-tennis partner had been conducting an affair. What else could they possibly have been doing in London on the day of the murder? Chubb had known it too and even the guilty parties only seemed mildly put out that they had been discovered in flagrante. It was going to happen sooner or later so why not now? They were still on the bench, sitting slightly apart, facing the three men who stood over them. A smirking Brent had been sent on his way. ‘I think you should explain yourself, Lady Pye,’ Chubb said. ‘There’s nothing really to explain,’ she replied, coolly. ‘Jack and I have been seeing each other for almost two years. That day in London . . . I was with him the whole time. But there was no shopping, no art galleries. After lunch, we had a room at the Dorchester. Jack stayed with me until about half past five. I left at six. You can ask them if you don’t believe me.’ ‘You lied to me, Lady Pye.’ ‘That was wrong of me, Detective Inspector, and I’m sorry. But the fact is, it doesn’t make any real difference, does it? The rest of my story was true. Coming home on the train. Arriving at half past eight. Seeing the green car. Those are the salient points.’ ‘Your husband is dead. You were deceiving him. I’d say those are also salient points, Lady Pye.’ ‘It wasn’t like that,’ Jack Dartford cut in. ‘She wasn’t deceiving him. That’s not how I saw it anyway. You have no idea what Magnus was like. The man was a brute. The way he treated her, his infantile rages, it was disgusting. And she gave up her career for him!’ ‘What career was that?’ Pünd asked. ‘In the theatre! Frances was a brilliant actress. I saw her on the stage long before I met her.’ ‘That’s enough, Jack,’ Frances cut in. ‘Is that where your husband met you? In the theatre?’ Chubb asked. ‘He sent flowers to my dressing room. He’d seen me as Lady Macbeth.’ Even Chubb knew that one: a play in which a powerful woman persuades a man to commit murder. ‘Were you ever happy together?’ he asked. She shook her head. ‘I knew very quickly that I’d made a mistake but I was younger then and I suppose I was too proud to admit it. The trouble with Magnus was that it wasn’t enough for him to marry me. He had to own me. He made that clear very quickly. It was as if I were part of the package – the house, the grounds, the lake, the woods and the wife. He was very old-fashioned, the way he saw the world.’ ‘Was he ever violent to you?’ ‘He never actually struck me, Detective Inspector, but violence can take many forms. He was loud. He could be threatening. And he had a way of throwing himself around that often made me afraid.’ ‘Tell them about the sword!’ Dartford insisted. ‘Oh Jack!’ ‘What happened with the sword, Lady Pye?’ Chubb asked. ‘It was just something that happened a couple of days before I went up to meet Jack. You must understand that, underneath it all, Magnus was a great big child. If you ask me, this whole business with Dingle Dell was more about upsetting people than actually making money. He had temper tantrums. If he didn’t get what he wanted, he could become very nasty indeed.’ She sighed. ‘He had a good idea that I was seeing someone – all those trips to London. And the two of us were sleeping apart, of course. He didn’t want me any more, not in the way a husband wants his wife, but it hurt his pride that I might have actually found somebody else. ‘We had a row that morning. I can’t even remember what started it. But then he started screaming at me – how I was his, how he would never let me go. I’d heard it all before. Only this time, he was crazier than ever. You noticed that there was a painting missing in the great hall. It was a portrait of me, which he’d commissioned as a present for my fortieth birthday. As a matter of fact it was done by Arthur Redwing.’ She turned to Pünd. ‘Have you met him?’ ‘He is married to the doctor?’ ‘Yes.’ ‘I have seen another work of his but we have not yet met.’ ‘Well, I think he’s very talented. And I loved the painting he did of me. He actually managed to capture a moment of real happiness, standing in the garden near the lake – and that was rare enough, I can tell you. It was a gorgeous summer that year. Arthur did the painting over four or five sessions and although Magnus hardly paid him anything for it – that was typical of him to be so mean – I think it was rather wonderful. We talked about putting it in for the summer exhibition, you know, at the Royal Academy. But Magnus wouldn’t put me on show. That would mean sharing me! So it stayed on the wall in the main hall. ‘And then we had that argument. I’ll admit that I can be quite nasty when I want to be and I certainly let him have a few home truths. Magnus went very red, as if he was going to burst. He always did have problems with his blood pressure. He drank too much and he quite easily worked himself up into these rages. I told him I was going up to London. He refused to give me permission. I laughed at him and told him I didn’t need his permission or anyone else’s. Suddenly he went over to that stupid suit of armour and with a great yell pulled out the sword—’ ‘The same sword with which he would later be killed?’ ‘Yes, Mr Pünd. He came over to me, dragging it behind him and for a moment I thought he was going to attack me with it. But instead he suddenly turned it on the painting and stabbed it again and again in front of my eyes. He knew it would hurt me, losing it. At the same time, he was telling me I was his possession and that he could do the same to me at any time.’ ‘What happened next, Lady Pye?’ ‘I just went on laughing. Is that the best you can do? I remember shouting those words at him. I think I was a little hysterical. Then I went up to my room and slammed the door.’ ‘And the painting?’ ‘I was sad about that. It couldn’t be mended. Or maybe it could, but it would have been too expensive. Magnus gave it to Brent to put on the bonfire.’ She fell silent. ‘I’m glad he’s dead,’ Jack Dartford muttered, suddenly. ‘He was a total bastard. He was never kind to anyone and he made life a misery for Frances. I’d have done it myself, if I’d had the nerve. But he’s gone now and we can start again.’ He reached out and took her hand. ‘No more hiding. No more lying. We can finally have the life we deserve.’ Pünd nodded at Chubb and the three of them moved away from the rose garden and back across the lawn. There was no sign of Brent. Jack Dartford and Lady Pye had remained where they were. ‘I wonder where he was on the night of the murder,’ Fraser said. ‘You are referring to Mr Dartford?’ ‘We only have his word for it that he stayed in London. He left the hotel at half past five. That would have given him plenty of time to catch the train ahead of Lady Pye. It’s just a thought . . .’ ‘You think him capable of murder?’ ‘I think he’s a chancer. You can tell just by looking at him. He comes across an attractive woman who’s being badly treated by her husband – and it seems to me that if you’re going to cut somebody’s head off, there has to be a better reason than saving a local wood, and those two had a better reason than anyone.’ ‘There is some truth in what you say,’ Pünd agreed. Their car was parked a short distance away from the front of the house and they moved towards it slowly. Chubb too had noticed that Pünd was resting more heavily on his walking stick. He had once thought that the detective only carried it as a fashion accessory. Today he clearly needed it. ‘There’s something I forgot to tell you, Mr Pünd,’ he muttered. It was the first time the two of them had been alone since the interview with Robert Blakiston, the evening before. ‘I will be interested to hear anything you have to say, Detective Inspector.’ ‘You remember that scrap of paper we found in the fireplace in Sir Magnus’s study? You thought there might be part of a fingerprint on it.’ ‘I remember it very well.’ ‘There was a fingerprint. The bad news is there wasn’t enough of it left to be of any use to us. It’s certainly untraceable and we probably won’t even be able to match it to any of our known suspects.’ ‘That is a pity.’ ‘There is something though. It turns out that the paper itself was stained with blood. The same blood type as Sir Magnus for what it’s worth, although we can’t be 100 per cent certain that it was his.’ ‘That is of great interest.’ ‘That’s a great headache, if you ask me. How does it all add up? We’ve got a handwritten envelope and a typed-up death threat. This scrap of paper clearly didn’t belong to either of them and we have no way of knowing how long it had actually been in the grate. The blood would suggest it was thrown in the fire after the murder.’ ‘But where did it come from in the first place?’ ‘Exactly. Anyway, where do you want to go next?’ ‘I was hoping you might tell me, Detective Inspector.’ ‘As a matter of fact, I was about to make a suggestion. I had a very interesting phone call from Dr Redwing before I left the office last night. Did you know her father’s just died? Natural causes, which makes a pleasant change. Well, apparently he had a bit of a story to tell and I rather think we need to talk to Clarissa Pye.’ 4 Clarissa Pye came into the living room carrying a tray with three cups of tea and some biscuits, neatly arranged on a plate as if somehow the symmetry would make them more desirable. The room seemed terribly small with so many people in it. Atticus Pünd and his assistant were next to each other on the faux-leather sofa, their knees almost touching. The round-faced detective inspector from Bath had taken the armchair opposite. She could feel the walls hemming them in. But ever since Dr Redwing had told her the news, the house had not been the same. It was not her house. This was not her life. It was as if she had been swapped for someone else in one of those Victorian novels she had always enjoyed. ‘I suppose it was understandable that Dr Redwing should tell you what her father said,’ she began. Her voice was a little prim. ‘Although it might have been considerate to inform me that she was going to make the call.’ ‘I’m sure she believed she was acting for the best, Miss Pye,’ Chubb said. ‘Well, I suppose it was only right that the police were informed. After all, whatever you may think of Dr Rennard, he committed a crime.’ She set the tray down. ‘He lied on the birth certificate. He delivered both of us, but I was the first. He should really be prosecuted.’ ‘He’s gone somewhere far beyond the reach of the law.’ ‘The reach of human law, certainly.’ ‘You have had very little time to get used to all this,’ Pünd remarked, gently. ‘Yes. I only heard yesterday.’ ‘I imagine it must have come as quite a shock to you.’ ‘A shock? I’m not quite sure that’s the word I would use, Mr Pünd. It’s more like an earthquake. I remember Edgar Rennard very well. He was very much liked in the village and he often came up to the house when Magnus and I were growing up. He never struck me as an evil man and yet it really is a monstrous thing to have done. His lie took away my entire life. And Magnus! I wonder if he knew about it? He was always lording it over me, as if there was some terrific joke and I was the only one who wasn’t in the know. He threw me out of my own home, you know. I had to support myself in London and then in America. And all the time there was no need for it.’ She sighed. ‘I have been very much cheated.’ ‘What will you do?’ ‘I will claim what is mine. Why not? I have a right to it.’ Detective Inspector Chubb looked uncomfortable. ‘That may not be as easy as you think, Miss Pye,’ he said. ‘From what I understand, Dr Redwing was alone in the room with her father when he told her what he’d done. There were no witnesses to the conversation. I suppose there’s always a chance you may find something in his papers. He may have written something down. But right now it’ll just be your word.’ ‘He may have told someone else.’ ‘He almost certainly told Sir Magnus,’ Pünd cut in. He turned to the detective inspector. ‘You remember the notepad that we found on his desk, the day after he was killed. Ashton H. Mw. A girl. Now it is all clear. The call was received from Ashton House. Edgar Rennard knew that he was dying and, out of a sense of guilt, telephoned Sir Magnus to explain that, when he delivered the twins, the first-born had in fact been a girl. The notepad also contained a number of crossings-out. Sir Magnus was clearly perturbed by what he heard.’ ‘Well, that could explain something,’ Clarissa said, and there was real anger in her voice. ‘He came to this very house, sat where you’re sitting on the very day of his death. And he offered me a job at Pye Hall! He wanted me to move into the Lodge House and take over from Mary Blakiston. Can you imagine it! Maybe he was afraid that the truth was about to come to light. Maybe he actually wanted to contain me. If I’d moved in, I might have been the one with my head lopped off my shoulders.’ ‘I wish you luck, Miss Pye,’ Chubb said. ‘It’s clearly a great injustice that’s been done and if you can find any other witnesses that will certainly help your case. But if it doesn’t offend you, I’d offer you this advice. You might be better off just accepting things as they are. You have a nice enough house here. You’re well known and respected in the village. It’s none of my business, but sometimes you can spend so much time chasing something that you lose everything else while you’re about it.’ Clarissa Pye looked puzzled. ‘Thank you for your advice, Detective Inspector Chubb. However, I had assumed that the reason for this visit was that you had come to assist me. Dr Rennard committed a crime and we only have his daughter’s word that he wasn’t actually paid for his trouble. At any event, I assume it is a matter you would wish to investigate.’ ‘I must be honest. That hadn’t really occurred to me.’ Chubb was suddenly uncomfortable, looking to Pünd for help. ‘You must remember that there have been two unexplained deaths in this village, Miss Pye,’ Pünd said. ‘I can understand your wish that the police should investigate the events that took place at the time of your birth and yet we are here on another matter. I would not wish to distress you any further in what is clearly a difficult time for you but I am afraid that I must ask you a question in connection with the two deaths – of Sir Magnus and of Mary Blakiston. It concerns a vial of liquid that went missing from Dr Redwing’s surgery quite recently. The vial contained a poison, physostigmine. Would you know anything about that?’ Clarissa Pye’s face went through a range of emotions, each one drawn so distinctly that they could have hung together like a series of portraits. First she was shocked. The question had been so unexpected – how could they possibly have known? Then there was fear. Were there to be consequences? Then came indignation, perhaps manufactured. She was outraged that they should suspect her of such a thing! And finally, all within a split second, came acceptance and resignation. Too much had happened already. There was no point denying it. ‘Yes. I took it,’ she said. ‘Why?’ ‘How did you know it was me? If you don’t mind my asking . . .’ ‘Mrs Blakiston saw you leaving the surgery.’ Clarissa nodded. ‘Yes. I saw her watching me. Mary had this extraordinary ability to be in the wrong place at the wrong time. I don’t know how she did it.’ She paused. ‘Who else knows?’ ‘She kept a diary which Detective Inspector Chubb has in his possession. As far as we are aware, she told nobody else.’ That made things easier. ‘I took it on an impulse,’ she said. ‘I happened to find myself in the surgery on my own and I saw the physostigmine on the shelf. I knew exactly what it was. I’d done some medical training before I went to America.’ ‘What did you want it for?’ ‘I’m ashamed to tell you, Mr Pünd. I know it was wrong of me and I may have been just a little bit out of my mind. But in the light of what we’ve just been saying, you of all people will understand that very little in my life has worked out the way I wanted. It’s not just Magnus and the house. I never married. I never had any real love, not even when I was young. Oh yes, I have the church and I have the village, but there have been times when I’ve found myself looking in the mirror and I’ve wondered – what’s the point? What am I doing here? Why should I even want to go on? ‘The Bible is very clear about suicide. It’s the moral equivalent of murder. “God is the giver of life. He gives and He takes away.” That’s from the book of Job. We have no right to take matters into our own hands.’ She stopped and suddenly there was a hardness in her eyes. ‘But there have been times when I have been very much in the shadows, when I have looked into the valley of death and wished – and wished I could enter. How do you think it’s been for me, watching Magnus and Frances and Freddy? I used to live in that house! All that wealth and comfort was once mine! Forget the fact that it was actually stolen from me, I should never have come back to Saxby-on-Avon! It was mad of me to humiliate myself by returning to the emperor’s table. So the answer is – yes. I thought about killing myself. I took the physostigmine because I knew it would do the job quickly and painlessly.’ ‘Where is it now?’ ‘Upstairs. In the bathroom.’ ‘I’m afraid I must ask you to give it to me.’ ‘Well, I certainly don’t need it now, Mr Pünd.’ She spoke the words lightly, almost with a glint in her eye. ‘Are you going to prosecute me for theft?’ ‘There won’t be any need for that, Miss Pye,’ Chubb said. ‘We’ll just make sure it gets back to Dr Redwing.’ They left a few minutes later and Clarissa Pye closed the front door, glad to be alone. She stood quite still, her breasts rising and falling, thinking over what had just been said. The business with the poison didn’t matter. That wasn’t important now. But it was strange that such a tiny theft should have brought them here when so much had been stolen from her. Would she be able to prove that Pye Hall was hers? Suppose the detective inspector was right? All she had were the words of a sick and dying man with no witnesses present in the room, no proof that he was actually sane when he spoke them. A legal case resting on twelve minutes that had ticked by more than fifty years ago. Where could she possibly begin? And did she actually want to? It was very strange, but Clarissa suddenly felt as if a weight had been lifted from her shoulders. The fact that Pünd had taken the poison with him was certainly part of it. The physostigmine had been preying on her conscience for all manner of reasons and she knew that she had regretted taking it from the very start. But it was more than that. She remembered what Chubb had said. You might be better off just accepting things as they are. You have a nice enough house here. You’re well known and respected in the village. She was respected. It was true. She was still a popular teacher at the village school. She always made the most profitable stall at the village fête. Everyone liked her flower displays at Sunday service: in fact, Robin Osborne had often said that he didn’t know how he would manage without her. Could it be, perhaps, that now that she knew the truth, Pye Hall no longer had the power to intimidate her? It was hers. It always had been. And at the end of the day, it hadn’t been Magnus who had stolen it from her. It hadn’t been fate. It had been her own father, a man she had always remembered with fondness but who turned out to be antediluvian – a monster! Did she really want to fight him, to bring him back into her life when he had been so long below the ground? No. She could rise above it. She might visit Frances and Freddy at Pye Hall and this time she would be the one in the know. The joke would be on them. With something close to a smile, she went into the kitchen. There was a tinned salmon rissole and some stewed fruit in the fridge. They would do very nicely for lunch. 5 ‘I thought she took it extremely well,’ Emilia Redwing said. ‘We weren’t even sure at first if we should tell her. But now I’m glad we did.’ Pünd nodded. He and Fraser had come here alone, Detective Inspector Chubb having returned to Pye Hall to meet the two police divers who had been summoned from Bristol, the nearest metropolis to have such a resource. They would be examining the lake that very day although Pünd already had a good idea what they would find. He was sitting in the doctor’s private office. Arthur Redwing was also present. He looked uncomfortable, as if he would rather be anywhere else. ‘Yes. Miss Pye is certainly a formidable person,’ Pünd agreed. ‘So how is your investigation going?’ Arthur Redwing asked. It was the first time Pünd had met Dr Redwing’s husband, the man who had painted the portrait of Frances Pye – as well as the one of his own son. That portrait was hanging on the wall just behind him and Pünd examined it now. The boy was very handsome. He had the dark good looks that his father must once have possessed, the slightly crumpled, very English features. And yet the two of them were at odds. There had been some difficulty between them. Pünd had always been interested in the unique relationship that exists between the portraitist and his subject, how there can never be secrets. It was true here. The way the boy had been painted, his pose, the nonchalance of his shoulders resting against the wall, one knee bent, hands in his pockets . . . all this suggested intimacy, even love. But Arthur Redwing had also captured something dark and suspicious in the boy’s eyes. He wanted to be away. ‘It is your son,’ he said. ‘Yes,’ Arthur replied. ‘Sebastian. He’s in London.’ The three words somehow contained a lifetime of disappointment. ‘Arthur painted that when Sebastian was fifteen,’ Emilia Redwing added. ‘It’s terribly good,’ Fraser said. When it came to art, he was the expert, not Pünd, and he was glad to have his moment in the sun. ‘Do you exhibit?’ ‘I’d like to . . .’ Arthur mumbled. ‘You were about to tell us about your investigation,’ Emilia Redwing cut in. ‘Yes, indeed, Dr Redwing.’ Pünd smiled. ‘It is very nearly complete. I do not expect to spend more than two more nights in Saxby-on-Avon.’ Fraser’s ears pricked up when he heard this. He’d had no idea that Pünd was so close and wondered who had said what, and when, to provide the significant breakthrough. He was keen to hear the solution to the crime – and he wouldn’t be sorry to get back to the comfort of Tanner Court either. ‘Do you know who killed Sir Magnus?’ ‘I have, you might say, a theory. There are just two pieces of the jigsaw that are missing and which, once found, will confirm what I believe.’ ‘And what are those, if you don’t mind us asking?’ Arthur Redwing had suddenly become very animated. ‘I do not mind you asking at all, Mr Redwing. The first is taking place almost as we speak. With the supervision of Detective Inspector Chubb, two police frogmen are searching the lake at Pye Hall.’ ‘What do you expect them to find? Another body?’ ‘I hope nothing as sinister as that.’ It was evident he was not going to expand any further. ‘What about the other piece of the jigsaw?’ Dr Redwing asked. ‘There is a person to whom I wish to speak. He may not know it, but I believe that he holds the key to everything that has taken place here in Saxby-on-Avon.’ ‘And who is that?’ ‘I am referring to Matthew Blakiston. He was the husband of Mary Blakiston and of course the father of the two boys, Robert and Tom.’ ‘Are you looking for him now?’ ‘I have asked Detective Inspector Chubb to make enquiries.’ ‘But you know he was here!’ Dr Redwing seemed almost amused. ‘I saw him myself, in the village. He came to his wife’s funeral.’ ‘Robert Blakiston did not tell me that.’ ‘He may not have seen him. I didn’t recognise him at first. He was wearing a hat that he kept very low over his face. He didn’t talk to anyone and he stayed right at the back. He also left before the end.’ ‘Did you tell anyone this?’ ‘Well, no.’ Dr Redwing seemed surprised by the question. ‘It seemed perfectly natural for him to be there. He and Mary Blakiston had been married for a long time and it wasn’t hatred that drove them apart. It was grief. They lost a child. I was a little sorry that he chose not to speak to Robert. And he could have met Joy while he was there. It’s a great shame, really. Mary’s death could so easily have brought them all together.’ ‘He might have been the one who killed her!’ Arthur Redwing exclaimed. He turned to Pünd. ‘Is that why you want to see him? Is he a suspect?’ ‘That is impossible to say until I have spoken to him,’ Pünd replied, diplomatically. ‘So far Detective Inspector Chubb has been unable to locate him.’ ‘He’s in Cardiff,’ Dr Redwing said. For once, Pünd was taken by surprise. ‘I don’t have his address but I can easily help you find him. I had a letter, a few months ago, from a GP in Cardiff. It was perfectly routine. He wanted some notes about an old injury that one of his patients had incurred. It was Matthew Blakiston. I sent him what he wanted and forgot all about it.’ ‘You remember the GP’s name?’ ‘Of course. It’s on file. I’ll get it for you.’ But before she could move, a woman suddenly appeared, letting herself into the surgery through the main door. The door of Dr Redwing’s office was open and they all saw her; a woman in her forties, plain, round-faced. Her name was Diana Weaver and she had come to the surgery to clean it as she did every day. Pünd had known exactly when she would be arriving. It was she whom he had actually come to see. For her part, she was surprised to find anyone here so late in the day. ‘Oh – I’m sorry, Dr Redwing!’ she called out. ‘Would you like me to come back tomorrow?’ ‘No, please come in, Mrs Weaver.’ The woman came into the private office. Atticus Pünd stood up, offering her his seat, and she sat down, looking around her nervously. ‘Mrs Weaver,’ he began. ‘Allow me to introduce myself—’ ‘I know who you are,’ she cut in. ‘Then you will know why it is I wish to speak to you.’ He paused. He had no wish to upset this woman and yet it had to be done. ‘On the day of his death, Sir Magnus Pye received a letter relating to the new houses that he proposed to build. This would have caused the destruction of Dingle Dell. I wonder if you can tell me – did you write that letter?’ She said nothing, so he went on. ‘I have discovered that the letter was typed on the machine that sits in this surgery and that only three people might have had access to it: Joy Sanderling, Dr Redwing and yourself.’ He smiled. ‘I should add that you have nothing to worry about. It is not a crime to send a letter of protest, even if the language is a little intemperate. Nor do I suspect for a single minute that you followed through with the threats that were made in that letter. I simply need to know how it got there and so I ask you again. Did you write it?’ Mrs Weaver nodded. There were tears beading at her eyes. ‘Yes, sir.’ ‘Thank you. I can understand that you were upset, quite justifiably, about the loss of the woodland.’ ‘We just hated seeing the village being knocked about for no good reason. I was talking about it with my husband and with my father-in-law. They’ve been in Saxby all their lives. We all have. And it’s a very special place. We don’t need new houses here. There’s no call for them. And the Dell! You start there, where does it end? You look at Tawbury and Market Basing. Roads and traffic lights and the new supermarkets – they’ve been hollowed out and now people just drive through them and—’ She stopped herself. ‘I’m sorry, Dr Redwing,’ she said. ‘I should have asked your permission. I acted in the heat of the moment.’ ‘It doesn’t matter,’ Emilia Redwing said. ‘I really don’t mind. In fact, I agree with you.’ ‘When did you deliver the letter?’ Pünd asked. ‘It was Thursday afternoon. I just walked up to the door and popped it through.’ Mrs Weaver lowered her head. ‘The next day, when I heard what had happened . . . Sir Magnus murdered . . . I didn’t know what to think. I wished then that I hadn’t sent it. It wasn’t like me to be so impulsive. I promise you, sir. I really didn’t mean anything ill by it.’ ‘Again, the letter has no relevance to what occurred,’ Pünd assured her. ‘But there is something I must ask you, and you must think very carefully before you answer. It concerns the envelope in which the letter was placed and, in particular, the address . . .’ ‘Yes, sir?’ But Pünd did not speak. Something very strange had happened. He had been standing in the middle of the room, partly resting on his walking stick, but as he had continued the interview with Mrs Weaver, it had been noticeable that he was relying on it more and more. Now, very slowly, he was toppling to one side. Fraser noticed it first and leapt up to catch him before he hit the floor. He was just in time. As he reached him, the detective’s legs buckled and his whole body slid away. Dr Redwing was already out of her seat. Mrs Weaver was staring in alarm. Atticus Pünd’s eyes were closed. His face was white. He didn’t seem to be breathing at all. 6 Dr Redwing was with him when he woke up. Pünd was lying on the raised bed that the doctor used to examine patients. He had been unconscious for less than five minutes. She was standing over him, a stethoscope around her neck. She looked relieved to see that he had awoken. ‘Don’t move,’ she said. ‘You were taken ill . . .’ ‘You have examined me?’ Pünd asked. ‘I checked your heart and your pulse. It may just have been exhaustion.’ ‘It was not exhaustion.’ There was a shooting pain in his temple but he ignored it. ‘You do not need to concern yourself, Dr Redwing. I have a condition that was explained to me by my doctor in London. He also gave me medication. If I might rest here a few more minutes, I would be grateful to you. But there is nothing more you can do for me.’ ‘Of course you can stay here,’ Dr Redwing said. She was still looking into Pünd’s eyes. ‘Is it inoperable?’ she asked. ‘You see what others do not. In the world of medicine, it is you who are the detective.’ Pünd smiled a little sadly. ‘I am told that nothing can be done.’ ‘Have you had a second opinion?’ ‘I do not need one. I know that there is not very much time left to me. I can feel it.’ ‘I am so sorry to hear it, Mr Pünd.’ She thought for a moment. ‘Your colleague did not seem to be aware of the problem.’ ‘I have not informed Fraser and I would prefer it if it remained that way.’ ‘You need have no concern. I asked him to leave. Mrs Weaver and my husband went with him. I told him I would walk over to the Queen’s Arms with you as soon as you were feeling well enough.’ ‘I am feeling a little better already.’ With Dr Redwing’s help, Pünd got himself into a sitting position and fumbled for the pills that he carried in his jacket pocket. Dr Redwing went to get a glass of water. She had noted the name – Dilaudid – on the packet. ‘That’s a hydromorphone,’ she said. ‘It’s a good choice. Very fast-acting. You have to be careful, though. It can make you tired and you may experience mood changes too.’ ‘I am tired,’ Pünd agreed. ‘But I have found my mood to be remarkably unchanged. In fact, I will be honest with you, I am quite cheerful.’ ‘Perhaps it’s your investigation. It’s probably been very helpful to have something to concentrate on. And you were saying to my husband that it’s gone well.’ ‘That is true.’ ‘And when it’s over? What then?’ ‘When it is over, Dr Redwing, I will have nothing left to do.’ Pünd got unsteadily to his feet and reached for his walking stick. ‘I would like to return to my room now, if you would be so kind.’ They left together. 7 On the other side of the village, the police divers were emerging from the lake. Raymond Chubb was standing on the grassy shore, watching as they dumped what they had found in front of him. He was wondering how Pünd had known it would be there. There were three dishes, decorated with sea-nymphs and tritons; a flanged bowl, this one with a centaur pursuing a naked woman; some long-handled spoons; a piperatorium, or pepper-pot, which might actually have been used to store expensive spices; a scattering of coins; a statuette of a tiger or some similar creature; two bracelets. Chubb knew exactly what he was looking at. This was the treasure trove that had been stolen from Sir Magnus Pye. Every item had been described by him when he had called in the police. But why had someone stolen the treasure simply to discard it? He understood now that they must have dropped one piece – the belt buckle that Brent had found – as they made their way across the lawn. They had then reached the edge of the lake and thrown the rest in. Had they been surprised while they were trying to make their getaway? Could they have planned to come back and retrieve the loot another time? It made no sense. ‘I think that’s it,’ one of the divers called out. Chubb looked down at the separate pieces, all of it silver . . . so much silver, glinting in the evening sun.
Six Gold
1 The house was close to Caedelyn Park in Cardiff, backing onto the railway line that ran from Whitchurch to Rhiwbina. It was in the middle of a short terrace, three identical houses on either side, all of them tired and in need of cheering up: seven gates, seven square gardens full of dusty plants struggling to survive, seven front doors, seven chimney stacks. They were somehow interchangeable but the green Austin A40 with its registration number FPJ 247, parked outside the middle one, told Pünd immediately where to go. A man was waiting for them. From the way he was standing there, he could have been waiting all his life. As they pulled in, he raised a hand not so much in welcome as in acknowledgement that they had arrived. He was in his late fifties but looked much older, worn out by a struggle that he had actually lost a long time ago. He had thinning hair, an untidy moustache and sullen dark-brown eyes. He was wearing clothes that were much too warm for the summer afternoon and which needed a wash. Fraser had never seen anyone who looked more alone. ‘Mr Pünd?’ he asked as they got out of the car. ‘It is a pleasure to meet you, Mr Blakiston.’ ‘Please. Come in.’ He led them into a dark, narrow hallway with a kitchen at the far end. From here, they could look out over a half-neglected garden that sloped up steeply to the railway line at the end. The house was clean but charmless. There was nothing very personal: no family photographs, no letters on the hall table, no sign that anyone else lived here. Very little sunlight made its way in. It had that in common with the Lodge House in Saxby-on-Avon. Everything was hemmed in by shadow. ‘I always knew the police would want to speak to me,’ he said. ‘Will you have some tea?’ He put the kettle on the hob and managed to start a flame with a third click of the switch. ‘We are not, strictly speaking, the police,’ Pünd told him. ‘No. But you’re investigating the deaths.’ ‘Your wife and Sir Magnus Pye. Yes.’ Blakiston nodded, then ran a hand over his chin. He had shaved that morning, but with a razor he had used too many times. Hair was sprouting in the cleft underneath his lip and there was a small cut on his chin. ‘I did think about calling someone,’ he said. ‘I was there, you know, on the night he died. But then I thought – why bother? I didn’t see anything. I don’t know anything. It’s got nothing to do with me.’ ‘That may not be the case at all, Mr Blakiston. I have been looking forward to meeting you.’ ‘Well, I hope you won’t be disappointed.’ He emptied the teapot, which was still full of old leaves, washed it out with boiling water and added new ones. He took a bottle of milk out of a fridge that had little else inside. At the bottom of the garden, a train rumbled past, billowing steam, and for a moment the air was filled with the smell of cinders. He didn’t seem to notice. He finished making the tea and brought it to the table. The three of them sat down. ‘Well?’ ‘You know why we are here, Mr Blakiston,’ Pünd said. ‘Why don’t you tell us your story? Begin from the beginning. Leave nothing out.’ Blakiston nodded. He poured the tea. Then he began to talk. He was fifty-eight years old. He had been living in Cardiff ever since he had left Saxby-on-Avon thirteen years ago. He’d had family here; an uncle who owned an electrical shop, not far away, on the Eastern Road. The uncle was dead now but he had inherited the shop and it provided a living – at least, for the sort of life he led. He was on his own. Fraser had been right about that. ‘I never actually divorced Mary,’ he said. ‘I don’t know why not. After what happened with Tom, there was no way the two of us were going to stay together. But at the same time, neither of us was ever going to get married again, so what was the point? She wasn’t interested in lawyers and all that stuff. I suppose that makes me officially her widower.’ ‘You never saw her again after you left?’ Pünd asked. ‘We stayed in touch. We wrote to each other and I called her now and then – to ask her about Robert and to see if there was anything she needed. But if she’d needed anything, she would never have asked me.’ Pünd took out his Sobranies. It was unusual for him to smoke when he was working on a case but nothing about the detective had been quite the same recently and Fraser had been desperately worried since he had been taken ill in Dr Redwing’s surgery. Pünd had refused to say anything about it. In the car, on the way here, he had barely spoken at all. ‘Let us go back to the time when you and Mary met,’ Pünd suggested. ‘Tell me about your time at Sheppard’s Farm.’ ‘That was my dad’s place,’ Blakiston said. ‘He got it from his dad and it had been in the family for as long as anyone can remember. I come from a long line of farmers but I never really took to it. My dad used to say I was the black sheep, which was funny, because that’s what we had – a couple of hundred acres and lots of sheep. I feel sorry for him, looking back on it. I was his only child and I just wasn’t interested so that was that. I’d always been good at maths and science at school and I had ideas about going to America and becoming a rocket engineer, which is a bit of a laugh because I worked for twenty years as a mechanic and I never got any further than Wales. But that’s how it is when you’re a kid, isn’t it? You have all these dreams and, unless you’re lucky, they never amount to anything. Still, I can’t complain. We all lived there happily enough. Even Mary liked it to begin with.’ ‘In what circumstances did you meet your wife?’ Pünd asked. ‘She lived in Tawbury, which was about five miles away. Her mother and my mother were at school together. She came over for lunch one Sunday with her parents and that’s how we met. Mary was in her twenties then and as pretty as you can imagine. I fell for her the moment I saw her and we were married within a year.’ ‘And what, I wonder, did your parents make of her?’ ‘They liked her well enough. In fact, there was a time when I would say everything was pretty much perfect. We had two sons: Robert first, then Tom. They grew up on the land and I can still see them, racing around, helping my dad when they got back from school. I think we were probably happier there than we ever were anywhere else. But it couldn’t last. My dad was up to his eyes in debt. And I wasn’t helping him. I’d got a job at Whitchurch Airport, which was an hour and a half away, near Bristol. This was the end of the thirties. I was doing routine maintenance on planes for the Civil Air Guard and I met a lot of the young pilots coming in for training. I knew there was a war on the way but in a place like Saxby-on-Avon it was easy to forget it. Mary was doing jobs in and around the village. We were already going our separate ways. That’s why she blamed me for what happened – and maybe she was right.’ ‘Tell me about your children,’ Pünd said. ‘I loved those boys. Believe me, there isn’t a day when I don’t think about what happened.’ He choked on his words and had to pause for a moment to recover. ‘I don’t know how it all went so wrong, Mr Pünd. I really don’t. When we were up at Sheppard’s Farm, I won’t say it was perfect but we used to have fun. They could be right little sods, always fighting, always at each other’s throats. But that’s true of any boys, isn’t it?’ He gazed at Pünd as if needing affirmation and when none came he went on. ‘They could be close too. The best of friends. ‘Robert was the quiet one. You always got the impression that he was thinking about something. Even when he was quite young, he used to take himself off for long walks along the Bath valley and there were times we’d get quite worried about him. Tom was more of a livewire. He saw himself as a bit of an inventor. He was always mixing potions and putting things together from the insides of old machines. I suppose he might have got that from me and I’ll admit he was the one I used to spoil. Robert was closer to his mother. It was a difficult birth. She nearly lost him, and when he was a baby he had all sorts of illnesses. The village doctor, a chap called Rennard, was always in and out of the house. If you ask me, that’s what made her so overprotective. There were times when she wouldn’t let me come near him. Tom was the easier boy. I was closer to him. Always, him and me . . .’ He took out a packet of ten cigarettes, tore off the cellophane and lit one. ‘Everything went wrong when we left the farm,’ he said and suddenly he was bitter. ‘The day that man came into our life, that’s when it began. Sir Magnus bloody Pye. It’s easy enough to see it now and I wonder how I could have been so blind, so stupid. But at the time what he was offering seemed an answer to our prayers. A regular salary for Mary, somewhere to live, nice grounds for the boys to run around in. At least, that’s how Mary saw it and that’s how she sold it to me.’ ‘You argued?’ ‘I tried not to argue with her. All it did was turn her against me. I said I had a couple of misgivings, that’s all. I didn’t like the idea of her being a housekeeper. I thought she was better than that. And I remember warning her that, once we were there, we’d be trapped. It would be like he owned us. But the thing was, you see, we didn’t really have any choice. We didn’t have any savings. It was the best offer we were going to get. ‘And at first it was fine. Pye Hall was nice enough and I got on well enough with Stanley Brent, who was the groundsman there with his son. We weren’t paying any rent and in some ways it was better to be on our own as a family, without my mum and dad around all the time. But there was something about the Lodge House that rubbed us up the wrong way. It was dark all the year round and it never really felt like home. We all started getting on each other’s nerves, even the boys. Mary and I seemed to be sniping at each other all the time. I hated the way she looked up to Sir Magnus, just because he had a title and so much money. He was no better than me. He’d never done a proper day’s work in his life. He only had Pye Hall because he’d inherited it. But she couldn’t see that. She thought it made her special in some way. What she didn’t understand was that when you’re cleaning a toilet, you’re still cleaning a toilet and what difference does it make if some aristocratic bum is going to sit on it? I said that to her once and she was furious. But the way she saw herself she wasn’t a cleaner or a housekeeper. She was the lady of the manor. ‘Magnus had one son of his own – Freddy – but he was only a baby then and he had no interest in him. So his lordship started interesting himself in my boys instead. He used to encourage them to play on his land and spoil them with little gifts – threepence here, sixpence there. And he’d get them to play practical jokes on Neville Brent. His parents were dead by then. They’d been killed in a car accident and Neville had taken over, working on the estate. If you ask me, there was something queer about him. I don’t think he was quite right in the head. But that didn’t stop them spying on him, teasing him, throwing snowballs, that sort of thing. It was cruel. I wish they hadn’t done it.’ ‘You couldn’t stop them?’ ‘I couldn’t do anything, Mr Pünd. How can I make you understand? They never listened to me. I wasn’t their father any more. Almost from the day we moved into that place, I found myself being pushed to one side. Magnus, Magnus . . . that was all anyone ever talked about. When the boys got their school reports, nobody cared what I thought. You know what? Mary would get the boys to take them up to the main house and show them to him. As if his opinion mattered more than mine. ‘It got worse and worse over time, Mr Pünd. I began to loathe that man. He always had a way of making me feel small, reminding me that I was living in his house, on his land . . . as if I’d ever wanted to be there in the first place. And it was his fault, what happened. I swear to you. He killed my son as if he did it with his own hands and at that same moment he ruined me. Tom was the light of my life and when he went there was nothing left for me.’ He fell silent and wiped his eye with the back of his hand. ‘Look at me! Look at this place! I often ask myself what I did to deserve it. I never hurt anyone and I end up here. I sometimes think I’ve been punished for something I didn’t do.’ ‘I am sure you are blameless.’ ‘I am blameless. I did nothing wrong. What happened had nothing to do with me.’ He stopped, fixing his eyes on Pünd and Fraser, daring them to disagree. ‘It was Magnus Pye. Bloody Magnus Pye.’ He took a breath, then went on. ‘The war had started and I’d been sent off to Boscombe Down, working mainly on Hawker Hurricanes. I was away from home and I didn’t really know what was going on and when I came back occasional weekends, it was like I was a stranger. Mary had changed so much. She was never pleased to see me. She was secretive . . . like she was hiding something. It was hard to believe she was the same girl I’d met and married and been with at Sheppard’s Farm. Robert didn’t want to have too much to do with me either. He was his mother’s child. If it hadn’t been for Tom, it would hardly have been worth showing up. ‘Anyway, Sir Magnus was there in my place. I told you about games. There was this game he played with the boys – with my boys. They were obsessed with buried treasure. Well, all boys like that sort of thing but I’m sure you know the Pyes had dug up a whole load of stuff – Roman coins and the rest of it in Dingle Dell. He had them on display in his house. And so it was easy for him to turn the two of them into treasure hunters. He’d take chocolate bars wrapped in foil or, sometimes, sixpenny pieces or half crowns, and he’d hide them all over the estate. Then he’d give them clues and set them off. They might spend the whole day doing that and you couldn’t really complain because it got them out in the open air. It was good for them, wasn’t it? It was fun. ‘But he wasn’t their father. He didn’t know what he was doing and one day he took it too far. He had a piece of gold. Not real gold. Iron pyrite – what they call fool’s gold. He had a big lump of it and he decided to make that the prize. Of course Tom and Robert didn’t know the difference. They thought it was the real thing and they were desperate to get their hands on it. And do you know where he put it, the bloody fool? He hid it in a clump of bulrushes, right on the edge of the lake. He led them to the water’s edge. Fourteen years old and twelve years old. He led them there as surely as if he’d put up a sign. ‘This is what happened. The two boys had separated. Robert was in Dingle Dell, searching in the trees. Tom went down to the water. Maybe he saw the gold glinting in the sun or maybe he’d worked out one of the clues. He didn’t even need to get his feet wet but he was so excited, he decided to wade in. And what then? Maybe he stumbled. There are a lot of weeds and they could have wrapped themselves around his legs. Here’s what I know. Just after three o’clock in the afternoon, Brent comes along with the lawnmower and he sees my boy lying face down in the water.’ Matthew Blakiston’s voice cracked. ‘Tom had drowned. ‘Brent did what he could. Tom was only a few feet out from the shore and Brent dragged him back to dry land. Then Robert came out of the wood and saw what was happening. He plunged into the water. He was screaming. He waded over to them and shouted at Brent to get help. Brent didn’t know what to do but Robert had learned basic first aid at school and tried to save his brother with mouth-to-mouth. It was too late. Tom was dead. I only heard about all this later, from the police. They’d talked to everyone involved: Sir Magnus, Brent, Mary and Robert. Can you imagine how I felt, Mr Pünd? I was their father. But I hadn’t been there.’ Matthew Blakiston bowed his head. His fist, with the cigarette, was clenched against his head and smoke curled upwards as he sat there, silent. At that moment, Fraser was utterly aware of the smallness of the room, the hopelessness of a life broken. It occurred to him that Blakiston was an outcast. He was in exile from himself. ‘Do you want some more tea?’ Blakiston asked suddenly. ‘I’ll do it,’ Fraser said. Nobody wanted tea but they needed time, a pause before he could go on. Fraser went over to the kettle. He was glad to break away. ‘I went back to Boscombe Down,’ Blakiston began again, once the fresh cups had been brought. ‘And the next time I came home, I knew exactly which way the wind was blowing. Mary and Robert had pulled up the drawbridge. She never let go of him after that, not for a minute, and it was like they didn’t want to know me. I would have done my bit for my family, Mr Pünd, I swear I would have. But they never let me. Robert always said that I walked out on them but that isn’t true. I came home but there was nobody there.’ ‘When was the last time you saw your son, Mr Blakiston?’ ‘Saturday, the twenty-third of July. At his mother’s funeral.’ ‘Did he see you?’ ‘No.’ Blakiston took a deep breath. He had finished his cigarette and stubbed it out. ‘They say that when you lose a child, it brings you closer together or tears you apart. What most hurt me about Mary was that after Tom went, she never let me get close to Robert. She was protecting him from me! Can you believe that? It wasn’t enough that I had lost one son. I ended up losing two. ‘And part of me never stopped loving her. That’s the pathetic thing. I told you, I used to write to her on her birthday, at Christmas. I talked to her on the phone sometimes. At least she’d let me do that. But she didn’t want me anywhere near. She made that clear enough.’ ‘Did you speak to her recently?’ ‘The last time I spoke to her was a couple of months ago – but here’s something you won’t believe. I actually called her the day she died. It was the weirdest thing. I was woken up that morning by a bird in a tree and it was making this horrible noise, this cawing. It was a magpie. “One for sorrow.” Do you know that old song? Well, I looked at it on the other side of the bedroom window, black and white, an evil little thing with its glinting eye, and suddenly I felt sick to the stomach. It was like I’d had a premonition. I knew something bad was going to happen. I went to the shop but I couldn’t work and no one came in anyway. I was thinking about Mary. I was convinced something was going to happen to her and, in the end, I couldn’t stop myself. I rang her. I tried her at the Lodge and then at the main house – but she didn’t answer because I was too late. She was already dead.’ He was playing with the cellophane from the cigarette packet, pulling it apart between his fingers. ‘I heard about her death a few days later. There was a piece in the newspaper . . . Would you believe it? Nobody even bothered to ring me. You’d have thought Robert might have got in touch, but he didn’t care. Anyway, I knew I had to go to the funeral. It didn’t matter what had happened. There’d been a time when the two of us were young and we’d been together. I wasn’t going to let her go without saying goodbye. I’ll admit, I was nervous about showing my face. I didn’t want to make a big thing of it with everyone crowding around me so I arrived late and I wore a hat pulled down over my eyes. I’m a lot thinner than I used to be and I’m nearly sixty years old. I thought if I kept well clear of Robert I’d be all right and that was how it turned out. ‘I did see him there. He was standing with a girl and I was glad to see that. It’s just what he needs. He was always very solitary when he was a boy and she looked a pretty little thing. I hear they’re going to get married and maybe if they have children, they’ll let me visit them. People change in time, don’t they? He says I wasn’t there for him but maybe, if you see him, you’ll tell him the truth. ‘It was so strange to be there, back in the village. I’m not even sure I like the place any more. And seeing them all again – Dr Redwing and Clarissa and Brent and all the others. It gave me a shiver, I can tell you. I noticed Sir Magnus and Lady Pye didn’t show up and that made me smile. I’m sure Mary would have been disappointed! I always did tell her he was no good. But perhaps it was just as well that he wasn’t there. I’m not sure what I’d have done if I’d seen him that day. I blame him for what happened, Mr Pünd. Mary fell down the stairs while she was skivvying for him so that makes two of them. Mary and Tom. They’d both be alive if it weren’t for him.’ ‘Is that why you went to his house five days later?’ Blakiston bowed his head. ‘How did you know I was there?’ ‘Your car was seen.’ ‘Well, I’m not going to deny it. Yes. It was stupid of me but at the end of the week I went back. The thing is, I couldn’t get it out of my head. First Tom, then Mary, both of them at Pye Hall. Listening to me now, you probably think I’m owning up to it, that I went back to kill him. But it wasn’t like that. I just wanted to talk to him, to ask him about Mary. Everyone else who’d gone to that funeral, they’d had someone to talk to – but not me. No one even recognised me – at my own wife’s funeral! Was it so unreasonable to want to see him just for five minutes, just to ask him about Mary?’ He thought for a moment, then came to a decision. ‘There was something else. You’ll think the worse of me for it but I was thinking about money. Not for me. For my son. When someone dies in the workplace, it’s your responsibility. Mary had been working for Sir Magnus for more than twenty years and he owed her a duty of care. I thought he might have come to some arrangement with her – you know, a pension. I knew Robert would never accept any financial help from me, even if I could have afforded it, but if he was about to get married, didn’t he deserve some sort of start in life? Sir Magnus had always had a soft spot for him. I had this idea that I could ask him for help on Robert’s behalf.’ He stopped and looked away. ‘Please, go on.’ ‘It took me a couple of hours to drive back to Saxby-on-Avon. I’d been busy at the shop. I remember that it was exactly half past seven when I arrived. I looked at my watch. But the thing is, Mr Pünd, once I’d got there, I had second thoughts. I wasn’t sure I did want to see him after all. I didn’t want to be humiliated. I sat in the car for about an hour before I decided that since I’d come all this way I might as well give it a try. It must have been about half past eight when I drove to the house. I parked in my usual spot behind the Lodge – I suppose that was force of habit. Someone else had had the same idea. There was a bicycle leaning against the door. I remembered that later. Maybe I should have read more into it at the time. ‘Anyway, I walked up the drive. It was all coming back to me, being there again. The lake was on my left and I couldn’t bring myself to look at it. The moon was out that night and everything in the garden was crystal clear, like in a photograph. There didn’t seem to be anyone else around. I didn’t try to hide myself or anything like that. I just walked straight up to the front door and rang the bell. I could see lights on behind the windows on the ground floor so I guessed Sir Magnus must be in and sure enough, a minute or two later, he opened the door. ‘I’ll never forget the sight of him, Mr Pünd. The last time I’d seen him had been over ten years ago, when I moved out of the Lodge. He was bigger than I remembered, fatter certainly. He seemed to fill the doorway. He was wearing a suit and a tie . . . bright colours. He was holding a cigar. ‘It took him a moment or two to recognise me but then he smiled. “You!” That’s all he said. He spat the word at me. He wasn’t exactly hostile. But he was surprised, and there was something else. He still had that strange smile on his face, like he was amused. “What do you want?” ‘“I’d like to talk to you, if I may, Sir Magnus,” I said. “It’s about Mary . . .” ‘He looked back over his shoulder and that was when I realised he wasn’t alone. ‘“I can’t see you now,” he said. ‘“I just need a few minutes of your time.” ‘“It’s out of the question. Not now. You should have called before you came here. What time of the night do you think this is?” ‘“Please—” ‘“No! Come back tomorrow.” ‘He was about to close the door on me. I could see that. But then, at the last minute, he stopped and he asked me one last question. I’ll never forget it. ‘“Do you really think I killed your bloody dog?” he asked.’ ‘The dog?’ Pünd looked puzzled. ‘I should have told you. When we first moved to Pye Hall, we had a dog.’ ‘Its name was Bella.’ ‘Yes. That’s right. It was a cross-breed: half Labrador, half collie. I got her for Tom, for his tenth birthday, and Sir Magnus was against her from the day she arrived. He didn’t want her out of control on his lawn, scaring the chickens. He didn’t want her digging up the flower beds. Actually, I’ll tell you what he didn’t want. He didn’t want me buying a present for my own son. It’s like what I was saying. He wanted to have complete control over me and my family and because the dog was connected to me, the one thing I’d bought that Tom really loved, he had to get rid of it.’ ‘He killed it?’ Fraser asked. He remembered the sad little collar that Pünd had found in the room at the Lodge House. ‘I was never able to prove it was him. Maybe he got Brent to do it for him. I wouldn’t put it past that snivelling little bastard. But one day the dog was there and the next day it had vanished – and it wasn’t until a week later that we found it in Dingle Dell with its throat cut. Tom was devastated. It was the first thing he’d ever had in his life that was really his. Who could do that to a little boy?’ ‘It seems very strange,’ Pünd muttered. ‘Sir Magnus has not seen you for many years. You turn up, unexpectedly, at his house, late in the night. Why do you think he chooses this moment to ask you about the dog?’ ‘I have no idea.’ ‘What did you say to him?’ ‘I didn’t know what to say. But it didn’t matter anyway, because right then he closed the door. He shut it right in my face – a man who’d lost his wife not two weeks before. He wasn’t prepared even to invite me over the threshold. That was the sort of person he was.’ There was a long silence. ‘The conversation that you have described,’ Pünd muttered. ‘How close was it, do you think, to the reality? Were those exactly the words used by Sir Magnus?’ ‘As best as I can remember, Mr Pünd.’ ‘He did not, for example, greet you by name?’ ‘He knew who I was, if that’s what you mean. But no. It was just that single word – “You!” – as if I’d crawled out from under some stone.’ ‘What did you do next?’ ‘What could I do? I went back to my car and drove off.’ ‘The bicycle that you had seen. Was it still there?’ ‘I can’t remember, to be honest. I didn’t look.’ ‘So you left . . .’ ‘I was angry. I’d driven a long way and I hadn’t expected to be dismissed out of hand. I got about ten or fifteen miles down the road and then – you know what? – I changed my mind. I was still thinking of Robert. I was still thinking of what was right. And who was bloody Magnus Pye to slam the door in my face? That man had been pushing me around since the day I’d met him and suddenly I’d had enough. I drove back to Pye Hall and this time I didn’t stop at the Lodge. I drove right up to the front door, got out and rang the bell again.’ ‘You had been away for how long?’ ‘Twenty minutes? Twenty-five? I didn’t look at my watch. I didn’t care about the time. I was just determined to have it out, only this time, Sir Magnus didn’t come to the door. I rang twice more. Nothing. So I opened the letter box and knelt down, meaning to shout at him. I was going to tell him he was a bloody coward and that he should come to the door.’ Blakiston broke off. ‘That was when I saw him. There was so much blood I couldn’t miss him. He was lying in the hallway right in front of my eyes. I didn’t realise then that his head had been lopped off. The body was facing away from me, thank God. But I knew at once that he was dead. There could be no doubt of it. ‘I was shocked. More than that. I was poleaxed. It was like I’d been punched in the face. I felt myself falling and I thought I was going to faint. Somehow, I managed to get back to my feet. I knew that someone had killed Sir Magnus in the last twenty minutes, in the time that I’d left and come back again. Perhaps they’d been with him when I’d knocked the first time. They could actually have been listening to me, inside the hallway. Maybe they waited until I’d gone and killed him then.’ Blakiston lit another cigarette. His hand was shaking. ‘I know what you’re going to ask, Mr Pünd. Why didn’t I go to the police? Well, it’s obvious, isn’t it? I was the last person to see him alive and at the same time I had every reason to want him dead. I’d lost my son and I blamed Sir Magnus. I’d lost my wife and she was working for him too. That man has been like the devil at the feast and if the police are looking for a suspect, they won’t need to look any further than me. I didn’t kill him but I knew straight away what they’d think and all I wanted to do was to get the hell out of there. I picked myself up and got back in the car and I drove away as fast as I could. ‘Another car arrived just as I passed through the gate. I didn’t see anything, just a pair of headlights. But I was afraid that whoever was driving would have got my number plate and reported me. Was that what happened?’ ‘It was Lady Pye in the car,’ Pünd told him. ‘She had just returned from London.’ ‘Well, I’m sorry I had to leave her to it. It must have been horrible for her. But all I wanted to do was get away. That was my only thought.’ ‘Mr Blakiston, do you have any idea who may have been in the house with Sir Magnus Pye when you visited?’ ‘How could I possibly know? I didn’t hear anyone. I didn’t see anyone.’ ‘Could it have been a woman?’ ‘Curiously, that was my thought. If he was having a secret assignation, or whatever you want to call it, he might have behaved the same way.’ ‘Are you aware that your son is amongst the suspects who are believed to have killed Sir Magnus?’ ‘Robert? Why? That’s madness. He had no reason to kill him. In fact – I’ve told you – he always looked up to Sir Magnus. The two of them were thick as thieves.’ ‘But he has precisely the same motivation as yourself. He could have held Sir Magnus responsible for the death of both his brother and his mother.’ Pünd raised a hand before Blakiston could answer. ‘I just find it puzzling that you did not come forward with the information that you have given me now. You say that you did not kill him and yet by remaining silent you have allowed the real killer to remain undetected. The matter of the bicycle, for example, is of great importance.’ ‘Maybe I should have come forward,’ Blakiston replied. ‘But I knew it would go badly for me, like it always has. The truth of it is, I wish I’d never gone near the place. Sometimes you read books about houses that have a curse. I’ve always thought that was a lot of nonsense but I’d believe it about Pye Hall. It killed my wife and my child and if you tell the police what I’ve told you, I’ll probably end up being hanged.’ He smiled mirthlessly. ‘And then it will have killed me.’ 2 Pünd barely spoke on the way back and James Fraser knew better than to interrupt his thoughts. He handled the Vauxhall expertly, pushing through the various gear changes and holding the middle of the road as the sun set and the shadows closed in on all sides. It was the only time he ever felt completely in control, when he was behind the wheel. They had taken the Aust Ferry across the River Severn, sitting together in silence as the Welsh coast slipped away behind them. Fraser was hungry. He’d had nothing to eat since the morning. They sold sandwiches on the ferry but they were none too appetising and anyway, Pünd didn’t like food in the car. They reached the other side and drove through the Gloucester countryside, the same route that Blakiston would have taken to see Sir Magnus Pye. Fraser hoped to be in Saxby-on-Avon by seven o’clock, in time for dinner. Eventually, they reached Bath and began to follow the road that would bring them to Pye Hall, with the valley, now quite dark, stretching out on their left. ‘Gold!’ Pünd hadn’t spoken for so long that Fraser started, hearing his voice. ‘I’m sorry?’ he asked. ‘The fool’s gold concealed by Sir Magnus Pye. I am convinced that everything revolves around it.’ ‘But fool’s gold isn’t worth anything.’ ‘Not to you, James. Not to me. That is exactly the point.’ ‘It killed Tom Blakiston. He tried to get it out of the lake.’ ‘Ah yes. The lake, you know, has been a dark presence in this tale, as in the stories of King Arthur. The children played beside the lake. One of them died in the lake. And Sir Magnus’s silver, that too was concealed in the lake.’ ‘You know, Pünd. You’re not making a lot of sense.’ ‘I think of King Arthur and dragons and witches. In this story there was a witch and a dragon and a curse that could not be lifted . . .’ ‘I take it you know who did it.’ ‘I know everything, James. I had only to make the connections and it all became very clear. Sometimes, you know, it is not the physical clues that lead to the solution of the crime. The words spoken by the vicar at a funeral or a scrap of paper burned in a fire – they suggest one thing but then they lead to quite another. The room that is locked at the Lodge House. Why was it locked? We think we have the answer but a moment’s thought will assure us we are wrong. The letter addressed to Sir Magnus. We know who wrote it. We know why. But again, we are misled. We have to think. It is all conjecture but soon we see that there can be no other way.’ ‘Did Matthew Blakiston help you?’ ‘Matthew Blakiston told me everything I need to know. It was he who started all this.’ ‘Really? What did he do?’ ‘He killed his wife.’
CROUCH END, LONDON Annoying, isn’t it? I got to the end of the manuscript on Sunday afternoon and rang Charles Clover immediately. Charles is my boss, the CEO of Cloverleaf Books, publishers of the Atticus Pünd series. My call went straight to voicemail. ‘Charles?’ I said. ‘What happened to the last chapter? What exactly is the point of giving me a whodunnit to read when it doesn’t actually say who did it? Can you call me back?’ I went down to the kitchen. There were two empty bottles of white wine in the bedroom and tortilla crumbs on the duvet. I knew I’d been indoors too long but it was still cold and damp outside and I couldn’t be bothered to go out. There was nothing decent to drink in the house so I opened a bottle of raki that Andreas had brought back from his last trip to Crete, poured myself a glass and threw it back. It tasted like all foreign spirits do after they’ve passed through Heathrow. Wrong. I’d brought the manuscript down with me and I went through it again, trying to work out how much might be missing. The last section would have been called ‘A Secret Never to be Told’, which was certainly appropriate, given the circumstances. Since Pünd had announced that he’d already worked out the solution, it could only have had two or maybe three sections. Presumably, he would gather the suspects, tell them the truth, make an arrest, then go home and die. I knew that Alan Conway had wanted to end the series for a while but it had still come as an unpleasant surprise to find that he had done exactly that. The brain tumour struck me as a slightly unoriginal way to dispatch his main character but it was also unarguable, which I suppose is why he had chosen it. I have to admit that if I shed a tear, it was more for our future sales figures. So who killed Sir Magnus Pye? I had nothing better to do so I drew out a pad of paper and a pen and sat down in the kitchen with the typescript beside me. It even occurred to me that Charles might have done this on purpose, to test me. He’d be in the office when I got there on Monday – he was always the first to arrive – and he’d ask for the solution before he gave me the final pages. Charles does have a strange sense of humour. I’ve often seen him chuckling at jokes that nobody else in the room is aware that he’s made. 1. Neville Brent, the groundsman He’s the most obvious suspect. First of all, he dislikes Mary Blakiston and has just been fired by Sir Magnus Pye. He has a simple, clear-cut reason to do away with both of them. Also, he’s one of the main characters who’s connected to all the deaths. He’s there at the house when Mary dies and he’s virtually the last person to see Sir Magnus alive. Supposedly, he goes straight to the Ferryman when he finishes work on the night of the death but Conway throws in a strange detail on page 75. Brent reaches the pub twenty-five minutes later. Why is he so specific about the time? It may be an extraneous detail and it may even be wrong – let’s not forget, we’re dealing with a first draft here. But I was under the impression that the Ferryman was only ten minutes away from Pye Hall and the extra fifteen minutes might have given Brent time to double back, to slip in through the back door while Sir Magnus was talking to Matthew Blakiston and to kill him immediately afterwards. There’s something else about Brent. It’s almost certain that he’s a paedophile. ‘He was a solitary man, unmarried, definitely peculiar – a certain smell lingered in the air, the smell of a man living alone.’ The police find Boy Scout magazines on his bedroom floor and, quite casually, on page 139, we’re told that he was once caught spying on Scouts who were camping in Dingle Dell. These details leapt out at me because, by and large, there’s so little sex in the Atticus Pünd novels – although it’s worth remembering that the killer in Gin & Cyanide turns out to be gay (she poisons her lesbian partner). Did Brent have an unhealthy interest in the two boys, Tom and Robert Blakiston? It’s surely no coincidence that he is the one who ‘discovers’ Tom Blakiston when he has drowned in the lake. I even wonder about the deaths of his mother and father, supposedly in a motor accident. And finally, he was probably the one who killed the dog. All of which said, it is the first law of whodunnits that the most likely suspect never turns out to be the killer. So I suppose that rules him out. 2. Robert Blakiston, the car mechanic Robert is also linked to all three deaths. In his own way, he’s as weird as Brent. He has pale skin and an awkward haircut. He never got on with the other children at school, he was arrested in Bristol and, most pertinently, he has a difficult relationship with his mother that culminates with a public row in which he more or less threatens to kill her. I’m cheating here but, speaking as an editor, it would also be quite satisfying if Robert were the murderer as Joy Sanderling only goes to Pünd because she’s trying to protect him. I can easily imagine a last chapter in which her own hopes are destroyed when her fiancé is unmasked. That’s the solution I would have chosen. However, there are two major problems with this theory. The first is that unless Joy Sanderling was lying, Robert couldn’t possibly have killed his mother because the two of them were in bed together at the time it occurred. It’s probably true that the pink motor scooter would have been noticed as it whizzed down to Pye Hall at nine o’clock in the morning (although it doesn’t seem to have stopped the killer from using the vicar’s squeaky bicycle at nine o’clock at night). More significantly though, and Pünd mentions this on at least one occasion, Robert doesn’t seem to have any motive for killing Sir Magnus, who has only ever been kind to him. Could he have blamed Sir Magnus for the death of his younger brother when they were playing at the lake? He had, after all, supplied the fool’s gold that had caused the tragedy and Robert was the second person to arrive on the scene, plunging into the water to help drag his brother out. He must have been traumatised. Could he even have blamed him for the death of his mother? Maybe Robert is my number one suspect after all and Brent my second. I don’t know. 3. Robin Osborne, the vicar Alan Conway has a habit of playing a minor card at the end of the game. In No Rest for the Wicked, for example, Agnes Carmichael, who turns out to be the killer, hasn’t spoken a word – hardly surprising, as she’s a deaf mute. I don’t think Osborne kills Sir Magnus because of Dingle Dell. Nor do I think that he kills Mary Blakiston because of whatever it was that she found on his desk. But it’s certainly interesting that his bicycle has been used during the second crime. Could he really have been in the church all that time? And on page 95 Henrietta notices a bloodstain on her husband’s sleeve. This isn’t mentioned again but I’m sure that Conway would have got to it in the missing pages. I’m also interested in the holiday that Osborne took with his wife in Devonshire. Certainly he’s nervous when Pünd questions him (‘the vicar seemed nonplussed’) and he’s reluctant even to name the hotel where he stayed. I may be reading too much into it but Brent’s parents also died in Devonshire. Is this in some way connected? 4. Matthew Blakiston, the father Really, he should be at the top of my list as we are told, quite unequivocally, that he murdered his wife. Pünd says so at the end of part six – ‘He killed his wife’ – and it is inconceivable that he’s lying. In all eight books, even when he makes a mistake (the false arrest in Atticus Pünd’s Christmas which infuriated readers who felt that Conway hadn’t played fair), he has never been less than 100 per cent honest. If he announces that Matthew Blakiston killed his wife, then that is what happened, although annoyingly he doesn’t say why. Nor, for that matter, does he explain how he came to this conclusion. The explanation, of course, will be contained in the missing chapter. Did Matthew also kill Sir Magnus? I don’t think so. I’ve managed to work out at least one detail: the handprint in the flower bed was left by Blakiston when he was looking through the letter box. ‘I felt myself falling and I thought I was going to faint’. These are his own words. He must have stretched out his hand to steady himself and left the print in the soft earth. He kills his wife and for some reason returns to the scene of the crime. If this is the case then, as unlikely as it sounds, there’s a second killer in Saxby-on-Avon who deals with Sir Magnus for a quite different reason. 5. Clarissa Pye, the sister Sometimes, when I read a whodunnit, I get a feeling about someone for no particularly good reason and that’s the case here. Clarissa had every reason to hate her brother and might have intended to kill both Lady Pye and her son, Freddy, in order to inherit Pye Hall. The whole story about stealing the physostigmine to commit suicide could have been a lie – and would also explain the need to do away with Mary Blakiston. And let’s not forget that Clarissa had a key to the front door of Pye Hall. It’s mentioned once – on page 25 – though not again. There’s also the case of Dr Rennard and the twins-exchanged-at-birth. When did Clarissa discover the truth? Was it really when Dr Redwing told her? I only ask this because there’s an odd reference to Ashton House, where Dr Rennard lives – on page 6. In his funeral address, the vicar mentions that Mary Blakiston was a regular visitor there. It could be that Rennard had told her what had happened and she, being the sort of person she was, had then told Clarissa. That would give Clarissa a compelling reason to kill both Mary and Sir Magnus. The physostigmine could have been for Lady Pye and Freddy. It could even be that Dr Rennard’s fall hadn’t actually been an accident . . . although perhaps I’m taking this too far? I dismissed the Whiteheads, Dr Redwing and her artist husband, Frances Pye and the slightly improbable Jack Dartford. They all had motives for the murder of Sir Magnus but I couldn’t see any reason why any of them would have wanted to harm Mary Blakiston. That just left Joy Sanderling, the least likely suspect of them all. Why would she have wanted to kill anyone and, more to the point, why would she have gone to Atticus Pünd in the first place? Anyway, that was how I spent Sunday afternoon, leafing through the manuscript, making notes and really getting nowhere. That evening I met a couple of friends at the BFI for a screening of The Maltese Falcon but I wasn’t able to focus on the labyrinthine plot. I was thinking about Magnus and Mary and bloody scraps of paper, dead dogs and letters in wrong envelopes. I wondered why the manuscript was incomplete and I was annoyed that Charles hadn’t called me back. Later that night I found out why. I’d treated myself to a taxi and the driver had the radio on. It was the fourth item on the evening news. Alan Conway was dead.
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| Format your response as follows: "The correct answer is (insert answer here)". | 0shot | 148 |
66f7c780bb02136c067c35e8 | Multi-Document QA | Financial | hard | long | What is the correct answer to this question: What changes have taken place in JD's ESG initiatives over the past four years?
Choices:
(A) In terms of supplier management, JD has continuously improved the standards and systems related to green procurement by establishing a negative list mechanism for green procurement suppliers. In 2022, JD initiated a questionnaire survey to evaluate suppliers' ESG (Environmental, Social, and Governance) performance. In 2023, JD issued questionnaires to suppliers with higher ESG scores, receiving 461 valid responses. From 2024 onwards, JD has incorporated ESG clauses into supplier contracts, requiring suppliers to make commitments regarding ESG-related requirements and strictly abide by the "JD Group Supplier Code of Conduct."
(B) JD strives to ensure a diverse employee demographic structure. In 2020, the total number of employees within the JD system reached 360,000, with a proportion of 1.5% being employees with disabilities. In 2021, the total number of employees surpassed 420,000, among which over 80% hailed from rural areas. By 2022, the number declined to 370,000, but the rural population proportion remained at 80%. In 2023, the cumulative number of employees exceeded 360,000, with a female employee ratio of 21%.
(C) JD has made efforts in green operations, including promoting green commuting among employees and other initiatives. Since 2016, JD has established a strategic partnership with Didi, and in 2021, it forged a cooperation with CaoCao online car-hailing platform to provide carpooling services for employees. In 2021, the company's self-operated new energy shuttle buses at its headquarters have reached 80, with an additional 37 vehicles added in 2022. In response to the pandemic, JD has provided remote work systems for its employees, with the number of online meetings surpassing 1.6 million in 2021 and soaring to nearly 3.8 million in 2022. Notably, in 2023 alone, the number of online meetings conducted through Joymeeting exceeded 18 million.
(D) In terms of social welfare, JD is dedicated to giving back to society, making contributions in various fields such as targeted poverty alleviation, green environmental protection, inclusive healthcare, caring for vulnerable groups, emergency rescue and disaster relief. In 2021, JD initiated a series of projects and established funds in the healthcare sector; in 2022, JD played a vital role in ensuring the supply of essential goods during the pandemic; and in 2023, JD donated nearly 70,000 books to over one hundred primary schools.
| In terms of supplier management, JD has continuously improved the standards and systems related to green procurement by establishing a negative list mechanism for green procurement suppliers. In 2022, JD initiated a questionnaire survey to evaluate suppliers' ESG (Environmental, Social, and Governance) performance. In 2023, JD issued questionnaires to suppliers with higher ESG scores, receiving 461 valid responses. From 2024 onwards, JD has incorporated ESG clauses into supplier contracts, requiring suppliers to make commitments regarding ESG-related requirements and strictly abide by the "JD Group Supplier Code of Conduct." | JD strives to ensure a diverse employee demographic structure. In 2020, the total number of employees within the JD system reached 360,000, with a proportion of 1.5% being employees with disabilities. In 2021, the total number of employees surpassed 420,000, among which over 80% hailed from rural areas. By 2022, the number declined to 370,000, but the rural population proportion remained at 80%. In 2023, the cumulative number of employees exceeded 360,000, with a female employee ratio of 21%. | JD has made efforts in green operations, including promoting green commuting among employees and other initiatives. Since 2016, JD has established a strategic partnership with Didi, and in 2021, it forged a cooperation with CaoCao online car-hailing platform to provide carpooling services for employees. In 2021, the company's self-operated new energy shuttle buses at its headquarters have reached 80, with an additional 37 vehicles added in 2022. In response to the pandemic, JD has provided remote work systems for its employees, with the number of online meetings surpassing 1.6 million in 2021 and soaring to nearly 3.8 million in 2022. Notably, in 2023 alone, the number of online meetings conducted through Joymeeting exceeded 18 million. | In terms of social welfare, JD is dedicated to giving back to society, making contributions in various fields such as targeted poverty alleviation, green environmental protection, inclusive healthcare, caring for vulnerable groups, emergency rescue and disaster relief. In 2021, JD initiated a series of projects and established funds in the healthcare sector; in 2022, JD played a vital role in ensuring the supply of essential goods during the pandemic; and in 2023, JD donated nearly 70,000 books to over one hundred primary schools. | C | Please read the following text and answer the question below.
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1
2020 JD.com Environmental, Social and Governance Report
Contents
Overview
Special Topic: Combating COVID-19
Corporate Governance
Environmental Protection
Working Environment
Product Responsibility
Community Responsibility
Appendix
About JD.com
01
Report Profile
Letter from the Chairman
Statement from the Board
ESG Governance System
Strategic Position, Mission, Vision, and Values
Corporate Social Responsibility Strategic
Framework
Materiality Assessment and Stakeholder
Engagement
02
03
05
05
06
07
09
Emergency Assistance
Science and Technology
Protecting Public Health
Comprehensive Assistance to Recovery
Internal Control and Compliance
Management
Information Security
Anti-corruption
11
11
12
12
14
15
17
Green Operation
Low-carbon and Green Supply Chain
Green Lifestyle Advocacy
19
20
23
Human Resource Compliance Management
Ensuring High-quality Employment
Supplier Admittance and Compliance
Management
Supplier Environmental and Social Risk
Identification Management
Supplier Digital Management
Platform Management
Quality Management
Intellectual Property Protection
Content Governance
Customer Service
Organizations and Corporate Clients Growth
36
36
37
38
39
40
Appendix 1: Key Performance
Appendix 2: Content Index
Appendix 3: GRI Standards Content Index
Appendix 4: External Verification Certificate
47
49
51
53
Corporate Philanthropy and Social
Responsibility
Focus Areas and Practices
44
45
27
28
33
33
34
Supplier Management
01
2020 JD.com Environmental, Social and Governance Report
About JD.com
JD.com is a leading technology driven e-commerce company transforming to become the leading supply chain-based technology and
service provider. The company’s cutting-edge retail infrastructure seeks to enable consumers to buy whatever they want, whenever and
wherever they want it. The company has opened its technology and infrastructure to partners, brands and other sectors, as part of its
Retail as a Service offering to help drive productivity and innovation across a range of industries. JD.com is the largest retailer in China,
a member of the NASDAQ100 and a Fortune Global 500 company.
02
2020 JD.com Environmental, Social and Governance Report
Overview
Report Profile
Release Form of the Report
Reference and Principles
Reporting Scope
Source of Information
Currency
Referential Description
Contact Us
This Environmental, Social and Governance (hereinafter referred to as “ESG”) report is distributed electronically in Chinese and English.
This report references the United Nations Sustainable Development Goals (UN SDGs), the GRI Standards issued by the Global
Sustainability Standards Board (GSSB), the ESG Reporting Guide from the Nasdaq Stock Market, industrial standards prepared by the
Sustainability Accounting Standards Board (SASB), and the ESG Reporting Guide from the Hong Kong Stock Exchange (HKEX). The
report also considers the four disclosure principles of Materiality, Quantitative, Balance, and Consistency.
The report aims to provide information on the ESG-related performance of the Group from January 1 to December 31 of 2020, and on
material issues and boundaries identified by materiality analysis.
The information and data in this report are mainly from the Group’s database, internal statistical reports, and public information，
including prospectuses, annual reports, and media releases.
Unless specified, the monetary amounts shown in this report are all presented in RMB.
For ease of presentation, “JD,” “the Group,” and “we” all refer to “JD.com.”
We value your feedback and opinions, and appreciate you emailing us at [email protected], or mailing a letter to JD.com, No. 18 Kechuang 11
Street, Building A, Floor 20, Beijing Economic-Technological Development Area, Beijing, 100176, People’s Republic of China.
For more information, please visit our official website at https://ir.jd.com/.
03
2020 JD.com Environmental, Social and Governance Report
Powered by Technology for a More Productive and Sustainable World
Letter from the Chairman
2020 was an extraordinary year for
JD and the world. We witnessed the
systematic influence of public health
risks applied to the global economy,
environment, and society. According
to the “Global Risks Report 2021” issued
by the World Economic Forum, the
pandemic has exacerbated the global
economic recession, social inequalities,
and societal divisiveness, while
introducing increased uncertainty for
the world’s development prospects.
In terms of risk likelihood and impact
for the next decade, extreme weather,
climate action failure, human-led
environmental damage, public health
crises, and biodiversity loss constitute
the five most significant risks globally.
Actively seeking solutions to these risks
will bring new growth opportunities to
the post-pandemic world.
More people recognize the importance
of building a community with a shared
future for humankind and promoting
sustainable development. Currently,
more than 20 countries and regions
around the world—including China—
have committed to “zero-carbon”
ambitions, and major economies have
devoted themselves to a green recovery.
ESG investment that incorporates
environmental and social factors
into the overall risk assessment of
enterprises, and pays more attention to
long-term value creation, is becoming a
mainstream trend of the global capital
markets. In this context, the world’s
leading companies have updated
their sustainable development goals
and strengthened their mission and
commitment to the future. JD is one
of these leading companies—in 2020,
we released a new group mission—
Powered by Technology for a More
Productive and Sustainable World.
Digital and intelligent technologies have
become drivers for JD to accelerate
innovation during this pandemic. At
different stages of the crisis, by relying
on the Digitally Intelligent Social Supply
Chain, JD has created social value in
fighting COVID-19, through protecting
people’s livelihoods, supporting the
economy, and stabilizing employment
with a strong social responsibility
mission and technological means.
With technology, we respond to
urgent anti-epidemic needs, stabilize
prices, and ensure supplies. With
“new infrastructure,” we support the
full recovery of China’s economy
and all efforts to decisively eliminate
poverty, and safeguard everyone’s
health. This has also allowed us to gain
widespread social recognition and
trust from consumers. Encountering
the downward pressure of the global
economy, JD has shown strong
04
2020 JD.com Environmental, Social and Governance Report
resilience. In 2020, JD achieved a total net revenue of RMB 745.8
billion yuan, a year-on-year increase of 29.3%; at the same time,
our annual net number of active customer accounts increased by
nearly 110 million. More importantly, with employment a priority
for individuals and families, JD functioned as an “employment
stabilizer.” In 2020, the number of full-time employees in JD’s
system reached 314,000, a year-on-year increase of 38.3%.
Digital intelligent transformation is becoming a key driving force
for the global post-pandemic economic recovery. According to
the latest “Future of Jobs Report 2020” released by the World
Economic Forum, digital transformation will create nearly 100
million new job opportunities worldwide by 2025. In China’s
Outline of the 14th Five-Year Plan (2021-2025) for National
Economic and Social Development and the Long-Range
Objectives Through the Year 2035, “accelerating digitalization
and constructing Digital China” is brought up as a key strategy.
In 2020, JD announced its new position as a “supply chain-based
technology and service provider.” Through artificial intelligence
(AI), big data, cloud computing, the Internet of things (IoT),
blockchain, and other digital intelligence technologies, JD
provides new development momentum for the whole society.
We established the Customer-to-Manufacturer (C2M) initiative to
help over 1,000 brand enterprises achieve “smart” manufacturing
upgrades. We launched integrated supply chain and logistics
technology solutions to reduce the overall cost and increase
efficiency of the logistics industry. We provided over 20,000
service companies with an online trade fair that lasts 365 days.
We help small and medium-sized enterprises (SMEs) embrace
the era of digital intelligence and gain motivation for new
development. We actively participate in constructing digital cities
and villages. JD’s new position has generated social value while
gaining substantial growth momentum. In the fourth quarter of
2020, JD’s net service revenue has reached RMB 32.1 billion yuan,
a year-on-year increase of 53.2%, and its share of net revenue
reached a record 14.3%.
Our health and sustainable development are closely related to
the health of the entire planet, which is gradually threatened by
climate change and environmental degradation. Studies have
shown that by the middle of this century, climate change may
cause direct losses of US$7.9 trillion to the world economy. China
is playing an increasingly important role in global climate and
environmental governance, and recently announced national
targets for peaking carbon emissions by 2030 and achieving
carbon neutrality by 2060. JD is accelerating its own low-
carbon development through technological means, promoting
the green transformation of the industry, and leading society
toward green consumption. Our annual average power usage
effectiveness (PUE) of our green data centers has been declining
year by year and is currently below 1.3. JD Logistics (JDL) has
become the first logistics company in China to join the Science
Based Targets initiative (SBTi) and announce its greenhouse
gas (GHG) emissions reduction goal. Furthermore, the types of
green products on our retail platform have exceeded 100 million.
We hope to seize the historical opportunities of this new round
of technological revolution and industrial transformation,
exert the ecosystem influence through our Digitally Intelligent
Social Supply Chain, and provide more innovative solutions for
the global response to climate and environmental risks with
innovative technology. At present, JD’s AI technology has shown
great advantages in terms of energy savings and emissions
reduction for thermal power generation companies.
It is our first time issuing an ESG report. We hope to fully respond
to investors’ concerns. We will continue improving our ESG
governance structure and system, enhancing regulatory and
legal compliance, information security, and operational safety,
therefore responding better to external stakeholder expectations
while realizing internal growth. As we gradually improve our
ESG governance, we will manage social and environmental
risks more systematically. In the new era, we will continue
enhancing our resilience and ability to develop sustainably.
Looking forward, we will explore and share the social benefits of
the Digitally Intelligent Social Supply Chain with our employees,
business and ecosystem partners, and consumers. We believe it
is our responsibility to create shared value, and view technology
as the means to jointly create a more productive and sustainable
world!
Richard Qiangdong Liu
Chairman of the Board, JD.com
05
2020 JD.com Environmental, Social and Governance Report
Statement from the Board
ESG Governance System
The company’s Board of Directors
continues to pay close attention to
ESG. In 2020, the Board of Directors
participated in the supervision of ESG
reporting, carefully reviewed the results
of the Group’s important ESG issues,
and provided references for corporate
governance and risk management.
The ESG governance system of JD.com
covers the principles of ESG, and
lays a solid foundation for ESG plan
formulation, regular assessment, and
management of related risks. JD’s
ESG governance system can help the
Decision-making
Implementation
Resources
ESG Governance Structure
As a “supply chain-based technology
and service provider,” JD will continue
to devote more efforts to building a
more sustainable world with its supply
chain capabilities. In the future, the
Group will continue promoting the
integration of ESG into the company’s
company establish an effective risk
management system, maintain a good
relationship with stakeholders, and
enhance corporate governance. After
implementing an ESG governance
strategy and a sustainable development
business operations and long-term
strategic development, fulfilling its
corporate mission of being “Powered
by Technology for a More Productive
and Sustainable World,” and striving to
become the most trusted enterprise in
the world.
management system, the Group will
achieve the sustainable development
of its own robust operations and
contribute to building a more
productive and sustainable world.
Collaborates
General Office
Working Group
Members
Information
Collection
Network Group
Supports
Empowers
Coordinates
Board of Directors
Strategy Execution Committee (SEC)
ESG Working Expert
Group
JD Foundation
Collaborative
Partners
ESG Leadership
Group
Supervises
Reports to
06
2020 JD.com Environmental, Social and Governance Report
The SEC is responsible for making decisions on the strategic
goals, directions, and key scope of work in the core areas of
the Group’s sustainable development, in addition to clarifying
the internal organizational structure of ESG management, and
supervising and guiding the overall implementation of work.
SEC reports ESG-related findings to the Board of Directors to
ensure that ESG governance is integrated into the company’s
overall strategic development.
The ESG Working Group is composed of the General Office,
Working Group Members, and the Information Collection
Network Group. The ESG Working Group is responsible for
formulating ESG work strategies, identifying ESG risks and
opportunities, disclosing the progress of ESG work, and regularly
reporting ESG-related work to the SEC. The ESG Working Group
also promotes and follows up with the implementation of Group-
level goals in various business units and functional systems
through the ESG data management system, and gradually
normalizes ESG governance.
Composed of high-level external experts, and the ESG Working
Expert Group aims at providing professional advice to the SEC
and supporting committee participation and decision-making.
The ESG Working Expert Group provides professional capacity
building and training, and regularly shares global ESG best
practices and trends.
The ESG Working Group cooperates with JD Foundation to work
with JD’s ecosystem partners and leverages more internal and
external resources to support the implementation of JD’s ESG
work, and ultimately provides value to society.
Strategic Position, Mission, Vision, and Values
Strategic Position
Supply Chain-based
Technology and
Service Provider
Mission
Powered by Technology
for a More Productive
and Sustainable World
Vision
Become the Most
Trusted Company
in the World
Values
Customer First
Integrity
Collaboration
Gratitude
All in
Ownership
Strategy Execution Committee (SEC)
ESG Working Expert Group
Resources
ESG Working Group
07
2020 JD.com Environmental, Social and Governance Report
Corporate Social Responsibility Strategic Framework
“Powered by Technology for a More
Productive and Sustainable World” is
our corporate mission and core social
responsibility strategy. Based on JD’s
Digitally Intelligent Social Supply Chain as
a technological driver and organizational
drivers enabled by efficient corporate
governance as well as the full engagement
JD’s Digitally
Intelligent Social
Supply Chain
JD’s Digitally Intelligent Social Supply Chain
With the advancement of technology
and digital intelligence, social
development has reached a new form of
integrated development of information,
knowledge, science, and technology.
As a new generation of infrastructure,
JD’s Digitally Intelligent Social Supply
Chain will help connect and optimize all
aspects of social production, circulation,
of employees and business partners,
we continue to create value for
economic development, environmental
friendliness, and a harmonious society.
We help establish a more productive
and sustainable future in terms of
promoting employment, enhancing
rural revitalization, improving
social efficiency, driving high-quality
consumption, facilitating the digitalization
of the real economy, and supporting
supply-side structural reforms, thereby
proactively being accountable for social
responsibility.
and service, thus reducing social costs
and improving social efficiency. In early
2020, the Group’s strategic positioning
was officially upgraded to a “supply
chain-based technology and service
provider.” In the next decade, JD will
establish Digital Intelligent Social
Supply Chain infrastructure, and fully
utilize the value of the Digital Intelligent
Social Supply Chain to continuously
promote three long-term goals:
boosting the real economy; improving
social efficiency; and enhancing
environmental friendliness, to create
greater social value and work towards
an efficient, fair, and harmonious social
environment.
Organizational
Driver
Technological
Driver
Corporate
Governance
Employees and
business partners
Powered by
Technology
for a More
Productive and
Sustainable
World
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08
2020 JD.com Environmental, Social and Governance Report
JD and SDGs
SDGs
Our Actions
The UN SDGs describe a much-
anticipated bright future that can only be
realized by joint efforts of all mankind.
In September 2016, China pledged at the
G20 summit to fully implement the 2030
Agenda for Sustainable Development
and promote inclusive development.
Through e-commerce, finance, corporate philanthropy, and other platforms, we provide
education and employment opportunities, business resources and channels for poorer
regions, utilizing our own strength and value in eliminating absolute poverty and
facilitating rural revitalization.
Responding to the COVID-19 pandemic, we devoted ourselves to fighting the virus as
soon as possible by donating resources and providing technology solutions. We utilize
the JD Health (JDH) platform and supply chain to ensure the provision of medical
resources and daily necessities to safeguard public health, thus to better respond to
emergency public health crises. In addition, we ensure the physical and mental health of
our employees through health, welfare, and social security policies.
We provide employees with an equal, safe, and decent work environment, and
support them to obtain a fair income, a better workplace, better welfare guarantees,
and a promising career path. Moreover, our platform enables SMEs to obtain fairer
development opportunities, helps disadvantaged and vulnerable groups gain more
employment opportunities, and promotes the development of the real economy.
Through the construction of Digitally Intelligent Social Supply Chain infrastructure, we
offer innovative solutions for the digitalization of various industries, help these sectors
reduce costs, increase efficiency, and achieve low-carbon transformation with an
efficient model.
We use big data, AI, cloud computing and other technologies to provide intelligent
solutions for urban planning, transportation, environment, energy, commercial, and
security issues.
With the business operations, supply chain management, and platform effect, we strive
to achieve a more environmentally friendly and low-carbon business model, promote
sustainable and responsible consumption, and advocate the importance of biodiversity.
We value the opinions of stakeholders and maintain regular dialogue with them. By
offering technology solutions, we assist business partners and suppliers to achieve
sustainable production and operations.
Subsequently, the Chinese government
launched China’s National Plan on
Implementation of the 2030 Agenda for
Sustainable Development. The realization
of the 2030 Agenda for Sustainable
Development and the 17 SDGs requires
collective actions from the public sector,
business enterprises, and civil society.
As a supply chain-based technology
and service provider, JD leverages its
advantages in Digitally Intelligent Social
Supply Chain and its platform impact
to exert its commercial influence and
actively implement the SDGs.
09
2020 JD.com Environmental, Social and Governance Report
Materiality Assessment and Stakeholder Engagement
Through benchmarking analysis and stakeholder surveys, the Group has identified 28 strategic issues that facilitate the creation of
shared values, and has created a materiality matrix. Among them, the high and moderate priority material issues are regarded as the
most important topics to disclose in this report. The scope and boundary of the report are determined by data availability.
Benchmarking
analysis
Stakeholder
survey
Materiality
matrix
Identification
of issues
creating a
shared value
High priority material
issues
Moderate priority material
issues
Low priority material
issues
Significance to economic,
environmental, and
social impact
Significance to
stakeholders
Significance to JD
Questionnaire/survey
Interviews
Macro-economic policies,
industry policies, and
regulatory requirements
International standards,
ESG rating agencies and
HKEX requirements
Peers’ best practices, and
JD business positioning
and strategy
Materiality Matrix
Materiality Assessment Flow
Importance to JD
High
High
Impact of JD
Establishment
of corporate
governance system
Inclusive workplace
culture
Green investment and
responsible investment
The Board’s support and participation
in sustainable development
Anti-corruption
Talent development
Energy savings, emissions reductions,
and green operations
Business leadership
and partner
ecosystem
Rural revitalization and rural development
Create a fair business
environment
Sustainable revenue and growth
Anti-epidemic practices
Promoting “dual circulation”
with high quality domestic
demand growth
Win-win cooperation with partners
High quality
development of the
real economy
Sustainable consumption
and circular economy
Digitalization and
intelligentization of industry
Data safety and user privacy
Consumer rights and interests
Integrity of operations
High quality products
and services
Efficient
and
intelligent
supply
chain
Risk and compliance
management
Technological innovation
Employment and
entrepreneurship
Occupational health
and welfare
Moderate
JD Foundation’s support for
disadvantaged and vulnerable
groups and communities
Inclusive digital
technology
10
2020 JD.com Environmental, Social and Governance Report
The Group fully considers the impact of its own operations on stakeholders, and maintains regular communication and diversified
relationships with six types of stakeholders, including consumers, employees, shareholders and investors, governments and regulatory
agencies, partners on the value chain, and communities and the environment. The expectations of various stakeholders provide a key
reference for the Group to identify important sustainable development issues, enhance related work, and carry out relevant information
disclosure.
Stakeholder Engagement
Stakeholders
Material Issues
Communication
Governments and
Regulatory Agencies
Employees
Partners on the
Value Chain
Consumers
Communities and
Environment
Efficient and intelligent supply chain
Digitalization and intelligentization of industry
Win-win cooperation with partners
Business leadership and partner ecosystem
Create a fair business environment
Green investment and responsible investment
Consumer rights and interests
Integrity of operations
High quality products and services
Data safety and user privacy
Talent development
Occupational health and welfare
Inclusive workplace culture
Risk and compliance management
Sustainable revenue and growth
Anti-corruption
The Board’s support and participation in
sustainable development
Establishment of corporate governance system
Daily procurement, training, and evaluation
Industry forums
Supplier Conferences
High quality development of the real
economy
Promoting “dual circulation” with high
quality domestic demand growth
Technological innovation
Sustainable consumption and circular economy
Anti-epidemic practices
Energy savings, emissions reductions, and
green operations
Employment and entrepreneurship
Rural revitalization and rural development
Inclusive digital technology
JD Foundation’s support for disadvantaged and
vulnerable groups and communities
Long-term public welfare projects
Daily media communication
Social media communication
Charity industry forums and activities
Volunteer activities
Phone calls, meetings, and company visits
Corporate annual reports, quarterly reports, and announcements
Roadshow
Daily reports and communication on sustainable development and
ESG related issues
Continuous online and offline
communication (apps/
websites/stores)
24/7 customer service hotline
Daily media communication
Social media communication
Consumer research
All-staff emails, communication
meetings, forums, the staff
and workers’ representative
congress, training activities and
feedback mechanisms
Online and offline research activities
Email address for employee
complaints
“Voice of Logistics Employees”
platform
Daily reports and
communication, and issuing
policy recommendations
Industry forums and
conferences
Field investigation
Sign cooperation
agreements and establish
strategic cooperation
Responding to inquiries
for listed companies from
regulatory agencies
Shareholders and
Investors
11
2020 JD.com Environmental, Social and Governance Report
Special Topic: Combating COVID-19
Since the outbreak of the COVID-19 pandemic, JD has spared no effort in fighting the virus. JD leverages its leading advantages in
supply chain and logistics through a series of efficient, reliable, and innovative anti-epidemic measures to meet social needs with
medical resources and daily necessities. JD helps solve challenges generated by COVID-19, promote economic recovery with “new
infrastructure,” and protect public health and safety with care and love.
After the outbreak, JD responded quickly and set up a steering committee to make critical decisions and overall deployment. JD also
immediately established a special team for epidemic prevention and control. The emergency working groups of each sub-group and
department implement specific tasks to ensure a quick response mechanism that is live 24/7. JD continues delivering social value in
anti-epidemic measures, boosting the economy, ensuring people’s livelihoods, and stabilizing employment. The Group has invested
more than RMB 1 billion yuan in donating of protective and medical supplies, guaranteeing the transportation capacity of special lines
in Hubei and people’s livelihoods in key areas, and empowering the platform partners’ businesses.
JD donated 1.08 million facial masks and tens of thousands of medical supplies to Hubei Charity
Federation and Wuhan Hospital at the start of the pandemic. From January 21 to March 31, JDL
transported more than 70 million medical emergency supplies for free, with a total weight of more than
30,000 tons, and delivered more than 10,000 tons of medical emergency supplies and daily necessities
from all over the world to Hubei Province. In addition, JDL sent nearly 30,000 pieces of luggage from the
medical assistance teams in Hubei to more than 30 provinces across the country for free.
JD Technology (JDT) has launched epidemic inquiry robots to provide the public with emergency
services such as online consultation, epidemic knowledge sharing, epidemic monitoring, and
medicine delivery. JDT developed a platform releasing emergency resource information that can
conduct intelligent searches and match supply-and-demand from governments, enterprises, and
philanthropic organizations. In addition, JD has built an “outbreak situation awareness system for high-
risk populations” to provide technical support for epidemic prevention and control. JDT independently
researches and develops AI robots for indoor delivery of medical supplies during the pandemic.
Moreover, JDL has launched a “no-contact” delivery model for smart vehicles in multiple cities to
reduce pandemic exposure risks in the express transportation industry.
Emergency
Assistance
Science and
Technology
12
2020 JD.com Environmental, Social and Governance Report
JDL provides a healthy environment for front-line service personnel and has provided more than
10 million facial masks and other anti-epidemic materials and insurance to front-line employees to
ensure a safe working environment to the greatest extent. JDT provides free “COVID-19” insurance
for front-line medical personnel, JD’s front-line employees and their families in the fight against the
pandemic. The insurance value is RMB 300,000 yuan per person, and a maximum of RMB 1 million
yuan for family members who pass away or become disabled due to the COVID-19. So far, 105,000
eligible employees have received insurance for free. In addition, JDH provides free online services for
medical consultation and psychological counseling. During the period from January 26 to April 30,
2020, the platform served more than 11 million users. Moreover, JDH launched “Patients with Chronic
Diseases Medicine Help Platform,” which assists patients with chronic diseases.
On February 2, JD launched multiple subsidy projects for platform merchants, which include fee
reductions, financial and logistics support, traffic support, technical support, and health coverage,
and more. On February 8, JD announced an additional RMB 100 million yuan subsidy for merchants
using JDL warehouses. On March 4, JD announced that it would provide RMB 1.5 billion yuan
resources to launch the Spring Rain Plan, which integrates all platform marketing capabilities to
support key categories’ promotion. The Plan provides desired traffic to brands and merchants,
and facilitates the offline stores to resume their businesses through JD’s omni-channel coverage.
Furthermore, the special policies that lower the entry requirements for merchants to operate on JD
platforms restarted stagnant industry chain. Through multiple policies, JD provides more low price
and high quality products to consumers, fully satisfying explosive post-pandemic demand, thereby
boosting consumer confidence, and helping the entire industry chain return to the fast lane.
Protecting
Public Health
Comprehensive
Assistance to
Recovery
13
2020 JD.com Environmental, Social and Governance Report
Corporate Governance
01
Internal Control and Compliance Management
Information Security
Anti-corruption
14
2020 JD.com Environmental, Social and Governance Report
Internal Control and Compliance Management
Guided by the concept of “achieving
success the right way,” the Group
complies with laws and regulations,
builds a culture of honesty and anti-
Based on the three “defensive lines,”
the compliance system consists of five
perspectives to fully guarantee internal
control and compliance, including
laws and regulations compliance, anti-
corruption compliance, information
security compliance, auditing
compliance, and transaction risk
control. The first perspective is laws
and regulations compliance: JD strictly
abides by relevant laws, regulations,
and rules; the second perspective is
anti-corruption compliance: JD always
has zero tolerance for corruption;
the third perspective is information
security compliance: JD is committed
to ensuring the security of personal and
customer information and ensuring the
confidentiality of JD’s information and
data; the fourth perspective is auditing
compliance: JD’s independent audit
and supervisory teams establish and
All employees
Risk management teams
Independent audit and
supervisory teams
The first
defensive
line
The second
defensive
line
The third
defensive
line
Transaction
risk control
Auditing
compliance
Information
security
compliance
Anti-
corruption
compliance
Laws and
regulations
compliance
corruption, realizes technology and data-
driven compliance management, and
establishes a forward-looking, flexible,
and efficient compliance system. All
employees, risk management teams,
and independent audit and supervisory
teams constitute the “defensive lines” of
the compliance system.
implement internal control systems
for the Group and its subsidiaries, and
conduct supervision and evaluation;
the fifth perspective is transaction
risk control: each JD business unit
accurately identifies and intelligently
confronts business transaction risk
behaviors. Through employee training,
accountability mechanisms, and
incentives, the Group ensures the
effectiveness of the overall compliance
system.
Externally, the Group is supervised by
the Public Security Organ, the Ministry
of Industry and Information Technology
of the People’s Republic of China, the
Cyberspace Administration of China,
the State Administration for Market
Regulation of the People’s Republic
of China, consumer associations, the
State Post Bureau of the People’s
Republic of China, and more. The
Group has been rigorously complying
with a series of Chinese laws and
regulations, including E-commerce
Law, Cybersecurity Law, the Provisions
on Ecological Governance of Network
Information Content, Advertising Law,
Product Quality Law, Food Safety Law,
Law of the People’s Republic of China
on the Protection of the Rights and
Interests of Consumers, Postal Law, and
Interim Regulation on Express Delivery,
and more. At the same time, in the
development of international business,
the Group strictly adheres to local laws
and regulations in the countries in
which it operates, establishes a legal
compliance system for international
business, and gradually improves
the system with the development of
international business.
15
2020 JD.com Environmental, Social and Governance Report
Information Security
The Group attaches great importance to information security. In 2020, the Group established its
Safety and Risk Control Committee, which is in charge of overall planning and decision-making
related to data safety and user privacy. The Information Security Department, established
for the Group’s cybersecurity, is responsible for executing decisions from the Safety and Risk
Control Committee and defending the Group’s network and system through data encryption
and decryption, data leakage prevention, and other technical control methods. Moreover,
the Information Security Department conducts comprehensive monitoring and protection of
system security and guards against external attacks. Information security training courses are
required for new employee enrollment with 100% participation.
JD obtained the ISO27001 information security management system certification in 2018, and
the ISO27701 privacy information management system certification in 2020. With reference
to ISO27001 and ISO27701, JD has established a complete and mature information security
and privacy security management system, which constitutes 63 safety management system
requirements covering all related departments and suppliers, including “JD.com Data Security
Management Specification,” “JD.com Supplier Security Management Practice,” “JD.com User
Personal Information and Important Data Security Regulation,” and more.
JD has set up a data monitoring and auditing mechanism to implement comprehensive data
security control. JD strictly abides by a series of laws and regulations such as the E-Commerce
Law of the People’s Republic of China and Network Security Law of the People’s Republic of
China, and actively responds to domestic and international policy requirements. According to
Article 37 of the Cybersecurity Law of the People’s Republic of China, JD has formulated the “JD.
com Data Cross-border Protection Security Management Standard,” which clarifies the cross-
border data evaluation process and controls the security of data exiting the country.
In terms of data ecosystem security, JD has formulated the “Basic Security Requirements and
Guidelines for JD’s Business and Data Openness,” which requires the security team to evaluate
the data security capabilities of businesses and partners involved in data openness. At the
same time, the “Regulations for the Security Development of Third-Party Services,” “Access
Rules and Security Specification,” and other policies and regulations set safety requirements
on partners in terms of account numbers, databases, and permissions.
Data Safety
new employment participation
in information security training
courses
100%
16
2020 JD.com Environmental, Social and Governance Report
JD attaches great importance to user privacy and security. JD has obtained the Level
Three Trusted Cloud Services (TRUCS) Certification issued by the Data Center Alliance and
China Academy of Information and Communications Technology (CAICT), the Ministry of
Industry and Information Technology (MIIT) of the People’s Republic of China, and Security
Information System Security Protection Level Three accreditation issued by the Ministry
of Public Security of the People’s Republic of China. In 2020, JD has obtained the ISO27701
privacy information security management system certification.
JD has established and improved its privacy and security management system with
reference to the Cybersecurity Law of the People’s Republic of China, Personal Information
Protection Law (Draft) of the People’s Republic of China, GB/T 35273 Information Security
Technology Personal Information Security Specification of the People’s Republic of China,
the European Union’s General Data Protection Regulation (GDPR), ISO27701 and other
domestic and international standards.
JD’s privacy and security management system includes 12 system requirements, such as the
“JD.com Information Security and Privacy Policy” and “JD.com Privacy Impact Assessment.”
JD has established a confidentiality agreement for information disclosure, a privacy
compliance system for customer service work, customer information verification standards,
and other procedures and systems, which require that employees must not copy, leak,
embezzle or misappropriate any customer information. To promote the implementation of
privacy and security requirements, the Group organized 4 enterprise-wide trainings in 2020.
JD also respects and values the privacy protection of international users, and has
established a compliance mechanism to protect users’ privacy rights in accordance with
the requirements of local laws. For instance, in response to the EU’s GDPR requirements,
JD International (JDI) has carried out compliance risk assessment and rectification work
on related businesses. In addition, JD has established the “JD.com User Subject Rights
Response Process” to identify 10 privacy rights of users in accordance with EU’s GDPR
requirements, clarify the specific procedures for user rights exercise, and ensure that users
can successfully complete complaints and applications for privacy rights.
User Privacy
enterprise-wide privacy security
trainings organized by the Group
in 2020
4
17
2020 JD.com Environmental, Social and Governance Report
Anti-corruption
JD strictly adheres to Chinese laws and regulations and other applicable normative
documents. At the same time, as an overseas listed and internationally operated
company, JD also strictly abides by local national anti-corruption and anti-bribery laws
and other relevant regulations in other countries. JD has always upheld a “zero tolerance”
attitude towards corruption and has continuously improved the construction of its anti-
corruption system. The anti-corruption system and regulations include the “JD.com
Business Conduct and Ethics Code,” “JD.com Anti-Corruption Regulations,” “JD.com
Whistleblower Protection and Reward System,” “JD.com Integrity Reward Policy (for
Trial Implementation),” “JD.com Active Filing Reward Policy (for Trial Implementation),”
“JD.com Gifts Management Regulations,” “Vendor Paid Travel and Business Dinner
Regulations,” “Anti-Commercial Bribery Agreement,” and more.
For internal anti-corruption management, JD has set up a corruption reporting center
to comprehensively collect various types of corruption information in various fields.
JD will keep all information providers and all materials provided strictly confidential.
Reporters can contact JD via phone and email (Tel: 400-601-3618; Email: [email protected]).
Moreover, to improve the integrity and self-discipline of employees and create a positive
work environment, the Group releases internal anti-corruption announcements through
the company’s intranet, and collectively announces multiple ongoing corruption
investigations and the names of employees who have engaged in misconduct. JD
conducts anti-corruption trainings across the entire Group, covering 225,071 employees,
which accounts for 96.19% of full-time employees. New employees must complete
the online anti-corruption training course and assessment in order to complete their
probation period. Everyone working in the Group receives anti-corruption trainings and
conducts an assessment every year. Management personnel above the director level
need to receive special anti-corruption trainings. In addition, JD analyzes and categorizes
business risks through case review, establishes an early warning and communication
mechanism for corruption risks, and helps business departments take the initiative in
prevention and internal control. Furthermore, JD’s application of big data and cloud
computing in anti-corruption work has achieved good results in case management, data
anomaly monitoring systems, and corruption case investigation.
As for industrywide joint anti-corruption efforts, JD continues to build the Sunshine
Integrity Alliance® (hereinafter referred to as “the Alliance”)
1, which initially started with
13 member organizations but has now exceeded 500. The Alliance initiated “Sunshine
Academy” on its official website to share resources such as anti-corruption resources,
training courses and policies. The Alliance and the Criminal Law Research Center of
Renmin University of China jointly established the “Corruption Control Training Center
for Enterprises,” which provides free corruption control trainings to member companies.
The “Corruption Control Training Camp” organized by the Alliance attracted more than 40
representatives from 30 companies to participate.
In terms of international anti-corruption, JD is establishing a compliance system with the
Foreign Corruption Practices Act (FCPA), which includes relevant systems and trainings.
The trainings will cover all international business staff and group management personnel.
1 In 2017, JD initiated and established the Alliance with 13 industry leaders and the Criminal Law Research Center of Renmin University of China to jointly create a sunny and
transparent business environment.
full-time employees participated
in anti-corruption trainings
new employees completed online
anti-corruption training and
assessment in order to complete
probation
96.19%
100%
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2020 JD.com Environmental, Social and Governance Report
Environmental Protection
02
Green Operation
Low-carbon and Green Supply Chain
Green Lifestyle Advocacy
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2020 JD.com Environmental, Social and Governance Report
Based on its operating and business advantages, JD builds a green and low-carbon business model covering three dimensions:
Corporate Operations, Supply Chain, and Sustainable Consumption, to achieve green economic development and jointly build a green
community.
In September 2020, China announced its goal of peaking carbon emissions in 2030 and achieving carbon neutrality in 2060. Responding
to China’s climate goal is JD’s responsibility and where its future opportunities lie. We will work hard to build a greener supply chain
with a lower carbon footprint, strive to become a leading carbon-neutral corporation, and use our influence in the supply chain to
radiate participation by wider range of business partners in promoting China’s goal of achieving carbon neutrality.
Green Operation
JD aims to lead by example through the company’s own green operations with a lower carbon footprint and greening our business
world.
Through low-carbon design, green
procurement, energy management,
efficient resources use and waste
management, as well as daily green
operations, JD has achieved greener
data center practices with a lower carbon
footprint. The data centers’ annual
average PUE is decreasing each year,
reaching below 1.3 by utilizing energy-
saving technologies such as frequency
conversion and indirect evaporative
cooling, as well as refined operations and
maintenance management. In the future,
the data centers will use new technology
that recycles residual heat derived from
data center operations, to provide a
green and clean heat source for urban
integrated heat supply networks.
Green and Low-carbon
Data Center
Green and Low-carbon Targets
JD’s Environmental Protection Strategy
Upholding China’s 2060 Carbon Neutrality Target
Corporate Operations
Sustainable Consumption
Supply Chain
Green Low-carbon
Data Center
Green
Procurement
Zero Waste
City
Low-carbon
Storage
Sustainable
Lifestyle
Trend Insights and
Research
Low-carbon
Logistics
Green Office
Circular Packaging
Green Travel
Eco-partners
JD actively implements the concept of
green procurement, comprehensively
considering the energy-saving and
environmental protection benefits
of product design, procurement,
production, packaging, logistics, sales,
service, recycling, and reuse. The Group
prioritizes the procurement of raw
materials, products and services which
are environmentally friendly, energy
effective, and can be fully utilized. We
ensure the effective implementation of
the green procurement system through
the “Green Procurement Management
Regulations” and the negative list
system.
Our administrative department also
values environmental protection and
energy conservation. We remind our
employees to save electricity, make
good use of paper and resources, and
reduce waste. We promote paperless
offices within the company to reduce
paper consumption. Some of our office
areas have installed inductive lighting
to achieve smart energy conservation.
We take environmental factors into
consideration when purchasing daily
office supplies. For example, we
prioritize sourcing toilet paper products
from Forest Stewardship Council (FSC)-
certified suppliers to reduce the Group’s
environmental impact.
Green Procurement
Green Office
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2020 JD.com Environmental, Social and Governance Report
We have strategically cooperated with DiDi and reduced our employees’
carbon footprint through carpooling. Since 2016, there have been 196,131
electric vehicle rides and an accumulative mileage of 3,437,911 km from
employees’ daily commute according to DiDi, reducing our carbon
emissions by 275,032.88 kg carbon dioxide equivalent (kgCO2e).
Green Commute
Low-carbon and Green Supply
Chain
As a supply chain-based technology and service provider, JD contributes
to China’s carbon neutrality goal and global climate action by building a
cleaner supply chain system with a lower carbon footprint.
In October 2019, JDL announced that it would join the Science Based
Targets initiative (SBTi), becoming the first Chinese logistics company
to commit to a science-based emissions reduction target. JDL commits
to reduce GHG emissions 50% by 2030 compared with 2019. On July 6,
2020, JDL’s Green Stream Initiative
2 launched the first Environmental
Protection Day in the logistics industry, further promoting and
implementing the concept of the entire green supply chain. As of
December 2020, the Green Stream Initiative has influenced more than
200,000 merchants and hundreds of millions of consumers.
Climate Goals
JD replaces traditional fuel-combustion trucks with new energy vehicles,
leading to the development of green transportation. From 2017 to 2020,
JDL launched new energy vehicles in more than 50 cities in seven regions
across China, reducing at least 120,000 tons of CO2 emissions per year. In
addition, JD has built and introduced more than 1,600 charging stations
nationwide to better support the new energy vehicles. We use big data to
carry out real-time optimal route planning and storage network planning
to reduce the number of vehicles in transit, increase the full load rate of
return vehicles, and optimize the efficiency of logistics transportation.
Transportation
Specific Measures
2 The Green Stream Initiative was launched on June 5, 2017. JDL joined hands with upstream
and downstream partners in the supply chain (including brand owners to retailers, and retailers
to users) to promote the greening of the end-to-end supply chain. On May 25, 2018, the Green
Stream Initiative was comprehensively upgraded, from focusing on the field of green logistics and
ecological environment to the sustainable development strategy of the entire Group that includes
comprehensive content regarding “Environment,” “Society,” and “Economy.”
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2020 JD.com Environmental, Social and Governance Report
We realized the application of warehouse
rooftop solar photovoltaic (PV) systems
through installation in Shanghai “Asia
No.1” Intelligent Logistics Park, and have
explored more low-carbon innovative
solutions for warehousing. Since 2020, to
promote renewable and clean energy, we
have worked with our new energy business
partners to promote the construction of
solar PV power plants in smart industrial
parks nationwide.
In 2017, JDL took the lead in deploying
a rooftop distributed solar PV system in
Shanghai “Asia No.1” Intelligent Logistics
Park, and it was officially connected to
the grid in 2018. At present, solar power
generation has covered the energy
demands of the park including warehouse
lighting, automatic sorting, packaging,
Storage
picking and other multi-scenario
operations. In 2020, the power generation
has reached 2.538 million kWh, equivalent to
approximately 2,000 tons of CO2 emissions
reductions and saving approximately 800
tons of standard coal.
In addition, JD’s automatic warehouses
and industrial parks nationwide are
expected to install a total of more than 200
megawatts of solar PV power plants by the
end of 2021, to achieve an annual power
generation of more than 160 million kWh
after completion. With JD’s Xi’an “Asia No.1”
Intelligent Logistics Park as a pilot site, JD
plans to create a rooftop solar PV power
generation area of more than 1.5 million
m
2 in Tianjin, Hefei, and other places in the
future.
As the first logistics company in China
to fully implement green packaging,
JDL has always committed to green and
sustainable principles in package design
and use, striving to promote innovation
in the packaging, transportation,
Packaging
and storage processes, and using
our influence to drive upstream and
downstream partners and consumers to
jointly promote the achievement of the
UN SDG 12‒Sustainable Production and
Consumption.
We realized that the express and
delivery industry uses significant natural
and social resources. Therefore, we
introduced multiple measures to make
JD’s logistics more circular and less
carbon-intensive:
We use reusable delivery boxes to reduce the volume of
disposable cardboard and tape
For fresh products, we use foldable thermal insulation
boxes, which reduce the amount of single-use ice bags whilst
replacing disposable foam boxes
We replace disposable woven bags with reusable transfer
bags, and replace stretch wrap with recycled winding nets to
reduce the use of plastic products
We provide circular and shared logistics solutions for the
industry
Based on big data and collaboration with brand enterprises,
we explore new green models at the source to solve the
problems of disposable packaging waste by reducing
commodity packaging, using minimal packaging, shipping
in original packaging, and implementing B2B circular
packaging, and paperless operations
01
02
03
04
05
kWh of solar power generated by solar
PV systems in JD’s Shanghai “Asia No.1”
Intelligent Logistics Park in 2020
tons of CO2 emissions reduced by
applying solar PV systems in JD’s
Shanghai “Asia No.1” Intelligent
Logistics Park in 2020
2.538 million
2,000
22
2020 JD.com Environmental, Social and Governance Report
A total reduction of
180 million
disposable foam boxes
4
and 600 million
disposable ice packs
4
The average utilization rate of reusable
transfer bags has exceeded
98%
which saves nearly 80 million
disposable plastic woven bags annually
5
As of the end of 2020
3 The time scope of the data: From December 2017 to December 31, 2020.
4 The time scope of the data: From 2015 to December 31, 2020.
5 According to the data retrieved on December 31, 2020.
6 The time scope of the data: From 2014 to December 31, 2020.
7 The time scope of the data: From January 1, 2020 to December 31, 2020.
Industry Empowerment
accumulated uses of
reusable boxes
3
16 million
fewer pieces of disposable
packaging used industry-wide
6
10 billion
fewer meters of tape used per
year by promoting thinner tape
and reusable boxes
7
400 million
fewer tons of paper consumed
per year due to electronic
express sheet usage
7
13,219
Industry Empowerment
To make electricity greener, JDT researched and developed an AI-based optimized control system for thermal power
plants based on deep reinforcement learning technology. The system can dynamically optimize multiple core variables,
including dampers and valve control for coal feeding and steam systems. This system has solved the worldwide challenge
of optimizing the complex systems that continuously control high-dimensional variables. Moreover, the project has been
approved by many domestic power plants and authoritative institutions in the cities of Nanning and Langfang, creating a
precedent in the application of AI deep reinforcement learning technology in the field of power station boilers.
In December 2019, the AI-based Thermal Power Generation project was selected as an outstanding case in China Business
Climate Action, released during the 25th United Nations Climate Change Conference, also known as COP 25.
In June 2020, JDT launched a smart vision network based on AI, 5G, big data, and cloud computing, which plays an
important role in wildfire identification as well as agricultural and forest fire prevention. At present, the straw burning
monitoring system based on the smart vision network has been piloted in the Jinan Prior Zone for Replacing Old
Growth Drivers with New Ones. The system offers straw burning real-time monitoring, which can help prevent fires. By
implementing 24-hour monitoring, the phenomenon of burning straw has declined in the Prior Zone.
AI + Thermal Power Generation
Straw Burning Cloud Monitoring System
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2020 JD.com Environmental, Social and Governance Report
Green Lifestyle Advocacy
Consumer preferences for more sustainable lifestyles and
consumption are leading to changes in market demand. This is
driving industries to transition towards greener development
models, which can lead sustainable lifestyles, and to participate in
and promote sustainable development. In 2019, JD joined hands with
the World Wide Fund for Nature (WWF) to launch the Giant Panda-
Friendly Enterprise Alliance. With the help of JD’s platform, we drive
upstream business partners to develop sustainable products with
agricultural products from panda habitats, while using trustworthy
products. The Internet platform provides consumers with rich, high-
quality, and responsible consumption choices.
As an industry leader in this new era of consumption, we strive
to provide more sustainable options through our own supply
chain, ecosystem, and brand influence, by promoting sustainable
consumption and a lifestyle that recycles resources, thus facilitating
the transition to a green and high-quality value chain.
JD has held more than 100 green promotional and education events, calling on hundreds of millions of consumers to participate in
environmental protection and public welfare. Activities include Earth Hour, Azure Earth Sustainability Week, Green Packaging Design
Competition, Green Packaging Forum, Waste Classification Awareness Campaign, and the use of recycled packaging during marathons.
Through JD Giving Platform, JD Foundation has cooperated with JDL to implement the Pre-loved Objects Donation Plan. With the
Green Stream Initiative and a nationwide logistics network, JDL has worked with partners to collect 10 million boxes in more than 100
cities. We reduced 17,500 tons of carbon emissions through box recycling. At the same time, 4 million pre-loved objects (including
clothes, toys, and books) are reused through JD Foundation’s Collecting Objects with Love platform.
Consumer Advocacy
Sustainable Consumption
Pre-loved Objects Donation Plan
used boxes collected in total
10 million
pre-loved objects (including
clothes, toys, and books)
4 million
tons of carbon emissions reductions
through box recycling
17,500
24
2020 JD.com Environmental, Social and Governance Report
JDL launched its box recycling project in 2016, and extended the package recycling to all categories, which includes plastic bags, plastic
tapes and bubble wrap, as well as boxes. In 2019 and 2020, JDL jointly initiated plastic packaging recycling with brand enterprises like
P&G and Coca-Cola.
To protect wildlife, JD has helped assert stronger regulatory pressure to eliminate the trafficking of endangered wildlife. With the scale
of our platform, JD takes actions such as regular checking, shelf cleaning, intercepting sensitive words in transit, and search blocking
to cut off illegal transactions of wildlife on the platform. In 2020, JD set up a task force to regulate wildlife trade and established a list
of more than 100 types of wildlife-related commodities. In addition, JD has produced posters to protect endangered flora and fauna,
raising consumer awareness of wildlife protection.
Zero Waste City
Safeguarding Biodiversity through Sustainable Consumption
Community Resource Recycling
8 The time scope of the data: From 2014 to December 31, 2020.
9 The time scope of the data: From 2019 to December 31, 2020.
boxes have been recycled by post-
delivery recycling since 2016
new boxes were saved by
cooperating with brand enterprises
to recycle and reuse box resources
8
plastic bottles from brand enterprises
were recycled
9
10 million
2 billion
100,000
25
2020 JD.com Environmental, Social and Governance Report
In April 2019, the Ronghua Subdistrict Office of Beijing Economic-Technological Development Area, in cooperation with JD’s household
waste classification station, launched an innovative waste classification pilot project.
Achievements:
Innovative Models for Waste Classification
Leveraging the scale of the platform and our industry influence, JD has cooperated with tens of thousands of enterprises to establish
various green stream ecological alliances, jointly exploring the green packaging ecosystem and promoting sustainable consumption.
Green Alliance
New Energy Industry
Symbiotic Alliance
JD Cloud Box Global Alliance
Green Packaging Alliance
China E-commerce Logistics Industry
Packaging Standards Alliance
E-commerce Logistics Joint Packaging
Innovation Center
households set up green credit accounts
in the area
17,414
participation rate in 19 residential
complexes
94%
cases of credits exchange
13,804
of food waste sorted and filtered out
26%
self-service recycling stations
16
26
2020 JD.com Environmental, Social and Governance Report
Working Environment
03
Human Resource Compliance Management
Ensuring High-quality Employment
27
2020 JD.com Environmental, Social and Governance Report
JD has always been committed to providing a favorable environment for talent development. JD not only provides employees
with decent work while ensuring their health, rights, wages and welfare, but also creates an equal, inclusive, and diverse working
environment with a broader range of opportunities, thus ensuring that all JD people can work decently and happily, as well as helping
them achieve more fulfilling lives.
Human Resource Compliance Management
Employee Profile
Employment and Labor Standards
In 2020, JD actively played its role as an “employment stabilizer.” According to JD’s
Fourth Quarter and Full Year 2020 Results, there are over 360,000 employees in both
listed and non-listed companies under the JD system, and the number of employees
(excluding part-time and interns) in the listed companies is approximately 310,000.
In 2020, JD hired nearly 100 thousand new employees. In addition, JD has indirectly
created job opportunities for 18 million people. Currently, JD’s diversified business
sectors have incubated more than 2,000 positions, including the front-line staff that
provide superior services to customers, industrial elites in research and development
(R&D), experts in supply chain management, and procurement and salespersons
delivering essential supplies to the public. JD’s staff structure is diversified, covering
employees with different fields of expertise.
JD embodies the principles of fairness, impartiality, openness and selection of the best.
The “JD.com Employee Handbook” has clearly stipulated that JD does not treat people
differently under the protection of laws and regulations, regardless of ethnicity, race,
color, age, gender, nationality, marital status, association, as well as religion, sexual
orientation, sexual identity and expression, disabilities, pregnancy and political stance.
In our talent recruitment and retention process, we strive to encourage employees to
make the best use of their talents.
JD strives to introduce people with disabilities into its overall workforce, with a
minimum threshold of 1.5%. The customer service center in JD Retail set up a “Sunshine
Angel and General Department,” specifically to recruit employees with disabilities. In
2020, the number of people with disabilities employed in the cities of Suqian, Chengdu
and Yangzhou, was 108.
To prohibit the use of child labor and forced labor, the “JD.com Employee Handbook”
has strict employee admission regulations that prohibits the hiring of individuals under
16 years old. JD respects and safeguards the legitimate rights and interests of every
employee, and the “JD.com Employee Handbook” has clearly regulated the reporting
process and employee treatment during vacations and paid leave.
JD organizes regular employee satisfaction surveys. The 2020 employee satisfaction
survey for employees in the Beijing headquarters and each subsidiary shows that
the employee satisfaction has reached 4.08 out of 5. The survey was mainly based on
questionnaires and supplemented by interviews. The main focus is feedback on related
services provided to employees in the workplace, such as canteen and catering, shuttle
buses, supporting amenities (supermarkets, gyms, etc.), security, basic facilities (air
conditioners, elevators, lighting), office hardware (desks and chairs), and functional
areas (meeting rooms, lounges, maternity rooms, etc.).
employees in both listed and non-listed
companies under the JD system
job opportunities were indirectly
created by JD
of JD’s workforce consists of
people with disabilities
employees with disabilities in
the cities of Suqian, Yangzhou,
and Chengdu
360,000+
18 million
1.5%
108
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2020 JD.com Environmental, Social and Governance Report
Training and Development
JD emphasizes the importance of nurturing diversified talents, and has established systematic training programs for employees,
providing a variety of talent development plans and resources.
JD keeps improving its talent training
and management mechanism, which
now includes the “Employee Training
and Management System,” “Internal
Trainer Management System,” “Course
Management System,” “Training
Suppliers Management System,” among
others.
JD established an internal exclusive
Software as a Service (SaaS) online
learning platform, which was put into
use from April 2019. Its training programs
have cumulatively been viewed more
than 27 million times. From 2019 to 2020,
JD organized more than 22,000 training
sessions for JD’s supporting systems
and business units.
JD values the recruitment and nurturing
of diversified talents, providing
internship and management trainee
programs, international management
trainee programs for overseas senior
MBA candidates and holders, high-
potential talent programs for the
core management groups, and senior
executive study tour plans. JD also
provides continuing education programs
for employees to pursue bachelor’s and
master’s degrees, including MBA degrees.
Furthermore, JD offers ample learning
resources, including a systematic training
curriculum on management, leadership
and professional competence.
Employees can also participate in
training programs across industries, and
experience job rotation mechanisms and
benchmark studies.
Training Programs
Training Platforms
Training Plans and Resources
Ensuring High-quality Employment
Occupational Health and Safety
JD creates a safe working environment
for all employees and ensures
employees’ occupational health and
safety. At JDL, relevant management
regulations and monitoring systems
include “Quality, Environment,
Occupational Health and Safety
Monitoring and Measurement Control
To create a convenient and effective
communication platform, JD has set
up multiple ways to receive feedback
from employees, including a hotline,
forums, email box, and official mobile
app. Employees can help supervise
the Group’s business operations and
management procedures through
10 Significant investment agreements: JD holds 50% or more majority control.
feedback, reports, complaints, etc., with
related issues being delivered to people
in charge to handle. A closed loop
is formed by timely linking received
feedback to solutions, which helps us
hear employee concerns. As such, we
can protect their rights and benefits,
and improve their satisfaction.
At the same time, JD pays close
attention to human rights protection
within the companies that it has invested
in. 100% of JD’s significant investment
agreements
10 include human rights
clauses or underwent human rights
screening.
System,” “Environment, Occupational
Health and Safety Operational Control
System,” etc. In addition, JD received
the Occupational Health and Safety
Management System certification issued
by the China National Accreditation Service
(CNAS).
cumulative uses of JD’s online
learning platform
27 million
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2020 JD.com Environmental, Social and Governance Report
JD has set up a comprehensive remuneration and welfare management system, including “JD.com Salary Management Regulations,”
“JD.com Daily Salary Increase and Employee Stock Options Management Regulations,” “JD.com Salary Adjustment Management
Regulations,” “JD.com Domestic and Overseas Relocation Management System,” “JD.com Attendance and Leave Management
System,” “JD.com Bonus Pool Management System,” “JD.com Subsidy Management Regulations,” “JD.com Retreat Fee Management
Regulations,” “JD.com Love Relief Fund Management System,” “JD.com Settlement Plan,” and more.
JD respects and rewards every employee’s contributions, providing employees with a competitive remuneration system within the
industry and guaranteeing decent salaries. In addition to a monthly base salary, employees’ remuneration consists of performance
bonuses, year-end bonuses, welfare subsidies, long-term incentives, and more. JD signs labor contracts with official employees and
pays five social insurance funds
11 and one housing fund for employees in accordance with laws and regulations. In 2020, the five types
of social insurance and one housing fund paid by JD exceeded RMB 5 billion yuan.
JD provides open opportunities for employees.
Employees can openly switch to other positions
within the organization by application. They can
also be recommended to try new opportunities.
JD promotes and appoints employees with good values
who meet 70% of qualification requirements, especially
for young employees. When management positions are
available, the company aims to fill 80% of them through
internal nomination of qualified employees, which
provides more platforms, opportunities, and resources
to cultivate the core management team.
Managers attach great importance to nurturing
their backups from the perspectives of values,
competency, and potential; and inspiring employees
to explore their full potential.
For front-line employees working in sectors like
warehouses, express delivery and customer services,
JD has established a comprehensive training and
development system that includes the “mentor and
mentee” program, helping new employees to quickly fit
in and grow.
JD has set the principle goals of openness, and providing abundant talent programs to enable employees to accelerate career
development.
Management System
Remuneration System
Open Opportunities
“70% and 80%” Principle
“Backup” Principle
“Mentor and Mentee” Mechanism
Talent Development Plan
Employee Welfare
JD believes that happiness and enthusiasm for work are the driving forces of a great company. JD provides competitive remuneration,
and establishes a rich, demand-responsive and experience-first welfare system, striving to create a decent living and working
environment while improving employees’ well-being at work.
11 A pension contribution plan; a medical insurance plan; an unemployment insurance plan; a work-related injury insurance plan, and a maternity insurance plan.
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2020 JD.com Environmental, Social and Governance Report
Through the comprehensive basic welfare guarantee system, Love Relief Fund and multiple health services, JD weaves a “Safety Net”
for all employees, effectively helping them cope with the risk of diseases, emergencies and more.
In addition to the five types of social insurance and one housing fund, JD provides delivery personnel
with accidental injury commercial insurance, special environmental subsidies, and abundant holiday and
bereavement leave. During the pandemic, JD purchased COVID-19 insurance for all front-line employees.
JD provides regular medical check-ups and examination services for employees working in different positions.
JD set up the Love Relief Fund in 2010, and since then has provided financial aid for thousands of employees
and their families in need. The scope of the aid covers employees or their family members suffering from
serious diseases, employees’ death or disability, educational expenses of their children, and employee
property protection insurance and more. From 2018 to 2020, JD provided 955 aid payments worth RMB 38.4
million yuan in total.
In 2017, JD launched the Medical Insurance Fund for long-time employees of over 5 years. If existing social and
commercial insurance is not sufficient to cover medical expenses, employees can apply to receive payments,
and obtain unlimited reimbursement of medical expenses in public hospitals, and up to one year of sick leave
benefits.
Since 2019, JD has launched EAP. Through onsite visiting, calling, crisis intervention and other methods,
medical professionals under strict privacy protocols can diagnose and provide advice and counselling for
employees suffering from mental health issues. This helps employees take care of themselves, release stress,
and live and work in a non-stressful and joyful environment.
Disease and Accidental Risk Prevention
Front-line
Employee
Protection
Medical
Insurance
Fund
Employee
Assistance
Program
(EAP)
Love Relief
Fund
Medical
Check-ups
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2020 JD.com Environmental, Social and Governance Report
JD has set up health counselling rooms, gyms, restaurants, coffee shops, and convenience stores in its
headquarters, and has continuously improved the quality of these businesses to provide employees with high-
quality health protection, catering and living support services. The headquarters arranged nearly 200 shuttle
buses to provide services for almost 100 commuting routes for more than 30,000 employees, and cooperates with
online ride-hailing companies to provide employees with free taxi services for after-hours commuting. At the same
time, JD continues to reach out to establish contracts with more nearby merchants so that employees can obtain
benefits in catering, car purchases, and other daily consumption activities. This welfare program at the Group’s
headquarters’ is gradually being replicated at its facilities across the country.
To ensure employees’ physical and mental health, JD creates a comfortable office environment for employees, and provides workplace
benefits and care projects.
Workplace Welfare
Settlement
Plan
Education
Support
Extended
Maternity
Leave
Workplace
Benefits
Full Sports
Season
Employee
Care
Program
JD Children’s
Education
The Settlement Plan is a welfare plan for all employees. According to the policy, when employees who fulfill the
working age requirement intend to purchase their first apartment in the city where they work, they are eligible
to apply for an interest-free or low-interest loan of up to RMB 1.5 million yuan without a mortgage or guarantee.
Currently there is a fund pool of RMB 1 billion yuan. From 2018 to 2020, the Group has issued interest-free or low-
interest loans totaling up to RMB 880 million yuan, which benefitted around 1,500 staff to purchase homes. In
addition, JD has provided 2,417 welfare apartments for employees since 2016. According to JD’s full annual tax
payment condition, JD’s employees are qualified to apply and purchase joint-ownership apartments in the region
in which they work and have successfully purchased hundreds of joint-ownership apartments.
By the end of 2019, JD launched the Love Relief Fund to support the education of employees’ children. If employees
unexpectedly lose their working capability or pass away due to diseases or accidental events, their children can
apply to receive aid for education to support themselves finishing their study from kindergarten to college. Two
families benefited from this fund in 2020.
JD launched the welfare project of Extended Maternity Leave in 2015, providing 30 days extra maternity leave
for staff that meet specific age and time-served requirements. Hundreds of JD mothers have enjoyed Extended
Maternity Leave each year.
The Group organizes the annual Full Sports Season for employees, holding different types of competitive activities
including football, basketball, badminton, and e-sports competitions, to attract employees with different interests
and from different age groups to take part in cross-team recreation, creating an easy and non-stressful working
environment.
During Chinese traditional festivals such as the Spring Festival, JD gives gifts to employees. From 2018 to 2020, JD
has produced and delivered more than 500,000 festival gift boxes per year, with all JD employees covered.
From 2017, JD cooperated with the authoritative educational institution Oriental Cambridge Education Group to
set up childcare centers at JD’s headquarters to alleviate the stress on employees who have just become new
parents. In 2018, JD and the high-end kindergarten Etonkids jointly created the kindergarten project, which up to
270 children have now joined.
Through projects such as the Settlement Plan, Educational Support for Employees’ Children, Extended Maternity Leave, Kindergarten,
and others, JD safeguards the health and wellbeing of employees’ families.
Family and Life Care
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2020 JD.com Environmental, Social and Governance Report
Supplier Management
04
Supplier Admittance and Compliance Management
Supplier Environmental and Social Risk Identification Management
Supplier Digital Management
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2020 JD.com Environmental, Social and Governance Report
Supplier Admittance and Compliance
Management
Supplier Environmental and Social Risk Identification
Management
The main product categories under management within JD’s procurement and
department of cost and expense include engineering, administrative, IT operations, and
material operations. JD has established a supplier management system for the whole
process, and actively cultivates and maintains a strategic partnership with suppliers.
Primarily, JD has established a full set of supplier management plans, including supplier
sourcing, warehousing, performance, incentives and elimination, resource library
management and renewal evaluation, covering all the aspects of supplier management
of “selection, adoption, cultivation and elimination.” In terms of anti-corruption,
intellectual property rights, outsourcing control, change control and other aspects,
suppliers will be notified in written form with a list of outstanding requirements.
Based on its own product supply and logistics supply chain, JD has constructed world class supply chain infrastructure, creating a
cooperative value chain ecosystem with mutual benefits. Through a holistic supply chain management system and digital management
platform, JD strives to improve the ESG performance of its supply chain partners.
JD implements the concept of green and low-carbon procurement, and fully considers corporate social responsibility and
environmental impact by prioritizing the procurement of raw materials, products and services that are environmentally friendly, energy
efficient, and can easily achieve comprehensive resource utilization.
“Business Management Rules”
“Supplier Performance Appraisal
Procedure”
“Supplier Agreement Honoring
Feedback and Handling Process”
“Supplier Quality Exception Handling
Process”
“Green Procurement Management
Regulation”
JD keeps improving its standards and systems on green procurement, including “Green Procurement Management
Regulation” and “The Maximum Allowable Values of Energy Performance and Energy Efficiency Grades of Commercial
Refrigerating Appliances—Part 1：Refrigerated Display Cabinets with Remote Condensing Unit.” While comprehensively
considering energy-saving and environmental protection factors of product design, procurement, production, packaging,
logistics, sales, service, recycling, and reuse, JD works with its upstream and downstream partner companies, and creates
a green supply chain by jointly practicing corporate social responsibility in environmental protection, energy saving, and
emissions reduction.
In terms of specific procedures, supplier sourcing and admittance are conducted according to the specific conditions of
projects submitted by the business demand department. In the process of supplier admittance, the department of cost and
expense needs to fully consider environmental requirements, and qualified suppliers must meet the requirements of green
advocacy and China’s laws and regulations.
As for the logistics and consumables category (boxes, waterproof bags, logistic tags, courier envelopes, and buffer packages),
each discharged pollutants (wastewater, waste oil, and waste gas) will be strictly controlled to meet the environmental
standards and regulations in the process of manufacturing, transportation, and delivery. Additionally, production and
processing enterprises are required to employ full-time waste disposal personnel who take charge of regular collection and
treatment of wastewater, waste gas, and solid waste at fixed sites in the factories. The suppliers are also required to have
comprehensive environmental documentation and raw material controlling systems, prohibiting the procurement and the
use of poisonous and hazardous substances, as well as recycled materials that have potential health risks to people.
For the green procurement categories, candidate suppliers must strictly follow JDL’s technical standards in the process of
bid calling, price inquiry, and bidding. JD’s suppliers are required to provide qualified green products and services. Suppliers
who fail to reach the technical standards are not qualified to participate in the procurement of packaging consumables.
Environmentally Friendly Supplier Auditing Standards and Systems
Documents on the supplier
management system
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2020 JD.com Environmental, Social and Governance Report
Instructions on Bidding, Price Inquiry and Comparison Management for Green Procurement Category
Projects Calling for Bids
During the bidding, suppliers must mention their
environmental capability and contributions when
elaborating on the proposals. Their contributions in
the environmental field can serve as a bonus in how
they are scored. This criterion is included in their
technical assessment.
For suppliers who did not win the bid, if proof of
outstanding contributions to environmental protection
can be provided, procurement department employees
can submit a written application (regarding environmental
factors) to the department head for approval. At the
same time, this document will also be submitted to the
CEO of the related business unit for approval, driving the
development of green procurement.
Price Inquiry, Comparison and Bidding Projects
The negative list system is applied in the supplier management of logistics consumables. The system sets thresholds in
terms of evaluated environmental credit levels, environmental violation records, environmental information disclosure
levels, emissions and energy consumption, and clean production auditing. JD’s “Green Procurement Management
Regulation” requires the green procurement category to implement the negative list system. For suppliers shortlisted in the
green procurement library, JD will suspend or terminate the procurement contracts if any circumstance in the negative list
or other environmental problems have taken place. If the Group incurred any loss because suppliers deliberately concealed
their violation of environmental laws and regulations, JD has the right to protect its benefits in accordance with laws and
regulations.
JD conducts audits of its suppliers’ environmental and social certifications qualifications. During the admittance of suppliers in the
server category, required auditing standards include the ISO9001 Quality Management System Certification, ISO14001 Environmental
Management System Certification, ISO50001 Energy Management System Certification, and OHSAS18001 International Health and
Safety Management Standard Certification. In addition, when selecting and certifying suppliers and conducting on-site inspections, we
carefully review whether they have environmental assessment qualifications, environmental system certifications, and occupational
health system certifications.
Green Procurement Negative List System
Environmental and Social Management Certification Audit
Supplier Digital Management
JD manages suppliers through a centralized digital system called the “JD.com Supplier Collaboration Platform on Recruitment and
Procurement,” promoting electronic and paperless processes. On the platform, JD posts procurement information, bid winning
announcements and news updates, and seamlessly synchronizes information among suppliers.
JD adheres to the business philosophies of “Customers First” and “Integrity” by establishing close cooperative relationships with
suppliers and other partners, to jointly create a healthy win-win e-commerce ecosystem. JD also states its anti-corruption policy on
the platform, a standard to which all stakeholders must adhere. Moreover, to encourage suppliers, other partners, and employees to
participate in JD’s monitoring system for integrity of operations, JD released the “JD.com Whistleblower Protection and Rewarding
Scheme” to protect whistleblowers.
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2020 JD.com Environmental, Social and Governance Report
Product Responsibility
05
Platform Management
Quality Management
Intellectual Property Protection
Content Governance
Customer Service
Organizations and Corporate Clients Growth
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2020 JD.com Environmental, Social and Governance Report
Platform Management
Quality Management
To better guarantee the rights and
interests of consumers, JD manages
suppliers and merchants with strict
standards, principles, and procedures in
terms of entry qualification review and
contract performance. All merchants must
provide required qualifications through an
online system and can only start business
activities after being approved by the
professional qualification review team.
In terms of merchant management, JD has
established a complete set of merchant
evaluation and management mechanisms,
including the “Regulations for the
Management of Prohibited Products
and Information on JD.com Open
Platform” and the “Regulations on Score
JD is committed to building “2C+2B”
two-tier supply chain capabilities to
create value for individual consumers,
institutions, and corporate customers.
Starting from multiple dimensions
of platform management, quality
JD has established a product quality
management system based on AI and
big data technology, which conducts
risk assessments and screenings of
products on sale. JD takes the initiative
to investigate potential quality risks
and conducts real-time public opinion
monitoring. A designated team conducts
hotspot checks on the products on sale
according to the quality risk model. As
part of this work, the team simulates
ordinary consumers placing orders on
JD’s platforms, and entrusts a third-party
testing agency to conduct testing and
identification. If any problems are found,
JD will immediately remove the products
and penalize the responsible merchant.
JD highly values the quality monitoring
and control of key commodities such
as fresh food. In addition to monitoring
online reviews of the products, JD
cooperates with professional testing
agencies to conduct in-depth on-
management, intellectual property, content
governance, and customer service, JD
ensures product integrity and responsibility,
and provides individual consumers with
a superior experience. Additionally, JD
is constantly sharing infrastructure and
technology platforms to institutions
and corporate customers, providing
comprehensive services and technology
solutions, and continuously optimizing
the cost, efficiency, and experience of
the entire industry.
Management for Merchants on the JD.com
Open Platform.” Once a merchant is found to
have sold or suspected of selling counterfeit
goods, or publishing prohibited information,
unqualified products, false transactions,
improper profit making, false propaganda
and other violating documents, the
merchant will be penalized in accordance
with platform rules and agreements. If the
circumstances are severe, JD will forcibly
close the store and remove it from the
platform, placing the merchant on a quality
control blacklist. JD uses smart technology
to block companies that attempt to re-enter
the platform after being banned for selling
counterfeit products. In 2020, a total of 514
companies were blocked.
site audits. JD maintains a laboratory
information management system, uploads
laboratory testing information in real time,
and actively accesses the databases of
government regulatory agencies to help
conduct dynamic data monitoring of JD’s
platform. JD’s fresh food department
initiates Inspection of Every Item of Fresh
Food by conducting COVID-19 tests on all
imported fresh foods. JD conducts weekly
COVID-19 tests for employees working in
cold chain warehouses and other areas,
and requires them to have negative test
results to work. The premises are sanitized
regularly using protocols that strictly adhere
to the government’s policies on cold chain
warehousing to ensure food safety.
To better protect the rights and interests
of consumers, JD initiated the 3420 Plan,
which is to establish 3 major strategies of
full-process supervision, openness and
co-construction, and capacity sharing,
4 management control procedures of
qualifications, daily supervision, big data-
driven prevention and control, and reward
and punishment mechanisms, 2 major
actions of quality ecology and quality
transparency, as well as the ultimate goal
of achieving 0 quality safety incidents. After
the implementation of the plan, the rate of
consumer quality complaints in 2020 was
28% lower than that of 2018.
In terms of actions for raising its
environmental standards, JD has voluntarily
applied for and received green, organic,
and energy-saving certifications, such as
the Marine Stewardship Council (MSC).
JD also cooperates with various experts to
establish a quality alliance to label high-
quality products with Quality Certification
that meet requirements and provide
marketing resource support. JD not only
fulfills personalized needs of customers but
also leads the development of the industry
and promotes sustainable consumption.
companies blocked from
using JD’s platform in 2020
due to selling counterfeit
products
514
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2020 JD.com Environmental, Social and Governance Report
Intellectual Property Protection
JD attaches great importance to
intellectual property-related work and
strictly adheres to a series of laws and
regulations such as the Patent Law of the
People’s Republic of China and Trademark
Law of the People’s Republic of China.
We are committed to ensuring authentic
and licensed products, ensuring a quality
platform environment, and safeguarding
the legitimate rights and interests of
intellectual property rights holders
through pre, during and post multi-
stage measures. As a technology-driven
company, JD values the improvement and
accumulation of its own technological
capabilities and has formulated an
intellectual property strategy that fits the
development of the Group, implementing
the strategy both in China and overseas.
The Intellectual Property Department of
JD has a series of intellectual property
management systems such as the “JD.
com Patent Management Measures,”
“Trademark Management Measures,” and
“Copyright Management Measures” to
ensure that intellectual property work
is rationale-based, evidence-based,
and well-organized. JD’s Intellectual
Property Department is fully responsible
for the intellectual property work of the
Group, including patents, trademarks,
copyrights, domain names, infringement
complaints, rights protection and anti-
counterfeiting work.
As of the end of 2020, the Group had
applied for more than 16,000 domestic
and foreign patents, and trademark
applications have covered more than 60
countries and regions. JD continuously
provides training programs related
to patent strategy and infringement
judgments for core R&D and
management personnel. In 2020, more
than 4,000 employees were trained.
As of the end of 2020
domestic and foreign patent
applications
16,000
countries and regions were
covered by trademark
applications
60
employees trained in patent
strategy and infringement
judgments in 2020
4,000+
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2020 JD.com Environmental, Social and Governance Report
Advertising Content Governance
Content Governance
JD greatly values the safety control of
advertising content, strengthens the
management of the content review
team, and continuously improves
the systematic multi-level review
mechanism to ensure that content
complies with the public order and
customs procedures for goods.
In terms of platform advertising
governance, JD complies with the
Advertising Law of the People ‘s
Republic of China, Interim Provisions
on the Administration of Advertising
Language and Text, Administrative
To establish a comprehensive network
governance system, JD has established
a content governance committee and
an executive committee to handle
illegal and harmful information more
efficiently and accurately.
JD strictly abides by the Provisions
on Ecological Governance of Network
Information Content and other laws
and regulations, and has established
strict regulations for the management
of prohibited goods and information
with a total of 12 categories and 103 sub-
categories, and escalates penalties for
different violation scenarios. Relying on
information compliance analytics and
AI technology models, JD blocks illegal
and undesirable videos and pictures. At
the same time, a manual management
team was formed to continue to
strengthen the control of prohibited
Content Governance
JD attaches great importance to network information content governance, and creates a clear, healthy, and trustworthy network space
for consumers, while working with business partners to build a good platform environment.
Measures on Internet Information
Services, Regulations on the
Administration of Advertising Publication
Registration, and Interim Measures
for the Administration of Internet
Advertising Laws and regulations. A
series of rules and regulations have
been formulated such as “JD.com
Brand Management Standards” and
“JD.com Platform Advertising Review
Specifications” to strictly control
the security risks of advertisements
posted on the platform. JD.com checks
all ongoing materials through the
content review mechanism of supplier
cooperation projects to ensure that
advertising content placed on the
platform complies with relevant laws
and regulations and is aligned with JD’s
values. JD requires suppliers to assign
“content review officers” who strengthen
cooperation with JD to strictly review
the advertising content on the platform.
JD.com has also set up a “Jing Zhun
Tong” online learning platform to help
employees and vendors understand
advertising review specifications.
goods and information through
front-end keyword inspections, shop
inspections, and back-end inspections.
From 2018 to the end of 2020, a total of
12 million products were checked, and
a total of 350,000 products that violated
the regulations were removed from the
platform.
JD has taken the initiative to carry out
a clean-up action to centrally control
harmful information, and remove any
soft pornographic content of minors to
ensure a quality platform environment.
In order to further protect minors from
e-cigarettes, JD actively responded
to the national call and removed
e-cigarette products from all platforms.
JD also completely bans the sale of
water bullet gun-related products to
ensure the safety of consumers.
products inspected from 2018
to 2020
products that violated the regulations
were removed from JD’s platform
12 million
350,000
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2020 JD.com Environmental, Social and Governance Report
Customer Service
JD has always pursued a “people-centered” service culture, adhered to the original intention of “Customer First,” and provided
consumers with high-quality services covering the entire value chain of shopping, after-sales, and delivery.
Consumer Experience
Responding to Complaints and Problems
JD starts from three aspects—products,
prices, and services—to create a superior
user experience. In terms of products,
JD provides a full range of product
selections, guarantees authentic
and licensed products, and provides
consumers with smart and personalized
product recommendations. As for prices,
benefiting from economies of scale
and operational efficiency, JD provides
consumers with extremely competitive
prices. Moreover, JD provides consumers
with fast and reliable logistics services,
highly responsive and considerate
customer service, and friendly return and
exchange policies.
From JD’s apps, home appliance stores,
and convenience stores, to the logistics
network spreading across thousands
of counties and towns, JD applies its
strong supply chain, data, technology,
and marketing capabilities to provide
Starting from the perspectives of
intelligent technology, upgrading
solutions, risk prevention and control,
and training, JD has improved its internal
capabilities and provided consumers with
a high-quality customer experience. JD
uses self-service intelligent AI technology
to realize self-service response and precise
assistance. JD established a service
management and control mechanism
with orders as the main context, and
solves potential customer complaints and
problems more efficiently through order
management and control.
customers with desired products and
services in the right time and place. JD
ensures that consumers are provided
with fast, accurate, stable, and good
services.
In the face of various uncertainties
caused by COVID-19, JD ensures high-
quality customer service experience
for users. As of the end of 2020, JD had
invested more than RMB 15 billion
yuan in customer service over the past
decade, and will continue to increase
future investment. JD’s endless pursuit
of superior customer service has won
the trust of more customers.
In responding to complaints, JD fully
plays the role of “green channel”
through “front-end management and
control” to ensure timely response
and efficient handling of complaints.
In the “front-end management and
control” stage, preliminary research and
judgment of potential risks are carried
out to prevent risks from occurring.
In the “green channel” stage, while
increasing resource investment, JD
strengthens trainings for customer
service personnel to improve problem
solving efficiency. The customer
complaint response rate is 100%.
Responding to problems, JD has
established a 24/7 service team to
address account and order problems at
all hours of the day. JD provides user-
friendly and reliable services to improve
the customer experience and brand
credibility. JD’s after-sales satisfaction
rate has reached 95.2%.
JD’s active customer accounts in the past 12 months reached
471.9 million, a net increase of nearly 110 million
active customer accounts throughout the year
As of December 31, 2020
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2020 JD.com Environmental, Social and Governance Report
Industrial Digital Transformation
As a supply chain-based technology
and service provider, JD continuously
optimizes the cost, efficiency, and
experience of the industry, bringing new
growth momentum to various sectors.
For the retail and manufacturing industry,
JD initiated the C2M model for a large
number of brand enterprises and
manufacturers to fill the information gap
between them and their consumers. JD
also shares abundant capabilities and
resources with its partners, boosting
the digital transformation of China’s
manufacturing industry. Meanwhile,
Jingxi promotes the factory direct
supply model through Jingxi Industrial
Belt Factory Direct Selling Premium
Products Program and boosts the full-
scale transformation from “production”
to “production and sale” by building an
efficient and full retailing system, which
removed intermediate circulation. As a
result, nearly 10,000 enterprises from both
the supplier and consumer side have
benefitted.
For the logistics industry, JD promotes the
smart logistics system formulated by 5G,
IoT, big data, cloud computing and AI, by
providing integrated supply chain services
and logistics technology solutions
for clients, which lowers the cost and
increases the efficiency for the logistics
Organizations and
Corporate Clients
Growth
JD has opened up its infrastructure and technology
platform to different organizations and corporate clients,
by providing them comprehensive services and technology
solutions. Facing the era of industrial digital intelligence,
JD will take full advantage of its Digitally Intelligent Social
Supply Chain ability to deeply integrate digital technology
into the real economy, continuously boosting the
development of the real economy, supporting the industrial
digitalization, and growing together with the organizations
and corporate clients we serve.
industry overall. To increase efficiency, JD
launched a series of products including
drones, smart vehicles and unmanned
warehouses focusing on different points
of the logistics delivery and distribution
process. At the same time, to actively
utilize the warehouse resources at
different sites and empower the logistics
enterprises and merchants, JD cloud
warehouse brought out the warehouse
management system and standards,
fully opened the training system, and
provided scientific planning schemes, to
improve the cloud warehouse partners’
logistics management and operational
capabilities.
For the medical health industry, JD is
supporting the digital transformation
of the medical industry, enhancing the
basic health service level by adopting
the “Internet+” model. JDH cooperates
with hospitals in different cities, uses
patient-centered medical care provision
technology throughout the whole
medical process, and created solutions
for online and offline integrated smart
hospitals. Relying on the resources from
local governments and its technology and
robust ecosystem, JDH is collaborating
with local authorities to build a digital
“Healthy City,” accelerating the digital
transformation in the health industry.
Based on its digital technology, JDH
utilizes the one-stop solutions to assist the
county-level and sinking market partners
for channel construction, marketing, and
operation, by continuously escalating the
level of community health service.
For the finance industry, JDT is providing
its mature, agile IT architecture capabilities,
data middle platform capabilities,
intelligent risk control capabilities, and
smart marketing and operation capabilities
to financial institutions to help them
complete their digital transformation. At the
same time, it assists financial institutions
to create an open ecosystem through
digital capabilities and links financial
service scenarios, financial customers,
and financial businesses created by JDT
to financial institutions’ service systems,
helping them establish another growth
scenario.
In addition, JD continues to increase R&D
investment and enhance the connection
between the Digitally Intelligent Supply
Chain and the real economy. Facing
diversified scenarios such as smart traffic,
medical care, business service, etc., JD has
launched different innovative solutions
to help more industries enhance overall
quality and efficiency.
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2020 JD.com Environmental, Social and Governance Report
Safeguarding Corporate Security
Urban Governance Modernization
JD established an intelligent risk
control system to safeguard corporate
security, which helps consumers
enjoy secure financial and insurance
services, assists financial institutions to
effectively identify potential insurance
fraud behaviors, and decrease overall
operational costs and risks.
JDT is applying AI technology to the
financial risk management field, and it
has established a comprehensive risk
management system covering statistics,
To align with the trend of urban
governance modernization, JDT created
an urban governance modernization
platform with a base of smart city
operating systems and brought out
the “One Core and Two Wings” system.
models, strategy, systems, etc., and
completed credit risk evaluation for 700
million users. It has also accumulated
more than 100,000 risk strategies and
more than 1,000 different types of risk
analysis models, and helped retain the
fraud loss rate of no more than one per
million for JD’s subordinate financial
businesses. In the online insurance field,
Allianz JD has adopted the anti-fraud
model to manage and control the risks,
identified mutiple fraudulent activities
and related characteristics, established
risk account warning mechanisms,
and used community discovery for
pre, during and post risk scanning,
therefore effectively supporting the
claims verification process and lowering
the cost of invalid claims. At the end
of 2020, a total of 82,800 risk cases were
screened, including 6,492 personnel and
77,300 JD accounts. A total of 4 cases—
worth 2.789 million RMB and involving
30 people—related to fraudulent return
and exchange were detected and
reported to the police.
For urban governance, this system can
connect multiple departments, rebuild
overall decision-making mechanisms,
and enhance social governance
capabilities. As part of China’s first batch
of pilot cities for modernizing urban
governance, Nantong city, Jiangsu
province, has built the first national
modernized command center for urban
governance, based on JDT’s Smart City
Operation System.
A total of 4 cases—worth RMB 2.789 million yuan and
involving 30 people—related to fraudulent return and exchange were detected
and reported to the police
risk cases were screened
82,800
personnel were covered
6,492
JD accounts were included
77,300
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2020 JD.com Environmental, Social and Governance Report
Empowering SMEs
JD is actively opening up its technology and service capability to SMEs, and is helping them lower costs and increase overall efficiency.
Under the shock of the 2020 pandemic, JD launched the Dual Engine Program to specifically
support SMEs, and has already served an accumulated total of 760,000 enterprises. JD
also upgraded corporate membership benefits and established the long-term supporting
mechanism for marketization through its Corporate Member Day. JD joined hands with
partners, launched the Mantanxing Project with China Centre for Promotion of SME
Development, held smart procurement competitions in cooperation with Maker in China, and
provided full industrial value chain support for SMEs.
To optimize the operation and business environment for SMEs, JDT has taken measures in digital technology fields such as blockchain
and IoT by launching the Inclusive Cloud Sign Plan to support SMEs, providing free blockchain digital agreement signing service to all
domestic SMEs. Through the use of the blockchain credit exchange platform, JD helps SMEs gain more convenient financial services,
alleviating the financial pressure post-pandemic. JD and CMST Development jointly created the Huoduibao platform and a commodity
supply chain collaboration platform, which helped the commodity industry achieve a blend of “industrial digitalization” and “financial
digitalization.”
Contributing to recovery and development of the real economy
Operation and business environment optimization for SMEs
Connecting Global Markets
As one of the largest e-commerce platforms in China, JD is leveraging its
technology and resource advantages, by driving more domestic brand
enterprises to better utilize domestic and global markets and resources
and participate in globalization.
In the domestic market, during the pandemic, JD’s corporate business
department launched the Domestic Brand Uniting Plan in cooperation with
Lenovo and other well-known brand enterprises, providing customized
supporting measures according to the size of domestic enterprises.
Moreover, Jingxi launched its Supporting Policy for Foreign Trade
Merchants, Domestic Sales Action and invested resources worth more
than RMB 2 billion yuan. The actions opened 100,000 entry windows for
foreign trade enterprises with preferential policies and helped foreign trade
merchants on the platform increase their monthly sales by a thousand fold.
At the same time, JDI provides one-stop cross-border services through
the “self-operated + platform” model to help SMEs that are going global,
driving the global economy to move towards open, inclusive, and win-
win development. JD’s Southeast Asian e-commerce platform provides
high-quality B2C products and services to users in Thailand, Indonesia,
and other regions. In terms of logistics, JD is building a global network to
provide integrated supply chain services and solutions for key industry
customers. In terms of business flow, JD is expanding overseas distribution
channels based on its independent commodity supply chain, by building a
cross-border shipping service platform.
enterprises were served and
empowered by JD
760,000
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2020 JD.com Environmental, Social and Governance Report
Community Responsibility
06
Corporate Philanthropy and Social Responsibility
Focus Areas and Practices
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2020 JD.com Environmental, Social and Governance Report
Corporate Philanthropy and Social Responsibility
JD coordinates the Group’s charitable activities through JD Foundation, and advocates “Philanthropy for Everyone” based on internet
charity fundraising information platforms, such as Collecting Objects with Love, and Nuandong Philanthropy. Meanwhile, each
business unit also actively practices the public welfare philosophy of the Group, conducting diversified philanthropic activities based
on their own business characteristics, and thus promoting the development of China’s philanthropy.
In 2020, JD Foundation donated around RMB 200 million yuan. JD Giving Platform raised RMB 19.77 million yuan and more than
850,000 charitable items.
Adhering to the original aspiration of “achieving success the right way,” JD has always insisted on using the power of science,
technology, and humane care to help different society groups in need. At the same time, JD is connecting those with resources and a
desire to help with people in need, radiating warmth to every corner of the society.
JD’s Corporate Philanthropy Governance Structure
Top Layer
JD Foundation
JD Giving Platform
Corporate Donation
Philanthropic Business
Empowerment
Education, Poverty Alleviation, Anti-epidemic, Disaster Relief, Environmental
Protection and Social Innovation
Implementation
Layer
Key
Directions
The Foundation was established on September 24, 2014 with the mission of advocating corporate responsibility for a higher quality of
life, and supporting public welfare. Led by the ideas of social innovation and entrepreneurship, JD Foundation organizes charitable
activities in the fields of poverty alleviation, education, and environmental protection.
This platform is the first Internet fundraising information platform recognized by the Ministry of Civil Affairs of People’s Republic of
China. The platform creates social value and drives everyone to participate in philanthropy through three main sectors: Collecting
Objects with Love supplies donation system; Nuandong Philanthropy fundraising system; and the public welfare cultivation project.
Collecting Objects with Love
supplies donation system
Nuandong Philanthropy
fundraising system
Public welfare cultivation project
Collecting Objects with Love is a one-
click direct donation model that enables
customers to donate objects, with direct
supplies delivery to recipients. Until
now, the number of objects collected
has exceeded 3.56 million pieces, and
the public had been encouraged to
recycle around 4 million pieces of pre-
loved objects.
This system provides a reliable
fundraising platform for philanthropic
organizations, creating a public,
transparent, authentic, and sustainable
philanthropy ecosystem model.
To spread the spirit of giving, and
optimize the public welfare experience. JD
developed different mini games to embed
in its core business scenarios, making
it more fun and easier to participate.
This resulted in a warmer philanthropy-
cultivating action plan.
JD Foundation
JD Giving Platform
45
2020 JD.com Environmental, Social and Governance Report
Focus Areas and Practices
JD actively practices social responsibility in areas of targeted poverty alleviation, environmental protection, public health benefits,
support for disadvantaged groups, and disaster relief, by launching abundant public welfare projects.
JD’s corporate philanthropy covers poverty alleviation in industries, employment,
entrepreneurship, finance, health, public welfare, etc. By September 30, 2020, JD
had helped impoverished regions put more than 3 million commodities online,
and achieved RMB 100 billion yuan in sales, which has directly driven more than 1
million impoverished households to increase income. JD helped 400 impoverished
counties in Yunnan, Shanxi, Henan, and other provinces to launch more than 1,200
crowdfunding projects, and raised more than RMB 56 million yuan in a designated
fund. In October 2020, JD initiated and announced the Prosperity and Growth Plan
which will drive trillions of RMB in the next three years in sales for villages, cultivate
1 million talents for agriculture-themed livestreams on its e-commerce platforms,
jointly establish a total of 100,000 agriculture-themed livestream bases, and initiate
a series of farmer support measures, such as the Five Acceleration Plans, thus
enhancing real sustainable development.
Targeted Poverty Alleviation
JD supports the formulation of the green and low-carbon circular economy system, advocates consumers to donate their clothes and
belongings, and promotes the reuse and recycling of second-hand products.
From 2019 to 2020, JD Foundation launched the Exchange Old Clothes for Love clothes donation project in cooperation with
China Charity Federation. Through customer orders placed on the platform and the free home collection service of JD’s
express service, the project successfully recycled more than 473,000 pieces of clothes in 90 cities in China, including Beijing,
Shanghai, Shenzhen, Chongqing, and Shenyang. While nurturing community awareness of public welfare, it is also a lively
practice of promoting low-carbon lifestyles, emissions reductions, and waste classification.
Environmental Protection
Exchange Old Clothes for Love Clothes Donation Project
Online Volunteering Consultation, Remote Health Support
JD actively promotes the development of public health, advocates healthy lifestyles, and drives medical improvements.
In March 2020, JDH and the psychiatry branch of the Chinese Medical Doctor Association jointly established a Psychological
Assistance Platform, providing free online psychological counselling and assistance. The Global Free Health Counselling
Platform was subsequently launched, providing free online inquiry and psychological counselling services to 60 million
compatriots living overseas. More than 2,000 doctors participated in answering inquiries on JDH’s online platform, including
full-time doctors working for JDH.
In June 2020, JDH and southwest regional media including Sichuan Daily, Guizhou Metropolis Daily, Yunnan Information
Daily and others went to impoverished counties including Rongjiang, Guangnan, and Jinyang to conduct one-to-one
live video volunteering medical consultations from JDH’s full-time doctors, as well as the distribution of knowledge on
common diseases such as high blood pressure and diabetes through broadcasting.
Public Health
JD’s Prosperity and Growth Plan boosts rural
revitalization by Five Acceleration Plans
Rural
Distribution
Accleration
Plan
Fresh Produce
Upstreaming
Acceleration
Plan
Circulation
Middle Platform
Acceleration
Plan
Agricuturial
Industry Belt
Acclecration
Plan
Rural
Omni-channel
Acceleration
Plan
46
2020 JD.com Environmental, Social and Governance Report
Caring for disadvantaged groups not only benefits their livelihoods and development, but also that of the entire society. JD carried out
special actions to support vulnerable groups such as the visually impaired or elders with empty nests.
During the international White Cane Safety Day on October 15, 2020, the JD app’s main site implemented full-link barrier-
free shopping, and JD Foundation and the China Social Relief Foundation jointly launched the “Where there’s love,
there’s light” public welfare project, in the form of H5 audio and video stories. These called on the public to care for the
visually impaired and collected computers for a school that taught students with visual impairment in Gansu province.
During the event, the JD app’s main website effectively drove 11 million people’s attention and participation through the
launch of screen pictures and the “Love” featured page. The barrier-free service covered more than 6,000 visually impaired
people, and the school received more than 60 computers for the visually impaired.
Supporting Disadvantaged Groups
Light Up the World for the Visually Impaired
Against the Flood Public Welfare Plan
JD actively responds to important major social events, participating in disaster rescue and relief.
In May 2020, Nuandong Philanthropy launched the Against the Flood public welfare plan, focusing on flooding in
southern regions of China together with philanthropic organization partners, including China Social Relief Foundation
and Chinese Relief and Development Foundation.
On August 13, Xichong county, Nanchong city, and Sichuan province suffered from heavy rainfall, resulting in
extensive damage to crops and severe damage to roads. Our philanthropic organization partners immediately
rushed to the scene to investigate. After evaluation, 87 disaster relief boxes supported by kind netizens from JD
platforms were distributed to victims in Xichong County, which effectively alleviated the villagers’ post-disaster
difficulties and delivered warmth with practical actions.
On August 18, Leshan city, Sichuan province encountered severe flooding at levels that hadn’t been seen in 50 years.
The Chinese Relief and Development Foundation immediately initiated the emergency response, and actively
cooperated with Nuandong Philanthropy to raise funds, sending out 50 sets of grain and oil packs (1,250 kg of
rice, 250 kg of noodles, 500 liters of oil) to Shuangyan Village, Gaofeng Town, Jingyan County, and Leshan City on
September 14, to assist villagers with their post-disaster resettlement.
Disaster Rescue and Relief
people were engaged
11 million
individuals with visual impairment
were served by the barrier-free service
6,000
computers sent to schools for
the visually impaired
60
47
2020 JD.com Environmental, Social and Governance Report
Appendix 1: Key Performance
Note: Unless specified, the key performance indicators cover the time range from January 1, 2020 to December 31, 2020.
Table 1: 2020 Environmental Key Performance
Categories
Indicators
Data
Emissions of Air
Pollutants
Nitrogen oxide (g)
1,265,202,794.93
Sulphur oxide (g)
875,016.55
Particulate matter (g)
97,626,071.52
GHG Emissions
Direct (Scope 1) GHG emissions (tCO2e)
355,585.45
Energy indirect (Scope 2) GHG emissions (tCO2e)
646,827.08
Other indirect (Scope 3) GHG emissions (tCO2e)
1,273,523.16
Waste Produced
Total waste (tons)
25,768.96
Total hazardous waste (tons)
70.00
Total non-hazardous waste (tons)
25,698.96
Use of Resources
Natural gas consumption (cubic meters)
279,462.00
Diesel fuel consumption (liters)
53,857,297.57
Gasoline consumption (liters)
605,533.23
Electricity use (kWh)
332,138,151.94
Water consumption (tons)
2,090,092.94
Total packaging that used non-renewable material (tons)
10,279.44
Total packaging that used renewable material (tons)
107,712.13
Packaging materials used per product (g)
30.00
Note:
1. Emissions data of air pollutants are from the JD-operated vehicles’ data system.
2. GHG emissions statistics include administrative offices, logistics and transportation, warehousing in both mainland China and overseas (including Hong Kong and the United
States), and data centers. Due to data availability, we only collected other indirect GHG emissions (Scope 3) data from JDL.
3. Non-hazardous waste includes renewable and non-renewable materials, among which renewable materials include paper consumables, and non-renewable materials include
plastic consumables. Hazardous waste is categorized into the “HW08 Waste Mineral Oil and Waste Containing Mineral Oil” in National Hazardous Waste List.
4. The non-renewable packaging used for finished products includes plastic materials, and the renewable packaging used for finished products includes paper-based materials.
Categories
Indicators
Data
Employment
Total number of employees
314,906
Percentage of male employees (%)
77.1
Percentage of female employees (%)
22.9
Percentage of male employees (excluding front-line workers) (%)
60.0
Percentage of female employees (excluding front-line employees) (%)
40.0
Percentage of employees under 30 (%)
42.6
Percentage of employees between 30-50 (%)
56.8
Percentage of employees above 50 (%)
0.6
Table 2: 2020 Social Key Performance
48
2020 JD.com Environmental, Social and Governance Report
Note:
1. The source of employment data is the statistical data of JD’s human resources system as of December 31, 2020, which is for all JD employees except part-time employees and
interns. Unless otherwise specified, all percentage statistics are based on the number of employees at the end of the year as the denominator.
2. The statistical scope for filing and investigating corruption cases are fraud arbitrage, acceptance of bribes, and occupation of office.
3. The anti-corruption training data is based on the online sign-in data of full-time employees. Offline trainings are not included.
Categories
Indicators
Data
Supplier Management
Number of suppliers
3,273
Number of operations and suppliers using young workers for hazardous
work
0
Number of operations and suppliers using child labor
0
Percentage of new suppliers screened by environmental criteria (%)
85
Number of suppliers conducting environmental impact assessment
201
Number of suppliers identified as having significant negative environmental
impact
0
Percentage of new suppliers that were screened using social criteria (%)
85
Number of suppliers assessed for social impact
201
Number of suppliers identified as having significant negative social impact
0
Table 3: 2020 Supplier Management Key Performance
Note:
1. The statistical scope of “the total number of suppliers” refers to suppliers who received pre-winning bids in the procurement business of the Procurement and Cost Department.
2. The “percentage of new suppliers screened by environmental criteria” and “number of suppliers conducting environmental impact assessments” are calculated based on the
current situation of logistics consumables suppliers.
3. The definition of “having significant negative environmental impact” and “having significant negative social impact” is defined as violations or major incidents announced and/or
reported by relevant government departments and/or the media.
4. “Social criteria” include laws and regulations related to human rights protection and labor standards.
Categories
Indicators
Data
Health and Safety
Number of work-related fatalities occurred in the past three years
0
Rate of work-related fatalities occurred in the past three years (%)
0
Development and
Training
Percentage of employees trained (%)
92.78
Total training time for all employees (hours)
3,878,427.44
Total training time for all male employees (hours)
2,681,840.22
Total training time for all female employees (hours)
1,196,587.22
Average training time completed per male employee (hours)
10.99
Average training hours completed per female employee (hours)
16.44
Average training hours completed per full-time employee (hours)
12.20
Average training hours completed per non full-time employee (hours)
5.07
Percentage of employees that attended the anti-corruption training (%)
96.19
Anti-corruption
Number of public lawsuits against company or employee for corruption
0
Filed and investigated corruption cases
7
Number of incidents in which employees were fired or punished due to corruption
77
Community Investment
Charity cash donation (RMB)
200,000,000
49
2020 JD.com Environmental, Social and Governance Report
Appendix 2: Content Index
ESG Indicator
Reporting Section
Introduction
Report Profile
Statement from the Board
Statement from the Board
ESG governance system
ESG Governance System
Corporate social responsibility strategy
Corporate Social Responsibility Strategic Framework
Materiality assessment and stakeholder engagement
Materiality Assessment and Stakeholder Engagement
Environment
General disclosure of emissions
Table 1: 2020 Environmental Key Performance
Types of emissions and respective emissions data
Table 1: 2020 Environmental Key Performance
Direct (Scope 1) and “energy indirect” (Scope 2) GHG emissions
Table 1: 2020 Environmental Key Performance
Total hazardous waste produced
Table 1: 2020 Environmental Key Performance
Total non-hazardous waste produced
Table 1: 2020 Environmental Key Performance
Description of emission target(s) set, and steps taken to achieve them
Climate Goals
General disclosure of resources used
Table 1: 2020 Environmental Key Performance
Direct and/or indirect energy consumption by type (e.g. electricity, gas
or oil) in total
Table 1: 2020 Environmental Key Performance
Water consumption in total
Table 1: 2020 Environmental Key Performance
Total packaging material used for finished products (in tons) and, if
applicable, with reference to per unit produced
Table 1: 2020 Environmental Key Performance
Employment and Training
General disclosure of employment
Human Resource Compliance Management
Total workforce by gender and age group
Table 2: 2020 Social Key Performance
Disclosure of health and safety
Table 2: 2020 Social Key Performance
Number and rate of work-related fatalities that occurred in each of the
past three years (including the reporting year)
Table 2: 2020 Social Key Performance
Description of occupational health and safety measures adopted, and
how they are implemented and monitored
Occupational Health and Safety
General disclosure of development and training
Training and Development
The percentage of employees trained
Table 2: 2020 Social Key Performance
The average training hours completed per employee by gender and
employee category
Table 2: 2020 Social Key Performance
General disclosure of labor standards
Employment and Labor Standards
Description of measures to review employment practices to avoid
child and forced labor
Employment and Labor Standards
Supplier Management
General disclosure of supply chain management
Supplier Admittance and Compliance Management
Number of suppliers
Table 3: 2020 Supplier Management Key Performance
Description of practices relating to engaging suppliers, and how they
are implemented and monitored
Supplier Admittance and Compliance Management
Description of practices used to identify environmental and social
risks along the supply chain, and how they are implemented and
monitored
Supplier Environmental and Social Risk Identification Management
Description of practices to promote green consumption and advocate
green products
Sustainable Consumption
50
2020 JD.com Environmental, Social and Governance Report
ESG Indicator
Reporting Section
Product Responsibility
General disclosure of product responsibility
Product Responsibility
Description of practices to respond to complaints and problems
Responding to Complaints and Problems
Description of practices to protect intellectual property
Intellectual Property Protection
Description of quality assurance process
Quality Management
Description of consumer data protection and privacy policies, and
how they are implemented and monitored
User Privacy
Anti-corruption
General disclosure of anti-corruption
Anti-corruption
Filed and investigated corruption cases in the reporting period
Table 2: 2020 Social Key Performance
Description of preventive measures and whistle blowing procedures,
and how they are implemented and monitored
Anti-corruption
Description of anti-corruption training provided to staff
Anti-corruption
Community Investment
General disclosure of community investment
Corporate Philanthropy and Social Responsibility
Focus areas of contribution
Focus Areas and Practices
Resources contributed (e.g. money or time) to the focus area
Table 2: 2020 Social Key Performance
51
2020 JD.com Environmental, Social and Governance Report
Appendix 3: GRI Standards Content Index
Number
Categories
Reporting Section
101
Foundation
Report Profile
102
General Disclosures
Overview
103
Management Approach
ESG Governance System
Materiality Assessment and Stakeholder Engagement
Corporate Governance
201
Economic Performance
Letter from the Chairman
202
Market Presence
Training and Development
Community Responsibility
203
Indirect Economic Impacts
Special Topic: Combating COVID-19
Organizations and Corporate Clients Growth
204
Procurement Practices
Green Procurement
Supplier Environmental and Social Risk Identification Management
Supplier Digital Management
205
Anti-corruption
Anti-corruption
206
Anti-competitive Behavior
Intellectual Property Protection
301
Materials
Green Procurement
Specific Measures
302
Energy
Green and Low-carbon Data Center
Specific Measures
303
Water and Effluents
Table 1: 2020 Environmental Key Performance
304
Biodiversity
JD and SDGs
Sustainable Consumption
305
Emissions
Specific Measures
Table 1: 2020 Environmental Key Performance
306
Waste
Green Lifestyle Advocacy
Table 1: 2020 Environmental Key Performance
307
Environmental Compliance
Supplier Environmental and Social Risk Identification Management
308
Supplier Environmental Assessment
Supplier Environmental and Social Risk Identification Management
401
Employment
Employee Profile
Employee Welfare
402
Labor/Management Relations
Employment and Labor Standards
Employee Welfare
403
Occupational Health and Safety
Occupational Health and Safety
404
Training and Education
Training and Development
405
Diversity and Equal Opportunity
Employment and Labor Standards
Table 2: 2020 Social Key Performance
406
Non-discrimination
Employment and Labor Standards
407
Freedom of Association and Collective
Bargaining
N/A
408
Child Labor
Employment and Labor Standards
409
Forced or Compulsory Labor
Employment and Labor Standards
410
Security Practices
Special Topic: Combating COVID-19
Employee Welfare
411
Rights of Indigenous Peoples
N/A
52
2020 JD.com Environmental, Social and Governance Report
Number
Categories
Reporting Section
412
Human Rights Assessment
Employment and Labor Standards
413
Local Communities
Green Lifestyle Advocacy
Organizations and Corporate Clients Growth
414
Supplier Social Assessment
Supplier Management
415
Public Policy
Materiality Assessment and Stakeholder Engagement
Data Safety
416
Customer Health and Safety
Platform Management
Quality Management
417
Marketing and Labeling
Content Governance
418
Customer Privacy
Information Security
419
Socioeconomic Compliance
Corporate Governance
53
2020 JD.com Environmental, Social and Governance Report
Appendix 4: External Verification Certificate
SGS-CSTC STANDARDS TECHNICAL SERVICES CO., LTD. SHANGHAI
BRANCH’S REPORT ON SUSTAINABILITY ACTIVITIES IN THE JD.COM’S
ENVIRONMENTAL, SOCIAL AND GOVERNMENT (HEREINAFTER REFERRED
TO AS “ESG”) REPORT
NATURE AND SCOPE OF THE ASSURANCE/VERIFICATION
SGS-CSTC STANDARDS TECHNICAL SERVICES CO., LTD. SHANGHAI BRANCH S’ (thereafter as “SGS)
was commissioned by JD.com to conduct independent assurance of the 2020 ESG REPORT. Based on the
SGS Sustainability Report Assurance methodology, SGS performed the assurance of the management
methodology and data related to the HKEX requirements contained within this report at JD.com Headquarters,
No. 18 Kechuang 11 Street, Beijing Yizhuang Economic-Technological Development Area, Beijing, P. R.
China.; Data and information of other sites were not assured in this assurance scope.
The information in the 2020 ESG REPORT of JD.com and its presentation are the responsibility of the board
and related functions. SGS has not been involved in the preparation of any of the material included in the 2020
ESG REPORT.
Our responsibility is to express an opinion on the text, data, graphs and statements within the scope of
verification with the intention to inform all JD.com’s stakeholders.
The SGS protocols are based upon internationally recognized guidance, including the reporting principles
contained within the HKEX listing rules appendix 27 《Environmental, Social and Governance Reporting
Guide》 and the guidance on levels of assurance contained within the AA1000 series of standards and
guidance for Assurance Providers.
This report has been assured at a moderate level of scrutiny using our protocols for:
•
evaluation of content veracity;
•
evaluation of the report conformity against the HKEX listing rules appendix 27 《Environmental,
Social and Governance Reporting Guide》.
The assurance comprised a combination of pre-assurance research, interviews with relevant employees based
at JD.com Headquarters, No. 18 Kechuang 11 Street, documentation and record review and assurance with
external bodies and/or stakeholders where relevant.
Financial data drawn directly from independently audited financial accounts has not been checked back to its
source as part of this assurance process.
STATEMENT OF INDEPENDENCE AND COMPETENCE
SGS is the world’s leading inspection, verification, testing and certification company. We are recognized as the
global benchmark for quality and integrity with a network around the world. SGS affirm our independence from
JD.com being free from bias and conflicts of interest with the organisation, its subsidiaries and stakeholders.
The assurance team was assembled based on their knowledge, experience and qualifications for this
assignment, and comprised auditors registered with CSR Lead Assuror, CCAA Registered ISO 14001 Auditor,
ISO 45001 Auditor and SA8000 Auditor.
ASSURANCE STATEMENT
54
2020 JD.com Environmental, Social and Governance Report
VERIFICATION/ ASSURANCE OPINION
On the basis of the methodology described and the verification work performed, we are satisfied that the
information and data contained within the ESG Report verified is reliable and provides a fair and balanced
representation of JD.com sustainability activities in 2020.
Some statements and original data within the scope were not assured due to lack of accessible sites and
records due to lack of authorization for assurance, and these are clearly marked throughout the text.
We believe that JD.com has chosen an appropriate ESG reporting guide, and information contained within the
Report can be used by its stakeholders.
CONCLUSIONS, FINDINGS AND RECOMMENDATIONS
In our opinion, the ESG Report is presented in accordance with the reporting rules and the KPIs disclosures of
the HKEX listing rules appendix 27, i.e., 《Environmental, Social and Governance Reporting Guide》.
Reporting Rules
Materiality
JD.com conducts a third-party survey and internal planning to report the ESG issues of concern by stakeholders
and performed analysis with materiality. SGS recommended that JD.com could perform the stakeholder survey
in a timely manner, via usual communication to collect the stakeholders’ needs and expectations, which would
enhance the ESG issues’ materiality and sufficiency.
Quantitative
JD.com performs the statistics and analysis for KPIs, plans the management methods and some KPIs, refers to
the criterions and international general regulations, and reports the disclosures’ impact and purpose. Some
comparative yearly data could better help stakeholders to evaluate its management system’s effectiveness and
make decisions;
Balance
JD.com shows the balance reporting rule in the ESG report and reports environmental, social and governance
issues accurately.
Consistency
JD.com plans the disclosure methodologies with consistency for report content and data statistics at all levels in
the company, in addition, remarks and interpretations were marked in the ESG report to help stakeholder make
a clear comparison.
Limitations of assurance
Some data and record within the scope were not assured due to lack of authorization and planning
methodology in advance, and no further statements for other sites listed in the ESG report.
Signed:
For and on behalf of SGS-CSTC
David XIN Director
16/F Century Yuhui Mansion, No. 73, Fucheng Road, Beijing, China
April 8, 2021
WWW.SGS.COM
55
2020 JD.com Environmental, Social and Governance Report
Report Profile
1
2021 JD.com Environmental, Social and Governance Report
2
01
Overview
About JD.com
Message from Chairman of Board of Directors
Highlights of Responsibility Performance in Key Areas
Statement from the Board
ESG Governance Structure
Sustainable Development Strategic Framework
Materiality Assessment and Stakeholder Engagement
02
03
05
08
08
10
11
High-quality Employment
Human Resource Compliance Management
Human Resources Management
55
56
58
Green Operation
Low-Carbon Supply Chain
JD.com Singles Day Grand Promotion Leads
Sustainable Consumption
65
69
72
Public Welfare Concept and Policy
The Focus Areas of Philanthropic Efforts
75
75
Governance
Strategy
Risk Management
Metrics and Targets
83
83
91
91
Key Performance
JD’s Progress on the United Nations Global Compact
United Nations Sustainable Development Goals (SDGs)
Response
ESG-Related Honors and Social Recognition
HKEX Content Index
GRI Standards Content Index
External Verification Statement
95
100
101
102
103
105
107
Unleash the Great Growth Potential with JD’s Identity
as a Real Economy Enterprise
Compliance Governance to Achieve More Sustainable
and Steady Development and Growth
JD Social Value Proposition Demonstrated as a New
Type Real Economy Enterprise
15
16
24
Product Responsibility and Content Management
Consumer Rights and Service Management
27
32
Supplier Management
Promoting the Development of the Real Economy
41
43
Contents
Report Profile
Cultivating Talents
Safeguarding the Natural Environment
Promoting Inclusive Development of the
Society
Thematic Report on Climate-related Financial
Information Disclosures
About the Report
Promoting Good Consumption
Promoting High-quality Development
Leading the Sustainable Future as a New Type of
Economy Enterprise
Overview
02
2021 JD.com Environmental, Social and Governance Report
01
Report Profile
Release Form of the Report
Reference and Principles
Source of Information
Reporting Scope
Contact Us
This Environmental, Social and Governance (hereinafter referred to as “ESG”) report is presented in electronic version and available in
Chinese and English. However, in case of conflicts between the two languages, the Chinese version shall take precedence.
The report is prepared in compliance with the ESG Reporting Guide from the Hong Kong Stock Exchange (HKEX), the ESG Reporting
Guide from the Nasdaq Stock Market, the United Nations Sustainable Development Goals (SDGs), the GRI Standards issued by the
Global Sustainability Standards Board (GSSB), the Ten Principles of the UN Global Compact, and industry standards issued by the
Sustainability Accounting Standards Board (SASB). In particular, the relevant contents of dealing with climate change are prepared by
referring to the HKEX Guidelines on Climate Information Disclosure and the framework suggested by the Task Force on Climate-related
Financial Disclosures (TCFD).
The information and data in this report mainly come from the company’s internal data collection system, work reports and public
information, annual reports, and media releases. Unless specified, the monetary amounts shown in this report are all presented in
RMB. For ease of presentation, “JD,” “the Group,” “the company,” and “we” all refer to “JD.com.”
This report covers the period from January 1, 2021, to December 31, 2021, focusing on the ESG performance of JD.com. Some contents
have been reviewed and extended to maintain the continuity and integrity of information.
We value your feedback and opinions, and appreciate you emailing us at [email protected], or mailing a letter to JD.com at Floor 20, Building A,
No. 18 Kechuang 11 Street, Beijing Economic-Technological Development Area, Beijing, 100176, the People’s Republic of China.
For more information, please visit our official website at www.jd.com.
Overview
About JD.com
JD.com officially set foot in the field of e-commerce in 2004. In
May 2014, JD.com was listed on the NASDAQ Stock Exchange
in the United States. In doing so, JD.com became the first
comprehensive e-commerce platform in China to go public
in the United States. In June 2020, JD.com took a secondary
listing on the Hong Kong Stock Exchange, aiming to raise funds
to invest in key technological innovations applied in supply
chain infrastructure, enhance user experience further, and
improve operational efficiency.
JD.com is positioned as “a technology and services
enterprise with supply chain at its core.” Its businesses cover
retail, technologies, logistics, health, insurance, property
development, international business, and other areas.
JD.com is a new type of real economy enterprise with both
the genes and advantages of traditional enterprises and
digital technology capabilities. As such, JD has facilitated the
development of various real economy businesses and boosted
high-quality development of the real economy with solid and
innovative development experience to promote sustainable
growth.
JD.com adheres to the values of Customer First, Integrity,
Collaboration, Gratitude, Dedication and Ownership, fulfilling
its strategic mission of being “Powered by Technology for
a More Productive and Sustainable World” and striving to
become the most trusted company in the world.
2021 JD.com Environmental, Social and Governance Report
Overview
03
04
Message from Chairman of Board of Directors
In 2021 the COVID-19 pandemic continued. As a result, the
global economy faced various downward pressures during a
difficult and slow process toward recovery. We have witnessed
epidemic’s impact on the world economy, society, and
environment, and deeply felt the pressure brought by many
uncertainties. Amid these changes and challenges, we must
hold ourselves accountable for promoting sustainability and
undertaking corporate social responsibility.
In JD.com’s vessel, there flows a sense of mission and
responsibility. Starting from a three-foot counter in
Zhongguancun Electronics Market 19 years ago, we have
always relied on genuine licensed goods, never deviated from
the concept of “achieving success the right way,” and have
never forgotten our responsibility to all stakeholders. In 2021,
based on the corporate mission, “Powered by Technology for a
More Productive and Sustainable World,” we reflected further
on the scope of our goals. As an enterprise with both the genes
and attributes of a real economy enterprise and possessing
digital technologies and capabilities, we commit to leading
a sustainable future in the role of a new type real economy
enterprise.
In the past year, under continual COVID-19 outbreaks, many
small and medium-sized enterprises have been under pressure.
In contrast, real economy enterprises need to reduce costs and
increase efficiency as they pursue high-quality development.
Yet, despite all these complex challenges, we are working
together with our partners to overcome difficulties.
To support businesses in areas impacted by the pandemic, we
have voluntarily issued relief policies to help businesses reduce
costs and increase efficiency. More importantly, during the
epidemic outbreak, by relying on the intelligent supply chain
and logistics, we have made our contributions to ensuring the
supply of daily necessities to protect people’s livelihood. As a
result, we have played a part in stabilizing commodity prices
and enabling the normal operation of businesses, thus creating
shared value for society as a whole.
Leading the Sustainable Future as a
New Type of Real Economy Enterprise
Empowering Real Economy Businesses
with Digitally Intelligent Supply Chain
Solutions
In the past few years, we have firmly invested in supply chain
infrastructure construction and digital intelligent technology
research and development, a path that has at times been
bitter and challenging but will also deliver the highest value.
We are glad to see that our persistence has enabled partners
to achieve high-quality development. We continue to improve
our intelligent supply chain technology and promote inventory
turnover optimization. As a result, we have reduced the
inventory turnover days to 30.3 days as of 2021 and accelerated
the efficiency of the whole industry chain. We’ve long been
investing in integrated supply chain logistics services, providing
quick-response supply chain capability empowered by
high technology and a flexibly configured logistics service
portfolio that many enterprises urgently need. Our intelligent
manufacturing platform helps partners efficiently research
and develop new products, significantly shorten the time of
Driving Green Transformation
Throughout the Supply Chain
product pre-market research, and accelerate the cycle of new
products going on the market, which helps manufacturers save
costs greatly.
Our first “smart mobile warehouse” was proved successful
in the project of Hanzhong-Bazhong-Nanchong high-
speed railway construction, a pilot solution for engineering
supplies’ real-time prediction, transportation, and warehouse
management in remote areas. We serve nearly 70% of China’s
specialized and innovative “Little Giant” enterprises, helping
more small and medium-sized enterprises to overcome the
“digital divide” and achieve accelerated growth.
We continue to increase investment in rural supply chain
infrastructure and technology services, opening the whole
industrial chain in rural areas, and promoting rural revitalization
through comprehensive solutions. For example, we have
established the highest altitude smart warehouses nationwide
and cooperated with Wugong County in Shaanxi province to
build the first intelligent supply chain center, benefiting rural
development with high-efficiency logistics.
In addition, by enlarging the investment in “new infrastructure
abroad” and combining global routes exploration and local
warehouse construction, we have set up a stable and efficient
new infrastructure for businesses going abroad. Thus, reaching
more than 220 countries and regions worldwide, creating an
expressway for Chinese brands and services to “go global.”
goods, we will encourage more businesses and consumers to
join in low-carbon consumption actions.
We are closely following the trend of green investment, and
we have seen that more and more investors are concerned
about climate risks. This year is our first time incorporating
the topic of climate-related financial information disclosure
into this ESG report. We have comprehensively analyzed the
business risks and opportunities faced by JD.com in different
climate scenarios and formulated a risk management system
and strategy for 2030. We hope that through systematic
transformation, we will obtain new development opportunities
while building climate competitiveness in the next decade.
We are honored to see our efforts widely recognized. We have
been ranked on the FORTUNE 2022 World’s Most Admired
Companies list at No.6 in the Internet Services and Retailing
Category and first among Chinese enterprises for our social
responsibility performance. Additionally, we rank third among
Chinese enterprises in Forbes’ 2021 Best Employers in the
World.
These honors give us the momentum to go further. In the past
year, we have had a lot of internal discussions and thoughts
on ESG. We are making ESG a top-down consistent guiding
direction and evaluation mechanism through continuous
institutional improvement.
When faced with the uncertainty of the future, we retain a
sense of awe — but we will always think and act as though we
are experiencing day one. We will continue to strengthen the
supply chain infrastructure construction and contribute our
professional insights and innovative solutions to a better and
more sustainable future — and time will prove our original
aspirations and beliefs.
Richard Qiangdong Liu
Chairman of Board of Directors, JD.com
According to the Global Risk Report 2022, the world’s top five
most threatening risks in the next decade are all environmental
risks. In 2021, we already felt the destructiveness of extreme
weather to the supply chain. We hope to exert the influence of
our value chain, and fully address the global climate challenge.
We continue to accelerate our low-carbon operations. In 2021,
all office buildings built by JD.com acquired three-star design
mark certifications for green buildings. Using technologies
such as liquid cooling, the new green data center operated
by JD Cloud achieved annual operation with a Power Usage
Effectiveness (PUE) lower than 1.1. We lead the whole value
chain to exert a low-carbon impact by facilitating the full
deployment of new energy vehicles, promoting circular
packaging, and building “zero-carbon” logistics parks. As
announced in the new five-year “Green Stream Initiative,” we
have promised to invest another RMB 1 billion in constructing
a low-carbon integrated supply chain. We promote green
consumption, and by expanding the categories of low-carbon
2021 JD.com Environmental, Social and Governance Report
Overview
05
06
Highlights of Responsibility Performance in Key Areas
In 2021, JD.com intercepted over 16 million illegal advertisements.
By the end of 2021, JD Logistics operated over 1,300 warehouses, which covered an aggregate gross floor area of over
24 million square meters, including 43 “Asia No.1” smart mega logistics parks in 33 cities nationwide. On the basis of
nearly 10 million SKUs
1 of self-operated commodities, JD.com has always been a global leader in operational efficiency.
In 2021, more than 3,000 senior managers of JD Retail listened to users’ feedback on site. They helped solve 167 pain
points and optimized more than 200 items relating to users’ experiences.
In 2021, JD’s anti-corruption training covered 98.8% of the total employees. The participation rate of online anti-corruption
training courses among new employees was as high as 100%.
JD.com made more than 60 internal regulations, covering key areas such as security management, privacy protection and
data security, which apply to all businesses and suppliers.
Leading the Sustainable Future as a New Type Real Economy Enterprise
Promoting Good Consumption
1 SKU: Stock Keeping Unit
By the end of 2021, the number of employees in JD.com’s listed and non-listed companies has exceeded 420,000,
including more than 300,000 front-line employees, of whom 80% are from rural areas. In the past three years, nearly
40,000 jobs have been provided to fresh graduates; at present, more than 500 employees have doctorate degrees, and
the number of R&D professionals has exceeded 18,000.
In 2021, the satisfaction survey conducted among employees in the Beijing headquarters and various workplaces showed that the
employee satisfaction rate was as high as 4.36/5.
In 2021, JD’s full-time employees received 54.44 hours of training on average.
In 2021, the listed and non-listed companies under JD.com organized more than 20,809 training sessions, and added
another 10,262 training courses, with total course sign-ins of 160 million internal person-times and 16,000
daily active users.
A total of 10,368 female employees benefited from women-empowerment activities. There are 851 female lecturers
registered at JD.com, accounting for 49% of all lecturers.
JD Cloud has provided digital solutions for more than 1,500 large-scale enterprises and 1.5 million small and medium-
sized enterprises (SMEs), facilitating digital transformation and upgrading traditional industry.
JD.com has provided C2M solutions to more than 1,200 manufacturers.
In 2021, JD.com continued implementing the “Mantianxing Project” in 28 provinces, municipalities and autonomous regions to
serve SMEs. As of now, JD.com has served more than 27,000 provincial-level SMEs, accounting for almost 70% of all
provincial-level SMEs.
JD Industry launched a series of new-generation infrastructure for industrial supply chain management, such as enterprise
distribution centers, Jinggong Cabinet, and smart mobile warehouses. It has deployed over 200 facilities nationwide to help
solve the pain points faced by industrial enterprises.
JD.com runs more than 70 data centers, 70 city clouds and nearly 100 edge data centers worldwide.
Boosting High-quality Development
Cultivating Talents
2021 JD.com Environmental, Social and Governance Report
Overview
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08
Statement from the Board
ESG Governance Structure
JD.com’s Board of Directors promises to strictly abide by the
requirements of the environmental, social and governance
(ESG) reporting guidelines of the stock exchanges where
JD.com is listed, and continuously improve the ESG
governance system.
The year 2021 witnessed JD.com’s continued efforts in
strengthening the Board’s participation and supervision
in the company’s ESG management, further integration of
ESG into the company’s major decision-making and daily
management processes, and the Board’s strategic support for
the company’s business development and risk management.
Through benchmarking analysis and stakeholder surveys,
JD.com continuously identifies the key ESG issues most
relevant to shared value creation for stakeholders, industries,
and JD itself. To ensure the effectiveness of the company’s
JD.com has established an ESG governance system applying
ESG principles, which lays a solid foundation for ESG planning,
regular evaluation, and management of related risks. The ESG
governance system can help JD.com manage environmental,
societal, governance, and non-financial risks more effectively,
maintain active engagement with multiple stakeholders
ESG strategy, the Board of Directors contributes to the
identification of material ESG issues, assesses the effects of
these identified issues, and takes them as essential references
for risk and opportunity evaluation. Meanwhile, the Board of
Directors follows the company’s ESG governance structure. By
collaborating with the Strategic Executive Committee (SEC),
the Board supervises the fulfilment of ESG goals and targets,
regularly reviews the progress of ESG work, and facilitates ESG
governance to become a standard practice in the company.
As a technology and services enterprise with the supply chain
at its core, JD.com will give full play to the value creation of
a new real economy enterprise in the future; continuously
fulfilling our mission to be “Powered by Technology for a More
Productive and Sustainable World,” and commit to being the
most trusted global corporate citizen.
such as regulatory authorities, investors, and the public, and
further strengthen corporate governance. By implementing
and continuously improving the ESG strategy and governance
system, JD.com will achieve the steady operation and
sustainable growth and contribute to a more productive and
sustainable world by leveraging its business strengths.
In 2021, JD.com issued more than 2.8 billion electronic invoices, thus saving about 16,000 tons of paper, equivalent
to the felling of over 310,000 fewer adult trees and reducing carbon emissions by 15,000 tons.
By the end of 2021, JD.com’s rural revitalization “Benfu Plan” had driven rural areas to realize an output value of RMB
320 billion.
JD Health launched the “Rare Diseases Care Program” and established the “JD Health Rare Diseases Care Fund” together with the
Beijing Illness Challenge Foundation (ICF). This program helps rare disease populations alleviate three major barriers namely,
the difficulty in accessing high-quality diagnosis and treatment, necessary medicines and financial support. In 2021, more than
24,000 patients with rare diseases purchased relevant medicines and obtained corresponding medication services from JD
Health, and the Fund has aided 69 patients with rare diseases.
In 2021, JD Foundation donated more than RMB 120 million. During the “Children’s Book Donation” campaign,
67,608 children’s books were donated to 119 project sites in 17 provinces, municipalities and autonomous regions,
through JD.com’s public welfare platform. Furthermore, “Fun Festival,” the gamification public welfare activity co-organized by
JD.com and its partnering brands, donated a variety of products worth RMB 967,000 to SOS Children’s Village in China.
On February 18, 2022, JD.com donated anti-pandemic relief materials worth RMB 100 million to medical workers in Hong
Kong, of which the first batch of 6,000 packs of supplies arrived on February 23, 2022.
In 2021, using technologies such as liquid cooling, the new green data center operated by JD Cloud achieved annual operation with
a Power Usage Effectiveness (PUE) lower than 1.1, the energy saving of 30% in infrastructure, and a 10% reduction in total
carbon emissions.
By the end of 2021, circular packaging boxes had been put into regular use over 200 million times. Through the “Green
Stream Initiative,” JD Logistics had driven the whole industry to reduce the amount of disposable packaging by nearly 10
billion pieces. So far, more than 200,000 businesses and hundreds of millions of consumers
have been involved in the campaign for packaging reduction.
JD Logistics launched new energy vehicles in more than 50 cities nationwide. So far, the number of new energy logistics vehicles
has reached 20,000. This alone can reduce carbon dioxide emissions by about 400,000 tons per year, equivalent to
the annual carbon dioxide absorption of 20 million trees.
Safeguarding the Natural Environment
Promoting Inclusive Development of the Society
Board of Directors
Strategy Execution Committee
ESG Task Force
ESG heads from sub-groups and business lines
Sub-groups and business lines
ESG data collection and
information disclosure
Instructs
Supervises
Coordinates and
executes
Reports
Day-to-Day Reports
Day-to-Day Reports
Data support
Follow-up
ESG Governance Structure
Decision-making
Execution
2021 JD.com Environmental, Social and Governance Report
Overview
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10
The SEC is responsible for making decisions on the strategic goals, directions, and key scope of work in the core areas of the Group’s
sustainable development, in addition to clarifying the internal organizational structure of ESG management and supervising and
guiding the overall implementation of work. The SEC reports ESG-related work to the Board of Directors to ensure that ESG key
topics are integrated into the company’s overall strategy and contribute to sustainable growth. For instance, the SEC will establish a
governance system and strategic framework based on the identification of climate-related risks and opportunities and conduct regular
supervision and information disclosure on the progress of risk management and other related work.
Strengthens the sustainable development consensus and strategic synergy among sub-groups and business lines; drives forward the
implementation of ESG management regulations and sustainable development culture.
Sets up a climate action task force to coordinate the identification and management of climate-related risks and opportunities.
The ESG task force continuously incorporates ESG related risk management into the company’s daily code of conduct and is
responsible for coordinating ESG heads of various sub-groups and business lines to implement and promote ESG work.
Strategy Execution Committee (SEC)
ESG Task Force
Sustainable Development Strategic Framework
JD.com has always adhered to the mission of “Powered by
Technology for a More Productive and Sustainable World.”
On this basis, in 2021, JD.com brought up a brand-new
sustainability strategic position, “Leading the Sustainable Future
as a New Type of Real Economy Enterprise.” On the basis of
the ESG governance system as the organizational driver and
supply chain infrastructure and digital technology innovation
as the technological driver, JD.com has been performing
according to the sustainable development framework. JD has
been actively fulfilling its social responsibilities, and enabling
a more productive and sustainable future by promoting
inclusive development, cultivating talents, promoting good
consumption, boosting high-quality economic development,
and safeguarding the natural environment.
Organizational Driver
Technological Driver
Powered by Technology for
a More Productive and Sustainable World
Leading the Sustainable Future as a New Type of Real
Economy Enterprise
Strategic
Mission
Strategic
Positioning
Sustainable Action
Framework
Corner
Stone
ESG Governance System
Supply Chain Infrastructure + Digital
Technology Innovation
Promoting
Inclusive
Development
Cultivating
Talents
Promoting
Good
Consumption
Boosting
High-Quality
Development
Safeguarding
the Natural
Environment
2021 JD.com Environmental, Social and Governance Report
Overview
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12
Responding to the expectations of multiple stakeholders and continuously striving for sustainable values co-creation through ongoing
dialogue and cooperation are the cornerstones for JD.com to achieve long-term development and growth. JD.com fully considers the
comprehensive impact of its own operation on stakeholders. By maintaining regular and diversified communication with stakeholders
such as consumers, employees, shareholders and investors, government regulatory agencies, business partners alongside the value
chain, the communities, and the environment, and promptly responding to their concerns and expectations, JD.com has continuously
improved its ESG governance level. At the same time, maintaining good relationships and continuous communication with stakeholders
provides a key reference for JD.com to identify important sustainability opportunities, enhance related work, and strengthen the quality
of information disclosure.
Materiality Assessment and Stakeholder Engagement
Through benchmarking analysis and stakeholders’ surveys, JD selected 35 strategic issues conducive creating sustainable shared
values and formed a materiality matrix. Among them, the high and moderate priority material issues are regarded as the key
disclosure topics in this report. The data availability determines the scope and boundary of the report.
Identification and Analysis of Material Issues
Stakeholder Engagement
Materiality Assessment Flow
2
The material issues as the key topics are based on the analysis results of the ESG material issues of JD.com and the comprehensive identification of the daily
communication with JD.com’s stakeholders.
Benchmarking Analysis
Stakeholders Survey
Identification of Issues Creating
Sustainable Shared Values
Materiality Matrix
Materiality Matrix
International standards, ESG rating
agencies, and HKEX requirements
Macro-economic policies,
industry policies, and regulatory
requirements
Peers’ best practices, JD business
positioning, and strategy
Questionnaire
survey
Interviews
Importance to stakeholders
Importance to JD business
strategy
High priority
material issues
Moderate priority
material issues
Low priority
material issues
Stakeholders
Material Issues
2
Communication
Consumers
Employees
Shareholders
and Investors
Government
Regulatory
Agencies
Partners on
the Value
Chain
Communities
and
Environment
●Cyber data security
●Doing business with integrity
management
●Privacy protection and
personal information security
●Doing business with integrity
management
●Cyber data security
●Efficient and intelligent supply
chain
●Privacy protection and
●Cyber data security
●Responding to climate change
●Promoting high-quality
employment
●Anti-corruption compliance
●Industry digitalization and
high-quality development
●Integrity management
●Cyber data security
●Efficient and intelligent supply
chain
●Consumer rights and satisfaction
●Sustainable revenue and growth
●Better quality products and
services
●Business influence and partner
ecosystem construction
●Environmental and social
risk identification and
management
●Responding to climate change
●Green packaging and resource
recycling
●Continuous online and offline
communication (apps/
websites/stores)
●24/7 customer service hotline
●Daily media communication
●All-staff emails,
communication meetings,
forums, the employees’
representative congress,
training activities and
feedback mechanisms
●Phone calls, meetings and
company visits
●Corporate annual report,
quarterly reports and
announcements
●Roadshow
●Daily reports and
communication
●Participation in policy
recommendations.
●Industry forums and
conferences
●Daily procurement, training,
and evaluation
●Industry forums
●Supplier conferences
●Public welfare programs and
fund-raising platforms
●Daily media communication
●Social media communication
●Consumer rights and
satisfaction
●Better quality products and
services
personal information security
●Anti-corruption compliance
●Protection of employee’s
healthcare and rights
●Employee training and overall
development
●Privacy protection and
personal information security
●Sustainable revenue and
growth
●Board’s participation in ESG
management
●Digital technology innovation
and new infrastructure
development
●Promoting high-quality
employment
●Rural revitalization and
common prosperity
●Creating a fair business
environment
●Green packaging and resource
recycling
●Responsible procurement
●Sustainable consumption
●Rural revitalization and
common prosperity
●Social media
communication
●Consumer research
●Employee service hotline,
[email protected], the Group’s
trade union, the Group’s
audit channel, etc.
●Daily reports and
communication on
sustainability and ESG
related issues
●Field investigation
●Cooperation agreements
signing and strategic
partnership establishment
●Responding to inquiries
for listed companies from
regulatory agencies
●Daily media communication
●“Jing Dian” Academy, “Jing
Mai” Platform
●CSR forums and activities
●Volunteer activities
Independence and diversity of Board of Directors
Moderate
High
High
Importance to stakeholders
A corporate culture of equality, inclusiveness and diversity
Green and responsible investment
Business influence and partner ecosystem construction
Protection of employee’s healthcare and rights
Boosting real economy and supporting SME growth
Strategic philanthropy
and charity
Sustainable consumption
Intellectual property
protection (IPP)
Supplier risk management; Creating a fair
business environment
Anti-pandemic and disaster relief
Promoting high-quality employment
Rural revitalization and common prosperity
Deeply participating in “Dual
Circulation”
Digital technology innovation and new-generation infrastructure development
Responding to climate change
Environmental and social risk identification and management
Employee training and overall development
Information transparency and efficient communication
Dissemination of healthcare science
and inclusive healthcare
Improving energy efficiency
Board’s participation in ESG management
Sustainable revenues
and growth
Better quality products and
services
Industry digitalization and high-quality development
Anti-corruption compliance
Efficient and intelligent
supply chain
Privacy protection and personal
information security
Consumer rights and satisfaction
Cyber data security
Doing business with integrity
Responsible procurement
Green packaging and resource recycling
Importance to JD.com’s strategies
2021 JD.com Environmental, Social and Governance Report
Leading the Sustainable Future as a New Type of Real Economy Enterprise
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14
Leading the Sustainable Future as a New
Type of Real Economy Enterprise
Part I
2021 JD.com Environmental, Social and Governance Report
Leading the Sustainable Future as a New Type of Real Economy Enterprise
15
16
……
……
JD.com: New Type Real Economy-
based Enterprise Panorama
Continuously unleashing the great growth potential of a real economy-based
enterprise for high-quality growth
Digital upgrade of
s
m
a
l
l
a
n
d medium-siz
e
d
s
t
o
r
es
Digital u
p
g
r
a
d
e
o
f
i
n
d
ustrial OEMs
Clients
Employees
First party
products
Tens of
thousands of
offline stores
……
……
……
Attributes of real economy
enterprises
+
Digital technology abilities
Rooted in the real economy
Growing up in the real economy
Serving the real economy
Self-operated
logistics
infrastructure
Data as of
December 31, 2021
Hebi, Henan
province
Joint promotion
Wuhan, Hubei
province
Double engine to
support Hubei
province
Linzhi,
Tibet
Xiuwen and
Shibing, Guizhou
province
China
Energy
BAIC
Geely
Auto
Haima
Motor
Linde
Forklift
China
Huadian
ZOOMLION
Midea
Haier
Joyoung
ECOVACS
Wuyi and Fuping,
Hebei province
Hotan,
Xinjiang
Suqian and
Fengxian, Jiangsu
province
Lishu, Jilin
province
Kuandian and
Benxi, Liaoning
province
Hardware store
Convenience
store
Drugstore
Nantong, Jiangsu
province
Home textiles
Putian, Fujian
province
Public brand
building
Services targeted
to specialized and
innovative SMEs
in Beijing
Xinji, Hebei
province
Expanding
domestic sales
Qingdao,
Shandong province
Enterprise
digitalization
Suzhou, Jiangsu
province
City Service
Festival
Anji, Zhejiang
province
Developing the
2B market
“
M
a
ntian
x
i
n
g
P
r
o
j
e
c
t
”
to empower SM
E
s
Chenghai,
Guangdong
province
Toys
Shifang, Sichuan
province
Bamboo pulp
Baigou, Hebei
province
Bags and suitcases
Xuchang, Henan
province
Wig
Zhuji, Zhejiang
province
Hosiery
Jinjiang, Fujian
province
Sneakers
Auto repair shop
Flower shop
Community
supermarket
Grocery Store
“Cost reduction
and efficiency
improvement”
for SMEs
Rural revit
a
l
i
za
t
i
o
n
“Benfu Plan”
“Digital brain”
for large
e
n
t
e
r
p
r
i
s
e
s
Unleash the Great Growth Potential with JD’s Identity as a Real
Economy Enterprise
Compliance Governance to Achieve More Sustainable and Steady
Development and Growth
A real economy-based enterprise possesses the genes and
advantages of traditional enterprises, as well as innovative
digital technologies and rich industry insights. It continuously
promotes the upgrade of the quality and efficiency of the
real economy by building and opening its digital intelligent
technology capabilities. Rooted and developed in the real
economy, JD.com continues to open its digital technology
capabilities and digital intelligent supply chain infrastructure
to fully serve the development of the real economy, unleash
Compliance management is the core initiative for JD.com to
practice the philosophy of achieving success the right way. It is
also an important foundation for JD.com to improve the level of
risk management continuously. Our compliance management
benefits from effective protection with three “defensive lines.”
It relies on five key actions: laws and regulations compliance,
the vitality of SMEs, support rural revitalization, promote
sustainable and high-quality industrial development,
and ultimately lead a sustainable future. By continuously
strengthening ESG governance and managing social and
environmental risks more systematically, JD.com will
strengthen its positioning as a supply chain-based enterprise,
constantly unleashing the great growth potential of a real
economy-based enterprise and realize more steady growth and
high-quality development.
anti-corruption and integrity compliance, information security
compliance, auditing compliance and transaction risk
control. It ensures effective compliance management through
multiple mechanisms such as comprehensive publicity, joint
accountability, and rewards.
One Principle: Achieving Success the Right Way
Guided by the concept of “achieving success the right way” and adhering to the principle of “compliance represents
development,” the Group complies with laws and regulations, builds a culture of integrity and anti-corruption, enables
effective compliance management driven by technology and data, and establishes a forward-looking, flexible, and efficient
compliance system.
Three Defensive Lines: All-Round Guarantee
JD.com: New Type Real Economy Enterprise Panorama
Continuously unleashing the great growth potential of a real economy enterprise for high-quality growth
Every employee is familiar with and firmly implements JD.com’s
compliance system and adheres to the bottom line of compliance
by resisting undesirable temptations.
The professional teams shall publicize and implement a good
compliance culture, apply smart technology to all essential nodes
of risk and compliance management, reduce corporate risks, and
ensure long-term and stable development.
By following the compliance system and upholding to the principle
of fairness, justice and independence, the supervision and audit
team oversees the compliance practices of each organizational
unit, investigates and combats corruption, and ensures operational
compliance.
Applicable to all employees
Applicable to risk
management teams including
legal, finance, information
security and risk control
Applied to independent
supervisory and audit team
The first
defensive line
The second
defensive line
The third
defensive line
Compliance Management System
Employees
Directly employing over
300,000 logistics front-
line employees
Driving nearly 20 million
new jobs
First party
products
Nearly 10 million
retail SKUs
Clients
Serving about 570 million
customers
Serving over 8 million
business clients
91% of Fortune Global
500 enterprises
Self-operated logistics
infrastructure
Over 1,300 warehouses
With an area of more than 24 million
square meters
Same- and next-day delivery service
available in 93%
districts and counties,
and 84% villages and towns
Serving about 600,000
administrative villages
Tens of thousands
of
offline stores
SEVEN FRESH Supermarket,
JD Home Appliance
Store, JD
Convenience Store, JD Auto
Service,
JD Industry Intelligent
Retail Store, JD Pharmacy
and
other offline stores
2021 JD.com Environmental, Social and Governance Report
Leading the Sustainable Future as a New Type of Real Economy Enterprise
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18
Laws and Regulations Compliance
Anti-Corruption and Integrity Compliance
JD.com is supervised by the public security organs at both national
and local level, the Ministry of Industry and Information Technology of
the People’s Republic of China (PRC), the Cyberspace Administration of
China, the State Administration for Market Regulation of the PRC, China
Consumers’ Association, the State Post Bureau of the PRC and so on.
The Group has been rigorously complying with a series of Chinese laws
and regulations, including Criminal Law of the PRC, Civil Code of the
PRC, E-commerce Law, Cybersecurity Law, the Provisions on Ecological
Governance of Network Information Content, Advertising Law, Product
Quality Law, Food Safety Law, Law of the PRC on the Protection of the
Rights and Interests of Consumers, Postal Law, Interim Regulation on
Express Delivery, and more. Concurrently, in the process of developing
international business, JD.com strictly adheres to local laws and
regulations in the countries where it operates. Moreover, it establishes
a legal compliance system abroad and gradually improves it with
business expansion.
JD.com always upholds the “zero tolerance” attitude towards corruption. It has established and constantly improved the anti-
corruption system to ensure it can effectively prevent, monitor, and respond to corruption. Key measures are taken to build the anti-
corruption system, including the construction of a comprehensive anti-corruption policy system, well-established training system,
publicity and education, accurate identification and assessment of corruption risks, a strict whistle-blower protection and reward
system, joint anti-corruption action with industry partners, optimization of international anti-corruption system, and so on.
JD.com has established sound anti-corruption management regulations and systems, including the JD.com Business Conduct and
Ethics Code, JD.com Anti-Corruption Regulations, JD.com Whistle-blower Protection and Reward System, JD.com Integrity Reward
Policy, JD.com Active Filing Reward Policy (for Trial Implementation), JD.com Gifts Management Regulations, Vendor Paid Travel
and Business Dinner Regulations, Anti-Commercial Bribery Agreement, etc., and has always practiced the concept of “compliance
represents development” and the core corporate value of “integrity.”
To advocate for employees’ integrity and self-discipline and create a
transparent and compliant workplace, JD.com has established a multi-
level and diversified training and publicity system and conducted
anti-corruption training across the Group, covering 319,093
4 full-time
employees, accounting for 98.8% of the total number of employees.
New employees will have to complete the online anti-corruption
training course and pass the examination before the probation’s
completion. All employees are required to receive anti-corruption
training and assessments every year, while director-level or above
leaders should take anti-corruption special training.
Five Perspectives
JD.com regards legal compliance as the basic requirement to achieve its business objectives, and
strictly abides by relevant national laws, regulations, and rules.
JD.com has always adhered to the “zero tolerance” attitude towards corruption and is determined
to create an incorruptible and integrity business environment.
JD.com attaches great importance to information security, ensures that employees have full access
to the basic knowledge and principles of information security; establishes a sound responding
process and disposal mechanism for system security, external attacks and violations; safeguards
the confidentiality of information and data of the enterprise, employees and customers, making
sure the information and data could only be obtained and used when necessary.
JD.com strictly complies with all legal requirements for a listed company. The management makes
a written statement on the effectiveness of internal control of financial reporting in the annual
report.
All business units in JD.com shall always maintain a keen awareness of transaction risk
management, regulate business activities, improve the business transaction system, and connect
to JD’s risk control system to ensure accurate identification and intelligent confrontation of
business transaction risk behaviors.
Ensure the compliance policy is
deeply rooted in the hearts of all
employees through promotion
and implementation.
The system of “Accountability
Basics and Control (ABC)
3” and
collateral penalties are carried
out in cases of major compliance
issues.
Offer rewards to employees
who have performed well in
compliance and those who have
reported violations.
covered
319,093
full-time employees
accounted for
98.8%
of the total number of
employees
4
The anti-corruption training data is based on the online check-in data of full-time employees except the ones who are in pre-dismission, maternity leave and long-
term leave as of April 2021.
3
Based on the “ABC principle,” JD.com implements a two-level decision-making system in terms of financial power and personnel power. In addition to the special
provisions of multi-level approval, the general decision-making of managers should be resolved within two superior levels.
Comprehensive Anti-Corruption Policy System
All-Round Training, Publicity, and Education
Compliance Enforcement Mechanism
The anti-corruption training
Laws and regulations
compliance
Anti-corruption and
integrity compliance
Information security
compliance
Auditing compliance
Transaction risk
control
Full publicity and
implementation
Joint
accountability
Rewards
Leading the Sustainable Future as a New Type of Real Economy Enterprise
20
JD.com analyzes and categorizes business risks through case review, establishes early warning and communication mechanisms, and
helps business departments take the initiative in prevention and internal control.
In terms of internal anti-corruption, JD.com has set up a
corruption reporting center to comprehensively collect all kinds
of corruption cases in different forms, while it guarantees the
reporter and the reported information are strictly confidential.
The whistle-blower can contact JD’s corruption reporting
center by calling 400-601-3618 or emailing [email protected].
JD.com encourages insiders to report instances of corruption
with their real names actively and describe them truthfully
and objectively. If a corruption was confirmed finally through
investigation, the rewards will be provided to the whistle-
JD.com continues to build the Sunshine Integrity Alliance®
(hereinafter referred to as “the Alliance”), and the Sunshine Integrity
Member Platform has served more than 600 member enterprises.
In 2021, the Alliance made great efforts to facilitate the enterprise-
school-research institution cooperation model through various
actions. It supported the first “Integrity and Compliance Innovation
Award for Private Enterprises” event held by the Anti-Corruption
and Compliance Research Institute of Internet Enterprises of East
China University of Political Science and Law. During the event, 18
outstanding enterprises won awards for their innovation initiatives
on integrity and compliance, demonstraing the best practices and
eventually promoting the compliance culture of the industry. In
addition, the Alliance published the book Anti-corruption Code for
Internet Enterprises, which showcases innovative management
practices collected from outstanding enterprises such as JD.com,
Meituan.com, ByteDance and Xiaomi, to improve the level of
JD.com is actively promoting international business compliance
to secure the company’s international business strategy. In 2021,
through establishing the international anti-corruption policy
system, opening reporting channels and conducting anti-corruption
training including Foreign Corruption Practices Act training and
publicity, JD.com has built an anti-corruption and compliance
regulation system for its international business, to ensure healthy
and sustainable expansion in the international market.
In 2022, JD.com will carry out anti-corruption, integrity and
Information Security Compliance
JD.com incorporates internet security and privacy protection into
the company’s key development strategy. Data of consumers,
suppliers, partners, employees, and other related entities
are considered valuable assets. JD.com has established a
comprehensive internet security and privacy protection system
based on national laws, policies, and regulatory requirements, with
reference to international standards and industry’s best practices,
and subject to the company’s “zero-trust” security architecture.
The system covers aspects of policy, management, technology,
supervision and training, etc. In addition, JD.com works closely
with ecological partners for a trustworthy security infrastructure to
continuously tackle information security problems.
compliance management and promote the compliance
ecosystem of the industry. In the future, JD.com will continue to
adhere to the business philosophy of “integrity management,
achieving success the right way,” collaborate with industry
and social partners with an open mind and continue working
together to build an integrity ecosystem, and jointly construct a
transparent business environment.
compliance management for international business across
multiple dimensions, such as organizational capabilities
building, key issue investigation, anti-corruption and integrity
culture promotion, etc. A well-established governance
structure, regulation system, and management flow will uplift
organizational capabilities. An effective deterrent for corruption
will be achieved by cracking down on corruption cases in critical
risk areas within key countries and regions. In the meantime,
employees’ compliance awareness and corporate’s compliance
culture will be enhanced and promoted through various forms.
blower or the reporting unit. Especially for the whistle-blower,
JD.com will offer cash rewards ranging from RMB 5,000 to RMB
10,000,000.
Accurate Identification and Evaluation of Corruption Risks
Join Hands with Industrial Stakeholders to Create an Integrity and Anti-Corruption Ecosystem
Active Construction of the International Anti-Corruption System
Strict Whistle-blower Protection and Reward System
2021 JD.com Environmental, Social and Governance Report
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2021 JD.com Environmental, Social and Governance Report
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22
At the same time, JD.com has set up a data monitoring and
auditing mechanism to ensure comprehensive control over
data security. Internally, JD.com has formulated the Basic
Security Requirements and Guidelines for JD’s Business and
Data Openness, stipulating that all businesses involved in
data opening and the data security capabilities of partners are
subject to the evaluation by JD.com Information Security Team.
Furthermore, JD.com assesses cross-border data flow with
reference to relative national laws, policies, and regulations,
and conducts the security control for cross-border data flow in
JD.com highly values the enhancement of the data security and privacy protection and keeps improving the system and measures
with reference to Data Security Law, Personal Information Protection Law, and other related laws and regulations. JD.com’s “zero-
trust” security system covers data security, application security, office network security, privacy protection and other security
domains, containing more than 40 information security and privacy protection regulations such as Information Security and Privacy
Management Code, Data Security Management Norms, Data Classification and Grading Management Norms and User’s Personal
Information Security Management Norms, and has been gradually implemented, optimized and upgraded by complying with the PDCA
model
5. In addition, JD.com built a privacy evaluation mechanism for business conduction and R&D testing, making sure all activities
involving users’ privacy are subject to privacy impact assessment and regular audit.
strict accordance with JD.com Security Management Standards
for Cross-border Data Flow Protection.
JD.com has built a “zero-trust” security system that adapts to all
asset types of identities, applications, data, and devices. With
the system’s equipment, JD.com has significantly advanced
its security research capabilities. In 2021, JD.com detected the
“Mystique” and other high-risk vulnerabilities that affect the
security of 800 million Android users worldwide, which highly
demonstrates its social responsibility practice of protecting
network security and privacy.
In terms of system design, JD.com refers to ISO27001, ISO27701,
GB/T 35273 Information Security Technology - Personal
Information Security Specifications, Network Security Law,
Personal Information Protection Law, Data Security Law and
other domestic laws, regulations and standards, and employs
external experts and lawyers to provide professional support and
guidance. Internally, JD.com has formulated more than 60 internal
system requirements covering all business lines and suppliers in
security management, privacy protection, and data security, and
will continue to strengthen related work.
In terms of supervision and management, JD.com has established
the Safety and Risk Control Committee as the company’s highest
information security and privacy protection management body,
with the Chief Compliance Officer as its chairman. The Chief
Compliance Officer and technology vice presidents from sub-
groups and business lines are the representative members to
jointly make decisions on the strategic planning of information
security and privacy. The Committee obtains a multi-level
structure that consists of a Safety and Privacy Management task
force and a Safety Enforcement task force. It leads the overall
supervision, coordination, and standardization of information
security and privacy-related work. The Safety and Privacy
Management task force is responsible for the supervision,
coordination and implementation of resolutions made by the
Committee, while the Safety Enforcement task force implements
risk and vulnerability rectification, promotes security, privacy and
risk control programs, conducts compliance rectification against
regulatory requirements, and follows up daily work such as work
orders related with information security.
To support and guarantee the implementation of information
security compliance, JD.com has formulated relevant rules
and regulation system for information security management
and personal information protection and incorporated the
implementation and fulfilment of the rules as important
assessment criteria for management and key position
employees. The information security department and legal
compliance department are responsible for supervision and
management of the company’s data security and personal
information protection, and all internal employees are required
to take information security related training courses.
ISO27001 Information Security Management
ISO27701 Privacy Information Management
System
“Trusted Cloud” Level-3 Certification issued by
Data Center Alliance
Level-3 Certification of Security Level
Protection approved and issued by the
Ministry of Public Security
Level-3 Certification of DSMM (Data Security
Maturity Model) awarded to JD Technology
External Recognition of Data Security and
Personal Information Protection:
Leading Practice
5 PDCA: Plan, Do, Check and Act.
2021 JD.com Environmental, Social and Governance Report
23
Competition Compliance
Continuously strengthening the governance ability of
the platform and formulating a series of governance
rules concerning competition compliance based on
national laws and regulations.
Setting up professional competition compliance teams
and conducting daily inspections.
Developing and applying a multi-technology system
and proceeding with diversified and tiered governance.
Carrying out special governance for competition
compliance in key fields.
Formulating competition compliance manuals and related
learning materials.
Carrying out all-round and diversified promotion and
training on competition compliance.
Cooperating with external experts and lawyers to support
competition compliance.
Conducting comprehensive compliance supervision and
management for the Company’s business activities under
the leadership of the compliance department.
JD.com strictly abides by the Anti-Monopoly Law of the PRC and Anti-Unfair Competition Law of the PRC and related regulations, and
takes specific measures that include but are not limited to the below to maintain competition compliance:
The Group has an audit department as the independent internal audit institution to supervise and
evaluate the establishment and implementation of the internal control system of the Group and its
subsidiary companies. The Group’s audit department head reports to the Chief Compliance Officer (CCO)
for administration-related works, and the audit committee for internal control compliance.
Audit department convenes a meeting at least once every six months to report work progress and results
to the CCO and the Audit Committee.
The internal audit provides independent and objective evaluation and consultation for management. This can add
value and optimize the operation of the organization. By applying systematic and standardized methods, the audit
evaluates and improves the effectiveness of risk management, control, and governance processes. As a result, it helps
the organization boost the effectiveness of internal control, authenticity and integrity of financial information, efficiency
and effectiveness of business activities, and other goals.
Audit Compliance
Transaction Risk Control
All business units in JD.com shall always maintain a keen sense of transaction risk management, standardize business activity rules,
and improve the business transaction system. They will strictly control the transactions that affect user experience or violate platform
policies. This is to ensure the legitimate rights and interests of both parties of a transaction and effectively prevent and control risks.
JD.com Security and Risk Control Committee has a risk control working group, composed of risk control heads from each system. It
comprehensively controls the transaction risks of the whole group, maintains the frequency of monthly communication on decision-
making, and further communicates and makes decisions based on industry policy interpretation, risk trend research and judgment,
risk-related public opinion across sub-groups, etc.
Internal Audit and Control System
Measures and Effectiveness
Reporting
frequency
Reporting
mechanism
JD Social Value Proposition Demonstrated as a New Type of Real
Economy Enterprise
Leading the
sustainable future
as a new type
of real economy
enterprise
JD.com takes merchandises and services as the fundamental, relies on technology innovation,
and leverages its strong supply chain, digital technology, and marketing abilities to satisfy
consumers’ diversified needs at any time and pursuing for the ultimate experience, and
continues to lead good consumption.
As a technology and service enterprise with supply chain at the core,
JD.com continuously promotes technology innovation and connects
with industrial scenarios, effectively driving the digital, intelligent, low-
carbon transformation of the upstream and downstream partners
throughout the industrial chain. The company will continue to help the
real economy improve the quality, decrease the cost, and increase the
efficiency.
JD.com is committed to performing as an “employment stabilizer” and
providing an ideal career development platform for every employee.
JD will continuously promote ESG as a common belief and day-to-day
code of conduct within the company.
JD.com will leverage its supply chain ability and influence of the
industrial chain and actively respond to environmental challenges to
continuously drive forward the green transformation of supply chain
while empowering green consumption. JD hopes to contribute to fulfill
the nation’s carbon peak and carbon neutrality goals and achieve its
own green development.
JD.com supports rural revitalization through its “Benfu Plan” and empowers SMEs with digital
technology. By conducting various corporate philanthropy programs, we facilitate the two-way
flow of resource elements between urban and rural areas, leading more people to pursue a
better life while promoting an inclusive society.
Promoting Good Consumption
Boosting High-quality Development
Cultivating Talents
Safeguarding the natural environment
Promoting Inclusive Development of the Society
Leading the Sustainable Future as a New Type of Real Economy Enterprise
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2021 JD.com Environmental, Social and Governance Report
Promoting Good Consumption
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26
Promoting Good Consumption
Part II
JD.com takes merchandises and services as fundamental. It relies on
technology innovation, leverages its strong supply chain, digital technology,
and marketing abilities to satisfy consumers’ diversified needs at any time and
pursuing for the ultimate experience, and continues to lead good consumption.
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28
All-Round Product Quality and Safety Guarantee
To better protect consumers’ interests, JD.com initiated the “1234 Program,” that is, sticking to one direction of “constructing the
digital quality ecosystem,” carrying out two major actions of “building the product quality ecosystem,” and “building the all-chain
quality control capability;” establishing three capabilities including “big data quality control,” “merchant quality improvement,” and
“quality control systematization;” and implementing four initiatives including “merchant entry auditing,” “diagnosis assistance,” “daily
supervision” and “reward and punishment mechanism,” thus to improve the whole-cycle quality control measures covering merchant
entry, incubation, management and elimination.
Product Responsibility and Content Management
To assure the product quality sold on the platform and guarantee consumers’ safety, JD.com has established a quality management
mechanism with the measures below:
Strictly Forbidden to Sell Unqualified Products
Rules Guarantee
Qualification audit system
Dynamic verification of
qualification validity
Unannounced on-site
inspection
Transparent transmission
of business rights and
interests
Positive and negative
evaluation analysis
Quality issues diagnosis
Quality-related public
opinion monitoring
Mysterious sampling and
experiencing sampling
Merchant training and
assessment
Merchandise listing and
removing
Merchant credit
management rules
Periodic evaluation
Integration and
co-development
with brands and
merchants
High-quality
standards
development
Quality-based
selection
Traffic support
Warehousing
inbound check
and acceptance
Warehouse
inspection
Unannounced
audit
Building merchandise quality ecosystem
Building all-chain quality control capability
One
direction
Two major
actions
Three
capabilities
Four
initiatives
Constructing digital quality ecosystem
Whole-cycle quality control measures
Merchant entry audit
Diagnostic assistance
Day-to-day supervision
Reward and punishment
mechanism
Quality control big data
capability
Merchant quality
improvement capability
Quality control
systematization capability
Entry
Incubation
Management
Elimination
JD.com’s Quality Ecosystem
First, establish the “Basic Qualification Standard for JD.com Marketplace Merchant Entry” and “Qualification
Management Rules for JD.com Retail Business Suppliers,” which refine the entry qualification standards for
different categories, and establish different requirements for merchant and brand qualification for different
categories.
Second, issue the “JD.com Marketplace Merchant Violation Credit Management Rules” and the “JD.com
Supplier Violation Management Rules,” which define the behaviors of selling counterfeits or unqualified
products and set the punishment. According to the rules, related products will be removed from the platform.
In addition, the merchant or supplier will receive a deduction of credits or have their stores closed.
Third, set the “General Principles of JD.com Marketplace Product Quality Inspection Sampling” and the
“General Principles of JD.com Retail Business Supplier Product Quality Inspection Sampling,” and formulate
the quality inspection specification for sub-categories according to national and industry standards, which
describe and explain the inspected items. In addition, issue the “JD.com Marketplace Product Labeling
Sampling Rules” and “JD.com Retail Business Supplier Product Labeling Sampling Rules” to conduct special
sampling inspections for the commercial marks on the products and the packaging.
Fourth, issue the “JD.com Marketplace Forbidden Product and Information Rules” and “JD.com Marketplace
Product Shelf-Life Rules” to make institutional requirements for the products that have been explicitly
eliminated or stopped selling, and have expired or deteriorated. The synergy with regulatory authorities has
been built to effectively intercept and remove unqualified products by continuously updating the product
list and keyword screening. Meanwhile, the inbound warehousing standard has been established to conduct
sampling inspections on package labels and logos. Moreover, on-shelf time will be limited for products with
expiration dates.
Fifth, issue the “JD Retail Counterfeit Accountability Rules” to reiterate the company’s policy of “zero
tolerance” towards counterfeits. The employees involved, their direct and indirect leaders will be brought to
account.
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JD.com carries out full-cycle quality control management.
Before merchants enter the platform, JD.com conducts strict
reviews of their qualifications, including product qualifications,
brand qualifications, certification of authorization, etc.,
and makes an environmental investigation for production.
JD.com has established multiple quality guarantees during
the sales process through inbound warehousing inspections,
unannounced audit, and random sampling inspection.
Management Measures
Intellectual Property Protection
JD.com attaches great importance to intellectual property
protection. As a leading supply chain-based technology and
service provider in China, JD.com is constantly exploring IPR
protection in the e-commerce business. JD is making efforts
to ensure genuine licensed products, purifying the business
environment, and safeguarding the legitimate rights and
interests of IPR holders by adopting comprehensive measures
covering all critical control processes including before, during,
and after issues. JD.com is more focused on reinforcing front-
end control.
Taking the example of merchants labeling improper or
fake patents, JD has built an internal algorithm model and
connected it with an external patent database to use systematic
interception to prevent and control such behaviors. This is to
reduce the misleading of and potential damage to consumers
caused by fake patent numbers, expired patents and improper
labeling, with a recognition accuracy as high as 94%.
During the Beijing 2022 Winter Olympics and Winter
Paralympics, JD.com paid great attention to IPR protection
for Olympic-related goods. JD.com devoted a special team to
preventing and managing risks beforehand and established
a green channel for complaints handling. This was in close
collaboration with the Beijing Winter Olympic Organizing
Committee.
Simultaneously, JD.com’s intellectual property protection
platform enables the comprehensive protection of users’
privacy and enhancement of users’ experiences, and greatly
facilitates the registration and use of accounts for international
rights holders.
With respect to the Group’s own IPR, JD’s technological
innovation achievements, brands, commercial logos, soft
works, domain names, and other intellectual property assets
are fully protected in a timely manner through effective
business collaboration and active follow-ups. A series of
In 2021, more than 460
internal training sessions on intellectual
property were organized
Nearly 10,000 trainees in total
participated in the training
Regarding fresh food quality management, JD.com has set up a
series of proprietary sensory standards for fresh goods. Taking
hairy crab quality control standards as an example, JD.com
cooperated with Suqian Agriculture and Rural Bureau to build
Suqian Bawang crab brand. By deepening the cooperation with
upstream, midstream, and downstream players alongside the
industrial chain, JD.com has jointly established commodity
standards for the hairy crab, built collaborative warehouses for
cold-chain products, created well-known regional brands and
enabled omnichannel sales.
targeted internal and external management measures are
taken to ensure a clear workflow, clear measures, and efficient
implementation of various intellectual property management
processes, and further improve the management structure and
work details by implementing and certifying the enterprise
intellectual property management system.
JD.com actively encourages employees to apply for patents
and protect R&D innovation, and incorporates the incentives
for innovation into the daily work, including incentive
rules, event promotion and publicity, talent evaluation, etc.
Meanwhile, the Group constantly strengthens employees’
awareness of intellectual property protection through internal
communication and training programs. In 2021, more than
460 internal training sessions on intellectual property were
organized, covering nearly 10,000 trainees accumulatively.
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Content Specification and Management of Marketing
JD.com highly values the safety control of advertising content, formulating the JD.com Advertising Audit Rules in accordance with the
Advertising Law and other laws and regulations, allocating a professional risk control and audit team to improve the risk control ability
of the platform continuously.
JD.com has continuously improved the rules of advertising content security and gradually built the risk control path for
advertising content standardization and compliance management. By continuously optimizing and perfecting the algorithm
and manual auditing mechanism, setting prohibited categories and adding the interception of sensitive words, the Group can
effectively screen the non-compliant advertisements and intelligently classify and control all types of advertisements. In addition,
JD.com has formulated rules and penalties for violations to strengthen the management of advertisers; established an inspection
mechanism and conducted high-frequency investigations on advertisements to eliminate illegal advertisements in a timely
manner. As a result, in 2021, JD.com intercepted over 16 million illegal advertisements. The Group makes full efforts to ensure
that advertising content is compliant and legal and keeps in line with public order, good customs, and mainstream values.
JD.com has established a knowledge base of advertising content security, constructed its communication matrix, rolled out
online learning channels on Jing Dian Academy and Jing Mai Platform, and conducted trainings through various forms such
as live streams, videos, cartoons, and articles to help advertisers understand the Advertising Law and other related laws
and regulations, and raised their awareness concerning advertising risks. In 2021, JD.com organized 59 training sessions
on advertising rules and content security for advertisers in combination with market supervision requirements; released 87
professional learning articles on the advertising auditing standards and guidelines, which are accessible to about 190,000
advertisers. These practices have improved advertisers’ risk awareness and advertising efficiency, resulting in an increase of
advertisement approval rates.
JD.com values advertisers’ experience, keeps tracking advertisers’ demands and feedback on advertising audit services through
regular research and surveys, and evaluates the effectiveness of advertising audit services from the perspective of advertisers’
demands, to improve the quality of the services.
Continuous Commitment to the Superior Consumer Experience
JD.com is committed to bringing superior shopping
experiences to users. In different consumption
scenarios and on different ends, JD offers users their
desired products and services at the right time and
place with its powerful supply chain infrastructure, data,
technology, and marketing capabilities. By the end of
2021, the number of active users on JD.com increased
to 569 million. That is a net increase of 98 million when
compared to the same period last year, stemming
from competitively priced goods of super quality and
considerate services.
In 2021, by introducing more than 370 supermarkets
such as Wal-Mart and Yonghui Supermarket, JD.com
covered over 34,000 offline stores and provided
over 3 million SKUs in all categories. These include
computer and digital products, mobile phones, home
appliances, consumer goods, fashion, home furnishing
products, fresh food, livelihood services, and industrial
products. Thus, JD provides consumers with a wide
variety of high-quality choices and intelligent services
to institutional customers, including governments,
enterprises, and institutions.
Consumer Rights and Service Management
JD.com always adheres to the original intention of “customer first” to provide consumers with considerate and privileged services.
JD.com fully implements a “customer-oriented” strategy to form a complete and closed-loop from customer insight to problem
identification, optimization and improvements in customer experience.
Experience of Excellence
All Categories for All Multitude
In 2021, by introducing more than
370 supermarkets such as
Wal-Mart and Yonghui Supermarket,
JD.com covered over 34,000
offline stores, provided over
3 million SKUs in all categories
The number of active users
on JD.com increased to
569 million
Net increase of
98 million in terms
of active users compared to
the same period last year
Advertising Content Governance
Advertiser Compliance Training
Advertiser Audit Service
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To provide consumers with privileged services from JD.com at
the fastest speed, JD Logistics constantly upgrades the service
efficiency. Over the past year, JD.com has invested more than
RMB 35 billion in the domain of services. By the end of 2021, JD
Logistics operated over 1,300 warehouses nationwide, running
43 “Asia No.1” large-scale smart warehouses in 33 cities,
covering an area of 24 million square meters. On the basis of
nearly 10 million SKUs of self-operated commodities, JD.com
has always been a global leader in operational efficiency. Since
the end of the 2020 Q3, JD.com had opened approximately
500 warehouses and 13 “Asia No.1” smart industrial parks
nationwide in one year. Through the use of a variety of
automation equipment, the comprehensive efficiency of the
newly open “Asia No.1” has been improved by over four times,
Fast Delivery
helping JD.com realize classified and customized distribution
services, including same- and next-day delivery, night delivery,
flash delivery, scheduled delivery, luxury express, and the
cold chain delivery with temperature control over the whole
process, and customized delivery. In 2021, consumers in more
than 300 cities across the country were able to experience the
fastest minute-level delivery experience, and JD.com’s one-
hour delivery service, “Nearby,” was launched on the JD app,
which has covered nearly 400 cities so far. Through ten years of
logistics infrastructure construction, JD.com has significantly
improved the distribution efficiency in remote regions. At
present, JD.com enables consumers in 93% of districts and
counties, and 84% villages and towns in China to enjoy same-
and next-day delivery service.
Adhering to the development vision of “becoming the most
trustworthy international supply chain service provider,” JD
Worldwide (JDW) is committed to introducing JD quality
goods to the vast global market. While bringing high-quality
goods to global consumers, JD Global Sales has also become
a solid backup force for Chinese vogue brands to go overseas.
JD.ID, JD’s joint venture in Indonesia and JD Central, JD’s joint
venture in Thailand, also uphold the development concept of
“genuine licensed goods,” providing a fast, high-quality, and
delightful shopping experience to local consumers in Southeast
Asia. In January 2022, JD.com landed an independent retail
brand in Europe for the first time - ochama, with the new model
of “super warehouse stores,” marking the first retailer in the
Netherlands that offers online shopping covering all product
categories. On the one hand, ochama has selected many
Selling to the World and Sourcing from the World
brand products covering fresh food, household appliances,
beauty products, baby and maternal products, fashion, home
furnishing, etc.; on the other hand, ochama brings forward its
automated stocking warehouse to the store by deploying the
mechanical arm, AGV automatic handling robot, and feed box
conveying system. All online shopping orders were handled
by robots in terms of goods storage, sorting and transferred
in stores. The consumers entering the store can witness and
experience the future vision of automatic shopping in person.
Besides, JD Worldwide has also reached a strategic partnership
with Shopify and will give full play to their respective
advantages and capabilities in supply chain infrastructure and
digital technology to jointly create a more convenient and
reliable cross-border e-commerce channel for Chinese and
overseas merchants.
JD.com has invested more than RMB
35 billion in the domain of services
JD Logistics operated over 1,300
warehouses nationwide
The warehouse area managed by JD
Logistics exceeded 24 million
square meters accumulatively
JD.com dealt with nearly
10 million SKUs of self-operated commodities
Since the end of the 2020 Q3, JD.com
had opened approximately 500
warehouses in one year
Consumers in more than 300 cities across
the country were able to experience the fastest
minute-level delivery experience
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JD.com applies smart technology to improve customer service experience. With the rapid development of AI technologies, JD.com
has formed an intelligent customer service matrix including “Intelligent Emotional Customer Service,” “Merchant Customer Service
XiaoZhi,” “AI Shopping Guide Assistant,” “Intelligent Dispatch,” “Intelligent Assist,” and “Intelligent Management.” JD.com integrated
its best customer service and marketing practices over the years and all-chain AI innovation capabilities to create the platform-based
digital intelligent HMI product, “YanXi.” “YanXi” focuses on experience, efficiency and transformation from text and voice to multimodal
interaction, and from conversational intelligence to emotional intelligence.
To further meet the diversified needs of customers, JD.com
developed a new model of C2M (Customer-to-Manufacturer)
“reverse customization,” which combines quality-improving
and the upgrading of consumption on the consumer side with
the digital transformation of manufacturers on the supply
side. The model can not only accurately satisfy the diversified,
personalized, and quality-centered needs of consumers and
enhance the consumers’ experience, but also facilitate the
manufacturing enterprises’ access to new technology and
more open digital intelligent supply chain system to help them
accelerate digital transformation.
JD.com considers users’ voices, continuously carries out the
surveys among users, and fully implements a “customer-
centered” experience strategy. In 2021, more than 3,000 JD
Retail senior managers listened to users’ feedback on site. They
helped solve 167 pain points and optimized more than 200
items relating to users’ experiences.
Smarter Shopping
Start C2M Thru to the End
Adhere to the Motto of Customer First, “Live
Up to the Love”
In addition, many innovative customer service management
programs have been carried out under JD’s private label
brands over 2021, which helped realize the closed-loop
integrated services from service delivery to customer needs
fulfilment. Among them, the tool “Operation Analysis Compass”
can analyze and study the market, brands, categories, users,
products, consumption trends, etc. It provides strong data
support for product managers, who can then make accurate
and efficient decisions based on product lifecycle assessments
from the product positioning, operation, supply chain and
users’ experiences, and obtain the rapid business growth.
In addition, during the development of products, consumer
experience programs such as “Tasting Experience Officer,”
“Community Questionnaire Survey,” and “Offline Test of New
Products” were rolled out to collect consumers’ feedback.
And the iterative products were continuously developed and
optimized according to users’ evaluations after purchase to
keep refining the customer experience.
JD.com is also committed to promoting the service level of
the whole industry. In 2021, JD Retail actively participated in
the opinion collection and compilation of the rules for after-
sales service certification initiated by the State Administration
for Market Regulation. JD Retail fully cooperated with the
certification institutions designated by the State Administration
for Market Regulation to sort out relevant standards. JD.com
itself has successfully obtained the certification, becoming the
first batch of certified enterprises.
JD.com has continuously launched various services to meet the
needs of different user groups. For example, focusing on the
community consumption scenario, JD.com relies on millions of
community-based stores, and builds multi-scenario and multi-
template consumption channels for users, e.g., “in-store,” “at-
home,” pre-selling, and self-pickup, so consumers can truly
enjoy a convenient shopping experience in real-time and on-
demand.
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Special service line for the seniors: in 2021, JD.com launched a special service line for the seniors, staffed with
excellent customer service agents to provide millions of consultations for the seniors throughout the year.
JD.com App Senior Edition: JD.com App has launched “Senior Mode,” which simplifies the information and
enlarges font size, making it easy to read and use. With system updating, more and more users enjoy the easy-
to-use switch with just one touch. We provide more secured, affordable, convenient, and diversified services and
create a more favorable shopping experience for the seniors.
JD.com-ZTE collaborates to innovate the smartphone for the seniors: JD.com and ZTE cooperate deeply to
jointly develop a caring mobile phone for the seniors, the 5G “time machine” Blade V2021, which is dedicated to
solving the pain points of the seniors in using smartphones, designing smartphones with more considerations, and
helping seniors enjoy the more convenient life brought by technological innovation.
JD.com’s “Care-for-the-Seniors Shopping Festival,” namely “Nuanyang Action”: JD.com fully integrates
retail, logistics, health, and technology service businesses. By relying on the advantages of supply chain and digital
technology capabilities. JD.com works with government departments, social organizations, and partners to create
a new standard covering whole-scenario and one-stop care scheme for the seniors. JD.com continuously upgrades
its multi-functional commodities and strengthens service capabilities for the seniors, enabling their consumption
needs covering household, healthcare, online and offline, mental health and fashionable lifestyle, etc., thus helping
them overcome the digital divide, embrace fulfilled lives, and joyfully live at home without worrying about medical
care and provisions.
JD.com has launched several products and measures to help the seniors overcome the “digital
divide” and experience the more convenient life brought by technological innovation.
Respond to Complaints, Enquiries and Requests
Customer Privacy and Data Security
In 2021, JD.com defined and improved the overall data application mechanism and process, classified and managed data assets in
terms of the level of sensitivity. The highly sensitive data were encrypted to avoid potential data security risks. In the future, JD.com will
continue to carry out regular information security rectification according to the Group’s rules, and further safeguard customer privacy
as well as data information security.
JD.com has set up the customer service teams with 15,000 service employees in Suqian, Chengdu,
and Yangzhou, which provide comprehensive customer services on request consulting, dispute
settlement and complaint handling services to customers through online communication,
telephone, and mail.
In response to complaints, JD.com ensures a timely response and efficient handling through
“front-end control” and the establishment of a “green channel.” In terms of the “front-end control,”
preliminary research and potential risks evaluations are carried out to prevent risks from occurring.
When it comes to the “green channel” process, JD.com strengthens the trainings for customer service
personnel while strengthening the necessary investment, to improve problem-solving efficiency.
With such a mechanism in place, 100% of customer complaints were promptly tackled and settled.
Efficient Customer Service Team
Complete Complaint Handling Process
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Promoting High-quality Development
Part III
JD.com exerts its growth momentum as a new type of real economy enterprise, and
continuously promotes technology innovation and connects with industrial scenarios. JD
effectively drives the digital, intelligent, and low-carbon transformation of the upstream
and downstream partners throughout the industrial chain, and will help the real economy
improve the quality, decrease the cost, and increase the efficiency.
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Supplier Management
Supplier Admittance and Compliance Management
Identification and Management of Environmental and Social Risks of Suppliers
JD.com establishes a rational and effective supplier management
mechanism and manages the suppliers through its specialized
procurement and expenditure department. All the supplier
candidates must complete a registration for the “JD.com Supplier
Collaboration Platform on Recruitment and Procurement.”
Following the screening process covering initial contact,
inspection, sample testing, and on-site investigation, only
suppliers who meet the requirements are selected for the long
list or short list of the project. We also set specific screening
requirements and shortlist qualifications for suppliers bidding for
each category and project. Only those who pass a comprehensive
evaluation can be incorporated into procurement operations.
In accordance with suppliers’ qualifications and service delivery
capacity, and incorporating with JD’s business perspective,
strategic goals as well as past cooperative experiences with
certain suppliers, JD manages its suppliers by categories and
grades. At the same time, JD.com continues to follow up the
whole process of suppliers’ contracts fulfillment, tracks and
quickly solves relevant risks raised from the demand issuing
departments, strictly conducts a quarterly assessment of
suppliers, and implements rewards and punishments accordingly.
JD.com adheres to the concept of mutually beneficial cooperation
and integrity management, which always insists on placing the
interests of clients, business partners, and employees in a priority
position. “Achieving success the right way” is the long-standing
business philosophy that we consistently uphold, and we are
Throughout the process of supplier screening, review, and
management, JD.com fully considers environmental, social,
and governance factors and formulates specific standards
and restrictions based on different types of suppliers. For
example, for production-based suppliers, especially those
who have a substantial environmental impact, must have the
dedicated to creating a transparent business environment with
our partners. JD’s Procurement and Expenditure Department
resolutely resists any forms of bribery and corruption. Within
one year from the date of resignation, JD.com shall cease any
business dealings with personnel that have resigned from the
procurement and expenditure department. We encourage our
business partners to actively report instances of corruption to
JD.com’s supervisory department upon discovering any act of
misconduct among our employees. After investigation, if the
reported cases are verified, the whistleblower will be rewarded
according to the JD.com Whistleblower Protection and Reward
Scheme.
JD’s Procurement and Expenditure Department requires
all business partners, including suppliers, to sign the Anti-
Commercial Bribery Agreement. We inform our business partners
of the integrity policy by issuing holiday integrity announcements,
organizing regular anti-corruption compliance information
sessions, and other forms of measures. JD forbids its business
partners to provide local specialties, cash-filled red envelopes,
and other types of gifts to our employees. We also prohibit our
business partners from entertaining or offering other kinds of
illegitimate gifts to our employees. Whether our employees
accept or not, the involved business partner will permanently
lose the cooperation opportunity with JD.com. We will deal with
the dishonest business partner according to the Anti-Commercial
Bribery Agreement. We will also disclose the dishonest
information on the Sunshine Integrity Alliance platform.
Bidding and Procurement Business Management Rules, Tripartite Performance Appraisal Procedure, Supplier Quality Exceptional
Handling Procedure, Supplier Agreement Honoring Feedback and Handling Process
authorized environmental impact assessment certificate and
other licensing documents during the screening process. When
it comes to the rights and interests of labors and employees,
especially the safety related issues, suppliers need to take
appropriate measures to guarantee the occupational health of
their employees.
Since 2020, JD has formulated green procurement management to ensure the effectiveness of JD Logistics
procurement practices, and consistently conducts the Green Stream Initiative by incorporating the concept of
environmental protection and green operation.
1
In the bidding and pricing process, suppliers’ contribution to environmental protection can be served as a
bonus. Meanwhile, the penalties for violations of green management rules are clarified in the contract terms.
Concerning the supplier performance evaluation, the corresponding environmental assessment clauses are
added regarding green procurement categories. Suppliers are subject to our supervision in environmental
protection, resource conservation, corporate social responsibility, and sustainability.
2
3
JD.com strictly declares that it is forbidden for our cooperating suppliers to engage in illegal employment,
violate labor laws, and engage in other illicit behaviors. Based on the circumstances, the suppliers will be listed
as entities with whom JD.com shall never cooperate.
JD formulated a negative list mechanism for green procurement suppliers. For suppliers shortlisted in the green
procurement resource system, JD shall suspend or terminate the procurement contracts if any circumstances
defined in the negative list or other environmental problems have occurred. If the Group incurred any loss
because suppliers deliberately concealed their violation of environmental laws and regulations, JD has the
right to protect its own interests in accordance with relevant laws and regulations.
4
5
JD organizes suppliers to participate in the SBTi training so that they can have a better understanding of carbon
neutrality-related knowledge. JD also conducts carbon emission data collection and model construction to
monitor the suppliers’ progress in achieving carbon emission control goals.
6
JD reduces its cost of disposable plastic packaging by adopting various means of leasing, purchasing, and using
recyclable packing boxes, insulation cases, circular transshipment bags, etc., to continuously improve its green
supply chain performance.
Regulation Document Regarding Supplier Management
In addition, JD.com has implemented a series of measures to encourage suppliers to improve their performance in respect to
environmental and social impacts:
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Promoting the Development of the Real Economy
JD Cloud has provided comprehensive technology solutions
for 814 financial institutions by leveraging the digital intelligent
financial cloud that connects the industrial supply chain. These
institutions include banks, insurance companies, funds, trusts,
and securities companies. The technology solutions help them
establish underlying cloud intrinsic capabilities. The solutions
cover data and intelligence, business innovation, business
scenario expansion, industry-financed integrations, intelligent
risk control, and full scenario marketing and operations
capabilities that align with their strengthens and future needs
in digital transformation.
JD has always insisted on the shared value of “boosting the real economy with JD’s identity as a real economy enterprise.” Relying
on our solid infrastructure, digital intelligent social supply chain with high efficiency and innovative technical service capabilities, we
have persistently explored new growth momentums for millions of our partners, promoted the high-quality development of the real
economy, and created more value for the society while accelerating our sustainable development.
Financial Services
Supplier Empowerment and Development Policy
Improving Public Governance Efficiency Empowered by JD’s Digital Intelligent
Supply Chain Infrastructure
JD continues to support local and SME suppliers in the
bidding and procurement procedures with extra support on
local featured agricultural products and signature industry
development. We help the signature industrial belts to equip
with parcel pick-up capacity and introduce local packaging
manufacturers. While promoting the logistics parcel pick-up
business, JD has stimulated the rapid development of regional
signature and packaging consumables industries.
Meanwhile, we actively support women’s economic
empowerment, women’s leadership promotion, and women-
owned business development along our supply chain. In
respect to supplier admittance and selection, we also give extra
focus on female leadership factors on the top of suppliers’
capacity and business qualification.
JD Cloud has provided comprehensive technology
solutions for 814 financial institutions, including
banks, insurance companies, funds, trusts, and
securities companies
Business challenge
Project value
JD has created the first “digital bank teller” in China that can independently handle real bank transactions, which has
achieved a breakthrough in the application of digital tellers from traditional consultation, inquiry handling, and navigation
to the actual banking business. This project reshapes the user experience and service mode of bank outlets, greatly
improves the capacity and efficiency of remote banking services, and reduces the operating cost.
In the banking industry, traditional bank branches have some pain points, such as high operating costs, long queuing in rush
hours, and insufficient reception capacity of remote tellers, which restrict business expansion.
The digital teller has formed a multi-channel, full-scenario, end-to-end VTM digital teller solution by connecting with VTM
and agricultural aid appliance.
JD Intelligent Customer Service cooperated with Jiangnan Rural Commercial Bank to launch
VTM
6 digital bank tellers.
6 VTM refers to Video teller machine.
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46
Promoting Digital Transformation of Various Industries by JD’s Technological
Capability
Technological Capabilities
JD Internet Hospital of the First Affiliated Hospital
of Henan University of Traditional Chinese Medicine
JD.com AI NeuHub open platform, intelligent HMI platform “YanXi” and “JD Smart Cloud” solutions which
help enterprises create applications targeting various industrial scenarios.
JD.com has established more than 70 data centers, 70 city clouds and nearly 100 edge data
centers worldwide.
JD.com “Zhizhen Chain” Anti-counterfeiting Traceability Platform has served over 1,500 enterprises,
covering over 400,000 kinds of goods from 1,900 brands, with billion-
entry data linked to the blockchain and over 10 million “quality traceability” inquiries
from consumers.
JD.com’s IoT operating system serves for many institutional clients, such as government, central State-
owned enterprises, and different industries covering energy, transportation and logistics, finance, real estate,
food safety, etc. By working with more than 1,000 industry partners, the system accesses more than
4,000 kinds of smart devices, connects 220 million highly active devices and serves
26 million families.
Artificial intelligence
Cloud computing
Blockchain
IoT
JD empowers the public healthcare by leveraging its core competence in
technology, utilizing its advantages in digital intelligence technology and
supply chain infrastructure to establish a graded diagnosis and treatment
system, optimizing the medical resources distribution, reducing medical
expenditure, improving basic healthcare services, and providing the public
with high-quality, comprehensive, and inclusive healthcare products and
services, driving more people to pursue a healthy life.
We have cooperated with many public hospitals to develop smart medical
projects. JD Internet Hospital of the First Affiliated Hospital of Henan
University of Traditional Chinese Medicine was jointly established by JD
Health and the First Affiliated Hospital of Henan University of Traditional
Chinese Medicine, which provides online and offline integrated healthcare
services for patients. By the end of 2021, the total number of registered
patients was nearly 150,000, and the services covered 31 provinces,
municipalities and autonomous regions in China. In response to storms,
floods, and epidemic relief requests, we effectively help tackle the
challenges in seeking medical treatment. In addition, JD Health has jointly
established Internet Hospitals with Peking University Shougang Hospital,
Tianjin University of Traditional Chinese Medicine First Affiliated Hospital,
Cangzhou Central Hospital, Taicang First People’s Hospital, and other
Grade 3AAA hospitals (top tier hospital in China), and innovated online
and offline integrated medical and healthcare service system.
Public Healthcare
The total number of
registered patients was nearly
150,000
The services covered
31 provinces, municipalities and
autonomous regions in China
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BAIC and JD.com cooperate in the digital procurement of industrial products, intelligent cockpits, and autonomous logistics
vehicles, accessing the cloud, digital marketing, and other aspects to deepen BAIC’s digital transformation and upgrade
comprehensively. For example, BAIC Data collaborates with JD Cloud to build a hybrid industrial cloud, the BAIC Hybrid Cloud
Platform (BPStack) and the Digital Marketing and User Operation Platform, which provides BAIC with various cloud products and
services such as databases, internet middleware, hybrid cloud management, etc. The platforms also provide BAIC with services
such as infrastructure leasing and hardware equipment hosting, significantly improving BAIC Group’s IT management capability and
successfully saving 50% of IT costs.
In June 2021, BAIC’s online shopping mall App built by JD Retail Cloud was launched, which sold hundreds of vehicles within half a
year. This system integrates the information of thousands of BAIC offline stores nationwide. Consumers can not only see cars online,
but also make an appointment to test drive and pick up cars at any offline store. They can also enjoy the whole life cycle services
such as car purchase, maintenance, repair, and used car replacement.
JD Logistics helps Volvo’s after-sales spare parts supply chain to reduce cost and increase efficiency. Based on JD Logistics’
fundamental supply chain network and big data technology, JD Logistics helps Volvo achieve the optimal supply chain and
inventory structure, focusing on warehouse network planning, inventory management, last mile delivery and other fields, eventually
we help Volvo simulate the optimal cost structure and creates an intelligent replenishment verifying mode. According to the data
collected from Xi’an pilot project, the satisfaction rate toward Volvo’s order delivery increased along with a significant increase in
the annual inventory turnover. This project realized the accurate prediction backed by big data and visualized control of the whole
process and supported multi-channel business development.
JD Technology has now become a core platform of JD.com to
provide technical services to external clients. With profound
industrial know-how, excellence in risk management, user
operation and enterprise service, JD technology can provide
customers with diversified technology services including
customized solutions and product research development
JD Logistics integrates a connective, efficient and more flexible
end-to-end logistics network by taking the integrated supply
chain as its core competence. By leveraging our in-depth
business experiences, industry insights, and the automation,
digitalization, and intelligentization capabilities, we provide
our customers with one-stop supply chain solutions and high-
JD C2M intelligent manufacturing platform is a customer-oriented infrastructure
that customizes production based on customers’ demands. Using our in-depth
insight on consumer needs and market trends, the relevant product design,
production and circulation can be reversely customized through this platform,
so that manufacturers can accurately respond to consumers, realize “production
by sales” and “production on-demand,” greatly shorten the R&D process for new
products, improve the performance of new products, reduce turnover costs
and inventory risks. While helping brand owners improve their new product
development capabilities, it also strengthens the overall resource efficiency
of society and facilitates the transformation and upgrading of industrial
development. As of the end of 2021, JD has built C2M reverse supply chain for
more than 1,200 manufacturing enterprises.
Through JD Cloud’s C2M reverse customization solution, Deyi Dairy has set up a business middle platform covering online
and offline omni-channel, which can serve for customer insight collection, target customer positioning and precise marketing
through data assets depositing.
As of the end of 2021,
JD has built C2M reverse supply chain
for more than
1,200 manufacturing
enterprises
quality logistics services covering all business scenarios, from
warehousing to distribution, and from manufacturing to end-
users. At the same time, we enable various industries, including
FMCG, apparel, home appliances and furniture, 3C, automotive
and fresh produce, to reduce cost and create more values for all
the industries.
JD C2M optimizes and upgrades the manufacturing supply chain
sell hundreds of
vehicles within half a year
successfully save 50% of IT costs
targeting different industries. Based on the digital intelligence
technology capability, JD Cloud has provided digital solutions
for more than 1,500 large enterprises and over 1.5 million
SMEs, helping thousands of industries achieve high-quality
development and realizing the digital transformation of real
economy.
Based on cutting-edge technologies such as artificial
intelligence, cloud computing, big data, internet of things, etc.,
and relying on years of experience in supply chains, JD provides
Empowering Industries
digital intelligent solutions with supply chain at its core for
different industries.
Helping the high-quality development of industries with digital intelligence technology
Empowering the sustainable industrial development with JD Logistics’ integrated supply chain
Manufacturing Industry
Automobile Industry
Digital Transformation of Traditional Industries
JD.com helps BAIC
Promoting High-quality Development
50
shortens the time spending in single
equipment maintenance by more than
20%
helps the after-sales team save
4,200 hours
of troubleshooting every year
By the end of 2021, JD Industry has deployed over
200 facilities nationwide
The first “smart mobile warehouse”
has been put into use
Empowering SMEs
Through a complete service portfolio and various specific
measures, JD.com has helped SMEs strengthen their supply chain,
enhance their innovation ability, and uplift their development
momentum.
In the field of enterprise services, JD Cloud has provided digital
solutions based on full-stack cloud service products for over
1.52 million SMEs, helping them achieve digital intelligent
transformation. Besides, to lower the “threshold” of the
digital procurement for SMEs, JD JOYBUY has established a
“quick procurement, easy management and one-stop” digital
procurement service platform. By digitalizing the procurement
process, eight core procurement service capabilities (quick
selection of products, quick bargaining, quick contract signing,
quick order placing, quick payment, quick invoicing, quick
reimbursement, and high-quality service) have been strengthened
to help SMEs reduce cost. As a result, SMEs can enjoy the benefits
brought by digital technology without extra investment.
JD Cloud has provided digital solutions
based on full-stack cloud service
products for over
1.52 million SMEs
JD Cloud and Zoomlion jointly built the industry’s first “AI expert diagnosis system for pumping
machinery.” Relying on our intelligent HMI platform “YanXi,” the project realizes AI-driven industrial
automation and intellectualization, which greatly improves equipment fault diagnosis efficiency
and ensures the continuity of industrial client’s construction projects, and helps the after-sales team
save 4,200 hours of troubleshooting every year, shortens the time spending in single equipment
maintenance by more than 20%, and creates indirect economic benefits of more than RMB 2.3
million for a single product line.
“AI expert diagnosis system for pumping machinery”
In 2021, JD Industry launched a series of new-generation infrastructures for industrial supply chain
management, such as an enterprise distribution center, Jinggong Cabinet, and smart mobile
warehouses. So far, JD Industry has deployed over 200 facilities nationwide to help solve the pain
points faced by industrial enterprises. Through the introduction of smart mobile warehouse, JD
industry promotes the integration of digital procurement and infrastructure, which helps solve
the challenges owing to the remote of construction sites faced by engineering and construction
industry, such as difficulties in achieving accuracy in procurement planning, onsite management
of material consumption and distribution, and inventory dynamic management. Our solution
greatly improves the efficiency of material supply at the construction site and ensures the whole
construction to proceed as scheduled. The first “smart mobile warehouse” has been put into use in
the Hanzhong-Bazhong-Nanchong High-speed Railway construction project of Sichuan Chuanjiao
Road and Bridge Co., Ltd. The infrastructure has been widely used in many real enterprises such
as Angang Steel, Sinochem and the Three Gorges Group, providing concrete support for industrial
enterprises to enjoy the distinguished values brought by intelligent supply chain.
Engineering Industry
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In 2020, JD collaborated with China Ministry of Industry and
Information Technology (MIIT)’s SME Development Promotion
Center to launch a “Mantianxing Project” targeting to SMEs.
In 2021, the “Mantianxing Project” continued to implement
in 28 provinces and cities to create a customized service
model of “one city, one strategy” and stimulate SMEs’ growth
impetus. Under this project, we invited SMEs to visit our
company, sponsored several SME seminars, and improved
the talent training system for SMEs. We also launched relevant
plan to empower specialized and innovative SMEs to build
Serving SMEs through “Mantianxing Project”
In addition, under JD’s private label brands, we launched the
industrial belt “C.E.O” (Co-Create, Empower, Open) plan at
the end of 2020, and fully promoted the transformation and
upgrading of SMEs on the industrial belt, reducing costs and
increasing efficiency. Relying on the digital intelligent social
supply chain, JD’s private label brands expand their capabilities
in product selection, brand incubation, user cultivation and
channel penetration to high-quality factories. They fully
empower factories to accomplish digital transformation,
accelerate the digital intelligent upgrading of the manufacturing
Industrial Belt “C.E.O” Plan Under JD’s Private Label Brands
JD.com have served over
27,000
provincial-level SMEs
promoted 61 manufactured
goods with sales exceeding RMB
10 million
covered 70%
of the national industrial belts
helped high-quality agricultural products
including over 800 tons
of rice and miscellaneous grains to
expand their national market
Among 4,762 specialized and
innovative “Little Giant” enterprises,
accumulatively over
3,200 have received
our services
By December 2021, the industrial belt “C.E.O” plan under JD’s private label brands
industry, and collaborate with industrial belt partners heading
for intelligent manufacturing, so as to deepen the penetration
of the industrial Internet alongside the industrial belt, and
at the same time bring more cost-effective factory sourced
goods to consumers. By December 2021, the industrial belt
“C.E.O” plan under JD’s private label brands covered 70% of the
national industrial belts. In 2021, it promoted 61 manufactured
goods with sales exceeding RMB 10 million and helped high-
quality agricultural products including over 800 tons of rice and
miscellaneous grains to expand their national market.
an industrial ecosystem. By the end of 2021, we have served
over 27,000 provincial-level SMEs, accounting for nearly 70%
of all nationwide qualified SMEs. Among 4,762 specialized
and innovative “Little Giant” enterprises, accumulatively
over 3,200 have received our services. We also created a
“digital workbench” to provide SMEs with user-friendly digital
application tools, lower their threshold of digitalization, help
SMEs overcome the “digital gap” and achieve lower cost and
higher efficiency management.
As shortlisted in the third batch of specialized and innovative “Little Giant” enterprises by the MIIT, Zhida Technology has
been long devoted in product development with its strong technical capabilities. However, due to its long-term service to
automakers, it lacks experience in the end user market, and there is also not an existing well-operated channel to accurately
reach out customers.
Zhida Technology, by cooperating with JD.com, has successfully unlocked the “password” to explore the end user market.
JD.com, with its strong supply chain capability and infrastructure nationwide, effectively assists “Little Giant” enterprises
to build high-quality customer service and strengthen their supply chain. By leveraging the competence cross online and
offline channels, JD successfully help Zhida Technology quickly establish a nationwide channel system with full regions
and customer coverage. At the same time, JD has more than 500 million high-quality users, who are highly overlapped with
the target customers of Zhida Technology and provides strong support for Zhida Technology to quickly “break the ice” in
the end user market and strengthen its brand influence. Overall, JD.com assists Zhida Technology to open an incremental
market and achieve a nearly 10-fold increase in turnover.
Zhida Technology
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Cultivating Talents
Part IV
JD.com has always been committed to providing a safe workplace
and ideal development space for every employee. Meanwhile, we
strictly protect employees’ rights and interests and provide various
welfare and caring projects. JD.com continuously concerns about the
talent development and ensures the best allocation of talents on the
right position. We attracted the diversified talents and established a
comprehensive professional team to lay a solid foundation for JD to
achieve a long-term success.
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Employment and Labor Standards
As stated in the notice on the “14th Five-Year Plan for
Employment Promotion” issued by the State Council,
the overall stability of the employment and the steady
improvement of the employment quality are the principal
goals to achieve by 2025. In 2021, JD.com continued to play
the role of “employment stabilizer.” As of the end of 2021, the
number of employees of JD.com’s listed and non-listed entities
had exceeded 420,000
7. JD.com has always placed a high value
on talent acquisition and development. In the past three years,
358 jobs have been opened to fresh graduates, providing nearly
40,000 job opportunities, and specialized training programs
have been developed to empower young talents to achieve a
more fulfilled career. In addition, JD.com continues to provide
a broader and more inclusive scientific research platform for
professionals. So far, JD.com has built up a well-established
professional team composed of over 500 experts with doctor’s
degree experts and 18,000 R&D professionals. JD launched the
“Doctoral Management Trainee” program in 2017. Since then,
JD.com respects and protects employees’ rights and interests
and follows the principles of relevant international human
rights rules, including the Universal Declaration of Human
Rights and the international labor conventions approved and
recognized by the Central People’s Government of the PRC, on
the premise of observing the laws and regulations of the areas
where it operates.
JD.com adheres to the principles of openness, fairness,
impartiality and equal recruitment, signs labor contracts in
accordance with the law, forbids any forms of discrimination,
treats employees of different countries, nationalities, genders,
religious beliefs and cultural backgrounds equally, actively
provides employment opportunities for the disabled groups,
guarantees the rights of female employees, ensures the men
and women employee to enjoy the equal pay for equal work,
strictly implements the maternity leave regulations for female
employees, and guarantees the equal legal rights and interests
of every employee according to law. To prohibit the use of
child labor and forced labor, JD.com Employee Handbook
strictly defined the relevant employment qualifications, and
High-quality Employment
Human Resource Compliance Management
the program has attracted many excellent doctoral students
from the leading universities domestically and abroad to join
JD.com. Up to date, the proportion of staff holding doctorate
degrees in the JD Explore Academy has been approaching 50%,
providing great momentum for JD’s technology innovation.
The State Council’s “14th Five-Year Plan for Promoting the
Modernization of Agriculture and Rural Areas” regards the equal
development of farmers and rural areas as a strategic priority.
The number of front-line employees of JD.com reached more
than 300,000, 80% of whom are from the Chinese rural areas.
By giving them a solid living guarantee and stable income,
JD.com drives forward the employment of rural population and
promotes the rapid development of the livelihood and economy
in rural areas. Moving forward, based on its identity as new real
economy enterprise, JD.com will be committed to promoting
the stable and high-quality employment on a larger scale.
clearly stipulated that hiring individuals under the age of 16 is
prohibited.
JD.com regulates employment according to law, and
establishes labor and employment management rules
including labor contract management, employee recruitment,
vacation, education, and training, etc. In 2021, the company
revised the management rules such as JD.com Employee
Handbook to optimize the company’s employment
management mechanism further.
The Code of Business Conduct and Ethics provides clear
regulations on anti-discrimination, harassment, health
and safety, personal privacy, etc., and effectively protects
employees’ interests and benefits.
The Customer Service Center in JD Retail set up a specialized
department recruiting people with disabilities. In 2021, 186
disabled employees hired by JD served in Suqian, Yangzhou,
and Chengdu.
The number of employees of JD.com’s
listed and non-listed entities has exceeded
420,000
R&D professionals exceed
18,000 people
So far, JD.com has more than
500 experts with doctor’s degree
The number of front-line
employees of JD.com reached
more than
300,000
In the past three years,
358 jobs
have been opened to fresh graduates
Providing nearly
40,000 job
opportunities
The proportion of staff holding
doctorate degrees in the JD
Explore Academy has been
approaching 50%
80% of front-line
employees are from the
China’s rural areas
7
The statistical scope of total employees of JD.com is the total number of full-time employees and part-time employees of listed companies and non-listed
companies under JD.com.
Cultivating Talents
58
Employee Satisfaction
To continuously improve employees’ experience and create
a favorable workplace, JD.com regularly conducts a quarterly
satisfaction survey among employees. In 2021, the survey
conducted in the Beijing headquarters and regional offices
showed that the employee satisfaction rate was as high as
4.36/5, demonstrating a quarter-on-quarter increase. The
survey mainly focused on the satisfaction toward various
services provided to employees in the workplace, including
catering (employee restaurants, coffee shops, etc.), travel
(shuttle bus, free taxi service during commuting), supporting
facilities (supermarkets, gymnasiums, etc.), office environment
(office appliance, hardware, functional areas) and many other
aspects. In addition, JD.com will make pertinent improvements
on low-scoring service items, publicize the optimization result
to the employees and work with the operation team to carry
out random quality checks.
Occupational Health and Safety
Employee Training and Talent
Development
JD.com has been committed to taking employees’ occupational
health and safety as the top priority and provides a complete
welfare system to guarantee a safe and healthy workplace
for every employee. Taking JD Logistics as an example, the
relevant management systems and monitoring processes
that have been formulated include Quality, Environment,
Occupational Health and Safety Monitoring and Measurement
Control Procedure, and Environment, Occupational Health,
and Safety Operation Control Procedure, etc. In addition, its
“Occupational Health and Safety Management System” has
been certified by authoritative organizations. In addition,
JD.com conducts safety drills for all employees twice a year,
to strengthen employees’ safety awareness, improve personal
emergency handling ability and further improve the company’s
emergency management.
Human Resources Management
JD.com is convinced that talents are the company’s highest-
valued assets. JD.com constantly provides high-quality training
to facilitate employee development and creates a career
development platform to satisfy the diversified interests of
employees. In 2021, JD.com’s sub-groups and business lines
organized 20,809 training sessions and developed 10,262 new
training courses, with total sign-ins of 160 million person-times
and 16,000 daily active users.
Internal Communication Mechanism of Employees
JD.com respects the demands and opinions of every employee
and is persistent in strengthening the construction of the internal
communication channels and ensuring the good operation
of the employee rights protection system and mechanism. By
setting up various channels and approaches, including the
employee service hotline 400, [email protected], the Group’s
trade union, and the Group’s supervisory department, etc., we
consistently optimize the mechanism for employee consultation
and complaint handling. We’ve greatly promoted response
efficiency resulting in a systematic improvement in the issue
handling process and closed-loop management effectively
tackling employees’ concerns. We have set up the varying
problem-solving mechanism in terms of the risk level and the
impact of certain incidents. For ordinary incidents, the feedback
will be provided within 48 hours; for emergency incidents, the
response will be given within 1 hour, as for the feedbacks on the
investigation for special or momentous events will be provided
to the involved employees within 7 working days. For overseas
employees, two mailboxes have been set up, [email protected]
and [email protected] to collect employees’ opinions, and the
HR colleagues from the Group or local level will follow up to get
the problems solved.
JD’s first collective bargaining negotiation and workers’
representative congress was held in November 2021. JD’s
commitment to the implementation of relevant laws and
regulations regarding workers’ participation and organization
of trade unions, proposed in the Trade Union Law of the PRC
and the Labor Law of the PRC was well demonstrated through
this event. The legal procedures and regulation system
regarding employees’ right in collective bargaining was clarified.
Meanwhile a series of collective negotiations were held on labor
remuneration, safety, insurance and welfare, vocational skill
training, and other key issues. As a result, a draft of the collective
contract was developed. The founding of a trade union and
negotiation mechanisms plays a positive and constructive
role in safeguarding the rights and interests of employees and
thoroughly responding to concerns from employees at all levels.
In 2021, JD.com’s sub-groups and
business lines organized
20,809 training sessions
Developed
10,262 new training courses
Total sign-ins reached
160 million person-times
16,000 daily active users
Employee Training
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2021 JD.com Environmental, Social and Governance Report
Cultivating Talents
59
60
Since the Big Boss project was launched, employees enthusiasm and organizational innovation have been greatly stimulated. The
construction of the Big Boss system was further developed in 2021, laying a solid foundation for supporting diversified, flexible
business needs and the development of an increasingly growing organization.
Employee Benefits
JD.com always adheres to the philosophy of “people-oriented, places the wellbeing of employees prior to the interests of enterprise,”
respects and rewards the value contributed by every employee.
In 2021, all provinces, municipalities and autonomous regions
in China successively issued the policies on the treatment of
work-related injury insurance. The measures for specific groups
include workers who have exceeded the statutory retirement
age to participate in work-related injury insurance programs,
etc. At the same time, many provinces and cities have adjusted
the bottom wage criteria and the maximum and minimum
limitation of wage bases required to pay the various social
insurances. JD.com actively responds to national policies. In
2021, JD.com continued to pay the five social insurance funds
and one employee housing fund, and improved basic benefit
treatment such as work-related injury insurance. In addition,
JD.com continues to improve the salary level of employees.
From July 1, 2021, to July 1, 2023, JD.com plans to take two
years to gradually increase the employees’ average annual
revenue from a 14-month salary to a 16-month salary.
JD.com has always adhered to the concept of employee
success prior to business success. JD follows a “contributor-
oriented” principle and rolls out the incentives to reward the
employee contributors with the matched economic incomes
and promotion opportunities, so that to fulfill employees’
value and facilitate their career success while contributing to
the sustainable success of the Company. In 2021, JD builds
a “comprehensive incentive system” to fully enable talent
development with innovative measures.
JD.com has launched diversified talent training solutions and
carried out well-designed recruitment programs for different
target groups, striving to establish an ideal career platform
promoting the comprehensive development of talents. These
programs include JD.com’s Rising Star Program for professional
talents, the leadership training program TET, the DMT program
for doctoral scientists, internship recruitment for on-campus
students, and the “JD RUN” summer internship camp.
JD.com actively develops hobby communities for employees,
and establishes 63 internal “Communication Networks” with
different focuses, covering interests and hobbies, friend-
making, technology sharing, etc. The “Communication
Network” gets annual voluntary posts reaching more than
72,000 pieces, showing great activeness and effective
interaction, creating a good internal communication channel
for employees.
JD.com highly values women employees’ health and career
development. By inviting numerous internal and external guest
speakers, such as Olympic champion Deng Yaping and the
champion of JD.com Hackathon Yu Bingjing, etc., to organize
various themed sharing sessions on women empowerment,
such as personal inspiration stories, leadership experiences,
scientific research, etc. So far, about 10,368 women employees
have been empowered in JD. Furthermore, JD possesses 851
female lecturers, accounting for 49% of all lecturers.
About
10,368 women
employees in total have been
empowered in JD
The “Communication Network”
gets annual voluntary posts
reaching more than
72,000 pieces
The adoption of the principles that endow the front-line decision-makers with authority allows JD
to be more flexible and rapidly respond the clients’ needs. At the same time, JD further clarifies and
refines the evaluation principle ensuring controllable profit and loss, optimizing the cost efficiency of
each integral organization module.
In terms of employee performance appraisal and incentive policies, Big Boss project has made
great innovations, ensured the more diverse incentives and reasonable allocation scheme, and fully
implemented JD’s “contributor-oriented” principle.
Female Employee Development and Leadership Empowerment
Big Boss
Employee Compensation System
Talent Development System
Comprehensive Incentive System
Diversified Talent Training
Employee’s Hobby Community
Cultivating Talents
62
Pleasing Working Environment
Through the housing plan, grants for employees’ children, extended maternity leave, and other programs and initiatives, JD.com
safeguards the health and wellbeing of employees’ families and ensures that employees can work happily and live healthily.
The Settlement Plan is a full-service welfare program. All employees who meet the seniority
requirements can apply for an interest-free loan of up to RMB 1 million, when they buy the first
house in their working city. From 2018 to 2021, JD.com had offered interest-free loans totaling
RMB 750 million, and about 1,900 employees have benefited. In addition, since 2016, JD.com
has provided 2,537 welfare housing units for employees.
JD’s Love Relief Fund aims to provide financial support for employees and families in need. The
scope of assistance covers the employees and their families suffering from serious diseases,
employees passing away or having disabilities, schooling continuity for deceased employees’
children, employees whose homes got destroyed, etc. From 2018 to 2021, a total of 1,491 in-
kind supplies were provided, with a total value reaching RMB 61.48 million.
In 2021, 11 families have benefited from the Employee’s Children Caring and Scholarship
program. Suppose employees unexpectedly lose their working capability or pass away due to
diseases or accidental events, their children can apply to receive grants to finish their studies
from kindergarten to college.
JD.com actively responds to the “Notice of the Office of the National Healthcare Security
Administration on Doing a Good Job in Supporting the Maternity Insurance of the Three-Child
Policy” and other related policies and launched the company’s welfare policy. First, JD.com
covers the cost of giving birth to the third child in the medical security policy, which effectively
ensures the wellbeing of the three-child family. JD.com has also provided an additional 30-day
extra-long welfare maternity leave on top of the national and local legal welfare for women’s
fertility since 2015. Ever since the release of the State Council’s “Decision on Optimizing Birth
Policy to Promote Long-term Balanced Population Development,” parental leave in all related
provinces in China has been extended or added. JD.com actively responds to the call for
national and local policies. As such, JD.com adjusted and improved the company’s vacation
system as well as its leave application process. For provinces or cities where the relevant
policies have yet been covered, employees can continue to extend maternity leave days in
accordance with the welfare maternity leave scheme executed by JD.com. Therefore, the
maternity-friendly policy of JD.com reached full coverage among employees.
Since 2017, JD cooperated with Oriental Cambridge Education Group to set up a childcare
center at the headquarters. As of the end of 2021, the nursery service benefited more than 1,600
person-times. At the same time, JD collaborated with Etonkids, a high-end kindergarten brand,
to build the kindergarten project together. More than 350 JDer’s children had been enrolled by
the end of 2021.
In 2021, JD continued to implement EAP care program.
JD.com established two new self-constructed workplaces in 2021. Building No.2 of the Beijing headquarters was
completed in October 2021. As a part of the headquarters park, the newly constructed park covered 530,000 square
meters. The Southwest Headquarters Building was completed in August 2021. The building area reached 250,000
square meters, and the design incorporated “Chinese Knot” elements. Furthermore, the exterior shape of the Southwest
Headquarters Building is interlaced like the number “8.” The overall design of these two buildings presents the concept
of low-carbon emissions and environment-friendliness, demonstrating a strong sense of technology, provides a pleasing
and beautiful workplace for all employees. We built barrier-free infrastructure in these newly self-constructed buildings,
including ramps, elevators, restrooms, and parking spaces, according to the design requirements of National Barrier-free
Design Code, to provide more convenience for those with disabilities.
JD has set up the health counseling room, gyms, staff canteen and cafeteria, baby-care rooms, children’s playgrounds,
and other healthcare facilities. JD arranges nearly 200 shuttle buses that serve more than 30,000 employees, while
cooperating with online ride-hailing companies to provide free taxi service for off-work commuting. At the same time, JD
continues to expand its contract with nearby merchants and retailers so that employees can enjoy various benefits and
well-being in more consumption scenarios. JD is constantly making efforts to promote JD headquarters’ welfare program
among all facilities across the country.
JD organizes an annual Sports Season for its employees. By carrying out challenging competitions, JD attracts employees
with different hobbies and from different age groups to participate in cross-team recreational activities such as football,
badminton, and e-sports. In 2021, a total of 13,000 employees participated in the Sports Season, contributing to the
creation of a happy workplace of JD as well as a corporate value of teamwork and taking the challenge.
During the traditional Chinese festivals, JD distributes customized welfare gifts to express holiday care to employees. In
2021, more than 800,000 welfare gift boxes for festivals were distributed, covering all JD employees.
Family and Life Care
Workplace Welfare
Settlement Plan
Love Relief Fund
Education Support
Maternity-Friendly
Policy
JD Children’s
Education
Employee Assistance
Program (EAP)
Workplace Facilities
All-Staff Sports Season
Employee Caring Program
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2021 JD.com Environmental, Social and Governance Report
Safeguarding the Natural Environment
63
64
Safeguarding the Natural Environment
Part V
Since the inauguration of the 14th Five-Year Plan period, China has actively promoted green
development. The nation’s carbon peak and neutrality goals, as well as the more specific “1+N
policy system,” give clear instructions toward a holistically green, low-carbon transformation
of society. Contributing to the fulfilment of national dual carbon targets represents not only
the responsibility of JD.com, but also an opportunity for JD to achieve stable and continuous
success in the future. In 2021, JD.com exerted its supply chain capacity and the influence of
industrial chain, actively responded to environmental challenges, and continuously enhanced
JD’s environmental protection strategy. Relying on our business capability, we are committed
to safeguarding nature, advancing green development with our more sustainable corporate
operations, continuously developing a green supply chain, and further promoting green
consumption among consumers.
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Safeguarding the Natural Environment
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66
Green Office
We are committed to building a green office space by continuously
promoting energy conservation and resource recycling through
our office practices.
Due to the intelligent operation and maintenance system
deployed in the power distribution room in JD.com’s office
building, the building’s energy consumption and energy safety
can be monitored online in real-time. Targeted energy-saving
schemes can then be developed by integrating the system’s
analysis results. In 2021, all the traditional lighting lamps in
public areas of Building No. 1 have been transformed into LED
lamps, with a total of about 14,000 LED downlights replaced. The
lights in public areas can be turned on and off automatically by
the central control system. The grid lights in the office area are
being gradually replaced with LED panel lights, and the power
consumption of a single lamp is reduced from 84W to 40W. After
the replacement, the lighting power consumption in the office
area of Building No. 1 was reduced by 5,000-9,000kWh per day on
average
8, Meanwhile the average illuminance in the office area
increased from about 300Lux to about 450Lux, which can not only
reduce the energy consumption, but also improve the employees’
experiences in the workplace. Besides, more than 2,300 LED lamps
in the basement of the headquarters have also been replaced with
dimmable intelligent lamps, which can automatically adjust the
area illumination and empower the low-carbon workplace with
intelligent technology. Furthermore, the cooling of air conditioners
in summer strictly maintains a 26-degree Celsius standard, which
is uniformly dispatched by the central control system, and all
panel setting temperatures are centrally controlled accordingly to
reduce energy consumption in the workplace.
JD.com gradually optimizes the existing network structure to
create a completely wireless office environment. We have plugged
We have rolled out paperless office initiatives in many business
scenarios, such as electronic contracts, electronic file archiving,
electronic invoicing, etc., which not only greatly reduces tree
felling and carbon emissions, but also improves information
management efficiency, and facilitates employees’ daily work
at a lower operational cost.
JD’s personnel documents are all signed electronically,
such as employees’ entry and exit process, renewal of labor
contract, loan agreement for housing plan, tenancy agreement
for welfare housing, etc. As of the end of 2021, employees of
JD.com had signed more than 1.839 million documents online.
Signing an electronic labor contract is not only beneficial to
environmental protection, but also can improve the efficiency
of personnel management as well as employee’s services
within the company.
JD.com has been appointed as a pilot unit of electronic
archives management by the National Archives Administration
of China. Since January 2020, when it passed the acceptance
of the government expert task force, electronic archiving has
reduced the use of paper vouchers printing by nearly 5 million
sheets each year, which is equivalent to saving 5,600 adult trees
felling and reducing carbon emissions by 26 tons.
Green Operation
in 5,520 wireless routers, and the office areas deployed with
wireless infrastructure exceed 500,000 square meters. This reduces
the cost of the Premises Distribution System (PDS) and switches.
IDC computing storage resources are also constantly optimized.
In 2021, JD’s information technology department optimized 179
servers to save about 470,000 kWh of electricity per year and
consequently reduce about 286.7 tons of carbon emissions.
In 2021, all JD.com’s regional headquarter parks deployed the
rainwater storage tanks with a volume reaching 2,700 cubic
meters to facilitate rainwater collection. This deliberate design
helps save the water resources and effectively alleviate the
municipal drainage pressure, demonstrating the innovative water
management concept in line with “Sponge City” practice. JD.com
headquarter buildings have also been equipped with a sewage
treatment station, which can achieve up-to-standard discharge
of wastewater, and at the same time, facilitates the reuse of the
partial reclaimed water after sewage treatment. It is estimated
that more than 3,000 tons of water can be saved every month.
With the application of inductive sensor faucets and water-
saving toilets, the water consumption of restrooms will be further
reduced. Our micro-spraying technology for large-area irrigation
achieves a significant water reduction in afforestation irrigation.
We organize publicity campaigns daily for water-saving
and electricity-saving in the whole workplace to strengthen
employees’ awareness of saving resources. In October 2021,
JD.com headquarters Building No.2 was partially put into use and
obtained the three-star design certification for green buildings. In
the future, the experience of the headquarters’ green operations
will be gradually applied to all JD’s self-built workplaces, creating
a greener and energy-saving workplace for all.
As one of the first batch of pilot companies, JD.com has fully
implemented the practice of electronic invoicing. According
to statistics, in 2021, more than 2.8 billion electronic invoices
were issued by JD.com, thus saving about 16,000 tons of
paper, equivalent to less felling of over 310,000 adult trees and
reducing carbon emissions by 15,000 tons.
In 2021, more than
2.8 billion
electronic invoices
were issued in JD.com
Saving about
16,000 tons
of paper
8
During 2021, about 14,000 LED downlights were applied in Building 1 of JD.com Headquarters, where 5,000 lighting hours were counted according to the criterion
of serving the staff for 8 working hours. The remaining 9,000 lamps were counted according to the actual lighting hours, including the lighting hours generated by
overtime working staffs, and the actual light-out time of the Group were considered as the statistical benchmark.
Office Space
Paperless Office
JD.com’s Green and Low Carbon Target
Support China’s Goal of Carbon Neutrality by 2060
JD.com’s Environmental Protection Strategy
Green Operation
Low Carbon Supply Chain
Sustainable Consumption
Green Office
Green
Packaging
Green Products
and Services
Green Transportation
Green Lifestyle Promotion
Green and Low
Carbon Data
Center
Green
Warehousing
Sustainable
Consumption
Advocacy
2021 JD.com Environmental, Social and Governance Report
Safeguarding the Natural Environment
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68
Since the outbreak of the COVID-19 pandemic, we have provided a remote
working system for employees, which can save time and tangible costs occurring
in employees’ commuting and business travel. In 2021, employees logged in
for work remotely through the VPN and SDP 9,213,820 times. 1,626,711 online
meetings were held through the Joymeeting App, with 29,418,076 participants
and 327,984 hours of meeting time, including 323,598 visitors from outside.
At the same time, we promoted green travel and commuting among employees.
We launched a strategic move with Didi and CaoCao online car-hailing
platforms, aiming to reduce the carbon footprint of employees’ travel by
carpooling. In 2021, JD employees’ carpooling resulted in 209,000 orders (2-3
people to share a carpooling order), accounting for 90% of the total taxi-hailing
orders, which greatly improved the employees’ efficiency and utilization rate
of vehicle resources, while helping save the energy, reduce the emissions and
effectively alleviate the traffic congestion. Among them, the mileage of applied
electric vehicles reached 3.233 million kilometers, reducing carbon emissions
by about 258.7 tons. Besides, JD provides green commuting services for
employees. There are about 200 shuttle buses in JD headquarters, including 80
new energy buses with an annual traveled mileage of 1.273 million kilometers,
which reduces carbon emissions by about 742.2 tons.
Green and Low-Carbon Data Center
Adhering to advancements in technology and pioneering in green initiatives, JD.com has created energy-saving, emission-reduced
and environment-friendly low-carbon data centers by innovating hardware technology, optimizing software capabilities, using clean
energy, and reducing energy consumption intensity.
From planning, designing, construction, to O&M (operation and
maintenance), JD Cloud’s new generation green data centers
implement the low-carbon and energy-saving strategy in the
whole product and operation life cycle. We use natural cooling
sources, deploy clean energy and revamp used equipment.
We also promote energy and cold storage, optimize the
architectural layout, adapt designs in favor of low energy
consumption and eventually achieve a system-wide synergy
effect maximizing energy-saving and emission- reduction.
With the principal supplies preformed in factories, produced
at local level, and generated from recycled materials, JD Cloud
completes the rapid and low-carbon delivery of the data
centers. In addition, based on the “IoT + AI” O&M platform, JD
Cloud empowers efficiency optimization of data centers, waste
recycling and the dynamic and controllable O&M management
for equipment, helps reduce the employee’s workload on O&M,
implements the SOP of O&M, and continuously improves O&M
quality and efficiency.
While maintaining rapid growth, JD Cloud has applied green
energy to cloud computing to construct a clean, low-carbon,
safe, and efficient energy system by further promoting
carbon reduction in infrastructure, using recycled energy,
To improve the energy efficiency of a data center, JD Cloud
establishes cooperation with Huawei. Relying on the experience
in data center technology innovation, construction and
operation from both perspectives, a set of innovative solutions
has been co-developed and successfully launched, including
intelligent indirect evaporative cooling system EHU (Environment
Handling Unit) and medium voltage direct supply integrated
power supply system SST, which strengthens the recycling of
cold energy resources and improve the power supply efficiency.
Intelligent indirect evaporative cooling system EHU applying AI
comprehensive energy efficiency optimization technology, can
At the beginning of 2021, JD Cloud East China Data Center was
successfully shortlisted as the “2020 National Green Data Center”
honored by the Ministry of Industry and Information Technology,
the National Development and Reform Commission and the
Ministry of Commerce. At the 2021 CIFTIS (The China International
Fair for Trade in Services), JD Cloud East China Data Center
won the “Green Development Service Demonstration Case,”
demonstrating its outstanding practice in energy saving and
emission reduction. In November 2021, JD Cloud won the first
prize for the “Data Center Science and Technology Achievement
Award,” which is known as the “Nobel Prize” of the IDC industry,
by virtue of the industry-leading technology of liquid cooling and
heat recovery system for rack cabinets in data centers.
and deploying a large-scale distributed photovoltaic power
generation system. With the help of “Jinggang,” a software-
hardware integrated virtualized architecture, the server
performance gets improved by 30%, and large-scale application
of cold plate liquid cooling and heat recovery technologies
achieves a 10% reduction of carbon emissions in total. Taking
JD Cloud North China Data Center located in Langfang, Hebei
province, as an example, this system can reduce the center’s
heating costs by more than RMB 1 million while reducing
carbon emissions by over 2,000 tons every year.
At the same time, intelligent algorithms and tools such as
machine learning are introduced into the O&M to make
the system more intelligent, to strengthen the overall
computing performance. By deploying the inspection robots,
the O&M system achieves 24-hour unattended inspection,
from automatic inspection, fault location to automatic
troubleshooting.
Using technologies such as liquid cooling, the new green data
center operated by JD Cloud achieved annual operation with
a Power Usage Effectiveness (PUE) lower than 1.1, 30% energy
saving in infrastructure and 10% reduction in total carbon
emissions.
automatically switch the cooling mode according to the weather,
and directly use the natural cold air of the data center to cool
down the computer room. East China Data Center located in
Suqian, Jiangsu province, for instance, the outdoor natural cold
sources can be fully collected and utilized for nearly five months
throughout the year, which helps significantly reduce the
operating cost. Medium voltage direct supply integrated power
supply system SST can achieve high-intensity and high-efficiency
power supply. Compared with the traditional power supply and
distribution solution, its footprint gets reduced by 45%, while its
power supply efficiency reaches as high as 95.3%, and the direct-
current (DC) efficiency achieves as high as 97%.
Remote Work and Green Travel
New Generation Green Data Center
Cooperate with Huawei to Help Green and Intelligent New Infrastructure
Industrial Recognition of Green Operation and Carbon Reduction
2021 JD.com Environmental, Social and Governance Report
69
Low-Carbon Supply Chain
Based on green and high-efficiency supply chain best practices,
the “Green Stream Initiative” presents an important corporate
sustainability strategy of JD.com, which carries out various low-
carbon and energy-saving practices in packaging, warehousing,
transportation, and recycling. With the continuous
implementation of the “Green Stream Initiative,” the Group is
committed to shaping a symbiotic ecology to empower the
sustainable development of global business society. Relying on
its findings in exploring “all-chain carbon reduction measures,”
JD.com has been officially selected as one of the “Best
Practices for Enterprises to Achieve Sustainable Development
Goals 2021 (carbon peak and carbon neutrality goals)” awarded
by Global Compact China Network, which represents the
efforts and contributions made by JD.com in responding to
global compact principles and promoting global sustainable
development.
Green Packaging
Regarding packaging design and use, JD.com always adheres
to the principle of being green and sustainable and practices
the concept of green packaging from the aspects of packaging
material optimization, use of circular packaging, and the
reduction of packaging. By the end of 2021, JD Logistics has
driven the whole industry to reduce the consumption of
disposable packaging by nearly 10 billion pieces.
JD.com advocates the use of renewable green materials, develops
delivery bags applying degradable materials to replace petroleum-
based plastic bags, and is committed to promoting 100% renewable
and replaceable packaging materials. It is estimated that by 2030,
more than 80% of JD’s upstream brands will be motivated to develop
environment-friendly packaging.
JD Logistics uses reusable circular delivery boxes, foldable thermal
insulation boxes, and circular transshipment bags instead of
disposable plastic packaging. By the end of 2021, circular packaging
such as the “Green Stream Boxes” have been used 200 million
times. In August 2021, JD Logistics carried out a pilot project of
circular packaging in Haikou, Hainan province, where more than
10,000 circular packaging boxes were distributed, and for the first
time the circular delivery bags were piloted to reduce the use of
disposable PE packaging bags gradually. JD Logistics will strengthen
the collaboration with the upstream and downstream partners to
promote the use of circular packaging across the whole supply chain.
As important ways to reduce the amount of delivery packaging
from the source, the modes of direct procurement from the place of
origin, direct delivery of primary packaging, and direct shipment of
the aggregate orders are adopted. JD Logistics encourages upstream
brands and enterprises to implement primary packaging by providing
them with preferential policies for warehouse entry. Direct delivery
of primary packaging has been adopted by thousands of SKUs from
brands such as P&G and Unilever, which has demonstrated the great
value in saving the packaging materials.
The “Green Stream Initiative” boosts packaging reduction by
engaging the brand partners and empowering the systematic
green transformation of the industry. So far it has helped save 10
billion delivery cartons annually and motivates more than 200,000
merchants and hundreds of millions of consumers to act. During
the Singles Day Grand Promotion in 2021, each parcel delivered to
consumers reduced paper packaging materials by 210 grams. Each
parcel reduced disposable plastics by 11 grams and 25 centimeters of
adhesive tape on average thanks to the implementation of the Green
Stream Initiative.
JD Logistics has driven the whole industry to reduce
the consumption of disposable packaging by
nearly 10 billion pieces
Circular packaging such as the “Green Stream
Box” has been used for
200 million times
It is estimated that by 2030, more than
80% of JD’s upstream brands will be
motivated to develop environment-friendly
packaging
So far, the Green Stream Initiative has helped
save 10 billion delivery cartons annually
and motivates more than 200,000
merchants and hundreds of
millions of consumers to act
During the Singles Day Grand Promotion in 2021,
each parcel delivered to consumers reduced paper
packaging materials by 210 grams.
Each parcel reduced disposable plastics by 11
grams and 25 centimeters of adhesive tape on
average
Packaging Material Optimization
Circular Packaging
Packaging Material Reduction
Safeguarding the Natural Environment
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Green Transportation
To make the company’s footprints on the road greener, JD
Logistics has successively deployed new energy vehicles in
more than 50 cities across the country to replace traditional
fuel cargo vans. By the end of 2021, the number of new energy
logistics vehicles reached 20,000, which can reduce carbon
dioxide emissions by about 400,000 tons per year, equivalent to
the annual carbon dioxide absorption by 20 million trees.
At the 2021 Global Smart Supply Chain Summit, JD Logistics
launched the 5.0 version of autonomous delivery vehicles
with markedly enhanced automation and speed performance.
During JD.com Singles Day Grand Promotion, nearly 400 JD
Logistics autonomous delivery vehicles were in service. These
vehicles were distributed in over 25 cities across the country,
and the number of delivered orders increased by over 200%
compared with the same period of the last year. Autonomous
delivery vehicles are incrementally becoming a vital supporting
force in the last mile distribution and safeguarding the delivery
of anti-epidemic supplies. In the coming two to three years, JD
Logistics will continue developing and launching thousands of
autonomous delivery vehicles to improve the user experience
and logistics efficiency.
JD.com Singles Day Grand Promotion
Leads Sustainable Consumption
Shopping festivals, such as JD’s Singles Day Grand Promotion,
present great opportunities for us to promote environmental-
friendly products and low-carbon logistics services. At the
same time, we actively advocate the concept of sustainable
consumption and a greener lifestyle.
In 2021, JD.com offered massive types of products that meet the
“green consumption” standards during the Singles Day Grand
Promotion. As of November 7, consumers had purchased more
than 3.5 million energy-saving products and more than 400,000
water-saving products from JD.com.
On the aspect of logistics services, recycled packages were used
11.35 million times accumulatively during the shopping festival,
which is equivalent to reducing the disposable garbage by 3,400
tons. At the same time, JD Logistics’ all-chain carbon reduction
measures throughout the logistics processes reduced carbon
emissions by 26,000 tons during the event.
Green Warehousing
The Group actively promotes more intelligent industrial
parks to achieve zero carbon emissions through “green
infrastructure + carbon reduction technology innovation.”
JD.com’s Xi’an “Asia No.1” Logistics Industrial Park has
obtained the carbon neutrality certification issued by the
Beijing Green Exchange and Centre Testing International
(CTI). Shenzhen CTI, a third-party certification body
authorized by the China National Accreditation Council
for Conformity Assessment (CNAS), has verified the
greenhouse gas emissions of the park are in line with
the international standard ISO14064. According to the
verification results, the park has realized the application
of a distributed photovoltaic power generation system
and an energy storage system on the warehouse roofs
and independently neutralized part of greenhouse gas
emissions. With the support and guidance of the Beijing
Green Exchange, the remaining emissions were offset
by purchasing Chinese Certified Emission Reduction
(CCER). Hence Xi’an “Asia No.1” Logistics Industrial Park
has realized carbon neutrality in 2021, becoming the first
“zero-carbon” logistics park in China.
Since 2018, JD.com had fully started the construction of a
roof photovoltaic power generation capacity ecosystem,
and comprehensively promoted the deployment and
application of clean energy based on photovoltaic power
generation in JD.com’s smart industrial parks. By the
end of 2021, JD.com had completed the installation of
photovoltaic power generation systems in the first batch
of 12 smart industrial parks. We expect to build a total
photovoltaic power generation capacity of 1,000 MW in
three years, which can provide adequate green energy
for 85% of JD.com’s smart industrial parks. In addition to
Xi’an “Asia No.1,” Suqian “Asia No.1” Smart Industrial Park,
located in Jiangsu province, is also actively promoting
the distributed photovoltaic installation and systematic
energy transformation, and it plans to build another
carbon-neutral demonstration park in early 2023.
The logistic industrial parks of JD.com are equipped
with the rainwater collection system. The collected
rainwater will be used for afforestation irrigation and road
cleaning in industrial parks. Through the process such as
heating supply and cooling, rainwater recycling as well
as the reuse of the reclaimed water, the consumption
of circulating water in JD’s intelligent industrial parks in
China amounted to about 22,750 tons annually.
Regarding resource recycling, the management personnel
of JD logistic industrial parks assign the roles and
responsibilities of collection and recycling of different
wastes to various divisions. The property management
team is mainly responsible for domestic garbage,
including a designated collection of harmful pollutants
and classified garbage disposal. The staff canteen
team takes care of the kitchen wastes. JD Logistics is
responsible for recycling logistic waste such as packing
boxes. With all efforts made, JD aims to minimize the
impact of wastes on the ecological environment.
In addition, JD.com actively uses green supply chain
technology to empower the green development of
the industry. We provided the customized services for
BMW Hefei to construct the regional aftermarket parts
center, which has obtained LEED (Leadership in Energy
and Environmental Design) certification. BMW Hefei
Aftermarket Parts Distribution Center has become BMW’s
first “green warehouse” of aftermarket parts in China that
meets LEED certification standards, providing an excellent
model for green warehousing development.
During the Singles Day Grand Promotion in
2021, JD Logistics’ all-chain carbon reduction
measures throughout the logistics processes
reduced carbon emissions by
26,000 tons during the event
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Promoting Inclusive Development of
the Society
Part VI
JD.com supports rural revitalization through the “Benfu Plan.” The Plan empowers SMEs with
digital technology and develops various public welfare activities. It also facilitates the two-way
flow of resource elements between urban and rural areas, which enables more people to pursue
a better life and promotes an inclusive society.
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Public Welfare Concept and Policy
The Focus Areas of Philanthropic Efforts
JD.com supports charitable activities through JD Foundation.
Based on the online public fund-raising platforms such as
“Collecting Objective with Love” and “Nuan Dong Philanthropy,”
JD.com has launched a series of corporate philanthropy
programs such as the “Book Sharing” Children’s Book Donation
program. The main focus areas cover rural revitalization, rural
education, inclusive medical care, anti-epidemic and disaster
relief, etc. In 2021, the total amount of JD Foundation’s donation
exceeded RMB 120 million. By leveraging their own business
strength, all business units of JD.com actively pursue the
company’s philosophy for public benefit and conduct diversified
activities to promote the well-being of society.
We actively fulfill our social responsibilities in safeguarding people’s lives, rural revitalization, education support, healthcare, and
emergency relief by consistently conducting diversified philanthropic programs.
Survival Safeguard
JD Rural Revitalization “Benfu Plan”
By the end of 2021, the total number of JD.com’s full-time employees reached 380,000. We secure the employment and livelihood of
our employees and their families by providing essential welfare safeguards and rolling out a series of favorable welfare policies that are
superior to the industry’s average practices.
JD.com attaches great importance to serving the development of agriculture, rural areas, and farmers. We have been devoted to the
nation’s poverty alleviation since 2016. We positively contributed to the complete victory in fighting against poverty through a series
of targeted alleviation efforts in rural areas, including supporting relevant industries, promoting consumption, enlarging employment,
supporting entrepreneurship, giving donations, providing financial support, empowering technology infrastructure, strengthening
the healthcare system, etc. JD.com has initiated and promoted the “Benfu Plan” since October 2020. By the end of 2021, the “Benfu
Plan” had driven the production value in rural areas to reach RMB 320 billion, which helped millions of farmers increase their income
substantially. We take full advantage of our smart and connected supply chain and are committed to interconnecting the rural
industrial chains. JD.com well demonstrates its five core competencies in supply chain, logistics, technology, finance, and service in
supporting the nation’s rural revitalization strategy.
In 2021, the total amount of JD
Foundation’s donation exceeded
RMB 120 million
The promotion of the rural industrial chain is essential for accelerating
rural revitalization. As of the end of December 2021, JD.com had
cooperated with more than 1,000 agricultural specialties production
zones and agricultural industry belts in China. Meanwhile, JD.com
directly connected to more than 500 large-scale, high-quality vegetable
planting bases and jointly built more than 70 modernized, standardized,
and smart farms. By establishing more than 700 online pavilions for
local specialties, JD.com helped farmers in remote or underdeveloped
areas to expand market channels for their agricultural and handicraft
products. At the same time, JD.com provided job opportunities for a
significant number of migrant workers who returned to their hometowns.
Meanwhile, JD.com guaranteed solid revenue to more than 200,000 rural
families through stable income, social insurance, housing fund, etc.
Empowering Rural Industrial Chain with JD’s Supply Chain and Building the “Rural Revitalization
Expressway” with Five Core Competencies
JD.com guaranteed solid revenue to
more than
200,000 rural families
Supply chain
empowerment
New
infrastructure
construction
Financial
support
Smart and connected village
Supporting
industrial
belts
Ecosystem
Rural
grassroots
health care
Five core
competencies
Supply chain
Service
Technology
Logistics
Finance
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We have significantly improved the effectiveness of our logistics
delivery in remote areas by building “Asia No.1” Logistics
Industrial Park in Urumqi, Yinchuan, Deyang, and other central
and western regions of China.
In 2021, led by JD.com, the AllianzJD Insurance Sichuan branch
developed a demonstrating service model of rural revitalization
in Xiuwen, Guizhou province. This project planned to provide
agriculture-related insurance services for famous local kiwifruit,
covering product liability insurance and price insurance.
Furthermore, the project benefited the supply chain facilities
such as production, warehouse, and logistics and helped rural
revitalization in Xiuwen county by exerting JD’s expertise in
insurance.
Supporting the Supply Chain Construction
in Central and Western China
Providing Insurance for Supply Chain of
Agricultural Products
Empowering All-Chain of Rural Revitalization by Digitalizing Agriculture and Constructing New
Infrastructure in Rural Areas
Rural Education
We are committed to promoting education in poverty-stricken
areas in China. Based on our public welfare platform of
“Collecting Objectives with Love,” we have taken on a series of
corporate philanthropy programs by incorporating our smart
and connected supply chain capability.
Since 2018, JD.com has jointly launched a Children Books
Donation Campaign with Stars Youth Development Center
(SYDC). Together with the People’s Daily App, we further
promoted this Donation Campaign in 2021. This campaign aims
to help rural schools that lack book resources update their library
collections, enrich the reading world of children in remote rural
areas and improve local children’s reading quality. In this event,
JD’s couriers pick up the books from donors for free and deliver
them to the designated schools under the guidance of the SYDC.
The Children Books Donation Campaign not only responds to
the advocacy of “World Book Day,” but also promotes book
recycling and contributes to environmental protection. During
the 2021 event, 67,608 valid children’s books were donated to
119 project sites in 17 provinces, municipalities and autonomous
regions through the JD Giving Platform.
During the 2021 event,
67,608 valid children’s books
were donated through the JD Giving
Platform
Children Books Donation Campaign
By persistently strengthening our supply chain advantages in the countryside and sharing our solid capabilities
in infrastructure construction and technology innovation, we set up the all-chain of rural revitalization that
empowers rural industrial development. In 2021, JD Fresh collaborated with the China Geographical Indications
Industry Associations(CGIIA) of 21 provinces, municipalities and autonomous regions in China, which advanced
the sales and brand exposure of local landmark products such as Jiangsu Suqian Diwang Crabs, Fujian Ningde
Big Yellow Crocker, Guizhou Xiuwen Kiwifruit, etc., and consequently helped agricultural specialty products to
achieve scalable, high-quality, and brand-driven development.
JD Technology also fully boosts the sustainable development of rural revitalization. JD Technology assists
multiple agricultural product brands such as Baishui Apples, Tongchuan Chinese Herbal Medicine, and Sichuan
Meishan Citrus in achieving an industrial upgrade. By initiating the “Village Empowerment Action
9” through our
Jingxi Farm
10, we led over ten thousand farmers in eight provinces to reduce costs and increase income. This
uplifted the average yield per mu by 10-20% and resulted in cost-saving of up to RMB 50-100 per mu every year (a
mu=0.0667 hectares).
JD’s private label brand HuiXun cooperates with Dida Agriculture in Shanhe Town of the Wuchang City in
Heilongjiang province to develop a specialized product of pearl rice that is only ground after the order is
placed. The cooperation between HuiXun and Dida Agriculture closely connects the very first and the very last
kilometer in the logistics of agricultural products, which significantly shortens the product circulation process.
JD.com’s e-commerce platform stimulates product sales for local enterprises and simultaneously helps the local
communities to generate more income. In the meantime, the new business model with a partnership between
the e-commerce platform and brands also provides a demonstrating model that attracts local youths to start
businesses back to their hometowns. In 2021, through cooperation with HuiXun, the purchase orders received by
Dida Agriculture increased by 700%, while the logistics cost decreased by about 40%.
JD Health launched an online healthcare service, “Zhen Jing Cai,” aiming to increase the accessibility of the
medical supply chain in the rural areas, and promote the training of rural doctors. Zhen Jing Cai improved the
digital intelligence capability of medical care institutions in rural areas and helped rural patients get diagnosed
and receive timely medical treatment.
9
“Village Empowerment Action” is one of the specific programs in JD’s “Benfu” Plan.
10 Jingxi Farm is a rural revitalization solution launched by JD’s online consumption mall Jingxi.
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In 2021, JD.com joined hands with the China Social Assistance
Foundation to launch the “Dreams-Come-True” public
welfare activity, aiming to improve the living conditions for
the children in Dayi Hope Primary School of Gaixin Village in
Pu’er City of Yunnan province, Huanggang Primary School
of Shuangjiang Township in Liping County, Qiandongnan
Prefecture of Guizhou province, and Yuhua Hope Primary
School of Datai Village in Fuping County, Baoding City of
Hebei province. We helped the children to realize their dreams
according to the “wish list” collected from all the school
children, aiming to convey social values.
In 2021, we worked with several partnered brands to sponsor
a gamification public welfare campaign, “JD Fun Festival.”
We donated various materials and services worth about RMB
967,000, including children’s healthcare products, health
consultations, household appliances, amusement park tickets,
etc. We provided livelihood support for the children in SOS
Children’s Villages from remote regions, brought hope to
hundreds of children who have lost their families and enabled
them to feel warmth and care from the society.
Medical Health
Emergency Support
By organizing thematic public welfare activities on
international health days, JD.com advocates a healthy lifestyle
and calls on the whole society to care for patients with various
major diseases.
Over the years, JD.com has actively participated in disaster
relief and epidemic prevention tasks by leveraging its unique
strength in a smart and connected supply chain. As an
enterprise with the capability to reserve living necessities
for city-level supplies backed by a nationwide supply chain
network, we can quickly respond to situations from regular
times to emergencies. We have a stable and powerful supply
chain which can provide the whole process of supply chain
services from upstream production and procurement to last-
On the eve of the Rare Diseases Day 2021, JD Health launched
the “Rare Diseases Care Program” and established the “JD
Health Rare Diseases Care Fund” together with the Beijing
Illness Challenge Foundation (ICF). By connecting forces
from all walks of life, we build a one-stop solution platform
integrating “medical consultation, medication, insurance,
and public welfare,” and provide comprehensive medicines
and medical services for rare disease populations to help
them alleviate three major barriers namely, the difficulty in
accessing high-quality diagnosis and treatment, necessary
medicines and financial support. In 2021, more than 24,000
patients with rare diseases purchased relevant medicines and
obtained corresponding medication services from JD Health,
and the Fund has aided 69 patients with rare diseases.
On World Breath Day in June 2021, the JD Foundation and
nonprofit organizations such as DaAiQingChen, launched
public welfare science popularization activities, drawing
the public’s attention to respiratory health and care for
pneumoconiosis patients. In addition to popular science
activities, JD Foundation launched the second phase of the
“Oxygenate Life” project, which sourced 15 oxygen generators
and 200,000 masks to donate to pneumoconiosis patients.
Collaborating with the Chinese Foundation for the Prevention
of STD and AIDS, JD Health launched a special event on World
AIDS Day, introducing a one-stop anti-AIDS solution ranging
from relevant knowledge sharing on HIV/AIDS prevention, to
treatment, providing reliable healthcare services to all the
people regardless of their conditions.
mile distribution. Our efficient digital command and dispatch
system provides high efficiency supply services for emergency
materials allocation. Our self-operated business can help
stabilize prices in special periods, and it is the “stabilizer” of
emergency support systems in various places. In 2021, JD.com
fully leveraged its experiences in anti-epidemic and disaster
relief and spared no effort to ensure an adequate supply of
relief materials in disaster-stricken and epidemic-affected
areas.
Assist Regular Health Management When Epidemic Prevention Becomes Routine
The “JD Health Rare Diseases Care Fund” has aided
69 patients with rare diseases in 2021
JD Foundation sourced 15 oxygen generators
and 200,000 masks to donate to
pneumoconiosis patients
Rural Children’s Dreams-Come-True Plan
JD Health’s Rare Diseases Care Program
“Oxygenate Life” Project for Pneumoconiosis
Patients
Joined Responsibility and Efforts on AIDS
Prevention
SOS Children’s Village in China
JD Health
Free Online
Consultation
Services
Intelligent
Government
Service Hotline
COVID-19
Vaccination
Information
Sharing Platform
Green Online
Channel for
COVID-19 Insurance
Claim
JD Health also offered free online consultation services in these areas, so as to effectively meet people’s
urgent need for healthcare support.
JD.com introduced a new generation of intelligent government service hotline, which supported
the local governments with epidemic screening work during the outbreak of epidemic in Dongguan,
Guangdong Province in December 2021, and completed the joint screening work in only 4 hours, serving
millions of citizens in the city. And the feedback information was collected, analyzed, and assessed to
generate detailed reports, which were used by city governors and relevant epidemic prevention and
control departments as a piece of important information to carry out precise anti-epidemic measures.
JD Health upgraded its online reservation and onsite testing service of nucleic acid testing and
launched the “COVID-19 Vaccination Information Sharing Platform” to help residents get timely
vaccination information in their cities.
AllianzJD opened the original-bill-free mode for minor claim cases during the epidemic period, and
the green online claim channel is opened for all COVID-19 medical cases, which is of great significance
under the global outbreak of COVID-19. AllianzJD also launched a series of innovative products and
services for companies with a global business presence and provided relevant support for global
transshipment and medical services for the COVID-19 epidemic cases. There were 1,197 COVID-19
related claims throughout 2021, with a total indemnity of RMB 11.34 million, including many overseas
claims cases, and more than 95% of claims were settled through the green online channel.
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JD.com highly values the timely supply of emergency materials in case of disasters, epidemics, and other major accidents. JD
has made a commitment that the managers of JD’s warehouses near the site of emergency are endowed with the authority to
donate relief items needed by disaster areas from the warehouses without getting approval from upper management.
After the outbreak of flood disasters as well as the regional epidemics, JD.com kicked off the emergency mechanism
immediately to exert the capacity of logistics infrastructure and ensure that living necessities and relief materials are delivered
to the affected areas in a timely and efficient manner. During the flood season in Henan province, JD.com rapidly raised and
transported several disaster relief materials to the disaster-stricken areas. On the anti-epidemic front line, JD.com’s autonomous
delivery vehicles undertook the heavy responsibility of ensuring the supply of livelihood materials in the epidemic control areas.
And JD Health launched a 24-hour free online consultation service, provided emergency supplies of disinfection and epidemic
prevention materials, and set up an offline medical rescue team to carry out onsite diagnosis and treatment.
JD Super, JD.com’s omnichannel supermarket actively conducted the stock-taking with various brand owners and suppliers.
The physical stores of our offline brand, such as SEVEN FRESH, replenished the livelihood supplies to ensure an adequate supply
with stable prices in cities under the medium and high COVID-19 risks for at least 20 days.
Materials Supply and Transportation Support
Animal Protection
We actively cooperate with animal protection foundations as well as rescue stations and undertake philanthropic actions to ensure the
pet food supply of stray animal rescue stations.
JD.com has formulated the Prohibited Goods and Information Management Standard for JD.com’s Open Platform according to the
Law of the PRC on Wildlife Protection, the Regulations of the PRC on the Implementation of Terrestrial Wildlife Protection, the Fisheries
Law of the PRC, as well as other relevant laws and regulations. The Standard prohibits the sale of animal killing tools, equipment, and
accessories that seriously endanger animal safety, including electric fish traps, bird nets, hunting clips, stumble covers, etc. JD also
sorts out the common illegal hunting and fishing tools by establishing a special team. The special team also adopts an interception
strategy empowered by digital technologies, as well as takes manual inspections ensuring to interdict illegal commodities before,
during, and after the illicit products occur on our platform. We delist all illegal items and effectively cut off the selling channels for
illegal hunting and fishing tools on our platform, which help prevent the wildlife and fishery resource from being damaged and make
our own contribution to the ecological environment protection.
JD Pet worked with nonprofit organizations and various pet-caring brands to launch the “Warm Winter Care Plan”
during the 2021 JD.com Chinese New Year Grand Promotion. The Plan donated 10,000 kilograms of pet food for
stray animals.
JD launched the “Order for Philanthropy Project” in 2021. Consumers can convert every online purchasing order on
JD.com into the caring energy to donate. JD and pet product brands will match the caring energy to donate the pet
food and vaccination services to stray animal rescue stations. The project provided concrete help to the stray pets,
helped reduce the homeless animals, and mitigated the related social problems as well.
JD announced a donation of RMB 100 million worth of anti-epidemic relief
supplies to healthcare professionals in Hong Kong on February 18, 2022. JD
also maintained close communication with the social organization “Hong
Kong Community Anti-Coronavirus Link,” to provide support whenever
necessary in the fight against the pandemic resurgence in Hong Kong.
Thanks to the rapid response mechanism of the strong supply chain
system, the first batch of JD’s donations of 6,000 cartons of epidemic
prevention supplies successively arrived in Hong Kong on February 23,
2022. Furthermore, to meet Hong Kong residents’ surging demand for
anti-epidemic and life necessities, JD mobilized inventories and set up a
special portal on its App to offer online shopping convenience for Hong
Kong customers. In addition, JD Health launched a free online consultation
service for users in Hong Kong to have easy access to healthcare advice
from telemedicine doctors and multimedia guidance on coronavirus
infection prevention.
Supported Hong Kong for Epidemic Relief with
Various Measures
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Thematic Report on Climate-related Financial
Information Disclosures
The crisis of climate change is threatening the safety of business assets and operations, while proactively tackling climate change can
bring new opportunities for sustainable business growth. Meanwhile, business activities are also one of the principal causes of global
warming. Enterprises are playing an increasingly important role in global climate and environmental governance. JD.com is committed
to building a more productive and sustainable world. Relying on its business impact alongside the supply chain, JD.com is taking a
leading role in engaging more partners in climate actions. In 2021, JD.com made a carbon reduction declaration to the whole value
chain it operates in, established a green financial framework, and continued to expand the influence of the Green Stream Initiative.
JD.com is accelerating its low-carbon development through technology, promoting the green transition of the industry, and leading
the society towards greener consumption.
The recommended framework released by Task Force on Climate-related Financial Disclosures (TCFD) in 2021 is the world’s most
influential and widely applied climate information disclosure standard. Referring to the framework suggested by TCFD, JD.com
disclosed its climate-related governance structure, the strategic process of risks and opportunities identification, risk management,
and goals.
The Board of Directors of JD.com has continuously promoted the governance of the company’s climate-related risks and opportunities.
The board of directors follows the company’s ESG governance system structure and cooperates with the Strategy Execution Committee
(SEC) to jointly manage, supervise, and regularly review the implementation and progress of the company’s climate governance.
The SEC conducts daily supervision and reporting with respect to climate-related risks and opportunities governance. At the same
time, the ESG Task Force of JD.com is responsible for coordinating the daily management of climate-related risks and opportunities
and collaborating with the relevant responsible persons from business groups and units to implement and promote related work.
To better understand the potential impact of climate change on JD’s business, JD.com conducted a climate scenario analysis for JD’s
external business environment in 2025 and 2030, including ecological, economic, social, etc., based on the shared socio-economic
pathway (SSP) assumption adopted by the Intergovernmental Panel on Climate Change (IPCC).
Governance
Strategy
In Different Climate Scenarios
11, the Forecast of Macro-Environmental Situation Confronted
by JD.com
Management’s Role in Assessing and Managing Risks and Opportunities
The Board’s Oversight of Climate-Related Risks and Opportunities
Table 1: Forecast of Macro-Environmental Situation that JD.com May Face in Different Climate Scenarios
SSP1 (low emission scenario with strict climate
change policy intervention)
SSP3 (high emission scenario without
climate change policy intervention)
Natural
ecology
12
●Mean temperature: 1.6℃ higher in 2040 than in the pre-
industrial period (a rise of 2.0℃ as in 2100).
●Sea level rise: 0.1m higher in 2040 than the current level (a
rise of 0.4m as in 2100).
●Extreme climates: the frequency and intensity increase to
some extent.
●Precipitation: When the temperature rises by 1.5-2.0℃,
many parts of the world will encounter more severe
agricultural and ecological drought, while the precipitation
intensity in certain localities will increase by 10.5%-14%.
●Mean temperature: 1.6℃ higher in 2040 than
in the pre-industrial period (a rise of 3.9℃ as in
2100).
●Sea level rise: 0.1m higher in 2040 than the
current level (a rise of 0.6m as in 2100).
●Extreme climates: the frequency and intensity
increase significantly.
●Precipitation: When the temperature rises by 2.0-
4.0℃, most parts of the world will undergo more
serious agricultural and ecological drought,
while the precipitation intensity in certain
localities will increase by 14.0%-30.2%.
Socio-economic
environment
13
●Global climate policy: major countries and regions in
the world have announced the carbon neutrality paths
(including China’s carbon peak by 2030 and neutrality goals
by 2060) and strictly implemented the planned targets.
●Global business models: from fossil fuel-dependent
economy to renewable energy-driven economy.
●Greenhouse gas emissions in China: the carbon dioxide
emission per unit of GDP will decrease by 18% in 2025 as
compared with that in 2020, and by more than 65% in 2030
as compared with that in 2005.
●Carbon price in China: in 2025 and 2030, the carbon price
is expected to reach RMB 63-87 and RMB 77-139 per ton
respectively.
●Energy consumption structure in China: the proportion of
non-fossil fuels in primary energy consumption will reach
20% in 2025 and 25% in 2030.
●New energy vehicles in China: by 2025, the sales of new
energy vehicles will reach about 20% of the total sales of
new cars; and by 2030, the proportion of vehicles powered
by new energy and clean energy will reach about 40%.
●Consumption trend in China: by 2025, the green
consumption will be widely popularized, and the market
share of green low-carbon products will be significantly
increased; by 2030, green consumption will become the
conscious choice of the public, and green and low-carbon
products will be dominant in the market.
●Global climate policy: some countries and
regions still lack carbon neutrality goals and
have no detailed short-term climate actions and
long-term goals.
●Global business models: profit-driven business
model, which fails to properly consider the
environmental and social impacts, without
obvious fluctuation in renewable energy
portfolio.
●Greenhouse gas emissions in China: as in 2030,
greenhouse gas emissions will increase by 38%
compared with the present level.
●Carbon price in China: as in 2025 and 2030, the
carbon price keeps the same as that of 2021,
which is RMB 49-56 per ton.
●Energy consumption structure in China: the
proportion of non-fossil fuels in primary energy
consumption maintains as that in 2020, about
16%.
●New energy vehicles in China: the proportion
of new energy vehicle sales to total new vehicle
sales maintains as that in 2021, which is 11.25%.
●Consumption trend in China: the concept of
green consumption is still not dominant, and the
market for green low-carbon products is limited.
12
Sources: the sixth assessment report of the Intergovernmental Panel on Climate Change (IPCC) Working Group (WGI) and the CMIP6 climate model.
13
Sources: Action Plan for the Nation’s Carbon Peak before 2030 issued by the State Council in 2021, Guidance on Climate Disclosures issued by HKEX in 2021, national
carbon market transactions as of the end of 2021 issued by the Ministry of Ecology and Environment, China’s carbon market price forecast issued by Refinitiv in
2021, China’s carbon price survey in 2021 issued by China Carbon Forum, the New Energy Vehicle Industry Development Plan (2021-2035) issued by the State
Council at the end of 2020, the proportion of new energy vehicles in China as of the end of 2021 issued by People’s Daily, the Implementation Plan for Promoting
Green Consumption issued by the National Development and Reform Commission and other departments in 2022, and the Carbon Neutralization Path of China’s
Energy Industry issued by the International Energy Agency (IEA) in 2021.
11
SSP1 and SSP3, i.e., emission scenarios under different climate policy interventions.
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By collecting the information provided by various departments and combining it with literature-based studies on climate,
macro-environment, industrial policies, etc., we analyze the potential impacts of high emission scenarios and low emission
scenarios on our operation, supply chain, retail business, technological innovation, and investment and financing. We
then identify the potential physical and transition risks in different climate scenarios. We define risks and opportunities as
short-term (S), medium-term (M) and long-term (L) influence periods according to whether the risks and opportunities have
affected the business and their impact cycles
14.
High emission scenario (SSP3), the potential impact of physical risks on JD.com business, risk identification and impact cycle.
Heatwave, Sea Level Rise, Flood, Frequent Extreme Weather, and Biodiversity Loss.
According to the 2021-2022 global risk ranking of the World Economic Forum Global Risk Perception
Survey (GRPS) in the next decade, climate-related risks such as climate action failures, extreme
weather, and biodiversity loss are listed as the three most severe global risks. At the same time, the
research also suggests the potential consequences caused by these climate-related physical risks,
especially the impact on the sustainable development of enterprises. These impacts include Natural
Resource Crises, Human Health Crises, Ecological Environment Damage, and Infrastructure Failure.
Based on these impact dimensions, we summarize and describe the potential risks of JD.com.
Potential Risks and Opportunities for JD.com in Different Climate Scenarios
Strategic
dimension
Impact
dimension
Risk description
Physical risk
classification
Impact
Cycle
Operation
Infrastructure
Failure
●The frequency of extreme natural disasters such as extreme
precipitation, floods, typhoons, thunderstorms and extreme high/
low temperature weather events caused by climate change will
increase, which damages the buildings and operational stability
such as office buildings, smart industrial parks and data centers,
and increases the cost for maintaining infrastructure such as
warehouses and data centers. According to relevant statistic
data, from 2000 to 2019, the frequency of flood disasters in China
increased significantly as compared with the period from 1980 to
1999. In 2021, Henan and Shanxi Province suffered from extreme
precipitation events
15, which caused serious disasters and had an
impact on warehousing and operation sites.
●Future sea level rise may force the infrastructure and business
in coastal areas to relocate to inland areas, which will increase
operating costs.
●Heatwave
●Flood
●Sea Level Rise
●Frequent
Occurrence
of Extreme
Weather
Operation
Human Health
Crises;
Ecological
Environment
Damage
●The increased risk of infectious diseases
16 and air pollutants caused
by climate change will affect the health and safety of employees,
especially front-line employees.
●Increased heat weather events will reduce the working efficiency
of employees of JD.com, endanger health and safety, and increase
high temperature subsidies and medical expenses.
●With the increasing frequency of drought disasters, the consequent
wildfires will cause heat damage. The smoke and dust will harm
public health. For example, compared with the period 2001-2005,
the annual average wildfire exposure
17 in China for the period 2016-
2020 increases by 24.5%
18.
●If JD.com’s suppliers, customers or business partners are threatened
in respect to health and safety, JD com’s operation may be
interrupted and damaged.
●Biodiversity
Loss
●Heatwave
Supply
chain
management
Infrastructure
Failure
Floods, typhoons, thunderstorms, higher frequency of extremely high/
low temperature weather caused by climate change will increase
the possibility of damage to logistics infrastructure (including
business-related facilities, regional order fulfilment centers, front-end
distribution centers, other newly-established warehouses, distribution
stations or self-pickup outlets, and road facilities), which will lead
to the reduction of operational efficiency or even failure of regional
order fulfilment centers, and subsequently a negative impact on
commodity transportation, delivery and sales of goods. For example,
severe rainstorm and flood will damage the logistics planning of route,
storage and transportation network, and the battery components
of transport vehicles may be damaged due to heatwave or extreme
cold weather, which will affect the express delivery efficiency and the
enterprise income.
●Heatwave
●Flood
●Frequent
Occurrence
of Extreme
Weather
Ecological
Environment
Damage;
Nature
Resource
Crises
The flood, typhoon, thunderstorm, and high frequency of extreme
high/low temperature weather caused by climate change will affect
the supply and transportation of raw materials, which will lead to the
higher price of raw materials or the challenge to commodity supply
and inventory. Seasonal commodities such as rain gear and quilts
will adversely affect the profitability and business performance of
JD.com’s brands and partner businesses. For example, the offline fresh
stores operated by JD.com’s 7FRESH rely on continuity and timeliness
of various suppliers and sellers in providing and distributing JD.com’s
storage of perishable products. However, if major suppliers or sellers
encounter extreme weather events, and the production and quality
of agricultural products decline, JD.com’s product inventory may be
seriously damaged, thus affecting the whole supply chain.
●Heatwave
●Flood
●Frequent
Occurrence
of Extreme
Weather
Consumers/
users
Ecological
Environment
Damage
Climate change leads to the destruction of the ecological environment
and brings challenges to food chain operation as well as food safety and
quality, consequently reducing consumer satisfaction and increasing
potential health risks. For JD.com, the cost for restoring consumers’
satisfaction and protecting their rights and interests will also increase
accordingly.
●Biodiversity
Loss
M
M
M
M
M
L
L
L
S
S
S
Table 2: Potential impact of physical risks on JD.com business in high emission scenario (SSP3), risk
identification and impact cycle
14 As defined in this topic, short-term is designated for less than 2 years, medium-term for 2-5 years, and long-term for more than 5 years.
15 Source: 2021 Lancet Countdown Annual Report on Population Health and Climate Change, China Edition released by the Lancet Countdown Regional Centre in Asia.
16 Source: May Coronavirus pneumonia exist for a long time? released by UNEP in 2020”
17 Average number of days per year that people are exposed to wildfires.
18 Source: 2021 Lancet Countdown Annual Report on Population Health and Climate Change, China Edition released by the Lancet Countdown Asia Center.
Physical risk
classification
Business
impact
brought by
physical risks
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Low emission scenario (SSP1), potential impact of transition risks on JD.com business, risk identification, and impact
cycle.
In respect to the risk of business transformation caused by JD’s climate actions, the tightening of macro policies
in the low emission scenario and the holistic low-carbon transformation tendency may bring enterprises more
potential policy restrictions, which will affect JD.com’s operation and income.
Based on the sources of transition risk caused by climate change, the risks can be defined as: Policy and Legal,
Technology, Reputation, and Market.
Table 3: Climate-Related Transition Risks and Strategic Dimension, Risk Description, Classification and
Impact Cycle of JD.com in Low Emission Scenario (SSP1)
Strategic
dimension
Risk description
Classification
Impact
Cycle
Low-carbon
development
trend of the
society
Many countries and regions may implement stricter climate-related policies (such as
implementing carbon price mechanism and shifting to renewable energy); “Opinions
of the Central Committee of the CPC and the State Council on Carbon Dioxide Peaking
and Carbon Neutrality in Full and Faithful Implementation of the New Development
Philosophy” and “Action Plan for the Nation’s Carbon Peak Before 2030” have clearly
pointed out the safeguard schemes, such as scientific and technological support, energy
security, financial and monetary pricing policies, etc., for implementing the carbon
neutrality and emission peaking goals in key domains, industries and regions, as well as
the transition trend of regionalization and industrialization.
●Policy and
Legal
Supply chain
management
Laws and
regulations
related
to green
supply
chain are
increasingly
strict.
China is intensively promulgating policies and regulations related to
green transportation, plastic pollution control and green industrial
park development during the 14th Five-Year Plan period. If we fail
in strengthening compliance management and promoting the
transformation in time, the logistics business of JD.com will face increasing
regulatory pressure.
●Transportation: The “14th Five-Year Plan for Green Transportation”
clearly puts forward the green transition strategy of logistics
transportation and specifies more quantitative targets in reducing
pollution and carbon emission, energy consumption structure of
logistics vehicles and transportation structure, which has become the
mandatory task that JD.com must complete.
●Packaging: The “14th Five-Year Plan of Action for Plastic Pollution
Control” and related packaging policies of the postal service and
logistic industry put forward clear requirements and quantitative goals
for the whole chain governance of plastic packaging, especially the
reduction, standardization, circulation and easy recycling of e-commerce
and delivery packages, and specify a clear timetable for packaging
transformation and optimized management in JD.com.
●Industrial parks: “The Implementation Plan for Special Action of
Green Development of National High-tech Zones” points out that it is
necessary to cooperate with industrial parks in urban energy green
transition and maximize the use of clean energy and recycling-targeted
transformation of parks to build a low-carbon city and develop a low-
carbon economy.
●Policy and
Legal
●Technology
Supply chain
management
Pressure
from the
supply side
With the tightening of the national policy on dual control of energy
consumption intensity and total amount, the power consumption of
high-energy-consuming enterprises is limited, and the electricity price is
increased, and the excessive response to energy transition will impact the
energy market. The supply of high-energy-consuming industrial products
will shrink, and enterprises in key emission industries will face the
pressure of capacity contraction, which may lead to the price increase of
raw materials and the adjustment of industrial structure. Some suppliers
of JD.com will also be potentially affected, and directly manifested in poor
supply and rise of purchase prices.
●Policy and
Legal
●Technology
Pressure
from the
transition
cost
The measures taken to cope with climate change, such as the “Green
Stream Initiative,” including the use of new energy, research and
development and purchase of carbon reduction technologies and low-
carbon infrastructure, will increase the company’s operating costs in the
short term.
Social and
cultural
transformation
Public attitudes and consumption preferences have shifted, with more attention paid
to the low-carbon attributes of commodities; and the younger generation attaches
importance to the social value of enterprises when looking for jobs. Shifts in market
preferences (such as consumer preferences, supply and demand) may lead to an increase
in consumers’ demand for environmentally friendly products, which in turn will lead
to potential cost increase, including but not limited to the cost caused by changes in
manufacturing technique, processes and facilities, or the cost increase in raw materials,
etc. If we lag behind our peers in grasping the direction of market changes, we may lose
revenue and market share. For example, “the Notice of the General Office of the Ministry of
Commerce on Promoting the Green Development of E-commerce Enterprises” encourages
e-commerce platforms to actively promote green consumption and expand sales of
energy-saving, environment-friendly and green products.
●Market
●Reputation
●Policy and
Legal
Technological
progress and
application
Driven by policies, the superposition effect of the “dual revolution” of information
technology and energy technology will be further revealed, and the emission reduction
effect of new infrastructure on the intelligent upgrading and transformation of industries
and the synergy of green elements will be fully exerted. JD.com shall develop its industry
insight and enlarge the investment in research and development of energy-saving and
emission reduction technology solutions to tackle the needs of various industries in
some key areas of new infrastructure, such as data center efficiency, artificial intelligence,
industrial internet, etc. Without implementing that, JD will lose its first-mover advantage
in the trend of green transformation of the society, which may further affect the future
revenue. It is also necessary to evaluate the corresponding risks in the research and
development and application of technologies.
●Technology
●Policy and
Legal
●Reputation
Climate
investment
and
financing
Research shows that there is still a huge funding gap to accomplish the green
transformation. Policies encourage investment flowing to green enterprises and establish
a complete system for green credit, supervision, and rating management. By the end of
2021, the central bank had successively launched tools for supporting carbon emission
reduction and refinancing for clean and efficient utilization of coal to provide preferential
interest rate support for eligible projects. At the same time, ESG investment, which takes
enterprise environmental risks, especially climate risks as an important dimension of
consideration, is developing rapidly. If JD.com fails to timely and quantitatively assess
the climate-related risks and comprehensively evaluate the systematic impact of low-
carbon transformation on business, it may lose some potential investment and financing
opportunities.
●Policy and
Legal
M
M
M
L
L
L
L
S
S
S
M
M
M
S
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JD.com insists that green development is the main driver for the high-quality development. We aim to seize the opportunity of a new wave of
the scientific and technological revolution and industrial market transformation in the process of transforming to a low-carbon economy and
provide more efficient and innovative solutions to tackle global climate risks through our technological innovation.
Transition Opportunities in Response to Climate Change
Table 4: Strategic Direction, Transition Accomplishment, Classification and Impact Cycle Under the
Background of Low-Carbon Economic Transformation of JD.com
Strategic
direction
Opportunity
and strategy
Transition accomplishment
Classification Impact
cycle
Green
operation
Develop
photovoltaic
industrial
parks
In 2021, JD.com has completed the construction of the first batch of 12
photovoltaic power generation systems for “Asia No.1” smart industrial parks,
and another 1,000 megawatts of photovoltaic power generation capacity is
expected to be built in three years by JD.com, providing green energy for 85%
of JD.com smart industrial parks. Photovoltaic power generation can provide
abundant, clean, and safe energy sources. Under the requirement of carbon
neutrality, the market space of photovoltaic industry will gradually expand.
●Energy
source
Promote
green finance
JD.com has formulated the Green Finance Framework, which systematically
demonstrates the principles and processes of green finance in funding
sustainable development projects. At the end of 2021, a five-year $2 billion green
syndicated loan was signed. Green financing can facilitate the projects that have
positive environmental impacts and promote sustainable practices, so as to
support the Group’s green and sustainable development strategy.
●Markets
Monitor the
climate risks
by using big
data
JD.com will further explore new data management methods to provide early
warning and decision-making support for the potential harm to employees when
working in severe weather and the fluctuation of business volume caused by the
concentration of social demands in extreme weather.
On the other hand, extreme weather may increase employees’ demand for
remote work, and we will improve the performance of the data system to meet
this demand. Through data-enabled and system-supported measures, the
management risks caused by climate change can be reduced, and the internal
management efficiency of the organization can be improved.
●Resilience
Build
infrastructure
with climate
resilience
●When constructing JD.com’s new headquarters buildings NO. 2 and NO. 3
and its Southwest China headquarters office buildings, the designers fully
considered the possible influence of extreme weather on the buildings. The
concept of sponge city design is adopted to maximize the natural infiltration
of rainwater, replenish groundwater resources, where rainwater storage tanks
are set up to reduce the drainage pressure of municipal rainwater system.
●In JD.com’s Smart Industrial Parks, emergency response plans are formulated
for all kinds of extreme weather, including but not limited to wind-proof
appliance for typhoon and windy weather, heavy rain flood control, snow
sweeping and anti-freezing for blizzard weather, lightning shielding and
detection for lightning weather, etc.
●Plans for dealing with extreme weather have been made for JD.com’s Data
Center. It is capable of weathering typhoons, lightning, rainstorms, and high
temperature respectively.
●Infrastructure construction with more climate resilience can not only
effectively resist climate disasters, but also make full use of natural resources,
reduce water and electricity consumption of buildings and greenhouse gas
emissions. At the same time, it helps reduce costs and meet the requirements
of environmental supervision for emissions.
●Resilience
Supply
chain
Develop
new energy
vehicles and
optimize
transportation
routes
●As of April 2021, JD.com has deployed new energy vehicles in more than
50 cities in seven regions of the country and made extensive use of clean
energy charging infrastructure to reduce carbon dioxide emissions by at
least 400,000 tons per year. By 2030, JD.com will replace and upgrade 100%
logistics vehicles with new energy logistics vehicles.
●JD.com uses big data to allow real-time route optimization, and warehouse
and transportation network planning, to reduce the number of vehicles
en route and improve the full-load rate of returning vehicles. Some freight
transportation modes are changed from road transportation to railway
transportation, and the green transportation pattern is fully implemented to
optimize the logistics transportation efficiency.
●Resource
efficiency
Promote
green
reusable
logistics
packaging
●For logistics packaging, we are committed to promoting 100% renewable
and replaceable packaging, replacing traditional petroleum-based plastic
bags with packages made of green degradable materials, aiming to engage
80% of upstream partner brands by 2030 to conduct eco-friendly packaging
research and development.
●By continuously promoting the recycling of packaging, under the “Green
Stream Initiative,” the reusable packages have been used for 200 million
times, and through the linkage of more than 200,000 merchants, this action
saves 10 billion delivery cartons every year. It has driven hundreds of millions
of consumers to participate in this initiative, effectively reduced the cost of
packaging materials, and raised public awareness of recycling.
●Resource
efficiency
Improve the
resilience of
supply chain
For commodities with sales vulnerable to extreme weather and climate
change, such as seasonal commodities like umbrellas, rain gear, quilts, etc., it
is necessary to timely adjust inventory according to weather changes to avoid
out-of-stock or dull of sale; and for primary products of agriculture, forestry, for
instance, an annual purchasing plan shall be made, ensuring at least one year’s
supply, and increasing the cold storage space.
●Resilience
Consumer/
user
Introduce
green
products and
services
JD.com offers massive types of “green commodities” to customers. Through
intelligent recommendations to guide green consumption, the energy-saving
appliances sold every year can reduce carbon emissions by nearly 2 million
tons. As one of the first batch of national pilot companies, JD.com has fully
implemented the practice of electronic invoicing. According to statistics, in
2021, more than 2.8 billion electronic invoices were issued by JD.com, thus
saving about 16,000 tons of paper, equivalent to less felling of over 310,000
adult trees and reducing carbon emissions by 15,000 tons. The supply of
green products and services can help shape the concept of green sustainable
consumption, while strengthening JD’s branding and market value in supplying
green products.
●Products/
services
Provide
energy-
saving and
carbon-
reducing
services for
enterprises
through
digital
intelligence
The demand for professional consulting regarding the nation’s carbon peak and
neutrality goals from the government and enterprises, as well as establishing
a digitalized carbon neutrality platform will gradually expand in the future.
JD Industry takes the advantages of technologies such as internet of things,
big data and artificial intelligence to develop digital intelligent “dual-carbon
brains” for the government and industrial parks respectively. Combining the
competences in industrial supply chain and industrial internet technology base
and integrating the databases encompassing the energy, carbon emissions,
carbon footprint and carbon emission factors, we conduct real-time monitoring
and analysis of energy consumption and carbon emission data. We also track
the nation’s carbon peak and neutrality goals accomplishing process through
the analysis of energy structure and industry benchmarking and enable the
industry to achieve the high-quality management in energy conservation and
carbon reduction.
●Products/
services
M
M
M
M
M
M
M
L
L
L
L
S
S
S
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Referring to the sources of
climate-related financial
information disclosure, and
combining the possibility and
scope of risk occurrence, the
physical and transition risks
related to the climate that have a
substantial impact on businesses
are preliminarily identified.
Incorporate climate-related risks into JD.com’s overall risk management system.
Further quantify the actual impact of climate change on operations, governance, and finance.
Risk management framework integration by unifying grading setting and centralizing the management.
Based on the evaluation of climate risks and opportunities and combining JD.com’s overall development strategy and resource
endowment, we establish the Group’s overall carbon emission reduction strategy. We will continue to apply our technological
capabilities and industry influence to reduce our own operation emissions, facilitate a low-carbon value chain and promote sustainable
consumption. We will be dedicated to improving our own climate resilience and sustainable competitiveness, while supporting the
fulfillment of the nation’s carbon peak and neutrality goals as scheduled.
The key climate risks are further
screened through literature
research, combined with the
key expectations of government
regulators, investors, and
exchanges for climate response,
and taking into account the
climate risks that have occurred
or can be foreseen in actual
business scenarios.
Climate-related risk management
will be integrated in the SEC
discussion of key issues and ESG’s
overall management framework.
Under the supervision and
support of the Board of Directors
and SEC, the ESG Task Force
will coordinate and promote the
implementation of climate-related
risk management in all sub-groups
and business lines.
Risk Management
Metrics and Targets
JD.com’s Process of Identifying, Assessing and Managing Climate-Related Risks
Comprehensively Coordinate Enterprise Risk Management
Table 5: JD.com’s Metrics and Targets on Issues Related to Climate Change
Primary
metrics
Secondary metrics
Metrics description
Target setting
Establish
a climate
strategy
Establish climate strategy
at the Group level
●Incorporate climate change into the company’s
overall strategy framework
Preliminarily establish
strategic framework in 2022
Identify the value
proposition and impetus
for JD on climate actions
●Strengthen climate adaptability and resilience
●Strengthen competitiveness
Cost reduction
Attraction to new type of talents
Promote product and business innovation
Income growth
●Strengthen social recognition
Support climate public governance and obtain
new business growth scenarios
Improve reputation
●Expand social influence
Gradually shaping consumers’ purchasing
preferences
Establish and clarify the value
proposition and impetus of
climate actions by the end of
2023
Quantify the impact of
climate action on value
proposition
Evaluate the company’s financial performance
attributed to climate action based on value
proposition and impetus model
Establish a value evaluation
mechanism and quantify the
financial impact of climate
action by the end of 2023
Risk
rating
and
tracking
Identify climate-related
substantial risks
Based on the preliminary identification and sorting
of climate-related risks in this report, more key
departments should participate in risk assessment
and grading
Establish a substantial
climate-related risk
management system in
JD.com to rate various risks
by the end of 2023
Quantify the financial
impact of climate risk
Make quantitative statistics for the financial impact of
high-level risks based on risk rating
Annual climate risk auditing
Annual review and update on risk rating and financial
impact
After 2024, we will conduct
an annual review of the
actual business exposure
to various risks and decide
whether to update the rating
or not according to the
review results
Targets
Conduct a comprehensive
greenhouse gas accounting
Determine the boundary and scope of greenhouse gas
accounting, and conduct a comprehensive greenhouse
gas accounting
In preparation
Establish the carbon
emission reduction targets
at the group level
Establish and announce the carbon emission
reduction targets at the group level
In preparation
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Strengthen
climate
governance
Establish a climate
governance framework
●Based on the existing ESG governance
structure, strengthening the focus and
management of climate-related issues
●Management structure: the Board of
Directors and SEC will cooperate in
supervision and management, and
the ESG Task Force will coordinate the
implementation of climate objectives in
each sub-group and business lines
In 2022, relying on the updated ESG
governance structure, the management of
climate-related issues will be clarified
Establish a climate
governance mechanism
●Segment the Group’s carbon emission
reduction targets and establish
management metrics
●Clarify the roles and responsibilities
among sub-groups and various business
lines
●Establish a climate-related performance
evaluation system
●Strengthen the recruitment and training
of climate-related talents
●Start to establish the climate-related
management metrics by the end of 2023
●Starting from 2024, JD will establish
climate-related performance evaluation
system
●Starting from 2022, we will make
continuous efforts in relevant talents’
hiring and training
Promote
carbon
emission
reduction
actions in
all business
scenarios
Low-carbon
operation
Low-carbon
office
●Strengthen the intelligent operation and
maintenance (O&M) management of
energy use for office space
●Improve the use of energy-saving facilities
●Encourage remote work
●Encourage employees’ green
transportation
By 2030, we will continue to promote
the zero-carbon office by saving energy,
improving energy efficiency and increasing
the proportion of renewable energy
Low-carbon
data center
●Using natural cold sources
●Clean energy, including energy recovery
and large-scale distributed photovoltaic
power generation system
●Energy storage and cold storage
●Architectural layout and design for low
energy consumption
●O&M management platform
●More climate resilience, effective
resistance against extreme weather risks
●PUE continues to be improved on the
basis of 1.1
●Infrastructure energy consumption
continues to decrease
●The total amount of carbon emissions
continues to decrease
●Climate resilience continues to improve
Expand the
financing
scale of
low-carbon
projects
Based on the published framework,
principles, and processes of green finance,
we will continuously identify low-carbon
projects and expand the intensity and scale
of green finance
Identify more projects with low carbon
competitiveness and expand the scale of
green financing
Low-carbon
supply chain
Low-carbon
transportation
●Full coverage of new energy vehicles
●Fully apply digital smart technology
and optimize route, storage, and
transportation network planning
●Optimize transportation structure and
energy efficiency
In the coming two to three years, JD.com
will continue to develop and deploy
thousands of autonomous delivery
vehicles, continuously improve customers’
experience and service efficiency, aiming
to achieve 100% new energy for logistics
vehicles by 2030
Promote
carbon
emission
reduction
actions in
all business
scenarios
Low-carbon
supply chain
Low-carbon
logistics park
●Energy substitution: maximize the use
of renewable power, such as distributed
photovoltaic and efficient energy storage
●Efficient operation: automatic operation
+ full electrification of park energy
consumption
●Online O&M system of the solution to
carbon neutrality goals in smart logistics
park
●Xi’an Industrial Park has become the first
certified “carbon neutrality” industrial
park in China’s logistics industry, and the
Suqian Industrial Park is expected to be
officially certified in 2023
●As of the end of 2021, JD.com had
completed the construction of
photovoltaic power systems in the first
batch of 12 smart industrial parks. We
are expected to build a total photovoltaic
power generation capacity of 1,000 MW
in three years, which can provide green
energy for 85% of JD.com smart industrial
parks
Low-carbon
packaging
●Promote reusable packaging
●Packaging reduction
●Packaging material innovation
●Application of digital intelligence
technology
●Upstream and downstream collaboration
●Reusable packaging sharing and recycling
public system
●Packaging materials will be 100%
environment-friendly and renewable by
2030
●Motivate more than 80% of upstream
brand enterprises to develop eco-friendly
packaging
Suppliers’
collaborative
effort in
carbon
emission
reduction
●Lead the suppliers to participate in the
establishing and implementing carbon
reduction targets
●By 2025, to promote 50% suppliers of
JD Logistics to participate in the Science
Based Targets initiative (SBTi)
●Actively encourage upstream and
downstream suppliers to use new energy
vehicles
Participation
of the whole
value chain
in carbon
emission
reduction
actions
Promote
low-carbon
consumption
●Participate in the formulation of national
standards for low carbon product
●Expand the supply of low-carbon
products
●Strengthen low-carbon consumption and
lifestyle campaigns
Based on massive types of “green
commodities,” JD.com will continue
to expand the supply of low-carbon
commodities and the scale of low-carbon
consumption market
Promote
industrial
low-carbon
development
Based on digital smart supply chain
infrastructure and digital technology
capabilities, JD provides intelligent
solutions for the low-carbon
transformation of real economy
enterprises
JD will continue to explore our new business
and profit models by technologically
empowering the low-carbon transition of
traditional industrial enterprises
Information
disclosure
Conduct annual
climate-related
information disclosure
●Conduct annual review and disclosure of
climate-related risks and opportunities
●Conduct disclosure and reporting of our
climate targets and accomplishment
process
Starting from 2022, JD.com will continue to
release TCFD reports
About the Report
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About the Report
Key Performance
Defining the GHG Accounting Boundary of JD.com
Note: The tables of 2021 JD.com’s key performance in environment, society and suppliers are prepared with reference to the
Environmental, Social and Governance Reporting Guide issued by Hong Kong Stock Exchange and GRI guidelines issued by GSSB, and
the greenhouse gas accounting boundary of JD.com is defined with reference to The Greenhouse Gas Protocol: A Corporate Accounting
and Reporting Standard developed by WRI and WBCSD. Unless otherwise specified, the key performance indicators cover the period
from January 1st to December 31st, 2021.
JD.com discloses greenhouse gas emissions in strict accordance with the environmental requirements of HKEX (Table 2). We disclose
the greenhouse gas emissions generated by the Group’s own operations (Scope 1 and Scope 2). Concurrently, as a new type of real
economy enterprise and a leading retail enterprise, we are also aware of the huge carbon emission reduction potential in our complex
supply chain. Therefore, to better promote the low-carbon transition of JD.com’s supply chain, we further expand our disclosure of
Scope 3 emissions for the first time, that is, other indirect emissions generated in the value chain other than JD.com’s operations. We
will also continue to improve our GHG accounting system, include more Scope 3 categories, and fully disclose the emissions from
upstream and downstream enterprises of the Group.
Table 1: 2021 Environmental Key Performance
Table 2: GHG Accounting Boundary of JD.com
Category
Indicator
19
Data
Unit
Emissions of Air
Pollutants
Nitrogen oxide
1,630,818.23
Kilogram
Sulphur oxide
1,271.43
Kilogram
Particulate matte
128,690.16
Kilogram
Greenhouse Gas
(GHG)
Emissions
20
Direct (Scope 1) GHG emissions
238,774.90
Ton
Energy indirect (Scope 2) GHG emissions
271,067.08
Ton
Other Indirect (Scope 3) GHG emissions
1,906,566.66
Ton
Waste Produced
Total non-hazardous waste
32,340.85
Ton
Use of Resources
Natural gas consumption
428,571.43
Cubic meter
Diesel fuel consumption
77,155,551.87
Liter
Liquefied petroleum gas consumption
1,633,650.00
Kilogram
Towngas consumption
118,615,531.59
Megajoule
Charcoal consumption
1,038,549.00
Kilogram
Gasoline consumption
1,823,837.71
Liter
Electricity use
443,819,216.26
Kilowatt-hour
Water consumption
5,046,291.19
Ton
Total packaging material used for finished products
21
222,022.85
Ton
Packaging materials used per product
22
52.07
g/piece
Definition
Business Activity
Scope 1
●Operation facilities owned or rented by JD.com,
including but not limited to all kinds of fossil fuel
emissions consumed by business activities such as
heating, cooling, and power supply in office buildings
and staff cafeteria
●GHG emissions from fuel combustion used in land, air,
and water transportation
●GHG emissions from the operation of equipment and
systems
●Carbon sinks (absorption of greenhouse gases)
generated by newly planted trees
●Fossil fuel combustion from engines, cafeterias, and
vehicles in the logistics parks
●Fugitive emissions of the refrigerants from air
conditioners in the office and cold chain logistics
vehicles of JD.com
●Newly planted trees
Scope 2
●Carbon emissions from electricity purchased for the
Group’s operation
●Electricity use of JD.com in office buildings, retail
stores, logistics parks, data centers, and other
operating places, as well as the purchase of
electricity for new energy logistics vehicles
Scope 3
●Other indirect emissions generated in the value chain
outside the Group’s internal operations
●Goods and services purchased by JD.com (logistics
packaging)
●Upstream and downstream transportation and
distribution services of third-party logistics
●Employee travel and commuting
●Investment assets operation
19
For the calculation method of 2021 environmental key performance indicators, reference is made to the Reporting Guidance on Environmental KPIs issued by Hong
Kong Stock Exchange.
20
“Direct (Scope 1) and indirect (Scope 2) GHG emissions” statistics include administrative offices, logistics and transportation, warehousing, data centers and major
construction projects in 2021. Due to the data availability, “other indirect GHG emissions (Scope 3)” statistics in the table include the employee shuttle buses and
fossil fuel combustion and electricity use of some investment portfolios in JD.com, as well as emissions from JD Logistics and other sources.
21
The total packaging material used for finished products is provided by JD Logistics, including major logistics packaging consumables such as waybills, express
delivery envelope, plastic film packaging bags and other minor packaging consumables.
22
The data of Packaging materials used per product is provided by JD Logistics, and the calculation method is total packaging material used for finished products/
total number of packages.
2021 JD.com Environmental, Social and Governance Report
About the Report
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98
Table 3: 2021 Green Office Operation Performance
Category
Indicator
Quantity
Unit
New Energy
and Emission
Reduction
Performance
Carbon emissions reduced by electronic invoicing
145,694
Ton
Carbon emissions reduced by electronic filing
2,602
Ton
Carbon emissions reduced by using new energy employee
shuttle buses
742.26
Ton
Carbon emissions reduced by paperless new employee
onboarding process
52
Ton
The mileage of electric vehicle for employee transportation
3,233,289
Kilometer
Carbon emissions reduced by using electric vehicles in
employee commuting
258.66
Ton
Paper documents saved by paperless office
2,499,999
Number of
documents
Joymeeting Online
1,626,711
Number of online
meeting sessions
29,418,076
Cumulative number
of participants
327,984
Online meeting hours
Server
optimization
Optimized servers
179
Number of servers
Electricity saving
470,000
Kilowatt-hour
Amount saved
560,000
RMB
Carbon emission reduction
286.70
Ton
Remote work by using VPN
9,213,820
Number of VPN logins
New energy vehicles used in administrative activities
80
Number of vehicles
Electricity saving in the office of data center
797,103
Kilowatt-hour
Carbon emissions reduction due to other green transformation
and technology in data center
23
1,847.05
Ton
Water Use
Efficiency and
Water Saving
Performance
Water saving in data center
21,408
Cubic meter
Water circulation in the office of data center
325
Cubic meter
23
For Carbon emissions reduction due to other green transformation and technology in data center,” energy-saving measures mainly include sealing of cold and hot
passages, use of energy-efficient equipment, optimized planning of loading scheme, transformation of intelligent cold water automatic control, etc.
24
The “total number of full-time employees” and “total number of part-time employees” in employment data is calculated on the number of employees of listed and
non-listed companies under JD.com. The statistics about gender, age and position are only available for full-time employees of the Group.
25
The statistical method of percentage of female senior management staff is the number of female senior managers/the total number of senior managers in
JD.com, and for the data source, please refer to https://ir.jd.com/zh-hans/management.
Table 4: 2021 Social Key Performance
Category
Indicator
Quantity
Unit
Employment
24
Total number of full-time employees
383,084
Person
Total number of part-time employees
43,735
Person
Percentage of male employees
75.39
%
Percentage of female employees
24.61
%
Percentage of male employees (excluding front-line employees)
62.25
%
Percentage of female employees (excluding front-line employees)
37.75
%
Percentage of employees aged under 30
40.80
%
Percentage of employees aged 30-50
58.18
%
Percentage of employees aged above 50
1.02
%
Total number of management staff
15,319
Person
Number of male management staff
13,314
Person
Number of female management staff
2,005
Person
Number of management staff aged under 30
3,430
Person
Number of the management staff aged 30-50
11,762
Person
Number of the management staff aged above 50
127
Person
Percentage of female senior management staff
25
25
%
Basic salary ratio of full-time male and female employees (excluding
front-line employees)
1.04
N/A
Remuneration ratio of full-time male and female employees
(excluding front-line employees)
1.13
N/A
Health and
Safety
Lost days due to work injury
53,227
Day
Frequency of health and safety training
2
Twice a year
Percentage of employees covered by health and safety training
100
%
2021 JD.com Environmental, Social and Governance Report
About the Report
99
100
Category
Indicator
Quantity
Unit
Development and
Training
Percentage of employees trained
74
%
Percentage of trained male employees in total male employees
76
%
Percentage of trained female employees in total female employees
70
%
Percentage of trained management staff in total management staff
97
%
Percentage of trained general employees (excluding management
staff) in total general employees
73
%
Total training time for all employees
20,855,445.41
Hour
Total training time for all male employees
16,678,108.21
Hour
Total training time for all female employees
4,177,337.21
Hour
Average training hours per male employee
57.75
Hour
Average training hours per female employee
44.31
Hour
Average training hours per full-time employee
54.44
Hour
Total number of employees that attended anti-corruption training
319,093
Person
Percentage of employees that attended anti-corruption training
26
98.80
%
Total training hours for women’s vocational empowerment and
leadership programs
27
10,910
Hour
Product
responsibility
Number of incidents violating the health and safety regulations of
customer-oriented products and services
0
Case
Anti - corruption
28
Number of public lawsuits against company or employee for
corruption
0
Case
Filed and investigated corruption cases
12
Case
Number of incidents in which employees were fired or punished
due to corruption
69
Case
Community
investment
Charity donation
29
1.2
In hundred
million yuan
26
The statistical scope for “percentage of employees that attended the anti-corruption training” is as of April 2021, according to the online sign-in data of full-time
employees and except the ones who are in pre-dismission, maternity leave and long-term leave.
27
“Training for women’s vocational empowerment and leadership programs” has a cumulative training duration of 10,910 hours, with a total of 10,368 participants.
28
Among the anti-corruption data, the statistics of “filed and investigated corruption cases” and “number of incidents in which employees were fired or punished due
to corruption” are based on JD.com’s “commercial bribery, occupation and employee fraud” incidents (excluding JD Logistics and JD Health).
29 “Charity donation” is based on the statistics of the 2021 annual work report of JD Foundation.
30
The statistical scope for “total number of suppliers” refers to suppliers who received pre-wining bids in the procurement business of JD.com’s Procurement and Cost
Department.
JD’s Progress on the United Nations Global Compact
The United Nations Global Compact is a voluntary strategic initiative advocated by the United Nations to promote enterprises’
operation and strategy to meet ten fundamental principles in four areas of human rights, labor, environment, and anti-corruption.
JD.com became a member to the United Nations Global Compact in September 2021. We recognize and support the ten principles and
incorporate them into our corporate strategy, values, and daily operations. At the same time, we hope to cooperate more closely with
the United Nations, especially on the sustainable development goals.
Category
Principle
Corresponding Chapter
Human rights
Principle 1: businesses should support and respect the
protection of internationally proclaimed human rights
Employment and Labor Standards
Principle 2: make sure that they are not complicit in human rights
abuses
Labor standard
Principle 3: businesses should uphold the freedom of association
and the effective recognition of the right to collective bargaining
Internal Communication Mechanism of
Employees
Principle 4: the elimination of all forms of forced and compulsory
labor
Employment and Labor Standards
Principle 5: the effective abolition of child labor
Principle 6: the elimination of discrimination in respect of
employment and occupation
Environment
Principle 7: businesses should support a precautionary approach
to environmental challenges
Green Operation
Low-Carbon Supply Chain
Thematic Report on Climate-related
Financial Information Disclosures
Principle 8: undertake initiatives to promote greater
environmental responsibility
ESG Governance Structure
Sustainable Development Strategic
Framework
Identification and Management of
Environment and Social Risk of Suppliers
Thematic Report on Climate-related
Financial Information Disclosures
Principle 9: encourage the development and diffusion of
environmentally friendly technologies
Green Operation
Low-Carbon Supply Chain
Thematic Report on Climate-related
Financial Information Disclosures
Fight against
corruption
Principle 10: businesses should work against corruption in all its
forms, including extortion and bribery
Anti-Corruption and Integrity Compliance
Table 5: 2021 Supplier Management Key Performance
Category
Indicator
Quantity
Unit
Supply Chain
Management
Total number of suppliers
30
4,690
Number of
suppliers
2021 JD.com Environmental, Social and Governance Report
About the Report
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102
United Nations Sustainable Development Goals (SDGs) Response
●JD.com is ranked on the FORTUNE 2022 World’s Most
Admired Companies list at No.6 in the Internet Services and
Retailing Category. Particularly, JD ranked the first among
Chinese enterprises in terms of social responsibility index.
●The second “China Brand Power Festival,” the top ten brands
of “Hope of Domestic Products.”
SDGs
Our Actions
In response to China’s vision of rural revitalization, we continue to promote JD.com’s “Benfu
Plan.” By giving full play to our five core competencies of the supply chain, logistics, finance,
service and technology, we join hands with all sectors of society to build an “expressway” for
rural revitalization. By taking advantage of the business capabilities of JD Retail, JD Logistics, JD
Technology, JD Health and Jingxi, we focus on developing the signature projects such as “JD.
com’s Campaign of Rural Revitalization·Featured Products from Thousands of Rural Counties,”
“Delivery within 24 hours for Thousands of Rural Counties and Towns,” rural digital smart service
system, “Zhen Jing Cai” medical consultation service, and “Village Empowerment Action,” and
continue to get rooted in the countryside and share solid infrastructure and innovative technical
services, so as to realize the digital-reality integration and empower the “full chain” of rural
revitalization. At the same time, with the help of JD Giving Platform, we have launched a series of
public welfare activities such as “Children Books Donation Campaign” and “I Will Fulfill Your Wish”
and are committed to improving the rural education in China.
We actively assist disaster relief and epidemic prevention by relying on our digital intelligent
social supply chain and long-term accumulated relevant experience. We use the resources of
JD Health to deal with the public health security crisis. We empower public healthcare through
our science and technology ability, optimize the allocation of medical resources and promote
inclusive medical and health services. In addition, we provide a well-functioning welfare
guarantee system to ensure the physical and mental health of our employees.
We provide employees with an equal, safe, and decent work environment, and support them
to obtain fair income, a better workplace, sound welfare and personal development prospects.
Meanwhile, we actively support women’s economic independence and leadership promotion,
women-owned enterprises empowerment and other projects along the whole value chain. At
the same time, we support SMEs to obtain more equitable development opportunities, and help
them through the “Mantianxing Project” by stimulating their self-motivation. We also introduce
the “C.E.O” (Co-Create, Empower, Open) plan for the industrial belt, make every effort to
accelerate the transformation and upgrading of SMEs in the relevant industrial belt, reduce costs
and increase efficiency, and promote the development of the real economy.
Based on cutting-edge technologies such as AI, cloud computing, big data, internet of things,
etc., as well as our years of in-depth exploration in the supply chain, we will exert our growth
efficiency as a new type of real economy enterprise, empower the digital upgrading in various
industries by our innovative solutions, help industries reduce costs and increase efficiency, and
accomplish the low-carbon transformation more efficiently.
We provide smart solutions for urban planning, transportation, environment, energy, business
and security issues through technologies such as big data, AI and cloud computing. We promote
the efficiency of public governance through our social supply chain infrastructure. We put our
“Intelligent Mobile Warehouse” into use in the construction project of Hanzhong-Bazhong-
Nanchong high-speed railway to improve the accuracy and efficiency of its procurement
management. In addition, JD Health brings its supply chain and healthcare services to rural areas
and enhances the healthcare capabilities in rural communities.
With our commercial operation, supply chain management and technological innovation, we
strive to achieve a low carbon and environmentally friendly business model, promote sustainable
and responsible consumption, and continuously deepen the environmental protection strategy
of JD.com. Based on the green and efficient supply chain, we have launched the “Green Stream
Initiative,” implemented low-carbon and energy-saving practices in our supply chain in terms
of packaging, warehousing and transportation, and are committed to establishing an iconic
business ecology of sustainable development in the global society.
We are fully concerned with the impact of our operations on stakeholders, respond to the
expectations of multiple stakeholders, and continue to work for sustainable value creation
through dialogue and cooperation. Relying on our solid infrastructure, efficient digital intelligent
social supply chain and innovative technology service capabilities, while maintaining our
own sustainable development, we persistently open the new growth space for millions of our
partners, empower the high-quality development of the real economy and create more value for
the society.
ESG-Related Honors and Social Recognition
2022
●Fortune 2021: Fortune Global 500 list, ranking 59
th.
●China’s top 500 private enterprises, ranking the second.
●China Enterprise Evaluation Association “2021 Top 100 New
type of Real economy enterprises List,” ranked second.
●Ranked among the “Better Life 2021 - Top Ten of Chinese
Consumer Brands.”
●Won “Corporate ESG Best Practices of the Year,” 2021 ESG
Pioneer 60.
●“All-chain carbon reduction measures” selected by Global
Compact Network China as the “Best Enterprises in Achieving
Sustainable Development Goals in 2021 (Carbon Peak and
Carbon Neutralization).”
●Shortlisted in “Carbon Neutral Best Practices” rewarded by
People.cn, All-China Environment Federation, and Center for
Environmental Education and Communication of Ministry of
Ecology and Environment.
●Participated in UN Climate Change Conference (COP 26) in
2021 as a guest speaker.
●Won the “Annual Recommended Case of 2021 People’s
Corporate Social Responsibility-Green Development Award”
sponsored by People.cn.
●Recognized as “Beijing Advanced Company for Poverty
Alleviation and Cooperation.”
2021
●The “Implementation and Thinking of JD.com’ Strategy
Exerting the Advantages as A New Type of Real Economy
Enterprise” won the First Prize of “2021 Outstanding
Achievements of Chinese Enterprise Reform and
Development” granted by China Enterprise Reform &
Development Society.
●Forbes: 2021 World’s Best Employer, ranking third among
Chinese enterprises.
●Shortlisted in 2021 overall ranking of China’s most attractive
employers, ranking among the top three in the Internet
industry.
●“Large-scale robot warehouse scheduling algorithm” won the
highest industrial application award in the global research
and management scientific community - “Franz Edelman
Outstanding Achievement Award.”
●Became the first logistics enterprise in China awarded with
the Data Management Capability Maturity Model (DCMM)
Level 4 certification.”
●Won the First Prize of “Beijing Science and Technology
Progress Award.”
●Approved by the “2030 Megaproject” - New Generation
Artificial Intelligence.
● JD.com “Asia No.1” Xi’an Intelligent Industrial Park has
obtained the carbon neutrality certification issued by Beijing
Green Exchange and Centre Testing International (CTI).
2021 JD.com Environmental, Social and Governance Report
About the Report
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104
HKEX Content Index
ESG Indicator
Reporting Section
Introduction
Report Profile
Statement from the board
Statement from the Board
ESG governance system
ESG Governance Structure
Corporate social responsibility strategy
Sustainable Development Strategic Framework
Materiality assessment and stakeholder engagement
Materiality Assessment and Stakeholder Engagement
Environment
General disclosure of emissions
Low-Carbon Supply Chain
Types of emissions and respective emissions data
Table 1: 2021 Environmental Key Performance
Direct (Scope 1) and “energy indirect” (Scope 2) GHG emissions
Table 1: 2021 Environmental Key Performance
Total hazardous waste produced
N/A
31
Total non-hazardous waste produced
Table 1: 2021 Environmental Key Performance
Description of emission target(s) set, and steps taken to achieve them
Thematic Report on Climate-related Financial
Information Disclosures
General disclosure of resources used
Low-Carbon Supply Chain
Direct and/or indirect energy consumption by type (e.g., electricity, gas or
oil) in total
Table 1: 2021 Environmental Key Performance
Performance water consumption in total
Table 1: 2021 Environmental Key Performance
Total packaging material used for finished products (in tons) and, if
applicable, with reference to per unit produced
Table 1: 2021 Environmental Key Performance
Employment and Training
General disclosure of employment
Human Resource Compliance Management
Total workforce by gender and age group
Table 4: 2021 Social Key Performance
Disclosure of health and safety
Table 4: 2021 Social Key Performance
Number and rate of work-related fatalities that occurred in each of the past
three years (including the reporting year)
N/A
32
Description of occupational health and safety measures adopted, and how
they are implemented and monitored
Occupational Health and Safety
General disclosure of development and training
Anti-Corruption and Integrity Compliance
The percentage of employees trained
Table 4: 2021 Social Key Performance
The average training hours completed per employee by gender and
employee category
Table 4: 2021 Social Key Performance
General disclosure of labor standards
Employment and Labor Standards
Description of measures to review employment practices to avoid child
and forced labor
Employment and Labor Standards
31 “Total amount of hazardous wastes generated” cannot be disclosed temporarily because of incomplete data.
32
“The number and rate of people who died at work in the past three years (including the reporting year)” cannot be disclosed for the time being because of
incomplete data.
Supplier Management
General disclosure of supply chain management
Supplier Admittance and Compliance Management
Number of suppliers
Table 5: 2021 Supplier Management Key Performance
Description of practices relating to engaging suppliers, and how they are
implemented and monitored
Supplier Admittance and Compliance Management
Description of practices used to identify environmental and social risks
along the supply chain, and how they are implemented and monitored
Identification and Management of Environmental and
Social Risks of Suppliers
Description of practices to promote green consumption and advocate
green products
JD.com Single Day Grand Promotion Leads
Sustainable Consumption
Product Responsibility
General disclosure of product responsibility
Product Responsibility and Content Management
Description of practices to respond to complaints and problems
Respond to Complaints, Enquires and Requests
Description of practices to protect intellectual property
Intellectual Property Protection
Description of quality assurance process
All-Round Product Quality and Safety Guarantee
Description of consumer data protection and privacy policies, and how
they are implemented and monitored
Information Security Compliance
Anti-corruption
General disclosure of anti-corruption
Anti-Corruption and Integrity Compliance
Filed and investigated corruption cases in the reporting period
Table 4: 2021 Social Key Performance
Description of preventive measures and whistle blowing procedures, and
how they are implemented and monitored
Anti-Corruption and Integrity Compliance
Description of anti-corruption training provided to staff
Anti-Corruption and Integrity Compliance
Community Investment
General disclosure of community investment
Public Welfare Concept and Policy
Focus areas of contribution
The Focus Area of Philanthropic Efforts
Resources contributed (e.g., Money or time) to the focus area
Table 4: 2021 Social Key Performance
2021 JD.com Environmental, Social and Governance Report
About the Report
105
106
GRI Standards Content Index
Number
Category
Reporting Section
101
Foundation
Report Profile
102
General disclosure
Overview
103
Management Approach
ESG Governance Structure
Materiality Assessment and Stakeholder Engagement
Sustainable Development Strategic Framework
Compliance Governance to Achieve More Sustainable and Steady
Development and Growth
Thematic Report on Climate-related Financial Information Disclosures
201
Economic Performance
Message from Chairman of Board of Directors
202
Market Presence
Employee Training and Talent Development
Employee Benefits
Survival Safeguard
203
Indirect Economic Impacts
Promoting High-quality Development
Promote Inclusive Development of the Society.
204
Procurement Practices
All-round Product Quality and Safety Guarantee
Supplier Management
Green Packaging
Thematic Report on Climate-related Financial Information Disclosures
205
Anti-corruption
Anti-Corruption and Integrity Compliance
206
Anti-competitive Behavior
Competition Compliance
301
Materials
Green Packaging
302
Energy
Safeguarding the Natural Environment
Thematic Report on Climate-related Financial Information Disclosures
Table 1: 2021 Environmental Key Performance
Table 3: 2021 Green Office Operation Performance
303
Water and Effluents
Green Office
Green Warehousing
Table 1: 2021 Environmental Key Performance
304
Biodiversity
Safeguarding the Natural Environment
Animal Protection
305
Emissions
Green Operation
Green Transportation
JD.com Single Day Grand Promotion Leads Sustainable Consumption
Thematic Report on Climate-related Financial Information Disclosures
Table 1: 2021 Environmental Key Performance
Table 3: 2021 Green Office Operation Performance
306
Sewage and wastes
Green Warehousing
Table 1: 2021 Environmental Key Performance
307
Environmental Compliance
Identification and Management of Environmental and Social Risks of
Suppliers
Thematic Report on Climate-related Financial Information Disclosures
308
Supplier Environmental
Identification and Management of Environmental and Social Risks of
Suppliers
401
Employment
High-quality Employment
Employee Benefits
Table 4: 2021 Social Key Performance
402
Labor/Management Relations
Human Resource Compliance Management
Internal Communication Mechanism of Employees
403
Occupational Health and Safety
Employment and Labor Standards
Internal Communication Mechanism of Employees
Occupational Health and Safety
Table 4: 2021 Social Key Performance
404
Training and Education
Employee Training and Talent Development
Table 4: 2021 Social Key Performance
405
Diversity and Equal Opportunity
Cultivating Talents
Table 4: 2021 Social Key Performance
406
Non-discrimination
Employment and Labor Standards
407
Freedom of Association and
Collective Bargaining
Internal Communication Mechanism of Employees
408
Child Labor
Employment and Labor Standards
409
Forced or Compulsory Labor
Employment and Labor Standards
410
Security Practices
Occupational Health and Safety
412
Human Rights Assessment
Employment and Labor Standards
413
Local Communities
Promoting Inclusive Development of The Society
414
Supplier Social Assessment
Supplier Management
415
Public Policy
Public Welfare Concept and Company Policy
416
Customer Health and Safety
All-Round Product Quality and Safety Guarantee
417
Marketing and Labelling
All-Round Product Quality and Safety Guarantee Content Specification
and Management of Marketing
418
Customer Privacy
Information Security Compliance
Customer Privacy and Data Security
419
Socioeconomic Compliance
Compliance Governance to Achieve More Sustainable and Steady
Development and Growth
About the Report
108
2021 JD.com Environmental, Social and Governance Report
107
External Verification Statement
SGS-CSTC STANDARDS TECHNICAL SERVICES CO., LTD. SHANGHAI
BRANCH’S REPORT ON SUSTAINABILITY ACTIVITIES IN THE 2021 JD.COM
ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT
NATURE AND SCOPE OF THE ASSURANCE/VERIFICATION
SGS-CSTC STANDARDS TECHNICAL SERVICES CO., LTD. SHANGHAI BRANCH (thereafter as “SGS”) was
commissioned by JD.com to conduct independent assurance of the 2021 JD.com Environmental, Social and
Governance Report ((thereafter as “ESG Report”). Based on the SGS Sustainability Report Assurance
methodology, SGS performed the remote assurance of the management methodology and data related to the
HKEX requirements contained within this report at JD.com Headquarters, No. 18 Kechuang 11 Street, Beijing
Economic-Technological Development Area, Beijing City, P. R. China. Data and information of other sites were
not assured in this assurance scope.
The information in the 2021 JD.com ESG Report and its presentation are the responsibility of the board and
related functions. SGS has not been involved in the preparation of any of the material included in the 2021 ESG
Report.
Our responsibility is to express an opinion on the text, data, graphs and statements within the scope of
verification with the intention to inform all of JD.com’s stakeholders.
The SGS protocols are based upon internationally recognized guidance, including the reporting principles
contained within the HKEX listing rules appendix 27 “Environmental, Social and Governance Reporting Guide”
and the guidance on levels of assurance contained within the AA1000 series of standards and guidance for
Assurance Providers.
This report has been assured at a moderate level of scrutiny using our protocols for:
•
evaluation of content veracity;
•
evaluation of the report conformity against the HKEX listing rules appendix 27 “Environmental, Social
and Governance Reporting Guide”.
The assurance comprised a combination of pre-assurance research, interviews with relevant employees,
documentation and record review, and validation with external bodies and/or stakeholders where relevant.
Financial data drawn directly from independently audited financial accounts has not been checked back to its
source as part of this assurance process.
STATEMENT OF INDEPENDENCE AND COMPETENCE
The SGS Group of companies is the world leader in inspection, testing and verification, operating more than
2,600 affiliates in more than 140 countries. SGS affirms our independence from JD.com being free from bias
and conflicts of interest with the organization, its subsidiaries, and stakeholders.
The assurance team was assembled based on their knowledge, experience, and qualifications for this
assignment, and comprised auditors registered with CSR Lead Assuror, CCAA Registered ISO 9001, ISO
14001 Auditor, and ISO 45001 Auditor.
VERIFICATION/ ASSURANCE OPINION
On the basis of the methodology described and the verification work performed, we are satisfied that the
information and data contained within the 2021 ESG Report verified are reliable and provide a fair and balanced
representation of JD.com’s sustainability activities in 2021.
ASSURANCE STATEMENT
We believe that JD.com has chosen an appropriate ESG reporting guide, and information contained within the
Report can be used by its stakeholders.
CONCLUSIONS, FINDINGS AND RECOMMENDATIONS
In our opinion, the 2021 ESG Report is presented in accordance with the reporting rules and the KPIs
disclosures of the HKEX listing rules appendix 27 “Environmental, Social and Governance Reporting Guide”.
Reporting Rules
Materiality
JD.com conducted the methodology for ESG issues materiality research and analysis with documentation, via
third-party survey and internal analysis to report the ESG materiality issues of concern by stakeholders, which
could meet the materiality principle requirement.
Quantitative
JD.com planned the methodology for management approach and performed the statistics and analysis for KPIs,
some KPIs, referred to the criterions and international general regulations, and reported the disclosures’ impact
and purpose. Some comparative yearly data could better help stakeholders to evaluate its management
system’s effectiveness and make decisions.
Balance
JD.com presented the balance reporting rule in the ESG report and reported environmental, social and
governance issues truthfully.
Consistency
JD.com planned the disclosure methodologies with consistency for report content and data statistics at all levels
in the company. In addition, remarks and interpretations were marked in the ESG report to help stakeholders
make a clear comparison.
Limitations of assurance
Due to the impact of the epidemic during audit duration, the assurance team did not verify the original data and
information in the organization with traceability, and included no further comments for actual case study in the
ESG report.
The assurance process only involved interviews with the heads of relevant departments and certain employees
and consultation with relevant documents, and didn’t involve the external stakeholders.
As the financial information in the 2021 financial report has passed the independent assurance, this report
assurance does not contain traceability and assurance of such financial information.
Signed:
For and on behalf of SGS-CSTC
David XIN Director
Knowledge Department
16/F Century Yuhui Mansion, No. 73, Fucheng Road, Beijing, China
April 13, 2022
2021 JD.com Environmental, Social and Governance Report
109
JD.com Official ESG Webpage
Environmental considerations for publication of the report
Paper: The report is printed on eco-friendly paper.
Printing Ink: The report is printed with eco-friendly ink to reduce air pollution.
About This Report
Message from Chairman
of Board of Directors
Board Statement
About JD.com
Annual Honors and
Awards
Annual Key Performance
Appendix
03
04
05
05
06
07
69
Content
A Pragmatic Attitude
Paves the Way
for a Green Future
Environmental Governance
and Climate Change
Responses
Green Workplace
Green Retail
Green Logistics
Green Park
27
33
36
40
42
A Pragmatic Approach
Leads to Shared
Development
Outcomes
Human Orientation
A Sustainable Supply Chain
46
57
61
66
A Pragmatic Path
Promotes
Good Consumption
Serving Consumers
Giving Back to Communities
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
01
03
02
04
Corporate Management
Business Responsibility
10
17
3
2023 JD.com, Inc.
Environmental, Social and Governance Report
This report is the Environmental, Social, and Governance Report 2023 (referred to as the "ESG report" or "this
report") released by JD.com to detail the ESG strategies, management, and practices of JD.com and its major
subsidiaries included in its annual report.
This report is prepared with reference to the ESG
Reporting Guide from the Hong Kong Stock Exchange
(HKEX), the ESG Reporting Guide from the Nasdaq Stock
Market, the United Nations Sustainable Development
Goals (SDGs), the GRI Standards issued by the Global
Sustainability Standards Board (GSSB), the Ten Principles
of the UN Global Compact, and industry standards issued
by the Sustainability Accounting Standards Board (SASB).
Content dealing with climate change is prepared by
referring to the HKEX Guidelines on Climate Information
Disclosure, and the framework suggested by the Task
Force on Climate-related Financial Disclosures (TCFD).
The information and data in this report mainly come
from the Group's internal data collection system, work
reports and public information, such as annual reports
and media releases. Unless specified, the monetary
amounts shown in this report are all presented in RMB.
For ease of presentation, "JD.com," "JD," "JD Group," "the
Group," and "we" all refer to JD. com, Inc.
This annual report covers the period from January 1,
2023, to December 31, 2023 (hereinafter referred to
as the "reporting period"). To make this report more
comparable and forward-looking, some contents have
been extended. The disclosure of this report is based on
the consolidated scope of JD.com, Inc., JD's listed entity
on the NASDAQ Stock Exchange in the United States.
This report conforms to the principles of "materiality,"
"quantitative," "balance," and "consistency."
Materiality: We have identified and assessed key ESG issues
of concern for both internal and external stakeholders of
the Group. For detailed materiality assessment process and
results, please refer to "Material Issues."
Balance: This report provides an impartial account of our
performance in a number of areas, including the environment,
employees, supply chain, product services, communities, etc.
Quantitative: We have regularly collected data on
quantitative key indicators including environmental, social,
and governance categories, and presented summaries and
disclosures in this report. The calculation method, reference
standards, and parameters for quantitative ESG data in this
report have been explained, as detailed in each chapter of
this report.
Consistency: The methodology employed in this report is in
line with that of previous years. Any differences that could
affect meaningful comparisons with previous studies have
been duly explained in the relevant chapters.
This report is prepared in both Chinese and English.
Should there be any discrepancy in meaning between
the two versions, the Chinese version shall prevail. The
electronic versions can be accessed on the Group's
website in the section "Investor Relations."
Reference and Principles
Source of Information
Reporting Scope
Reporting Principles
Access to Report
About This Report
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
4
2023 JD.com, Inc.
Environmental, Social and Governance Report
We operate with integrity, strengthening the foundation
for our business. We are committed to achieving
success the right way, upholding business ethics and
ensuring compliance in our operations. Under the
leadership of the newly established ESG Committee,
which I chair, we have enhanced our governance of
ESG-related matters. While providing consumers with
a diverse selection, fast delivery, superior quality, and
cost-effective options, we take our responsibility for
safeguarding user information and privacy seriously,
ensuring the platform’s safety and stability. We
vigorously pursue anti-corruption measures and,
through the "Sunshine Integrity Alliance," collaborate
with industry peers to foster a trustworthy business
environment.
Message from Chairman of Board of Directors
Richard Qiangdong Liu
Founder and Chairman of the Board, JD.com
We prioritize environmental protection and champion
green, sustainable development. Attentive to our
operational impact on the environment, we endeavor
to reduce carbon emissions and continuously pursue
decarbonization in warehousing, transportation,
packaging materials, and beyond. Leveraging algorithmic
efficiency, green energy, the application of intelligent
devices, and recycling initiatives, we strive to cultivate
a greener logistics network. We also promote DWOP
(Delivered with Original Package) compliance with
our upstream and downstream partners and actively
engage in trade-in and recycling programs to
encourage participation in the circular economy and
minimize waste.
We are attentive to the needs of our customers and
dedicated to enhancing their lives. By continuously
refining consumer services and addressing feedback, we
safeguard consumer rights and boost satisfaction. Our
commitment to leveraging technology for good drives
our innovation, constantly enhancing the consumer
experience. Supporting rural revitalization and common
prosperity, we persistently invest in industrial belts, launch
initiatives like the "Spring Dawn Plan," and expand direct-
from-source shipping to improve agricultural distribution
efficiency and sustainably increase farmers' incomes.
We are also active in philanthropy, providing support
for flood and disaster relief in Beijing, Tianjin, and Hebei,
earthquake relief in Jishishan, Gansu, and helping those
in need through initiatives like the “Starlight Transmission
Program.”
2023 marks the 20th anniversary of JD.com's
founding. Reflecting on our journey, we are
profoundly grateful for our customers’ trust, our
partners’ support, our employees’ dedication,
and the opportunities brought by our times.
This past year, JD.com has further deepened
its commitment to ESG governance and
sustainable development, actively creating
value for customers, partners, and society. We
have upheld our people-centric philosophy and
made significant strides in all aspects of our ESG
initiatives.
At JD.com, we are deeply committed to fostering a
sustainable ecosystem centered around a people-
first philosophy. Our employees' well-being and personal
growth take precedence over mere profit. We strive to
cultivate a workplace environment that is not only fair
and inclusive but also one where every individual feels
valued and respected. Our focus extends beyond the
workplace to ensure our employees enjoy a high quality
of life. To facilitate their professional development, we
have implemented a system designed to foster skill
enhancement and career advancement. Additionally, we
collaborate closely with our suppliers, incorporating ESG
standards into our contracts to ensure ethical practices.
This collaborative approach allows us to collectively strive
for a sustainable future, while also improving supplier
management and empowerment.
Looking to the future, we are excited to take a more
active role in shaping the world around us. To achieve this,
in early 2024, we have refined our mission to “Making Lives
Better through Technology.” Driven by our passion for
technology and our dedication to enhancing lives, we are
positioned to continue innovating with purpose. Together
with all stakeholders, we are committed to crafting a
blueprint for a future that is not only sustainable but also
thriving, green, and beneficial for everyone.
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
2023 JD.com, Inc.
Environmental, Social and Governance Report
The Board of Directors ("the Board") of JD.com takes full
responsibility for the Group's ESG strategies and reports.
We keep a close watch on the external socio-economic
macro-environment, corporate development strategies
and the latest ESG trends, and carry out comprehensive
ESG assessment on a regular basis, allowing flexible
adjusts for ESG management mechanisms and timely
responses to ESG governance risks of all kinds. The
Board authorizes the ESG Committee to review ESG
strategies and monitor the progress of ESG work.
The Strategy Executive Committee (SEC) leads the
ESG Working Group, develops ESG strategies and
priorities, continuously incorporates ESG-related risk
management into daily code of conduct within the
Group, and coordinates with the ESG leaders of the
sub-groups and business systems to implement and
promote ESG-related work.
The ESG Committee under the Board is responsible for
overseeing ESG matters, and the SEC leads the ESG
Working Group to provide special reports and progress
reports to the Board, and to continuously follow
up on the progress of ESG-related matters. During
the reporting period, the Board participated in the
comprehensive and systematic stakeholder surveys and
special meetings conducted by the Group, identified
and assessed 23 material issues and priorities, and
ultimately delivered a matrix of material issues, which is
fully disclosed in the section of "ESG Governance."
This report provides a detailed disclosure of how
far JD.com has progressed and achieved in its ESG
operations during 2023. This report, which underwent
third-party moderate level of scrutiny (equivalent to
limited assurance under ISAE 3000), is reviewed and
approved by the Board.
Board Statement
About JD.com
JD.com adheres to the values of putting
customers first, innovation, dedication,
responsibility, gratitude and integrity.
With the mission of being "powered by
technology for a better life" and the core
business philosophy of "low cost, high
efficiency, quality products, competitive
prices, and excellent service," JD.com strives
to become the most trustworthy enterprise
globally.
JD.com officially began its e-commerce
business in 2004. In May 2014, JD.com was
listed on the NASDAQ Stock Exchange
in the United States, becoming the first
comprehensive e-commerce company from China to
successfully go public in the U.S. In June 2020, JD.com
completed a secondary listing on the Hong Kong
Stock Exchange, aiming to raise capital to invest in key
technological supply chain-based innovations, further
enhance user experience, and improve operational
efficiency. In early 2017, JD.com began a comprehensive
technological transformation and has so far invested
nearly RMB130 billion in technology research and
development.
JD.com is a leading supply chain-based technology
and service provider. As a new real economy-based
enterprise with core features of physical businesses
and cutting-edge digital technologies and capabilities,
JD.com leverages "a responsible supply chain" to drive
the seamless fusion of its product, warehouse, and
cloud networks. This integration ensures the stability
and reliability of our supply chain while fostering the
digital transformation of partners throughout the
supply chain, enhancing cost efficiency and productivity,
thereby effectively supporting the high-quality growth of
the real economy.
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
5
6
2023 JD.com, Inc.
Environmental, Social and Governance Report
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
Annual Honors and Awards
Ranked on the Fortune Global 500 List
for 8 consecutive years, and ranked
52nd globally in 2023
Ranked again on
Fortune China's
Most Admired
Chinese Companies
Selected for the first time in the
Dow Jones
Sustainability World
Index
Selected for the first time
in the S&P Global
Sustainability
Yearbook 2024 and
received the honor of the
Industry Mover in the retail
industry (the only one in the industry)
Won the 2023 Hong Kong Corporate
Governance and ESG Excellence
Awards presented by the Chamber of Hong Kong Listed
Companies and Hong Kong Baptist University
Selected for the
2023 Bloomberg Green
ESG 50 List
Selected for the 2023
Forbes China ESG
Innovation Enterprises
List
Ranked as one of the
Forbes World's
Best Employers
for 6 consecutive years
In February 2024, JD.com won the Gartner Power of the
Profession
TM Supply Chain Award, becoming the only
Asian company to receive this award
Selected for the first issue
of the S&P Global
Sustainability
Yearbook (China Edition)
Selected for the 2023 Fortune
China ESG Influential List
Ranked 1st again in the
"Top 500 Private
Companies in
China 2023" by the All-
China Federation of Industry
and Commerce
Named to the TIME 100 Most Influential Companies,
becoming the only Chinese enterprise listed in the industry
ESG Ratings 2023
MSCI ESG Rating
A
CDP Climate Change Score
B
S&P Global ESG Score
62
7
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision Consolidates the
Foundation of Responsibility
A Pragmatic Attitude Paves the Way for a Green Future
01
02
JD.com took the initiative
in establishing a green
supply chain technology
sharing platform (patent
pool), promoting the
application of green and
low-carbon technologies
and patents in the
supply chain field, with the
first batch of 40 patents
entering the pool
Number of breaches
of information
security and privacy
protection
0
In 2023, JD Logistics invested a total of 17.03 million circular plastic bags with an average usage of over 18.3
times per bag, saving an estimated 294.6 million disposable woven bags
JD Property has
constructed photovoltaic
power generation
systems in 31 logistics
parks, with a total
installed capacity
of 180 MW and an
average annual power
generation of 190,000
MWh
1, replacing thermal
power and reducing
carbon emissions
2 by
189,000 tonnes
A total of 8,290 self-operated new energy vehicles
for trunk and terminal transportation were put into
operation, an increase of 2,872 vehicles compared
with 2022, equivalent to an average annual reduction of
35,200 tonnes of greenhouse gases
As of December 2023, JD Property's self-invested and self-built
photovoltaic projects had cumulatively generated 31,700 MWh
of electricity
Over 100 brands participated in the "Green
Impact Initiative," with JD.com offering more
than 3.56 million green and low-carbon
products
Over 66 million users engaged in low-carbon, sustainable
consumption on the JD platform, accumulating 122 million green
orders
A total of 14 parks under JD.com were
awarded the "Green Warehouse Label," among
which 9 are Level 1 (3-Star) Green Warehouses,
and 5 are Level 2 (2-Star) Green Warehouses
More than 15 million old
household appliances and
furniture products were
recycled through trade-in
programs
Amount of penalties received
for information security
vulnerabilities or other
network security breaches
0
Percentage of female directors on
the Board of Directors
42.9%
JD Group's Commitment to Anti-Corruption
has been signed by 100% of our employees
(including full-time employees, interns,
consultants, and other labor personnel)
100% of employees have completed anti-
corruption, integrity, and compliance training
Annual Key Performance
1This data is estimated based on the effective power generation time of the project being 3 hours per day and the installed capacity.
2The calculation for the carbon reduction as a substitute for coal-fired power generation assumes that 1 kWh of electricity consumes 0.39 kilograms of coal, producing 0.997 kilograms of carbon dioxide.
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
8
2023 JD.com, Inc.
Environmental, Social and Governance Report
The only enterprise in the industry to be
awarded the title of “National Advanced
Collective in Building Harmonious
Labor Relations”
JD.com's gender equality case
was selected for the United
Nations Global Compact
(UNGC) Case Studies
Occupational health and safety training covers
all employees (including all outsourced
employees)
As of Q4 2023, the best inventory turnover days of self-operated commodities
30.3 days
The employee training coverage
reached 100%, with an average
training duration per employee of
40.7 hours
Number of product recall incidents due to health and safety
issues for JD.com's brands
0
In 2023, JD.com's Anti-Fraud Center
helped users directly prevent
financial losses amounting to
RMB 2.354 billion
JD Foundation had donated RMB 122.067 million
Annual employee satisfaction rate: 4.53 out of 5; Employee satisfaction survey responses: over 1.1 million
Collective Contract
employee coverage rate
100%
The total number of JD's frontline staff exceeds
360,000, of which 80% are from rural areas
A Pragmatic Path Promotes Good Consumption
A Pragmatic Approach Leads to Shared Development Outcomes
04
03
The second "Agricultural Specialties Shopping Festival"
had cumulatively invested RMB 1 billion in cash subsidies
and traffic resources, supporting the high-quality
development of over 2,000 agricultural specialty
industrial zones
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
9
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
01
JD.com consistently integrates corporate responsibility into its operations
with a pragmatic attitude. We are dedicated to establishing a transparent
and sustainable supply chain system, encouraging suppliers and partners
to fulfill their social responsibilities through concrete actions. We consistently
improve corporate governance, uphold business ethics, and ensure
that our decisions and actions meet high standards of ethics and social
responsibility.
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
10
The Board of Directors of JD.com has established an Audit Committee, a Compensation Committee, a Nomination
Committee, and an ESG Committee to oversee the management of various affairs of the Group. These committees
conduct professional reviews and provide guidance on the Group's policies, decisions, and strategies. Detailed
information about the scope of authority of the Board and its committees, as well as the composition and profiles of
Board members, are available on the Group's website of Investor Relations and the stock exchange's websites.
We underscore the independence, diversity, and expertise of Board of Directors. During nominations, we
comprehensively consider diverse factors such as gender, age, cultural and educational background, race, skills,
knowledge, professional experience, and tenure. As of the end of the reporting period, the Board had consisted of
seven directors, including five independent directors and three female directors. Women make up at least one-third
of the members in the Compensation Committee, Nomination Committee, and ESG Committee. Our Board members
bring diverse professional backgrounds, spanning business administration, law, finance, accounting, economics, and
social sciences, providing comprehensive guidance for the Group's strategic planning and decision-making. Annually,
we solicit feedback from Board members on the overall performance of the Board through the Board of Directors
Self-assessment Questionaire.
JD.com consistently improves the board structure,
risk governance, ESG governance, and compliance
governance, responding pragmatically to the
needs and expectations of stakeholders. We work
together with all parties to achieve the long-term
goal of building a sustainable supply chain.
Corporate Management
Corporate Governance
Board Structure of JD.com
Board of Directors
Audit
Committee
Compen-
sation
Committee
Nomination
Committee
ESG
Committee
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
11
JD.com annually conducts risk identification referencing the COSO
1 risk management framework and responses
across nine key areas: strategic risk, investment risk, market risk, financial risk, legal compliance risk, operational
risk (including technological risk), ESG governance risk, reputational risk, and integrity risk. Risk exposure was
assessed and analyzed via a structured management process. In 2023, the three most significant risks we
identified and their corresponding responses are as follows:
Risk Identification and Response
Key Risks and Responses for JD.com in 2023
Categories
Impacts on Business
Responses
Information Security
Risks
User trust and brand image may be adversely
affected due to the potential for cyber-attacks
to cause events such as personal information
and business data leaks or extortion, which can
harm user rights and interests and business
operations.
Strengthen the development of cybersecurity
technologies and privacy protection,
promptly conduct security monitoring and
response, and establish comprehensive
emergency plans.
Industry Competition
Risks
China's retail industry, especially online retail,
is highly competitive. If JD.com fails to compete
effectively, it may struggle to maintain or
could lose market share and customers.
Additionally, emerging technologies may
intensify competition within the retail sector.
New business models may also emerge, such
as those based on new social media platforms
or social commerce.
Focus on the three core elements of cost,
efficiency, and experience to consistently
build unique industry competitiveness,
providing consumers with an unparalleled
shopping experience of the utmost in
selection, speed, quality and value.
Risks of Uncertainty
in Consumer Market
The retail industry is highly sensitive to macro-
economic changes. Our revenue and financial
performance largely depend on the economic
conditions in China and globally, as well as
the specific online retail economic climate.
Closely monitor economic trends in China
and globally, and research and analyze
changes in consumer demand in major
markets such as China. Control operating
costs by strengthening the logistics
network, improving comprehensive
utilization through economies of scale,
enhancing the integration of the logistics
network, and leveraging smarter decision-
making to improve operational efficiency.
1 COSO, Committee of Sponsoring Organization of the Treadway Commission.
JD.com views risk governance as a crucial aspect of the Group's sustained and stable development. We
have established a comprehensive risk governance system, engaging in risk identification and response. Risk
awareness is also emphasized as a key component of group culture.
JD.com implements a full-chain risk control system, and establishes a comprehensive risk governance framework.
This framework focuses on four key dimensions: regulatory security, legal security, operational security, and
information security, ensuring that the Group's risk management efforts are conducted in a structured and orderly
manner.
Risk Governance
Risk Governance System
Risk Governance Framework of JD.com
We advance digital risk management and provide
relevant training for business managers, thereby
quantifying risk compliance and further enhancing the
efficiency of risk governance. Additionally, we have
established a sound and transparent risk reward and
penalty mechanism, implementing a point deduction
system for safety incidents. The annual internal control
self-assessment results are incorporated as a significant
part of the performance evaluation for heads of business
groups and units. Through a clear reward and penalty
mechanism, we refine risk management and encourage
all departments to fulfill risk prevention responsibilities,
thereby increasing risk awareness and response
capabilities.
Risk Control Process at JD.com
Transition from a reactive risk management
approach to a proactive model focused on "early
identification and warning"
Risk
detection
Incident
assessment
Incident
handling
Effec-
tiveness
evalua-
tion
Overseeing and guiding comprehensive risk
governance work
Board of Directors
The CCO chairs the Security and Risk Control Committee
Appointing a Chief Security Officer to ensure the
stability, reliability, and security of the Group's digital
infrastructure and information systems
Security and Risk Control Committee
Comprising risk control leaders from various
systems, managing a wide range of risks
Conducting risk assessments at least once a week,
facilitating communication and decision-making on
cross-subgroup risks
Working Group for Security and Risk Control
In charge of following up risk investigation and
governance
Communicating major risk cases to the management
and relevant departments through management
meetings, quarterly business analysis meetings, and
specialized reports from business units and groups
1-level Departments under the CxO
Early identification
and warning
Potential hazard
management
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
12
During the reporting period, to ensure the stable and smooth operation of systems during major promotional events such as "618" and "Double 11," JD.com conducted
a series of risk assessments and stress tests during technical drills. This process not only promptly and effectively identified and addressed potential risks, but also
enhanced the Group's overall risk assessment and response capabilities, ensuring the controllability of risks during major events.
JD.com cultivates risk awareness among all employees
through improving work processes and training,
establishing a culture of risk management within the
Group. We have implemented strict review procedures
for our products and services, incorporated risk prompts
in self-assessment modules, and conducted detailed
assessments for key strategic projects on a case-by-
case basis. Additionally, we provide risk management
training to all relevant stakeholders, including business
management, e-commerce operators, supporters for
operation service, and etc. In 2023, we conducted 25 risk
management training sessions through a combination
of online and offline approaches, with over 2,900
participants.
Furthermore, we have established effective risk feedback
channels and a joint prevention and control mechanism,
supported by a reliable way to report risk-related
issues. When a risk is reported, the system directs it to
the primary responsible department head, who then
assigns it to the appropriate handler. The entire handling
process and results are recorded in the system ensuring
transparency in the process.
Risk Assessment and Stress Testing
Risk Awareness and Culture
Emerging Risks and Responses for JD.com
Moreover, we identify and respond to emerging risks, and have pinpointed the two most significant emerging risks that could impact the Group's development.
Categories
Impacts on Businesses
Responses
Risks Emerging from AI
New technologies such as AI pose technological challenges to security defenses through
deepfakes, automated attacks, and information pollution.
Enhance the research and protection of AI systems
security, while leveraging AI technology for security
innovations to consistently improve capabilities
related to network and data security.
Geopolitical Risks
The intensifying competition and friction among major global economies may increase
operational uncertainties, negatively impacting our business operations, expansion,
and overall performance. Compliance costs may also rise due to adherence to trade
restrictions and sanctions to avoid penalties for illegal activities, even if unintentional.
Escalating geopolitical conflicts could also lead to skyrocketing energy prices and social
unrest, further amplifying these risks.
Closely monitor policy trends and legislative
developments in relevant countries to proactively
mitigate risks. Strengthen research on new compliance
requirements to ensure adherence.
25
Over2,900
Risk management training sessions
Participants
We consistently optimize our system capacity
assessment and planning framework. This
includes precise capacity assessments at various
scales - from application-level, system-level,
and link-level to full-chain level across single
machines, clusters, units, single data centers,
and entire data centers, ensuring the rational
deployment of services/applications across all
data centers.
Mature Drill Implementation Mechanism
To enhance the fidelity and efficiency of stress
testing for large-scale promotional events, we
have developed a comprehensive and efficient
stress testing solution. The solution includes
sustainable iterative improvements covering
stress test planning, execution, performance
issue diagnosis, traffic recording and playback,
problem troubleshooting, and fault diagnosis
and handling.
Sound Emergency Response Mechanism
For random issues arising from unexpected
incidents, we have developed a comprehensive
emergency response mechanism. This includes
pre-incident planning and drills, real-time issue
detection, diagnosis, and execution, as well as
post-incident review and knowledge accumulation.
By integrating insights from stress tests and
historical fault experiences, we consistently
enhance our diagnostic and response capabilities.
Comprehensive System Capacity Assessment
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
13
JD.com has established a top-down ESG governance structure led by the Board of Directors, integrating ESG
governance comprehensively into the Group's management system. Compliance management, information security
and privacy protection, business ethics and anti-corruption, and energy consumption targets are included as ESG
performance indicators in management evaluations. By linking ESG performance to compensation, we ensure
sustainable development receives adequate attention and effective management.
ESG Governance Structure of JD.com
ESG Governance
ESG Committee oversees Group-related ESG matters, such as environmental
sustainability, implementation of environmental management policies, improvement
of environmental performance, business ethics, product safety and service quality,
employee training and development, diversity and inclusiveness, community support,
and privacy and data security.
The Committee helps the Board to identify and assess the Group's ESG-related risks
and opportunities.
The Committee guides and reviews the development of the Group's ESG strategies and
plans, ESG-related practices, and significant public disclosures and reports related to
ESG matters.
Representatives from subsidiaries and business units related to ESG issues leverage
their deep understanding of the business to drive the Group's overall ESG practices
and regularly update the ESG working group on the latest progress.
ESG representatives from subsidiaries
and business units
The ESG Working Group aligns ESG requirements and objectives, coordinates with
ESG leaders across subsidiaries and business units, implements action plans, tracks
progress, and regularly reports to the SEC.
ESG Working Group
The Strategy Execution Committee (SEC) leads the ESG Working Group to develop the
Group's ESG strategies and priorities.
Strategy Execution Committee (SEC)
ESG Committee
Board of Directors
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
14
Stakeholder Engagement
JD.com is committed to establishing an open and transparent communication mechanism to ensure active interaction and effective communication with stakeholders. We value the feedback of stakeholders, and carefully listen to their
concerns and expectations. This ensures that our business decisions and actions fully consider the interests and concerns of all parties, and effectively respond to their expectations and demands.
Stakeholder Engagement Mechanisms
1 The material issues are identified based on the results of JD.com’s ESG materiality analysis, combined with the daily communication with JD.com’s stakeholders.
Consumers
Employees
Shareholders and
Investors
Government and
Regulatory Bodies
Partners on the Value
Chain
Communities and
Environment
Material Issues
1
Communication
Product and service quality
Consumer relations
Protection of employee rights
and interests
Data security and privacy
protection
Business ethics and anti-
corruption
Continuous online and offline
communication (Apps/websites/
stores)
24/7 customer service hotline
Daily media communication
Social media communication
Consumer surveys
Product and service quality
Consumer relations
Protection of employee rights
and interests
Data security and privacy
protection
Business ethics and anti-
corruption
Employee development and
talent training
All-staff emails, communication
meetings, forums, employee
representative congress,
training sessions and feedback
mechanisms
Employee service hot-line,
[email protected], the Group's
trade union, the Group's anti-
corruption reporting channels
Data security and privacy
protection
Corporate governance
Technological innovation and
accessibility
Supplier management
Product carbon footprint
Diversity, equity and
inclusiveness
Promote high-quality
employment
Employee hiring and rights and
interests protection
Phone calls, meetings and
company visits
Corporate annual reports,
quarterly reports and
announcements
Roadshow
Daily communication on
sustainable development and
ESG-related issues
Data security and privacy
protection
Employee hiring and rights and
interests protection
Consumer relations
Technological innovation and
accessibility
Public welfare and charity
Rural revitalization and common
prosperity
Daily reporting, communication
and policy recommendations
Irregular industry forums and
conferences
Field investigation
Cooperation agreements signing
and strategic partnership
establishment
Respond to inquiries for listed
companies from regulatory bodies
Data security and privacy
protection
Product and service quality
Business ethics and anti-
corruption
Consumer relations
Protection of employee rights
and interests
Daily procurement, training, and
evaluation
Irregular industry forums
Supplier conferences
Regular media communication
"Jing Dian" Academy, "Jing Mai"
Platform
Public welfare and charity
Occupational health and safety
Protection of employee rights
and interests
Employee development and
talent training
Data security and privacy
protection
Intellectual property protection
Public welfare programs and
fund-raising platforms
Regular media communication
Social media communication
CSR forums and activities
Volunteer activities
Stakeholders
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
15
Material Issues
JD.com conducts at least one material issue identification and analysis annually to ensure a comprehensive
understanding and timely response to important issues related to the Group’s strategy, operations, and ESG goals.
We systematically survey and analyze internal and external environmental changes and trends regularly. Through
stakeholder engagement, we understand their concerns and expectations, adjusting the indicators and content of
material issues accordingly. We distribute ESG stakeholder surveys to internal executives, employees, and external
stakeholders to gauge their attention to various ESG topics. 23 strategic issues that contribute to sustainable value
co-creation were ultimately identified and organized into a materiality matrix.
Material Issue Identification Process
Materiality Matrix of JD.com in 2023
Material Issues of JD.com in 2023
Importance to JD.com
High
Low
High
Issues of High Importance
Issues of Moderate Importance
Issues of Low Importance
Importance to Stakeholders
Environmental
Social
Governance
Environmental
17
18
16
19
21
23
22
20
15
13
14
10
1
4
3
6
5
2
8
11
12
7
9
Energy Management
Packaging Management
Climate Change
Response
Operational Impact on
the Environment
Product Carbon Footprint
Water Management
Waste Management
Product and Service Quality
Consumer Relations
Occupational Health and Safety
Employee Development and
Talent Training
Rural Revitalization and
Common Prosperity
Employee Employment and
Rights Protection
Philanthropy and Charity
Diversity, Equity and Inclusion
Data Security and Privacy
Protection
Technological Innovation and
Accessibility
Business Ethics and Anti-
Corruption
Intellectual Property Protection
Risk Management
Supply Chain Management
Responsible Marketing
Corporate Governance
Based on the material issue list of JD.com in 2022, and in accordance with the ESG
Reporting Guide from the Hong Kong Stock Exchange (HKEX), the ESG Reporting
Guide 2.0 from the Nasdaq, and with reference to ESG rating standards in
capital markets, and changes in internal and external environments and industry
development trends, JD.com sorted, summarized and updated the issues through
peer benchmarking, media monitoring, and stakeholder communication.
In 2023, we identified 23 material issues, with some updates and adjustments
compared to 2022.
Questionnaires: We distributed questionnaires to both internal and external
stakeholders through a variety of channels, including email and WeChat,
to collect their opinions and the importance they place on the Group’s ESG
material issues. A total of 3,221 valid questionnaires were collected.
ESG Meetings: We initiated special communications on ESG material issues
through ESG meetings targeting specific stakeholders.
We drew the materiality matrix based on the survey results.
Material issues were adjusted and confirmed by the leadership and ESG
Working Group based on industry trends, peer benchmarking, capital market
concerns, and the Group’s development strategy.
The adjusted materiality matrix was submitted to the Board’s ESG Committee
for review and confirmation, forming the final version of the matrix.
Identification of
material issues
Stakeholder
engagement
Matrix development
and adjustment
Review of
materiality matrix
Social
Governance
16
1
2
3
4
5
6
8
11
12
7
9
10
13
14
15
20
17
18
19
21
22
23
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
16
JD.com upholds the philosophy of "Achieving Success the Right Way" and integrates the concept of "Compliance
Enables Development" into all business activities. We have established a comprehensive compliance
management system, starting from "one philosophy," building "Three Lines of Defense" and implementing
compliance management across "five dimensions." Through comprehensive promotion, joint accountability, and
targeted rewards, we ensure that all business activities are legal and compliant.
In 2023, amid the growing popularity of large AI models both in China and beyond, we undertook a series of special
initiatives focused on the compliance of cross-border personal data transfers and data algorithm compliance.
Regarding cross-border personal data transfers, we passed the tiered review by regulators and completed the security
assessments for the cross-border data transfers of JD Retail’s global shopping and JD Logistics’ cross-border logistics
businesses. This further improved the Group’s cross-border data transfer evaluation mechanism, ensuring the compliant
development of our international operations.
Regarding data algorithm compliance, we have developed multiple compliance guidelines and manuals related to
data algorithms. We have embedded relevant laws and regulations into the business system processes of large
language model-related applications, promotes the integration of compliance concepts such as data security, personal
information protection, content security, and trade secret protection into algorithm design and product interactions. This
enables self-driven compliance assessments within the business. During the reporting period, we have completed the
filing of JD Mall’s personalized recommendation algorithm and JD Yanxi’s large language model algorithm, advancing the
Group’s compliance in data algorithms.
To enhance compliance awareness among all employees, during the reporting period, we have conducted group-
wide compliance training and exams online. The training covered courses such as "Integrity Compliance," "Information
Security," and "Legal Compliance and Trade Secrets," achieving a 100% employee coverage rate. Different versions of
the courses were developed for professional positions, management positions, and frontline staff to meet the specific
needs of employees at different levels, ensuring that the compliance training was closely aligned with business needs.
Additionally, we established a 24/7 online consultation group to promptly address any issues employees encountered
during their learning. Through the online system, we assigned tasks and set expiration reminders for employees,
enabling timely monitoring of learning progress and follow-up, thereby improving the efficiency of compliance training.
Compliance Training and Examination for All Employees
Compliance Governance
Compliance Management System of JD.com
Full publicity and implementation
JD.com ensures all employees are fully
aware of compliance policies through
promotion and implementation.
Joint accountability
The system of "Accountability Basics
and Control" and collateral penalties
are carried out in case of major
compliance issues.
Targeted Rewards
Employees who excel in compliance
and those who report violations will
receive rewards.
Compliance Implementation Mechanism
Legal and regulatory compliance
JD.
com regards legal compliance as the
fundamental requirement to achieve its
business objectives and strictly abides
by relevant laws, regulations, and rules.
Audit compliance
JD.com strictly adheres to all laws for listed
companies. The management of the
Group provides a written statement on
the effectiveness of internal controls over
financial reporting in the annual report.
Anti-corruption compliance
JD. com has always maintained a
"zero tolerance" approach towards
corruption and is determined to
create a clean and honest business
environment.
Transaction risk control
All business units maintain a keen
awareness of transaction risk management,
standardize business activity rules,
enhance business transaction systems, and
integrate with JD.com’s risk control system
to accurately identify and intelligently
counteract transaction risk behaviors.
Information security compliance
JD.com places a high priority on information
security, ensuring comprehensive coverage
of information security compliance
training for all employees to enhance their
awareness and understanding of basic
information security principles. The Group
has sound mechanisms and processes
in place to respond to system security
issues, external attacks and compliance
breaches, safeguarding the confidentiality
of information and data for the Group,
employees, and clients. Information
and data are accessed and used when
necessary to maintain the security of
information assets.
Five Dimensions
"Achieving Success the Right Way"
Guided by the philosophy of "Achieving Success the Right Way," JD.com upholds the concept of "Compliance Enables Development."
We comply with laws and regulations, and foster a culture of integrity and transparency. By leveraging technology and data-driven
compliance management, we aim to establish a forward-looking, flexible, and efficient compliance system.
One Philosophy
Third line of defense
Each employee is familiar with and
firmly adheres to JD.com’s compliance
system by resisting temptations and
maintaining compliance standards.
These teams promote a compliance
culture, integrating information technology
into all necessary aspects of risk and
compliance management, reducing
corporate risk, and supporting JD.com’s
long-term stable development.
By following the compliance system and
upholding the principle of fairness, justice
and independence, the supervision and
audit team oversees the compliance
practices of each organizational unit,
investigates and combats corruption,
and ensures operational compliance.
First line of defense
Second line of defense
Three Lines of Defense
All Employees
Professional Risk Management
Teams (Legal, Finance, Information
Security, and Risk Control)
Independent Supervision
and Audit Team
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
17
Business Responsibility
JD.com upholds the principle of "undertaking
substantive, valuable, long-term actions."
We value integrity in business ethics, guarantee
strict information and privacy protection, and
leverage outstanding technological innovation
and proper intellectual property protection,
staying committed to creating pragmatic,
beneficial, positive, and long-term impacts for
society, the environment, and stakeholders.
Since its establishment, JD.com has always adhered
to the business values of "Honest Operation and
Achieving Success the Right Way," resolutely opposing
corruption, bribery, extortion, fraud, monopoly, and unfair
competition, thereby shaping a corporate culture of
integrity, incorruptibility, and fair competition.
Business Ethics
JD.com adopts a zero-tolerance policy towards corruption
and has established "Three Major Measures" for anti-
corruption management as well as a "Three Lines of
Defense" risk assessment system for anti-corruption and
integrity. The Board of Directors regularly receives reports
on anti-corruption and business ethics and assesses
the overall quality of management's execution to ensure
issues are handled transparently and proactively.
The Supervision Department, authorized by JD.com,
is dedicated to investigating corruption activities. It is
responsible for conducting irregular self-inspections,
corruption prevention, investigations, and governance. The
department reports directly to the CEO on the results of
corruption investigations, thereby ensuring independence
and objectivity in the handling and investigation of reports.
System Construction
As of the end of 2023, the Sunshine Integrity Alliance
had served more than 850 member companies. During
the year, it released the Analysis Report on the Fraud
Cases of the Enterprises Employees in the Internet
Industry and the Guidelines for Evaluating the Maturity
of Corporate Integrity and Compliance Management.
In January 2024, the alliance published and distributed
the Practical Guidelines to Corporate Integrity and
Compliance, with further efforts to lead and promote
the co-construction and ecological cooperation of
corporate internal corruption governance systems.
Building the "Sunshine Integrity Alliance" with Industry Partners
Practical Guidelines to Corporate
Integrity and Compliance
Analysis Report on the Fraud Cases of
the Enterprise Employees in the Internet
Industry
In terms of internal management, JD.com requires all full-
time employees to sign the JD Group Employee Handbook
and the JD Group's Commitment to Anti-Corruption.
Interns, consultants, and other temporary personnel
also need to sign the Commitment to Comply with JD
Group's Anti-Corruption Regulations, ensuring a 100%
coverage rate in 2023. In addition, JD.com links employee
compensation with anti-corruption management
performance, effectively preventing and managing
corruption. For employees who violate the JD Group Anti-
Corruption Regulations, JD.com has the right to dismiss
them and cancel all granted options and stocks.
JD.com conducts unscheduled anti-corruption internal
audits every year. During the reporting period, JD.com
concluded 190 internal corruption investigations. Another
six employee corruption cases (including cases transferred
over from the preceding years) lawfully transferred
by JD.com to the judiciary were concluded during the
reporting period. There were 0 corruption litigation cases
having JD.com as either the plaintiff or defendant.
In 2023, no insider trading
1 incidents occurred within
JD.com.
Anti-Corruption Management
1
The phrase here specifically means insider trading as
referred to in the Securities Law of the People’s Republic of
China, the Securities and Futures Ordinance of Hong Kong,
and the Securities Exchange Act of the United States.
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
18
JD.com firmly believes that fair competition is the core of the market economy. Monopolistic practices such as forcing
the "either-or" choice not only limit market competition, harm the legitimate rights and interests of brands, merchants,
and consumers, but also compromise the innovation and vitality of market development. In 2023, JD.com was not
subject to any penalties related to anti-monopoly and unfair competition cases.
JD.com prohibits any form of commercial bribery. During the reporting period, we conducted online learning and
examinations on business ethics and anti-corruption compliance education for all employees, achieving a training
coverage rate of 100%.
To help partners better understand our integrity and compliance concepts and business transaction
requirements, we conducted special lectures on integrity and compliance, working together with suppliers to
maintain a business environment of integrity and fairness.
In 2023, JD.com focused on group corruption by adopting the principle of education as the main approach and
punishments as supplementary. The combination of the crackdown on a series of cases with the initiative of
employees to report themselves helped the transition from investigating individual cases to governing similar cases,
eliminating loopholes while balancing the cost, efficacy, and sensitivity of risk management.
Anti-Monopoly
Building a Culture of Business Ethics
Innovative Practice
On December 29, 2023, Beijing High People’s Court issued a first-instance judgment in the case of JD.com
versus Zhejiang Tmall Network Co., Ltd., Zhejiang Tmall Technology Co., Ltd., and Alibaba Group Holding
Limited on a monopoly practice. The court found that they abused their dominant market position
to implement the "either-or" choice, causing severe damage to JD.com, and the court ordered them
to compensate JD.com with RMB 1 billion. The court made a fair judgment and it highlights JD.com’s
determination to maintain market fair competition through the rule of law.
In 2023, JD.com held three integrity and
compliance lectures for its suppliers and
partners, with a total of 2,266 participants.
The lectures covered the right business values
of integrity, the integrity and compliance
system and regulatory requirements, typical
corruption cases, and the channels for
reporting corruption within JD.com, aiming to
create a fair and honest business environment
together with the suppliers.
In October 2023, the Sunshine Integrity Alliance
held its 6th Enterprise Integrity and Compliance
Summit at the headquarters of JD.com with the
theme of "Promoting High-Quality Development
of Enterprises through Integrity and Compliance."
Nearly 200 member companies and 300
corporate representatives were invited to
discuss corporate integrity and compliance
governance and explore trends in the high-quality
development of enterprises.
At the summit, JD.com shared the plan for the
construction of a system for preventing integrity
risks, and launched the Initiative on Promoting
the Construction of Integrity and Compliance
System for Private Enterprises, advocating
for the integration of a culture of integrity
throughout the entire corporate governance
process.
JD.com Won Lawsuit Against Alibaba for "Either-Or" Choice
Integrity and Compliance
Presentations for Suppliers and
Partners
The 6th Enterprise Integrity and
Compliance Summit
Integrity Risks
Qingyuan Initiative：In 2023, the Supervisory Department fully collaborated with the CFO, the CHO,
JD Retail, JD Logistics, JD Industrials, and other systems and business areas in launching the initiative.
We focused on key links such as talent recruitment, business cooperation, and household safety, and
applied the capabilities of identifying personnel integrity risks and corporate integrity risks. The aim was
to customize advanced warning strategies for integrity risks in key areas and critical links, expand the
scope of foreseeing integrity risks, improve the integrity risk prevention and control system of various
business departments, and secure digital applications and preparation of risk management and control.
Special Initiative on Integrity Risk Management in Key Retail Areas：Focusing on integrity risks in key
retail areas, we conducted in-depth research on business logic, established a risk identification model,
and employed JD.com's integrity co-governance system. With these three lines of defense, we created
a comprehensive approach featuring "Early Warning, Crackdown, and Governance" to achieve the
transition from managing individual cases to handling similar cases together, eliminating loopholes.
Integrity and Compliance Promotion for Bidding
and Procurement Partners
JD.com’s Chief Compliance Officer Delivers A
Speech
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
19
As a participant of the United Nations Global Compact (UNGC), JD.com continuously improves the development
of its business ethics system and carries out comprehensive and high-standard anti-corruption and compliance
management. In 2023, two of our main entities passed the ISO 37001 system certification and obtained
certificates. We also require our other main entities to benchmark against internationally recognized standards
and requirements for internal management and self-inspection, advocating for more main entities to undertake
business ethics certification.
In 2023, JD.com was awarded the Integrity
and Compliance Innovation Award for
Private Enterprises by the Judicial Research
Association of Shanghai Law Society, the
Criminal Law School of East China University
of Political Science and Law, and other
organizations.
Standard Certification and Honors
Reporting Channels and Whistleblower Protection
JD.com provides multiple public reporting channels
such as telephone, email, letters, and an "Integrity JD"
QR code to effectively prevent and combat corruption,
bribery, and other illegal and non-compliant behaviors.
In 2023, JD.com developed a compliance bot capable of
automatically replying to employees' questions related
to anti-corruption, helping employees clarify the definition
and standards of business ethics compliance, addressing
inquiries, and providing daily behavior guidelines.
Additionally, employees can consult on business ethics
through "JD ME-Integrity JD," where specialists will answer
their questions.
JD.com adopts a zero-tolerance policy towards corruption
and deals with it strictly once verified. For objectively valid
and verified internal violations reported, we will reward
the whistleblower with a cash prize based on the value of
the information and the final investigation results of the
case. In terms of external collaboration, if a supplier bribes
an internal staff member, and that member reports it
truthfully and the act is verified, they will receive a reward
of 50% of the refused amount.
In terms of whistleblower protection, JD.com relies on the
JD Group Whistle-blower Protection and Reward System
to fully safeguard the legitimate rights and interests of
whistleblowers from infringement, strictly implementing
confidentiality provisions at every stage including report
acceptance, investigation, and handling. We have
established a "Special Protection List" for entities or
individuals who report under their real names, while also
allowing whistleblowers to report anonymously or under a
pseudonym. For any personnel who violate confidentiality
provisions or retaliate against whistleblowers, we will
deal with them seriously, including pursuing their legal or
criminal responsibility.
Public reporting channels:
By appointment
Other means deemed appropriate by the whistleblowers
Telephone: 400-601-3618, ext. 4
Email: [email protected]
Mailing address: Supervision Department, Tower A, Building
No. 1, JD.com Headquarters, Kechuang 11th Street, Beijing
Economic and Technological Development Zone
QR code:
ISO 37001 Certificate of Beijing JD Chaohong
Trade Co., Ltd.
ISO 37001 Certificate of Beijing JD Century
Information Technology Co., Ltd.
1
2
3
5
4
6
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
20
To ensure our business operations comply with the latest
legal regulations and supervisory standards, we have
developed 52 information security and privacy protection
systems and norms regarding consumers, customers,
suppliers, partners, employees, and other relevant entities.
During the reporting period, we also focused on revising
13 key information security management systems,
including the Application Development Security Lifecycle
Management Regulation of JD Group, the Data and Privacy
Security Management Regulation of JD Group, and the
Network Security Management Regulation of JD.com,
as well as over 30 supporting implementation details to
effectively safeguard the information security of all business
lines during the production and operation stages.
JD.com has also formulated management regulations such
as the Supply Chain Security Management Regulation of
JD Group and the Third-Party Partner Information Security
Management Rules of JD Group for third-party partners
involved in data or system integration, including suppliers.
These regulations explicitly require cooperating suppliers
to fulfill their responsibilities and obligations regarding data
security. They reserve the right to conduct spot checks
or reviews on the information security management of
suppliers and other third-party partners under appropriate
circumstances. By regulating the behavior of partners
in each stage, JD.com effectively prevents potential
information security risks.
We have established a three-level information security
and privacy protection management structure consisting
of the Security and Risk Control Committee, the Data
Security and Privacy Compliance Working Group, and
the Security Execution Working Group, creating a multi-
tiered data security defense system with strict control
at every level. The Security and Risk Control Committee,
serving as the highest management body for information
security and privacy protection, is headed by the Chief
Compliance Officer (CCO) and includes various technology
vice presidents as members. It comprehensively oversees
and guides the work on information security and privacy
protection and regularly reports to the Board of Directors
and the Strategy Execution Committee (SEC).
Information Security Management System
Once every quarter
Security risk management
status
Major emergency incidents or
decisions, etc.
Regularly report work to the Board of
Directors and the Strategy Execution
Committee (SEC)
Working Mechanism of JD.com’s Security and Risk Control Committee
As a new type of enterprise with both physical presence and digital capabilities, JD.com positions itself as a
guardian of the digital age. We strive to enhance the basic data security management capabilities, improve the
compliance of secure operations, and effectively avoid information security risks.
Information Security and Privacy Protection
Information Security Compliance
To ensure the effectiveness and reliability of the information security management system, JD.com regularly conducts
audits on information security policies and systems. A comprehensive risk assessment of potential information security risks
within JD.com is carried out once every six months, and the information security system is subjected to at least one external
and at least one internal audit annually. Relying on the dual scrutiny of third-party and internal professional teams, JD.com
ensures the effective implementation of information security measures, effectively building a solid data security barrier.
Additionally, we have established a comprehensive
information security monitoring mechanism, continuously
conducting vulnerability scanning in key areas such as
network traffic, application systems, infrastructure, and
source code to identify and address potential security
risks promptly. We also use the JD Security Response
Center
1 as a channel to collect vulnerabilities and threat
intelligence related to our products and continuously
conduct vulnerability testing through crowdsourced
security testing. We will immediately initiate the repair
process if any medium-risk or high-risk security vulnerabilities
and potential risks are discovered.
1 JD Security Response Center (security.jd.com).
JD.com's Information Security Monitoring System
Regular
meeting
Quarterly
report
Ad hoc
meeting
Report
to the
Board of
Directors
To effectively respond to information security incidents, we have also developed a scientific and efficient security
emergency response mechanism for different types of security incidents. This involves classifying the severity
based on their impact and clearly defining the procedures for handling and response, thereby achieving closed-
loop management of security emergency incidents.
24/7 real-time monitoring of networks, logs, and
traffic
Source code scanning before system releases
Regular full-network asset vulnerability scanning
Number of breaches of information security and
privacy protection
Amount of penalties received for information
security vulnerabilities or other network security
breaches
0
0
2023
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
21
In 2023, JD.com’s retail, logistics and other core business systems were independently subjected to penetration testing
by the State Information Center, an external assessment organization, in the course of routine Network Security Level
Protection Evaluation. By means of real-world attack and defense drills by external agencies, no medium- or high-risk
security risks and vulnerabilities were found in JD.com’s business systems.
JD.com has continuously carried out information security certification, obtaining multiple authoritative information
security system certifications both domestically and internationally, covering over 80% of our business. In 2023, JD
Logistics received the Data Security Management Certification from the China Cybersecurity Review, Certification and
Market Regulation Big Data Center (CCRC) and the Level 3 Certification of CAICT's Data Security Maturity Model (DSMM),
becoming the first logistics enterprise in China to obtain such certification in the warehousing and distribution scenario.
We have worked together with third-party consulting agencies to promote the GDPR
1 compliance process. We have
completed GDPR security and compliance for our MCA business, thereby guaranteeing data security and adherence
to regulations for our business in Europe.
1 GDPR, General Data Protection Regulation.
JD.com's External Information Security Audit in 2023
Information Security System Certifications Obtained by Various Entities under JD.com
Data Security
Management Maturity
(DSMM) Level 3
Certification
ISO 27001
Information Security
Management System
Certification
ISO 27701
Privacy Information
Management System
Certification
ISO 27799
Personal Health
Information Security
Management System
Certification
CCRC
Data Security
Management
Certification
Information System Security
Protection Level 3 Certification
App Security
Certificate
App Information
Security Certificate
●
The CAICT
conducted
vulnerability
scanning
on JD.com's
system.
●
The State Information
Center conducted
penetration testing.
●
The National Computer Network
Emergency Response Technical
Team (CNCERT) conducted privacy
compliance technical inspections.
●
The National Computer Virus Emergency Response Center (CVERC)
conducted security vulnerability scanning and privacy compliance
technical inspection.
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
22
JD.com also conducts regular information security
emergency simulation tests and drills. We work to
understand the security status of internal systems
through practical exercises, conduct an in-depth
analysis of identified issues, and make corresponding
adjustments and optimizations to the information
security defense system based on the analysis results
to test and enhance the ability to respond to sudden
information security incidents. In 2023, JD.com held
24 internal and external information security drills,
involving key areas and dimensions such as security
system stability exercises during major promotions,
real-world attack and defense exercises, phishing
exercises, account security red-blue confrontations,
and data penetration confrontations, improving our
comprehensive capabilities to protect information
security.
JD.com also actively participated in and promoted the
standard setting in the field of information security
and privacy protection. By conducting in-depth
cooperation with industry peers, experts, scholars, and
regulatory bodies together, we explore and research
new technologies, new methods, and new standards
for information security and privacy protection,
empowering the development of information security.
In September 2023, JD.com held a multi-dimensional cybersecurity publicity week event through a
combination of online and offline interactive methods. This not only effectively enhanced the employees'
knowledge base on information security but also greatly increased their enthusiasm and proactivity in
participation, strengthening the information security defenses together with the employees.
JD.com's Cybersecurity Publicity Week
JD.com organized the first offline interactive
experience event, with interesting and engaging
games to convey to employees' information security
and privacy protection awareness, including data
classification and grading protection, anti-phishing,
secure office practices, secure meetings, and privacy
protection knowledge, along with the concept of
"I am the primary person responsible for security."
More than 1,000 employees participated in the event
offline.
■ Offline Interactive Exhibition
We updated themes daily for the online knowledge
Q&A interactive activities, covering various topics
such as cybersecurity, data security, anti-phishing,
office security, and trade secrets. A total of 17,195
employees participated in the online interactions.
■ Online Interaction on Security Knowledge
■ Publicity Through Activities
JD.com conducted an information security perception
survey among employees and collected 7,013
questionnaires. We carried out a detailed analysis and
organization of the collected questionnaires to gain
an in-depth understanding of employees' perceptions
and views on information security, providing strong
support for further optimization of the information
security management system.
■ Employee Security Perception Survey
JD.com's Offline Cybersecurity Interactive Exhibition
7,013
Questionnaires collected from information
security perception survey
Through the all-staff push on JD ME, posting on the
major announcement board of the office software,
carousel images, and other means, we promoted
Cybersecurity Week.
Online promotion:
We produced posters on daily office, phishing
prevention, trade secret protection, and
Cybersecurity Week, as well as launched
promotional videos, covering more than 40,000
employees with offline promotions.
Offline promotion:
To further enhance awareness of information security,
JD.com conducts annual information security and
privacy protection promotion and training activities
for all employees, including full-time employees,
interns, and other labor personnel, as well as suppliers,
contractors, and other partners. This is supplemented
by a corresponding examination mechanism to ensure
that each participant can fully understand and master
information security knowledge. We also carry out precise
and efficient training courses according to the different
responsibilities and work scenarios of our employees.
During the reporting period, JD.com's information
security training introduced four new training scenarios:
onboarding for outsourced staff, onboarding for frontline
couriers, JAVA security development, and application for
access to the logistics big data platform.
In 2023, JD.com conducted a total of 93 special training
sessions on information security and privacy protection,
covering all management levels, ordinary employees, and
frontline workers. The special training and examination
totaled 445,000 hours, with approximately 1.2 million
training examinations complemeted, and a coverage of
100%.
Building a Culture of Information Security
100%
Special training sessions on information
security and privacy protection
with an examination coverage of
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
23
Personal Information and Privacy Protection
Based on a comprehensive security and privacy
management system, JD.com implements the
corporate responsibility to protect user personal
privacy. We strictly control the work of internal
information security and privacy protection and
incorporate it into the employee performance
evaluation system. Once an employee is found to
violate relevant policies, disciplinary actions such as
email reminders, warnings, demerits, or dismissal will
be taken according to the severity of the breaches.
If an employee is suspected of violating national
laws and regulations, we will immediately initiate
legal proceedings and pursue legal responsibilities
according to the law.
JD.com has also established a comprehensive and
efficient privacy impact assessment mechanism.
Any business activities or R&D testing involving users'
personal information must undergo strict privacy
impact assessments and regular audits, which produce
professional and easy-to-understand inspection
reports. This provides clear compliance guidelines for
business teams, comprehensively enhancing privacy
compliance supervision and detection capabilities.
In 2023, JD.com conducted in-depth Data Protection
Impact Assessments (DPIA) for all product systems at
the initial development/iteration process. According to
standards such as ISO 27001, JD.com made progress
in rectifying information security issues identified during
internal and external audit processes.
JD.com's User Privacy Protection Mechanism
■
Collect personal information based on product and service processes, follow the
principles of minimum data permissions and necessity, and inform users of the nature
and purpose of the collected information.
■
Provide users with the right to access, correct, and delete personal data, as well as to
cancel their accounts.
■
Establish a data classification and grading system, data security management
specifications, data security development regulation, and other management
mechanisms to ensure the confidentiality of personal information.
■
Combine the provided services and legal regulations to determine a retention period
of no less than three years from the date when the transaction is completed. If the
retention period expires, users' personal information will be deleted or anonymized
according to applicable legal requirements.
■
Except for necessary scenarios such as completing transactions and providing services, we
will not share users' personal information with any other companies or organizations.
■
Sign data protection agreements with suppliers and other third-party partners, inform
users in detail about the purposes of entrusting, sharing, and transferring information,
and clarify the responsibilities, obligations, and requirements of both parties in
protecting user data.
■
Require third-party partners to carry out at least one internal information security and
privacy protection audit annually and actively cooperate with JD.com's information
security audit work, reserving the right to spot-check or review the information security
management of these partners under appropriate circumstances.
Collection
Storage
Third-party
data man-
agement
Technological Innovation
JD.com regards technological innovation as the engine for
promoting sustainable development of the enterprise and
stays committed to improving the quality of life for more people
powered by technological innovation.
In 2023, considering the rapidly changing market environment
and the growing user demand, we focused our primary research
on digital supply chains and AI large language models, making
significant progress. We also actively applied our innovative
achievements, allowing more merchants to enjoy a more efficient
digital supply chain and more users to enjoy better shopping
experiences.
In 2024, JD.com won the Process or
Technology Innovation of the Year
award in the Gartner Power of the
Profession Supply Chain Award
1,
becoming the only Asian company to
receive this award.
Digital and Intelligent Supply Chain
JD.com is committed to creating a more efficient
supply chain through multi-party collaboration,
combining the best practices of a large number of
leading enterprises and the valuable experience of
JD.com's supply chain development. This effort helps
businesses transcend the data silos in traditional
business management models and build a secure,
stable, and digital supply chain system covering
points, lines, and networks in and out of the system.
By leveraging the digital, intelligent, and scalable
supply chain infrastructure, JD.com has achieved a
globally unparalleled inventory turnover of 30.3 days
for its over 10 million SKUs of self-operated goods.
After optimizing supply chain costs and efficiency,
we empower brands and vendors to achieve greater
cost savings and operational efficiency. Throughout
the 2024 JD.com Chinese Lunar New Year Shopping
Festival, our intelligent supply chain system generated
more than 620,000 daily recommendations for supply
chain actions such as restocking and inventory
reallocations, thereby empowering brands and
vendors to more accurately forecast demands, guide
productions, and arrange inventories.
The TaiPu digital supply chain solution provided by
JD Industrials has covered a wide customer base in
China's industrial supply chain technology and service
market, which has served about 6,900 key enterprises
and more than 2.6 million small and medium-sized
enterprises. Key customers include about 50% of
Fortune China 500 companies and over 40% of the
Fortune Global 500 companies operating in China
2.
1
Gartner Power of the Profession Supply Chain Award has been held for ten years as a renowned award around the
world for measuring the innovative capabilities of enterprise supply chains.
2
The data comes from the prospectus submitted to the Hong Kong Stock Exchange by JD Industrials in 2022, and the
relevant data for 2023 has not been compiled yet.
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
24
Employee Training on Innovation
JD.com focuses on cultivating employees' innovative abilities, regarding employees as an important driving force
for corporate technological innovation. We provide employees with diverse innovative training opportunities,
helping them improve their professional skills and broaden their horizons, thereby providing a sustained drive for
the innovative development of the enterprise.
On July 13, 2023, during the 2023 JD Global Tech Explorer Conference & JD Cloud Summit, JD.com officially
launched the ChatRhino Large Language Model. Compared with general large models, ChatRhino
integrates 70% general data and 30% native digital supply chain data, boasting advantages of "higher
industrial attributes, stronger generalization capabilities, and more security guarantees," capable of
solving practical problems in multiple real-world industry scenarios.
As of the end of the reporting period, JD.com had built a complete toolchain for the ChatRhino Large
Language Model, including the ChatRhino AI development computing platform, vector database, and three
sets of upgraded infrastructure. Among them, the ChatRhino AI development computing platform integrates
not only an industry knowledge base but also JD.com's own experience in retail, logistics, finance, health, and
other industries. Through more than 100 training and inference optimization tools, it can quickly transform
general models into professional ones, providing customized solutions for the customer's large language
model development and industry application development.
JD.com's Technology Traning Camp is a technology-
sharing platform tailor-made for JD Industrials
employees, aimed at enhancing their understanding
of various industrial technologies, fostering a
continuous learning mindset, and creating a learning-
oriented organization. In 2023, the camp held a total
of 11 technical training sessions, with 706 participants
in total. The training covered various technical fields
including algorithms, front-end, back-end, product,
and testing, with topics shared including ChatGPT,
AI, programmers' analysis, front-end performance
optimization, and other cutting-edge industry content.
JD's ChatRhino Large Language Model
JD.com's Technology Training Camp
11
706
Technical training sessions held by JD.com’s
Technology Training Camp in 2023
Cumulative enrollments
AI Large Language Model
In 2023, JD.com continued to explore technical innovation
and the application of AI large language models
in business domains. Through profound technical
applications in large language models, Natural Language
Processing (NLP), Computer Vision (CV), etc., we have
significantly enhanced the effectiveness of our AI large
language models in multiple scenarios. In addition, retail
technology witnesseses continuous innovation, applying
AIGC to advertising creative generation, customer service
scenarios and supply chain management to further
improve supply chain efficiency and user experience.
In 2023, the AIGC application “Jingyan” was launched.
Through innovative technologies such as feedback-based
prompt optimization, session segmentation, alignment
enhancement of human preference instructions, and
flexible multi-path retrieval, it consistently innovates to
deliver an efficient and convenient shopping experience
for users.
E-commerce creative materials contain a large amount of
intuitive information about products. Excellent materials
capture consumer attention swiftly and foster an
emotional bond. Nevertheless, current creative efforts are
largely manually crafted, constrained by efficiency and
cost. The technology team at JD Retail has harnessed
AIGC to pioneer advancements in image creation,
copywriting, and integrated text-image content, thereby
automating the production of high-caliber advertising
creativities.
JD Retail’s Jiushu Algorithm Middle Office has introduced a
holistic solution set for large language model applications,
which is anchored by an application framework that
integrates the ReAct framework, Instruction Tuning (SFT),
and Retrieval-Augmented Generation (RAG) technologies.
It supports large language models in acquiring domain-
specific knowledge, enhancing their autonomous
decision-making capabilities, and improving the accuracy
of information processing. This integrated approach
facilitates business professionals to streamline the fine-
tuning, deployment, and application of large language
models, ensuring implementation in business scenarios.
By the end of the reporting period, JD.com had completed
the implementation of large language models in intelligent
shopping guides, supporting the understanding and
exploration of users' industrial product needs through
conversations. This approach provides more accurate
guidance and recommendations to users, improving the
user experience while promoting an increase in conversion
rates. Yanxi Digital People have been deployed in
live broadcast studios, driving the conversion of live
broadcasts during leisure time to increase by 30%.
Meanwhile, JD.com's algorithm team, based on the
open-source GLM series of large language models from
Tsinghua University, performed highly efficient parameter
tuning, achieving better performance in the identification
of key product information scenarios than the general
large language models GPT3.5, realizing deep mining of
commodity information in industrial vertical domains. In the
scenario of identical product recognition, the recognition
capability saw a significant increase, with the identification
accuracy rate reaching over 90% and the recall rate
reaching 55%. In the scenario of business opportunity
sourcing, the business opportunity matching accuracy rate
reaches 90% and the recall rate reaches 87%.
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
25
JD.com proposes the concept of closely integrating asset accumulation with value realization in its intellectual
property strategy, focusing more on qualitative improvement based on quantitative accumulation of intellectual
property rights. In 2023, through perfecting the system for cultivating high-value patents, we strengthened the
ability to write, review, and defend key cases, established a management mechanism for patent application
situations and benefit data, and achieved full process coverage of the high-value patent work system. In 2023,
our patent “A Method and System for Controlling Multiple Types of Equipment” won the First Prize of Beijing
Invention Patent Award, and the Group continued to explore breakthroughs in the operation of patent value. We
implemented four cases of patent open licensing, initiated and established the Green Supply Chain Technology
Sharing Platform, built a green and low-carbon supply chain technology patent pool, and promoted the
transformation and application of patent technology across the entire industry.
Intellectual Property Protection
In December 2023, JD.com took the lead and joined hands with BOE and Lenovo to launch and
establish a green supply chain technology-sharing platform (patent pool). The platform initially
included 40 patents, aiming to promote low-carbon operations. By leveraging the supply chain's
reach and the platform's influence, it seeks to encourage the application of green and low-carbon
technologies and patents in the supply chain field, and motivate upstream and downstream
enterprises to actively embrace low-carbon ideas.
JD.com Takes the Lead in Launching and Establishing a Green Supply Chain
Technology-Sharing Platform
In addition, we focus on cultivating our employees'
awareness of intellectual property rights and
continuously carry out related publicity and training
activities to enhance their legal awareness and
professional competence in this area. In 2023, we
conducted nearly 150 training sessions on various
intellectual property-related topics, including patent
mining and protection, trademark protection,
compliance with trade secrets, and risk prevention
of intellectual property rights. These sessions
cumulatively covered nearly 4,000 participants,
targeting roles and scenarios such as R&D, brand
management, sales operations, and new employees.
We also provide inventors with substantial patent
bonuses as an incentive, encouraging technical R&D
personnel to actively file patent applications.
Intellectual Property Training
In terms of intellectual property risk prevention, we have
firmly established awareness of intellectual property
infringement risks among all employees through
publicity and training, enhanced the concept of risk
prevention, and strengthened collaboration between
the intellectual property management department
and other departments such as R&D, marketing, and
human resources through the implementation and
monitoring of the intellectual property management
system. We provide timely professional intelligence
analysis for R&D projects and product identification,
ensuring the effective operation of our intellectual
property risk management system. We also apply for
government projects to seek external resource support.
We participated in Beijing's pilot program of intellectual
property insurance, which provides resource support
for JD.com's "going global" initiative through insurance,
expert consultation, and FTO (Freedom to Operate)
analysis, effectively reducing the pressure of potential
intellectual disputes we may face in expanding our
business overseas.
JD.com's Key Data on Accumulated
Intellectual Property (as of the end of 2023)
8,209
22,677
Number of authorized patents at
home and abroad
Number of patent applications
26
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Attitude
Paves the Way
for a Green Future
02
JD.com is acutely aware of the profound impact that environment and
climate can have on business activities. In operations, warehousing,
packaging, transportation, consumption, and other scenarios, we pursue
efficiency and environmental protection. With a pragmatic attitude, we
advance the application of clean energy and energy-saving technologies,
committing to a green, low-carbon, and recyclable model. We also
conduct traceability of raw materials, support ecosystem protection,
continuously practice food conservation, and actively create a healthy
and green development model, building a sustainable future together
with our partners.
27
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com actively supports the national strategies
for "carbon peaking" and "carbon neutrality"
as well as the 1.5 degrees Celsius temperature
control target set by the Paris Agreement. By
following the IFRS S2 Climate-related Disclosures
and the TCFD framework, JD.com integrates
climate change issues into its governance
structure. The Group considers policies, industry,
and market trends comprehensively, identifies
and analyzes climate change risks and
opportunities, continuously strengthens climate
risk management, transitions to green operations,
and contributes to sustainable development.
Environmental
Governance and
Climate Change
Responses
Governance Structure
Governance
1
See the introduction of the Chief Financial Officer, Ian Su
Shan, at https://ir.jd.com/management.
Board of Directors
With the support of the ESG Committee, the Board of Directors oversees JD.com's performance and practices in
environmental and climate aspects.
Strategic Execution
Committee (SEC)
JD.com's SEC member and Chief Financial Officer serves as the Chief Climate Officer;
The SEC leads the ESG Working Group in researching and developing the Group's climate-related strategies and priorities.
ESG Working
Group
Coordinating the daily management and implementation related to climate risks and opportunities;
Carrying out the identification and assessment of climate-related risks and opportunities;
Reporting on climate-related issues to the Board of Directors. In 2023, the ESG Working Group reported to the Board of Directors
once, covering topics such as climate-related disclosure requirements and the overall plan for climate-related matters.
The CFO line of JD.com is responsible for the environmental-
related assessments, establishment of environmental
metrics and targets, and oversight and guidance of
environmental management in the subsidiaries. The CFO
also serves as the Chief Climate Officer
1, regularly reporting
to the Board's ESG Committee on the implementation
and performance of environmental management policies.
In 2023, there were no events within JD.com that had a
significant impact on the environment.
We engaged a third-party organization in the reporting
year to assess and analyze the energy consumption
and emissions of the Group as a whole and each of its
sub-groups in conjunction with the results of the carbon
inventory and benchmarking against the industry, and
put forward a number of emission reduction analysis
proposals as reference for the subsequent energy
conservation and emission reduction work.
In 2023, multiple subsidiaries of JD.com received several
leading domestic and international environmental
management system certifications, including ISO 14001.
28
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Forecast of Macro-Environmental Situation JD.com May Face in Different Climate Scenarios
SSP1
(Low emission scenario under strict climate policies)
SSP3
(High emission scenario without climate policies)
Nature
1
Mean temperature: The temperature will rise
by 1.6 ℃ by 2040 when compared with the pre-
industrial era, and by 2.0℃ by 2100;
Sea level: The sea level will rise by 0.1 meters in
2040 and by 0.4 meters in 2100;
Extreme weather: Its frequency and intensity will
increase to a certain extent;
Rainfall: As temperatures rise between 1.5 and
2.0 ℃, global agriculture and ecology will suffer
from more intense droughts, with an increase in
precipitation intensity of 10.5% to 14%.
Mean temperature: The temperature will rise
by 1.6℃ by 2040 when compared with the pre-
industrial era, and by 3.9℃ by 2100;
Sea level: The sea level will rise by 0.1 meters in
2040 and by 0.6 meters in 2100;
Extreme weather: Its frequency and intensity will
increase greatly;
Rainfall: As temperatures rise between 2.0 and
4.0℃, global agriculture and ecology will suffer
from more intense droughts, with an increase in
precipitation intensity of 14.0% to 30.2%.
Socio-
economic
environment
Global climate policy: Major countries and regions
worldwide announce the carbon neutrality path
(including China's goals of "carbon peaking" and
"carbon neutrality"), and strictly implement the
goals;
Global business model: Transitioning rapidly from
an economy based on fossil fuels to one driven
by renewable energy sources;
China's greenhouse gas emissions: Emissions per
unit of GDP will decrease by 18% in 2025 from the
2020 level, and by more than 65% in 2030 from
the 2005 level
2;
China's carbon prices: Carbon prices are
expected to reach RMB 79/tonne and RMB 191/
tonne by 2025 and 2030 respectively (without
total emission control)
3;
China's energy structure: The proportion of non-
fossil fuels in one-time energy consumption will
reach 20% in 2025 and 25% in 2030
4;
Global climate policy: Some countries and
regions lack carbon neutrality goals, and have
no detailed short-term actions and goals;
Global business model: The profit-driven
business model fails to properly consider the
environmental and social impacts, and there
are no obvious changes in the renewable
energy portfolio;
China's greenhouse gas emissions: In 2030,
greenhouse gas emissions will rise by 38% from
the 2021 level;
China's carbon prices: In 2025 and 2030, carbon
prices are expected to remain the same as in
2021, at RMB 38.50–62.29/tonne
5;
China's energy structure: The proportion of non-
fossil fuels in primary energy consumption is the
same as that in 2020, about 16%;
SSP1
(Low emission scenario under strict climate policies)
SSP3
(High emission scenario without climate policies)
Socio-
economic
environment
China's new energy vehicles: By 2025, the sales of
new NEVs will reach about 20% of the total
6; By 2030,
the proportion of newly used clean energy-powered
vehicles will reach around 40% that year
7;
China's consumer attitudes: By 2025, the market
share of green and low-carbon products will
significantly increase; by 2030, green consumption
become the mainstream trend, and the public will
actively choose green and low-carbon products
8.
China's new energy vehicles: The proportion
of total sales of NEVs remains the same as in
2021, at 11.25%
9;
China's consumer attitudes: Green consumption
is not yet mainstream, and the market for green
and low-carbon products is relatively small.
Climate Risk
Manifestation
The socio-economic environment is relatively
severe, with the risks of climate change mainly
manifesting as transition risks.
The natural ecological environment is relatively
severe, with the risks of climate change mainly
manifesting as physical risks.
1
Source: The Sixth Assessment Report from Intergovernmental Panel on Climate Change (IPCC) Working Group I (WGI)
and CMIP6 Climate Model.
2
Source: Progress on the Implementation of China's Nationally Determined Contributions (2022).
3
Source: The 2023 China Carbon Market Long-term Price Forecast Report issued by Refinitiv.
4
Source: National Development and Reform Commission's Outline on the 14th Five Year Plan.
5
Source: Shanghai Environment and Energy Exchange released annual transaction data of China's national carbon
market.
6
Source: The Development Plan for the NEV Industry (2021-2035) issued by the Ministry of State in 2020.
7
Source: Implementation Plan for Carbon Peaking in the Industrial Sector issued by the Ministry of Industry and
Information Technology in 2022.
8
Source: Implementation Plan for Promoting Green Consumption issued by the National Development and Reform
Commission and other departments in 2022.
9 Source: China’s new energy vehicle parc released by People's Daily in 2022.
We adopted the Shared Socioeconomic Pathways (SSPs) recommended by the Intergovernmental Panel on
Climate Change (IPCC) to carry out a climate scenario analysis on the external macro-environment of our business
operations, including ecology, economy, and society, using the SSP1 and SSP3 for 2025 and 2030 respectively.
Strategy
29
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Potential Impacts of Climate Change Risks/Opportunities on JD.com's Business and
Response Measures
Risk/
Opportunity
Classification
Risk Description
Response Measures
Impact
Period
Acute Physical Risks
Flood
Rainstorm
Operation
Servers, power systems, and other
critical facilities are damaged, affecting
website access, order processing, and
other business function, the cost of
infrastructure maintenance increases;
Employees' attendance and work
efficiency may be affected, which will
potentially increase medical expenses
and human resources costs.
Supply chain
The normal operation of logistics
infrastructure and the planning of
logistics networks may be affected,
which will result in negative impacts on
goods transportation, cargo delivery,
and sales operations.
Increase investment in infrastructure and
establish emergency response mechanisms
to address the impact of sudden weather
events on business continuity;
The "sponge city" design has been adopted in
the construction of headquarters Buildings No.
2 and No. 3 in Beijing, and the headquarters
office building in southwest regions to alleviate
the pressure on municipal rainwater drainage;
Conduct regular disaster emergency drills
and establish a dedicated team for follow-
up;
Issue advance warnings of the potential
impacts of weather events. For example,
Dada worked with "Moji Weather" to
promptly push weather warnings to the rider
end, resulting in a 9.4% month-on-month
decrease in traffic accidents;
Establish a benefits system that includes
commercial insurance and introduce annual
physical examinations, and add additional
supplemental medical insurance for frontline
employees.
M, L
Heat waves/
Cold waves
Operation
Electronic devices may stop working
due to overheating or low temperatures,
increasing the cost of equipment
maintenance and replacement;
Rising temperatures and other climate
changes may exacerbate the spread
of infectious diseases
2, affecting the
health and safety of employees.
Supply chain
Improper temperature control can affect
the quality and freshness of cold chain
goods, impacting customer satisfaction
and business revenue.
Deploy emergency equipment in infrastructure
such as data centers and intelligent industrial
parks, including snow clearing and anti-
freezing tools for snowstorm weather, ensuring
the normal operation of the infrastructure;
Provide sick leave, work-related injury leave,
and other welfare leave, set up a VPN-based
remote office framework, and offer online
meeting tools, helping reduce the risk of
disease transmission;
For commodities whose sales can be easily
affected by extreme weather, timely inventory
adjustment should be conducted according
to weather changes to avoid stock-outs and
overstocking, while cold storage capacity
should be increased to ensure food freshness.
S, M, L
Risk/
Opportunity
Classification
Risk Description
Response Measures
Impact
Period
Frequent
extreme
weather
events
Operation
Frequent extreme disasters nationwide
may have different degrees of impact
on the construction and operational
stability of office buildings, intelligent
industrial parks, data centers,
photovoltaic industrial parks, and other
structures, leading to increased costs
for maintaining infrastructure such as
warehouses and data centers.
JD.com's data centers and intelligent
industrial parks have comprehensive
emergency response plans for unexpected
weather events such as typhoons, lightning,
heavy rain, high temperatures, and
snowfalls. These plans include but are not
limited to measures like wind protection
for typhoons, flood prevention during
heavy rain, snow clearing and anti-freezing
during snowstorms, and lightning detection
during thunderstorms to ensure the normal
operation of the infrastructure.
M, L
Chronic Pysical Risks
Air pollution
Operation
Long-term emissions from stationary
and mobile sources may lead to air
pollution, which manifests as problems
such as smog and dusty weather,
increasing the risk of cardiovascular
and respiratory diseases
3, and
affecting employee health.
Promote the development of remote
working and online meeting systems to
reduce the adverse effects on employees'
health due to outdoor commuting in
polluted weather.
M, L
Drought
Water
scarcity
Biodiversity
loss
Consumer/User
Climate change leads to problems
such as drought and scarcity of water
resources, exacerbating the food
security crisis. Issues like unstable
food supply and quality safety may
affect retail operations, increasing
the costs associated with production,
quality control, and consumer rights
and interests protection.
For primary products including agriculture
and forestry products, formulate annual
procurement plans to ensure supply for at
least a year;
Establish management processes such
as spot checks and quality inspections
of goods, promptly remove substandard
products from shelves, help ensure food
quality, and provide consumers with safe
and reliable food.
L
1 Impact period including short-term (S, within 2 years), medium-term (M, 2-5 years), and long-term (L, more than 5 years).
2
Source: WHO, Global health community calls for urgent action on climate and health at COP28.
3
Source: Vanke School of Public Health, Tsinghua University, Health Risks from Climate Change and How We Respond.
1
30
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Risk/
Opportunity
Classification
Risk Description
Response Measures
Impact
Period
Transition Risks
Regulatory
and legal
risks
Operation
If JD.com does not implement the
climate-related laws and regulations as
required, it will lead to compliance risks,
as well as the risk of restrictions and
pressure from external stakeholders.
Supply chain
China continues to improve supply
chain-related policies and regulations
regarding the development of green
transportation, green packaging, and
green parks, including national policies
like the 14th Five-Year Plan for Green
Transportation Development
1 and
the Action Plan for Further Promoting
the Green Transformation of Express
Packaging
2. These policies have a
continuous impact on JD.com's core
business. If supply chain management
is not conducted as required, there
will be compliance risks, which could
lead to obstacles or interruptions in
cooperation.
Leverage big data to optimize path planning,
warehousing and transportation networks
in real-time, thus reducing the number of
vehicles in transit and improving the return
vehicle's full load rate. Shift some of the goods'
transportation from road to rail and implement
a green transportation model;
Develop new energy vehicles. In 2023, we
have invested a total of 8,290 self-operated
NEVs on the highway in the trunk line and
terminal transportation links, an increase of
2,872 compared to 2022, equivalent to an
average annual reduction of 35,200 tonnes of
greenhouse gases;
JD Logistics and its partners issued a DWOP
3
statement, and released the DWOP certification
standard, working together with upstream
and downstream partners to promote the
environmentally friendly packaging model;
Develop photovoltaic power generation
industrial parks. As of December 31, 2023, the
cumulative photovoltaic power generation of JD
Property's parks had reached 88,977.52 MWh;
JD Property has developed the Intelligent
Management Center (IMC) digital operation
platform, which enables the supervision and
empowerment of daily operation management,
energy conservation, and emission reduction.
S, M, L
Market
risks
Investment and financing
The National Financial Regulatory
Administration issued the Guidelines
for Green Finance in Banking and
Insurance
4, requiring financial institutions
to strengthen support for green, low-
carbon, and circular economies. If
JD.com fails to pay timely attention to
climate-related risks, it will affect its
attractiveness in the capital market,
leading to an increase in financing costs.
Develop a green financing framework,
systematically showcasing the principles and
processes of green financing for sustainable
development projects. In 2021, JD.com signed
a five-year green syndicated loan of USD 2
billion for the first time.
S, M
Reputational
risks
Operation
CDP
5 and other capital market ratings
directly reflect the effectiveness of climate
change-related management, and the
rating results affect stakeholders' trust in
JD.com and their investment decisions.
Continue to complete capital market
questionnaires such as CDP and CSA, and
carry out the disclosure of ESG-related
information, helping relevant parties
to timely understand the management
progress of JD.com's climate-related work.
S, M, L
1
Source: Notice of the Ministry of Transport on Issuing the 14th Five-Year Plan for Green Transportation Development.
2
Source: Action Plan for Further Promoting the Green Transformation of Express Packaging issued by the National
Development and Reform Commission.
3
DWOP, or Delivered with Original Package, refers to the integrated structure of e-commerce product packaging and
express delivery packaging, which reduces the packaging form of e-commerce products in the shipping process.
4
Source: National Financial Regulatory Administration, Guidelines for Green Finance in Banking and Insurance.
5 CDP, or Carbon Disclosure Project, is a global platform for environmental data disclosure and rating certification.
Risk/
Opportunity
Classification
Risk Description
Response Measures
Impact
Period
Climate Change Transformation Opportunities
Green
products
and
services
Consumer/User
The increase in environmental awareness
has gradually shifted market preferences
towards green products and services.
If JD.com can grasp these market
preferences in time, it will have a better
chance to gain favor in the market.
Launch the "Green Impact Initiative," open
consumer carbon accounts and low-carbon
consumption zones, and continue to provide
consumers with green products. In 2023, more
than 100 brands participated in the initiative,
and the JD platform offered more than 3.56
million green and low-carbon products;
The retail business should actively take
advantage of the opportunity provided by
consumer policy subsidies by carrying out green
home appliance sales nationwide. JD.com
vigorously promotes the trade-in business. In
2023, JD Five Star had sold over 580,000 green
and smart subsidized appliances.
S, M, L
Providing
energy-
saving and
carbon-
reduction
services for
enterprises
through
digital
intelligence
Operation
As policies related to energy conservation
and environmental protection continue
to be introduced, governments and
businesses are increasingly valuing
sustainable development and brand
image, leading to a gradual increase
in the demand for energy-saving and
carbon-reduction services.
JD Industrials makes use of digital capabilities,
providing energy consumption monitoring and
carbon emission monitoring management
services. By reflecting the current status of
energy consumption and carbon emissions
in real-time and accurately predicting carbon
emission trends, it helps to formulate practical
carbon reduction pathways, assisting
enterprises and governments in precisely
achieving dual carbon management;
JD Industrials assists the government and
academic institutions in establishing dual-
carbon laboratories, leveraging industrial
internet solutions and product capabilities. It
integrates a new type of industry-education
integration innovation center that combines
dual-carbon management and intelligent
manufacturing, providing talent support
services for the green development of the
industry.
M, L
31
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com's Metrics and Targets on Issues Related to Climate Change
Metrics and Targets
Primary
Metrics
Secondary Metrics
Metrics Description
Target Setting
Carbon
inventory
and
emission
reduction
targets
Conduct a comprehensive
greenhouse gas emissions
inventory
Determine the boundaries and scope
of carbon emissions and conduct a
comprehensive inventory
In 2023, for the first time, a third
party was hired to conduct a
carbon inventory for JD.com,
improving the quality of carbon
data, with plans to promote the
setting of carbon targets
Establish the carbon
emission reduction targets
at the group level
Establish and announce the carbon
emission reduction targets at the group
level
Strengthen
climate
governance
Establish a climate
governance framework
Strengthen the focus and management
of climate-related issues based on the
existing ESG governance structure
Management structure: the Board of
Directors and the SEC will cooperate in
supervision and management, and the
ESG Working Group will coordinate the
implementation of climate targets in
each subsidiary and business unit
Appoint the Chief Financial Officer
(CFO) as the Chief Climate Officer,
leading climate-related work
(achieved)
Promote
carbon
emission
reduction in
all business
scenarios
Low-carbon
operations
Low-carbon
office
Strengthen the intelligent operation and
maintenance (O&M) management of
energy use for office space
Improve the use of energy-saving facilities
Timely shut down energy-consuming
equipment
Encourage remote work
Encourage employees' green
commuting
2023 office headquarters
(excluding Building No. 2) energy
saving rate of 3% (achieved)
Targets for waste reduction and
water use efficiency are currently
being developed
JD.com has incorporated climate risk into its risk management system.
Our management process is as follows:
Risk Management
Benchmark against the TCFD framework for the classification of climate risks
and opportunities and conduct a thorough analysis
Screen the current risk points based on macro-policies, industry policies, and
regulatory requirements
Risk
identification
Identify climate-related physical and transition risks that have a substantial
impact on the Group's business by considering the possibility of occurrence
and the degree of impact
Risk
assessment
Select key climate risks based on literature, regulatory agencies, investors,
stock exchanges, and other stakeholders' expectations of the Group's role in
climate change, and the impact of climate change on its business
Risk ranking
Develop plans and measures to strengthen the responses to the climate
risks identified in the assessment
Risk response
32
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Primary
Metrics
Secondary Metrics
Metrics Description
Target Setting
Promote
carbon
emission
reduction in
all business
scenarios
Low-carbon
operations
Low-carbon
data center
Use natural energy
Use clean energy, including energy
recovery and large-scale distributed
photovoltaic power generation system
Energy storage and cold storage
Architectural layout and design for low
energy consumption
O&M management platform
Develop emergency response plans to
enhance our resilience to climate change
and our ability to deal with extreme
weather conditions
PUE continues to be improved on the
basis of 1.1
Infrastructure energy consumption
continues to decline
Climate resilience continues to
improve
Expand the
financing
scale of
low-carbon
projects
Based on the published framework,
principles, and processes of green
finance, continuously identify low-carbon
projects and expand the influence and
scale of green finance
Identify more projects with low
carbon competitiveness and expand
the scale of green financing
Low-carbon
supply
chain
Low-carbon
transporta-
tion
Use of new energy vehicles
Fully apply digital smart technology
and optimize route, storage, and
transportation network planning
Optimize transportation structure and
energy efficiency
Keep increasing the proportion of
NEVs, strengthen energy consumption
management in transportation
Low-carbon
logistics
parks
Energy substitution: maximize the use
of renewable power, such as distributed
photovoltaic and efficient energy
storage
Efficient operation: automated operation
and electrification of park energy
consumption
Online O&M system of the solution to
carbon neutrality in intelligent logistics
parks
Develop carbon-neutral park
construction (JD.com's "Asia No. 1"
Xi'an Intelligent Industrial Park has
become the first certified "carbon
neutral" industrial park in China's
logistics industry)
Gradually increase photovoltaic
power generation capacity (In 2023, JD
Property's self-invested and self-built
photovoltaic power plants successively
connected to the grid, generating 36
MW of electricity, and are currently
undergoing the application process
for distributed photovoltaic green
certificates)
Primary
Metrics
Secondary Metrics
Metrics Description
Target Setting
Promote
carbon
emission
reduction in
all business
scenarios
Low-carbon
supply
chain
Low-carbon
packaging
Promote reusable packaging
Implement packaging reduction
Carry out green packaging R&D and
innovation
Application of digital intelligence
technology
Upstream and downstream
collaboration to practice green
packaging use
Reusable packaging sharing and
recycling public system
Continuously promote upstream
and downstream partners to
implement the DWOP plan
Suppliers'
collaborative
effort in car-
bon emission
reduction
Promote joint participation of suppliers
in setting carbon reduction targets and
response plans
Facilitate the use of NEVs by third-
party outsourcing transportation
suppliers, strengthen the ledger
recording of energy consumption,
mileage and other data, and work
together with suppliers and partners
to build low-carbon logistics
Participate
in emission
reduction
actions
across the
entire value
chain
Promote
low-carbon
consumption
Participate in the formulation of national
low-carbon product standards
Expand the supply of low-carbon products
Strengthen low-carbon consumption and
lifestyle campaigns
Continuously expand the supply of
low-carbon products, and create
corresponding incentive plans for
green consumption to stimulate
the participation of consumers in
mitigating emissions
Promote
industrial
low-carbon
development
As digital industry development becomes
a trend, modern information technologies
such as big data, cloud computing, and
AI continue to evolve. Digital intelligence
technology is being deeply integrated
into traditional industries, aiding the
improvement of production and
service efficiency and promoting the
transformation of production methods
and consumer habits toward a more
sustainable, energy-efficient, and circular
economy. This will in turn facilitate the
low-carbon transition of high-emission
industries
JD.com will continue to explore
new business and profit models
by technologically empowering the
low-carbon transition of traditional
industrial enterprises
Information
disclosure
Conduct annual
climate-related information
disclosure
Conduct annual review and disclosure of
climate-related risks and opportunities
Conduct disclosure and reporting of
climate targets and achievements
JD.com has continued to release TCFD
reports and disclose environment-
related performance in its annual ESG
report since 2022 (achieved)
33
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com has introduced IBMS, an intelligent building
management system to track energy usage data in
real time and assess the energy consumption level
in office spaces. This enables the identification and
pinpointing of areas with high-energy consumption,
allowing for timely responses and actions to enhance
workplace operational efficiency continuously.
In addition, we use eco-friendly materials in the
workplace, post reminder signs including "Turn off
Lights Before You Leave" in the workplace, and
actively participate in global environmental activities
such as "Earth Hour," making efforts to promote
the green transformation of the workplace. In 2023,
the overall power savings of JD.com's headquarters
(Beijing and Southwest headquarters) reached
1,685,086.04kWh, with an energy saving rate of 3%
1,
achieving the annual power saving target.
Office Space
Energy Saving Goal and Progress of
Each Workplace in 2023
JD.com actively looks for ways to save energy
and reduce emissions by focusing on areas
like energy conservation, waste recycling and
treatment, as well as water management, by
integrating environment-friendly practices into
its operations.
Green Workplace
JD.com encourages the development of digital
office platforms, consistently works on enhancing
energy efficiency and makes significant attempts
to minimize energy wastage by implementing eco-
friendly practices like electronic offices, sustainable
transportation, and reducing energy usage.
Improving Energy Efficiency
1 The data excludes Building No.2 of JD.com Headquarters in Beijing.
2 In 2023, the regional self-built workplace only includes the Southwest Headquarters in Chengdu.
Energy Saving Measures in the Workplace in 2023
In April 2023, in response to World Earth
Day, JD.com launched a public welfare
initiative called Cycle of Everything.
Through book recycling, book exchange,
and science popularization and education
activities on garbage classification, JD.com
vigorously promoted the concepts of
energy conservation, emission reduction,
and recycling, effectively raising employees'
awareness of green and low-carbon
lifestyles. The initiative attracted over 2,000
employees and contributed JD's strengths to
safeguarding the Earth.
JD.com Launched "World Earth
Day" Related Activities
"Cycle of Everything" Public Welfare Initiative
Annual Target
Headquarters workplace
Regional workplace
2
3% reduction
in electricity
consumption
compared to the
previous year
5% reduction
in electricity
consumption
compared to the
previous year
3% reduction
in electricity
consumption
compared to the
previous year
10.23% reduction in
electricity consumption
compared to the
previous year
Equipment
renovation and
upgrading
Publicity and
advocacy
Digitized
management
Eco-friendly
materials
Upgraded the lighting system and optimized the security inspection process, keeping only emergency
lighting on unless it is necessary to turn on other lights to reduce power waste;
Cut off the power for electrical equipment in public areas at a fixed time to avoid unnecessary energy
consumption during non-working hours;
Upgraded the technology and optimized the configuration of the heating system to improve heating
efficiency and reduce energy consumption;
Set the air conditioning temperature uniformly according to national recommended standards and actual
weather conditions.
Posted reminder signs including "Turn off Lights Before You Leave" to raise employees' energy-saving
awareness;
Encourage employees to bring their own water bottles for meetings to reduce the use of disposable
paper cups;
Participated in the Earth Hour event, saving 8,900 kWh of electricity.
Launched IBMS system: Adjust the setting of electrical panels according to the orientation and
characteristics of different buildings to maximize energy utilization efficiency;
Formulated the "333 Principles for Meetings": Specified resources to be consumed during the meetings,
stipulated that no more than 3 slides of PPT should be used for important decisions; meetings should last
no more than 30 minutes, and no more than 3 decision-making discussions should be conducted on the
same topic.
Workplaces in Beijing, Chengdu, and Shenzhen: carbon neutral printing paper has been used in all offices.
Progress
34
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Following the principle of "Sponge City" in its workplace
construction, JD.com has designed rainwater collection
and drainage systems for its regional headquarters
parks. It has also arranged permeable pavement,
sunken greenbelt, rainwater gardens, and roof greening
to enhance the comprehensive utilization of rainwater
and promotes rainwater recycling, while reducing the
load on municipal drainage systems and enhancing the
city's capability to respond to heavy rainfall.
We have established a sewage treatment station
in Building No.1 at JD.com headquarters, where the
sewage can be treated and converted into reclaimed
water for reuse to reduce the use of fresh water.
In the JD.com Building No.3 project, we ensure the
recycling efficiency through the rainwater treatment
process and clearly mark the reclaimed rainwater on
relevant facilities to prevent people from drinking it
by mistake. By increasing the proportion of recycled
water, JD.com has significantly reduced the use of
fresh water, reduced wastewater discharge, and
reduced water consumption from the source.
Water Conservation Measures of JD.com in 2023
JD.com takes water management seriously. It actively
responds to and implements the International Decade
for Action onWater for Sustainable Development
(2018-2028) proposed by UN-Water and abides by
national regulations to strengthen water recycling
while making continuous efforts to improve water
efficiency in the workplace. All the devices selected
for JD.com's workplaces comply with the Standard
for Domestic Water Saving Devices (CJ164-2002).
And it further reduces water consumption through
upgrading and optimization of equipment and
technology.
JD.com actively responds to the national 14th Five-
Year Plan for the Development of Urban Domestic
Waste Classification and Treatment Facilities. It carries
out waste management and orderly recycles waste
based on the principles of reducing the generation
of solid waste, reusing solid waste, and reducing
damage caused by solid waste. JD.com advocates
and implements garbage classification. Based on the
wastage, JD.com reuses some of the waste to minimize
waste emissions. The wastes generated in JD.com's
workplaces are handed over to qualified institutions
designated by the government or transported to the
waste treatment plants designated by the government
for treatment.
Water Management
Waste Management
Adjusted the water flow of the faucets in the restrooms in the headquarters office buildings.
Installed direct drinking water equipment in the workplaces.
Used sensor-equipped faucets and water-saving toilets to reduce water consumption in the
restrooms.
Adopted efficient water-saving equipment, such as automatic sprinkler and drip irrigation systems,
and implemented intelligent water management through soil humidity sensors and automatic
rainwater shutdown devices on rainy days.
Selected drought resistant plants to reduce the needs for permanent irrigation and achieve water
saving through greenery.
Carried out water-saving publicity activities, posted water-saving reminders and set up publicity
signs in operating and office areas.
35
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com has established a comprehensive remote
work system, including a VPN-based telecommuting
architecture and security accreditation systems, to
ensure that employees can work efficiently in a safe
environment. In addition, JD.com has created its own
online conference platform called Joymeeting. This
platform is extensively utilized for different purposes
like supplier conferences and remote interviews. JD.com
encourages its employees to enhance communication
and interaction with vendors and users through JD
Dong Dong. In 2023, JD.com employees logged in to
work remotely for a total of 15,543,387 times, and held
18,169,935 online meetings through Joymeeting, with
a total attendance of 33,401,689 and a total time of
23,104,437 hours; and we conducted 3,846,223 online
meetings through JD Dong Dong, with a total time of
1,516,573 hours.
In terms of document management, JD utilizes online
collaborative tools to reduce needs for physical space,
encourages the use of electronic filling, and improves
file transfer efficiency through cloud services to reduce
energy consumption and carbon emissions. Meanwhile,
JD.com promotes electronic signatures, simplifies the
signing process of personnel documents, and reduces
the use of paper and mail. In 2023, JD.com filed 2,910,232
electronic files online, signed 2,564,589 personnel
documents online, and issued over 3.6 billion e-invoices.
JD.com actively promotes ways of green commuting. It
formulated internal policies such as JD.com Regulations
on Management of Self-owned Vehicles, Regulations on
Shuttle Bus Ride Management of JD.com, and Regulations
on Transportation Reimbursement Management of
JD.com. It makes continuous efforts to increase the
number of new energy vehicles at the headquarters,
renovates bicycle sheds to improve the convenience
of employees riding bicycles to and from work, thereby
encouraging more employees to choose environment-
friendly ways of travelling. In 2023, there were 36 new
energy shuttle buses and 14 new natural gas vehicles
in the workplace in Beijing, and 50 fuel vehicles were
reduced.
In addition, we have established strong partnerships
with ride-hailing service platforms to offer employees
with carpooling services for their daily commuting. By
reducing idle driving, optimizing route, and using clean
energy vehicles, we are able to effectively reduce
carbon emissions during travel. In 2023, employees in
JD.com made 231,313 carpooling orders.
Electronic Offices and Green Commuting
15,543,387
2,910,232
231,313
18,169,935
36
Total times of employees logging in to work remotely
JD.com’s electronic files online
JD.com’s carpooling orders
Online meetings held through Joymeeting
New energy shuttle buses added
in the workplace in Beijing
35
36
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD's stores promptly clean up the domestic wastes, and send the wastes to professional processing institutions
to be treated.
JD.com makes continuous efforts to improve the
sustainable development performance of its retail
business and its energy management system.
It selects energy-saving equipment and green
building materials to reduce energy consumption
during operations. We vigorously promote green
and low-carbon products, reduce food loss, carry
out biodiversity conservation, and integrate
sustainable concepts into the entire business
lifecycle, including upstream and downstream of
the value chain.
Green Retail
The extraction and production of raw materials may have
negative impacts on the ecological environment, such as
resource depletion, water pollution, and land degradation.
JD actively seeks cooperation with suppliers with pollution-
free production conditions to promote the operation of
pollution-free goods. In addition, JD prefers to choose
products that have undergone sustainable management
and sustainability certification while purchasing raw
materials, including sustainability-certified seafood, paper,
palm oil, leather, and cotton. JD is committed to reducing
the impact of the supply chain on marine ecology, soil
quality, and atmospheric environment from the source by
purchasing responsible raw materials.
JD.com actively promotes the traceability of raw
materials such as seafood, meat, and dairy produce
among products sold by businesses such as Huaguan
Supermarkets, 7FRESH, and JD's private label brands.
We strictly inspect quarantine certificates, customs
declarations of imported meat products and production
qualifications of plants that split and repackage
the goods to verify supplier compliance and ensure
that raw material sources are legally compliant and
environmentally friendly. We promote cooperation with
local farmers and cooperatives in retail business, and
implement the "model of direct supply from origin."
Traceability of Raw Materials
JD.com has comprehensively promoted energy management during the operation of its stores, including Huaguan
Supermarkets and 7FRESH. This initiative focuses on improving energy efficiency and conservation to boost the
competitiveness of its stores in terms of environmental protection.
Green Operations of Stores
Installing energy-saving lights
Replaced all non-LED lights by durable LED lights with low energy consumption.
Energy-saving cold chain
Variable Voltage and Variable Frequency (VVVF) was introduced to the cold chain piston units in existing
stores, significantly improving energy efficiency;
In the design of new stores, VVVF configuration has been added to the piston units and vortex units, so
that the equipment can automatically adjust the working speed of the compressor according to actual
refrigeration needs, improving the system's response speed and operational stability.
Intelligent lighting
Optimized lighting control system for existing stores;
The new stores are designed with configuration for zone control and time-phased control to realize
targeted energy management and achieve the effects of energy saving and emission reduction;
In 2023, Five Star installed intelligent control systems for public area lighting in 22 stores in Shanghai,
Suzhou, Xi'an, Chengdu, Hefei, Tangshan, Nanjing, and other areas, with a total investment of RMB
450,000. The annual power savings were 756,876 kWh, with an average power saving rate of about 22%.
In the future, JD.com will continue to cooperate with raw material suppliers who are qualified for sustainable
production and procurement to reduce the impact of raw material extraction and production on agriculture,
animal husbandry, and fishery resources, and increase the proportion of sustainability-certified products in
purchased products, providing consumers with more diversified and high-quality environment-friendly products.
30%
Among the vegetables and fruits sold by
Huaguan Supermarket, the proportion
of products purchased directly from the
place of origin is approximately
156tonnes
Three self-operated milk products
sold in 7FRESH could be traced back
to their origin, totaling
37
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
In April 2023, JD.com, in collaboration with
Magnum, a Brand of Wall's, launched the
"Magnum × Green Impact Initiative Sustainable
Co-Branded Combination." The cocoa beans
used for the combination are selected from
sustainable farms certified by the Rainforest
Alliance and produced in factories using green
power. The overall packaging can be recycled.
JD.com initiated a trade-in
1 service for home appliances as far back as 2016, expanding to home furnishings in 2023.
By the end of the reporting period, JD.com's trade-in services have extended to over 200 categories, with a growing
number of consumers opting to trade in their home appliances and furnishings on JD.com. Data shows that in 2023
alone, JD.com recycled over 15 million units of disused home appliances and furnishings through trade-ins.
To provide users with a better service experience, JD.com has provided Three Free Services and Four Regardless-
ofs in the trade in policy, namely free door-to-door service, free disassembly, and free transportation of disused
appliances; regardless of channel through which the disused appliances were purchased, regardless of brand,
regardless of when the disused appliances were purchased, and regardless of product condition. In addition,
taking advantage of its advantages in logistics, JD.com provides consumers with hassle-free integrated services for
applicances of different categories, including delivering new applicances, dismantling old ones, and installing new
ones, which reduces the service procedure into one or two door-to-door visits, which used to require multiple visits.
JD.com actively aligns with national policies by "promoting green and intelligent home appliance consumption" through
the sale of efficient and energy-saving green products. JD.com collaborates with consumers to cultivate a low-carbon
Recycling Through Trade-in Programs
Sustainable Green Packaging
1
JD carries out a trade-in program for home appliances, providing subsidies and trade-in value of old devices to users, and offering free services such as
dismantling and transporting old appliances. For 3C products, JD provides door-to-door recycling services.
In 2022, JD Retail introduced the "Green Impact
Initiative" in partnership with 100 Fortune 500 brands,
aiming to advocate for responsible and sustainable
consumption. It establishes personal carbon accounts
for consumers, recording their life footprints, and
providing bonus points in the form of carbon energy
as an incentive. After purchasing green products on
the platform and participating in trade-ins, consumers
can obtain carbon energy that can be redeemed for
exclusive rights in their carbon accounts. In 2023, the
"Green Impact Initiative" established a sustainable
consumption zone to facilitate the identification
of high-quality, healthy, and environment-friendly
products. It has provided over 3.56 million low-carbon
and environment-friendly products and labeled them
as green products, covering more than 30 related
qualifications both domestically and internationally,
such as carbon neutrality and carbon reduction
products, products with environment-friendly and
plastic reducing packaging, organic and sustainable
agricultural products, low energy consumption
products, new energy vehicle products, and some
other products that are friendly to biodiversity and
climate change. Throughout the year, more than 66
million users engaged in low-carbon and sustainable
consumption on the JD.com, with a total of 122 million
green orders.
Advocating Green Consumption
JD.com Joins Hands with Magnum, a Brand of Wall's to Launch Sustainable
Co-Branded Combination
122million
over 200 categories
over15 million units
Green orders from low-carbon and
sustainable consumption on the JD.com
JD.com’s trade-in services have extended to
Trade-in home appliances and furnishings on JD.com
By the end of the reporting period
In 2023
In 2023, Five Star, in collaboration with SUPER PLANTS,
launched the Qingsong Revitalization initiative, providing
creative activities and incentives to further promote the
popularization of green consumption and environmental
awareness.
JD.com carefully checks the goods returned by users in
the scenario of JD.com's self-operated business, among
which the sales-qualified products with high usage value
will be sold directly to customers through channels such
as the JD Spare Parts Warehouse Main Station.
lifestyle by selling efficient and energy-saving green
products and carrying out trade-in initiatives. JD.com
recycles home appliances and furnishings, and 3C
appliances (computer, communication and consumer
products), and improves waste recycling rate and
resource recycling efficiency through incentives such
as trade-in initiatives. JD.com tests the quality of the
recycled 3C products and upgrades them for second-
hand sales, encouraging the full utilization of resources.
While ensuring that waste disposal meets regulatory
requirements, it enhances the conversion and reuse of
wastes.
38
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Trade-in Activity of Five Star Appliances Store
Five Star Continued to Carry out the Trade-In Program
Five Star systematically promoted the trade-in service of home appliances. It is committed to providing
a policy of Three Free Services and Four Regardless-ofs and makes continuous efforts to simplify
consumer engagement process. In 2023, it recycled over 81,000 disused large home appliances such
as televisions, refrigerators, washing machines, air conditioners, and kitchenware, and was awarded
the titles of 2023 Leading Enterprise in Home Appliance Aftersales Service and 2023 Benchmark Unit for
the Trade-in Trend of Home Appliances to Benefit People by the China National Household Electronic
Appliances Service & Maintenance Association.
JD.com Provided Trade-in Service During 11.11 Sales Event
In 2023, JD.com provided trade-in service during the "11.11" sales event, covering over 90% of self-
operated home appliances and over 50 categories of home furnishings. By simplifying the operation
process, directly reducing the purchase price of new appliances, and not limiting the brand or age of the
trade-ins, JD.com promoted the trend of trade-in on the consumer end and assisted in waste recycling
and utilization. During the event, the transaction volume of home appliances and furnishings under the
trade-in program increased by more than 13 times year-on-year, and the transaction volume of 3C
digital products under the trade-in program increased by 3 times year-on-year.
Measures to Reduce Food Loss and Waste
JD.com works closely with upstream and downstream
parties across the supply chain to take measures to
conserve food and reduce loss in procurement, storage,
processing, sales, and other links. Food loss and waste
will be measured through log-keeping, making records,
and other methods, and integrates food management
to all links. JD.com encourages its employees to reduce
Food Management
Selected fresh food products based on actual demands and needs to improve the accuracy of order, preventing
waste and excess;
Strictly followed the standards for receiving goods in the warehouse, frequently checked shelf life, and ensured that
products are organized for first-in, first-out (FIFO) inventory management;
Ensured that cold storage maintains the appropriate temperature, and worked with our supply chain partners to
improve the transportation of products to maximize the freshness of food products and avoid transportation losses;
Processed fresh foods in line with standards to prevent any losses that may result from substandard processing
operations;
Provided clear explanations regarding proper product storage and shelf life;
Established discount and promotion management regulations and early warning mechanism for best-by products,
reduced prices in advance based on the expiration date of the food, and created a designated special area for
discounted best-by products; offered these products at lower prices to attract more consumers and reduce waste
caused by expired food;
Placed visible signs for reducing food waste in the dining area, and reminded consumers to order the right amount
of food to encourage consumers to reduce food waste and cultivate a culture of food conservation among our
consumers.
Collaborated with our suppliers and agreed to a frequency of 1-2 deliveries per week, reducing the amount of
expired and damaged goods caused by overstocking;
Required our external catering suppliers to adjust their serving sizes by providing both large and small portion
packages to cater to employees with different appetites, reducing food waste caused by excessive portions;
Labeled the calorie of each food item, installed a weight scale in the cafeteria, and displayed food-saving
slogans to encourage employees to eat moderately and healthily;
Carried out "Clean Your Plate" campaigns and rewarded those who demonstrate positively to incentivize saving behavior.
food waste through education and incentives, and plans
to distribute surplus food to organizations and groups
in need via recycling, donations, and other means to
help allocate food resources more reasonably, reduce
food production pressure, and contribute to ecological
and environmental protection while protecting food
resources.
Reducing food loss and waste in stores
Reducing food loss and waste generated in canteens
39
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com strictly prohibits the illegal trade of wild animals on
its platform and swiftly removes any products associated
with nationally-protected species of animals and plants or
those banned by laws and regulations. JD.com maintains
a zero-tolerance stance towards such activities. We have
also organized a specialized squad to strictly review
and screen all products on our platform using manual
inspections and technical strategies to ensure that there is
no sale or circulation of illegal wildlife products or hunting
tools on our platform.
In addition, we collaborate with other stakeholders such
as businesses, governments, and non-governmental
organizations to explore methods and channels for
biodiversity conservation. JD.com is a member of the
Working Group on Preventing and Combating Illegal
Wildlife Trading. We share with other members of the
group the measures we have taken and the results we
have achieved in preventing the illegal trading of wildlife
and the sale of banned hunting gear online to jointly
address the challenges of illegal wildlife trading online.
Biodiversity Conservation
In 2023, JD.com teamed up with the China Green Foundation to
jointly promote a public welfare tree planting program, injecting
new impetus into driving green development and building a green
future together. Based on the number of orders under the trade-in
program of mobile phones, computers, digital products, and home
appliances on the JD.com platform from August to December 2022,
this program contributed to the cause of greening Ningxia through
public welfare donations. The funds raised by JD.com have been
fully used for planting goji berry trees in Ningxia during the spring
planting period of 2023. Goji berry trees, as a plant with ecological
benefits, not only improve soil quality but also effectively prevent
land desertification, which has a positive impact on the ecological
and environmental improvement in Ningxia.
Achievements of Public Welfare Forests
JD Retail Launched a Public Welfare Tree
Planting Program to Assist in Greening Ningxia
40
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
In response to the development trend of green
packaging, JD.com keeps revising the Regulations
on the Management of Recyclable Transfer Bags,
regulating the full process management of recyclable
transfer bags, covering application, use, circulation,
cost control, disposal and other links, effectively
improving the use efficiency of flexible bulk bags.
In 2023, JD Logistics invested a total of 17.03 million
recyclable transfer bags, with an average usage of
more than 18.3 times per bag, saving 294.6 million
disposable woven bags.
JD.com uses biodegradable plastic packaging and
recyclable non-woven fabric bags in many places
including Beijing, Shanghai, and Hainan, gradually
improving the quality and performance of packaging
bags, promoting packaging reduction, reuse, recycling,
and biodegradation. As of 2023, JD Logistics has
implemented carbon reduction measures in packaging,
resulting in a reduction of approximately 69,515 tonnes
of greenhouse gases. Environmentally friendly packaging
bags have been used in 100% of the stores of 7FRESH, a
subsidiary of JD Group. Dada has achieved a proportion
of 93.9% of biodegradable plastic packaging in its plastic
packaging. Furthermore, JD.com is committed to large-
scale and regular use of reusable thermal insulation
boxes.
To further improve the use efficiency of environment-
friendly packaging materials, Dada Group, a subsidiary
of JD.com, conducted packaging training for all vendors,
providing them with detailed explanations of the logic to
use the packaging material and conducting packaging
training for them. In 2023, JD Daojia saw business growth,
while the number of packaging bags used significantly
decreased, which reflects JD.com's achievements in
implementing sustainable packaging solutions.
Green Packaging
Environment-friendly Packaging Materials
Since 2017, JD.com, as the pioneer in building a "green
supply chain" in the industry, has been working on the
"Green Stream Initiative," focusing on green warehousing,
transportation, packaging, technology, and other
aspects of the entire supply chain, promoting the
establishment of multiple industry innovations and
standards, and becoming an important benchmark for
carbon abatement in the industry. We have established
a packaging carbon emission system, continuously
reducing carbon emissions caused by packaging
through three paths: reduction and optimization, reuse,
and degradation. We have carried out core projects
including X series cardboard boxes, PP insulation boxes,
recyclable boxes, and degradable waterproof bags.
Since the launch of the industry's first Delivered with Original Package (DWOP) certification standard, JD Logistics
has been closely cooperating with upstream and downstream suppliers to promote the DWOP model, significantly
reducing the use of disposable packaging in the industry. In addition, we use environment-friendly and recyclable
materials, and avoid using expandable polystyrene (EPS) and packaging materials with excessive heavy metal
and harmful substance residues. We also require that the packaging void ratio should not exceed 20%, which
can reduce more than 2 billion disposable packaging bags commonly used in the industry per year, effectively
promoting the construction of a green supply chain. In 2023, 100% of JD's 7FRESH stores started to use non-woven
fabric reusable bags and fully biodegradable bags.
Reduced Packaging
JD.com is committed to reducing the use of
packaging materials through optimization,
substitution, and recycling, while continuously
improving their utilization rate. We attach
great importance to energy conservation and
emission reduction during transportation. We
increased the proportion of new energy vehicles,
and improved transportation efficiency through
intelligent route planning, centralized cargo
distribution, and other methods to reduce
empty-loaded rate and energy consumption,
promoting the sustainable development of
logistics business.
Green Logistics
Use of Packaging Materials and Carbon Reduction by JD Logistics in 2023
Category
Project Name
Usage
Carbon Reduction in 2023
Packaging
reduction
X series
cardboard
boxes
It's estimated that
110 million X series
cardboard boxes were
used.
Equivalent reduction:
Approximately 1,719
tonnes of greenhouse
gases.
Reuse
Insulated
boxes
It is estimated that
71.65 million foam
boxes were saved
annually.
Equivalent reduction:
Approximately 40,627
tonnes of greenhouse
gases.
Packaging
reduction
Substitutes of
recyclable ice
plates
Substitute disposable
ice bags and dry
ice with recyclable
ice plates, saving
approximately 100,000
tonnes of dry ice.
Equivalent reduction:
Approximately 27,170
tonnes of greenhouse
gases.
Degrada-
tion
Degradable
plastic bags
Biodegradable
packaging bags have
been gradually used
in some provinces and
cities, with an annual
usage of 22.19 million.
/
41
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com gives priority to using recyclable materials for
packaging solutions. JD.com extracts reusable parts
and transforms them into packaging materials. JD.com
has put in place reuse standards for cardboard boxes
and plastic packaging. The packaging that meets
the standards will be recycled, and put it back into
the logistics chain, thereby increasing the proportion
of recyclable packaging. In 2023, we used recycled
cardboard boxes for packaging in a large number of
orders, effectively reducing packaging costs.
Packaging Recycling and Reusing
Use of Green Packaging Materials by JD
Logistics in 2023
The proportion of environment-
friendly and renewable packaging
materials
90%
Reduced usage of disposable
foam boxes
10,748 tonnes
Usage of recyclable boxes
997,000
Number of uses of recyclable boxes
71.62 million times
Green Transportation
JD.com is committed to constructing its fleet of new energy vehicles (NEVs). It lessens the carbon footprint generated by the logistics process by substituting traditional
vehicles with NEVs including hydrogen fuel cell heavy-duty trucks nationwide and expanding the scale of multimodal transportation. As of the end of 2023, we have invested a
total of 8,290 self-operated NEVs on the highway in the trunk line and terminal transportation links, an increase of 2,872 compared to 2022, equivalent to an average annual
reduction of 35,200 tonnes of greenhouse gases.
In addition, we actively explore the application of battery switching technology for NEVs and hydrogen energy vehicle technology. By scaling up the use of hydrogen energy
vehicles, electric logistics vehicles, battery switching vehicles, electric traction vehicles, methanol light trucks and LNG clean energy logistics vehicles, etc., we continue to
promote the green and low-carbon transformation and intelligent upgrading of the logistics industry, making significant contributions to achieving carbon reduction targets in
the transportation sector. We have used dozens of hydrogen energy powered heavy-duty trucks as logistics vehicles, and some transportation has achieved net zero carbon
emissions. As of the end of the year, we have saved a total of 74,000 liters of diesel. JD.com's Dada express service uses two-wheeled electric vehicles as delivery tools, with
instant delivery mileage exceeding 2.2 billion kilometers this year, which is equivalent to reducing the greenhouse gas generated by fuel delivery vehicles by about 600,000
tonnes in the same mileage.
A JD.com's Hydrogen-Powered Logistics Truck
42
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com increases the consumption and supply of renewable
energy, reduces GHG emissions, and improves energy
efficiency by implementing an efficient energy management
system, adopting advanced energy-saving technologies
and equipment, and promoting green building standards.
We also further optimize the energy structure by introducing
renewable energy solutions, such as installing photovoltaic
power generation systems.
JD.com actively promotes the application level of renewable
energy in the park, and continuously optimizes the resource
utilization efficiency in operations by setting up charging
stations and photovoltaic (PV) power stations in the park,
while complying with relevant national laws, regulations
and industry standards. JD.com has laid out over 800
charging stations in 147 logistics parks across the country,
providing a convenient charging network for new energy
electric vehicles and effectively improving the utilization
rate of renewable energy. The roof of JD Warehouse is
combined with PV power stations, and the park prioritizes
the use of green electricity generated by solar energy.
If the generated green electricity is more than what is
needed, the rest will be uploaded to the public grid and
be sold to the electricity market, continuously supporting
carbon reduction goals. In 2023, JD Property has built PV
power generation systems in 31 logistics parks, with a
total installed capacity of 180 MW and an average annual
JD.com integrates the concept and practices of
environmental protection into the construction
of its industrial parks, continuously improving
the proportion of clean energy used in its parks
and strengthening the retrieving, recycling, and
reuse of wastes. It is committed to creating a
benchmark green park and providing a solid
foundation for development of the industry.
Green Certifications Related to the Parks
After undergoing on-site evaluations organized by the
China Association of Warehousing and Distribution,
according to the industry standard Green Warehouses
Requirements and Evaluation (SB/T 11164-2016),
JD.com's 14 parks have been awarded the "Green
Warehouse Identification," including 9 first level (three-
star) green warehouses and 5 second level (two-star)
green warehouses.
1
This data is estimated based on the effective power generation time of the project being 3 hours per day and the
installed capacity.
2
The calculation for the carbon reduction as a substitute for coal-fired power generation assumes that 1 kWh of
electricity consumes 0.39 kilograms of coal, producing 0.997 kilograms of carbon dioxide.
3 MWp：Megawatt (MW), is the unit of power; MWp represents the peak output power.
Green Park
Improving Energy Efficiency
The JINGDONG Intelligent Logistics Park • UK Venus
Preston Connect 6 project in the UK has successfully
obtained the BREEAM Excellent certification for its
efficient energy utilization and environment-friendly
design philosophy.
power generation of 190,000 MWh
1 which reduces carbon
emissions by 189,000 tonnes compared to the equivalent
thermal power
2.
JD.com incorporates the principles of green, low-
carbon, and sustainable development into the entire
lifecycle of the parks spanning from development and
design to construction, and operations management.
JD.com relentlessly explores and implements energy
conservation measures in both new and existing parks.
In 2023, in accordance with the Assessment Standard
for Green Building of the Ministry of Housing and Urban-
Rural Development of the People's Republic of China, JD
Logistics has a total of 18 logistics parks containing green
buildings, 18 logistics parks adopting sponge city designs,
and 13 parks using prefabricated building models.
In 2023, JD Property made more efforts to strengthen the energy efficiency management of "Asia No.1"
Intelligent Industrial Parks in Baqiao District of Xi'an, and Daxing District of Beijing. By continuously
optimizing the tools for monitoring real-time energy consumption and carbon emission data, we use
advanced sensor technology to accurately monitor the electricity, water resources, and natural gas
usage in the parks in real time. In addition, we have developed the JDCMS carbon data collection
platform, which involves logistics parks across the country. The collection scope includes purchased
electricity, natural gas, purchased heat, and water consumption. It has improved the monitoring
efficiency of carbon emissions in the parks and achieved comprehensive control of energy consumption
and environmental impact.
JD.com Continuously Optimizes Its Carbon Emission Monitoring Platform
In 2023, JD Industrials teamed up with a new energy company under the State Power Investment
Corporation (SPIC) to jointly promote a county-level distributed PV project, covering Shandong
Province, Hebei Province, Tianjin, and Hainan Province, with a total installed capacity of 400MWp
3,
serving over 10,000 household PV stations. The project relies on the JD Industrial Internet Platform,
which is a MIIT- certified cross-industry and cross-domain industrial platform, to update county-level
distributed PV platforms operated and maintained in the digital and intelligent way, integrating JD's
advantageous resources in the supply chain of industrial products, warehousing and distribution,
and offline service network to achieve flat, intelligent, and refined organizational management.
We try to establish an integrated control and management system for project development and
construction, intelligent operation and maintenance and asset operation by sharing spare parts,
warehouses, and professional operation and maintenance personnel, to help customers achieve the
objectives of reducing costs, improving efficiency, securing and increasing power generation, and
conducting safe and compliant production and operation.
JD Industrials and a SPIC's New Energy Company that Focuses on County-
level Distributed Comprehensive Smart Energy Solutions Entered into an
Agreement for a Distributed PV Project with Digital and Intelligent Operation
and Maintenance
43
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com has developed internal policies and processing procedures for construction waste management and emission control, clarifying the requirements for resource
conservation and environment-friendly green construction. JD.com attaches great importance to the sorting, recycling, treatment, and reuse of waste, and arrange dedicated
personnel to be responsible for the sorting, recycling and statistics of waste generated throughout the construction process, ensuring a recycling rate of 75%. JD.com works
together with construction parties to control and improve internal construction management ever since contract signing and vigorously promote waste reduction and
reuse. In 2023, JD.com set the goal of minimizing pollutant emissions during the construction period. Through internal publicity, supplier cooperation and training, as well as
cooperation with government, social organizations, and professional institutions, we aim to enhance the waste reduction awareness of all relevant parties, thus achieving
comprehensive control of waste.
Waste Management
Construction-related Waste Management Initiatives by JD.com
JD.com prioritizes green, low-carbon, environment-friendly and energy-saving products in material procurement, actively promotes the application of modern prefabricated
building technology and green landscaping, formulates and implements green construction standards, and improves construction efficiency, in a bid to reduce waste
generation from the source.
Non-construction
Waste Management
Set up garbage bins and storage
points and appoint dedicated
personnel to regularly transfer the
waste to the disposal sites to avoid
mixing it with construction waste.
Metal wastes are sorted and handed
over to qualified recycling companies.
Waste that can't be recycled will
be first considered to be utilized as
a resource in such ways as waste
decomposition and compost- making
with organic waste to minimize the
impact on the natural environment.
Construction Waste
Management
Make comprehensive utilization
of construction waste generated
during construction, such as
recycling and washing mortar
and concrete, or using them as
recycled aggregate.
Promptly remove construction
waste and spoil to reduce land
occupation and air pollution.
Unload construction waste to the
disposal locations designated by
the municipal authorities.
Publicity and
Education
Educate the workers and conduct
special inspections regularly to
ensure effective implementation
of the systems.
Dust Control
Implement closed construction, as
well measures such as constructing
enclosures, covering earthwork, regularly
watering, and washing vehicles are taken
to prevent dust emissions.
Provide hard paving for the haul roads
and regularly sprinkle water to control
dust.
Adopt enclosed vehicles for transporting
construction waste and ensure that they
are not overloaded to prevent waste
falling from the vehicles and dust raising.
44
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com has proposed biodiversity-related requirements
to itself, suppliers, partners, and other stakeholders,
adhering to the United Nations Sustainable Development
Goals (UNSDGs), the "Kunming-Montreal Global
Biodiversity Framework" (GBF) to the Convention on
Biological Diversity (CBD) and other biodiversity-related
laws and regulations, including Land Administration Law
of the People's Republic of China.
We actively promote biodiversity assessment and
integrate the concept of biodiversity conservation into
our own activities including land development, greening
configuration, and construction. Meanwhile, JD prohibits
business activities of upstream and downstream parties
across the supply chain in key biodiversity conservation
areas to avoid, reduce, restore, and offset the impact of
value chain activities on biodiversity, in a bid to achieve
no net loss of biodiversity.
Biodiversity and Forest Protection
Purse green construction practices to reduce the
impact on the surroundings, thereby protecting the
living environment of animals and plants.
Regulate the general contracting unit, strengthen
management during the construction process, and
reduce damage to the natural environment.
Work within enclosed construction sites to prevent
the impact of dust on plants.
Implement the cleaner accountability system; bring
the garbage together and send it to the locations
designated by the local environmental authorities.
Reasonably arrange temporary facilities to
protect surrounding greenery based on the actual
conditions of the construction site.
Reasonable Greening
Configuration
Under the Code for the Design of Public Park
(GB 51992-2016) and other guidelines in parks,
reasonably grow plants and design the landscape
to provide food, shelter, and places to reproduce
themselves and survive for wildlife, and improve
the richness of species.
Following the site-species matching principle,
give preference to the plants that are suitable
for the local soil and climate conditions, ensuring
a favorable ecological environment for plants to
grow.
Organically combine different forms and types
of plants based on their different botanical and
biological characteristics and the ecological
requirements and create multi-level landscape
ecological communities of trees, shrubs, and
grasses through multi-layer planting and natural
grouping, and other methods.
Adopt urban public green spaces and invest
in the construction of green spaces and the
planting of flowers, trees and other plants to
improve urban natural spaces and protect
animals, plants, and microbial populations living
in the city. In 2023, we adopted a total of 54,300
square meters of green spaces around JD
headquarters, with a greening rate of over 65%.
Measures Adopted to Promote
Biodiversity during Construction
Using a location-based approach, we conduct
due diligence and ecological assessments on the
self-operated developed sites and the vicinity,
investigate the geological, hydrological, climatic
and other natural conditions, and integrate
biodiversity risks into the risk management process
of the entire group.
Analyze key biodiversity elements including animal
and plant habitats, and ecological red lines;
identify key habitats, and evaluate the potential
impact of development behavior on the ecological
habitats, examining water source protection
areas, soil environment, endangered animals and
plants, and other ecological indicators. Based on
the evaluation results, timely improve and adjust
the plans and develop biodiversity conservation
measures to ensure sustainable development.
Hire a professional consulting company to
prepare a soil and water conservation plan
report, based on which we carry out monitoring
to prevent soil erosion caused by development
activities.
Green Construction
Through ecological planning and design, imitate
natural hydrological cycles, construct depressed
green and rain gardens, and increase urban
ecological patches, to provide a wider range of
habitats for living things.
Implement green roof. For example, green the
energy and environmental roof of JD Partner
Building and the roofs of other structures, to
reduce rainwater loss and improve the micro
environment of the roof.
Choose drought and flood resistant species
to ensure healthy growth of plants during the
rainy season and at normal times, and achieve
the rainwater detention, retention and storage
capacity of a "sponge city."
Construct pervious pavements for sidewalks,
function spaces, and parking lots above
ground within the sites to reduce surface runoff
during rainfall.
JD.com upholds strict adherence to the laws and regulations,
particularly the Forest Law of the People's Republic of
China, concerning forest ecological protection. The
Group enforces stringent forest protection policies
across all its business operations, prohibiting any form of
deforestation to maintain the integrity and sustainability
of forest resources. In terms of our logistics packaging
materials and office paper, we continued to use office
paper certified by the Forest Stewardship Council (FSC)
to reinforce our efforts towards forest protection and
to mitigate the risks of deforestation. In 2023, JD.com's
development of construction land did not have any
negative impact on the original trees or surrounding
forests of the plots.
In August 2023, JD Logistics jointly launched the "Panda Backyard Program" with JD Foundation, The Amity Foundation, and Qingye Ecology. This program aims to
raise ambient temperature control equipment, equipment and materials required for cleaning and epidemic prevention and disinfection for the giant panda rescue
base, to assist the park in efficiently carrying out inspection management and material transportation, and to provide support for scientific research activities
such as wildlife investigation and monitoring within the park and in surrounding mountainous areas. We have delivered the first batch of ice cubes and fruits to the
base to alleviate the discomfort caused by the heat and enhance the capabilities of the base to provide medical assistance. In addition, JDL Express has launched
supporting public welfare activities to encourage public participation, allowing consumers to contribute to the protection of the giant pandas in their daily lives.
JD Logistics Launched the "Panda Backyard Program"
45
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Approach
Leads to Shared
Development Outcomes
03
JD.com actively embodies the principle of "boosting the real economy
by leveraging JD's identity as a real economy enterprise" by integrating
digital intelligence with the real economy. We have created a strong
employment model for physical businesses that values both scale
and quality, enabling our staff to evolve from mere jobholders to
passionate professionals. Moreover, we utilize our comprehensive
end-to-end supply chain capabilities to offer digital logistics solutions,
driving innovation and sustainability across industries and among our
business partners.
46
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
As a new type of real economy-based enterprise,
JD.com relies on digital intelligence-based social supply
chain infrastructure to upgrade offline physical business
forms. We offer technology and services to brand
manufacturers, offline stores, micro, small and medium-
sized enterprises, as well as new farmers. Our aim is to
constantly create new growth opportunities for them,
fostering the advancement of real economy-based
sectors, and enhance our societal impact by maximizing
our contributions.
JD.com continues to promote more stable and larger-
scale high-quality employment. We provide competitive
compensation packages, rapid growth paths, and vast
development opportunities for college graduates. We have
also created dedicated growth programs for interns. By
university-enterprise cooperation, we have collaborated
with educational institutions, including universities and
vocational colleges to create a benchmark for industry-
education integration. We carry out vocational skills
training to bridge the digital talent gap and create more
employment opportunities for skilled individuals.
By utilizing our digital intelligence-based supply chain
capabilities, we support new farmers in improving
quality and increasing income, while helping to create
more employment opportunities for local households
in their respective regions. Over the past three years,
JD.com has continuously driven the industrialization,
branding, and digitalization of agricultural products
across various regions through the rural revitalization
"Benfu Plan," also known as the "Prosperous Villages
Initiative." Our supply chain has driven the upstream and
downstream industries to achieve stable employment
and high-quality employment across the industry.
During the reporting period, JD.com launched the
"Spring Dawn Plan" for all merchants, introducing
a rapid natural person registration channel, and
a "zero-cost trial operation" initiative. Focusing on
new and high-quality merchants, JD.com upgraded
the traffic ecosystem. We empowered merchants to
reduce costs and boost efficiency with our whole-
scene and whole-chain service capabilities.
More Traffic
Support with tens of billions of traffic
Double traffic incentive for new merchants
Reward in advertising funds
Free "New Store Welcome Kit"
Full display of high-star stores on the search page
"Dark Horse Merchant Growth Competition"
Faster Operation
1-minute registration at fastest
70% reduction in qualification materials
Improve product launch efficiency by 30%
Growth tool empowerment
Better Service
Product source recommendation
Official merchant community guidance
Comprehensive JD Logistics and third-party
logistics services
Enjoy corresponding interest-free purchases for
new customers based on merchant categories
More Cost-effective
"Zero-cost Trial Operation" without an
expiration date
Technical service fee rate 0%
Tiered margin standards
Join the "Factory Store" for free
Free access to intelligent customer service
Monthly service subscription card
Human Orientation
The success of a business is rooted in the foundation
of its human resources. JD.com understands that
its employees are pivotal to driving innovation and
growth. We fully respect and safeguard the legal
rights and interests of our employees. We have
established a fair, transparent, and competitive
compensation and incentive system. Our ongoing
efforts continuously improve our training and
promotion processes, and foster a diverse, equal,
safe, and healthy workplace. At the same time, we
provide diversified employment opportunities and
strive to cultivate a thriving talent ecosystem to
create maximum social value.
Quality Employment Promotion
"Spring Dawn Plan" Measures to Assist Merchants in Upgrading
over 360,000
Number of JD.com’s frontline employees
80%
Proportion of frontline employees
coming from rural areas
47
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
JD.com's "National Advanced
Collective in Building Harmonious
Labor Relations" Plaque
During the reporting period, JD Logistics officially launched the "10,000-Person Recruitment Plan," focusing on supply chain, operations, management, and
sales. Through recruitment programs like "Boss Recruitment Drive" and "Youth Cadre Class," JD Logistics has recruited over 20,000 new employees by the first
half of 2024. This plan will prioritize the recruitment of grassroots managers, reserve management talents, and frontline operators, enhancing the professional
capabilities of JD Logistics' talent pool. Additionally, it will promote high-quality employment for its employees in compensation, talent development, and welfare
benefits.
In promoting youth employment, JD Logistics has recruited tens of thousands of college graduates through its "Rising Star" program. Combined with the newly
launched "Youth Cadre Class" recruitment initiative, it has further provided more local job opportunities for job seekers and promoted logistics openness and
regional business development. In 2023, the maximum year-end bonus for frontline Boss-level employees at JD Logistics reached 23 times their basic salary,
and the average compensation of frontline employees across various teams doubled.
At the first national conference for recognizing and exchanging experiences on advanced collectives and
individuals in building harmonious labor relations, JD.com was distinguished as the sole recipient of "National
Advanced Collective in Building Harmonious Labor Relations" within the industry. This recognition celebrates
JD.com's exceptional efforts in fostering positive labor relations, enhancing employment quality, and meeting its
social responsibilities. Its accomplishments have earned national acclaim and endorsements.
At the same time, as the only corporate representative invited to speak at the conference, the responsible
person from JD.com shared the relevant practices and experiences, working together with all sectors of society to
advance the quality of harmonious labor relations.
JD Logistics Launches a "10,000-Person Recruitment Plan"
JD.com Wins the Title of "National Advanced Collective in Building Harmonious Labor Relations"
48
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
JD.com adheres to principles of openness, equity, and diversity in its hiring practices, explicitly outlines standards
of employee conduct and strictly prohibiting any discrimination, harassment, or inappropriate behavior based on
gender, age, ethnicity, region, religion, physical condition, etc. We regularly monitor and evaluate the gender pay gap,
implement the principle of equal pay for equal work, and collaborate with employees to foster a positive, harmonious,
and enjoyable work environment.
JD.com has established dedicated channels such as the 400-customer service hotline and [email protected] to receive
complaints and reports of workplace harassment. We have clear guidelines for handling workplace harassment,
including principles, timeframes, responsibilities, and procedures. Depending on the severity of an incident, we impose
varying disciplinary measures. Additionally, those who abuse the complaint channels, falsely accuse or trap others,
or fail to actively handle sexual harassment cases will also be seriously dealt with. We are committed to building a
diverse workplace culture and regularly conduct training related to anti-sexual harassment, including behaviors and
manifestations of sexual harassment, guidelines and initiatives for responding to sexual harassment in the workplace.
In 2023, all employees of JD.com have received this kind of training.
1 Women at Work: Chinese Companies Taking on Gender Equality | UN Global Compact.
2
The data is from non-frontline employees directly managed by JD.com (excluding Deppon, Kuayue-Express and Five
Star). The data reflects the difference between the mean or median pay or bonus of all male employees and all female
employees within the scope.
JD.com's Diverse Employee Composition
JD.com Promotes Gender Pay Equality
2
Diversity, Equity and Inclusion
JD.com's gender equality initiatives and practices were
proudly included in the United Nations Global Compact
(UNGC) report titled Women at Work: Chinese Companies
Taking on Gender Equality | UN Global Compact
1. As the
first UNGC report focusing on the practices of Chinese
companies in promoting gender equality, it features
case studies and stories of female employees from eight
Chinese companies. The report highlights three key areas
including equal workplace opportunities, safe and healthy
working environments, and family-friendly workplaces. It
offers valuable practical references for Chinese and global
companies and provides a feasible roadmap for businesses
to support gender equality.
JD.com's Gender Equality Case Study Included in the Case
Set of the United Nations Global Compact (UNGC)
JD.com's Case Study Included in the
Special Report by the UNGC
Employees Participate in Yoga Classes
Mean gender pay
gap in percentage
Number of employees with disabilities
Number of minorities employees
Share of women in total workforce
13.9%
2.3%
10.8%
-0.2%
Median gender pay
gap in percentage
Mean gender bonus
gap in percentage
Median gender bonus
gap in percentage
4,067
32,888
21.0%
49
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
JD.com has established a compensation structure that combines fixed salaries with short-, medium, and long-term
incentives, aligning with industry trends and market conditions. We continuously optimize our compensation and incentive
system to ensure both internal fairness and external competitiveness. To implement our "contributor-oriented" incentives,
we consider various aspects of employee performance, such as job roles, professional skills, and business conduct
compliance, and have implemented a performance-based variable compensation mechanism for all employees.
We have established a multi-dimensional performance evaluation mechanism to undertake strategies upward
and implement performance goals downward. By combining qualitative and quantitative assessment methods,
we set evaluation cycles of monthly, quarterly, semi-annual, and annual reviews based on job nature, and
coordinate the assessment of individual employee and team performance. Managers shall maintain close
communication and collaboration with employees to provide them with precise guidance and support, thereby
ensuring the efficiency and scientificity of organizational performance management.
Adhering to the management philosophy of "long-termism" and "openness and fluidity," JD.com establishes a
career development path of vertical promotion and horizontal professional expansion and constructs a talent
team with a reasonable hierarchical structure. For vertical talent development, JD.com has established an
open and transparent promotion mechanism, taking "value contribution" as the core requirement and "ability
improvement" as the necessary conditions. We regularly carry out employee promotion activities every year,
attracting employees to take root in their professions, create value, and develop their abilities. For horizontal
talent expansion, JD.com emphasizes and fosters the broadening of skills across related fields for talents already
established in their primary fields, providing employees with expansive career growth opportunities.
In 2023, we enhanced our employee promotion system to bolster incentives for outstanding performers. During
the nomination phase, we revised the criteria to safeguard the fair progression of young talent and mandated
that managers publicly disclose promotion nominations and their rationale within their departments, ensuring
transparency. In the assessment phase, the Human Resources team assumes an impartial role, advocating for team
development and cultural stewardship in managerial promotion reviews. In the promotion announcement phase, we
standardized complaint channels and handling procedures, implementing multiple measures to protect employees'
rights. To guide employee growth and development more scientifically and reasonably, we have also continued to
refine our 360 questionnaires, enhancing their accuracy in reflecting employees' abilities, potential, and development
needs through improvements in questionnaire structure, summary reports, and empowerment materials.
JD.com prioritizes the comprehensive development of its employees as a key organizational strategy. By
establishing a holistic and multi-dimensional development path and training system, we promote a deep
integration of individual career growth with our strategic objectives. This approach empowers our employees to
realize their self-value, while injecting a constant flow of power for the Group's long-term development.
To ensure that employees' wages adequately meet their basic living needs such as food and clothing, we focus on
the overall salary level while assessing the living standards and wage criteria for employees in different regions.
We provide compensation higher than the local minimum wage standard in strict accordance with national laws
and regulations as well as relevant regional regulations.
JD Logistics boasts a large number of logistics staff including delivery couriers and warehouse sorting staff, and
their salary level is among the top in the industry. Furthermore, we continuously refine our equity incentive policies
to incentivize key employees. We regularly conduct performance evaluations for employees participating in the
stock ownership plan and incorporate differentiated sustainability indicators based on their job standards. We
offer benefits such as incentive stocks and stock options to eligible employees, sharing our growth and success.
JD.com has achieved the goal of "gradually increasing
the employees' average annual revenue from a
14-month salary to a 16-month salary" by July 1, 2023.
In 2023, the total expenditure of JD.com on human
resources (including its own employees and external
personnel) amounted to RMB 104.7 billion.
Deepening the Talent Development System
JD.com's Performance Evaluation System
Employee Compensation and Incentives
Employee Training and Development
RMB104.7billion
Total expenditure of JD.com on
human resources (including its own
employees and external personnel)
JD.com's customer service has evolved into the largest self-operated customer service team in
the industry. It includes the "Sunshine Angel" team, comprised of nearly a hundred individuals with
disabilities, for whom JD.com has set up special areas such as independent office space, a separate
dining area, caring dormitories, and accessible restrooms. Additionally, we provide regular team-
building activities, psychological counseling sessions, and other tailored benefits for this team.
In addition to providing the "social insurance and housing provident fund" for all employees, JD.com
has also established a multi-dimensional welfare and talent development system. Since February
1, 2024, more than 20,000 frontline customer service employees at JD.com have seen their average
annual salaries increase by over 30%, showing our recognition and encouragement of their hard
work and dedication.
The Average Salary of All Frontline Customer Service Employees at JD.com
Increases by over 30%
Setting Performance
Goals
Performance
Evaluation
Performance Feedback
and Improvement
Application of
Performance Results
50
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
JD.com consistently enhances its employee training system to align with its strategic objectives and the
developmental requirements of its employees. We have created a comprehensive, systematic, and practical
training initiative focusing on general competencies, leadership skills, professional growth, and the cultivation of
the next generation of professionals.
Diversified Talent Training
JD.com Training System
Program
Target Audience and Training Content
Training Courses
General
competen-
cies
For all employees
Enhancing employees' general workplace
literacy in cognition, communication, and
efficiency
JDX series: JDTalk (Perception - Innovation-Change),
JDVoice (Experience - Inheritance - Sharing), JDTech
(Technology - Product - Applied Research)
CareerUp JD.com professionalism series: Reshape
Your Career Mindset with a Canvas, Structured
Thinking, Seven ‘Stars' Linked by a ‘String' -
Systematic Problem solving Mind Training
Leadership
skills
For on-the-job managers and high-potential
management talent
Effectively enhancing managers' coordination
and management abilities, and helping
them grasp our business philosophy and
management methods systematically and
solve complex business and management
issues
Pengyuan Class, Zhiyuan Class, Pinnacle
Program, Pilot, Rising Wave and other
programs
Profession-
al develop-
ment
For all employees
Formulating and developing professional
development training courses by establishing
committees for professional channels of
technology, products and functions
Learning Map
Next gen-
eration of
profession-
als
For fresh graduates from campus
recruitment
Assisting fresh graduates in quickly
integrating into us and transitioning from
a campus to a professional setting
"Say Hello to JD.com - JD.com's New Employee
Onboarding Training" Star Class
Group Photo of "Pengyuan Class" Training
Group Photo of General Competencies Training
For newly promoted or transferred executives at the director level, JD.com regularly launches the
"Pengyuan Class" for training on leadership skills annually.
The "Pengyuan Class" training program integrates online learning, face-to-face intensive sessions, case
studies, and hot topic discussions to deliver a multifaceted training approach. It concentrates on JD.com's
managerial culture, team development, and performance-driven leadership. The program aims to bolster
managers' work ethos, leadership skills, and self-efficacy, aiding them in quickly adapting to their new roles
and excelling in their positions. In 2023, JD.com organized four sessions of the "Pengyuan Class" training,
assisting nearly 400 managers in gaining a comprehensive understanding of leadership skills.
JD.com’s professional literacy series training is a
specialized talent development program aimed
at young talents and it is divided into cognitive
breakthrough, communication and expression,
and efficient work, providing young talents
with a systematic and comprehensive learning
path. In 2023, 19 professional literacy training
sessions were held at JD.com headquarters,
as well as in Nanjing, Suqian, and Southwest
offices, accumulating 30 courses. The training
program covered 1,293 key employees from
JDSTAR, JD Logistics Rising Star, and Customer
Service Future Star.
"Pengyuan Class" - Training on Leadership Skills
"General Competencies" - Professional Literacy Series Training
JD.com's CEO is Delivering Lectures to
the Participants of the "Pengyuan Class"
51
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
During the reporting period
As of the end of the reporting period
Since 2014, we have offered all employees
(including full-time, part-time, and contractor
employees) the opportunity for continuing
education through programs such as "I'm
Attending College at JD.com" and "I'm
Pursuing a Master's Degree at JD.com," and
have provided a support policy of interest-
free loans for continuing education to
assist employees in furthering their studies.
By the end of the reporting period, nearly
5,000 employees of JD.com had enrolled in
these programs, and more than 2,000 had
obtained academic certificates.
JD.com adheres to the philosophy of "placing the well-being of employees
ahead of the interests of the enterprise," prioritizing employee development
over business success. We strive to protect the legitimate rights and interests
of our employees, establish an equal and smooth communication mechanism,
create a multi-scenario welfare system for employee care, and enhance
employees' happiness and sense of belonging in all aspects.
In our internal policies such as the JD.com Human Rights Policy, we explicitly outline
standards for employee recruitment and employment, firmly opposing and
prohibiting any child labor and forced labor. We also mandate that our suppliers
and partners comply with relevant laws, regulations, and clauses regarding the
rights and interests of employees. Throughout the recruitment and hiring process,
we strictly verify the authenticity and validity of potential employees' information,
ensuring that they are at least 16 years old and meet the employment conditions,
such as the requirements of the Sunlight Integrity Alliance list. Should any violation
of these standards be detected, JD.com will promptly launch an investigation,
enact corrective actions, and handle the matter with the utmost seriousness in line
with legal regulations and related policies. As of the end of the reporting period,
JD.com had no incidents of employment discrimination, child labor, or forced labor.
We have actively drafted and championed the signing of the JD.com Collective
Agreement, upholding the principles of freedom of association and the right to
collective bargaining for our employees. Annually, we stage Staff Representative
Meetings to guarantee that our employees are granted their democratic
entitlements, including the rights to information, participation, expression, and
oversight, as mandated by law. Throughout 2023, we conducted six of these
meetings, resulting in the endorsement of seven policy documents impacting the
entire workforce, as well as the approval of three critical issues. In conjunction
with our administrative department, the trade union organized three rounds of
Employee Service Opinion Communication Sessions, ensuring that employees
were consulted in advance and that staff representatives had ample opportunity
to engage in discussions concerning rules, regulations, and significant matters that
affect employee rights.
In addition, we have implemented human rights due diligence across the entire Group to identify
potential human rights risks in our operations and business-related activities. We conduct in-depth
evaluations of the nature and severity of these risks and formulate specific risk mitigation and
remediation measures, ensuring a prompt and efficient response to any human rights concerns
that may arise. During the reporting period, JD.com carried out human rights due diligence for
all employees, protecting employees’ rights of equal remuneration, freedom of association and
etc., reviewing and preventing risks and issues related to child labor, forced labor, harassment
and discrimination, unequal pay, and other aspects. We took remedial actions against individuals
confirmed to have violated relevant requirements, including but not limited to requiring apologies,
demotions, dismissals, cancellation of granted equity and restricted stock, etc. Instances suspected of
constituting illegal or criminal activity were referred to the appropriate legal authorities while providing
humanistic care and psychological assistance to victims to help ease their distress and suffering.
JD.com's Human Rights Due Diligence Framework
1 The data excludes Deppon and Kuayue-Express.
Protection of Employees' Rights and Interests
100%
JD.com’s Trade Union
Committee members
15
Chairperson
1
Vice-chairpersons
3
Average training time per employee was
40.7hours
Total hours of employee training were
20,971,781.7
Amount invested in talent development
training per employee was
RMB118.1
Employee Rights and Care
JD.com’s collective contract
coverage rate
100%
1
JD.com's Degree Certification Program
JD.com has collaborated with the Open University of China
and Beijing Foreign Studies University for university-enterprise
cooperation. Employees who meet the universities' requirements
can apply to participate in programs such as upgrading from an
associate's degree to a bachelor's degree through this program.
JD.com has collaborated with the Renmin Business School
for university-enterprise cooperation. Those eligible
employees with equivalent academic competence can
apply to enroll in the part-time master's degree courses
through this program.
I'm Attending College at JD.com
I'm Pursuing a Master's Degree at JD.com
Policies and
commitment statements
for the protection of
human rights
Producing human rights due
diligence reports
Implementing mitigation and
remediation measures and regularly
reviewing key human rights issues
Identifying potential
human rights issues in
the value chain
Assessing the
impact of risks
of employees were trained
52
2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
JD.com is committed to enhancing the benefits system based on the universality of all employees, oriented to
tilt scarce resources to core talents and improve the benefits of frontline employees. In addition to providing all
employees with statutory benefits such as social insurance and housing provident fund, we have also established
a multi-scenario employee welfare system that includes commercial insurance and annual health check-ups.
In alignment with legal requirements and job realities, we provide a comprehensive suite of welfare leave benefits, including
statutory holidays, sick leave, annual leave, marital leave, bereavement leave, maternity leave, paternity leave, lactation
leave, prenatal check-up leave, and leave for work-related injuries. Employees with children can also enjoy paid leave for
events such as parent-teacher meetings. Furthermore, we arrange flexible working hours for some employees according
to the characteristics of their positions, and arrange for employees to work from home when necessary, providing a flexible
and humane working model.
Satisfaction Evaluation Criteria of Different Position Sequences in JD.com
Employee Benefits and Care
JD.com Employee Benefits System of "Three Pillars and Multiple Scenarios"
JD.com Employee Benefits System
Build a "Three Pillars" approach and offer diverse employee benefits tailored to "Multiple Scenarios," which prioritizes not
just employees' physical and mental wellbeing, but also professional development and family satisfaction.
Employee benefit policies are based on the universality of all employees , oriented to tilt scarce resources to core talents and
improve the benefits of frontline employees.
An Integrated Benefit Platform
An integrated tool for managing benefits systematically provides one-stop services, such as benefits distribution, a benefit board,
policy documents and online processing, for employees to process benefit-related affairs.
Physical and mental
health
Mandated Benefits
Supplement Benefits
Featured Benefits
Basic necessities
of life
A happy family
Leave benefits
Policy benefits
Culture care
●
Commercial
insurance
●
Medical check-ups
●
Fitness centers
●
Outdoors fitness
areas
●
Health counseling
room
●
EAP psychological
counseling services
●
Meal subsidies
●
Dinner on
workdays
●
Commuting for
overtime
●
Shuttle buses
●
Welfare housing
●
Welfare coupons
●
JD.com merchant
discounts
●
Housing security
fund
●
Assistance fund
●
Children's
playground
●
Childcare centers
●
Kindergarten
●
Education
●
Annual leave
●
Paid maternity
leave
●
Paid sick leave
●
Half-pay sick leave
●
Other statutory
holidays
●
Seniority reward
●
Reward on values
●
519 Veterans' Day
●
JD.com's family gift
●
Team building
●
New Year in JD.com
●
Social insurance
●
Housing fund
●
Residence permit
●
Overseas
graduates
settlement
●
Graduates
settlement
●
Talent introduction
●
Talent programs
JD.com complies with the local
and national requirements by
providing basic benefits.
JD.com provides supplement
benefits featured by the
Business Group Business Unit
(BGBU).
JD.com provides benefits featured
by and representative of itself.
Multiple Scenarios
Three Pillars
To foster a culture of openness and transparency, JD.com conducts quarterly employee satisfaction surveys
for all staff members. The survey is designed based on the characteristics and requirements of different job
positions, encompassing multiple dimensions such as job satisfaction, recognition of work value, stress levels, and
challenges. This strategy is employed to better understand the voices of employees and thereby improve their
work experience. In 2023, we engaged both office and frontline employees in these surveys
1. The annual survey
results yielded an average score of 4.53, with office employees scoring 4.55 and frontline employees scoring 4.50.
Strategic objectives
Structural
responsibilities
Talent development
System and process
Support and tools
Compensation
incentives
Cultural
atmosphere
Management personnel
Staff dedication
Employee vitality
Work standards
Equipment
environment
Personal
development
Compensation
incentives
Team management
Cultural atmosphere
Staff dedication
Issue Resolution Timeliness of Frontline Employees
Respond within 24 hours
Close the problem-resolution
hoop within 3 working days
Resolve complex incidents
within 7 working days
For JD.com office employees
For frontline logistics employees
(excluding Kuayue-Express, Deppon, and
international logistics)
We encourage employees to actively voice their reasonable demands and suggestions and have established
multi-dimensional communication channels, including a dedicated 400 hotline, [email protected], employee forums,
and Staff Representative Meetings. We categorize and prioritize employee feedback based on the nature and
urgency of the issues and have implemented a tiered system of problem-solving solutions and processes. We
also implement practical and efficient improvement actions to ensure that every piece of feedback has a clear
action plan and prompt response. Additionally, for our overseas employees, we have set up dedicated email
addresses—[email protected] and [email protected]—to collect their opinions, which are then followed up on
and addressed by JD.com or the local Human Resources Department.
Employee Communication Mechanism
1 A 5-point rating scale has been adopted in the employee satisfaction survey of JD.com, with 5 indicating the highest score.
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
We are dedicated to safeguarding the rights and well-being of female employees, offering specialized amenities
such as mother and baby rooms, distinct employee identification, and dedicated parking spots. Adhering to national
and local legal requirements, we ensure that employees on maternity leave receive a minimum of 158 days of leave,
with appropriate salary and benefits during the period of maternity leave. Fathers are eligible for at least 10-30
days of paternity leave, supported by appropriate documentation. Employees with childcare duties have 5-10 days
of parenting leave each year. For couples who are both JD.com employees, the parenting leave can be transferred
between them, allowing for adequate time to recuperate and enjoy precious family moments.
JD.com's Family Gift
By the end of the reporting period, JD.com has teamed
up with numerous museums to produce over 5 million
"JD.com's Family Gifts." These gifts convey enduring
companionship while actively championing traditional
Chinese culture. The JD.com 2024 Spring Festival Family
Gifts are 100% supported by JD.com's robust supply
chain, covering every stage from design, product
selection, and production to distribution, ensuring that
the gifts and blessings reach every JD.com employee.
JD.com's Benefit System for Female Employees
The Frontline Employee Day
On April 8, 2023, JD.com commemorated its eighth annual
"Frontline Employee Day." Frontline in warehousing,
logistics, customer service, after-sales and other
frontline employees, JD.com provides industry-leading
compensation packages to these employees, with
over 60% securing stable employment in their local
communities. Through the "I'm Attending College at
JD.com" program, approximately 5,000 employees
have had the opportunity to pursue higher education,
while 22,000 have earned professional courier skill
certification. These achievements exemplify a high-quality
development from mere employment to a culture of
professional dedication and professional fulfillment.
JD.com is dedicated to fostering prosperity among its
frontline employees by generating ample opportunities
for success and nurturing a versatile and inclusive
atmosphere for their professional growth. While
enhancing the sense of honor and fulfillment for all
frontline employees, we also use this as a call to action for
society to show more respect and support for grassroots
employees.
Employee Care Activities under Multiple Scenarios
Annual medical checkups, tailored to age, marital status, etc., for female employees
Additional commercial maternity insurance up to RMB 5,000
Baby-care facilities with private rooms equipped with sofas, refrigerators, lockers and other facilities
Childcare center and children's playground at JD.com headquarters
Pregnant employees enjoy rights such as priority queuing and parking
Various convenient services and facilities, such as hair dryers, sanitary napkins, and special seats for
pregnant women on shuttle buses
JD.com's Workplace Environment
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
Housing Security Fund
As of the end of the reporting period, 77% of the applicants for JD.com's housing security fund are frontline
employees, marking a notable rise from previous figures.
JD.com Love Assistance Fund
JD.com Love Assistance Fund was established in 2010, specializing in relieving the urgent needs
of employees in the event of sudden accidents or illnesses, and has accumulated an investment
of more than RMB 110 million. JD.com is committed to growing its "Child Support" program, which
is one pillar of the JD.com Love Assistance Fund and offers financial aid for the education of
employees' children who have lost their parents due to illness or accidents. This support continues
until the children complete their university studies. By the end of the reporting period, this initiative
has supported 57 families, with 82 children benefiting from the compassionate assistance fund.
New Year in JD.com
In the Spring Festival of 2024, JD Logistics carried out the "Spring
Festival Delivery" project for the 12th consecutive year. JD Logistics
continues to provide the workers with allowances and benefits
valued over RMB 500 million through a series of welfare projects
such as "New Year in JD.com," higher than the national legal criteria,
including legal overtime pay, subsidy for children's Spring Festival
reunion and Spring Festival red envelopes. In addition, JD Logistics
carefully arranges the Spring Festival atmosphere and holds a
series of cultural care activities, such as distributing traditional
couplets, making dumplings, hosting reunion dinners, and giving
gift packages, so that employees can feel the warmth of "home"
even if they are away during the holidays.
JD.com is committed to fostering a healthy work-life balance for its employees by organizing a range of sports
events and activities to enrich the recreational life of employees. We have established 11 employee clubs with
tens of thousands of employees participating since their inception to accommodate a wide array of interests.
During the reporting period, JD.com hosted a variety of events, including basketball, badminton, and soccer
tournaments, aiming to enhance employees' personal lives, facilitate interactions among colleagues, and boost
team unity and employee engagement.
In 2023, JD.com orchestrated a series of spring and autumn cultural and recreational events, offering over
500,000 employees a platform to showcase their talents and unwind. In the spring season, we featured a
group-wide photography competition, which identified 50 exceptional entries for cultural dissemination,
capturing cherished moments of JD.com employees. In the autumn, JD.com celebrated a robust sports
season, hosting a total of 134 competitive events, including 15 basketball matches, 93 badminton matches,
2 swimming events, and 24 chess and card games, engaging the participation of 2,441 employees.
Organizing Cultural and Entertainment Activities for Employees
JD Logistics' Spring Festival Care
Event Site
Group Photo of JD.com's Cultural and Entertainment Activities
As a leading-edge new type of real economy-based enterprise, JD.com has extensive experience in
integrating digital technology with the real economy, always intertwining its development with the
growth of its employees.
JD.com Youth City
In May 2023, the "JD.com Youth City" project was officially launched, with total investment expected
to exceed RMB 6 billion. The project will provide nearly 4,000 fully furnished employee apartments,
ready for immediate occupation. The complex will include amenities such as a kindergarten, cinema,
basketball gym, swimming pool, and commercial street, covering a gross floor area of over 300,000
square meters, creating a vibrant living and working community for employees.
Empowering Employees to Enjoy a Fulfilling Career and a Stable Livelihood
Panoramic Rendering of JD.com Youth City
Panoramic Rendering of the Kindergarten of
JD.com Youth City
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
To enhance employee awareness and emergency
preparedness regarding OHS, JD.com has put in place a
comprehensive holistic strategy. For personal protection,
we issue high-visibility, reflective uniforms to our frontline
employees and provide job-specific personal protective
equipment. To safeguard production equipment, we
outfit work areas with protective gear, safety signage,
and outfit machinery with guards and anti-injury
devices. We foster a culture of safety through diverse
health and safety promotion activities, including "Safety
and Health Cup" competitions and "Safety Production
Month" events, along with regular training and drills. Our
comprehensive approach extends to regular health
and safety training and assessments for all positions.
In 2023, JD.com ensured that all its employees received
the OHS training, including those from outsourcing
partners.
By the end of the reporting period, JD Retail and JD
Industrials obtained the ISO 45001 Occupational
Health and Safety Management System Certification.
JD Retail's Occupational Health and Safety Management
System Certification
OHS Training Cases of JD.com in 2023 (Partial)
Training Type
Training Content
First Aid Training for
Employees
Training on CPR and AED equipment application
Psychology Health
Training on anxiety alleviation and the top ten tips for psychology health by
professional psychologists
Safe Production
Professional lectures on fire safety knowledge
Emergency response and evacuation drills for fires/earthquakes
Firefighting safety skills competition
Safety knowledge contest
Job Safety
Improve the safety mindset of terminal distribution staff and emphasize common
concerns for secure driving practices
Standard safety operating procedures and safe operation of equipment within
the warehouse
Safety precautions for working at heights on steel structures, the proper use of
electricity on construction sites, the safe hoisting of steel components and other
construction projects safety
JD.com adheres stringently to domestic and international
occupational health and safety standards and
regulations. We regularly review and optimize our
internal policies, drawing on recommendations from
employee representatives and real-world insights. The
health and safety of every employee are paramount in
our production and operational practices. We enforce
compliance with occupational health and safety laws and
norms among our suppliers and partners and integrate
these standards into our procurement and contractual
processes, thereby providing our employees with robust
safety protections.
We have established an Occupational Health and
Safety (OHS) Committee as the highest governing body
for OHS, chaired by the Chief Human Resources Officer
(CHO), with the CEOs of each business unit serving as
key committee members. To ensure comprehensive
oversight, we have established specialized OHS working
groups and execution teams within each unit, creating a
tiered structure for effective management of health and
safety concerns. The OHS Committee coordinates and
makes decisions on OHS strategic planning, approving
and promoting the development, implementation,
and changes of OHS policies. It is also tasked with
constructing and reinforcing OHS risk management
mechanisms, ensuring effective supervision and
Occupational Health and Safety
execution of OHS management activities, and
regularly reporting to the Board of Directors on the
advancements and achievements in OHS management.
We are dedicated to enhancing our OHS management
system and pursuing certifications for our various
business lines, clearly defining the responsibilities for
work safety within each line. The OHS Committee guides
each line to establish quantifiable health and safety
targets, and periodically reviews and evaluates the
progress of these targets, which are also integrated
into the performance metrics of our management team
to guarantee their diligent execution and achievement.
To enhance our response capability for emergencies,
we established a special emergency rescue team that
designs comprehensive and specific plans for different
safety scenarios. These plans ensure that every staff
member understands their tasks and the proper
procedures to follow in an emergency. Moreover, we
regularly identify and inspect potential safety risks
in line with our operational realities, assessing their
degree of impact on safety issues and categorizing
them into different grades, in order to develop targeted
preventive and control measures and solutions. In 2023,
our internal safety audit revealed no safety incidents
within the Group.
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
We also attach great importance to the food health of our
employees through a collaborative effort with restaurant
suppliers and the COFCO Nutrition and Health Research
Institute. Together, we have developed healthy and
nutritious meal options, offering over 200 kinds of iodine-
free, low-fat, low-sodium, and high-fiber meals to meet
employees' demands for healthy diet. To ensure our food
safety measures are up to international standards, we
have implemented the SGS-HM
1 certification program, a
globally respected food safety accreditation. This initiative
has raised our food safety management standards,
with comprehensive on-site audits and sample checks
covering 10 key kitchen modules and 177 clauses. During
the reporting period, JD.com became the first internet
company to secure the HM certification, and we have
also extended this achievement to nine of our catering
suppliers, marking a significant transition from solely
inspecting final products to monitoring and ensuring
safety throughout the entire food preparation process.
In addition, while fully protecting employee privacy, JD.com has partnered with external professional third-party companies
to launch an Employee Assistance Program (EAP) for employee welfare. All current employees can make appointments
through the "JD ME" app to receive systematic and long-term psychological counseling services upon psychological
assessments and advice from professionals. In 2023, we enhanced our psychological health support systems by
implementing upgrades, broadening our resource pool, and hosting various events, all aimed at delivering a diverse array
of psychological counseling and wellness programs that cater to unique needs and experiences of our employees.
1 The full name is Societe Generale de Surveillance-Hygiene Monitored Program, which is the food safety, health management, supervision and certification program promoted by SGS globally.
JD.com's SGS-HM Certificates (Partial)
JD.com's Psychological Health Operation Optimization Dimensions
Upgrade and iterate operational mechanisms
Upgrade and remodel the EAP psychological counseling room
Upgrade the privacy protection system
In 2023, JD.com initiated a comprehensive first aid training initiative for core workplace staff. We
invited Red Cross experts to deepen employees' comprehension of emergency response and
strengthen their capacity to manage crises effectively through theoretical education with practical
operation. Every JD.com employee who engaged in this training successfully concluded the curriculum,
earning Red Cross-certified first aid proficiency certificates.
JD.com's First Aid Proficiency Certificate Training
First Aid Proficiency Training by the Red Cross
Optimize and transform from system processes to service integration to enhance service efficiency and
employee experience
Enhance the employee experience by improving the environmental atmosphere to provide a more
comfortable and serene counseling space for employees
Establish a groundbreaking confidential case management mechanism to forestall potential risk
incidents effectively through advanced interventions
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
JD.com has established clear environmental, social, and
governance (ESG) requirements for suppliers. We thoroughly
assess suppliers' performance in environmental protection,
labor management, and raw material traceability during their
production and operations. By identifying and preventing
potential sustainability risks within the supply chain, we aim to
achieve green and responsible procurement while enhancing
supply chain resilience. Starting from 2024, JD.com has included
ESG clauses in its supplier contracts, requiring suppliers to make
commitments on ESG-related requirements and strictly comply
with the JD Group Supplier Code of Conduct.
1 PBAT (Polybutylene Adipate Terephthalate) is developed to address the environmental pollution caused by traditional plastics. PBAT is a highly biodegradable material that easily decomposes with the assistance of natural microorganisms and bacteria.
2 PLA (Polylactic Acid) is a food-grade biodegradable material made from natural plant sources such as corn starch through fermentation and polymerization. In recent years, with the increasing awareness of environmental protection and sustainable
development concepts, PLA has become a highly regarded alternative to conventional plastics.
3 BOPLA is an environmentally friendly, bio-based, and biodegradable material made from polylactic acid (PLA). It is a novel bio-based, biodegradable film material achieved through material and process innovation using biaxial stretching technology.
Under the guidance of China's environmental policies, JD.com
has formulated the Green Procurement Management. This
policy mandates green procurement principles and promotes
environmental awareness, encouraging suppliers to transition
towards greener practices. In collaboration with partners, we
aim to build a green supply chain. Moreover, we are phasing
out traditional logistics packaging materials and plan to use
recyclable materials throughout the entire supply chain in the
future.
Environmental Protection
A Sustainable Supply Chain
JD.com positions itself as a "supply chain-based
technology and service provider," focusing on the
sustainable development of the supply chain. We
implement a technology-first strategy, and strengthen
the business advantage of self-operated logistics, as
part of the efforts to drive mutual benefits across the
entire supply chain. By setting regulations, guiding
values, and innovating technologies, we aim to achieve
energy-saving and emission reduction goals and help
suppliers improve their risk management capabilities,
thereby creating a sustainable ecosystem where we
partner with the supply chain to flourish together.
Responsible Procurement
Under the guidance of China's plastic restriction order and postal express packaging management
requirements, JD.com communicated with suppliers and invited multiple external upstream raw
material suppliers of PBAT
1 and PLA,
2 as well as leading manufacturers in the industry, to participate
in technical exchanges and research on logistics packaging planning. Through these efforts, JD.com
successfully developed degradable waterproof bags and degradable vest bags to serve various
application scenarios. Additionally, JD.com also invited suppliers to provide design proposals and
samples for products made from BOPLA,
3 including degradable tape, nano stretch film, and recyclable
packaging (new insulated boxes). These products underwent small-scale testing and application.
JD.com has also comprehensively promoted and provided environmentally friendly packaging materials
to its subsidiaries. Both 7FRESH and Dada have widely adopted degradable vest bags, contributing to
environmental protection.
JD.com Promotes Degradable Packaging Materials
We require suppliers to comply with the Labor Law of
the People's Republic of China and other relevant laws
and regulations, with zero tolerance for malpractices
such as child labor and forced labor. Suppliers found
to be in serious violation are immediately blacklisted
and will never be contracted again.
We review suppliers' occupational health and safety
management systems, requiring them to fulfill their
corresponding responsibilities. We prioritize suppliers
with occupational health and safety certifications in our
evaluations of major partners. For key categories, we
require suppliers to establish sound safety responsibility
systems and safety regulations, implement appropriate
safety measures, improve safety conditions, and
develop robust risk prevention mechanisms to ensure
safe production.
Packaging consumables (including cardboard boxes,
waterproof bags, etc.) used by JD.com during operations
are mainly composed of sustainably harvested raw paper
and polyethylene plastic particles. Manufacturers of raw
materials strictly comply with national environmental
protection-related laws, regulations, and standards, and
have passed our comprehensive supply chain audits.
In addition, our supplier partners have established
rigorous inspection processes to ensure that all raw
materials entering the production line meet the Group's
standards, thereby guaranteeing the superior quality and
environmental compliance of the final products.
Labor Standards
Health and Safety
Raw Material Traceability
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
JD.com drives supply chain development, enhances
supplier R&D efficiency, reduces channel costs, and
shares profits with partners. This approach rationalizes
resource allocation, accelerates innovation, and
optimizes profit margins across the entire industrial
chain and supply chain. By the fourth quarter of 2023,
the inventory turnover of JD.com's self-operated
products had reached 30.3 days, placing the Group at
the forefront globally.
Leveraging supply chain advantages, JD.com focuses
on expanding smart supply chain service capabilities,
integrating internal and external ecosystem resources
and capabilities, and collaborating with upstream
and downstream partners to build an ecosystem for
the entire industrial chain, achieving shared prosperity
and connectivity.
At the "Embrace the New, Create the Future - JD Jing Zao 5
th Anniversary and JD Private Brand
Partner Conference" held in March 2023, JD.com launched the "New Lighthouse Program." This
initiative aimed to collaborate with partners to create benchmark products and establish the "Top
100 Quality Manufacturing Factories" by focusing on user needs, potential markets, and design
aesthetics.
As part of JD.com's fully intelligent supply chain for industrial products, the "Bu Dao" (a digital
collaboration platform for suppliers) connects manufacturers, distributors, and agents, establishing
an integrated supply network that promotes efficient collaboration of social resources. Since its
launch, "Bu Dao" has rapidly garnered attention from various industrial product brands and channels.
By the end of the reporting period, "Bu Dao" had linked approximately 5,400 warehouses, covering
over 900,000 SKUs, and facilitated industrial product procurement orders totaling over RMB10 billion.
JD.com conducts Science-Based Targets initiative (SBTi) training for suppliers under the theme
"Setting Science-Based Targets, Co-creating a Low-Carbon Supply Chain." This training introduces
suppliers to the processes and methods for setting science-based carbon targets, encouraging
them to actively participate in the sustainable supply chain development of JD.com.
JD.com values the ESG performance of suppliers. To
monitor partners' progress in environmental, social,
and governance (ESG) practices, we distribute ESG
questionnaires to suppliers. These questionnaires
evaluate five key areas: ESG disclosure and awards,
environmental management, employee management,
occupational health and safety, and business ethics.
We also assess the substantive ESG work carried out
by suppliers. Suppliers who perform exceptionally well
receive additional points in our supplier performance
evaluations, thereby increasing their collaboration
opportunities.
Supplier performance evaluations are based
on a 5-point scale, with a 0.2-point bonus for
the following:
- Official and public commitment to sustainability
initiatives or plans such as the UNGC.
- Publication of corporate social responsibility
(CSR) or ESG reports.
- Completion of on-site corporate social
responsibility audits at least at one facility.
- Receipt of external awards or honors related
to CSR or ESG within the past three years.
We conduct surveys of high-scoring suppliers to gather
best practices and case studies, sharing these insights
with average or low-scoring suppliers. We also closely
monitor improvements in low-scoring suppliers with high
ESG risks. In 2023, we completed the process of "identifying
significant suppliers - distributing questionnaires -
collecting and reviewing ESG questionnaires
1," in which
we distributed 575 questionnaires, and received 461
valid responses, achieving a 74.8% response rate from
significant suppliers.
JD.com is always improving supply chain technology,
to make it smarter and more efficient. This helps to
strengthen the entire industrial and supply chain, creating
an intelligent ecosystem. To lead and empower the
supply chain, we maintain ongoing communication
and collaboration with partners, sharing cutting-
edge technologies and concepts. We aim to create
a responsible supply chain that contributes to high-
quality development and regional coordination in the
real economy. By the end of the fourth quarter of 2023,
JD.com’s supply chain infrastructure assets had amounted
to RMB 153.8 billion, an increase of 16% year-on-year.
1 In 2023, JD.com screened suppliers and distributed questionnaires to those with higher ESG risks to carry out targeted assessments.
Supply Chain Leadership
Supply Chain Empowerment
New Lighthouse Program
Digital Collaboration Platform for Suppliers – Bu Dao
Supplier ESG Empowerment
Supplier ESG Evaluation
Supply Chain Leadership and Empowerment
JD.com conducting Science-Based Targets initiative (SBTi) training for suppliers
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
In September 2023, JD.com conducted online training sessions on sustainable packaging solutions.
The training aimed to help suppliers understand low-carbon trends in logistics packaging and how to
better integrate their products with carbon-neutral packaging. The sessions, covering 197 suppliers,
encouraged suppliers to participate in JD.com's sustainable supply chain initiatives.
Sustainable Packaging Solutions Training
JD.com organizes supplier conferences and training sessions to promote communication and collaboration with
suppliers. These initiatives help suppliers consistently improve their product quality and management standards,
ensuring long-term and mutually beneficial partnerships.
JD.com implements a tiered supplier management system, and establishes an all-stage management mechanism,
including supplier admission, assessment, and exit, to ensure standardized management of suppliers. As of the
end of the reporting period, we had 4,594 suppliers
1.
1
The number of suppliers is based on those registered under the "JD.com" on the Panshi procurement platform and who
were awarded contracts in 2023. The suppliers' locations are determined based on their registered addresses in the
business registration system.
In 2023, JD.com established the Major Incident Operation Support Mechanism and the Promotional Event Support
Manual to standardize product assurance processes and ensure product delivery. These measures stabilized
operations across all categories before, during, and after major promotions, improved the standardization,
planning, and comprehensiveness of procurement, and provided solutions for handling exceptional incidents. This
enabled successful real-time project management, ensuring the smooth fulfillment of key procurement needs and
timely delivery of materials.
Number of Suppliers by Region
Number of Suppliers by Type
Supplier Full Lifecycle Management System
Stage
Content
Supplier
Admission
We screen and shortlist suppliers registered on JD.com's procurement bidding platform
through communication, assessment, sample testing, and on-site inspections.
We set differentiated screening requirements for suppliers in different categories and
verify relevant certifications such as ISO 14001, ISO 45001, and ISO 9001, selecting
compliant suppliers for cooperation.
Supplier
Assessment
We have established the Tripartite Performance Appraisal Procedure, conducting multi-
faceted assessments of product quality and service capabilities for Tier-1 suppliers and
significant suppliers in non-Tier-1 across different categories.
We regularly evaluate suppliers against internationally recognized standards such as ISO
14001, ISO 45001, and ISO 9001. In 2023, we conducted biannual assessments and tiered
management of suppliers, grading them as excellent, good, or unqualified.
Supplier Exit
In 2023, we assessed a total of 2,068 suppliers. As a result, 53 suppliers were blacklisted,
111 were frozen, and 63 were deemed unqualified. Among these, 1,661 Tier-1 suppliers
were assessed, with 1,614 found to be qualified and 47 unqualified.
Based on the evaluation results, we work with unqualified suppliers to identify issues and
implement follow-up improvement measures, fostering a healthy and stable cooperative
relationship. For frozen suppliers, we suspend new business engagements, monitor their
rectification measures, and resume cooperation only after successful implementation and
verification of the measures.
Supplier Management
Chinese
mainland
4,548
4,216
588
378
28
14
32
Tier-1
Suppliers
China's Hong
Kong, Macao,
and Taiwan
Significant
Suppliers in Tier-1
Overseas
Suppliers in
non-Tier-1
Significant
Suppliers in
non-Tier-1
Sustainable Packaging Solutions Training
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
A Pragmatic Path
Promotes
Good Consumption
04
JD.com is dedicated to becoming a valuable, warm, and responsible
enterprise. Our mission is to provide users with comprehensive, high-
quality products and services. We regularly improve our supply chain
infrastructure and digital technology capabilities, ensuring responsible
marketing throughout our operations. Additionally, we use our strengths
to get involved in social welfare activities, contribute to society through
practical efforts, and work with industry partners to create a better life
for consumers.
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com has established an all-encompassing safety
prevention and control system to fully enhance
product quality and safety across all business
sectors. This system integrates comprehensive
quality control, platform governance, online rights
protection, and brand protection, ensuring thorough
coverage of five key areas: intellectual property
protection, food safety, drug safety, quality safety,
and prohibited and restricted goods. We have also
assembled a specialized team focused on quality
and safety to ensure the effective operation of the
system. This team is responsible for both online
protection and offline investigations, creating a full-
chain joint prevention and control mechanism. The
mechanism operates through "pre-identification,
daily prevention and control, and governance and
disposal" to manage risks effectively.
We have developed a comprehensive quality management
system that covers key areas, including platform admission
qualifications, product inspection sampling, counterfeit
accountability, and violation management. This system
enhances e-commerce compliance, controls merchant
qualifications and product quality, and aims to provide a
superior experience for both merchants and consumers.
JD.com actively collaborates with external
organizations to ensure product quality and
safety while strengthening internal governance.
In February 2024, the 2
nd JD.com Product
Safety and Compliance Forum was held in
Beijing. At the forum, representatives from
regulatory agencies, law enforcement, industry
associations, and brand owners shared insights
on joint efforts for product safety. Moreover,
the 2023 JD.com Product Safety Alliance Work
Report was released, which announced the top
ten cases of the JD.com Product Safety Alliance
for 2023.
JD.com Product Safety and Compliance Forum
JD.com held the 2
nd JD.com Product Safety and Compliance Forum
At JD.com, we focus on offering authentic and
top-notch products. We are always enhancing
our product quality control capabilities to
earn trust as the most reliable company for
Chinese consumers. We are dedicated to
the philosophy of "responsible marketing,"
where we prioritize customer satisfaction by
constantly optimizing customer service and
ensuring a pleasant shopping experience.
JD.com has established comprehensive product
quality management systems. By adhering to high
standards, we meticulously control product quality.
This involves conducting thorough reviews of all
products throughout their lifecycle to ensure the
quality and safety of products.
JD.com has developed a series of internal policies
for product quality management, and systematically
carried out various quality management tasks
to ensure product safety. We have established
internal quality control and experience teams, as
well as product compliance teams, responsible for
overseeing and implementing quality-related efforts.
This structure allows us to steadily promote quality
management across various business scenarios.
Product Quality Assurance
Quality Management System
Serving Consumers
Subsidiaries of JD.com: Beijing Jingdong Century
Information & Technologies, Beijing Huaguan
Commercial Technology Development Co.,
Ltd., Shanghai Yuanmai Trading, Guangzhou
Jingdong Trading, Chengdu Jingdong Century
Trading, Xi'an Huaxunde Trading, Shenyang
Jingdong Century Trading and Wuhan Jingdong
Shiji Commerce and Trade;
Subsidiaries of JD Industrials: Beijing Jingdong
Dianjiezhi Technology, Beijing Jingdong Industrial
Products Trading.
Subsidiaries of JD.com: Beijing Jingdong
Century Trading, Beijing Huaguan Commercial
Technology Development Co., Ltd.;
Subsidiaries of JD Retail: nine 7FRESH stores.
ISO 9001 Quality Management System Certification
FSSC 22000 Food Safety System Certification
In 2023, JD.com's progress in ensuring standardized
quality management across various business scenarios
was as follows:
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com is committed to enhancing the quality and efficiency of quality management efforts, consistently
improving every aspect of the process. We ensure thorough oversight of product quality, and provide consumers
with safe, reliable, and worry-free high-quality products through rigorous quality inspections and comprehensive
product recall plans.
JD.com Product Quality Inspection Initiatives in 2023:
In 2023, 7FRESH under JD Retail conducted two nationwide product recall drills to simulate scenarios
where product abnormalities were detected at the warehousing and after-sales stages. The Group
verified recall operations in all stores, including triggering the removal process, receiving removal
notifications, confirming product information, removing and handling products, and submitting removal
reports. The practice runs showed some problems in certain stores. For example, some stores couldn't
trace products far enough back, didn't trace enough products, or didn't fill out all of the reports correctly.
JD.com coordinated with these stores to optimize the recall process, enhancing their emergency response
capabilities for product recalls.
JD.com steadfastly upholds the principle of responsible marketing, dedicated to providing consumers with
genuine and reliable products. The Group consistently adheres to laws and regulations, social norms, and ethical
standards, to ensure the truthfulness and accuracy of information in marketing, advertising, and sales practices.
Provide truthful and accurate information about products and services to the public, avoiding deceiving
or misleading consumers;
Reject any exaggeration of the social and environmental impact of products and services;
Protect groups that face challenges in accessing commercial information, such as the elderly, children,
and people with disabilities;
Avoid denigrating or discrediting the products and services of competitors.
JD.com consistently strengthens mechanisms for
handling non-compliant products and product recall
management. We have promoted the development
of detailed policy documents such as the Product
Recall Control Procedure and the JD Industrials
Recall and Withdrawal Management Procedure by
the Group and its subsidiaries. In addition, we have
established an emergency response mechanism
for product recalls to address potential recall
incidents. In the event of a recall, we swiftly conduct
investigations, thoroughly analyze the causes,
and formulate effective corrective and preventive
measures to prevent recurrence, safeguarding
consumer rights, interests and safety. In 2023, there
were no product recalls for JD.com's private label
caused by health and safety issues.
Product Quality Inspection and Recall
7FRESH Conducts Nationwide Product Recall Drills
JD Retail
JD.com's Private Label Brands
We conduct in-process inspections, acceptance checks, and
sampling tests before products are launched. Any issues
identified are promptly addressed with factory rectifications.
Home Appliances and
Home Goods Division, Major
Supermarket Division
We conduct inspections on categories such as gas
appliances, energy gathering rings, and imported milk
powder. Non-compliant products are removed from the
platform or rectified.
7FRESH
Quarterly internal sampling inspections are performed
across multiple product categories.
JD
Industrials
JD Industrials conducts irregular sampling inspections and releases quality inspection reports in
collaboration with third-party independent inspection and certification organizations, such as SGS, TÜV
Rheinland, and GRG Metrology & Test, as well as specific product testing agencies.
Responsible Marketing
To ensure the standardization and accuracy of product information, JD.com has established several internal
management regulations to govern brand management and product labeling management, preventing consumer
misinformation.
We have strengthened management of advertising content by formulating and continuously optimizing internal
advertising management systems. Through measures such as human-machine review, inspection mechanisms,
advertiser compliance training, and regular surveys, we ensure that advertising content is truthful, accurate, and
compliant, eliminating false advertising.
Marketing and Advertising Management
We manage advertisements
intelligently by setting
prohibited categories and
pre-screening sensitive words
to block non-compliant
ads. A dual mechanism of
human and machine review
is employed to ensure
compliance of advertising
content.
Our ad content review
team conducts dynamic
inspections of various
ads, promptly blocking
and removing non-
compliant advertisements.
Leveraging online
channels such as Jing Dian
Academy and Jing Mai
online learning platform,
we conduct responsible
marketing training for
advertisers through live
broadcasts, articles, and
videos.
We conduct regular
surveys to understand
advertisers' needs
and feedback on the
ad review service,
allowing us to adjust the
advertising review service
appropriately.
Human-machine
Review
Advertiser
Training
Regular
Surveys
JD.com's Commitments to Ethical Marketing
JD.com consistently conducts brand perception surveys to understand consumers' perceptions and expectations
regarding corporate sustainability. In 2023, JD.com commissioned a third-party consulting firm to carry out a brand
perception survey. The results indicated that JD.com's ESG image ranks among the top in the industry, demonstrating
the Group's excellence in various aspects such as protecting consumer rights and interests, caring for employees,
providing high-quality products and services, and supporting environmental initiatives.
Inspection
Mechanism
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
JD.com continues to enhance its comprehensive
capabilities to prevent telecom and internet fraud,
protecting consumers from deception. Under the
guidance of the government, the Group established
the JD Anti-Fraud Center, which is responsible for
detecting, warning, managing, and combating
telecom and internet fraud activities. In 2023, the
JD Anti-Fraud Center, leveraging a systematic joint
prevention and control mechanism, successfully
intercepted fraud through risk control measures and
early warnings, directly preventing financial losses of
RMB 2.354 billion for users. Additionally, the Center
assisted law enforcement agencies in apprehending
over 1,300 suspects involved in fraud cases.
JD.com strictly adheres to applicable laws and regulations to resolutely prevent any content that may harm
the physical and mental health of minors. We adopt a long-term governance approach, focusing on controlling
content that endangers the well-being of young people, thereby protecting minors from harmful content.
Protection Measures for Minors at JD Retail:
Anti-Fraud Governance
Protection of Minors
Adjustment of
Product Posting
Rules
Establishment of
Regular Inspection
Mechanisms
Promotion of
Content Compliance
Awareness
Optimization of
Content Reporting
Mechanism
Enhancement of
Content Interception
Measures
We regulate the posting of information related to minors' apparel, specifying
details regarding attire, poses, and camera angles. Clear guidelines are set
against posting content related to juvenile crime and bullying, with explicit
warnings that prohibit the publication, promotion, and dissemination of such non-
compliant information.
Specialized inspectors are designated for key categories to conduct daily inspections. If
suspected non-compliant products are discovered, immediate actions such as removal
and blocking are taken. If typical harmful cases are found, we promptly summarize the
characteristics of the non-compliant products, adding the harmful sample information to
the sensitive and blacklist databases to consistently intercept harmful content.
Governance announcements are issued through merchant platforms and systems
to urge merchants to conduct self-inspections. Specialized training on content
compliance is provided to enhance reviewers' sensitivity to content.
Reporting windows are set up on product detail pages and in the product
review center, with dedicated personnel handling user reports. This ensures
timely responses and the investigation of similar non-compliant information. For
merchants who violate regulations, penalties such as point deductions are applied.
By analyzing harmful samples and mining public opinion data, we continuously
enrich our blacklist database, preemptively blocking undesirable content.
RMB2.354billion
Financial losses directly prevented for
users via intercepted fraud through risk
control measures and early warnings
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Premium Customer Services
JD.com adheres to the core value of "customer first," consistently optimizing and innovating service management
models and customer service projects to better meet user needs, laying a solid foundation for an excellent
consumer experience.
Optimizing Service Management
JD.com has established a well-trained customer
service team that actively responds to customer
needs through online communication, service calls,
and emails. We strive to solve customer issues more
efficiently, consistently enhancing the problem-
solving capabilities and efficiency of our customer
service team. By preventing issues proactively
and implementing a "daily resolution" mechanism,
we shorten response time to customer requests.
Additionally, we consistently optimize our customer
service system to improve service management
efficiency and reliability, integrating different
complaint channels to enhance issue follow-up
efficiency and reduce oversight.
Leveraging strong data and technological capabilities,
JD.com actively applies AI technology to assist
human customer service to resolve user issues more
efficiently. Our intelligent customer service matrix
includes "Intelligent Emotional Customer Service,"
"Merchant Intelligent Customer Service JD XiaoZhi," "AI
Shopping Assistant," "Intelligent Scheduling," "Intelligent
Assistance," and "Intelligent Management," significantly
enhancing user experience and service efficiency.
Proactive Customer Service for One-Time Resolution
In October 2023, JD.com launched the "Dong Dong Inquiry Proactive Intervention" feature, automating
guidance for three key scenarios, including common operational inquiries, urging merchants to handle
progress, and resolving after-sales disputes. This feature provides customers with a one-time solution,
improving the efficiency of addressing customer requests and enhancing the customer consultation
experience.
JD.com underscores addressing the root causes of issues, consistently preventing potential customer service risks,
optimizing platform operations to reduce customer complaints. We identify various merchant violation scenarios
and establish mechanisms to report problematic products and merchant violations, to promptly intercept risks
and penalize offending merchants. During promotional campaigns, we anticipate and mitigate potential risks,
striving to offer consumers the best experience. In 2023, we completed over 1,700 improvements in product
promotion, problematic product management, and process optimization.
While consistently enhancing service standards, JD.com also takes the lead in uplifting the supply chain and
services within the industry. We aim to perfect the service system across the entire supply chain, setting an
example for industry enterprises and fostering a pleasant consumption environment from the service end.
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Better Experiences
More Cost-effective Experiences
JD.com is dedicated to offering highly cost-effective
products and superior consumption experiences,
ensuring "low prices every day." As an industry
leader, JD.com pioneered the "price protection"
service, continuously expanding product coverage
and optimizing service experiences to maintain a
leading position in price protection. By the end of the
reporting period, this service had saved users nearly
RMB 8 billion
1, truly saving money for them.
In 2023, JD.com further enriched the selection of low-
cost products, launching promotional channels such
as "Free Shipping for Orders Over RMB 9.9" and
"RMB 10 Billion Subsidy." By collaborating closely
with numerous brands and merchants, JD's "RMB 10
Billion Subsidy" channel offers substantial subsidies
on products, providing consumers with a highly cost-
effective shopping experience. Additionally, the "Free
Shipping for Orders Over RMB 9.9" channel brings a
wide range of high-quality, affordable products to
consumers.
Furthermore, JD.com has enhanced free shipping
service, allowing JD PLUS members to enjoy unlimited
free shipping for a whole year, regardless of the
number of purchases, order price, or total amount.
Starting from August 2023, the minimum purchase
amount for free shipping for regular users was
reduced from RMB 99 to RMB 59, allowing more users
to enjoy the benefits.
Senior-Friendly Services
To assist the seniors in using smart technology for a convenient life, we constantly optimize the "Senior
Mode" on the JD.com App, by simplifying functions and information presentation. Senior users can
consult a dedicated customer service team or use the family assistance function to further streamline
operations. They can also watch JD.com's online video tutorials to bridge the digital divide.
JD.com also ensures supporting services for senior-friendly products, offering full-chain services
including trade-ins, 180-day returns and exchanges, and all-inclusive services such as delivery,
installation, disassembly, and cleaning. These measures allow children to confidently purchase
products or services for their elderly parents even when they are living apart.
"Life Passage" Project
While providing excellent services to customers, JD.com is highly attentive to their mental health. We
continue to implement the "Life Passage" project, utilizing big data technology to create a warning
mechanism for psychological health. This mechanism provides real-time alerts and interventions for
users with suicidal tendencies, and collaborates with the police for timely intervention in emergencies. By
December 31, 2023, this project had helped 681 users with suicidal tendencies.
Faster Experiences
JD.com aims to deliver a superior shopping experience
where customers can "buy and receive products
anytime." In 2023, JD.com launched the "Happiness
Within Three Kilometers" five-year plan for instant retail.
This initiative aims to integrate local retail resources,
such as physical stores and warehouses through digital
and instant logistics infrastructure. Ultimately, it seeks
to achieve a seamless instant retail loop where orders
placed by consumers within a 3-to-5-kilometer range
are fulfilled by nearby stores and delivered within one
hour.
JDL Express has also offered three industry-leading
services: "Compensation if not picked up within one
hour," "Compensation for entire process delays," and
"Compensation for non-door delivery," ensuring timely
and safe delivery of every package. Currently, JDL
Express has sped up delivery for personal parcels
to "the next morning delivery" in key regions such as
Beijing, Shanghai, and Guangdong.
JD Health's Internet Hospital integrates nationwide
medical resources, including top-tier medical experts,
and has built a team of full-time doctors. This enables
24/7 online availability of doctors from all departments,
with an average response time of 30 seconds, ensuring
timely responses to customer needs and safeguarding
their overall well-being.
24/7
in9key regions
within30seconds
Online available doctors from
all departments
sped up delivery for personal parcels
to “the next morning delivery”
Average response time
Exceptional Consumer Experience
More Experiences
JD.com remains committed to the principle of "serving the customers first with the best experience," providing
"diverse, fast, good and economical" services that cover the entire lifecycle, all channels, all scenarios, and all
time periods, fully catering to consumers' needs for a better life.
JD.com consistently expands the product range,
serving various brick-and-mortar businesses including
pharmacies, specialty stores, supermarkets, convenience
stores, flower shops, and auto repair shops, through
its supply chain and omni-channel services. JD Retail
offers over 10 million SKUs of self-operated products
and has established tens of thousands of offline stores.
JD.com's local services provide customers with a one-
stop solution for dining, entertainment, and daily needs.
Moreover, JD.com home appliance stores operate over
18,000 outlets nationwide, covering 600,000 administrative
villages.
over18,000
600,000
administrative villages
JD.com home appliance stores nationwide
Covering
JDL Express
1 This data is quoted from a public report dated June 19, 2023.
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Philanthropy and Disaster
Responses
"Starlight Reading for Kids" Initiative
Reaches over 100 Primary Schools
JD.com, through JD's online charity fundraising platform
and JD Foundation, actively carries out public welfare
activities in health, education, and environmental
protection. We encourage employees to contribute to
the community by participating in these activities. In
addition, we actively participate in disaster emergency
response, providing emergency assistance and
material support to affected areas.
As of January 2024, "Starlight Reading for Kids,"
an initiative launched by JD's online charity
fundraising platform, had donated nearly 70,000
books to over 100 primary schools, exceeding
its goal of "donating books to 100 rural primary
schools within one year," three months ahead of
schedule.
Launched on the World Book and Copyright
Day, April 23, 2023, this initiative successfully
completed its mission in just over nine months,
donating books to children in primary schools
across rural areas such as Tibet, Yunnan,
Guizhou, Gansu, and Inner Mongolia.
Philanthropy and Charity
"Starlight Reading for Kids" Reaches Jiuneng Primary
School in Yunnan Province
JD.com not only deeply embeds the concept
of philanthropy in the core values, but also
consistently translates it into action. As a new
type of real economy-based enterprise, we
leverage our strengths and extensive experience
in digital operations and responsible supply
chains to actively engage in various fields such
as philanthropy, disaster response, and rural
revitalization. Through these tangible efforts,
we fulfill our corporate social responsibility and
promote harmonious social development.
JD Health Hosts Ear Care Day to Protect Senior Hearing
"Starlight Dream Class" 2023 Relaunch: JD Five Star Helps Students Fulfill Academic
Aspirations
In March 2023, in response to World Hearing Day and National Ear Care Day, JD Health, in collaboration
with the Audiology Development Foundation of China, held a public welfare event in Beijing. The event
aimed to raise awareness of senior hearing health and promote ear care knowledge by donating hearing
aids, providing hearing tests, and offering free expert consultations. These efforts were designed to
enhance awareness and prevention of hearing impairments among the elderly.
In December 2023, the "Starlight Dream Class" was officially launched through collaboration between the
Jiangsu Women and Children's Welfare Foundation, JD Five Star, and Nanjing Commercial College. Since
the project kicked off in 2019, JD Five Star has donated a total of RMB 1 million to the Jiangsu Women and
Children's Welfare Foundation. This initiative has established 15 "Starlight Dream Classes" in six vocational
schools across Jiangsu and Anhui provinces, supporting 472 outstanding students from disadvantaged
families, helping them overcome financial barriers and complete their education. In addition, JD Five
Star integrates practical courses on e-commerce, omni-channel retail operations, and efficient supply
chain management into the classroom. The Group also offers paid internship opportunities in store
operations, information technology, and logistics, helping students gain practical experience and lay a
solid foundation for their future careers.
JD.com advocates for the spirit of public welfare, encourages employees to participate in public welfare activities, and integrates the concept of philanthropy into corporate
culture, making it a significant force in fulfilling social responsibility.
Group Photo of Students in "Starlight Dream Class"
Jiangsu Women and Children's Welfare Foundation
Awards JD Five Star "2023 Outstanding Contributor to
Women's and Children's Welfare"
nearly70,000
Books donated through the “Starlight Reading
for Kids” launched by JD’s online charity
fundraising platform to over 100 primary schools
During the reporting period
27,800hours
RMB122.067million
Volunteering hours of JD employees
Donation by JD Foundation
Giving Back to
Communities
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Employee Public Welfare Activities
Disaster Response
JD.com Donates Supplies to Support Flood Relief Efforts in Multiple Areas of Beijing,
Tianjin, and Hebei
JD.com's Immediate Aid for Earthquake Relief in Jishishan, Gansu
In 2023, JD.com organized several
employee public welfare activities. In
August, we launched a book donation
campaign, with 298 employees
donating a total of 2,089 books, all
of which were given to rural primary
schools and libraries. In October,
we held an internal "flea market,"
featuring second-hand items and
books, and JD.com employees actively
participated in this event. The total
funds raised, amounting to RMB
43,861, along with 10 boxes of books,
were all donated to the "Starlight
Reading for Kids" initiative.
JD.com has an internal policy stating that whenever a disaster occurs anywhere in China, the managers of the
nearest JD warehouse are authorized to donate the necessary supplies from their inventory without report. In
addition, JD.com would promptly establish an emergency support team to ensure dedicated transportation of
relief supplies to the disaster-affected area.
From the end of July to the beginning of August 2023, due to extreme rainfall triggered by Typhoon Doksuri, the
Beijing-Tianjin-Hebei region has experienced severe flooding and geological disasters, resulting in significant
losses. The JD Foundation took prompt action by donating supplies to support flood relief efforts. JD Logistics
urgently deployed logistics drones to assist in rescue operations. Meanwhile, various business units under
JD.com actively provided comprehensive support to the affected areas. 7FRESH increased their stock of food
supplies; JD Health, in collaboration with charitable brands, donated emergency kits and other supplies, and
offered free online consultation services through internet hospital to users in the disaster-stricken areas.
In December 2023, Jishishan County in Linxia Prefecture, Gansu Province, was hit by a series of earthquakes.
JD.com immediately established a specialized emergency response team and launched an urgent rescue
plan. We urgently dispatched large quantities of drinking water, food, and warm clothing from several
nearby warehouses, and arranged for dedicated personnel and vehicles to swiftly deliver these supplies
to the disaster-stricken areas. In addition, JD Retail urgently allocated dozens of high-power fuel heaters,
JD Health coordinated the donation of medicines and medical equipment to meet the urgent needs of the
people in the disaster-stricken areas, and JD Logistics proactively assisted relevant donation organizations
in transporting relief supplies, ensuring the rescue efforts were carried out efficiently.
JD.com Group Urgently Deploys Relief Supplies
"Flea Market" Event
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2023 JD.com, Inc.
Environmental, Social and Governance Report
A Pragmatic Path
Promotes
Good Consumption
A Pragmatic Attitude
Paves the Way
for a Green Future
A Pragmatic Approach
Leads to Shared
Development Outcomes
A Pragmatic Vision
Consolidates
the Foundation of
Responsibility
Rural Revitalization and Common Prosperity
Leveraging its unique advantages in the digitalized social supply chain, JD.com promotes the standardization of
agricultural production, product branding, and industry digitalization through practical support. This approach
provides comprehensive services for agricultural modernization, driving rural industrial revitalization while
achieving its own sustainable development.
To celebrate the "Chinese Farmers' Harvest Festival,"
JD.com hosted the 2
nd "Agricultural Specialties Shopping
Festival" in September 2023. The event introduced various
initiatives to support farmers, including the "RMB 10
Billion Subsidy" with priority given to agricultural products,
direct shipment of fresh produce from the source,
comprehensive quality control for agricultural products,
and a compensation guarantee for spoiled goods. JD.com
invested a total of RMB 1 billion in cash subsidies and traffic
resources, supporting the high-quality development of over
2,000 agricultural specialty industries.
JD.com uses its strengths across all parts of their business to help turn products
from grasslands into finished goods. To establish a fast channel for Inner
Mongolia's agricultural and livestock products, we utilize origin warehousing
and distribution, cold chain logistics, and Customer-to-Manufacturer (C2M) new
product development. These measures reduce logistics costs while ensuring that
beef and lamb from Inner Mongolia are delivered nationwide within 48 hours. We
are also accelerating the development of 15 landmark brands, including Sunnite
Lamb, to enhance the value of these agricultural product brands. In addition, we
have launched the first pure camel milk powder in the market to increase the
added value of camel milk products.
In August 2023, JDL Express optimized services for peach
production areas nationwide by providing customized
logistics support solutions. By stationing couriers in orchards,
establishing sorting centers at production sites, and
optimizing transport routes, JDL Express effectively reduced
product loss during transportation and shortened the
delivery time for consumers to as little as half a day. By the
end of the reporting period, these logistics support solutions
had been implemented in the production areas of Yanling
Yellow Peaches in Hunan Province and Pinggu Peaches in
Beijing. In addition, JDL Express set up 18 specialized courier
teams in Yangshan Town in Jiangsu Province, with 300 places
of receipt and nearly 1,000 couriers stationed in various
villages, achieving a "one specialized courier team in each
village" model to help villagers ship peaches locally.
JD.com Hosts "Agricultural Specialties Shopping Festival" for Two Consecutive Years
Deepening Cross-Sector Collaboration and Innovating Rural Revitalization Models
Empowering the Whole Industry Chain, and Building
"New Infrastructure" for Grassland Supply Chain
Optimized Origin Services and Customized Logistics Support Solutions
Launching Ceremony of the 2023 JD.com
Agricultural Specialties Shopping Festival
JD Couriers Stationed in Orchards to Implement
Customized Logistics Support Solutions
JD.com Supports Inner
Mongolia's Development
by Launching the First
Camel Milk Powder
In March 2023, JD.com and Yili jointly developed and launched
the "Ambrosial Xiuwen Kiwi Yogurt" in JD Supermarket.
Leveraging JD.com's strong supply chain capabilities, the
product highlights the unique qualities of the Xiuwen kiwi,
a local agricultural product. This new project is a big step
forward in JD.com and Yili's long-standing partnership to
help improve rural areas. It is also an important attempt for
both parties to further leverage their respective strengths
and achieve resource sharing, injecting new vitality into the
development of the rural economy.
JD.com and Yili Jointly Launch "Ambrosial
Xiuwen Kiwi Yogurt," Exploring New Models of
Rural Revitalization
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2023 JD.com, Inc.
Environmental, Social and Governance Report
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
Appendix 1 Important Legal Statement
Appendix 2 ESG Key Performance Tables
The information covered by the report contains forward-
looking statements within the meaning of the U.S.
Private Securities Litigation Reform Act of 1995, including
statements regarding our goals, targets, commitments,
strategies and initiatives related to ESG matters.
These forward-looking statements can be identified
by terminology such as "will," "expects," "anticipates,"
"future," "intends," "plans," "believes," "estimates,"
"confident" and similar statements. Forward-looking
statements involve inherent risks and uncertainties. A
number of factors could cause actual results to differ
materially from those contained in any forward-looking
statement, including those risks included in our filings
with the U.S. Securities and Exchange Commission
and the announcements on the website of the Stock
Exchange of Hong Kong Limited. The forward-looking
statements made in this report relate only to events
or information as of the date on which the statements
are made in this report and are based on current
expectations, assumptions, estimates and projections.
We undertake no obligation to update any forward-
looking statements to reflect events or circumstances
after the date on which the statements are made or to
reflect the occurrence of unanticipated events, except
as required under applicable law.
The report does not cover all information about our
business. References in this report to information should
not be construed as a characterization regarding
the materiality of such information to our financial
results or for purposes of the U.S. securities laws. For
more comprehensive information about our results
and operations, including risks that could adversely
affect our results of operations and financial condition,
please refer to our annual reports and other filings
with the U.S. Securities and Exchange Commission and
announcements on the website of the Hong Kong Stock
Exchange.
Data in this report reflects estimates using methodologies
and assumptions believed to be reasonable and accurate.
Those estimates, methodologies and assumptions may
change in the future as a result of new information or
subsequent developments.
Environmental
Indicators
Unit
2022
1
2023
2
Greenhouse
gas (GHG)
emissions
Total emissions (Scope 1+
Scope 2)
tCO2e
2,508,613.00
2,908,508.00
GHG emissions (Scope 1)
tCO2e
1,488,360.00
1,815,861.75
GHG emissions (Scope 2)
tCO2e
1,020,253.00
1,092,646.25
GHG emissions (Scope 3)
3
tCO2e
3,249.65
6,680,172.71
GHG emission density (Scope 1
+ Scope 2)
tCO2e/RMB million
2.40
2.68
Wastewater
Wastewater discharge
4
tonnes
4,625,741.99
9,642,571.66
Wastewater discharge
intensity
tonnes/RMB million
4.42
8.89
Exhaust gas
Exhaust gas emissions
5
kilograms
10,191,069.64
12,056,583.68
Exhaust gas emission intensity
kilograms/RMB million
9.74
11.12
1
In 2022, JD.com accounted for its GHG emissions, referring to the 2006 IPCC Guidelines for National Greenhouse Gas
Inventory and the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard. After the release of
JD.com's 2022 ESG Report, to calculate environmental-related data such as GHG emissions more accurately, we
engaged a third-party organization to reassess our 2022 environmental data, which have been restated in this report.
2
The GHG emission data for JD.com in 2023 has been verified by a third-party organization. Please see Appendix 5 GHGs
Verification Statement for details.
3
JD.com's GHG (Scope 3) emissions were primarily from employee commuting in 2022 and broadened to incorporate additional
elements in 2023, including emissions from purchased goods and services (packaging materials only), fuel and energy-related
activities, upstream transportation and distribution, waste generated during operations, as well as employee commuting.
4
The enlarged scope of wastewater statistics was applied to the premises in 2023.
5
The key air pollutants produced by JD.com are nitrogen oxides ("NOX"), sulfur oxides ("SOX"), and respiratory suspended
particles ("RSP," also known as Particulate Matter ("PM")), predominantly generated from motor vehicles. The calculation
formulas, and emission factors for these pollutants are referenced from the Reporting Guidance on Environmental KPIs
set forth by the Hong Kong Stock Exchange (HKEX) and the Guidelines on the GHG Emission Accounting and Reporting
for Land Transport Enterprises (Trial) released by the National Development and Reform Commission (NDRC).
Appendix
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Appendix
Annual Honors
and Awards
Annual Key
Performance
Environmental
Indicators
Unit
2022
2023
Waste
Total waste
tonnes
122,532.51
109,777.06
Total waste density
tonnes/RMB million
0.12
0.10
Hazardous waste
1
tonnes
16.35
24.48
Hazardous waste intensity
kilogram/RMB million
0.016
0.023
Non-hazardous waste
tonnes
122,516.16
109,752.58
Non-hazardous waste
intensity
tonnes/RMB million
0.12
0.10
Waste recycled/reused
tonnes
/
24,956.59
Waste landfilled
tonnes
/
5,808.32
Waste incinerated
tonnes
/
78,990.16
Waste otherwise disposed
tonnes
/
21.91
Recycling
of waste
electrical
appliances
Total appliances
million units
5.9491
15.4308
Household appliances
million units
5.6150
12.4949
Cell phones, computers,
digital products, etc.
million units
0.3341
2.9359
Energy use
Comprehensive energy
consumption
tce
907,333.23
1,077,951.14
Comprehensive energy
consumption intensity
tce/RMB million
0.87
0.99
Renewable energy
consumption
MWh
31,247.92
42,501.10
Non-renewable energy
consumption
MWh
7,382,970.53
8,771,288.40
Environmental
Indicators
Unit
2022
2023
Energy use
Direct energy consumption
MWh
5,578,482.88
6,810,117.32
Indirect energy consumption
MWh
1,804,487.65
1,961,171.08
Purchased electricity
MWh
1,620,927.93
1,813,075.25
Purchased heat
GJ
660,938.38
533,176.67
Gasoline
tonnes
44,422.64
72,159.79
Diesel
tonnes
423,144.84
481,999.11
Kerosene
tonnes
1,106.30
15,866.80
Natural gas
cubic meters
1,514,545.48
3,826,300.42
Water Use
2
Consumption of reclaimed
water
tonnes
31,921.34
111,719.04
Consumption of fresh water
tonnes
7,280,056.58
12,053,214.58
Water consumption density
tonnes/RMB million
7.00
11.22
Use of
packaging
materials
Plastic
tonnes
114,241.75
114,669.03
Paper
tonnes
125,110.74
285,461.92
Other categories
tonnes
157.50
117,012.69
Total used package material
tonnes
239,509.99
517,143.64
Used package material
density
tonnes/RMB million
0.23
0.48
Recycling
of plastic
packaging
materials
Total amount of recyclable
plastic packaging
tonnes
6,404.55
80,001.02
Total amount of recycled
content within plastic
packaging
tonnes
1,151.28
15,000.00
Total compostable plastic
packaging
tonnes
5,253.27
8,067.89
1
The increase in hazardous waste mainly came from the new offline hospitals and physical examination centres of JD
Health in 2023.
2
In the 2023 reporting year, water consumption of JD Logistics‘ operational premises was included.
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Annual Key
Performance
Social
Indicators
Unit
2022
2023
Number of employees
1
Person
445,268
515,022
Number of new employees
Person
153,843
252,203
Number of internal candidates filling vacant positions
Person
139,482
195,333
Number of employees with disabilities
Person
3,058
4,067
Number of minority employees
Person
26,920
32,888
Number of employees
by employment type
Full-time
Person
445,268
515,022
Part-time
Person
7,566
7,539
Number of employees
by gender
Male
Person
347,021
407,046
Female
Person
98,247
107,976
Number of employees
by age
Under 31 years old
Person
185,871
202,239
31-50 years old
Person
255,551
307,879
Above 51 years old
Person
3,846
4,904
Number of employees
by region
Chinese mainland
Person
444,953
514,380
Other regions
Person
315
642
Number of employees
by function type
Management
Person
28,352
34,350
Employees
Person
416,916
480,672
Share of women in total workforce
%
22.1
21.0
Share of women in all management positions
%
15.2
15.8
Share of women in junior management positions
%
13.5
14.8
Share of women in senior management positions
%
22.0
25.1
Share of women in management positions in revenue-
generating functions
%
16.5
14.8
Share of women in STEM
2-related positions
%
11.3
17.1
Employee turnover rate
3
%
17.6
15.4
1
The total number of employees and other employee statistical data on the dimensions of gender, age, and function only
cover full-time employees of businesses directly managed by JD.com.
2
STEM stands for Science, Technology, Engineering, and Mathematics. STEM positions include computer programmers,
web developers, statisticians, engineers, physicists, scientists, etc.
3
The data related to employee turnover rate is based on the statistical scope of voluntary resignation.
Social
Indicators
Unit
2022
2023
Employee turnover
rate by gender
Male
%
17.3
15.4
Female
%
18.6
15.2
Employee turnover
rate by region
Chinese mainland
%
17.6
15.4
Other regions
%
16.3
10.6
Employee turnover
rate by age
Under 31 years old
%
23.4
19.3
31-50 years old
%
12.7
12.3
Above 51 years old
%
5.5
5.9
Total investment
in training and
development
Percentage of employees covered by
talent development training
%
100
100
Amount invested in talent
development training per employee
RMB
90.2
118.1
Average training
hours per employee
by employee category
Management
Hour
35.3
56.8
Employees
Hour
41.9
39.6
Average training
hours per employee
by gender
Male
Hour
39.9
38.1
Female
Hour
47.1
50.8
Average training
hours per employee
by function type
Senior management
Hour
30.7
41.5
Middle management
Hour
42.9
42.7
Junior management
Hour
35.0
44.0
Technical employees
Hour
78.8
47.6
Production employees
Hour
35.8
37.2
Other employees
Hour
57.9
67.4
Percentage of
trained employees by
employee category
4
Management
%
100
100
Employees
%
100
100
Percentage of trained
employees by gender
Male
%
100
100
Female
%
100
100
4
In 2022, the percentage of trained employees by category was equal to "The number of trained employees in a specific
category / total number of trained employees * 100%." However, in the 2023 Report, the calculation formula was
standardized to "The number of trained employees in a specific category / total number of employees of this category *
100%."
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Annual Key
Performance
Social
Indicators
Unit
2022
2023
Percentage of trained
employees by function
type
Senior management
%
100
100
Middle management
%
100
100
Junior management
%
100
100
Technical employees
%
100
100
Production employees
%
100
100
Other employees
%
100
100
Employee satisfaction
survey
Employee satisfaction rate
/
4.51/5
4.53/5
Effective questionnaire response rate
1
%
78
84
Number of respondants
/
720,000
1,100,000
Average employment cost
RMB
599
714
Total human resources expenditure
RMB billion
/
104.7
Freedom of association
Percentage of employees covered by
collective contract
%
100
100
Number of work-related fatalities
Person
35
33
Number of lost days due to work injury
Day
57,434
59,561
Lost Time Injury
Frequency Rate
(LTIFR) - Employees
(LTIFR) - Employees
Number of
incidents/
million
working
hours
1.58
1.77
Percentage of employees
participating in the survey
%
100
100
1
JD.com's employee satisfaction survey encompasses all staff members, and the data represents the effective response
rate of the satisfaction survey questionnaire.
Social
Indicators
Unit
2022
2023
Number of suppliers
Total number of suppliers
Unit
4,563
4,594
Number of suppliers by region: Chinese
mainland
Unit
4,511
4,548
Number of suppliers by region: China's
Hong Kong, Macao and Taiwan
Unit
12
14
Number of suppliers by region: Overseas
Unit
40
32
Incidents of
corruption
Number and brief description of
corruption related cases
Case
248
190
Number of cases concluded
Case
21
6
Business ethics
and anti-corruption
training hours per
employee at all levels
Directors
%
100
100
Management
%
100
100
Employees
%
100
100
Supplier Training
Suppliers' anti-corruption training
coverage
%
60
26
Total number of suppliers that
attended anti-corruption training
2
Unit
2,753
1,173
Number of sessions of supplier
anti-corruption training conducted
Session
3
3
Times of information security or cyber security breaches
Time
0
0
Product recall of
private-label brands
Times of product recalls
Time
0
0
Total number of recalled products
Unit
0
0
Percentage of total products sold or
shipped that are subject to recall for
safety and health reasons
%
0
0
Costs from product recalls
RMB
0
0
Total charity donation
RMB million
93.48
122.067
Total hours of employee public welfare participation
Hour
21,800
27,800
2
In 2023, the Group only sent invitations to suppliers involving high-risk categories and significant suppliers in
consideration of frequency and intensity of anti-corruption training.
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Appendix 3 Progress on the United Nations Global Compact
The United Nations Global Compact is an initiative advocated by the United Nations to promote
enterprises' operation and strategy to meet ten fundamental principles of human rights, labor,
environment and anti-corruption. JD.com became a participating company to the United Nations
Global Compact in September 2021. We recognize and support the ten principles by taking
strategic actions to achieve more sustainable development goals.
On October 7, 2023, Sanda Ojiambo, Assistant Secretary General of the United Nations and
Executive Director of the United Nations Global Compact, met with Sandy Ran Xu, CEO of JD.com,
which marked the first enterprise visit of her China tour. During the same period, JD.com announced
it has joined the UN Global Compact's "Forward Faster" initiative, underscoring the Group's
commitment to the "gender equality" goal, contributing "JD strength" to achieving SDGs.
Sanda Ojiambo (right), Executive Director of the United Nations Global Compact and Sandy Ran Xu, CEO of JD.com
Progress Updates on the United Nations Global Compact
Category
Principle
Corresponding Chapter
Human
rights
Principle 1: Businesses should support and respect the protection
of internationally proclaimed human rights
Human Orientation
Principle 2: Make sure that they are not complicit in human rights
abuse
Labor
standards
Principle 3: Businesses should uphold the freedom of association
and the effective recognition of the right to collective bargaining
Human Orientation
Principle 4: The elimination of all forms of forced and compulsory
labor
Principle 5: The effective abolition of child labor
Principle 6: The elimination of discrimination in respect of
employment and occupation
Environment
Principle 7: Businesses should support a precautionary approach
to environmental challenges
Environmental
Governance and Climate
Change Responses
Principle 8: Undertake initiatives to promote greater environmental
responsibility
Green Workplace
Green Retail
Green Logistics
Green Park
Principle 9: Encourage the development and diffusion of environmentally
friendly technologies
Green Workplace
Green Retail
Green Logistics
Green Park
Anti-
corruption
Principle 10: Businesses should work against corruption in all its
forms, including extortion and bribe
Business Responsibility
74
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Annual Key
Performance
SGS - CSTC’S REPORT ON SUSTAINABILITY ACTIVITIES IN THE JD.COM’S
ESG REPORT FOR 2023
NATURE OF THE ASSURANCE/VERIFICATION
SGS-CSTC STANDARDS TECHNICAL SERVICES CO., LTD. (hereinafter referred to as SGS) was
commissioned by JD.com to conduct an independent assurance of the Chinese version of JD.com’s ESG
Report for 2023 (hereinafter referred to as the Report).
INTENDED USERS OF THIS ASSURANCE STATEMENT
This Assurance Statement is provided with the intention of informing all JD.com’s Stakeholders.
RESPONSIBILITIES
The information in the Report and its presentation are the responsibility of governing board and related
functions of JD.com. SGS has not been involved in the preparation of any of the material included in the Report.
Our responsibility is to express an opinion on the text, data, graphs and statements, including the environmental
and social key performance in the appendix performance table, within the scope of verification with the intention
to inform all JD.com’ stakeholders.
ASSURANCE STANDARDS, TYPE AND LEVEL OF ASSURANCE
The SGS ESG & Sustainability Report Assurance protocols used to conduct assurance are based upon
internationally recognized assurance guidance and standards, which including:
•
The principles of reporting process contained within the Global Reporting Initiative Sustainability
Reporting Standards (GRI Standards) as:
o
GRI 1: Foundation 2021, for report quality
o
GRI 2: General Disclosure 2021, for organization’s reporting practices and other organizational detail
o
GRI 3: Material Topics 2021, for organization’s process of determining material topics, its list of
material topics and how to manage each topic
•
and the guidance on levels of assurance contained within the AA1000 series of standards and
ISAE3000.
The assurance of this report has been conducted according to the following Assurance Standards:
•
SGS ESG & SRA Assurance Protocols (based on GRI Principles and guidance in AA1000)
Assurance has been conducted at a moderate level of scrutiny.
SCOPE OF ASSURANCE AND REPORTING CRITERIA
The scope of the assurance included evaluation of quality, accuracy and reliability of specified performance
information as detailed below and evaluation of adherence to the following reporting criteria:
•
HKEX Environmental, Social and Governance Reporting Guide.
ASSURANCE METHODOLOGY
The assurance comprised a combination of pre-assurance research, interviews with relevant employees onsite
at JD.com’ headquarters located at No. 18 Kechuang 11 Street, Beijing Economic-Technological Development
Area, Beijing City, P. R. China. Documentation and record review where necessary.
LIMITATIONS AND MITIGATION
Financial data drawn directly from independently audited financial accounts has not been checked back to source
as part of this assurance process.
Carbon emission data drawn directly from independently audited inventory report has not been checked back to
source as part of this assurance process.
Data tracing on headquarters level, not including original data of all subsidiaries.
The assurance process only involved interviews with the heads of relevant departments and certain employees
of headquarters and consultation with relevant documents. No external stakeholder involved.
ASSURANCE STATEMENT
STATEMENT OF INDEPENDENCE AND COMPETENCE
The SGS Group of companies is the world leader in inspection, testing and certification, operating in more than
140 countries and providing services including management systems and service certification; quality,
environmental, social and ethical auditing and training; environmental, social and ESG report assurance. SGS
affirm our independence from JD.com, being free from bias and conflicts of interest with the organisation, its
subsidiaries and stakeholders.
The assurance team was assembled based on their knowledge, experience and qualifications for this
assignment.
FINDINGS AND CONCLUSIONS
ASSURANCE/VERIFICATION OPINION
On the basis of the methodology described and the verification work performed, the information and data
contained within the Report verified is accurate, reliable, and provides a fair and balanced representation of
JD.com’s sustainability activities in 2023.
The assurance team is of the opinion that the Report has prepared with reference to the KPIs disclosures of the
HKEX listing rules appendix C2 ‘Environmental, Social and Governance Reporting Guide’.
Reporting Rules
Materiality
JD.com conduct materiality research and adjust the indicators regularly, the environmental, social and
governance significant issues was reported to stakeholders, which could meet the materiality principle
requirement.
Quantitative
JD.com conducted the statistics and analysis for KPIs, and reported the disclosures’ impacts and purposes. In
the Report some datas were compared with historiacal years, which could better help stakeholders to evaluate
the effectiveness of management systems and make decisions.
Balance
JD.com presented the balance reporting rule in the Report and reported the environmental, social and
governance issues truthfully.
Consistency
JD.com disclosed the methodologies with consistency for report content and data statistics in the company, in
addition, remarks and interpretations were marked in the Report to assist stakeholders make a relatively clear
comparison.
Findings and recommendations
Good practices and recommendations for ESG report and management process were described in the internal
management report which has been submitted to the management of JD.com for continuous improvement.
Signed:
For and on behalf of SGS-CSTC
David Xin
Sr. Director – Business Assurance
16/F Century Yuhui Mansion, No. 73, Fucheng Road, Beijing, P.R. China
June 25th 2024
WWW.SGS.COM
Appendix 4 Third Party Assurance Statement
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Annual Honors
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Annual Key
Performance
Appendix 5 GHGs Verification Statement
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Annual Honors
and Awards
Annual Key
Performance
Appendix 6 ESG Policy List
The following list outlines the laws and regulations that have a significant impact on the Group in relation to the issues
disclosed in this report, as well as the Group's internal management policies and systems concerning these issues.
Titles
Laws and Regulations
Internal Policies
A Pragmatic
Vision
Consolidates
the
Foundation of
Responsibility
Corpoeate
Management
Corporate
Governance
Company Law of the People's Republic of China
Securities Law of the People's Republic of China
List Rules of the Hong Kong Stock Exchange
(HKEX)
Corporate Governance Code of the Hong Kong
Stock Exchange (HKEX)
Corporate Governance Code of the Nasdaq
Stock Market
Independence Standards for Independent
Directors
JD.com's Policy on Board Diversity
Constitution of the Nomination and
Corporate Governance Committee
Risk
Governance
E-Commerce Law of the People's Republic of
China
Advertisement Law of the People's Republic of
China
Food Safety Law of the People's Republic of
China
Law of the People's Republic of China on the
Protection of Consumer Rights and Interests
Anti-Monopoly Law of the People's Republic of
China
Anti-unfair Competition Law in People's
Republic of China
Cybersecurity Law of the People's Republic of
China
Data Security Law of the People's Republic of
China
Personal Information Protection Law of the
People's Republic of China
Law of the People's Republic of China on Work
Safety
Regulations of JD Group on Legal Risk
Grading Management
Contract Management System of JD
Group
Trade Secret Management Measures of
JD Group
Rules for Managing the Official Seal of JD
Group
Measures for the Administration of
Qualification Certification of JD Group
JD Group Anti-Corruption Regulations
JD Logistics Safety Production
Management System
ESG
Governance
ESG Reporting Guide from the Nasdaq Stock
Market
ESG Reporting Guide from the Hong Kong
Stock Exchange (HKEX)
Constitution of the ESG Committee
Titles
Laws and Regulations
Internal Policies
A Pragmatic
Vision
Consolidates
the
Foundation of
Responsibility
Corpoeate
Management
Compliance
Govenance
E-Commerce Law of the People's Republic of
China
Advertisement Law of the People's Republic of
China
Food Safety Law of the People's Republic of
China
Law of the People's Republic of China on the
Protection of Consumer Rights and Interests
Anti-Monopoly Law of the People's Republic of
China
Anti-unfair Competition Law in People's Republic
of China
Cybersecurity Law of the People's Republic of
China
Data Security Law of the People's Republic of
China
Personal Information Protection Law of the
People's Republic of China
Law of the People's Republic of China on Work
Safety
Regulations of JD Group on Legal Risk
Grading Management
Data and Privacy Security Management
Regulation of JD Group
JD Group Anti-Corruption Regulations
JD Logistics Safety Production
Management System
Business
Responsibility
Business
Ethics
Company Law of the People's Republic of China
Corporate Governance Code of the Hong Kong
Stock Exchange (HKEX)
Corporate Governance Code of the Nasdaq
Stock Market
JD Group Anti-Corruption Policy
JD Group Anti-Corruption Regulations
JD Group's Commitment to Anti-Corruption
Code of Business Conduct and Ethics
JD Group Integrity Reward Policy
Anti-Commercial-Bribery Agreement
JD Health Banquet Management System
JD Group Whistle-blower Protection and
Reward System
Information
Security
and Privacy
Protection
Cybersecurity Law of the People's Republic of
China
Data Security Law of the People's Republic of
China
Personal Information Protection Law of the
People's Republic of China
Provisions on Ecological Governance of
Network Information Content
JD Group Privacy Policy and Compliance
Requirements
Application Development Security Lifecycle
Management Regulation of JD.com
Data and Privacy Security Management
Regulation of JD Group
Network Security Management Regulation
of JD.com
Data Classification and Grading Guide of
JD Group
Information Security Incident Grading
Management Requirements of JD Group
Security Monitoring and Response
Regulations of JD Group
JD Group Privacy Policy for Basic Functions
77
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Appendix
Annual Honors
and Awards
Annual Key
Performance
Titles
Laws and Regulations
Internal Policies
A Pragmatic
Vision
Consolidates
the
Foundation of
Responsibility
Business
Responsibility
Technological
Innovation
Scientific and Technological Progress Law of
the People's Republic of China
Interim Measures for the Administration of
Generative Artificial Intelligence Services
Provisions on the Administration of Algorithm-
generated Recommendations for Internet
Information Services
Algorithm Safety Management System of
JD Group
Patent Management Measures of JD
Group
Interllectual
Property
Rights
Protection
Patent Law of the People's Republic of China
Trademark Law of the People's Republic of
China
Copyright Law of the People's Republic of
China
Patent Management Measures of JD Group
Trademark Management Measures of JD
Group
Copyright Management Measures of JD
Group
Domain Name Management Measures of
JD Group
Trade Secret Management Measures (Trial)
of JD Group
Handbook of Patent Work
Guidelines on Work Norms of Patent
Agencies
A Pragmatic
Attitude Paves
the Way for a
Green Future
Environmental
Governance
and Climate
Change
Responses
Strategy
Annual Report on Actions to Address Climate
Change (2022)
Opinions of the Central Committee of the CPC
and the State Council on Working Guidance
for Carbon Peaking and Carbon Neutrality in
Full and Faithful Implementation of the New
Development Philosophy
Notice by the State Council of the Action Plan
for Carbon Dioxide Peaking before 2030
National Strategy for Climate Change
Adaptation 2035
The 14th Five-year Plan for Renewable Energy
Development
Environmental Infrastructure Construction Level
Improvement Action (2023-2025)
Measures for the Administration of Voluntary
Greenhouse Gas Emission Reduction
Transactions
Implementation Plan for Promoting Green
Consumption
The 14th Five Year Plan for Green Transportation
Development
The 14th Five Year Plan for the Development of
Cold Chain Logistics
Notice on Further Strengthening the Control of
Excessive Packaging of Goods
JD Group Environmental Management
Policy
Titles
Laws and Regulations
Internal Policies
A Pragmatic
Attitude Paves
the Way for a
Green Future
Environmental
Governance
and Climate
Change
Responses
Strategy
Action Plan for Plastic Pollution Control During
The 14th Five Year Plan
Action Plan for Further Promoting the Green
Transformation of Express Packaging
Implementation Plan for National Green
Development Special Action in High Tech Zone
Implementation Opinions on Promoting High-
quality Development of Photovoltaic Power
Generation
Guidelines for Green Finance in Banking and
Insurance
JD Group Environmental Management
Policy
Green
Workplace
Environmental Protection Law of the People's
Republic of China
Pollution Prevention and Control Law of the
People's Republic of China
Water Pollution Prevention and Control Law of
the People's Republic of China
Solid Waste Pollution Environmental Prevention
and Control Law of the People's Republic of
China
Energy Conservation Law of the People's
Republic of China
Water Law of the People's Republic of China
JD Group Environmental Management
Policy
JD Group Vehicle Management Regulations
JD Group Shuttle Bus Riding Management
Regulations
JD Group Business Vehicle Driver
Management Regulations
Regulations on Transportation
Reimbursement Management of JD.com
JD Group Management Regulations on
Baby-care Facilities
Green Park
Biodiversity
and Forest
Conservation
Environmental Protection Law of the People's
Republic of China
Land Management Law of the People's Republic
of China
Forest Law of the People's Republic of China
JD Group Environmental Management
Policy
Regulations on the Management of
Prohibited Commodities and Information
on the JD's Open Platform
Green Retail
Biodiversity
Conservation
Wildlife Protection Law of the People's Republic
of China
Implementation Regulations of the People's
Republic of China on the Protection of
Terrestrial Wildlife
Fisheries Law of the People's Republic of China
JD Group Environmental Management
Policy
Green
Logistics
Green
Packaging
Environmental Protection Law of the People's
Republic of China
Law of the People's Republic of China on the
Prevention and Control of Environment Pollution
Caused by Solid Wastes
Returnable Container Management
Regulations 2.0
Used Carton Recycling Management
System
78
2023 JD.com, Inc.
Environmental, Social and Governance Report
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
Titles
Laws and Regulations
Internal Policies
A Pragmatic
Approach
Leads to
Shared
Development
Outcomes
Human
Orientation
Diversity,
Equity and
Inclusion
Universal Declaration of Human Rights
International Labor Organization Conventions
Labor Law of the People's Republic of China
Labor Contract Law of the People's Republic of
China
JD Group Management System for
Preventing Sexual Harassment in the
Workplace
JD Group Employee Handbook
Employee
Training and
Development
Labor Law of the People's Republic of China
JD Group's Management System for
Employee Continuing Education
JD Group's Employee Promotion Plan
Employee
Rights and
Care
Universal Declaration of Human Rights
International Labor Organization Conventions
Labor Law of the People's Republic of China
Labor Contract Law of the People's Republic of
China
Constitution of the All-China Federation of
Trade Unions
Trade Union Law of the People's Republic of
China
JD.com's Human Rights Policy
JD Group Background Investigation
System
JD Group Employee Handbook
Collective Contract of JD Group
Collective Contract of JD Logistics
Occupational
Health and
Safety
Law of the People's Republic of China on
Prevention and Control of Occupational
Diseases
Law of the People's Republic of China on Work
Safety
JD Group Occupational Health and Safety
Management Policy
A Sustainable
Supply Chain
Responsible
Procurement
Labor Law of the People's Republic of China
Green Procurement Management
Bidding and Procurement Business
Management Rules
Supplier
Management
Environmental Protection Law of the People's
Republic of China
Labor Contract Law of the People's Republic of
China
Food Safety Law of the People's Republic of
China
Law of the People's Republic of China on Work
Safety
Product Quality Law of the People's Republic of
China
Tripartite Performance Appraisal
Procedure
Supplier Quality Exceptional Handling
Procedure
Supplier Agreement Honoring Feedback
and Handling Process
JD Group Supplier Code of Conduct
JD Group Operation Event Assurance
Mechanism of Bidding, Procurement and
Expense Management Department
Titles
Laws and Regulations
Internal Policies
A Pragmatic
Path Promotes
Good
Consumption
Serving
Customers
Product
Quality
Assurance
Product Quality Law of the People's Republic of
China
Food Safety Law of the People's Republic of
China
JD Group Marketplace Investment
Qualification Standards
Qualification Management Rules for JD
Group Retail Business Suppliers
General Principles of JD Group
Marketplace Product Quality Inspection
Sampling
General Principles of JD Group Retail
Business Supplier Product Quality
Inspection Sampling
JD Group Marketplace Merchant Violation
Credit Management Rules
JD Group Supplier Violation Management
Rules
JD Retail Counterfeit Accountability Rules
Product Recall Control Procedure
JD Industrials Recall and Withdrawal
Management Procedure
JD Group Marketplace Product Shelf-Life
Rules
Food Safety Handbook
Responsible
Marketing
Advertisement Law of the People's Republic of
China
Law of the People's Republic of China on the
Protection of Minors
Regulation on the Protection of Minors in
Cyberspace
Measures for the Administration of Internet
Advertising
D Group Brand Management Regulations
JD Group Marketplace Product Labeling
Sampling Rules
JD Group Retail Business Supplier Product
Labeling Sampling Rules
JD Group Advertising Audit Rules
Premium
Customer
Services
Law of the People's Republic of China on the
Protection of Consumer Rights and Interests
Regulation on the Protection of Minors in
Cyberspace
Law of the People's Republic of China on
Protection of the Rights and Interests of the
Elderly
Guidelines for Customer Service and
Experience Management of JD Group
79
2023 JD.com, Inc.
Environmental, Social and Governance Report
About This
Report
Message from Chairman
of Board of Directors
Board
Statement
About
JD.com
Appendix
Annual Honors
and Awards
Annual Key
Performance
Appendix 7 Report Indicator Index
Reporting Section
HKEX ESG Index
GRI
SDGs
About This Report
Paragraph 11, Paragraph
14 and Paragraph 15
2-2, 2-3, 2-4
Message from
Chairman of Board
of Directors
Paragraph 12
201-1
Board Statement
Paragraph 10 and
Paragraph 13
3-3
About JD.com
2-1
A Pragmatic Vision Consolidates the Foundation of Responsibility
Corporate
Management
Paragraph 13, Paragraph
14 and B7
2-6, 2-9, 2-10, 2-11, 2-12, 2-13, 2-14,
2-16, 2-17, 2-18, 2-22,
2-23, 2-24, 2-25, 2-26, 2-27,
2-29, 3-1, 3-2, 3-3, 405-1
5, 16, 17
Business
Responsibility
B6, B6.3, B6.5, B7, B7.1,
B7.2, B7.3
2-28, 205-1, 205-2, 205-3, 206-1,
415-1, 416-1, 418-1
9, 16, 17
A Pragmatic Attitude Paves the Way for a Green Future
Environmental
Governance and
Climate Change
Responses
Paragraph 13, A4 and
A4.1
201-2, 302-4, 305-5
7, 9, 12, 13, 14, 15
Green Workplace
A1, A1.1, A1.5, A1.6, A2,
A2.3, A2.4, A3, A3.1
302-1, 302-4, 303-1, 303-2, 306-1,
306-3, 306-4, 306-5
6, 7, 9, 11, 13, 15
Green Retail
A1, A1.6, A2.3, A3.1
2-28, 302-4, 304-3, 306-4
2, 7, 9, 12, 13, 14,
15, 17
Green Logistics
A1, A1.5, A2, A2.5, A3.1
301-1, 301-2, 301-3, 302-2, 302-4
7, 12, 13
Green Park
A1, A1.1, A1.5, A1.6, A2,
A2.3, A3, A3.1
302-1, 302-4, 304-2, 304-3, 306-1,
306-3, 306-4, 306-5
6, 7, 9, 12, 13, 14,
15
Reporting Section
HKEX ESG Index
GRI
SDGs
A Pragmatic Approach Leads to Shared Development Outcomes
Human Orientation
B1, B2, B2.3, B3, B4,
B4.1, B4.2
2-7, 2-19, 2-20, 2-21, 2-30, 202-
1, 401-1, 401-2, 401-3, 402-1, 403-
1, 403-2, 403-3, 403-4, 403-5, 403-
6, 403-7, 403-8, 403-9, 403-10, 404-
1, 404-2, 404-3, 405-1, 405-2, 406-
1, 407-1, 408-1, 409-1, 410-1, 412-1,
412-2, 412-3
3, 4, 5, 8, 10
A Sustainable
Supply Chain
B5, B5.1, B5.2, B5.3, B5.4
2-8, 204-1, 308-1, 308-2, 409-1, 414-
1, 414-2
3, 6, 9, 10, 11, 16,
17
A Pragmatic Path Promotes Good Consumption
Serving Consumers
B6, B6.1, B6.2, B6.4, B8,
B8.1, B8.2
2-28, 416-1, 416-2, 417-1, 417-2,
417-3
3, 12, 16, 17
Giving Back to
Communities
B8, B8.1, B8.2
203-1, 203-2, 413-1, 415-1
1, 2, 3, 4, 6, 9, 10,
11, 16, 17
Appendix
Important Legal
Statement
Paragraph 11
ESG Key
Performance Tables
A1.1, A1.2, A1.3, A1.4, A2.1,
A2.2, A2.5, B1.1, B1.2, B2.1,
B2.2, B3.1, B3.2, B5.1, B6.1,
B7.2, B7.3, B8.2
2-7, 2-30, 302-1, 302-3, 303-3, 303-
4, 303-5, 305-1, 305-2, 305-3, 305-
4, 305-7, 306-3, 306-4, 306-5, 401-1,
403-9, 403-10, 404-1, 405-1, 416-2
6, 7, 12, 13
Progress on the
United Nations
Global Compact
2-23, 2-24, 2-28
5, 17
Third Party
Assurance
Statement
Paragraph 9
2-5
GHG Inventory
Report
Paragraph 9
2-5
ESG Policy List
A1, A2, A3, A4, B1, B2, B3,
B4, B5, B6, B7, B8
2-23, 2-24, 2-27
2022
Environmental, Social and
Governance Report
JD.com, Inc.
Table of Content
About the Report
Message from Chairman
of the Board
Board Statement
About JD
Annual Key Performance
Annual Honors and
Awards
04
06
08
09
10
12
01
A Responsible Supply Chain
Consolidates the Foundation of Responsibility
Corporate Management
Business Responsibility
16
26
03
A Responsible Supply Chain
Leads to Shared Development Outcomes
Human Orientation
Sustainable Supply Chain
84
103
04
A Responsible Supply Chain
Promotes Good Consumption
Serving Consumers
Giving Back to the Community
110
118
02
A Responsible Supply Chain
Paves the Way for a Green Future
Addressing Climate Change through
the Task Force on Climate-related
Financial Disclosure (TCFD)
Green Operations
Green Logistics
Green Ecology
44
59
72
79
Appendix
ESG Key Performance Tables
Progress on the United
Nations Global Compact
Third Party Assurance
Statement
Report Indicator Index
ESG Policy List
Reader Feedback Form
128
128
133
134
136
138
140
A Responsible Supply Chain
Paves the Way for a Green Future
About the
Report
This report is the Environmental,
Social, and Governance Report
2022 (referred to as the "ESG
report" or "this report") released by
JD.com to detail the ESG strategies,
management, and practices of
JD.com and its major subsidiaries
included in its annual report.
Reference and
Principles
This report is prepared in compliance with the
ESG Reporting Guide from the Hong Kong Stock
Exchange (HKEX), the ESG Reporting Guide from
the Nasdaq Stock Market, the United Nations
Sustainable Development Goals (SDGs), the GRI
Standards issued by the Global Sustainability
Standards Board (GSSB), the Ten Principles of
the UN Global Compact, and industry standards
issued by the Sustainability Accounting
Standards Board (SASB). Content dealing with
climate change is prepared by referring to
the HKEX Guidelines on Climate Information
Disclosure, and the framework suggested by
the Task Force on Climate-related Financial
Disclosures (TCFD).
Reporting
Principles
Access to Report
This report conforms to the principles of "materiali-
ty"
, "quantitative"
, "balance"
, and "consistency"
.
Materiality: We have identified and assessed key
ESG issues of concern for both internal and exter-
nal stakeholders of the Group. For detailed ma-
teriality assessment process and results, please
refer to "Material Issues and Stakeholder Commu-
nication".
Balance: This report provides an impartial ac-
count of our performance in the areas of the
environment, employees, supply chain, product
services, and community.
Quantitative: We have regularly collected data on
quantitative key indicators including environmen-
tal, social, and governance categories, and pre-
sented summaries and disclosures in this report.
The calculation method, reference standards, and
parameters for quantitative ESG data in this report
have been explained, as detailed in each chapter of
this report.
Consistency: The methodology employed in this
report is in line with that of previous years. Any dif-
ferences that could affect meaningful comparisons
with previous studies have been duly explained in
the relevant chapters.
This report is prepared in both Chinese and
English. Should there be any discrepancy in
meaning between the two versions, the Chinese
version shall prevail. The electronic versions
can be accessed on the Group's website in the
section "Investor Relations".
Reporting Scope
This annual report covers the period from January
1, 2022, to December 31, 2022 (hereinafter referred
to as the "reporting period"). To make this report
more comparable and forward-looking, some
contents have been extended. The disclosure
scope of this report is based on the boundaries
of JD.com's listed entities on the NASDAQ Stock
Exchange in the United States, and for the first
time includes Dada Group and Deppon Express in
its disclosure scope.
Source of
Information
The information and data in this report mainly
come from the Group's internal data collection
system, work reports and public information,
such as annual reports and media releases.
Unless specified, the monetary amounts shown
in this report are all presented in RMB. For ease
of presentation, "JD.com", "JD", "JD Group",
"the Group", and "we" all refer to JD. com, Inc.
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
In 2022 amidst a landscape of constant
changes, JD has emerged as a key play-
er in the real economy and has gained
a heightened awareness of our respon-
sibilities towards sustainable develop-
ment. We recognize the importance of
ensuring smooth, stable and reliable
supply chains that benefit society as a
whole. Our steadfast commitment re-
mains to contribute to the transforma-
tion, upgrade, and high-quality growth
of the supply chain nationwide.
To fulfill our mission, we have strategi-
cally aligned the concept of corporate
sustainability with the value proposition
of a "Responsible Supply Chain." This
integration enables us to drive a com-
prehensive optimization of environmen-
tal, social, and corporate governance
aspects. By doing so, we aim to meet
the challenges of uncertainty with a
more prudent and proactive approach.
We have taken significant steps to
strengthen our corporate governance
by establishing an ESG committee at
the Board level. This committee ensures
that environmental, social, and govern-
ance factors are effectively integrated
into our decision-making processes. Ad-
ditionally, we have focused on diversi-
fying and enhancing the independence
of our Board members, ensuring a more
robust and objective oversight of our
operations.
Managing operational risks within
our supply chain is a top priority for
us. We actively engage with various
stakeholders, maintaining open lines of
communication and addressing their
expectations. By leveraging our digital
and sustainable supply chain capa-
bilities, we create value that extends
beyond our organization and positively
impacts society as a whole. JD is com-
mitted to continuously improving our
ESG governance structure and system,
driving sustainable business growth
while incorporating digital innovation
and intelligence into our supply chain
operations.
We place great importance on informa-
tion security, privacy protection, and
intellectual property rights. With a com-
bination of management practices and
technological advancements, we ensure
the secure and efficient operation of our
platform. This reliable foundation ena-
bles us to pursue sustainable develop-
ment while safeguarding the interests of
our stakeholders.
Aligned with the principles of green
and sustainable development, we have
actively responded to the nation's call
to achieve carbon peaking and carbon
neutrality. Throughout our supply chain,
we promote low-carbon operations and
optimize resource utilization. We also
encourage our supply chain partners to
join us in protecting the environment
and combating global climate. In 2022,
we intensified our efforts to incorpo-
rate more renewable resources in our
business operations, expand resource
repurposing and recycling initiatives,
and build responsible companies that
prioritize resource efficiency and en-
vironmental eco-friendliness. Energy
conservation and carbon reduction
are monitored across our supply chain
operations, with warehousing, trans-
port, and store management integrated
into our comprehensive planning. We
7
6
also ensure responsible engineering
construction to minimize our environ-
mental impact and make a substantial
contribution to green development.
Our "people-centered" approach rec-
ognizes employees as the cornerstone
of corporate wealth and development.
In 2022, we further reinforced our talent
development system while valuing and
maintaining the diversity, equality, and
inclusiveness within our workforce.
Enhancing employee benefits, occupa-
tional health and safety measures, and
livelihood support is a priority for us.
By creating high-quality employment
opportunities in the community, we
strive to cultivate a sustainable supply
chain and contribute to the growth of
the real economy. Collaboration with
our supply chain partners is strength-
ened, fostering fair co-development
with small and medium-sized enter-
prises (SMEs). We implement multiple
measures to assist suppliers in achiev-
ing positive environmental and social
impacts, enhancing the resilience and
vitality of the real economy, and driving
high-quality economic and social devel-
opment.
With our unwavering commitment to
delivering the ultimate user experience,
we continuously optimize our supply
chain infrastructure and leverage relia-
ble digital technologies to provide qual-
ity services to our customers. In 2022,
we took multiple actions to further
enhance our supply chain infrastructure
and technology capabilities, ensuring
strict control over product and service
quality and protecting consumer rights.
To better serve our customers with
a warm and heartfelt experience, we
launched faster delivery services and
price protection plans. Leveraging our
technological and business advantages,
we actively fulfill our corporate social
responsibility. In 2022, we spared no
effort in supporting pandemic preven-
tion and the delivery of related supplies
through our responsible, digital, and
intelligent supply chain system. We
wholeheartedly serve the national rural
revitalization strategy, empowering the
agricultural industry and significantly
increasing the income of millions of
farmers. Engaging in social welfare initi-
atives and making charitable donations
to support underprivileged students
and alleviate poverty are also integral
parts of our commitment to giving back
to society.
Reflecting upon the past, the specta-
cle of vibrant life shines as bright as
the dazzling glow of stars. JD remains
steadfast in fulfilling our corporate so-
cial responsibility and fully embracing
sustainable development principles.
Moving forward, we will remain true to
our original aspirations, strive to pro-
mote a real economy, and under the
pragmatic and innovative spirit, we will
join hands with stakeholders to draw a
landscape of well-being, green and win-
win sustainability.
JD is committed to a mission of "Powered by Technology for a
More Productive and Sustainable World" and strives to achieve
our vision of "Becoming the Most Trusted Company Worldwide".
By utilizing digital intelligence to develop and manage our
supply chains, JD actively embraces social responsibilities and
aims to create additional value in business, industry and society.
Our goal is to inspire confidence among customers, impress
partners, and win the trust of the general public.
Message
from
Chairman of
the Board
Richard Qiangdong Liu
Founder and Chairman of the Board, JD.com
2022
Environmental, Social and
Governance Report
8
9
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
2022
Environmental, Social and
Governance Report
A Responsible Supply Chain
Paves the Way for a Green Future
Board Statement
The Board of Directors ("the Board")
of JD.com recognizes how crucial
adherence to ESG efforts is to the
Group's long-term and stable opera-
tions. JD.com strictly adheres to ESG
reporting guidelines and requirements
of the stock exchanges where it is list-
ed and continuously improves its ESG
management mechanism and govern-
ance system. The Board also attaches
great importance to the potentially
hefty impact that ESG risks pose on
JD.com. Taking into account the ex-
ternal socio-economic macro environ-
ment and the Group's development
strategy, JD.com regularly performs
comprehensive ESG assessments and
prioritizes the findings to form ma-
jor ESG efforts for management and
improvement, which are then incor-
porated into the Group's strategies to
oversee management improvement
and performance.
The Board, as the highest decision-mak-
ing body of JD.com's ESG operations,
has an ESG Committee responsible for
reviewing the ESG strategies and their
effectiveness, including integrating ESG
components into strategies, oversee-
ing ESG performance and targets, and
directing ESG operations overall and
listening to ESG reports. Moreover, the
ESG Committee helps achieve more
independent, efficient, and professional
ESG management for the Board, and ex-
plore new models combining ESG with
the Group's business.
The ESG Committee has established
a dedicated ESG Working Group (the
"Working Group") that continuously
embeds ESG-related risk management
into the Group's daily code of conduct.
The Working Group is responsible for
implementing and advancing ESG-tar-
geted tasks with ESG leaders of each
subsidiary and business system and
identifying and managing climate-re-
lated risks and opportunities.
During the reporting period, JD.com
identified 23 strategic issues gleaned
from detailed systematic stakeholder
research, internal interviews, and
special meetings, and evaluated and
determined their ranking. This led to
the creation of the materiality matrix,
which is detailed in the "ESG Govern-
ance" part of this report.
JD.com has identified and assessed
the potential effects of climate change
on its business and operations in the
short-, medium-, and long-term by ex-
amining both physical and transitional
risks within its existing business. JD
will continue to leverage its industry
influence to promote and lead green
and low-carbon initiatives throughout
the value chain and consumer sectors
while doing our part in boosting ener-
gy efficiency and reducing emissions.
This report provides a detailed disclo-
sure of how far JD.com has progressed
and achieved in its ESG operations dur-
ing 2022. Reviewed and approved by
the Board, the content of this report is
crafted with accuracy, truthfulness, and
integrity with no false records, mislead-
ing statements, or significant omissions.
About JD
JD.com adheres to the values of putting
customers first, integrity, collaboration,
gratitude, dedication, and ownership.
With the mission of being "powered
by technology for a more productive
and sustainable world",JD.com strives
to become the most trusted company
globally.
JD officially began its e-commerce busi-
ness in 2004. In May 2014, JD.com was
listed on the NASDAQ Stock Exchange
in the United States, becoming the first
comprehensive e-commerce company
from China to successfully go public in
the U.S. In June 2020, JD.com complet-
ed a secondary listing on the Hong Kong
Stock Exchange, aiming to raise capital
to invest in key technological innova-
tions based on the supply chain, further
enhance user experience, and improve
operational efficiency.
JD.com is "a technology and services
enterprise with supply chain at its core."
Its business cover retail, logistics, tech-
nology, health, property development,
industrial goods, private label brands,
international business, and other areas
of commerce. Its cutting-edge retail
infrastructure enables consumers to
purchase goods anytime, anywhere.
JD also opens its technology and infra-
structure to partners, brands, and multi-
ple industries, providing comprehensive
retail-as-a-service (RaaS) solutions that
drive improvement and innovation in
production efficiency across various
sectors.
2022
Environmental, Social and
Governance Report
03
A Responsible Supply Chain
Collaborates with Partners for
Development
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
10
11
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
1 SKU, or Stock Keeping Unit, is the unit of measurement for inbound and outbound inventory in e-commerce.
Annual Key Performance
A responsible supply chain paves the way for a green future
A responsible supply chain consolidates the foundation of responsibility
All employees have completed
anti-corruption, integrity and
compliance training and exams,
with a training coverage rate of
an exam pass rate of
Number of violations of
information security and
privacy protection
As of the end of 2022, JD had installed photovoltaic power generation systems on the
roofs of 23 Intelligent Industrial Parks, with an installed capacity of
100%
100%
Number of acquired domestic
and foreign authorized patents
Number of published domestic and
foreign authorized trademarks
6,272
18,424
Number of penalty received for
information security vulnerabilities
or other network security breaches
0
0
132.5MW
Number of waste and used appliances
recycled by JD Retail and Five Star
Appliance platform over
5.9491million
By the end of 2022, JD Logistics achieved
direct delivery of tens of thousands of
stock keeping units (SKUs
1) delivered with
original package (DWOP) and was expect-
ed to reduce disposable packaging by
some 10 billion, equivalent to reduced
logging of some 20 million trees
Green electricity supplied by distributed
photovoltaic system on the roof of the JD
Intelligent Industrial Park
81,970
MWh
Coverage of ISO 27701 and ISO
27001 certified operations roughly
80%
Total annual investment in product
research and innovation nearly
RMB16.9billion
A responsible supply chain leads the trends for good consumption
JD.com's customer service
team consists of more
than 20,000 .
20,000
employees
Survey result of JD.com's net
promoter score (NPS) in 2022
65.5
During "11 · 11" sales event, 2022,
JD platform provided 30-day price
protection on 500 million products,
benefiting more than
380million consumers
JD Foundation donation made in 2022
RMB93.48million
A responsible supply chain leads to shared development outcomes
Proportion of rural population in
frontline logistics employees
80%
Collective contract employee
coverage
100%
Amount paid for front-line logistics
employees in salary and benefits
in 2022 over
RMB44.6billion
In 2022, JD's various business units
provided 2,442 offline training courses
and 25,223 online training courses,
covering all of its employees. Total
employee training coverage
100%
The total employee training devel-
opment amounted to 18,423,446
hours, averaging per employee
41.5hours
Best inventory turnover days of self-
operated commodities
30.2days
Number of personnel participated in
employee satisfaction surveys over
Annual employee satisfaction rate
720,000
4.51out of 5
3million
Number of green commodities
introduced by JD.com
2022
Environmental, Social and
Governance Report
12
13
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
2022
Environmental, Social and
Governance Report
A Responsible Supply Chain
Paves the Way for a Green Future
Annual Honors and Awards
Selected into the 2023
Bloomberg
Gender-Equality Index
on the Fortune Global 500 - 2022
Ranked 46th
Ranked 2nd on the "Top 100
New Real Economy-based
Enterprises 2022" by the China
Enterprise Evaluation Association
Ranked among the World's Most Admired
Companies 2022 by Fortune
and ranked 1st in social responsibility
indicators for Chinese companies
Ranked among the first version of the
Fortune
China ESG Influence List
Ranked 30th among Forbes 2022 World's
Best Employer for five consecutive years and
ranked 2nd among Chinese companies
Ranked among Fortune's
2022 Change the World list
Ranked among Bloomberg Green
Environmental Pioneers
of Bloomberg Green ESG Pioneers
The carbon neutrality logistics park
solution was selected for the
2022 Annual Case of
China Green Point
by CBN
JD's "Asia No.1" Taiyuan Xiaohe
Logistics Park was given
a five-star rating
by the China Association of Warehouse
and Distribution
Ranked 3rd
on Fortune China's Most Admired
Chinese Companies 2022
Ranked 1st
in the "Top 500 Private Companies
in China 2022"
by the All-China Federation of
Industry and Commerce
Ranked as China's Most
Attractive Employer 2022
by Universum
ranking 3rd
among industry peers
JD (Langfang) Intelligent Industrial
Park was awarded LEED Gold by
the US Green Building Council
JD's Integrity Innovation Project won the
"China Integrity Innovation Award"
14
15
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
2022
Environmental, Social and
Governance Report
A Responsible Supply Chain
Paves the Way for a Green Future
With a"Responsible Supply Chain" as the core, JD.com
fulfills its corporate mission and responsibility, fortifies
its governance system and capacity building, and commits
to the highest ethical business standards. With a focus on
unleashing the potential of technological innovation, the
Group is committed to intellectual property management,
strong safeguards for network information and private data
control and protection, and is building the responsibility
foundation for sustainable supply chain.
01
A Responsible Supply
Chain Consolidates
the Foundation of
Responsibility
16
17
02
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
JD.com continues to improve its governance level, embody the concept of sustain-
ability, and effectively control operational risks. We also maintain close commu-
nication with relevant stakeholders, and proactively respond to their needs and
expectations while promoting the sustainable development of JD's supply chain
ecosystem, and thus creating long-term value for all involved.
JD.com has established a scientifically developed and efficient corporate
governance structure that defines distinct roles and responsibilities. The Group has
set up an Audit Committee, a Compensation Committee, a Nomination Committee,
and an ESG Committee under the Board to oversee the Group's various activities
and ensure rational decision-making in its resource allocation and operations. The
terms of reference of the Board and Committees, as well as the information relating
to each director, is available on the Group's website of Investor Relations
4 and the
websites of stock exchanges in which it is listed.
Ms. Xu Ran, as JD.com's first female CEO, joined the Board of JD.com in May 2023. The Board
of JD.com is comprised of seven directors, including one executive director, five independ-
ent non-executive directors and one non-executive director. Four of the current directors
hold doctoral degrees. The current Board members are qualitatively distinguished by their
wide-ranging expertise, which encompasses business administration, law, finance, finance,
economics, and the social sciences. Drawing on their professional experience in industry, fi-
nance, and risk management, they are capable of improving the enterprise
's decision-mak-
ing level from a holistic perspective and optimizing the top-level governance of the Board.
Currently, three members of the Board are female, and the females comprise one
third or over each of the Compensation Committee, Nomination Committee and ESG
Committee. In 2022, we amended the Constitution of the Nomination and Corporate
Governance Committee, which mandates comprehensive consideration of diver-
sity factors such as gender, race, ethnicity, country of origin, nationality, or cultural
background in the Board nomination procedure. In May 2023, the Board of JD.com
released JD.com's Policy on Board Diversity and the Independence Standards for
Independent Directors, which furthers the requirement concerning the Board's inde-
pendence and diversity, and consequently bolsters its ability in corporate governance.
Corporate Governance
2 IR | JD.Com, Inc.
JD.com's Board Structure
Audit Committee
Compensation
Committee
Nomination Committee
ESG Committee
Corporate Management
We have constructed an integrated management and control system for enterprise
security risks, keeping a close eye on the five key areas of "risk detection, incident
assessment, incident handling, potential danger management, and effect apprais-
al", gradually extending our risk management standpoint from short-term to long-
term, transcending from the present incident-handling mode to the pre-emptive
"early identification and alert" approach. With the motto of "compliance repre-
sents development" in mind, we build a distinct risk management system for JD.
Overseen and guided by the Board, we have established an exhaustive risk miti-
gation and control structure. This includes a Safety and Risk Control Committee,
chaired by the Group's CCO, and a Chief Security Officer responsible for the sta-
bility, reliability, and security of the Group's digital infrastructure and informa-
tion systems. A special working group focusing on risk control–composed of risk
control leaders from different systems, was integrated within the Safety and Risk
Control Committee to comprehensively control any risk that the Group might en-
counter. The Committee meets weekly to analyze and evaluate risks and inform all
subgroups of decisions. Each first-level division is in charge of following up risk in-
vestigation and governance, in conjunction with periodic reviews and promotion
of paramount risk cases to the management and relevant departments through
regular management conferences, quarterly business analysis meetings, and re-
porting to business groups and business units.
We attach great importance to risk management and internal control, with a focus
on risk governance in the four dimensions of regulatory security, legal security, op-
erational security, and information security. We have developed risk management
systems such as the Regulations of JD Group on Legal Risk Grading Management,
the Contract Management System of JD Group, and Trade Secret Management
Measures of JD Group to ensure the smooth implementation of various risk man-
agement.
A transparent and scientific risk governance mechanism is also an essential part
of JD's risk management. We clearly define the extent of punitive measures for
various safety related accidents, and promptly hold the responsible departments
accountable once the accident is verified. We also conduct annual self-assessments
on internal control, with deductions in employee performance ratings when signifi-
cant issues in a business unit or department, are discovered. These deductions are
linked to the overall performance of the business groups and their respective unit
leaders.
JD.com has established a comprehensive risk governance system, through which
we continuously identify, evaluate, prevent and manage internal and external
risks. We vigorously promote a culture of risk governance and augment risk
governance and mitigation capabilities.
Risk Governance
Risk Governance System
risk detection
incident
handling
incident
assessment
potential hazard
management
effect
appraisal
The Board
of Directors
Female members account
for nearly
43%
of the Board
18
19
02
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
In 2022, we referenced the COSO
3 Enterprise Risk Management Framework and
undertook risk identification and response across nine key areas: strategic risk,
investment risk, market risk, financial risk, legal compliance risk, operational risk
(including technological risk), ESG governance risk, reputational risk, and integrity
risk. Risk exposure was assessed and analyzed via a structured management
process.
We have taken the following measures to address some of the risks.
Risk Identification and
Response
3 COSO is the Committee of Sponsoring Organizations of the Treadway Commission
JD.com
2022
Risk Identification
Some Risk Response Measures of JD.com in 2022
Strategic risk
Investment risk
Integrity risk
Market risk
Reputational
risk
Financial risk
ESG governance
risk
Legal compliance
risk
Operational
risk (including
technological
risk)
JD.com also evaluates and responds to major medium to long-term emerging risks, such as geopolitical risks and information
security risks, to further enhance risk prevention and control awareness and capabilities.
Geopolitical
risks
Geopolitics poses certain risks to international businesses and hinders the smooth
functioning of internal operations, posing challenges such as personnel recruitment
restrictions, travel bans, supply chain interruption, and import-export restrictions.
JD operates in multiple countries and regions. In the current tumultuous geopolitical
environment, JD closely monitors global trends and objectively assesses geopolitical
risks. JD continuously optimizes its supply chain to deal with potential risks by
increasing the versatility and resilience of its domestic and international operations.
Information
security risks
Due to rapid global digitalization, there exists an increasing level of risk to information
security.
To mitigate information security risks, JD is constructing a governance model to refine its
information security compliance. We are committed to enhancing the protection of systems,
tools, and data, to foster a stable and healthy business environment. We strive to ensure the
highest standards and procedures to protect data and information security for billions of
consumers, millions of SMEs, large multinational businesses, and government users.
To guarantee the secure operation of large-scale online promotional shopping events,
such as "618" and "11 · 11", digital security is paramount to ensuring smooth business
operations. JD will continue to apply advance security technologies to ensure the
safety of users, enterprises, and industries and contribute to the healthy development
of the information security ecosystem.
Operational risk
Each business unit should maintain a keen awareness of risk management at all times, stan-
dardize business activity rules, improve business risk control systems, strictly control any
negative impact on user experience and violations of platform policies, effectively protect the
legitimate rights and interests of users and partners, and effectively prevent and control risks.
ESG governance risk
ESG Committee at the level of the Board to oversee and guide related matters such as climate,
environment, risk, health and safety, business ethics, product safety and services, diversity and
inclusiveness, and etc.
Integrity risk
Hold zero tolerance against corruption, includes establishing a comprehensive anti-corruption
system, accurately identifying and evaluating integrity risks, conducting comprehensive
training and education, and collaborating with industries to build an integrity ecosystem. We
aim to encourage diversified participants in integrity risk governance and help enterprises
develop in a healthy, safe and sustainable manner.
Legal compliance risk
Strictly abide by local laws and regulations for business operations and regulatory rules for
compliance in the location where we operate, establish and improve an international business
legal compliance system, and follow up on regulatory trends.
Conduct current and forward-looking legal research in newly-emerged business areas. Estab-
lish research organizations to focus on data algorithms and personal information protection.
Engage in communication and exchange activities with regulatory authorities, industry asso-
ciations, experts and scholars. Invite experts in related fields to provide training to ensure full
compliance with various legal and regulatory requirements.
Under the framework of the Group risk management, supply legal compliance indicators to en-
courage awareness of pertinent risk elements and overall compliance capabilities.
20
21
02
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
Cases of Risk Response
Risk Awareness and Culture
To provide stable and reliable system experiences to users and avoid application
downtime caused by peak traffic and system overload, JD conducts over 1,700
internal stress tests every year and conducts timely and effective troubleshooting
and elimination of testing risk points. For example, on the eve of the "618"
promotion each year, we simulate temporary blackouts, network disconnection,
and sudden traffic peak surges. This kind of test helps guarantee the stable
operation of our system under uncertain situations.
In 2022, 58 training sessions on risk management were held both online and in-
person. 10,114 employees participated.
JD has also set up risk feedback channels, and a supporting joint prevention and
control information system. These measures allow employees to provide feedback
on risk related issues through open channels. All employees are encouraged to
report potential system risks. When an employee files a report, the system will
automatically assign it to the director of the primary responsible department
which will forward it to heads of related departments and then distribute it to the
relevant operator, who is required to record the processing results in the system.
The employee who filled the report is automatically informed of the result.
To address climate change risks, we have engaged in risk identification and as-
sessment of our businesses, structure, and other aspects. We have also conducted
sensitivity tests under various climate scenarios to assess possible non-financial
risks that we may face. For more information, please refer to Section 2.1 of the
Task Force on Climate-related Financial Disclosures (TCFD).
JD was commissioned to conduct the Red Envelope Project during CCTV's Spring Festival Gala 2022. The technical
team meticulously outlined the method, testing scope, responsible body, implementation roadmap, application
profiling and hierarchical sorting of stress tests. The implementation steps of stress testing were detailed and
broken down to the operational level, leading to over 1,000 tests being completed. This allowed preparations to be
concluded in a timely and efficient manner. To ensure the quality and feasibility of the project, "chaos engineering"
and emergency plan drills were simulated to enhance responses to unforeseen circumstances.
Stress Testing of the Spring Festival Gala Red Envelope Project
We conduct
internal stress tests every year
1,700
training sessions on risk management
held both online and in-person
58
employees participated
10,114
JD.com adheres to the corporate mission of "Powered by Technology for a More Pro-
ductive and Sustainable World" and diligently optimizes its ESG governance structure,
and management system. The Group continuously communicates effectively with
regulatory authorities, investors, the public and other stakeholders. This is key to
forming a solid foundation for ESG governance and is instrumental to ultimately cre-
ating sustainable value for users, business partners, and society.
To strengthen ESG governance, we have instituted a dedicated ESG Committee on the
Board, with the Chairman of the Board serving as the Committee Chairman to coordi-
nate ESG governance work within the Group and integrate environmental, social and
corporate governance standards and parameters into the Group's management system.
We set objectives for risk control, information security, business ethics and anti-corrup-
tion, along with energy conservation and efficiency targets. We consider the completion
of these targets when assessing and evaluating management performance, to realize
the link between management compensation and sustainable development perfor-
mance.
ESG Governance
JD.com's ESG Governance Structure
The Board of Directors
ESG Committee oversees ESG matters of the Group. This includes environ-
mental sustainability, the implementation of environmental management
policies, increased environmental performance, business ethics, product
safety and service quality, employee training and development, diversity and
inclusiveness, community support, privacy and data security.
The Committee helps the Board to identify and assess potential risks and op-
portunities regarding ESG issues.
The Committee guides and reviews the development of ESG strategies and
plans, practices and major ESG-related public disclosures and reports.
The Strategy Execution Committee (SEC) leads the ESG Working Group to
develop the Company's ESG strategy and priorities.
The ESG Working Group organizes ESG requirements and goals, facilitates
collaboration between ESG leaders across the Group and business units,
executes and advance strategies, monitors the execution of tasks, and
submits regular reports to the SEC.
Professionals from several subgroups and business units utilize their industry-
specific knowledge, to promote the overall ESG practices of the Group and
regularly update the ESG Working Group on the latest developments.
ESG representatives of each subsidiary group and business system
ESG Committee
Strategy Execution Committee (SEC)
ESG Working Group
22
23
02
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
Materiality Assessment and
Stakeholder Engagement
JD.com attaches great significance to communication and collaboration with stake-
holders. The Group continues to proactively expand communication channels, and
engages in frequent and diversified interactions with stakeholders including consum-
ers, employees, shareholders, investors, governments and regulatory bodies, and
value chain partners, to promptly respond to their expectations and requirements.
Stakeholder Engagement
Stakeholders
Material Issues
4
Communication
Consumers
Product and service
quality
Consumer relations
Protection of employee
rights and interests
Data security and privacy
protection
Business ethics and an-
ti-corruption
Continuous online and
offline communication
(apps/websites/stores)
24/7 customer service
hotline
Daily media communi-
cation
Social media commu-
nication
Consumer research
Employees
Product and service
quality
Consumer relations
Protection of employee
rights and interests
Data security and privacy
protection
Business ethics and an-
ti-corruption
Employee development
and talent training
All-staff emails, com-
munication meetings,
forums, employee
representative congress,
training activities and
feedback mechanisms
Employee service hot-
line, bigear@ jd. com, the
Group's trade union, the
Group's audit channel,
etc.
Investors
Data security and privacy
protection
Corporate governance
Sustainable management
and economic develop-
ment
Greenhouse gas emis-
sions and product carbon
footprint
Diversity, equality, and
inclusiveness
Promote high-quality
employment
Phone calls, meetings and
company visits
Corporate annual reports,
quarterly reports and
announcements
Roadshow
Daily communication on
sustainability and ESG
related issues
Government
and Regulato-
ry Bodies
Data security and priva-
cy protection
Protection of employee
rights and interests
Consumer relations
Sustainable management
and economic develop-
ment
Promote high-quality
employment
Rural revitalization and
common prosperity
Daily reports, Com-
munication and policy
recommendations
Irregular industry fo-
rums and conferences
Field investigation
Cooperation agree-
ments signing and
strategic partnership
establishment
Respond to inquiries
for listed companies
from regulatory agen-
cies
Partners on
the Value
Chain
Data security and priva-
cy protection
Product and service
quality
Business ethics and an-
ti-corruption
Consumer relations
Protection of employee
rights and interests
Daily procurement,
training, and evaluation
Irregular industry fo-
rums
Supplier conferences
Daily media communi-
cation
"Jing Dian" Academy,
"Jing Mai" Platform
Communities
and
Environment
Promote high-quality
employment
Occupational health and
safety
Protection of employee
rights and interests
Employee development
and talent training
Data security and privacy
protection
Intellectual property
protection
Public welfare programs
and fund-raising plat-
forms
Daily media communi-
cation
Social media communi-
cation
CSR forums and activi-
ties
Volunteer activities
We undertake at least a comprehensive and systematic identification and analysis of material issues annually. In 2022,
we distributed an ESG questionnaire to company executives, employees, and external stakeholders to gauge their level
of interest in various ESG-related issues. Twenty-three strategic issues that support the creation of long-term value were
identified and organized into a materiality matrix.
Material Issue Identification Process
Identification of
material issues
Based on the material issue list of JD.com in 2021, and in accordance with the
ESG Reporting Guide from the Hong Kong Stock Exchange (HKEX), the ESG
Reporting Guide from the Nasdaq, and with reference to local and international
reporting standards, major ESG ratings, and industry sustainable development
trends, JD.com sorted, summarized and updated those issues through
benchmarking against industry peers and monitoring news media. As a result,
23 issues have been identified, forming a list of JD.com's material issues in 2022.
Distributed questionnaires to both internal and external stakeholders through
a variety of channels, including email and WeChat, to solicit comments and
suggestions on the Group's ESG governance. Exactly 3,028 valid questionnaires
were collected.
Initiated special communication on ESG issues through ESG meetings targeting
specific stakeholder groups.
Stakeholder
engagement
Develop and
adjust the matrix
Created a preliminary material issue matrix based on the survey results.
Material issues were adjusted and confirmed by the leadership and ESG Working
Group based on industry trends, peer comparison, and capital market concerns.
Review materiality
matrix
Submitted the adjusted materiality matrix to the ESG Committee for review
and confirmation, forming the final materiality matrix.
24
25
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A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
Materiality Matrix of JD.com in 2022
Importance to JD.com
Low
High
High
Importance to stakeholders
Material Issues of JD.com in 2022
Environmental
Social
Compliance
Governance
Taking "Achieving Success the Right Way" as its value and compliance as its
foundation, JD.com has deeply integrated the concept of "Compliance Represents
Development" into all business areas of the Group and adheres to a policy of achieving
success through compliance governance. To ensure this, we have established a
compliance system consisting of "One Principle", "Three Defensive Lines", and "Five
Perspectives". A comprehensive promotion and implementation strategy, focused
on accountability and rewards, ensures the enforcement of our internal control
compliance management processes and adherence to ethical business standards.
01
13
20
22
Green packaging and recycling
Energy use and energy efficiency
management
Addressing climate change
GHG emissions and carbon
footprint
Waste management
Water management
13
18
19
20
22
23
23
03
06
09
10
11
02
04
05
07
08
Product and service quality
Consumer relations
Occupational health and
safety
Employee development and
talent cultivation
Employee rights protection
Supply chain management
Anti-pandemic and disaster
relief
Rural revitalization and
common prosperity
Diversity, equality, and
inclusiveness
Promoting high-quality
employment
Philanthropy and charity
01
02
04
05
07
08
14
15
16
17
21
12
14
15
16
17
18
19
21
Data security and privacy
protection
Technology and innovation
Intellectual property
protection
Business ethics and anti-
corruption
Corporate governance
Sustainable management
and economic development
Governance
03
06
09
10
11
12
JD's Compliance Management System
Three Defensive Lines
"Achieving Success the Right Way"
Guided by the concept of "Achieving Success the Right Way" and adhering to the principle of "Compliance Represents Development,"
the Group complies with laws and regulations, builds a culture of integrity and anti-corruption, enables effective compliance
management driven by technology and data, and establishes a forward-looking, flexible, and efficient compliance system.
The first line
Every employee is familiar with and firmly
implements JD.com's compliance system and
adheres to the bottom line of compliance by
resisting undesirable temptations.
Applicable to all
employees
The second line
All professional teams shall publicize and
implement a good compliance culture, apply
smart technology to all essential nodes of
risk and compliance management, reduce
corporate risks, and ensure long-term and stable
development.
Applicable to risk management teams
including legal, finance, information
security and risk control
The third line
Applied to independent supervisory and
audit team
By following the compliance system and
upholding the principle of fairness, justice
and independence, the supervision and audit
team oversees the compliance practices of
each organizational unit, investigates and
combats corruption, and ensures operational
compliance.
Five Perspectives
Laws and regulations compliance
Information security compliance
Transaction risk control
Anti-corruption and integrity compliance
Auditing compliance
JD. com regards legal compliance as the basic requirement to achieve
its business objectives and strictly abides by relevant national laws,
regulations, and rules.
JD.com attaches great importance to information security, ensures that employees have full access to the basic knowledge and principles of information
security; establishes a sound responding process and disposal mechanism for system security, external attacks and violations; safeguards the confidentiality of
information and data of the enterprise, employees and customers, making sure information and data can only be obtained and used when necessary.
All business units in JD.com shall always maintain a keen awareness of
transaction risk management, regulate business activities, improve the
business transaction system, and connect to JD's risk control system to
ensure accurate identification and intelligent confrontation of business
transaction risk behaviors.
JD. com has always adhered to "zero tolerance" of corruption and is
determined to create an incorruptible and integrity business environment.
JD.com strictly complies with all legal requirements for a listed company.
Management provides a written statement on the effectiveness of internal
controls of financial reporting in the annual report.
Ensure all employees are fully aware of
compliance policies through promotion and
implementation.
The system of "Accountability Basics and Control"
and collateral penalties are carried out in cases of
major compliance issues.
Offer rewards to employees who have
performed well in compliance and those who
have reported violations.
Full publicity and implementation
Joint accountability
Rewards
One Principle
Compliance Enforcement Mechanism
26
27
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A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
Business Responsibility
Adherence to business responsibility is fundamental in allowing JD.com to build a
"Responsible Supply Chain", and the internal cornerstone for enhancing the business's
competitive and dynamic nature. JD emphasizes four key aspects: business ethics
governance, information security and privacy protection, technology innovation
enhancement, and intellectual property protection. JD has implemented multiple
mechanisms, such as the establishment of governance systems, comprehensive training
and promotion, and accountability and rewards, to build a wholesome trustworthy better
business ecosystem.
JD strictly adheres to local laws and regulations for domestic and international business
operations, conducts business activities in accordance with legal requirements and
accepts supervision from a wide range of stakeholders, including consumers, suppliers,
business partners and other parties, while strictly preventing illegal activities such as
bribery, extortion, fraud, money laundering and monopoly. Guided by the concept of
"Achieving Success the Right Way", JD.com shapes a corporate culture of integrity,
characterized by a commitment to responsibility over commercial interests, complying
with all applicable local laws to conduct business operations in a fair competitive
environment, free from bribery and corruption. This in turn, effectively safeguards the
Group's core fundamentals of fair, open and transparent business ethics.
Business Ethics
Building Business Ethics System
JD.com prioritizes a culture of business ethics and integrity and adheres to the principle of
zero tolerance for corruption. The Board regularly hears reports on progress on anti-corrup-
tion and business ethics-related tasks, reviews special issues concerning anti-corruption
and business ethics, and makes suggestions for improvements.
We have implemented comprehensive anti-corruption and integrity compliance policies that
combine rewards and punishments, including the Code of Business Conduct and Ethics of
JD.Com, Inc., the Anti-Corruption Regulations of JD Group, and the Whistleblower Protection
and Reward System of JD Group. Each business department has established corresponding
policies and regulations in compliance with the standards set by the Group, which contain
more detailed requirements on gift-giving, banquets, samples, etc. Examples include the Red
Line Management System of JD Logistics and the Banquet Management System of JD Health.
JD.com mandates all employees adhere to the established Code of Business Conduct. Full-
time employees are required to sign the JD Group's Employee Handbook and JD Group's
Commitment to Anti-Corruption. Interns, consultants, and other temporary personnel also
need to sign the Commitment to Comply with JD Group's Anti-Corruption Regulations, en-
suring a 100% coverage rate.
Entities and individuals engaged in commercial dealings with JD.com (including suppliers,
contractors, subcontractors, and others) must comply with and uphold JD.com's anti-brib-
ery and anti-corruption policies. Any and all partners working with JD.com are required to
sign the Anti-Commercial Bribery Agreement.
Our never-ending work to enhance our anti-corruption system through innovative practices
in anti-corruption, integrity and compliance is key to building a forward-looking, flexible,
and efficient management system, that sustains our business development. The super-
vision department, which is dedicated to enforcing corruption prevention regulations, is
responsible for investigating corruption across all our business lines. It has also developed
specialized management systems - "Three Major Measures" for anti-corruption manage-
ment and "Three Lines of Defense" for anti-corruption and integrity risk assessment.
Coverage rate of employee
signature of Code of Business
Conduct and Ethics
100%
"Three Major
Measures"
for anti-
corruption
management
Conduct an integrity perception index survey across all employees and managers
of JD.com. The scope includes the awareness of integrity and compliance (such
as familiarity with the integrity culture, recognition of the integrity system, and
awareness of integrity advocacy), knowledge of penalties for non-compliance,
integrity compliance actions (such as actions/motivations for reporting, actions/
motivations for proactive reporting), integrity and compliance management and more.
In 2022, we collected 55,800 notes and suggestions from employees and managers.
To address low ratings on the integrity perception index at specific business units, we
implement risk prevention in key areas and further initiatives such as collaborating
with the business departments to identify, monitor and evaluate areas prone to
integrity risks, and engaging in internal and external integrity and compliance
advocacy.
Conduct multi-level specialized training on integrity and compliance, which applies
to all personnel, management personnel, critical roles, and core departments.
Organize the supplier integrity and compliance conference to communicate JD's
integrity and compliance standards to its suppliers and partners, and collaborate to
establish an integrity and compliance ecosystem.
Prevention of corruption
Carry out targeted actions in key areas, construct business risk-aware monitoring models
and connected governance platforms, refine the anti-corruption systems and procedures,
and build effective punishment frameworks and organizational structures.
Dismiss employees who violate the Anti-Corruption Regulations of JD Group and add
them to the discredited list. Those suspected of committing crimes shall be referred
to judicial authorities.
In 2022, JD.com concluded 248 internal corruption investigations. Another 21 employee
corruption cases (including cases transferred over from the preceding years) lawfully
transferred by the company to the judiciary were concluded during the reporting period.but
there were no corruption litigation cases having JD.com as either the plaintiff or defendant.
Crack down on corruption
Work with the business units and specialized risk management teams to review
key cases, and suggest targeted measures and rectifications for potential integrity-
related risks associated with corruption cases. Self-inspection and self-correction
are required from the business units to actively prevent the Group's anti-corruption,
integrity and compliance risks and maintain its sustained business growth.
Governance against corruption
28
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A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
To bolster directors and the management’s primary anti-corruption and integrity
responsibilities and ability in managing integrity risk, JD.com implemented special
anti-corruption training for directors and managers. In 2022, we developed a new
case-study style of anti-corruption and integrity compliance training, based on busi-
ness scenarios and typical cases, focusing on legal compliance, case-based learning,
case-based governance, and integrity risk management. The training consisted of 64
in-person courses, with each lasting three hours on average and 100% of directors
and management having taken the training, which enabled the directors and man-
agement team to become familiarized with anti-corruption laws and regulations, gain
insight into the psychology of corruption, and persistently promote the formation of
JD’s integrity and compliance system. ensuring that officials do not dare, are not
able, and ultimately have no desire to be corrupt.
During the reporting period, we implemented anti-corruption training sessions for procurement and logistics suppliers both
online and offline, with a total of around 9,100 suppliers participating in the training.
The business departments established a self-inspection mechanism for anti-corruption and integrity risks. The business
units are mainly responsible for maintaining risk control, preventing corruption cases, and establishing a connected integrity
mechanism. The supervision department provides warnings for integrity risks, regularly reviews and improves the integrity
risk monitoring and warning system, and assesses and optimizes the effectiveness of integrity risk management operations.
The supervision department, in
partnership with the business risk
control department and business
units, convenes in-house commu-
nication meetings to analyze and
design their business integrity risk
map and integrity risk matrix and
identifies potential risk points,
and draws the integrity risk map.
The business departments con-
sistently monitor suspicious data
and gather clues to the unusual
performance of employees and
partners, and provide regular up-
dates to the supervision depart-
ment.
Report integrity risks and effective
corruption clues
Identify situations for integrity
risks and their control points
Build a monitoring and warning system for integrity risk indicators
In line with "preventing corruption,
promoting compliance, and
boosting business", we engage
in the identification, prevention,
monitoring and control of anti-
corruption and integrity risks.
JD.com's Special Training on Integrity and Compliance Management in 2022
At the Supplier Conference held
by Procurement Department of
JD, we conducted promotion
activities for our partners and
suppliers. The training focused
on JD.com's core business val-
ues of the Right Way, integrity
and compliance system, as well
as typical anti-corruption cases
and reporting channels. Through
this, we sought to collaborate
with our partners to cultivate an
ethical business environment.
Integrity and Compliance Promotion and Implementation of the JD.com Supplier Conference 2022
Promotion and Implementation of Integrity and Compliance at the Supplier Conference
"Three Lines of Defense"
for anti-corruption and
integrity risk assessment
Building a Culture of Business Ethics
JD.com provides anti-corruption training to all employees. Employees are required to
participate in anti-corruption, integrity, and compliance training and assessment once a
year, and then pass the relevant assessment with full marks. New employees also must
complete online anti-corruption training and pass the assessment before becoming
regular employees. In 2022, the Group completed online anti-corruption, integrity, and
compliance training and assessments for all employees, with a 100% coverage rate
and a 100% pass rate. This year, the anti-corruption, integrity and compliance training
includes explaining the importance of anti-corruption, the fundamental principles of
JD.com's anti-corruption, and the requirements of an anti-corruption, integrity and
compliance system. Multilingual training versions were developed and produced in
Chinese, English, Indonesian, Thai, etc.
the Group offered
in-person anti-corruption
and integrity training sessions
attracting
of directors and management have
taken the training
447
43,938attendees
100%
In 2022
30
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Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
JD.com strives to advance cooperation among all industries to create a
credible and positive commercial climate and reinforce the "Sunshine
Integrity Alliance" brand. As of the end of 2022, the Sunshine Integrity
Alliance has served more than 700 enterprise members. The year's principal
focus of the"Sunshine Integrity Alliance" encompasses:
Held the fifth Corporate Integrity and Compliance Summit and release
the "Employee Fraud Analysis Report" for the manufacturing and retail
industries;
Carried out the Sunshine Evolved series of online courses on corporate
integrity and compliance, providing high-quality anti-corruption,
integrity and compliance content;
Released the book
Secret of Anti Corrup-
tion for Real Economy
Enterprises, which
collects innovative
practices of integrity
and compliance from
real economy enter-
prises such as manu-
facturing, retail, and
service industries.
"Sunshine Integrity Alliance"
The Fifth Corporate Integrity and Compliance Summit (2022)
Secret of Anti Corruption for Real Economy
Enterprises
Standard Certification
JD.com is a signatory to the United Nations Global Compact, recognizing and
upholding the ideals of the Ten Principles initiative and integrating it into our
corporate strategies and operations. We actively promote the certification of
other global anti-corruption standards to meet our commitment to organizational
responsibility and anti-corruption compliance. We aim to attain ISO 37001
certification within one to three years and seek external audits and certifications
such as SMETA, BSCI, RBA assessments and SA8000 certifications to ensure the
success of our internationalization strategy.
In September 2022, JD.com was the only
private enterprise among the six winners of
the third "China Integrity Innovation Award."
JD.com drew on its experience in innovative
integrity governance to create "JD's Integrity
Governance Innovation Project" which was
presented in its application to the third "China
Integrity Innovation Award," which is sponsored
and organized by the Integrity Governance
Building and Governance Research Professional
Committee of the Chinese Academy of Manage-
ment and the Discipline Inspection and Super-
vision Institute of Tsinghua University (Beijing
Integrity Governance Development Research
Base). JD.com was praised by evaluators for its
innovation, importance, effectiveness, sustain-
ability and promotability. The award attracted
applications from 174 other companies.
JD.com Won the Third "China Integrity Innovation Award"
JD's Integrity Governance Innovation Project won the Third China
Integrity Innovation Award
Whistleblower Protection
JD has posted the Whistleblower Protection and Reward Scheme of JD Group on its
website, encouraging suppliers, other partners, employees, and other stakeholders
to become part of the supervising system for the Group's honest operation and effec-
tively expose violations, such as corruption and official misconduct. Whistleblowers
who give truthful reporting will receive cash awards based on the pertinence of clues
as well as the nature and gravity of the reported cases they report. An anonymous or
pseudonymous reporting system will be adopted to guarantee the confidentiality of
both whistleblowers and the information they provide in various aspects such as ac-
ceptance, registration, storage, and investigation to prevent leakage or loss. Any viola-
tion of confidentiality regulations will be dealt with severely. JD prohibits any form of
retaliation against whistleblowers, and violators may be held liable to legal penalties
in accordance with national laws and regulations.
1、Telephone: 400-601-3618;
2、Email: [email protected];
3、
Mailing address: Supervision Department, Tower A, Building 1, JD.com Headquarters,
Kechuang 11th Street, Beijing Economic and Technological Development Zone;
4、By appointment;
5、Other forms deemed appropriate by the whistleblower.
Public reporting
channels:
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Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
JD.com strictly conforms to applicable national laws, regulations and regulatory
guidelines, and attaches the utmost importance to the data privacy protection
of consumers, customers, suppliers, partners, employees and any other related
stakeholders. Drawing on international standards and industry best practices, it has
built a comprehensive information security and privacy protection management system
- including policies, management, technology, supervision and training - relying on a
zero-trust security framework.
In line with relevant domestic and international legislation and regulations such as
the Data Security Law of the People's Republic of China and the Personal Information
Protection Law of the People's Republic of China, as well as industry-standard bodies
such as ISO 27001 and ISO 27701, we continuously enhance our information security
and privacy management system. We have developed 67 information security and
privacy regulation systems and standards covering all existing activities, including the
Information Security and Privacy Policy of JD Group and the Data and Privacy Security
Management Regulation of JD Group.
In 2022, we comprehensively upgraded our information security and privacy protection
measures, including host security, application security, data security, account security
and application software privacy compliance.
Information
Security and Privacy
Protection
Establish and Improve Safety Management Mechanisms
Safety and Risk Control
Committee
Safety Execution Working Group
Data Security & Privacy Compliance
Working Group
Group Security, Legal, Each BG, etc.
Developing Information Security Compliance
The Board and the Strategy Execution Committee of JD.com attach great importance to
information security and privacy protection and participates in the strategic planning,
review and decision-making of such matters.
The Board has set up a Security and Risk Control Committee as the highest manage-
ment body for information security and privacy protection. This Committee is chaired
by the Chief Compliance Officer (CCO) and includes the technology vice presidents from
sub-groups and business lines. It regularly reports to the Board and Strategy Execution
Committee (SEC). The Security and Risk Control Committee is comprised of two work-
ing groups: a data security and privacy compliance working group and a security exe-
cution working group, forming a multi-level organizational framework for safeguarding
information and privacy. The Information Security Department is responsible for the
Committee's daily operations, convening regular monthly meetings to review major is-
sues, and regularly reporting to the Board and the SEC.
In the digital transformation sector, JD.com is committed to the principles of agility
and efficiency. It is transitioning away from the network security protection known
as "boundary protection" and is building a governance architecture based on "zero
trust". We are exploring supply-chain-specific governance models to establish the
"JD Zero Trust security system". With an emphasis on asset security, we integrate
emerging technologies such as big data, artificial intelligence, blockchain, and cloud
computing to construct a comprehensive zero-trust security system covering as-
set digitization, asset personalization, diversified checkpoints, diversified strategy
centers, and a zero trust "cockpit." Construction of the "JD zero trust security system"
has undergone four stages: proof of concept, implementation and practice, capability
enhancement, and capability maturity, to form a reliable information security com-
pliance management system to secure the information security of all JD's assets. JD's
Zero Trust security practices are detailed in our white paper titled; White Paper on JD's
Zero Trust Security Practices
5.
To effectively handle information security incidents caused by IT system interruptions
or cyberattacks, we are constantly revising and improving the Information Security
Incident Grading Management Requirements of JD Group and the Security Monitoring
and Response Regulations of JD Group. These documents set out the classification
and grading standards and emergency response processes to protect information se-
curity and privacy and further enhance our security management mechanism.
Employees who violate information security and privacy protection policies face
warnings, reprimands, or dismissal in accordance with the degree of misconduct. In-
dividuals who contravene national regulations will be held liable for adherence to the
law. Those who inflict economic losses on JD.com will be required to compensate the
company.
JD.com's Information Security and Privacy Protection Management Structure
Zero Trust Security Technology and Practice
5
White Paper on JD's Zero Trust Security Practices
In 2022,
Number of information security and
privacy violation cases
Fines levied against JD.com for
information security vulnerabilities or
other network security incidents
0
0
Retail
Property
Health
CHO Line
CCO Line
CFO Line
Logistics
Private
Label
Brands
Industrials
Working Mechanism
Regular meeting: once a month
Temporary meetings: major
emergencies or decisions, etc
Security risk governance: weekly report
34
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A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
JD.com's ISO 27001 Information
Security Management System
Certificate
JD.com's ISO 27701 Privacy
Information Management System
Certificate
JD.com has established an information security and privacy protection system
that covers data security, application security, office network security, and privacy
protection. These protections are detailed in the Information Security and Privacy
Management Code of JD Group, Data and Privacy Security Management Regu-
lation of JD Group, and Data Classification and Grading Guide of JD Group. The
documents stipulate requirements for the collection, processing, use, and user-re-
sponse right to accessing the use of privacy data. A privacy impact assessment
is also required when developing new businesses and carrying out R&D testing.
Every business activity and research project that involves user privacy must com-
plete privacy impact assessments and regular audits. Data security assessment
and governance work is carried out in accordance with local laws and regulations
and policy guidance. All commercial activities must pass privacy and compliance
testing prior to their online launch, effectively protecting the various privacy rights
and interests of users.
In May 2023, JD.com updated JD's Privacy Policy, which stipulates the principle
of data minimization, users' right to know, and the right to choose. We insist on
"acquiring data only for legitimate and necessary purposes, with the informed
consent of users and ensuring security and lawful use". We strictly follow the re-
quirements of laws and regulations for the storage, use, and disclosure of personal
information. JD will further improve the management and requirements of third
parties in data use and maintenance.
User Privacy Protection
Data Minimization, User's Right to Know and Choose
JD regularly performs compliance audits and information security tests, includ-
ing annual external and internal audits. The non conformities discovered during
the external and internal audits in 2022 were improved and repaired. Every year,
we invite qualified third-party security professionals to carry out system stability
tests and network security emergency tests. Through this practical exercise, infor-
mation security weaknesses and potential security risks are revealed and overall
response and prevention capabilities are further strengthened.
JD.com continues to upgrade ISO 27701 and ISO 27001 certification, which now
encompasses 80% of its operational scope. We are likewise actively partnering
with third-party consulting agencies to ensure GDPR compliance. The Group has
completed GDPR security and compliance for its MCA business, thereby guaran-
teeing data security and adherence to regulations for our business in Europe.
Supervision and Audit by Independent Agencies
JD.com employs encryption technology to encrypt and save user's personal data
and isolates data through isolation technology. The Data and Privacy Security
Management Regulation of JD Group explicitly states display of user data display
must be desensitized, using a desensitization process that covers the daily opera-
tions of employees, users, and suppliers. We have set up a data backup and recov-
ery management system that regularly backup data. The data storage system is
deployed in distributed networks and equipped with a data recovery module.
All-chain Data Protection
In 2022, JD Health, a subsidiary of JD.com, was certified with the
ISO 27799 Information Security Management System in Healthcare,
becoming the first enterprise in the Chinese Internet healthcare in-
dustry to earn the certification.
JD Health was ISO 27799 Certified
36
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Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
JD.com has successfully passed the first batch of the CAICT Business
Security Capability Assessment, becoming a member of the Business
Security Initiative. JD's business security products and services were
selected into the CAICT "Business Security Panorama".
JD.com's web application and
API protection (WAAP) has been
evaluated by CAICT in terms
of API security protection, API
security monitoring, and other
aspects, and the results have
met the requirements of the Ad-
vanced Level. It also passed the
test of Q/KXY CS111 Application
Program Interface Full Life Cycle
Security Management Require-
ments and obtained the API Se-
curity Capability Certificate from
CAICT.
JD.com Became a Member of the Business Security
Initiative of the China Academy of Information and
Communications Technology (CAICT)
JD.com's API Security Capability Certificate
JD.com is Now a Member of the CAICT Business Security Initiative
JD.com's API Security Capability
Certificate
JD.com's Compliance Training and Exams for
All Employees in 2022 (Including Information
Security and Privacy Protection)
JD's Data Security Protection Awareness Training
of Contracted Personnel in 2022
The Information Security Department and Legal Compliance Department of JD.com
are responsible for delivering training on the Group's information security compli-
ance, data security, and personal data privacy protection. An annual training program
and assessment of information security and privacy protection are required for all
employees, including full-time employees, interns, consultants, and other labour
personnel, as well as all entities and individuals engaged in commercial activities with
JD.com, including suppliers, contractors, subcontractors, etc. New employees must
participate in online information security and privacy protection training and pass
exams before passing their probation period. Customized courses are included within
the information security compliance training for product development specialists,
and outsourcing personnel employees who work in key customer segments, such as
information security compliance and phishing-prevention training. JD incorporates
information security compliance management and personal information privacy
protection into its business assessment of core managers and people in key positions,
creating a culture of information security and privacy protection for all employees.
Developing Safety Culture and Awareness
Number of personnel who
has completed training
examinations
560,000
Training examination
pass rate
100%
Overall time of training and
examinations approximately
280,000hours
Number of information se-
curity and privacy protection
training sessions conducted
24
In 2022,
38
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Appendix
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Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
Technology and innovation are the driving forces behind JD.com's high-quality
growth and the core competitiveness of JD's sustainable development. JD's indus-
try-leading innovation is driven by various application scenarios and technology
and powered by a team formed from core scientists to young technicians.
In early 2017, JD.com began a comprehensive technological transformation and has
so far invested nearly RMB100 billion in technology research and development. These
investments have enabled JD.com to bolster its technological and industrial digiti-
zation capabilities by leveraging advanced technologies such as cloud computing,
artificial intelligence, big data and the Internet of Things (IoT). JD continues to lead
technological innovation in logistics, supply chain security and customer service. Its
technology continues to improve consumers' shopping experience while reducing
costs and improving the efficiency of JD.com's brands and business partners. JD
Cloud provides technology and services to various stakeholders including munici-
palities, businesses, financial institutions, and farmers. During the reporting period,
JD.com invested nearly RMB16.9 billion in research and innovation.
In 2022, JD system listed and unlisted companies received three "China Patent Excel-
lence Awards" in the field of data processing, visual recognition systems, and cross
domain data fusion technology.
Technology and
Innovation
On July 16, 2022, the "Key Technologies of Intelligent Product Matching and Their
Applications in Marketing," jointly researched by JD.com and Tianjin University, received
second prize at the Science and Technology Progress Award ceremony of the 11th
"Wu Wen Jun AI Science & Technology Awards". JD's award was for three essential
key techniques: multi-level user profiling, cross-modal product modelling, and precise
people-goods matching, which were based on user characteristics, product attributes,
and matching recommendations. This technology has enabled the provision of intelligent
marketing services to over 100,000 domestic and international businesses with noteworthy
improvements in marketing management, cost-cutting, and enhanced user experience.
JD.com Receives Second Prize of the Science and Technology Progress
Award from "Wu Wen Jun AI Science & Technology Award" in 2022
The 11th "Wu Wen Jun AI Science & Technology Award" Ceremony
We are committed to delivering the infrastructure capabilities that JD has accumulated
to benefit society, driving the digital transformation of the industry and boosting the
real economy by leveraging JD's identity as a real economy enterprise. Open Alliance
for Carbon Neutrality Technology is based on the core concept of openness and
sharing and is building a patent pool related to energy conservation and emission
reduction and green development for carbon neutrality. Through the opening and
sharing of patent technology, the alliance accelerates digital technology innovation and
integration in carbon neutrality.
JD.com and Several Companies Jointly Establish the Open Alliance
for Carbon Neutrality Technology
The Launch of Open Alliance for Carbon Neutrality Technology
During the reporting period,
JD.com spent nearly
in R&D
RMB16.9billion
JD.com has invested nearly
RMB100billion
in R&D so far
In 2022,
JD system listed and unlisted companies received
"China Patent Excellence Awards"
for data processing, visual recognition systems,
and cross-domain data fusion technology
3
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Promotes Good Consumption
Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
JD.com's Key Data on
Accumulated Intellectual
Property (as of the end of
2022)
JD.com firmly adheres to intellectual property ("IP") protection and is compliant with
applicable laws and regulations – such as the Patent Law of the People's Republic of
China and the Trademark Law of the People's Republic of China. It has put in place
internal intellectual property management measures, namely the Patent Management
Measures of JD Group and Trademark Management Measures of JD Group. In 2022,
the Group announced the Trade Secret Management Measures (Trial) of JD Group,
further extending its intellectual property management system and guiding the
comprehensive progress of its intellectual property management efforts.
JD.com launches targeted campaigns and comprehensive training sessions on
implementing its intellectual property management and raising awareness of in-
tellectual property protection. In 2022, it carried out more than 200 internal train-
ing sessions on patents, trademarks, copyrights, trade secrets, open source, and
rights protection, covering nearly 6,000 employees.
JD.com staunchly encourages employees to apply for patents to protect their R&D
innovations and integrate incentives for creativity into their daily tasks. The Group has
set up the Patent Application Award and Patent Authorization Award for patents with
remarkable innovative value, application potential, economic benefits and social ben-
efits. The JD Patent Award was created to reward excellence. Incentive measures are
also offered.
Thanks to the ever-growing technology and R&D investments, in
2022, JD.com had accumulated more than 6000 globally authorized
patents, ranging from AI, cloud computing and retail technology
to logistics warehousing, digital intelligent supply chain, new infra-
structure for digital economy, green low-carbon technology, and its
pan-regional patent collaborative business development spaned ten
countries and territories.
The Group's intellectual property management is essential
to securing and protecting its IP rights, meeting the demands
of business development, and preventing infringement of
trade secrets and other important information. It also aims to
standardize employee behaviour, internal procedures, and reg-
ulations, and enhance its risk management system. The Group
strives to comprehensively and promptly protect its IP assets,
such as technological innovations and achievements, brands,
commercial logos, software works, and domain names, via
cooperation between the IP management team and business
operations. Specific internal and external management plans
have been formulated to ensure clear workflow and measures,
and efficient executions of various IP management processes
which are designed to improve the IP management certifica-
tion system.
JD is dedicated to protecting intellectual property and combat-
ting infringement through a combined approach of prevention
and control. This strategy covers the full spectrum of preven-
tive measures, from pre-event, during-event, and post-event.
The Group actively responds to rights infringement complaints
submitted by intellectual property holders and their represent-
atives while safeguarding the legal rights and interests of all IP
rights holders.
We are committed to ensuring the authenticity of merchandise
and actively collaborate with local law enforcement, brand
rights holders, and various brand protection organizations.
Guided by the philosophy of social collaborative governance,
we endeavour to construct a connected platform for corporate
social responsibility collaborative governance, encompassing
innovative institutional governance, innovative organizational
governance, and innovative technological governance, to en-
sure a lawful commercial atmosphere.
In 2022, JD's Intellectual Property Protection Platform es-
tablished cooperation with the Public Service Department of
the National Intellectual Property Administration (NIPA) by
integrating the National Intellectual Property Public Service
Network into the home page of the JD platform. With a single
click, users of the JD platform can directly access the official
NIPA website to learn about their rights.
JD's Patent Award Trophy in 2022
JD's Intellectual Property Protection Platform
Intellectual Property
Protection
Number of authorized
patents at home and abroad
6,272Patents
Number of published patents
at home and abroad
18,424Patents
42
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Appendix
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
2022
Environmental, Social and
Governance Report
JD.com is committed to building a green and low-carbon
supply chain system by actively promoting carbon-reduc-
tion measures in the fields of warehousing, packaging,
transportation and consumption and striving to go green in
offices, logistics, stores, parks and other scenarios. Work-
ing with upstream and downstream partners to shape a
future green supply chain, the Group helps to achieve the
national goal of reaching carbon peaking and carbon neu-
trality, and respond to and mitigate the impacts of climate
change.
02
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Chain Paves the Way
for a Green Future
44
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Outcomes
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Promotes Good Consumption
Appendix
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Paves the Way for a Green Future
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2022
Environmental, Social and
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Addressing Climate Change through the Task Force
on Climate-related Financial Disclosure (TCFD)
Amidst the issue of global warming, countries have adopted carbon reduction
commitments and explored ways to alleviate climate change. In December 2020,
President Xi Jinping said at the General Debate of the 75th Session of the UN Gen-
eral Assembly that China would peak carbon dioxide emissions before 2030 and
achieve carbon neutrality before 2060. Addressing climate change is a responsi-
bility shared by the global community with a shared future for humanity. As a new
type of real economy-based enterprise with global influence, JD.com leverages its
deep connections within the value chain to deal with climate opportunities and
challenges, developing climate competencies while motivating stakeholders from
across the supply chain to work together to meet the goals of climate mitigation.
We are calling on corporate governance and strategic frameworks to incorporate cli-
mate change through the Task Force on Climate-related Financial Disclosure (TCFD)
framework. This includes developing appropriate carbon reduction routes, fortifying
climate change risk management, identifying effective carbon reduction measures,
verifying and disclosing climate change related information, and assessing the effec-
tiveness of our climate strategies and carbon reduction actions, which is JD's contri-
bution to achieving China's goals of carbon peaking and carbon neutrality.
The Group's Board of Directors has ultimate responsibility for climate change
related risks and opportunities and appoints the ESG committee to comprehen-
sively oversee relevant tasks, such as climate risk identification, assessment, and
management. The ESG committee regularly reports to the Board of Directors on
sustainability matters, including climate-related issues.
The ESG committee also holds regular meetings to fulfill the following
responsibilities related to climate change:
JD has continuously adjusted its business development strategy and resource al-
location after analysis of climate-related risks and opportunities, formulating sus-
tainable development strategies. JD is committed to addressing potential climate
change-induced risks, taking advantage of low-carbon growth opportunities while
striving to promote green development for itself, and for society as a whole.
We adopted the Shared Socioeconomic Pathways (SSPs) recommended by the Inter-
governmental Panel on Climate Change (IPCC) to carry out a climate scenario analysis
on the external environment of our business operations, including ecology, economy
and society, using the SSP1 and SSP3 for the two time periods of 2025 and 2030 re-
spectively.
Governance
Strategy
Forecast of Macro-Environmental Situation JD.com May Face in Different Climate Scenarios
SSP1 (Low emission scenario under strict climate policies )
Mean temperature: the temperature will rise by 1.6℃ by 2040
when compared with the pre-industrial era, and by 2.0℃ by 2100;
Sea level: the sea level will rise by 0.1 meters in 2040 and by 0.4
meters in 2100;
Extreme weather: its frequency and intensity will increase to a
certain extent;
Rainfall: as temperatures rise between 1.5 and 2.0 ℃, global ag-
riculture and ecology will suffer from more intense droughts, with
an increase in precipitation intensity of 10.5% to 14%.
Mean temperature: the temperature will rise by 1.6℃ by 2040
when compared with the pre-industrial era, and by 3.9℃ by 2100;
Sea level: the sea level will rise by 0.1 meters in 2040 and by 0.6
meters in 2100;
Extreme weather: its frequency and intensity will increase greatly;
Rainfall: as temperatures rise between 2.0 and 4.0℃, global
agriculture and ecology will suffer from more intense droughts,
with an increase in precipitation intensity of 14.0% to 30.2%.
SSP1 (High emission scenario without climate policies )
Nature
6
Global climate policy: major countries and regions worldwide
announce the carbon neutrality path (including China's goals of "carbon
peaking" and "carbon neutrality"), and strictly implement the goals;
Global business model: transitioning rapidly from an economy
based on fossil fuels to one driven by renewable energy sources;
China's greenhouse gas emissions: emissions per unit of GDP
will decrease by 18% in 2025 from the 2020 level, and by more
than 65% in 2030 from the 2005 level
7;
China's carbon prices: carbon prices are expected to reach
RMB89.48/ton and RMB203.71/ton by 2025 and 2030 respectively
(without total emission control)
8;
China's energy structure: The proportion of non fossil fuels in one-
time energy consumption will reach 20% in 2025 and 25% in 2030;
9
China's new energy vehicles: By 2025, the sales of new NEVs will
reach about 20% of the total; By 2030, the proportion of newly used
clean energy powered vehicles will reach around 40% that year
10;
China's consumer attitudes: By 2025, the market share of green
and low-carbon products will significantly increase; By 2030, green
consumption become the mainstream trend, and the public will
actively choose green and low-carbon products
11.
Global climate policy: some countries and regions lack carbon
neutrality goals, and have no detailed short-term actions and
goals;
Global business model: the profit-driven business model fails to
properly consider the environmental and social impacts, and there
are no obvious changes in the renewable energy portfolio;
China's greenhouse gas emissions: In 2030, greenhouse gas
emissions will rise by 38% from the 2021 level;
China's carbon prices: In 2025 and 2030, carbon prices remained
the same as in 2022, at RMB50.54-61.60/ton
12；
China's energy structure: the proportion of non fossil fuels in
primary energy consumption is the same as that in 2020, about
16%;
China's new energy vehicles: The proportion of total sales of NEVs
remains the same as in 2021, at 11.25%
13；
China's consumer attitudes: green consumption is not yet
mainstream, and the market for green and low-carbon products is
relatively small.
Socio-economic environment
6 Source: Sixth Assessment Report from Intergovernmental Panel on Climate Change (IPCC) Working Group (WGI) and CMIP6 Climate Model
7 Source: China's Intended Nationally Determined Contributions
8 Source: Long-term carbon price forecast update of China's carbon market released by Refinitiv in 2022
9 Source: National Development and Reform Commission's Outline on "14th Five Year Plan"
10 Source: The Ministry of State issued the "Development Plan for the NEV Industry (2021-2035)" at the end of 2020
11
Source: "Implementation Plan for Promoting Green Consumption" issued by the National Development and Reform Commission, the Ministry
of Industry and Information Technology, the Ministry of Commerce, and other departments in 2022
12 Source: Shanghai Environment and Energy Exchange
13 Source: People's Daily, 2022
JD.com's ESG Working Group coordinates the daily management and execution of
climate-related risks and opportunities and establishes a Climate Action Special
Group to identify and assess such risks and opportunities.
Review/check JD.com's efforts on
climate risks and opportunities,
including climate risk identifica-
tion, assessment, response, etc;
Review/check JD.com's invest-
ments related to climate change
risks and opportunities.
46
47
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
02
A Responsible Supply Chain
Paves the Way for a Green Future
47
46
2022
Environmental, Social and
Governance Report
14 Source: Global Risk Report 2022
15 Source: China Climate Bulletin 2022 released by China Meteorological Administration
16 Source: 2021 China Sea Level Bulletin
Potential impacts of physical risks on JD's business, risk identification and impact cycle under the high emission
scenario (SSP3)
Starting from assessing both physical and transformation risks, JD.com analyzed relevant literature on climate, macro
environment, and industrial policies, and integrated the findings with their own business conditions to identify and assess the
potential effects of climate change on their short-term【S】 (within 2 years), medium-term【M】 (2-5 years), and long-term【L】
(more than 5 years) operations.
Classification of physical risks: heatwaves, sea level rise, floods, increased frequency of extreme weather, and loss of
biodiversity.
The business impact of physical risk: according to Global Risk Report 2022
14, survey respondents ranked "climate action
failure" as the biggest long-term threat and the number one risk, potentially causing the most severe impact over the next
decade. The potential consequences of these climate-related physical risks will have an impact on companies including JD,
such as natural resource crises, ecological environment damage, infrastructure damage, and threats to human health.
Potential impacts of physical risks on JD's business, risk identification and impact cycle under the high emission scenario (SSP3)
Risk clas-
sification
Strategic
factor
Impact
Risk description
Physical risk
classification
Impact
period
Acute
physical
risks
Market Risk
Infrastruc-
ture failure
Increased
operating
costs
Climate change leads to an increased prevalence of extreme weather
conditions such as floods, typhoons, excessive precipitation, and
extreme high/low temperature weather. This has, in turn, affects
the stability of buildings and operations such as JD.com's office
buildings, intelligent industrial parks, and data centers, resulting in
increased costs for maintaining infrastructure such as warehousing
and data centers. The China Climate Bulletin 2022, forecasts heavy
rains and waterlogging in South China and Northeast China, as well
as floods in the Pearl River basin and Songliao basin, which is likely to
affect our storage and operational sites
15;
When the frequency or duration of flooding increases, it can cause
damage to the warehouse and transportation network of JD.com,
resulting in damage to logistics infrastructure, which could eventually
lead to a decline in logistics performance and supply, a decrease in
business volume, an increase in equipment maintenance costs, and
a decline in business revenue;
The 2021 China Sea Level Bulletin revealed that the risk of sea
level rise in China's coastal areas is escalating due to accelerated
urbanization.
16 Impacts of the rising sea levels may include the
termination or early decommissioning of facilities located in
vulnerable coastal areas and the relocation of infrastructure
companies in coastal regions to inland areas which would incur
higher operation expenditures;
Climatic change-induced frequent sand and dust storms would
reduce the efficiency of photovoltaic panel power generation and
potentially increase operating and maintenance costs.
Heat wave
Flood
Sea level rise
Frequent
occurrences
of extreme
weather
Frequent
occurrence
of sandstorm
weather in
some areas
M、L
Human
health
crisis
High temperatures shorten the external incubation period of the den-
gue fever virus, enhancing the rate of being bitten by vector Aedes
mosquitoes and expediting their development and reproduction due
to increased rainfall
17. Subsequently, future climate change is likely
to create more optimal conditions for the spread and prevalence of
dengue fever, posing potential health and safety risks to employees
of JD.com. Consequently, should JD.com's suppliers, customers, or
business partners be exposed to related hazards, their activities may
be disturbed or damaged.
Loss of
biodiversity
Heat waves
S、M、
L
Risk clas-
sification
Strategic
factor
Impact
Risk description
Physical risk
classification
Impact
period
Acute
physical
risks
Supply
chain man-
agement
Infrastruc-
ture failure
Floods, typhoons, excessive precipitation, and extreme high/
low temperatures resulting from climate change will have a del-
eterious effect on JD.com's logistics infrastructure equipment
(including associated businesses, regional performance centers,
front-end distribution centers, newly added warehouses, distribu-
tion stations, pick-up points, and roads). This will lead to the reduced
operational efficiency of regional performance centers or possibly
render them unable to carry on normal operations. This, in turn, will
negatively impact the delivery and sale of goods. Intense rainstorms
and flooding could disturb logistics route planning, storage, and
transportation network planning. Heat waves or extreme cold could
damage batteries in operational vehicles, consequently affecting ex-
press delivery efficiency and denting the Group's operating revenue;
JD has developed a comprehensive cold chain infrastructure, with
warehouses and temperature-controlled vehicles, requiring in-
creased use of bio-friendly refrigerants in extremely high heat. This
results in higher operational costs and raises risks of battery-relat-
ed incidents and maintenance demands for the vehicle fleet and
cargo aircraft.
Heat wave
Flood
Frequent
occurrences
of extreme
weather
M、L
Harm to
ecological
environ-
mental
Crisis of
natural
resource
The increased frequency of floods, typhoons, excessive precipita-
tion, and extremely high and low temperatures caused by climate
change will affect JD.com's supply chain stability. This leads to
higher raw material prices, and challenges in product supply and
inventory, as well as impacting the operating revenue of JD's pri-
vate label brands and vendors. For instance, fresh produce sold on
SEVEN FRESH, JD's supermarket, is highly vulnerable to damage
caused by extreme weather, disrupting the supply chain and dam-
age to goods, consequently impacting consumer satisfaction and
causing a rise in costs.
Heat wave
Flood
Frequent
occurrences
of extreme
weather
S、M
Chronic
physical
risk
Operation
Human
health
crisis
Damage to
infrastruc-
ture
Harm to
ecological
environ-
mental
The National Climate Center's monitoring showed that from June
2020 (as of July 12th), the average number of days of high tempera-
ture in China was 5.3 days, 2.4 days more than typical years, setting
a new high since 1961
18. Such high temperatures affect the perfor-
mance and health of the employees at JD.com, resulting in increased
expenses, such as medical bills and heatstroke subsidies;
A rise in average temperatures may cause potential detrimen-
tal impacts on the regular operation and maintenance of data
centers, such as diminished lifespans of data center facilities and
hardware; a higher burden on energy consumption for data center
heat transfer and cooling, resulting in greater carbon emissions;
higher consumption of water resources, and so on;
Drought poses the most serious threat to terrestrial biodiversity,
particularly to amphibians whose highly sensitive water require-
ments render them the most vulnerable
19.
Average
temperature
rise
Drought
M、L
Market
Risk
Consumer/
User
Harms to
ecological
environ-
mental
Extreme weather events have exacerbated shortages of some foods.
In 2008, China suffered from a cold snap, rain, snow and freeze, re-
sulting in approximately 14 million hectares of crops being affected.
In 2014, a severe drought hit North and Northeast China, significantly
impacting summer grain production. Extreme downpours in Henan
Province on July 20, 2021, caused massive crop failure, particularly of
corn
20. Climate change will present a mounting challenge to the food
chain and food safety & quality offered by JD.com, thus increasing
the potential health risks to consumers, and reducing consumer
satisfaction, while raising the costs of restoring consumer satisfaction
and protecting consumer rights & interests for JD.com.
Loss of
biodiversity
S、M
17 Source: Fifth Assessment Report of IPCC
18 Source: National Climate Center
19 Source: "Drought Seriously Threats Terrestrial Biodiversity" by China Science Daily
20 Source: "Impacts of Climate Change on China's Food Security Cannot be Ignored"
48
49
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
02
A Responsible Supply Chain
Paves the Way for a Green Future
49
48
2022
Environmental, Social and
Governance Report
Potential impacts of physical risks on JD's business, risk identification and impact cycle under the low emission
scenario (SSP1)
Under the low-emission scenario, tighter macroeconomic policies and low-carbon transformation in society may impose
potential restrictions and regulatory requirements for the Group, which will affect its operation and income.
JD's transformation risks include policy and legal risks, technical risks, reputational risks, and market risks.
Climate related transformation risks and strategic perspectives, risk description, classification, and time span of JD.com under
the low emission scenario (SSP1)
Risk clas-
sification
Strategic factor
Risk description
Transformation
risk classification
Impact
period
Policy and
regulatory
risks
Trend of low-carbon
development
In the event of non-compliance with the relevant national laws
and regulations, JD.com will face regulatory scrutiny, pressure
from external stakeholders, and an increase in operational costs
in the short term to ensure policy compliance optimization. This
includes investment in hiring professionals in carbon emissions
data management and disclosure of information.
China has established a "1+N" policy system for carbon peaking
and carbon neutrality, formulated a medium- and long-term
greenhouse gas emission control strategy, contributed to a
national carbon emission trading market, and prepared and im-
plemented a national climate change adaptation strategy. The
"1" refers to the guiding ideology and top-level framework for
China to achieve carbon peak carbon neutrality. The Opinions
on Completely, Accurately and Comprehensively Implementing
the New Development Concept and Achieving Carbon Neu-
trality in Carbon Peaking
22 and Action Plan for Carbon Peaking
by 2030
23 issued in 2021 defined the schedule, road map and
construction drawing of those efforts. "N" refers to the imple-
mentation plan and accompanying support measures for key
areas and industries, such as energy, industry, transportation,
and urban-rural construction, along with underpinning technol-
ogies, energy security, carbon sink capacity, fiscal and financial
pricing policies, standard measurement systems, inspection,
and assessment;
In June 2022, China released the National Strategy for Climate
Change Adaptation 2035
23, which proposed the guiding ideology,
main goals, and basic principles for China's adaptation to climate
change in the new era, and further improve safeguard measures
to provide important guidance and a solid foundation for effective
adaptation to climate change.
Policy and legal
risks
S、M、L
21 Source: inions of the CPC Central Committee and the State Council on Completely, Accurately and Comprehensively Implementing the New
Development Concept and Achieving Carbon Neutrality and Carbon Peaking
22 Source: Notice of the State Council on Issuing the Action Plan for Carbon Peaking by 2030
23 Source: National Strategy for Climate Change Adaptation
Risk clas-
sification
Strategic factor
Risk description
Transformation
risk classification
Impact
period
Policy and
regulatory
risks
Supply
chain
manage-
ment
Stricter
laws
related
to green
supply
chain
China is intensively promulgating policies and regulations related
to green transportation, green packaging, and the development
of green parks, resulting in a profound effect on JD.com's core ac-
tivities, including warehousing and transportation. If JD.com fails
to adequately disclose related information as required, it will face
regulatory compliance risks, and potential pressure from external
stakeholders.
Transportation: Seven departments including the National Devel-
opment and Reform Commission, the Ministry of Commerce, and
the State Administration for Market Regulation have issued the
Implementation Plan for Promoting Green Consumption
24, which
proposes to accelerate the development of green logistics distri-
bution; The 14th Five Year Plan for Green Transportation Develop-
ment
25 outlined the green transformation policy for logistics and
transportation, and more quantitative goals in reducing pollution
and carbon emissions, energy consumption structure for logistics
vehicles, and transportation structure; The General Office of the
State Council has issued the 14th Five Year Plan for the Develop-
ment of Cold Chain Logistics
26 to accelerate the pace of emission
reduction and low-carbon transformation, promote the structural
adjustment of cold chain logistics and transportation, and achieve
healthy and sustainable development;
Packaging: The General Office of the State Council has issued the
Notice on Further Strengthening the Control of Excessive Pack-
aging of Goods
27, which places curbs on excessive packaging of
goods and sets clear requirements for the packaging industry;
Action Plan for Plastic Pollution Control During The 14th Five Year
Plan
28 and the packaging policies related to the postal and express
delivery industry have set clear requirements and quantitative
goals for the all-chain governance of plastic packaging, especially
for e-commerce, reduction, standardization, recycling, and easy
recycling of express packaging;
Park: Implementation Plan for National Green Development
Special Action in High Tech Zone
29 pointed out the collaborative
industrial park and green transformation of urban energy, in order
to maximize the use of clean energy and circular transformation
of the park to build low-carbon cities and develop the low-carbon
economy.
Policy and legal
risks
S、M
Market
Risk
Pressure
from
supply
sides
The national system of energy consumption intensity control
and total emissions control has become increasingly stringent,
resulting in limited electricity consumption and rising electricity
prices among high energy intensive enterprises. An excessively
active response to energy transformation will further disrupt the
energy market, reducing the supply of highly energy-intensive
industrial goods. As such, key-emission industries are facing a
capacity contraction, likely pushing up raw material prices and
restructuring the industrial landscape. Such scenarios may have
a potential impact on JD's suppliers, manifesting as supply
scarcity and increased procurement costs, among other issues.
Increased
transition
costs
JD's operational expenditures are set to rise, including invest-
ments in clean energy, technology development for carbon
reduction, R&D of low-carbon infrastructures and procurement
services.
24 Source: Implementation Plan for Promoting Green Consumption
25 Source: Notice of the Ministry of Transport on Issuing the 14th Five Year Plan for Green Transportation Development
26 Source: Notices of General Office of the State Council on Issuing the 14th Five Year Plan for the Development of Cold Chain Logistics
27 Source: Notice of the General Office of the State Council on Further Strengthening the Control of Excessive Packaging of Goods
26 Source: Notices of General Office of the State Council on Issuing the 14th Five Year Plan for the Development of Cold Chain Logistics
29 Source: Notice of the Ministry of Science and Technology on Issuing the Implementation Plan for National Green Development Special Action in High Tech Zone
50
51
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
02
A Responsible Supply Chain
Paves the Way for a Green Future
51
50
2022
Environmental, Social and
Governance Report
Risk clas-
sification
Strategic factor
Risk description
Transformation
risk classification
Impact
period
Reputa-
tional Risk
Social and cultural
transformation
The disruption of JD.com's safety and continuity of operations
due to climate risks may cause worries and adverse responses
from investors and other stakeholders about the steadiness of JD's
business;
Market preferences have transitioned, resulting in an upsurge in
consumer demand for green products. This may incur an increase
in costs, including changes in production techniques, processes
and facilities and rising raw material costs. Should JD.com fail
to timely recognize and respond to such trends, it may see a
reduction in market share and revenue.
Market risk
Reputational risk
Policy and legal risk
S、M、L
Techno-
logical
Risk
Technological
advancement and
application
In the context of global warming and increased focus on environ-
mental protection, China has launched new energy consumption
and carbon emission control laws and policies, setting high Power
Usage Effectiveness (PUE
30) and energy-saving requirements. This
put pressure on JD.com's data centers to transition to low-carbon
technologies, which might trigger additional compliance and op-
erational expenses. Failure to invest in or research new low-carbon
technologies may result in financial losses;
JD has invested heavily in the R&D of low-carbon technologies,
including the development of recycled packaging, reduced
packaging, and reduced use of non-degradable consumables.
If the R&D fails, JD will face financial losses as well as increased
carbon footprint in its operations and long-term impact from
competitors surpassing it in the race of low carbons.
Technological risk
Policy and legal risk
Reputational risk
M、L
Market
Risk
Climate-related
Investing and
Financing
In 2022, remarkable achievements were made in China's green fi-
nance policy standards, market and international cooperation. The
People's Bank of China has developed and launched carbon reduc-
tion support instruments and specific refinancing plans to back up
clean and efficient utilization of coal; CBRC issued the Guidelines for
Green Finance in Banking and Insurance
32 to offer policy guidance
and financial assistance for eco-friendly progress and low-carbon
transformation projects. China has become one of the largest markets
of green finance worldwide. By June 2022, the balance of green loans
in both domestic and foreign currency surged to RMB19.55 trillion,
up 40.4% from the preceding year; the size of green bonds reached
RMB1.2 trillion, ranking China the second largest issuer in the world.
The first set of transformation bonds has been issued smoothly. If
JD.com fails to spot, evaluate, and address climate-related risks in
time, its potential investment and financing options will be ham-
pered, leading to a revenue decrease.
Policy and legal risk
M、L
30PUE, Power Usage Effectiveness, an indicator for evaluating energy efficiency in data centers.
31 Source: Notice of the CBRC on Printing and Distributing the Guidelines for Green Finance in Banking and Insurance
32 Source: Notice of the CBRC on Printing and Distributing the Guidelines for Green Finance in Banking and Insurance Industry
Strategic
direction
Opportunities and
strategies
Transition accomplishment
Classification
Impact
cycle
Green
Operation
Develop photovoltaic
industrial parks
As of the end of 2022, JD installed photovoltaic power systems in 23 intelli-
gent industrial parks. We will continue to increase the photovoltaic power
generation capacity to power more JD's smart industrial parks. Also, we
will effectively combine with the actual use needs of enterprise customers
and lay out in advance the comprehensive application of new energy in
the park to help energy conservation and emission reduction.
Energy supply
M
Promote green
financing
JD.com has developed a green financing framework, systematically show-
casing the principles and processes of green financing for sustainable devel-
opment projects. In 2021, the Group signed a five-year green syndicated loan
of $2 billion for the first time and successfully obtained a positive Second
Party Opinion from the international ESG evaluation agency Sustainlytics.
This milestone marks the first green financing instrument issued by JD.com
overseas. This strategic move not only helps JD strengthen its social influence
of ESG and corporate responsibility, but furthermore supports green transfor-
mation for JD.com, its customers, and the retail industry.
Market
M
Monitor and manage
climate risks by using
big data
JD will explore a new data management system to provide early warning of
possible injuries employees may suffer during extreme weather conditions.
This system will include forecasting anomalies in business volume due to
abrupt changes in social demand during extreme weather. It will also pro-
vide sophisticated decision-making support.
More frequent extreme weather events will mean an increased reliance on
remote work. To better mitigate the risks posed by climate change, we will
enhance our data systems to bolster operational efficacy and internal man-
agement effectiveness through data and systems.
Resilience
L
Build infrastructure
with climate resil-
ience
JD has steadily invested in infrastructure resources, building dedicated
teams, and establishing emergency response measures to address poten-
tial disruptions caused by extreme weather. We also conduct regular emer-
gency drills and have a tracking team in place to monitor them;
JD took into account the potential impact of extreme weather on buildings
during the construction of its headquarters Buildings No, 2 and No. 3 in Bei-
jing, and its headquarters office building in Southwest regions. We adopt
a "sponge city" design to maximize the natural infiltration of rainwater,
recharge groundwater resources, and set up rainwater storage tanks to re-
duce the pressure of municipal rainwater drainage;
To guarantee the steady performance of infrastructure, JD Data Center,
Intelligent Industrial Park and other similar infrastructures have proactively
created well-structured emergency plans to cope with the potential im-
pacts brought by sudden weather conditions, including but not limited to
typhoons, thunder and lightning, rainstorms, extreme temperatures, heavy
rains and snowstorms. Protective responses such as typhoon wind protec-
tion, heavy rain and flood deterrence, snow and freezing safety measures
during snowstorms, and lightning protection testing during thunder and
lightning weather are strictly taken into account;
JD.com's Security Department carries out at least 1,700 stress tests per year
to guarantee the stability of system operation. We are constantly enhancing
the system's resilience. By utilising containerised deployment technology,
services are deployed in several computer rooms which protect from sud-
den disruptions such as hardware failure, server hardware issues, network
transmission problems, and incorrect service invocation, ensuring the con-
stant performance of system services in a worst-case scenario;
Building climate resilient infrastructure also helps to optimize the utilization
of natural resources, reduce water and energy consumption and mitigate
greenhouse gas emissions. It can also decrease expenditures and meet
emission regulations.
Resilience
S、M
We firmly believe that not only do climate change risks exist, but the trend of low-carbon and green development provides
a plethora of opportunities for business transformation and development. Accordingly, JD.com not only identifies and
reacts to the already-identified climate change risks, but it also pays attention to opportunities climate change possesses for
transforming and adaptation. The Group strives to incorporate these opportunities into its daily operations and strategies,
stays abreast of the latest trends in transformation, and actively seeks innovative breakthroughs for development.
JD.com's Strategic Direction, Transition Accomplishment, Classification and Impact Cycle Under the Background of Low-Carbon Economic
Transformation
52
53
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
Appendix
02
A Responsible Supply Chain
Paves the Way for a Green Future
53
52
2022
Environmental, Social and
Governance Report
Strategic
direction
Opportunities and
strategies
Transition accomplishment
Classification
Impact
cycle
Supply
Chain
Develop NEVs and
optimize routes
As of the end of 2022, JD Logistics attained an intermodal transportation
scale of 1.84 million tons with 808 operational routes and 5,418 self-op-
erated NEVs. It is aiming to reach 100% use of new energy vehicles (NEVs)
by 2030, by way of improving its new energy vehicles road network in-
frastructure;
JD.com leverages big data to optimize green-channel planning, ware-
housing, and transportation network in real-time, thus reducing the
number of vehicles in transit and improving the return vehicle's full load
rate. It shifts some of the goods' transportation modes from road to
rail, implementing a green transportation pattern and optimizing green
logistics efficiency.
Resource effi-
ciency
M、L
Promote green and
recycled logistics
packaging
JD Logistics has been promoting packaging recycling, featuring the use
of a special recycled insulated box made of thermal insulation materi-
als, VIP vacuum plate and canvas, coupled with recyclable ice plate to
replace the traditional EPS white foam box and disposable ice bag. To
date, some 700,000 VIP vacuum plates have been used 200 million times
in 18 cities, contributing to a reduction of 200 million foam boxes;
In 2022, JD Logistics officially released its Delivered with Original
Package (DWOP
33) standard and certification process. JD Logistics has
worked with multiple industry partners on DWOP, with the goal of hav-
ing 80% of products sold through e-commerce channels to be shipped
in their original packaging by 2030. JD Logistics and its partners jointly
issued a DWOP statement, which advocates for recycled packaging to
reduce packaging waste; using primary color cardboard boxes to reduce
ink usage, minimizing packaging layers, designing simple and compact
packages to reduce material usage, and using environmentally-friendly
materials and encouraging plastic reduction, recycling and regeneration
for eco-friendly carbon reduction in the packaging process. Over the
course of five years, JD Logistics has collaborated with upstream and
downstream partners to promote the DWOP model. As of now, over
10,000 stock keeping units (SKUs) of goods have successfully achieved
direct delivery of their original packaging from the factory. This has the
potential to reduce 10 billion disposable packages, which is equivalent
to 20 million trees.
Resource effi-
ciency
M、L
Improve the resil-
ience of the supply
chain
For seasonal commodities whose sales are prone to extreme weather
and climate variations, such as electric fans, heaters, air conditioners,
rain gear, quilts, etc., timely inventory adjustment should be conducted
in accordance with the changing weather to prevent stock-outs and
stock unsold. Annual procurement planning should be developed for
primary products such as agricultural and forestry products, to supply
at least one year's worth of inventory; Cold storage capacity should be
increased accordingly;
JD Logistics continues to invest in the development of a green and
low-carbon integrated supply chain, focusing on green, low-carbon,
and environmentally friendly supply chain technology and services. It
advances the utilization of clean energy, optimizes the application of
low-carbon tech and new energy equipment, and increases resource
use efficiency and recycling rates to enhance its own carbon efficiency.
By constructing a smart, low-carbon logistics park, JD Logistics works
with its supply chain partners to achieve a joint carbon reduction.
Resilience
M、L
33DWOP, or Delivered with Original Package, refers to the integrated structure of e-commerce product packaging and express delivery packaging,
which reduces the packaging form of e-commerce products in the shipping process.
Strategic
direction
Opportunities and
strategies
Transition accomplishment
Classification
Impact
cycle
Consum-
er/User
Provide green and
environmentally
friendly products and
services
JD's 618 Grand Promotion has joined forces with leading brands to
launch the "Green Impact Initiative" and has established the Green Alli-
ance with several well-known brands to offer over 3 million green prod-
ucts to consumers. JD is now offering upgraded low-carbon credentials
and green points to provide more eco-friendly options;
JD.com guides consumers to choose green consumption through intel-
ligent recommendations, and the energy-saving home appliances sold
each year can reduce carbon emissions by nearly 2 million tons;
As one of the first pilot units of electronic invoices in China, JD.com suc-
cessfully implemented its electronic invoice issuance. Statistics reveal
that in 2022, JD issued 3.3 billion electronic invoices, saving 18,500 tons
of paper, equivalent to 370,000 adult trees, and a carbon emission re-
duction of 17,000 tons. Green products and services help build consum-
ers' mindset on green and sustainable consumption, as well as enhance
the brand influence of JD.com's products and increase their market
value;
Phase I Supply Chain Emission Management Platform(SCEMP) devel-
oped by JD Logistics was officially launched on November 15, 2022, pro-
viding a carbon emission account for Decathlon, a sporting seller, and
addressing the calculation of its e-commerce B2B scenario's greenhouse
gas carbon footprint and decarbonization path. In the first month, it
completed over 200,000 waybills of a single customer's scenario and
was verified by a third-party verification agency Bureau Veritas as per
ISO 14064-1 standards.
Products and
services
S
Providing ener-
gy-saving and carbon
reduction services for
enterprises through
digital intelligence
JD has developed the Intelligent Management Centre (IMC) digital oper-
ation platform for JD Property’s products, which enables headquarters
to supervise and empower daily operation management, energy con-
servation and emission reduction of projects, project to third parties,
and headquarters to third parties;
JD Industrials equips enterprises with digital and intelligent capabili-
ties for their carbon neutrality business processes, providing real-time
insights into their energy consumption and carbon emissions and
accurately predicting their emissions trends. It supports enterprises in
crafting practical paths towards carbon neutrality, and drives down their
carbon emission levels, helping them gain a competitive edge in the
market through low-carbon products;
JD Industrials's "Dual Carbon Brain" offers a comprehensive range of
energy consumption and carbon emission monitoring and manage-
ment services. Utilising advanced IOT data collection, platform, and
analysis capabilities as well as carbon neutrality and peaking service
in the industry chain, this innovative solution is designed to support
government efforts in achieving accurate and effective carbon neutrality
and peaking management. Additionally, we offer talent supply services
to promote green industry development by working alongside govern-
ment colleges and universities to establish related laboratories. Our
integrated approach, which leverages Industrial Internet solutions and
product capabilities, helps to facilitate the seamless integration of car-
bon neutrality and peaking service management and intelligent man-
ufacturing, creating a new industry education integration innovation
center.
Products and
services
M、L
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A Responsible Supply Chain
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A Responsible Supply Chain
Promotes Good Consumption
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JD.com has incorporated climate risk into its risk management system, established
a climate risk assessment and management process, and formed a closed-loop
management system for climate risk identification, assessment, response, and
improvement.
Risk Management
We are committed to spearheading and exploring sustainable business models and
solutions to mitigate climate change, and collaborating with upstream and down-
stream suppliers and partners to build an eco-friendly and sustainable value chain in
green retail, green logistics, green finance, green sustainable lifestyle advocacy, etc.
JD Logistics, being the first logistics company from China to set carbon-based targets,
is jointly exploring more environmentally-friendly solutions for packaging, warehous-
ing, transportation and other components of the supply chain. In 2017, JD Logistics,
along with a number of Global 500 brands, initiated the "Green Stream Initiative," with
upstream and downstream partners to promote end-to-end greenness and sustain-
ability throughout the entire supply chain. To date, almost 200,000 green recycling
boxes have been distributed and used 20 million times across 30 cities worldwide.
We strive to instil the idea of sustainable consumption and endorse eco-friendly
lifestyles. Since the launch of the "Green Impact Initiative" during the 618 Grand
Promotion in 2022, JD has given consumers access to their carbon accounts, encour-
aging and recording the broad range of green recycling activities they engage in. By
purchasing green recycled products and participating in green recycling programs,
they can earn carbon energy which can be converted into exclusive green coupons,
a Green Medal of Honor, and receive customized environmental gifts. With multiple
high-profile brands forming the Green Alliance, we were able to provide over 3 million
green products. We are continuously improving our low-carbon and eco-friendly qual-
ifications to ensure consumers have access to high-quality "green commodities".
In response to national actions, in 2022, JD.com took proactive efforts to promote
green and energy-efficient consumption in different regions, such as participating in
the Beijing Green and Energy Saving Consumption Voucher Project. Sixteen types of
products, including laptops, tablets, monitors, air purifiers, TVs, air conditioners, re-
frigerators, washing machines, etc., needed to register on the China Energy Efficiency
Labeling Network and meet the label standards with Level Two or above; four prod-
ucts, namely dishwashers, toilets, water purifiers, and showers should register on the
China Water Efficiency Labeling Network and meet the label standards with Level Two
or above. The Group has provided nearly 40,000 commodities to local customers in
Beijing, resulting in sales of RMB2 billion and significantly driving the green and ener-
gy-efficient consumption of household appliances.
200,000
green recycling boxes have been
distributed in 30 cities
which has been used
20million times
which drives a sales of
RMB 2 billion
Our evaluation process is as follows:
Screening risk points:
we have screened the current risk points faced by the Group based
on macro policies, industry policies, and regulatory requirements;
Conducting risk assessment:
we have identified climate-related entities and transformation
risks that have a substantial impact on the Group's business by
considering the possibility and correlation of risks;
Ranking risks:
we selected key climate risks based on literature, regulatory agen-
cies, investors, stock exchanges, and other stakeholders' expec-
tations of the Group's role in climate change, and the impact of
climate change on our business;
Developing response measures:
we have proposed feasible response measures for the major cli-
mate risks we have assessed.
in the Beijing Green and Energy
Saving Consumption Voucher
Project, JD has provided nearly
40,000
commodities to consumers in Beijing
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A Responsible Supply Chain
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Outcomes
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A Responsible Supply Chain
Promotes Good Consumption
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Primary
metrics
Second metrics
Metrics description
Target setting
Target
Conduct a comprehensive
greenhouse gas accounting
Determine the boundary and scope of greenhouse
gas accounting, and conduct a comprehensive
greenhouse gas accounting
In preparation
Establish the carbon emis-
sion reduction targets at the
group level
Establish and announce the carbon emission reduc-
tion targets at the group level
In preparation
Strength-
en climate
govern-
ance
Establish a climate
governance framework
Strengthen the focus and management of climate-
related issues based on the existing ESG govern-
ance structure
Management structure: the Board of Directors and
SEC will cooperate in supervision and manage-
ment, and the ESG Task Force will coordinate the
implementation of climate objectives in each sub-
group and business lines
Further appointed the management of
climate related issues and refined their
corresponding responsibilities in 2023
Establish a climate
governance mechanism
Segment the Group's carbon emission reduction
targets and establish management metrics
Clarify the roles and responsibilities among sub-
groups and various business lines
Establish a climate-related performance evalua-
tion system
Strengthen the recruitment and training of cli-
mate-related talents
Start to establish the climate-related
management metrics and establish
climate-related performance evaluation
system in 2024
Make continuous efforts in climate-re-
lated talents' hiring and training in 2023
Promote
carbon
emission
reduction
actions
in all
business
scenarios
Low-car-
bon
operations
Low-carbon
office
Strengthen the intelligent operation and mainte-
nance (O&M) management of energy use for office
space
Improve the use of energy-saving facilities
Timely shut down energy- consuming equipment
Encourage remote work
Encourage employees' green transportation
By 2030, we will continue to promote
"zero carbon office" through energy con-
servation, consumption reduction, and
increasing the proportion of renewable
energy use
Low-carbon
data centre
Use natural energy
Use clean energy, including energy recovery and
large-scale distributed photovoltaic power genera-
tion system
Energy storage and cold storage
Architectural layout and design for low energy
consumption
O&M management platform
More climate resilience, effective resistance
against extreme weather risks
PUE continues to be improved on the
basis of 1.1
Infrastructure energy consumption con-
tinues to decline
Climate resilience continues to improve
Expand the fi-
nancing scale
of low-carbon
projects
Based on the published framework, principles, and
processes of green finance, we will continuously
identify low-carbon projects and expand the intensi-
ty and scale of green finance
Identify more projects with low carbon
competitiveness and expand the scale of
green financing
Metrics and Targets
After identifying and assessing climate risks and opportunities, JD.com recognizes
their potential impacts on operations. Conforming to the requirements of the
TCFD framework, we have identified a series of specific metrics related to climate
risks, such as targets for new energy usage and reduction of packaging materials
for quantitatively disclosing the actions taken to address climate change and
improve our climate resilience. We will continue to use our industry influence to
drive green and low-carbon value chain and consumer sector developments and
do our best in energy conservation and emission reduction.
JD.com's Metrics and Targets on Issues Related to Climate Change
Primary
metrics
Second metrics
Metrics description
Target setting
Establish
climate
strategy
Establish climate strategy
at the Group level
Incorporate climate change into JD's overall strategy
framework
Preliminarily establish strategic
framework in 2022（strategic framework
has been initially established in 2022）
Identify the value
proposition and impetus for
JD on climate actions
Strengthen climate adaptability and resilience
Strengthen competitiveness
Cost reduction
New types of attraction to talents
Promote product and business innovation
Income growth
Strengthen social recognition
Support climate public governance and obtain
new business growth scenarios
Improve reputation
Expand social influence
Gradually shaping consumers' purchasing preferences
Establish and clarify the value proposition
and impetus of climate actions in 2024
Quantify the impact of
climate action on value
proposition
Evaluate the Group's financial performance attributed
to climate action based on the value proposition and
impetus model
Establish a value evaluation mechanism
and quantify the financial impact of
climate action in 2024
Risk
rating and
tracking
Identify climate-related
material risks
Participate in risk assessment and grading based on
the preliminary identification and sorting of climate-
related risks in this report
Establish a substantial climate-related
risk management system in JD. com to
rate various risks by the end of 2024
Quantify the financial
impact of climate risk
Make quantitative statistics for the financial impact
of high-level risks based on risk rating
Annual climate risk auditing
Annual review and update on risk rating and financial
impact
After 2024, we will conduct an annual
review of the actual business exposure
to various risks and decide whether to
update the rating according to the review
results
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Leads to Shared Development
Outcomes
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A Responsible Supply Chain
Promotes Good Consumption
Appendix
02
A Responsible Supply Chain
Paves the Way for a Green Future
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Primary
metrics
Second metrics
Metrics description
Target setting
Promote
carbon
emission
reduction
actions
in all
business
scenarios
Low-car-
bon sup-
ply chain
Low-carbon
transporta-
tion
Full coverage of new energy vehicles
Fully apply digital smart technology and optimize
route, storage, and transportation network planning
Optimize transportation structure and energy effi-
ciency
In the future, JD. com will continue
to develop and deploy thousands of
autonomous delivery vehicles, con-
tinuously improve customers' experi-
ence and service efficiency, aiming to
achieve 100% new energy for logistics
vehicles by 2030
Low-carbon
logistics park
Energy substitution: maximize the use of renew-
able power, such as distributed photovoltaic and
efficient energy storage
Efficient operation: automated operation and
electrification of park energy consumption
Online O&M system of the solution to carbon neu-
trality goals in smart logistics park
JD's "Asia No.1" Xi'an Intelligent Indus-
trial Park has become the first certi-
fied "carbon neutral" industrial park
in China's logistics industry, and the
carbon neutral park of JD.com's "Asia
No. 1" Suqian Intelligent Industrial Park
is under construction
As of the end of 2022, JD installed
photovoltaic power systems in 23 intel-
ligent industrial parks. We will continue
to increase the photovoltaic power
generation capacity to power more
JD's smart industrial parks. Also, we
will effectively combine with the actual
use needs of enterprise customers and
lay out in advance the comprehensive
application of new energy in the park to
help energy conservation and emission
reduction
Low-carbon
packaging
Promote reusable packaging
Packaging reduction
Packaging material innovation
Application of digital intelligence technology
Upstream and downstream collaboration
Reusable packaging sharing and recycling public
system
Packaging materials will be 100% envi-
ronmentally- friendly and recyclable by
2030
Motivate more than 80% of up-
stream brand enterprises to develop
eco-friendly packaging
Suppliers'
collaborative
effort in car-
bon emission
reduction
Lead the suppliers to participate in establishing and
implementing carbon reduction targets
By 2025, promote 50% of JD Logistics
suppliers to participate in the Science
Based Targets initiative (SBTi)
Actively encourage upstream and
downstream suppliers to use new ener-
gy vehicles
Participate
in the for-
mulation
of national
standards
for low
carbon
products
Promote
low-carbon
consumption
Participate in the formulation of national low-car-
bon product standards
Expand the supply of low-carbon products
Strengthen low-carbon consumption and lifestyle
campaigns
JD.com will increase the supply and
market size of low-carbon items and
create corresponding incentive plans
for green consumption to stimulate the
participation of consumers in mitigating
emissions.
Promote
industrial
low-carbon
development
Under the trend of digital industry development, using
advances in modern information technologies such as
big data, cloud computing, and AI. Digital intelligence
technology is being deeply integrated into traditional
industries, aiding the improvement of production and
service efficiency and promoting the transformation
of production methods and consumer habits toward a
more sustainable, energy-efficient, and circular econo-
my. This will in turn facilitate the low-carbon transition
of high emission industries.
JD will continue to explore new business
and profit models by technologically
empowering the low-carbon transition of
traditional industrial enterprises
Infor-
mation
disclosure
Conduct annual climate-re-
lated information disclosure
Conduct annual review and disclosure of climate-
related risks and opportunities
Conduct disclosure and reporting of our climate
targets and achievements
Starting in 2022, JD will continue to re-
lease TCFD reports and disclose environ-
mental related performance in its annual
ESG report
Green Operations
Green Workplace
JD.com complies with the Environmental Protection Law of the People's Republic of
China and vigorously promotes the use of renewable energy and resource recycling
while enhancing resource utilization efficiency. Additionally, JD.com works to meet
or exceed standards set by the following laws of China: the Environmental Pollution
Prevention and Control Law of the People's Republic of China, the Air Pollution
Prevention and Control Law of the People's Republic of China, the Water Pollution
Prevention and Control Law of the People's Republic of China, and the Solid Waste
Pollution Environmental Prevention and Control Law of the People's Republic of
China. JD.com has taken measures to optimize the treatment of sewage and other
waste to reduce environmental pollution. In addition, JD.com abides by the Energy
Conservation Law of the People's Republic of China and the Water Law of the People's
Republic of China. JD.com strives to be resource-saving and eco-friendly enterprises
in various scenarios like offices, parks and stores.
JD.com integrates resource conservation and environmental awareness into
workplace management and construction, which is driven by standardized, intelligent,
and efficient office models. The Group strives to optimize the workplace, office and
commuting modes and is committed to building a sustainable green workplace.
We take energy-saving measures in terms of office space, electronic offices, and green
mobility with the commitment to reducing energy consumption in our operational
processes.
Our long-term goal is to achieve zero carbon
emissions from our offices by 2030. This will be
done by conserving energy, improving energy effi-
ciency, and increasing the use of renewable energy;
In 2022, JD.com achieved its annual energy con-
sumption target: reducing electricity and heat con-
sumption in the administrative office by 3% com-
pared to the previous year.
In 2022, multiple entities under JD.com have
achieved ISO 14001 environmental management
system certification and have not had any incidents
with significant environmental impact.
Energy Consumption and Management
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Office Space
JD has set up a smart operation and maintenance system in its office building to monitor power usage data in real-time, evaluate
energy consumption levels in office areas, and discover, locate and tackle high energy consumption processes. With the help
of this system, we propose targeted plans for energy-saving and consumption reduction, utilizing energy-efficient equipment
and intelligent sensor systems with energy-saving as the core for operations, to continuously improve the energy-efficiency
transformation of office spaces.
In 2022, the JD.com headquarters made significant progress in energy-saving initiatives, including the installation of energy-saving
lighting and the establishment of an intelligent sensor system.
In Building No. 1, LED downlights have been installed in all public areas, and 8,500
LED light panels have been installed in replacement in the office area. Each light has
a decreasing power consumption of 44 W, and it is expected to save 1.5 million kWh
of electricity yearly;
The brightness of the building's floodlighting has decreased by 30%, which will save
100,000 kWh yearly.
Energy-saving
lighting
Building an
intelligent sensor
system
Building No.1 and Building No.2 of JD.com Headquarter
Building No. 1 has completed the lighting renovation in 126 computer rooms. The delayed
shutdown feature of the lighting was set in accordance with regular inspection and
maintenance needs and the lights turned on automatically when the door was opened,
which saved approximately 90,000 kWh of electricity each year;
5,272 intelligent sensor lamps were replaced in the underground garage, which adjusts
the brightness automatically upon the detection of people and vehicles. It operated at
10% power consumption when not detecting people and 60% power consumption when
detecting people, saving approximately 395,000 kWh of electricity throughout the year;
Installed an infrared sensor device on the lighting of the fire passage for automatic light
adjustment to turn lights off when people leave, saving 43,000 kWh of electricity throughout
the year;
Efficiently managed the operating hours of electronic devices such as exhaust fans, elevator
information displays, and lighting fixtures in the lobby, which reduced unnecessary night time
power consumption when detecting no people at night, saving 185,000 kWh of electricity
throughout the year;
The TV sets in over 900 conference rooms are equipped with an auto sleep feature, which
activates after 3 minutes of non-use. This saved approximately 100,000 kWh of power
annually.
Electronic Office and Green Commuting
JD.com takes proactive measures to reduce unnecessary energy consumption
during daily office activities. We actively encourage employees to use their personal
drinking cups instead of disposable cups at meetings. We have implemented seasonal
lighting controls to maximize natural lighting while working, and have prominently
posted signs of "turn off the lights" to enhance employees' awareness of electricity
conservation. We also take active steps during times of energy scarcity to reduce
energy use at source.
In regards to procuring office paper, JD uses photocopies that meet the standard of
the PAS 2060:2014 Specification for the Demonstration of Carbon Neutrality.
JD.com has reduced the carbon footprint generated by travel and business trips by establishing a telecommuting system to
provide online support and execution for important meetings. We continue to build an information technology (IT) system
suitable for remote operations, establish a VPN-based telecommuting architecture, and gradually improve the system's
availability, covering online conference systems, security accreditation systems, assistance to telecommuting users, and other
solutions. At the same time, JD has also created its own remote conference platform Joymeeting for online meetings. It has
been used for many kinds of meetings including supplier conferences, online interviews, and a plethora of other scenarios. "JD
Dong Dong" is also used for voice or video conferences with vendors and users, thus facilitating communication and exchange
between buyers and sellers.
JD makes use of online document collaboration, including online storage, editing, and transmission, to save physical storage
space, lowering the amount of repeated document downloads and transmission time. Compared to using traditional methods
of local documents, this online method can effectively reduce power consumption and carbon emission by devices.
In response to the concept of green commuting, JD.com continues to increase its investment in NEVs and replace fuel-
powered shuttle buses, promoting more energy-efficient models for commuting and business-related scenarios. In 2022, JD
upgraded green commuting, with the purchase of 37 new energy buses used by employees to commute to its headquarters in
Beijing. As of the end of the reporting period, JD.com headquarters had 117 new energy buses, reducing carbon emissions by
approximately 897 tonnes that year.
In addition, JD promotes carpooling among employees, cooperating deeply with ride hailing platforms to minimize the carbon
footprint of travel; it reduces empty vehicles, makes reasonable route planning, and deploys clean energy vehicles. In 2022,
the personnel in JD.com's headquarters took carpooling trips 267,214 person-times.
Certificate of Photocopy Carbon Neutrality
Employees at JD have logged in to work
remotely through VPN
9,256,463 times
Number of online voice and video conferences
through Joymeeting and JD Dong Dong
conducted by JD employees
3,780,279
cumulative number of attendees
43,816,926
Number of online documents used in the
workplace
3,311,765
In 2022
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A Responsible Supply Chain
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JD.com attaches great importance to water conservation and comprehensive utiliza-
tion. In the building of its workplaces, all the regional headquarters parks of JD.com
have rainwater collection and drainage designs in accordance with the construction
requirements of "Sponge City". In 2022, the rainwater storage tank in the administra-
tive office building held 3,810 cubic meters of rainwater, not only achieving rainwater
recovery but also effectively reducing pressure on municipal drainage system.
JD's headquarters has installed water-saving appliances that adhere to the Standard
for Water-saving Domestic Water Appliances (CJ164-2002) in their workspaces and
executed several water-saving renovation projects in order to improve the efficiency
of water resource utilization. In 2022, we put several water-saving measures into
effect, including the following:
In 2022, the sewage treatment station of Building No.1 at JD headquarters was put
into use, converting sewage into reclaimed water. This year, some 0.0318 million
tonnes of reclaimed water were recovered. We became a leader in water efficiency
in the industry by increasing the amount of recycled water, lowering the use of city-
provided water, and reducing wastewater discharge.
In addition, we actively carry out water-saving campaigns in the workplace, posting
signs and labels in restrooms, pantries and other areas, reminding employees to
consciously save water and turn off faucets.
Adjusted the water flow of the faucet of the restrooms in the headquarters
office building, which reduced water consumption by 1%;
Used sensor-equipped faucets and water-saving toilets to reduce water
consumption in the restrooms;
Adopted water-saving equipment and technology to water office plants;
used automatic sprinkler and drip irrigation water-saving systems; took
water-saving control measures such as installing soil humidity sensors
and automatic shutdown devices on rainy days, or planting plants that
do not require permanent irrigation;
The rainwater collected in the park is recycled after being treated and sub-
sequently pressurized to water plants and greenery and clean basement
car parks and outdoor pavement.
Water Management
Signs of "Water Conservation" at JD's Workplace
0.0318
million tonnes
of reclaimed recovered
Rainwater storage tank in the
administrative office building held
3,810
cubic meters
of rainwater
In 2022, we reached 100% of
our target for water conserva-
tion, meaning a decrease of 3%
in the amount of water usage
in all workplaces at headquar-
ters compared to 2021.
JD.com has set up garbage sorting stations in various office buildings, actively
advocating and practising garbage sorting management. The non-recyclable waste
is then transferred to government-designated professional waste treatment plants
for incineration or landfill disposal; At the same time, hazardous and non-hazardous
waste is recycled in an orderly manner, while trash such as printer toner cartridges,
food waste is delivered to qualified outlets for recycling or disposal. Wastes will be
reused based on wear and tear to achieve waste reduction.
In addition, to reduce paper waste generated in the office process, JD.com has embraced
a paperless transformation approach for its business activities such as contract
signing, filing, and invoices. This shift augments information management efficiency
while reducing potential waste caused by misprints and omissions. In 2022, JD.com's
continued effort to promote paperless office work helped reduce deforestation-induced
environmental damage, and carbon emissions from papermaking.
Conducted maintenance on unused furniture and put processed furniture back
into demanded operations such as first-line logistics. Exactly 491 office desks,
1,212 chairs, and 250 file cabinets were recycled.
Folded and stored the packaging boxes of purchased items to promote efficient
recycling and reuse for future moving projects and turnover. A total of over 20,00
cardboard boxes were recycled and reused.
Carried out old battery recycling activities, collected batteries that haven't worn
out from the office, and distributed them to employees for use in daily electronic
devices, such as mice, keyboards and remote controls, to enhance battery
utilization rate and thereby reduce battery waste.
Waste Management
Non-hazardous
waste recycling
and utilization
Hazardous waste
recycling and
utilization
JD personnel documents are all electronically signed, including employee induction
procedures, resignation procedures, renewal of labor contracts, and signing of
affordable housing loan agreements, and government subsidized housing rental
agreements. In 2022, JD.com's employees signed 1.23 million personnel documents
online.
As one of the pioneers in the adoption of electronic invoicing in China, JD has been
actively promoting electronic invoicing throughout its operations. In 2022, JD.com
issued over 3.3 billion e-invoices.
JD, a company that has been acknowledged by the National Archives Administration
for its pilot electronic file management services, continues to file documents away
electronically. In 2022, JD.com eliminated the use of over 4 million printed vouchers.
Electronic invoicing
Electronic filing
Electronic
document signing
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JD.com actively practices the concept of green development, increases the certifica-
tion of eco-friendly buildings in the park, improves the application of clean energy,
boosts the recycling rate of waste in the park, and continues to promote the construc-
tion of green, ecological, and low-carbon environment of the park.
Green Park
We attach great importance to energy consumption within the park, and continuously
optimizing the high-energy consumption process in the operation of office buildings
and logistics warehousing, and promote green development of the park.
During the construction of new build-
ings, we strictly follow the construction
requirements of energy-saving indica-
tors for two star green buildings. We use
green building strategies and sustaina-
ble energy systems, such as daylighting
adjustment systems and high-efficiency
energy-saving lighting, to enhance the
energy efficiency of office spaces.
In response to the country's initiative, JD vigorously deploys clean energy and pushes for the establishment of a clean, low-
carbon, safe, and efficient energy system. We have taken full measures since 2018 to establish a rooftop photovoltaic power
generation capacity ecosystem, which comprehensively promotes, lay out, and applies clean energy, mainly photovoltaic
power generation, in the Intelligent Industrial Park, and uses green electricity.
JD Property actively applies prefabri-
cated buildings to reduce energy con-
sumption and material consumption
during construction. Research on the
Comprehensive Benefit Analysis Method
of Prefabricated Building indicates that
the carbon emission of prefabricated
buildings is 472.23kg/m² lower than that
of traditional cast-in-place buildings,
reducing carbon emissions by 30% to
40% and leading to remarkable emission
reduction.
Installing fluorescent tubes of high quality, energy efficiency and
brightness, and equipping them with electronic ballasts of high
power factor or energy-saving inductive ballasts;
Installing intelligent LED lights in long-term unoccupied sites such as
underground parking lots, stairwells, corridors, restrooms;
Adopting automatic illumination or timed control methods for outdoor
lighting such as those in streets, gardens, and lawns;
Installing timed on/off control floor lights, and floodlights.
Energy Consumption and Management
Green Office Building
Green Warehousing
Distributed Photovoltaic Roof
In 2022, photovoltaic rooftops were com-
pleted in the industrial parks of JD Proper-
ty located in key cities such as Guangzhou
and Xiamen. It will drive an estimated
reduction of carbon emissions by an av-
erage of 42,200 tonnes annually, upon be-
ing put into operation. With this, we plan
to continue to reinforce our investment
in photovoltaic power generation capac-
ity to provide green energy to more JD
Intelligent Industrial Parks; we also make
the comprehensive deployment of new
energy in the park in accordance with
the actual usage needs of our enterprise
customers, enabling customers to signif-
icantly reduce their energy consumption
and decrease carbon emissions.
As of the end of 2022, JD had installed photovoltaic
power generation systems in 23 Intelligent Industrial
Parks. The rooftop distributed photovoltaic power
generation system has a capacity of 132.5 MW;
JD Intelligent Industrial Park's rooftop distributed
photovoltaic system supplied 81,970 MWh of green
electricity in 2022.
Rooftop photovoltaic power generators in Xiamen
have a lifespan of up to 25 years, with an estimated
annual power generation of 12 million kWh and an
average annual effective carbon reduction of 11,964
tonnes;
In early 2022, Suqian Park completed the construction
of a 3.5 MW distributed photovoltaic system for grid
connected power generation and was equipped with
a 300 kW/690 kWh energy storage system. As of now,
the photovoltaic power generation in the park is 4.1
million kWh, with a total carbon reduction of 4,087
tonnes.
JD's "Asia No.1" Xi'an Intelligent Industrial Park earned a
carbon neutrality certification issued by China Beijing Green
Exchange and Centre Testing International (CTI), becoming
the first carbon neutral logistics park in 2021 in China.
JD Langfang Industrial Park covers approximately 200,000 sqm and is equipped with multiple energy-saving facilities.
The Park employs LED lighting fixtures both indoors and outdoors, providing more than 50% energy savings when
compared with benchmark lighting; The Park utilizes inverters for water pumps and fans, resulting in 25% energy
savings when compared with the benchmark; refrigeration systems make use of multi-line or level 1 energy efficiency
splitter, ensuring optimal efficiency. Additionally, the Industrial Park features an energy-saving heat recovery system for
all heat exchange ventilation and filtration facilities, that not only enhance indoor comfort but also increase no power
consumption.
JD Built a Carbon Neutral Logistics Park
Green Building Design for JD Langfang Intelligent Industrial Park
Carbon Neutrality
Certificate from CTI
Carbon Neutrality
Certificate from China
Beijing Green Exchange
We actively promote green building certification. As of 2022, the green certification status of JD Intelligent Industrial Park are:
JD (Langfang) Intelligent Park obtained the
Gold LEED certification
JD (Hefei) Intelligent Industrial Park obtained
the LEED certification
JD ANHUI E-COMMMERCE PARK PHASE II
Hefei City, China
LEED v4
BUILDING DESIGN AND CONSTRUCTION: NEW CONSTRUCTION AND MAJOR RENOVATIONS
August 2021
HAS FULFILLED THE REQUIREMENTS OF THE LEED GREEN BUILDING RATING SYSTEM CERTIFICATION ESTABLISHED
BY THE U.S. GREEN BUILDING COUNCIL AND VERIFIED BY GREEN BUSINESS CERTIFICATION INC.
PETER TEMPLETON, PRESIDENT & CEO
U.S. GREEN BUILDING COUNCIL & GREEN BUSINESS CERTIFICATION INC.
JD INTELLIGENT INDUSTRIAL PARK
LANGFANG
Hebei Province, China
LEED v4
INTERIOR DESIGN AND CONSTRUCTION: COMMERCIAL INTERIORS
November 2022
JD Intelligent Industrial Parks (Hefei and Langfang) have been Awarded
LEED Certification
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JD Property provides real-time monitoring and analysis of energy con-
sumption and carbon emissions of equipment that provides water, elec-
tricity, gas, photovoltaic, energy storage, and charging stations of the JD's
"Asia No.1" Intelligent Industrial Parks in Daxing District of Beijing, Baqiao
District of Xi'an, and Suqian. Also, it provides carbon reduction plans to
effectively improve the efficiency of carbon emission management in the
parks and tap the potential for energy conservation and carbon reduction
in the parks;
JD Industrials has created a "dual carbon" monitoring platform for Chongqing
Yuelai Group and provided services such as carbon inventory and visualiza-
tion. It can monitor the energy consumption in the project area in real time,
control the carbon emission trend at different venues, and provide strong
data support for building green exhibitions;
JD Industrials has helped build a carbon emission monitoring platform and
a carbon inventory "dashboard" for the office building of Guangdong Textile
Import and Export and two suppliers. An on-screen "dashboard" will display
the carbon emissions and energy consumption data, allowing enterprises to
monitor their energy consumption structure and carbon emissions, and assist
in achieving their carbon emissions targets.
Assisting in Building Multiple Carbon Neutral Logistics Parks with "Dual Carbon" Platforms
Moreover, we have crafted tailor-made construction services for BMW Regional After-Sales Spare Parts Center in Hefei, which
has passed the LEED certification, making it the first "Green Warehouse" for BMW's after-sales parts in China to do so. Through
energy-saving fans, water pumps, LED lighting and motion sensor systems, we are able to optimize energy use efficiency,
implement carbon reduction and energy conservation from minute details of the building.
As the new-generation digital technology, such as big data and AI, is being used in various aspects including production,
consumption, transport, operations, management, and trading, digital transformation becomes an important engine to drive low-
carbon operations within the industry and reduce emissions from enterprises. To this end, we have developed a comprehensive
green carbon reduction capability through the application of energy efficiency optimization, resource recycling, green energy, and
carbon neutrality digital panorama, empowering the green and low-carbon transformation of all industries in the supply chain.
JD Property Customizes BMW's First Green Parts Distribution Center in China
Xi'an Baqiao Project Won the Case of
2022 for "Carbon Neutral Solution in
Logistics Park" of China Green Point
"Dual Carbon" Monitoring Platform
The waste generated in the construction of Building No.3 at JD Headquarters consists mainly of harmless waste such
as construction debris. We strive to manage waste production with the goal of generating no more than 400 tonnes
of construction debris for every 10,000 sqm. We monitor construction waste in real-time. Solid waste is sorted and
disposed of by storing, consuming and recycling to guarantee all recyclable waste is recycled.
Waste Recycling and Utilization of Building No.3 Construction Project at JD.com's Headquarters
In 2022
JD.com conducts targeted treatment of wastes generated from park construction while standardizing various waste disposal
processes and emphasizing recycling to extend the life cycle of waste. In addition, JD and construction companies are working
together to minimize the negative impact of engineering on the environment. We call on the contractors to reduce waste emissions,
specify them to enhance internal construction management when signing contracts, and advocate waste reduction and reuse.
Waste Management
7,900 cubic meters
of construction debris were collected and sent to authorized waste treatment facilities for disposal
This included
1,870 tonnes
of waste rebars
265,000 sqm
of waste boards
26,000 cubic meters
of waste wood
5 tonnes
of waste packaging materials
Types and Recycling Methods of Engineering Waste Involved by JD.com
Waste construction ma-
terials such as bricks,
tiles, concrete, etc
After being crushed, screened, and cleaned, those construction wastes are used as
raw materials to prepare low-grade recycled aggregate concrete for repeated use in
foundation reinforcement, road engineering bedding, indoor flooring, and flooring
bedding. Some of them are treated by qualified third parties.
Steel and other metal
wastes
Those wastes are sorted and handed over to qualified recycling companies for recycling
and refining in professional refineries.
Wood waste
After being processed, those wastes are reused as building templates and other materials.
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Green Store
JD.com's stores are using energy-efficient equipment and consistently enhancing
energy use control internally, advocating for product recycling and promoting
green and low-carbon products externally. While reducing the stores' energy
use, we integrate the concept of low-carbon and sustainability into production
and sales, striving to reduce environmental impacts from multiple aspects of the
supply chain.
In our pursuit of energy efficiency, we are adhering to national policies such as
"promoting the consumption of green and smart home appliances" and assisting
consumers to reduce emissions by providing green product options. In 2022, the
Group's companies such as Five Star Appliance and Dada offered a spectrum of
environmentally friendly items, including green food and energy-saving household
appliances and jointly distribute vouchers with merchants to further promote a green
lifestyle vastly.
Energy Consumption and Management
As the initial step of our energy efficiency program,
we renovated highly energy-consuming equip-
ment. This equipment is being used in stores like
SEVEN FRESH and Huaguan Supermarket, which
consumes a vast amount of energy, and frequency
conversion control of compressors was installed
to reduce energy conservation. In 2022, the fre-
quency conversion control of compressors in the
cold chain has been successfully implemented in 12
SEVEN FRESH stores and 2 Huaguan Supermarkets.
We perform time-phased control on lighting,
ventilators, and other equipment based on
the demands in different operating periods,
intelligently regulate the electricity and energy
consumption in public areas, maximize energy
efficiency during peak hours, and reduce the
amount and intensity of use during off-peak hours
to reduce unnecessary energy consumption. In
2022, SEVEN FRESH adopted lighting control in
10 stores, achieved frequency conversion control
of fans in 9 stores, and JD Electrical Appliance
carried out a trial operation of intelligent light
control systems in 4 stores.
Use of energy-
saving equipment
Intelligent time-
phased control of
devices
Waste Management
JD Five Star Appliance stores
sell energy-efficient devices of
the least energy consumption
(namely, L1 and L2 energy effi-
ciency) to the citizens, and en-
courage the green smart home
appliance boom through gov-
ernment consumption vouchers.
In 2022, the "Green Smart Home
Appliance Promotion" program
of JD Five Star Appliance ex-
tended to the cities of Jiangsu,
Ningbo, Hefei, Xi'an, Shenyang,
Henan, Hunan and other places,
directly subsidizing the purchase
of more than 250,000 green
smart home devices.
JD.com implements proper disposal of waste through two perspectives: store
management and consumption promotion. JD collects and cleans up domestic
wastes and other wastes generated in daily business operations and sends them to
professional treatment companies. Some stores promote consumer participation in
electronic and electrical waste recycling, incentivize trade-in activity, and improve
their capacity for waste conversion and reuse while following the requirements of
waste treatment. In 2022, JD Retail recycled over 5.9491 million disused appliances,
including household appliances, mobile phones, computers, and digital products.
JD Five Star Appliance Sold Green Home Appliances to Help Consumers Reduce Emissions
Green Home Appliances Promotion in Stores of JD Five Star Appliance
In 2022, JD Retail recycled over
5.9491million
disused appliances
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JD Five Star Appliance stores
launched a trade-in program, offer-
ing customers financial incentives
to exchange old appliances that
are energy-inefficient, and poten-
tially hazardous for greener and
more energy-efficient models.
Moreover, JD Five Star Appliance
collaborates with duly approved
third-party recycling enterprises
to handle electrical wastes safely
and effectively, through harmless
treatment, the metal, plastic, glass
and other recyclable resources in
disused electrical appliances can
be effectively recycled and used,
and reduced the carbon emissions
generated from the production
of raw materials for products. In
2022, JD Five Star Appliance stores
collected over 120,000 defunct ap-
pliances - including 90,400 units
of large appliances - resulting in a
reduction of carbon emissions of
nearly 880 tonnes.
JD Five Star Appliance Launched a "Trade-In" Activity to Recycle Disused Electrical Appliances
JD Five Star Appliance's Return Plan for Used Home Appliances Promotes Trade-in
Program in Communities
34 The total comprehensive energy consumption is calculated based on the General rules for Calculation of the Comprehensive Energy
Consumption (GB/T 2589-2020) of the People's Republic of China.
JD.com's Resource Consumption in 2022
34
Indicator
Unit
Data in 2022
Direct energy consumption
MWh
9,032,385.11
Indirect energy consumption
MWh
2,112,765.45
Renewable energy consumption
MWh
31,247.92
Non renewable energy
consumption
MWh
11,145,150.56
Comprehensive energy
consumption
tce
1,369,687.91
Comprehensive energy
consumption density
tce/RMB million
1.31
JD.com's Greenhouse Gas Emissions in 2022
35
JD.com's Water Consumption in 2022
Indicator
Unit
Data in 2022
Greenhouse gas emissions (Scope 1)
36
tCO2e
2,399,143.89
Greenhouse gas emissions (Scope 2)
37
tCO2e
1,197.932.19
Greenhouse gas emissions (Scope 3)
38
tCO2e
3,069.18
Total greenhouse gas emissions
tCO2e
3,600,145.25
Indicator
Unit
Data in 2022
Consumption of fresh water
tonnes
7,280,056.58
Water consumption density
tonnes/RMB million
7.00
Consumption of reclaimed water
tonnes
31,921.34
Consumption of rainwater recycled
tonnes
7,070.00
35 The statistics of greenhouse gas emissions (Scope 1) and greenhouse gas emissions (Scope 2) include emissions from administrative offices,
logistics transportation, and warehousing in the Retail, Logistics, Property, and Dada's business. The statistics of greenhouse gas emissions
(Scope 3) include emissions from shuttle bus commuting by JD's employee in Beijing, Chengdu, Shanghai, Shenzhen, and Suqian operating
areas; Greenhouse gas emissions accounting includes three types of greenhouse gases: carbon dioxide, methane, and nitrous oxide.
36 The calculation of greenhouse gas emissions (Scope 1) in 2022 is based on the 2006 IPCC Guidelines for National Greenhouse Gas Inventory,
and GWP is calculated by converting the consumption of gasoline, diesel, natural gas, and kerosene in accordance with the IPCC's Sixth
Assessment Report (AR6).
37 The calculation of greenhouse gas emissions (Scope 2) in 2022 is calculated by converting purchased electricity and purchased heat with 0.5703t
CO2/MWh, an average emission factor of the national power grid in 2022 which is stated on the Notice on Management of Greenhouse Gas
Emissions Reports for Enterprises in the Power Generation Industry from 2023 to 2025, and the Accounting Methods and Reporting Guidelines
for Greenhouse Gas Emissions of Enterprises in Other Industrial Industries issued by the National Development and Reform Commission of the
State Council.
38 The calculation of greenhouse gas emissions (Scope 3) in 2022 is based on the 2006 IPCC Guidelines for National Greenhouse Gas Inventory
and the Notice on Management of Greenhouse Gas Emissions Reports for Enterprises in the Power Generation Industry from 2023 to 2025.
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Green Logistics
JD.com is committed to creating sustainable packaging, continuously improving
packaging recycling efficiency through innovation and R&D, reducing the waste of
packaging materials, effectively controlling resource consumption, and avoiding
environmental pollution. We stress the importance of energy conservation and
emission reduction in transportation, continue to expand the usage of new
energy-powered logistics vehicles, comprehensively optimize transportation
globally, and provide support to the green and low-carbon transformation of the
logistics business.
As the express delivery sector continues to grow, the consumption of logistics
packaging resources is enormous, and the careless or inappropriate disposal of
discarded packaging undeniably leads to environmental pollution. In response to
this, JD.com's "Green Stream Initiative" adheres to the philosophy of sustainable
development throughout the entire process of packaging material selection and
application throughout full chain management from manufacturing to use and
treatment. The "Green Stream Initiative" plans to improve the utilization efficiency
of packaging materials by eliminating and reducing non recyclable items, as
well as recycling and reusing them, with the aim of bringing about a green
transformation of the value chain of packaging.
Green Packaging
Programs to Phase Out Single-Use Plastic Packaging
JD.com's single-use packaging is predominantly made up of plastic materials.
In order to mitigate the environmental damage caused by single-use plastic
packaging waste, we are committed to transitioning our packaging to green
materials and carrying out measures, such as optimizing packaging material,
recycling reusable packaging, and promoting the substitution of single-use
packaging with eco-friendly materials, phasing out single-use plastic packaging.
Target：
Use 100% environmentally friendly and renewable packaging
materials by 2030
70 million
Recycled insulated boxes are regularly and widely used, and nearly
disposable EPS foam boxes were reduced in 2022
Reduced Packaging
JD continues to promote packaging reduction through packaging design and
improvement and helps reduce packaging resource waste caused by excessive and
frivolous packaging by using lightweight and functional packaging.
We adopt a mode of "direct procurement from the place of origin, direct delivery
of primary packaging, and direct shipment of aggregate orders". That method
integrates product and packaging to reduce secondary packaging in the supply
chain and lower the use of express packaging at the source. Among them, JD
Logistics provides preferential warehousing policies to upstream vendors to
promote DWOP and encourages brands such as Procter&Gamble and Unilever to
strengthen DWOP work to cut down on the waste generated by intermediary links
due to dual packaging.
20 million trees
90,000
"Green Stream Initiative", the green
supply chain strategic action, has
collaborated with partners to carry out
cardboard box recycling activities in
more than 100 cities since its initiation
five years ago. In 2022, it recycled nearly
cardboard boxes every month
In 2022, we released the industry's first DWOP certification standard to expand the
scope of packaging reduction actions to a wider range.
●
The DWOP must pass the testing requirements of JD Logistics transportation standards to
ensure the safe delivery of orders;
●
The packaging's interspace ratio should not exceed 20% to reduce material waste and
avoid excessive packaging;
●
Packaging should use environmentally friendly and recyclable materials; polystyrene
(EPS), excessive heavy metal and harmful substance residues are not allowed.
In 2022,
JD Logistics teamed up with multiple
partners to release a new target of
green packaging:
By the end of 2022, JD Logistics achieved
direct delivery of tens of thousands of
stock keeping units (SKUs) delivered
with original package (DWOP) and was
expected to reduce disposable pack-
aging by some 10 billion, equivalent to
reduced logging of some
to deliver over
80% of products
sold through e-commerce channels
with DWOP by 2030
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Packaging Recycling and Reusing
In a bid to increase the proportion of recyclable packaging, JD has applied secondary
use standards for the packaging carton. We have tailored a Used Carton Recycling
Management System for personnel in various single warehouses across the country.
The system stipulates that recycling personnel should eliminate unusable cartons
according to the Order Outbound Packaging Standards and recycle those that meet
the reuse standards into a designated area for reused cartons. Then those recycled
cartons should be handed over to the consumables administrator to process them
according to the established criteria and feed the refined boxes back into the logistics
chain for reuse.
JD.com played an early and active role in the "Pilot Project for Recycling and Reuse of Plastic Flexible Packaging for
Consumer Goods" headed by the China National Resources Recycling Association and the Green Recycling Plastic
Supply Chain Group (GRPG). We promote the use of recyclable plastics, such as transparent bags, PE waterproof
bags, and wrapping films in logistics packaging, with an aim to reduce pollution caused by waste plastic packaging
to the environment and enhance the green and environmental value of packaging.
In 2022, we made full use of bagasse,
a food-grade residue from sucrose
production, to make mooncake boxes.
The entire process neither contains
synthetics such as ink and plastic nor
generates wastewater. The boxes, if
discarded, are biodegradable and
decompose in six months.
Eco-friendly canvas bags used to carry
those mooncake boxes are processed
with plastic bottles recycled from
oceans. The 2.5 million plastic bottles
salvaged are processed into environ-
mentally friendly particles after sorting,
disinfection, drying, and crushing, and
then made into nylon and woven into
over 400,000 customized green canvas
bags. While actively recycling and reus-
ing those packaging, JD aims to reduce
the pollution of plastic waste in the
ocean and its harm to marine creatures.
JD.com Built a Pilot Project for Recycling Plastic Flexible Packaging
JD Employed Bagasse and Recycled Marine Plastic Bottles to Make Mooncake Boxes
Packaging Box Made of Bagasse
Eco-Friendly Bag Made of Recycled
Marine Plastic Bottles
When it comes to packaging recycling and reusing, JD always uses reusable materials
such as circular boxes, foldable insulated containers, and circular plastic bags for
transit purposes. Our application for the Pilot Plan for Wide Use of Recyclable Parcel
Packaging has already been approved by highly-regarded entities such as the State
Post Bureau of China, the National Development and Reform Commission of China,
and the Ministry of Commerce of China, earning us the highest industry rank in terms
of score. We plan to further collaborate with the industry's environmental protection
platforms in efforts to promote circular packaging sharing pilot programs.
JD Logistics' circular insulated box is a pioneer in China, as it was one of the earliest pilot projects to apply the 2C
39
circular packaging model and also one of the most successful cases of circular packaging in China. Instead of using
traditional EPS
40 white foam boxes and disposable ice bags, JD Logistics has opted for VIP
41, which is combined
with special thermal insulation materials made of canvas, as well as recyclable ice boards.
JD Logistics' circular insulated box is mainly used to deliver B2C
42 fresh food. By the end of 2022, 700,000 insulated
boxes have been widely and regularly used in 18 cities, reaching more than 200 million uses, reducing the use of
200 million foam boxes.
JD Logistics Piloted the Use of Circular Insulated Box
As of the end of 2022, 5 diverse series and
specifications of reusable parcel packaging
have obtained the
"Green Product Certificate
for Parcel Packaging"
Green Product Certificate for Parcel
Packaging
39 2C, to consumer.
40 EPS, Expanded Polystyrene.
41 VIP, Vacuum Insulation Panel.
42 B2C, business to consumer.
Recycling packaging such as "Green Stream" box-
es, which can be sealed upon logistics manifests,
reached
20 million uses
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In 2022, JD Logistics jointly launched "Superbox", green environmental
protection projects with merchants, foundations, news platforms and
others. This initiative urged consumers in Shanghai, Hangzhou, Ningbo,
Nanjing, and Hefei to participate in packaging recycling while providing
free milk tea and carbon reduction energy as material incentives to those
who provide reusable express boxes. The cumulative distribution of
green carbon reduction energy has now exceeded 2 million grams. JD
Logistics recycled and reused the packaging it collected after the event.
JD Logistics' "Superbox" Program Engaged Consumers in Packaging Recycling
Promotion of the "Superbox" Campaign
Sustainable Packaging R&D
As of 2022, JD.com has pursued a green and low-carbon integrated supply chain by
researching and exploring biodegradable material packaging. The ultimate goal is
to achieve sustainable packaging practices across the entire operations. Notably,
JD Logistics' Open Materials Laboratory, a key incubator for renewable materials
innovation projects in universities, collaborates with other industry players to
promote the use of sustainable materials and foster technological innovation.
In 2022, JD Logistics spearheaded pilot experiments on paper-based parcel packaging
and inkless parcel envelopes with the intent of furthering technological advancements
aimed at reducing and restricting plastic usage to achieve the objective of achieving
zero waste. JD Logistics has facilitated the regular usage of biodegradable packaging
bags in multiple regions such as Hainan and Beijing, prioritizing the utilization of
environmentally friendly materials like PBAT
43 and PLA
44 to aid in the composting
degradation of packaging bags.
Product Certificate for Biodegradable
Parcel Packaging
JD Logistics continues to develop its fleet of new energy vehicles (NEVs), and proactively
explore energy-saving and emission-reducing methods that incorporate "fleet efficiency
and comprehensive emission reduction", it also lessens the carbon footprint generated
by the logistics process by substituting traditional vehicles with new energy ones
nationwide. As of the end of 2022, JD.com has launched a fleet of 5,418 self-operated
NEVs.
JD.com's Goals of
Green Logistics:
Green Transportation
New Energy Logistics Vehicle
43 PBAT belongs to thermoplastic biodegradable plastics and is a copolymer of butylene adipate and butylene terephthalate.
44
PLA or polylactic acid, is a type of polymer formed by the polymerization of L-lactic acid, a fermented product of microorganisms, as a monomer.
In October 2022, JD Logistics introduced the first batch
of hydrogen-powered logistics trucks into operation. The
trucks are 9.6 meters long with a loading capacity of 18
tonnes in a single round. They can be refueled with hy-
drogen in just 3 minutes and have a range of 450 kilome-
ters on a single charge. Compared to traditional fuel-pow-
ered vehicles, these trucks can reduce carbon emissions
by approximately 7.53 tonnes a month, leading to both
significant savings in fuel costs and improvements in
energy efficiency. JD Logistics has already successfully
achieved "zero carbon" emissions in some portions of its
supply chain transportation as of the end of 2022. That
effort not only decrease the carbon footprint associated
with logistics and transportation but also pushes forward
with the establishment of "zero carbon transportation"
steadily throughout the supply chain.
JD Logistics Launched the First Batch of Hydrogen-Powered Logistics Trucks
JD Logistics's Hydrogen-Powered Truck
To replace 100% of traditional logis-
tics transport vehicles with NEVs by
2030;
To promote 50% of JD Logistics'
suppliers to join the Science
Based Targets initiative (SBTi) by
2025.
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Autonomous Delivery Vehicles
In November 2022, the first group of autonomous
battery swap systems and integrated control platforms,
jointly developed by JD Logistics, JD Technology, and
State Grid Integrated Energy Service Group Co., Ltd.,
were put into use. It takes only 15 seconds to fetch a fully
charged battery from a locker at designated stations,
which efficiently and conveniently benefits over a
thousand couriers at major stations located in Beijing.
This innovative system replaces the traditional charging
mode with battery swap, which has the potential to
significantly reduce carbon emissions during terminal
logistics distribution and transportation. That system
can improve the utilization rate of green energy while
promoting the consumption of new energy and
increasing regional distribution volume. In 2022, JD
Logistics built 1,000 autonomous battery swap systems.
JD Logistics Launched the Autonomous Battery Swap System
JD's Autonomous Battery Swap Service Station
JD Logistics focuses on low-carbon development
throughout the entire transportation process. This
involves launching autonomous delivery vehicles,
constructing autonomous new energy battery swap
stations, and extending energy conservation and
emission reduction efforts to the final leg of logistics
distribution, known as the "last mile." We continuous-
ly refine the technology of our autonomous delivery
vehicles, enhancing their autonomous driving capa-
bilities and speed to improve transportation efficiency
and reduce carbon emissions. As of the end of 2022,
JD Logistics had deployed over 700 unmanned vehi-
cles in 30 cities across China, including 600 autono-
mous delivery vehicles and more than 100 indoor de-
livery robots. These enable us to provide consumers
with fast, reliable delivery services in "last mile" and
"last 100 meters" distances, not only in residential and
commercial areas but also connecting with multiple
supermarket delivery systems like Sam and SEVEN
FRESH. This allows us to provide unmanned real-time
delivery services for supermarket orders.
Green Ecology
JD.com is strongly committed to the idea of "harmonious coexistence between
humans and nature" and meticulously abides by the ecological red line while
vigorously pursuing biodiversity and forest preservation. We attach great importance
to reducing food waste and enhancing the awareness of food conservation among
all employees with the goal of fostering a mutually beneficial relationship between
humanity and nature.
JD.com places great emphasis on the preservation of biodiversity and the protection
of forests. We actively protect, restore, and sustainably use terrestrial ecosystems, and
take into account biodiversity considerations throughout the entire lifecycle of our
projects. With our efforts, we are helping to build an ecological and environmental
community with a shared future, and safeguarding green waters and mountains.
We actively adhere to the United Nations Sustainable Development Goals (UNSDGs)
and the "Kunming-Montreal Global Biodiversity Framework" (GBF). We are committed
to developing our business in an environmentally friendly manner and working
together with stakeholders to transform sustainable production and consumption
models.
Drawing on the Wildlife Protection Law of the People's Republic of China, the
Implementation Regulations of the People's Republic of China on the Protection
of Terrestrial Wildlife, as well as the Fisheries Law of the People's Republic of China
and other relevant legislation, JD.com has established the Regulations on the
Management of Prohibited Commodities and Information on the JD's Open Platform.
As an e-commerce platform, we staunchly forbid any illicit trade of wild animals on
our platform and we promptly eliminate all products linked to wild animals that are
nationally-protected species or those prohibited by laws and regulations Any hunting
tools that may be used to capture or kill protected wild animals is also prohibited
on our platform The aims is to actively contribute to ecological protection and the
construction of ecological civilization. We have also organized a specialized squad
to scrutinize common illegal hunting and fishing tools and to combine manual
inspections with technical strategies to curb the sale and circulation of wildlife
products and tools that are illegal to sell on the JD platform. We are also members of
the Working Group on Preventing and Combating Illegal Wildlife Trading. We share
with other members of the group the measures we have taken and the results we have
achieved in preventing the illegal trading of wildlife and the sale of banned hunting
gear online to other enterprises.
Biodiversity and
Forest Protection
Since its inception in 2017, "Collecting objects with love", JD's in-kind donation platform, has been catering to the
requirements of public welfare organizations and government departments in terms of in-kind donations through
an exclusive model of direct in-kind contribution. This innovative approach has spearheaded the building of an
innovative, sunny, and efficient public welfare ecosystem. Collaboration between China Biodiversity Conservation
and Green Development Foundation (CBCGDF) and JD's online charity fundraising platform has been initiated to
promote ecological protection, green development, and the conservation of biodiversity.
CBCGDF's Project was launched on JD's online charity fundraising Platform
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Our warehouse development project ad-
heres to numerous laws and regulations
concerning land development, such as the
Land Management Law of the People's
Republic of China. Prior to commencing
land development and construction, we
conduct due diligence and environmental
assessment on the development site. This
includes fully examining and evaluating
the potential impact on animal and plant
habitats and ecological red lines, and ensur-
ing that the project development process
follows the principles of sustainable devel-
opment and minimizes the impact on the
environment and ecology.
We have adopted various measures to
safeguard the ecological environment and
promote biodiversity while carrying out the
project's construction.
At JD, we uphold strict adherence to the laws and regulations, such as the Forest Law of the People's Republic of China, and prohibit deforest-
ation across all business lines within the Group to actively safeguard forest resources against any infringement. In 2022, no construction land
utilized by JD posed a risk of deforestation. We have made a commitment to environmentally friendly choices and sustainable procurement in
terms of our logistics packaging materials and office paper. We only use office paper certified by the Forest Stewardship Council (FSC) to reinforce
our efforts towards forest protection and to mitigate the risks of deforestation.
In relation to our construction efforts, we are steadfast in our pursuit of green building practices. During the construction of JD.com's Building
No.3 in 2022, we allocated approximately 30 workers every day to perform on-site cleaning and dust control, adding some RMB 3.15 million RMB
to labor costs. We applied four car washing machines, two sprinkler trucks, and four mist cannons, as well as set up 140,000 square meters of
dust netting. Our project has effectively met the requirements for the "Green, Safe, and Civilized Construction Site" acceptance in Beijing. Our
environmental protection measures were highly praised by the Beijing Municipal Commission of Housing and Urban-Rural Development. The
project earned a Three-Starred Construction Site Certification of the Beijing Green Building.
Green Construction Principles in the Construction Process
Impose limitations upon the general contracting firm
to direct them to effectively curtail excess resource con-
sumption during the construction, while bolstering our
efforts to manage the construction process and mini-
mize any potential harm to the natural environment.
Actively adopt energy-sav-
ing and environmentally
friendly new technologies
and materials to reduce
waste;
Appoint full-time managers
or cleaning personnel who
were responsible for;
Establish flushing facilities at all site entrances
and exits, with dedicated personnel assigned
to wash all vehicles on site; use plastic woven
or rain cloths to cover all vehicles and prevent
dirt and debris from spilling on local roads
and affect the surrounding environment.
Prioritize local plant species that
can thrive in the local soil and
climatic conditions, thus foster-
ing an optimum environment for
their growth.
Plant an assortment of plants,
including trees, shrubs, and
grasses, to create multi-level
landscaping, enhancing biodi-
versity within the ecosystem.
Integrate the concept of a "sponge city" into the project design, incorporate green rooftop
spaces that can deal with water runoff following heavy rains and enhance the overall mi-
croenvironment; carefully select drought-resistant and waterlogging-tolerant plant species
that can thrive in both rainy seasons and dry seasons to store and regulate rainfall as a
"sponge city"; use permeable pavements throughout sidewalks, activity areas, and above-
ground parking lots within the site to significantly reduce water runoff caused by inclement
weather.
Designate a full-time cleaner who will be
responsible for collecting and transporting
the cleaned waste to the designated location
in accordance with local environmental
protection regulations.
Arrange temporary facilities
and protect surrounding
greenery based on the
specific conditions at the
construction site;
Food Management
Food conservation and waste reduction are the key approach to ensuring stable
food supplies. JD.com has taken a comprehensive approach by integrating these
concepts throughout our entire food value chain, contributing to the maintenance
of food security. To reduce losses caused by damage or expiration, we work closely
with upstream and downstream parties across the supply chain, from procurement
and warehousing to processing, sales, transportation, and distribution. We
promote food conservation awareness among our employees through measures
such as quantitative meal preparation, incentives and conservation campaigns in
our daily operations, dedicated to reducing food waste.
In 2022, we took the following actions to reduce food loss and waste:
●
Selected fresh food products based on actual demands and needs to improve the
accuracy of order, preventing waste and excess;
●
Strictly followed the standards for receiving goods in the warehouse, frequently
checked shelf life, and ensured that products are organized for first-in, first-out
(FIFO) inventory management;
●
Ensured that cold storage maintains the appropriate temperature, and worked
with our supply chain partners to improve the transportation of products to
maximize the freshness of food products and avoid transportation losses;
●
Processed fresh foods in line with standards to prevent any losses that may result
from substandard processing operations;
● Provided clear explanations regarding proper product storage and shelf life;
●
Established discount and promotion management regulations, created a designated
special area for discounted best-by products; offered these products at lower prices to
attract more consumers and reduce waste caused by expired food;
●
Placed visible signs for reducing food waste in the dining area, and reminded
consumers to order the right amount of food to encourage consumers to reduce food
waste and cultivate a culture of food conservation among our consumers.
●
Collaborated with our suppliers and agreed to a frequency of 1-2 deliveries per week,
reducing the amount of expired and damaged goods caused by overstocking;
●
Required our external catering suppliers to adjust their serving sizes by providing
both large and small portion packages to cater to employees with different appetites,
reducing food waste caused by excessive portions;
●
Labeled the calorie of each food item, installed a weight scale in the cafeteria, and
displayed food-saving slogans to encourage employees to eat healthily;
●
Carried out "Clean Your Plate" campaigns and rewarded those who demonstrate
positively to incentivize saving behavior.
Reducing food loss and waste in stores
Reducing food loss and waste generated in canteens
Intricately combine trees, flowers,
and other flora of varying shapes
and varieties to create a harmo-
nious, organic blend of plant life
by taking into account the unique
biological features and ecological
demands of each plant species.
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JD.com strives to build a diversified and integrated high-
quality employment environment that leads employees
and partners to a win-win outcome. We empower our
partners to build a reliable, efficient and sustainable
supply chain, using our technologies and capabilities in
constructing a social supply chain.
03
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Chain Leads to
Shared Development
Outcomes
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JD.com is people-orientated, and employees are the motivation for our
sustainable development. We always protect the legitimate rights and interests
of our employees, continuously optimize our talent development system,
and implement employee health and welfare, which enhances their sense of
belonging and the cohesion of our employees. We are committed to building a
diversified, inclusive, safe and harmonious work environment and strive to expand
employment that will play a role in stabilizing employment throughout society.
Human
Orientation
As a supply chain service company with both the genes and advantages of
traditional enterprises and digital technology capabilities. JD.com's value is not
limited to self-growth but lies in boosting the real economy. JD.com helps small
and medium-sized businesses, individual entrepreneurs and new farmers with
new opportunities for growth so as to empower stable growth and employment
through digital capacity.
At the end of the reporting period, 80% of JD Logistics' front-line employees came
from rural areas. More than 200,000 rural families of front-line employees have
improved their lives with the income and benefits they earn working for JD.com.
We also facilitate the reshaping of the real economy with grids and digitalization.
Our omni-channel business has covered 3.67 million offline stores of multiple
types, including pharmacies, specialty stores, supermarkets, convenience stores,
auto repair stores and flower stores, which directly and indirectly provide a large
number of job opportunities. For the graduates in 2022, we opened new positions
in aviation maintenance and aviation functions for the first time and increased
the number of reserve positions for front-line managers, with 4,113 graduates
successfully joining JD.com.
Quality Employment Promotion
The total number of front-line logistics
employees in JD.com over
Percentage of front-line logistics
employees from rural areas
370,000
80%
Committed to providing fairer employment opportunities and barrier-free working and living environments for
the disabled, the "Sunshine Angel" program of JD.com Customer Service Center was officially launched in October
2013. In our offices in Suqian and Chengdu, JD.com has set up special office areas, independent dining rooms,
dormitories, and barrier-free restrooms and provides exclusive benefits like regular exclusive group building
activities and psychological counseling sessions for the "Sunshine Angels".
During the 2022 JD.com merchant con-
ference on 618 sales day, we officially
released the investment rules and mer-
chant support initiatives. Thirty merchant
support initiatives of "three reductions
and three optimizations" were adopted at
the festival, focusing on helping small and
medium-sized businesses improve at least
20% of the input-output ratio through a
series of initiatives for cost decreasing and
benefit increasing. JD.com gave full play to
the influence of small and medium-sized
businesses in the activity, stabilizing the
employment of more than 10 million peo-
ple working for small and medium-sized
businesses.
"Sunshine Angel" on the Way to Employment
Small and Medium-Sized Businesses were Empowered to Build an Open Business Ecosystem
Group Photo of the "Sunshine Angels" Team
Merchant Support Initiatives of "Three Reductions
and Three Optimizations"
The "Sunshine Angels" team in
JD.com Customer Service Center
has expanded from 12 people to
nearly 100 people. JD.com has
also joined hands with social
forces to enrich the forms of em-
ployment assistance for people
with disabilities and has provided
thousands with technical training
as customer service managers to
encourage them to pursue their
dreams.
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In accordance with relevant laws, regulations and declarations such as the
Universal Declaration of Human Rights, the International Labor Organization
Conventions, the Labor Law of the People's Republic of China, the Labor Contract
Law of the People's Republic of China, JD.com has formulated internal policies,
including the JD Group Management System for Preventing Sexual Harassment
in the Workplace, and the JD group Employee Handbook. We practice fair, just,
diverse and integrated employment policies, shape a workplace atmosphere
that is inclusive and provides a sense of belonging that embraces employees'
unique experiences and diverse backgrounds, which helps achieve the
development of both JD.com and its employees.
We fully respect and protect the right and strictly implement the rules of equal pay for
equal work for all employees and eliminate any form of discrimination, harassment,
or threat based on a person's gender, age, race, religion, family planning or disability.
On January 31, 2023, JD.com became the first Chinese company in the industry
to be included in the Bloomberg Gender-Equality Index.
JD.com has developed a number of programs to enhance diversity in the workplace,
including the implementation of anti-harassment and anti-discrimination training,
which all employees took in 2022. We have also established the employee service ho-
tline 400 and a whistleblower email nicknamed [email protected] and other reporting
channels. We have promised employees the privacy and legal rights as whistleblow-
ers will be protected, the first time to investigate and deal with after they raise.
Diversity, Equality
and Inclusion
JD.com was selected into the 2023 Bloomberg Gender Equality Index (GEI)
2022 Anti-harassment and anti-discrimination related
employee DEI training coverage
100%
45
The Bloomberg Gender Equality Index (GEI): The world's leading investment-referenced gender equality database that identifies and
highlights companies improving transparency in gender reporting and promoting women's equality in the workplace. The index gives scores
based on five key indicators of gender equality, including leadership and talent cultivation, equal pay and gender pay parity, inclusive culture,
anti-sexual harassment policies and external branding.
Number of employees
47
Percentage of female employees
Number of employees with disabilities
Median gender pay gap in percentage
Number of minorities employees
445,268
22.1%
3,058
14%
26,920
In January 2023, JD.com "Sunshine Angels", customer service team made up
mainly of employees living with disabilities, was selected by the Asia-Pacific
Economic Cooperation(APEC) Women's Leadership Forum as the "Women's
Innovative Empowerment" case of the year. Over 70% of the core team members
of JD.com "Sunshine Angels" are women, greatly empowering women with
disabilities. Many members of the team participate in volunteer activities and
inspire others living with disabilities. Through programs such as "Sunshine Angel",
we support the development of the disabled, especially women, by providing
them with equal work and living environments.
"Sunshine Angels" Team was Selected as APEC
46 Excellent Case
JD.com won the APEC "Women's Innovative Empowerment" Annual Case Trophy
Over70%
JD.com's Diverse Employee Composition
46
The APEC WOMEN LEADERSHIP FORUM is organized by the APEC China Business Council and serves as an important platform to promote
Chinese business women's participation in the APEC process.
47
The total number of employees only covers full-time employees of businesses directly managed by JD.com.
of the core team members of
JD.com "Sunshine Angels"
are women
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JD.com believes in placing the well-being of employees ahead of the interests
of the enterprise and giving as much care to employees as it can. We value and
protect the legitimate rights and interests of all employees. We have established
diversified communication channels, and promote a sound and long-term
incentive mechanism that guarantees the welfare and care of employees to help
enhance their sense of identity and their happiness.
We fully respect and protect the rights and interests of our employees and have
eliminated child labor and forced and compulsory labor. The JD Group Employee
Handbook provides clear regulations on the requirements for hiring employees
and prohibits the employment of employees under the age of 16. During the
recruitment process, we verify the name, age, education, work experience and
other information of the applicant in accordance with the JD Group Background
Investigation System. We also screen for conditions that do not comply with the
employment system, such as being blacklisted by China’
s Trust and Integrity
Enterprise Alliance or having a conflict of business interests. If noncompliance
is discovered, the company immediately takes measures to terminate contact
with the individual in accordance with laws, regulations and other requirements.
By the end of the reporting period, there were no cases of employment
discrimination, child labor or forced and compulsory labor at JD.com.
We respect employees' right to freedom of association and collective bargaining,
hold regular employee representative congresses, and promote democratic
management. Employees are guaranteed the right to know, participate, and to
expression, safeguarding employees' rights and interests. Currently, there are
300 employee representatives at JD.com's employee representative congress,
including one chairman and two vice-chairs of JD.com's trade union. In 2022, the
second session of the first representative congress of JD.com was held online,
with all 300 representatives attending the meeting.
Employee Rights
and Care
Protection of Employees'
Rights and Interests
Based on the Constitution of the All-China Federation of Trade Unions,
the Trade Union Law of the People's Republic of China and resolutions
passed at the first representative congress, we improved the Collective
Contract of JD Group, the Collective Contract of JD Logistics, and
entered on the record with the Human Resources and Social Security
Bureau in 2022. All employees have signed the collective contract.
48
Collective contract
employee coverage
100%
48
The data does not include Deppon and Kuayue Express.
JD.com attaches great importance to employees' demands and opinions and is
dedicated to building a sound employee communication mechanism. We have
diversified employee feedback channels that include the employee service hotline,
the confidential email address [email protected] and the employee forum, etc. We also
divide responsibilities according to the system and set up a mechanism for handling
problems of different levels according to the types of employee feedback, which
achieve closed-loop management and efficient response to employee demands.
JD.com currently has two emails [email protected] and [email protected] to
collect overseas employees' opinions. Suggestions, ideas and complaints will be
followed up by local HR colleagues.
Facilitated by the JD.com employees' trade union, we have set up 10 special
working groups to deal with issues frequently reported by employees, involving
uniforms, attendance, remuneration and benefits, and other issues. The issues
reported by employees are followed up by dedicated personnel who follow a
prescribed process. In 2022, JD.com significantly reduced the rate of complaints
through various governance measures.
Employee Communication
Mechanism
General Events
Feedback within 48 hours
Emergencies Events
Feedback within one hour
Major Special Cases
Feedback to employees
within seven workdays after
investigation and verification
Response Time for Problems of Different Levels
A survey of JD.com front-line logistics employees, which was managed by their trade union, provided suggestions
and demands for new employee uniforms. Based on the feedback from the survey, we sorted out the suggestions
and demands of employees on the application and distribution process of uniforms, uniform design and quality.
Accordingly, we optimized solutions to the process, size design, and uniform material, which achieve double
improvement of uniform quality and distribution service.
JD Logistics Transformed its Uniform Into an Environmentally Friendly and Trendy One
Optimized Uniforms for Front-Line Employees
300employee
representatives at JD.com's employee
representative congress
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To promote an open feedback culture and mechanism and encourage employees
to contribute more to JD.com's culture, we conduct quarterly employee satisfac-
tion surveys. In 2022, we conducted surveys in the form of questionnaires sent to
office and front-line employees, with a annual score of 4.51 out of 5. The employee
satisfaction rate of office employees was 4.44, a year-on-year increase of 6%, while
front-line employees' scores remained unchanged from the year before at 4.58.
Satisfaction Evaluation Criteria of Different Position Sequences in JD.com
For JD.com office employees
For front-line logistics employees(excluding Kuayue, Deppon and
international logistics)
JD.com is committed to providing employees with externally competitive and in-
ternally fair compensation and benefits. We have implemented a compensation
incentive mechanism for all employees based on job performance evaluations.
JD.com's employee performance evaluation criteria consist of goal setting,
performance reviews and evaluation as well as performance application. The
performance management groups of the Group and each sub-business line jointly
identify and align goals through business analysis meetings and goal-sharing
meetings, and give timelier feedback on employee's development performance
with the online system. The online system is also used to achieve bottom-up
alignment of employee goals to help employees fulfill their potential and improve
overall performance. We are improving our system of performance evaluation to
adapt to the changing market and employee needs.
From July 1, 2021, to July 1, 2023, JD.com plans to take two years to gradually increase
the employees' average annual revenue from a 14-month salary to a 16-month salary.
JD.com has also established and implemented an industry-competitive employee
equity incentive policy, which provides stock option incentives and pay raises to
eligible critical employees.
We evaluate the living standards and wage criteria of employees in different
regions, and in accordance with national laws and regulations and the
corresponding regional regulations, provide all regular employees who work
during legal working hours with salaries higher than the bottom wage criteria
set by local policies. We continue to improve our non-payroll benefits system
by providing all regular employees with mandated benefits such as five social
insurance and one housing pension and adding non-payroll benefits such as
holiday care and annual medical checkups.
Employee
Compensation and
Benefits Care
The annual employee
satisfaction rate of 2022 was
4.51out of 5
Amount paid for front-line logistics
employees in salary and benefits
in 2022 over
RMB44.6billion
talent
hard
work
collabo-
ration
innova-
tion
decision-
making
incentive
mechanism
elimination
mechanism
work
standards
work envi-
ronment
personal
development
compensation
incentives
team
management
cultural
atmosphere
JD.com employee benefits system is supported by three parts. By classifying employee benefits into "multiple scenarios", we
implement the benefits system based on the universality of all employees, which is oriented to tilt scarce resources to core
talents and improve the benefits of front-line employees. In this way, we are committed to promoting the happiness index of
our employees and sharing development achievements with them.
JD Logistics has a large number of front-line employees working as couriers and warehouse sorters. The salary of our logistics
employees is higher than other industry peers. We provide supplemental accidental commercial insurance and additional
benefits such as supplemental medical insurance, annual medical checkups and meal subsidies. JD.com also contributes to
employee social insurance and a housing pension for front-line employees. In 2022, JD.com's payroll to front-line logistics
employees came to RMB 44.6 billion.
Committed to placing the well-being of employees prior to the interests of the enterprise, JD.com cares for its employees
in terms of their physical and mental health, career development and family life, helping them live a promising life. Benefits
and the talent development mechanism are established to make employees feel respected, delighted and fulfilled.
—— JD Group Philosophy
JD.com Employee Benefits System of "Three Parts and Multiple Scenarios"
Strive to be a great enterprise creating value, bringing warmth and undertaking responsibilities.
JD.com Employee Benefits System
Build a "Three Pillars" approach and offer diverse employee benefits tailored to "Various Scenarios", which prioritizes not just
employees' physical and mental wellbeing, but also professional development and family satisfaction."
Employee benefit policies are based on the universality of all employees and oriented to tilt scarce resources to core talents and
improve the benefits of front-line employees.
An integrated benefit platform
An integrated tool for managing benefits systematically provides one-stop services, such as benefits distribution, a benefit board,
policy documents and online processing, for employees to process benefit-related affairs.
physical and
mental health
Mandated benefits
Supplement benefits
Featured benefits
basic necessities
of life
a happy family
Leave benefits
Policy benefits
Cultural care
●
Commercial
insurance
● Medical check-ups
● Fitness centers
●
Outdoors fitness
areas
●
Health counselling
room
●
EAP psychological
counseling
services
● Meal subsidies
●
Dinner on
workdays
●
Commuting for
overtime
● Shuttle buses
● Welfare housing
● Welfare coupons
●
JD.com merchant
discounts
●
Housing security
fund
● Assistance fund
●
Children's
playground
● Childcare centers
● Kindergarten
● Education
● Annual leave
●
Paid maternity
leave
● Paid sick leave
● Half-pay sick leave
●
Other statutory
holidays
● Seniority Reward
● Reward on values
● 519 Veterans' day
●
JD.com's family
gift
● Team building
● New Year in JD.com
● Social insurance
● Housing fund
● Residence permit
●
Overseas
graduates
settlement
●
Graduates
settlement
●
Talent
introduction
● Talent programs
JD.com complies with
the local and national
requirements by providing
basic benefits.
JD.com provides
supplement benefits
featured by the Business
Group Business
Unit(BGBU).
JD.com provides
benefits featured by and
representative of itself.
Multiple scenarios
Three parts
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Seniority Reward
JD.com's Family Gift
JD.com awards silver and gold medals to employees when they reach five and 10 years of employment. In 2022,
we awarded more than 10,000 silver medals and 3,000 gold medals to our long-serving employees.
JD.com hands out customized
holiday gift packs to its em-
ployees and partners during
the two traditional Chinese
festivals of the Mid-Autumn
Festival and Spring Festival
every year. In 2022, we distrib-
uted more than 900,000 holi-
day gift boxes to all employees
and interns.
Multi-Scenario Employee Care Activities
JD.com's Chinese New Year Family Gift Box
In 2022
we awarded
10,000+
In 2022
we distributed more than
900,000
gold medals
3,000+
We attach great importance to the health and well-being of our female employees, and have implemented a benefit system for
female employees:
Baby-Care Rooms at JD.com Headquarters
Childcare Center of the Group
Annual medical checkups, tailored to age, marital status, etc., for female employees
Additional commercial maternity insurance up to RMB 5,000
Baby-care facilities with private rooms equipped with diaper change tables, sofas, refrigerators, lockers and other
facilities
Childcare center and children's playground at JD.com headquarters
Pregnant employees enjoy privileges such as priority queuing and parking
Women's change room with various amenities for pregnant women.
silver medals
holiday gift boxes
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JD.com provides benefit programs such as Settlement Plan, Education Support and Extra-long Maternity Leave, etc.
to provide rear services to employees' families in all aspects and ensure employees' worry-free work and healthy and
happy life.
JD.com's Measures Help Employees to Settle into Work
Staff Dormitory
Launched in 2012, the Settlement Plan is a benefit
program that allows all employees meeting
seniority requirements to apply for an interest-free
loan of up to RMB 1 million for the purchase of their
first home in the city in which they work. JD.com
provided RMB 1.3 billion in interest-free loans from
2017 to 2022, benefiting some 2,800 employees.
JD.com has also provided 2,537 housing units for
employees and nearly 20,000 dormitories for front-
line employees in need since 2016.
Settlement Plan & JD.com's Welfare Housing
When an employee becomes incapacitated or dies, their children can apply for grants to cover education costs from
kindergarten to college. In 2022, 16 families benefited from this benefit program.
Child Support Program
Since 2017, JD.com has cooperated with Oriental Cambridge Education Group to set up a childcare center at
JD.com's headquarters. In 2022, the nursery service benefited more than 1,700 person-times. JD.com also
collaborated with Etonkids, a chain of high-end kindergartens, to build the kindergarten project together. More
than 350 children of JD.com's employees were enrolled in 2022.
JD.com's Kindergarten Project
Supporting the government's "Notice of the Office of the National Medical Security Administration on Doing a
Good Job in Supporting the Maternity Insurance of the Three-Child Policy" and other related policies, JD.com has
launched its welfare policy. JD.com has provided an additional 30 days of maternity leave beyond the national and
local maternity-leave requirement since 2015. In provinces and cities that have not extended national maternity
leave, employees can extend maternity leave in accordance with JD.com's maternity leave plan. JD.com's maternity-
friendly policy cover all employees.
Ever since the release of the State Council's "Decision on Optimizing Birth Policy to Promote Long-term Balanced
Population Development", parental leave in all related provinces in China has been extended or added. JD.com actively
responds to the call for national and local policies. As such, JD.com adjusted and improved the company's vacation
system as well as its leave application process.
Fertility-Friendly Policy
JD Logistics Subsidized RMB 500 Million for Front-Line Employees on Duty During the Spring Festival
Rich Employee Activities
JD.com organizes an annual Sports Season for its employees. JD employees with different
hobbies and of different age form teams to compete in games of football, badminton,
and e-sports. In 2022, JD.com organized 11 events, including badminton, tug-of-war and
e-sports competitions, among which e-sports competitions attracted 550 teams in 110
cities nationwide. Through a series of cultural and sporting activities, we aim to enrich the
recreational life of our employees and enhance communication and team cohesion.
JD.com's E-sports Participants
In 2022
JD.com arranged various
BGs in organizing
11
Since 2019, JD.com has continued to implement its Employee Assistance Program. By the end of 2022, the EAP care
program has served 1,612 person-times.
Employee Assistance Program (EAP)
JD Love Assistance Fund endeavors to provide economic aid to deserving employees and families in distress. The forms
of aid range from assistance to personnel enduring serious illness, those disabled or deceased employees, educational
fees for children of the deceased employees, and reimbursement for losses caused by house destruction. From 2016 to
2022, the Love Assistance Fund has issued a cumulative total of 2,288 aid packages, amounting to RMB 89.38 million.
Love Assistance Fund
JD Logistics is the first responsible supply chain company in the industry to carry out "Spring Festival Delivery". Spring
Festival 2023 marked the eleventh consecutive year that JD Logistics has carried out this project. To support front-line
employees who continued to work during the Spring Festival holiday period, JD Logistics provided the workers with
allowances and benefits valued at RMB 500 million, higher than the national legal criteria. In addition to overtime pay,
the company also provided bonuses.
JD Logistics provided a Spring Festival atmosphere in warehouses, sorting centers, express business offices and other
places across the country through a series of cultural activities such as making dumplings and giving gifts. The children
of employees who worked through the holiday were invited safely to spend Spring Festival at their parents' workplaces
while they were on duty.
sports events
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Employee Training
and Development
JD.com is committed to the promotion of employees' personal career development
which helps propel the development of the company. JD.com has established
multiple channels to assist the professional development of employees.
JD.com has developed an open and transparent recruitment system. JD.com uses
artificial intelligence to analyze candidates' resumes to improve job matching
and recruitment efficiency. In 2022, we completed a talent review of nearly 50,000
people through the use of 360 questionnaires, that helped identify nearly 10,000
potential employees for management positions and other jobs, to meet the needs
of JD.com's long-term strategic development.
JD.com continues to optimize its employee appraisal system and implement its
"contributor-oriented" incentives. Integrating dimensions of employee professional
proficiency and compliance on business conduct, and based on the digital talent
management system, job nature and continuous assistance by managers, we
set up differentiated appraisal criteria and cycles (at least once every quarter) to
make employees identify their value and improve personal performance, which
helps achieve the organizational strategic goals. When setting performance goals,
strategy undertaking and goal alignment throughout the Group make employees
fully informed of their roles and responsibilities in the organization. Our strategy of
continuous performance improvement of employees requires managers to provide
ongoing feedback and suggestions to help subordinate employees to improve
and grow professionally. This helps us achieve efficient, well-aligned and healthy
performance assessments.
Guided by JD Group's Employee Promotion Plan, job promotions are announced
and dual career paths are provided in April and October. While giving promotion
opportunities to outstanding talents, we design the promotion mechanism for
different types of talents, in which assessors related to the business lines and
HR examine the values, ability and quality, value contribution and other factors.
We are committed to creating an open, fair and just promotion procedure. We
offer promoted employees training and give them greater responsibilities and
development space, helping them to succeed in their professional fields. In 2022,
31% of JD.com's employees were given promotions, of which 7% were promoted
to management positions. One percent were given "exceptional" promotions to
higher positions.
Talent Development System
JD.com Talent Assessment System
360 Assessment
Talent Review System
A new questionnaire is developed according to the type
of evaluation role and the scoring criteria and form of
the questionnaire is continued to be optimized, guided
by the diversity and complexity of the application
scenarios. In 2022, more than 49,000 employees of
JD.com completed the assessment, leading them
to discover and tap into their greater potential and
motivating them to maximize their personal value.
To enhance managers' ability to assess high-potential
employees, an intelligent talent review system is devel-
oped that includes specific initiatives for talent develop-
ment.
By the end of the reporting period, over 50,000 em-
ployees of JD.com have participated in a talent review,
helping managers accurately identify talent and build a
sustainable talent team for JD.com.
In 2022
31%
of JD.com's employees
were given promotions
To encourage employees to further study and improve themselves, JD.com
has implemented a multi-dimensional training system of "online + offline" and
"theory + practice" to encourage employees to continue their studies and self-
improvement, which focuses on professional development, leadership skills and
ability to innovate. We also train the next generation of professionals to manage
the enterprise and lead the technology of the digital intelligent supply chain.
Diversified Talent Training
By the end of the reporting period
Total hours of employee training
18,423,446
JD.com Training System
Coverage & Goal
Training Programs
Profession
Training
Build and implement mechanisms for talent standards
and career development paths by establishing
committees for professional channels of technology,
products and functions
Learning Map
Leadership
Training
Competency training program for on-the-job managers
Pengyuan Class, MAX, Canxing, Zhiyuan Class,
Pinnacle Program and other programs
Training programs for future management personnel
Alfa, Sigma, Delta, Jingchi High Rise, Sanqing,
Ride the Wave and other programs
Training on Next
Generation of
Professionals
Young talent development program for students
JD.com's Rising Star Program, "JDRUN"
summer internship camp
High Potential
Training
Training program for core management personnel
selected by the company
Leadership training program TET, the DMT
program for doctoral scientists, Pilot and
the program of Rising Wave
Basic Force
Training
For all employees
Compliance training and examination for all
employees, JDX series-JDTalk (Perception-
Innovation-Change), JDVoice (Experience -
Inheritance - Sharing), JDtech (Technology -
Product -Applied Research)
JD.com conducted
2,442
in-person training courses
25,223
online training courses
100%
of employees were trained
41.5hours
Average training time per employee
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Training of JD.com Employees
Average training hours per employee
by gender
Average training hours per employee
by employee category
Male
employees
Management
39.9
35.3
47.1
41.9
Female
employees
Employees
Average training hours per employee by type of function
Senior
management
Middle
management
Junior
management
Technical
employees
Production
employees
Other
employees
30.7
42.9
35.0
78.8
35.8
57.9
Percentage of employees trained by
employee category
Percentage of employees trained by
gender
Manage-
ment
Female
employ-
ees
Employ-
ees
Male
employ-
ees
94.2
77.8
5.8
22.2
Percentage of employees trained by type of function
5.4
2.6
0.3
0.1
14.5
77.1
Production staff
Middle management
Other employees
Senior management
Junior management
Technical employees
JD Group's Management System for Employee Continuing Education encourages all regulars to undertake further study and
upgrade their qualifications by obtaining professional certificates. JD.com provides continuing education opportunities.
Employees who pass the national examination and obtain qualify to study for a Master of Business Administration or Master of
Engineering Management in top universities are offered interest-free loans to support their continuing education.
"Say Hello to JD.com" is a se-
ries of training courses for new
employees, with three levels of
courses: Gold, Red and Star. The
courses allow trainees across
the country to interact and learn
different content of connect-
ed systems during online and
in-person standardized training
sessions. In 2022, 11,381 people
took part in at least one of the
170 training events.
JD.com Pooled New Forces for Their Transformation and Growth - "Say Hello to JD.com"
"Say Hello to JD.com" Training Site
请提供原图
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Occupational Health
and Safety
JD.com follows laws and regulations
including the Law of the People's
Republic of China on Prevention and
Control of Occupational Diseases and
the Law of the People's Republic of
China on Work Safety and attaches
great importance to the physical
and mental health and safety of em-
ployees. The JD Group Occupational
Health and Safety Management Policy
focuses on health and safety issues
to actively establish a sound safety
management system and occupation-
al health management system. We
work with employees or employee
representatives to conduct risk as-
sessments, establish action plans and
determine occupational health and
safety policies and objectives, creating
a healthy, safe and comfortable work-
place.
JD.com has established an Occupa-
tional Health and Safety Committee
chaired by the Chief Human Resourc-
es Officer. To ensure the healthy and
safe operation of all of JD.com's
businesses, the Occupational Health
and Safety Committee coordinates
and approves strategic planning on
occupational health and safety, takes
responsibility for implementing relat-
ed policies and constructing its risk
control mechanism, and oversees all
its issues. JD.com actively encourages
subsidiaries to build safety manage-
ment systems and obtain relevant cer-
tifications to enhance JD.com's safety
management system and ensure it is
compliant with all safety standards.
JD.com regularly requires all depart-
ments to identify safety factors and
sources of potential danger and to
prepare emergency plans and form
teams equipped to handle emergen-
cy rescue. Excluding JD Logistics and
JD Health, there were no work-related
fatalities at JD.com from 2020 to 2022,
with lost-time injury frequency rates
(L
TIFR) of 1.08, 1.15 and 1.58 from 2020
to 2022 respectively.
Training Items
Training Content
To ensure that JD workplace cafeterias
and in-house restaurants meet food
safety requirements, third-party food
testing was conducted every month
in 2022. We also collaborated with
third-party testing organizations to con-
duct two training sessions on food safe-
ty for food suppliers, covering all food
suppliers at our Beijing headquarters
and workplaces in Chengdu, Shenzhen
and Shanghai.
Employee Assistance Program by
JD.com and third-party counseling
agencies provide confidential psy-
chological counseling services to all
employees. Available programs include
emotional management support, cri-
sis intervention, and etc. Professional
counseling is offered either in person
or over the phone, and all counseling
content is strictly confidential to ensure
employee privacy. All employees can
make appointments for counseling
through the "JD ME" app.
2022 Occupational Health and Safety Training Partial Cases of JD.com
In 2022, JD Retail obtained
the ISO 45001:2018
Occupational Health and Safety
Management System Certification
● Training on CPR and AED equipment
application
● Online Special Session of First Aid
Training
● Safety management knowledge training
for those responsible for safety
● Training on the consciousness of
responsibility for safety managers
● Education and training on safe
production
● Traffic Safety Training
● Fire Safety Basics
● Safety training on forklift operations
● Training on electrical safety knowledge
● Training on preventive driving skills
● Training on delivery safety knowledge
At JD.com, each department must create
a responsibility system to ensure safety,
set health and safety objectives and
assess their objectives. The objectives
of each department are to ensure there
are no fires, no injuries and no accidents,
none of which occurred in 2022.
To improve the occupational safety and
health protection of our employees,
we continue to invest in protecting the
health of our employees, providing
individual safety equipment and devel-
oping their safety awareness and skills.
We provide helmets, reflective uniforms
and other protective equipment to all
our delivery staff. An "Advanced Driver
Assistance System" has been installed
in our vehicles. We regularly provide
safety training and assessments for
employees, and carry out terminal op-
eration safety month activities.
Regular safety drills for all employees
twice a year are conducted to strength-
en their safety awareness and ability to
handle emergencies. In 2022, JD.com
conducted a wide range of occupation-
al health and safety training, including
courses in First Aid, safe production and
special safe employment, to protect
and enhance employee's health and
safety awareness.
First Aid Training
for Employees
Safe Production
Special Job Safety
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In 2022, JD.com offered Red Cross First Aid certifi-
cation training for all employees at its headquar-
ters and subsidiaries. All the trainees completed
the training and passed its assessment to obtain
the skill certificates of the Red Cross.
JD Logistics provides monthly training to our
couriers to enhance their safety awareness and
ensure their health and safety and the smooth
delivery of goods. The training includes the use of
safety protection equipment, start-of-shift vehicle
inspection, proper driving etiquette and emer-
gency response.
JD.com Training for Red Cross First Aid Certification
JD Logistics Conducts Training on Delivery Safety Knowledge
Positioned as "a technology and services enterprise with supply chain at its core",
JD.com knows a supply chain is indispensable to product quality, and considers
its suppliers as important partners and strives to share with them development
opportunities. JD.com cooperates with them to maintain a responsible supply
chain system and create a stable, high-quality, efficient ecosystem generating win-
win outcomes.
Sustainable
Supply Chain
JD.com has formulated The Green Procurement Management, incorporating envi-
ronmental protection and energy resource saving into the procurement process,
which radiates throughout our supply chain.
When admitting suppliers, we collect certification documents from our suppliers
related to the environmental management system and require suppliers to ensure
strict environmental management.
JD.com continues to optimize the screening criteria for selecting green products
and expanding the scope of green products. In 2022, we added low-carbon
products to the four screening dimensions of product qualification function
category, consumption scenarios and product packaging, and formed the "Green
Alliance" with many well-known brands to launch more than 3 million green
products. JD.com's "SEVEN FRESH" program works with organic food suppliers to
launch the sale of more than 200 certified organic vegetables.
To identify and address potential sustainability risks in the supply chain, we take into
full consideration the environmental and social risk management of suppliers, such
as environmental protection, employment, health and safety in the production and
operation of suppliers, when making procurement decisions.
Responsible
Procurement
Environmental Protection
We launched more than
3million
Green Product Categories
Low Carbon Products
Set four types of low-carbon products labels: carbon neutrality, carbon footprint products, paipai
reused cell phones and low-carbon products in China
Product Qualification
Review whether the goods are qualified or assessed by domestic or foreign authorities, such as EU
organic certification and geographical indications of agricultural products.
Function Category
Refillable, reusable materials
Consumption Scenario
Cover low-carbon consumption scenarios such as green travel, green home furnishing and energy
saving
Product Packaging
Choose recyclable packaging materials free of any harmful substances
To ensure that JD.com's workplace cafeterias and in-house restaurants meet food safety requirements, third-party food testing
was conducted every month in 2022. Third-party testing organizations also conduct two training sessions on food safety for
food suppliers, covering all food suppliers at our Beijing headquarters and workplaces in Chengdu, Shenzhen and Shanghai.
Employee Assistance Program by JD.com and third-party counseling agencies provide confidential psychological counseling
services to all its employees. Counseling is offered in person or over the phone. To ensure employee privacy, that provides
emotional support and therapy, and crisis intervention. Employees can make appointments for counseling through "JD.com ME".
types of green products
more than
200
certified organic vegetables
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In 2022, JD.com's minimum inventory
turnover days for self-operated commod-
ities reached a global leading level of 30.2
days, optimizing inventory management,
efficiently allocating internal resources
and driving the efficiency improvement of
the industry-wide supply chain.
In cooperation with the household ap-
pliance industry, we continue to reduce
channel costs and improve R&D efficiency
of new products, promoting a positive
cycle of accelerated innovation and af-
fordable prices in the industry. In 2022,
we held the JD.com Household Appliance
Partners Conference to discuss future
development opportunities of the indus-
try with various brands and empower
high-quality sustainable growth in the
household appliance market.
JD.com continues to invest in research and development(R&D) and innovation
relating to supply chain technology, to achieve optimization and upgrading of our
supply chain. This has improved the digital intelligence of the entire chain. The
goal is to build a responsible supply chain that contributes to the high-quality
development of the real economy, and coordinated regional development. We
communicate with our partners to help them grow and to promote the sustainable
development of the supply.
JD.com requires suppliers to abide by the Labor Law of the People's Republic
of China and other laws and regulations and prohibits the use of child labor or
forced and compulsory labor. Suppliers violating employment regulations will be
blacklisted.
Labor Policy
Leadership in Supply Chain
JD.com defines the occupational health and safety requirements and responsibil-
ities of suppliers. We require new suppliers to disclose their occupational health
and safety records, including the handling of accidents, over the past three years.
We assess suppliers' occupational health and safety standards and give priority to
suppliers with occupational health and safety certifications.
Health and Safety
JD.com distributed environmental, social and governance (ESG) questionnaires to our
suppliers in 2022. We assessed their performance using five criteria: environmental
protection, personnel administration, wages and benefits, health and safety and
business ethics. The result of the questionnaires showed that 85.4% of the suppliers
surveyed have achieved excellent or good ESG performance.
Supplier ESG Questionnaires
Supply Chain
Leadership and
Empowerment
JD.com's minimum inventory turnover
days for self-operated commodities
reached a global leading level of
30.2days
In 2022
Using JD.com's supply chain advantages, we continue to share access to digital intelligence services in our supply chain and
integrate internal and external ecological resources and capabilities to build with all partners an ecosystem of the entire
industry chain where we collaborate to innovate. This helps share information and create value together.
Supply Chain as Empowerment
Helping Transform the
Rural Economy
Digital Intelligent Supply
Chain
JD.com's logistics infrastructure
and warehouse network, have
enabled us to provide next-
day delivery service to 93% of
districts and counties, and 84%
of villages and towns in China.
We also provide supply chain
services to more than 1,000
agricultural production zones,
giving thousands of farm fam-
ilies a much needed income
boost and transforming local
industries.
JD Industrials makes the
socialized inventory of over
200,000 SKU industrial prod-
ucts visible, controllable and
available through the digital
intelligent supply chain, with
the accuracy of intelligence
sourcing in procurement for
industrial enterprises increas-
ing to 89%.
JD.com places great emphasis on effective communication with suppliers. Through conferences and training courses, we help
suppliers fulfill their responsibilities and ensure our mutual sustainable development.
Supply Chain Communication
C2M Intelligent Manufacturing Platform
Hundreds of Quality Factories Project
In 2022, JD.com's private label brands launched the Hundreds of Quality
Factories Program during the 11.11 sales day. Over the next three years,
we will focus on building more than 500 quality demonstration factories
in industrial zones and promote factory sales growth by more than 600%.
JD.com's C2M intelligent manufacturing platform has reached C2M
cooperation with more than 3,000 brands. By involving deeply in product
R&D, it can help to manufacture factories save 75% of product pre-market
research and accelerate the cycle of new products going on the market by
67% compared to the past.
Mantianxing Project
JD.com's operations help SMEs expand their procurement market. A
comprehensive service platform is specifically built in the Mantianxing
Project for the integration and development of the enterprises, serving
more than 1.6 million SMEs and benefiting over 32,000 specialized and
innovative enterprises.
"Three Reductions and Three
Optimizations" Merchant
Support
In 2022, JD.com officially re-
leased 30 merchant support in-
itiatives of three reductions and
three optimizations to minimize
SMEs' pressure.
All-in-one solution
Using integrated supply chain
solutions, JD Logistics has helped
300,000 business customers re-
duce costs and increase efficien-
cy, which has improved supply
chain efficiency and promoted
high-quality development.
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Supplier
Management
JD.com is committed to fulfilling our social responsibility and has developed rules
and regulations for suppliers that are detailed in these documents: JD Group
Supplier Code of Conduct, Bidding and Procurement Business Management
Rules, Tripartite Performance Appraisal Procedure, Supplier Quality Exceptional
Handling Procedure, Supplier Agreement Honoring Feedback and Handling
Process. JD.com ranks its suppliers by grade and has established a management
mechanism covering supplier admittance, assessment and exit. At the end of 2022,
JD.com had 4,563 suppliers.
49
Number of Suppliers by Region in 2022
Number of Suppliers by Category in 2022
Mainland China
4,511
Tier-1 suppliers
4,251
Non Tier-1 suppliers
312
Significant suppliers in Tier-1
477
Significant suppliers in Non Tier-1
25
Overseas
40
Hong Kong, Macao and Taiwan
12
49The statistical scope for "total number of suppliers" refers to suppliers that are both registered under the "JD.com" organization of the Panshi
Procurement Platform and have won the tender in 2022. The statistics of the supplier's location are conducted in terms of the registered
address of the supplier in the business system.
To ensure smooth procurement and timely delivery of products and materials during an emergency, JD.com formulated the
JD Group Operation Event Assurance Mechanism of Bidding, Procurement and Expense Management Department. We have
set up an emergency stocking piling mechanism to reduce the severity of emergencies.
Process
Specific Content
Supplier Full Life Cycle Management System
● We have developed the Tripartite Performance Appraisal Procedure to evaluate the product
quality and service capabilities of suppliers from multiple perspectives for Tier-1 suppliers
and significant suppliers in non Tier-1.
● In 2022, we assessed and evaluated suppliers in key categories or with large purchases every
six months grading them as excellent, good and unqualified.
● According to the assessment results, we suspend cooperation with unqualified suppliers and
communicate with them to determine rectification measures.
● In 2022, we blacklisted 62 suppliers, blocked 206 suppliers and failed 14 suppliers due to
non-compliant performance appraisals and breaches of confidentiality agreements.
● Suppliers can be shortlisted after completing registration on the JD.com procurement and
bidding information platform and passing the screening mechanism of communication,
inspection, sample testing and site survey.
● We screen our suppliers, according to customized screening requirements for different
categories of suppliers and related qualifications such as ISO 14001, ISO 45001, and ISO
9001. Suppliers can officially become our partners after they meet the requirements.
Supplier
Admittance
Supplier
Assessment
Supplier
Exit
we regularly verify and update
supplier information to devel-
op more supplier resources
and drive each department to
sort out demands and predict
risks.
we initiate the emergency pro-
curement process and emer-
gency communication mech-
anism and develop a response
plan.
we carry out a comprehensive
analysis of our response and
update our emergency meas-
ures procedures.
Before the event
At the event
After the event
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JD.com is committed to providing users with more
comprehensive and high-quality products and services,
continuously sharing its own supply chain infrastructure
and digital technologies. We actively participate
in community charity activities to give back to the
community. JD.com provides users with a wide range of
superior products and services, and helps people practice
good consumption and live a good life.
04
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Supply Chain
Promotes Good
Consumption
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Serving
Consumers
JD.com is focused on constructing a product quality system and improving
product quality controls to become a company trusted by Chinese consumers. We
serve the customer first by constantly optimizing customer service and providing
a comfortable consumption experience.
Since its founding, JD.com has offered genuine licensed products by strictly
controlling product quality, developing internal product quality management
systems, and reviewing the quality and safety of products on sale throughout the
process. We also insist on responsible marketing to ensure products are genuine
and safe.
Product Quality
Assurance
Quality Management System
In strict accordance with the Product
Quality Law of the People's Republic of
China, JD.com has formulated internal
policies such as the General Principles
of JD Group Marketplace Product Qual-
ity Inspection Sampling, JD Group Mar-
ketplace Product Shelf-Life Rules, JD
Retail Counterfeit Accountability Rules
and Food Safety Handbook to contin-
uously promote quality management
and ensure the safety and quality of
products.
We continue to promote quality man-
agement in various business scenarios
by setting up internal quality control
and experience groups or commodity
compliance groups as quality supervi-
sion and executing agencies to strictly
control the quality of products on
the platform. To ensure standardized
quality management, the following
subsidiaries of JD.com have been ver-
ified by the International Organization
for Standardization(ISO) 9001: Beijing
Jingdong Century Information & Tech-
nologies., Shanghai Yuanmai Trading,
Guangzhou Jingdong Trading, Chengdu
Jingdong Century Trading, Xi'an Huax-
unde Trading, Shenyang Jingdong Cen-
tury Trading and Wuhan Jingdong Shiji
Commerce and Trade. Nine of JD.com's
SEVEN FRESH grocery stores have been
verified by the Food Safety System Cer-
tification (FSSC), and Huaguan Science
& Technology has been verified by both
the quality management system and
FSSC 22000 food safety system.
To continue to consolidate product
quality and safety in all business seg-
ments, we have established a safety
prevention and control system covering
all areas of goods sold and marketing
practices, which integrates quality con-
trol, platform governance, online rights
protection and brand protection to
achieve full coverage of the four areas
of intellectual property protection, food
safety, drug safety and prohibited and
restricted goods. We have developed
a quality management system cover-
ing the whole process of qualification
standards for settled platforms, product
inspection sampling, accountability for
counterfeit goods and violation man-
agement to build up the e-commerce
compliance system, control merchant
qualifications and product quality and
assure the superior experience of mer-
chants and consumers.
Qualification
Management
Product Inspection
and Sampling
Violation
Management
Accountability for
Counterfeit Goods
●
JD Group Marketplace
Investment Qualifica-
tion Standards
●
Qualification Man-
agement Rules for JD
Group Retail Business
Suppliers
●
General Principles of
JD Group Marketplace
Product Quality In-
spection Sampling
●
General Principles of
JD Group Retail Busi-
ness Supplier Product
Quality Inspection
Sampling
●
JD Group Marketplace
Merchant Violation
Credit Management
Rules
●
JD Group Supplier
Violation Management
Rules
●
JD Retail Counterfeit
Accountability Rules
Product Responsibility
JD.com constantly promotes quality management and control and continues to
optimize its product quality system. Our quality management, which includes quality
inspection and product recalls, aims to provide consumers with safe, secure and
worry-free quality products.
JD.com continues to improve how it deals with unqualified products and product recalls. JD.com and its subsidiaries have
formulated policies such as Product Recall Control Procedure and JD Industrials Recall and Withdrawal Management Procedure.
We have developed an emergency plan mechanism for product recalls. We investigate the cause of each recall and put in place
corrective measures to prevent a repeat recall. In 2022, there were no recalls of products sold by JD.com's private label brands.
In February 2023, JD.com held its first Product and
Safety Compliance Forum in Beijing. Representatives
from regulators, law enforcement agencies, brand
rights holders and industry associations discussed
how to promote product safety. The participants
agreed that security management will promote the
development of righteous and innovative enter-
prises. JD.com also believes taking a no-tolerance
approach to counterfeit goods and conducting win-
win cooperations consistently are key to high-quality
development of the industry and society.
JD.com held the first JD.com Product and Safety Compliance Forum
2022 Product Quality Inspection and Sampling Initiative
JD Retail
Huaguan
Supermarket
● Product sampling inspections
SEVEN FRESH
Supermarket
● Special Quality Inspection
●
Control of residual pesticides and antibiotics
●
Fresh aquatic food management
JD Industry
● Cooperate with several domestic and foreign testing organizations to inspect
and report on products of 13 types on sale.
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After finding a lack of product standards for puncture proof protective
clothing, JD Industrials contacted the China National Garment Association
to put forward new standards for such garments. In 2022, JD.com released
JD.com's standards-Quality-Based Selection Standards for Puncture Proof
Protective Equipment. The standards also provide references for setting other
standards.
Since then, JD Industrials has assisted in providing the China National
Garment Association with standards and their relevant bases. On December
28, 2022, T/CNGA 45-2022 Flexible Testing Methods and Assessment of
Puncture-Proof Materials was officially released.
JD Industry Helped China National Garment Association Set
Standards
Content Specification and
Management of Marketing
Management of Marketing
JD.com is committed to advertising and marketing practices that comply with
laws and regulations, social norms and ethical standards. We strictly abide by the
Advertisement Law of the People's Republic of China.
● Provide true and accurate information about products and services to
avoid deceiving and misleading consumers;
● Forbid exaggerating the social and environmental impact of products
and services and their marketing;
● Focus on protecting groups that have difficulties in accessing business
information, such as the elderly, children, and people with disabilities;
● Forbid denigrating and discrediting competitors.
JD.com has published the JD Group Brand Management Regulations, JD Group
Marketplace Product Labeling Sampling Rules and JD Group Retail Business
Supplier Product Labeling Sampling Rules. We insist on responsible marketing and
continuously make product information more standard to guarantee information
accuracy and avoid consumers being misled.
JD.com Ethical Marketing Commitment
Advertising Governance
We have formulated the JD Group Advertising Audit Rules to continuously improve
the rules of advertising content security and ensure that advertisements are free from
concealment, exaggeration and deception through algorithm and manual auditing,
an inspection mechanism, advertiser audits, advertiser training and regular research
and surveys to ensure compliance, truthfulness and accuracy of advertising content.
● Algorithm and manual auditing:
We guarantee compliance of advertising content through human-computer audits. Setting prohibited categories
and aiding the interception of sensitive words, JD.com can effectively screen non-compliant advertisements and
intelligently classify and control all types of advertisements. In 2022, JD.com intercepted over 10 million illegal
advertisements.
● The inspection mechanism:
We conduct high-frequency investigations of advertisements to eliminate illegal advertisements in a timely manner.
● Advertiser training:
We rolled out online learning channels on Jing Dian Academy and Jing Mai Platform, and conducted training through
various forms such as live streams, videos, cartoons, and articles to help advertisers improve their awareness of
compliance marketing. In 2022, we organized 62 training sessions on advertising compliance for advertisers, covering
nearly 10,000 advertisers.
● Regular research and surveys:
We keep track of advertisers' demands and feedback on advertising audit services through regular research and
surveys, adjusting our auditing services and improving the quality.
In addition to protecting the environment where our products are sold, we promote
and set standards in the clothing industry.
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High-Quality
Customer Service
JD.com has driven high-quality development with high-quality services and
adhered to the original intention of "customer first" by continuously upgrading
service management mode and customer service management projects to provide
consumers with a superior service experience.
JD.com's customer service team responds to customer needs in a timely manner through
online communication, service calls and emails. JD.com ensures a timely response and
efficient handling through "front-end control" and a "green channel." In the control,
we identify potential risks and work out targeted solutions to prevent problems. In the
channel, JD.com offers ongoing training for customer service personnel to improve
problem-solving efficiency and enhance customer services.
In 2022, we continued to upgrade our complaint process to ensure the fastest
resolution of consumers' issues and requests for purchased products and to maintain
smooth customer communication channels. We set a target score of 64.1 Net
Promoter Score (NPS)
50 for the year and conducted NPS surveys inquiring consumers
about JD.com brand credibility, delivery service and after-sales services. The 2022
China Customer Satisfaction Index conducted by Chnbrand, a third-party research
institute, showed JD.com topped e-commerce platforms for customer satisfaction.
While optimizing our own service capabilities, we are committed to promoting
services to the whole supply chain, by providing references to industrial peers to
create quality services for consumers.
2019
57.0
Customer NPS
60.7
62.3
65.5
2020
2021
2022
Optimizing Service Management
JD.com has built a customer
service team of over
20,000
employees
2019-2022 JD.com Customer NPS Survey Results
50 NPS, or Net Promoter Score, is a metric used to measure a customer's willingness to recommend a brand/product/service to others (NPS =
percent of promoters - percent of detractors).
All Categories for All Multitude
Price Protection
JD Retail's self-operated product
SKU exceeds
10million
During the 11.11 sales event in
2022, over 500 million products
on JD.com's platform were price-
protected for 30 days, benefiting
more than
380
million consumers
JD.com home appliance stores
have covered
600,000
The Superior Service
Experience
JD.com serves 3.67 million pharmacies, specialty stores, supermarkets, convenience
stores, flower shops, auto repair centers and many other offline businesses, providing
consumers with a huge range of products.
JD Retail provides online shoppers with over 10 million self-operated products
covering tens of thousands of brick and mortar retail stores. JD.com Home Delivery
can deliver products from beer to Skittles to urban consumers within an hour and
sometimes in minutes. The number of JD.com home appliance stores nationwide has
exceeded 15,000, covering 600,000 administrative villages.
JD.com has taken the lead in the industry to launch a price-protection service and
set price protection standards according to product categories. Most of JD.com's
self-operated online products, excluding gold and virtual products, are under price
protection with the overall coverage exceeding 98%.
In 2022, we invested more to make consumers' favorite products more affordable.
The function of One-Click Price Protection enables users to click to complete price
protection applications for all orders on their accounts and automatically refund
the difference in price for eligible orders.
administrative villages
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Fast Delivery
We have built a multi-level logistics infrastructure and warehouse network with 35
"Asia No.1" smart mega logistics parks and more than 1,500 warehouses operating
nationwide.
JD.com's Hourly Purchase and Home Delivery provides one-hour delivery of products
purchased online from more than 200,000 physical retail stores nationwide. These
physical retail stores provide convenient and efficient online shopping, using the
services of JD.com and Dada Nexus Limited.
JD Retail has collaborated with over 150,000 offline physical stores of all categories
nationwide including Walmart, China Resources Vanguard, Apple authorized dealer
stores, Sephora, and Kidswant to bring consumers in over 1,700 counties and cities
product delivery within an hour and sometimes in minutes.
We provide one-hour delivery of products purchased online from more than
physical retail stores nationwide
200,000
We bring consumers product delivery within one hour and sometimes in minutes in over
counties and cities
1,700
Senior-Friendly Services
"Life Passage" Project
Cross-Border Services
To help senior citizens we continue to optimize the "Senior Mode" function of JD.com's APP. It streamlines information
and the operation process and includes a customer service team exclusively for seniors. Services for seniors include seven
standards including providing them with 24/7 services to help them with any difficulty they might have understanding our
APP's functions. In March 2023, the China Academy of Information and Communications Technology released its first report
on senior-friendly and barrier-free Internet applications, citing JD.com's APP and services for their helpfulness.
JD.com takes the mental health of its users seriously. In 2020, JD.com launched "Life Passage" which provides real-time
warning of mental crises and calls the police in emergencies. At the end of 2022, "Life Passage" has helped 574 users who had
contemplated suicide.
JD.com provides one-stop, cross-border
supply chain services for global mer-
chants, helping Chinese manufacturing
go global and foreign products access
China's vast market.
GLOBAL JD.com uses JD.com's website
as its commercial infrastructure for
transactions, payments, logistics, mar-
keting and other technologies to expand
JD.com's services to overseas markets
and export high-quality products to Chi-
nese people around the world.
GLOBAL JD.com provides consumers
with high-quality products and is a
bridge linking Chinese brands and the
world, provides integrated solutions for
exporting brands, and helps Chinese
brands and products go global. Many
brands extend their reach to Hong Kong,
Macao, Taiwan and many overseas
countries and regions through GLOBAL
JD.com.
● With more than 100,000 varieties of senior-friendly products, JD Home has designed plans and packages for
renovating senior-friendly spaces within 72 hours;
● JD Health continues to provide fast, efficient and comprehensive medical and health services for seniors by
optimizing services such as JD.com Family Doctor, which provides remote consultations and home care.
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Giving
Back to the
Community
JD.com promotes the deep integration of its business strengths with philanthropy
and fulfills its responsibilities in rural revitalization, disaster relief and epidemic
prevention, with its philanthropic philosophy of giving back to the community.
JD.com provides strong support for the healthy development of philanthropy by
carrying out public welfare activities in health care and assistance to disadvantaged
groups, based on JD's online charity fundraising platform and JD Foundation.
By the end of the reporting period, JD Foundation had donated RMB 93.48 million
and JD.com employees had volunteered more than 21,800 hours.
JD.com has collaborated with charities and caring enterprises to provide medical and
health services and public welfare assistance to groups in need, and more resources
for medical services and aid. This has promoted social welfare in health and benefited
more user groups.
Philanthropy and
Charity
JD Foundation had donated
JD.com employees had volunteered
more than
RMB93.48million 21,800hours
By the end of the reporting period
JD Health's Rare Diseases Care Project was officially launched on
February 27, 2021, to provide a one-stop solution platform integrating
"medical consultations, medications, health insurance, and public
welfare" for rare diseases patients to help alleviate difficulties in
diagnosis, access to medicine and payment for rare diseases. In 2022,
JD Health's Rare Diseases Care Project received more than 100 million
views on Weibo, WeChat, media websites and other channels. As of
the end of the reporting period, the program had raised over RMB 4.53
million, assisted 296 patients with rare diseases, and organized 34
public welfare activities for rare diseases.
In 2022, JD Health's Rare Diseases Care Project won "2022 Case Award"
in the 17th Social Responsibility Award of People's Enterprises and
the 2022 Public Welfare Program of Heath at the 2022 IFENG HEALTH
SUMMIT.
In December 2022, the China Birth Defects Intervention Assistance Foundation,
together with Nestle (China) Co., Ltd. and renowned experts in the field of
neonatal care, launched a special fund program for premature babies called
"Morning Angel". JD Health's "Morning Angel" provides users with online
consultation services with experts in obstetrics and gynecology from A-level
hospitals. It also provided an online advice column called "Premature Baby
Parenting" for new parents. JD Health has also worked with partners to help
meet the nutritional and health needs of more families caring for premature
babies.
JD Health's Rare Diseases Care Program
"Morning Angel" Foundation Focuses on The Healthy Growth of Premature Babies
Social
Responsibility
Award of People's
Enterprises ——
2022 Case Award
Certificate of Honor for Caring Enterprises from Morning Angel Foundation
2022 Public Welfare
Program of Heath
at the 2022 IFENG
HEALTH SUMMIT
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In September 2022, Kuayue Express
of JD Logistics worked with the
family search platform to launch
the "Search for Missing Children".
Kuayue Express of JD Logistics
printed information and photo-
graphs of missing children on its
express packages that were sent
across the country. With its strong
logistics capability and dissemi-
nation effect, information about
missing children is disseminated
all over the country.
In 2022, JD.com conducted many internal "flea market" activities to buy and
sell second-hand goods with the help of unused materials in the workplace.
JD.com's employees participated and donated a total of RMB 88,208 to public
welfare programs.
"Search for Missing Children" Program
"Flea Market" as An Employee's Public Welfare Activity
Kuayue Express's "Search for Missing Children" Package
JD.com encourages employees to participate in public welfare activities and help fulfill its social responsibility.
Certificate of "Flea Market" as a Public Welfare Activity
When the pandemic broke out again in Shanghai in April 2022, JD.com urgently
mobilized its nationwide infrastructure to provide smooth distribution channels
to ensure adequate supplies to support Shanghai's fight against the pandemic.
During the pandemic, 80,000 baby-care items, exceeding 150,000 toones,
including infant milk powder, were delivered to Shanghai by JD Logistics'
special vehicles and designated personnel. We deployed more than 5,000
JD.com couriers to provide delivery services and ensure operational needs.
JD.com contributed RMB 2 billion to fight the pandemic and for merchant relief.
JD Health urgently launched the Drug Demand Registration Platform and
received 24,000 requests for drugs from chronic disease patients in Shanghai
a week after its launch. JD Health collaborated with JD Logistics to spare more
efforts to meet the need for people's medications in strict compliance with local
pandemic prevention policies.
JD.com Mobilized All its Resources to Guard Shanghai Against the Pandemic
Anti-Pandemic and
Disaster Relief
JD.com has vigorously supported pandemic prevention and relief in China, striving
to ensure supplies for consumers, solving supply chain problems for enterprises and
merchants and accelerating the resumption of work, production and business.
Accumulative delivery of over
150,000
tons of supplies
JD.com contributed
RMB2billion
JD.com Assisted in Transporting Pandemic Prevention Materials
to fight the pandemic
and for merchant relief
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In 2022, in response to the increasing
pharmaceutical orders and limit-
ed distribution capacity in Beijing,
Chongqing and other areas, JD.com
gave full play to its supply chain ca-
pabilities as its business lines jointly
developed an emergency plan for
adequate medical supplies.
In November 2022, JD Logistics
in Chongqing started a new logis-
tics model to ensure around-the-
clock operations. JD Super set up
a special team to ensure supplies
in Chongqing, deployed more than
daily use products of 200 varieties
and launched "JD Super's Stable
Price and Products" within 24
hours. JD.com's Hourly Purchase
and Home Delivery coordinated
with merchants providing key sup-
ply assurances to update inventory
and production information on a
daily basis, and ensure adequate
"vegetable packages". JD Health
increased the number of full-time
doctors on duty and gave access to
the "Online Doctor Consultation for
Family" to provide real-time medi-
cal consultation services.
In December, JD Logistics quickly
mobilized over 1,000 couriers from
all over China to arrive in Beijing
to assist deliveries in Beijing. JD
Super and JD.com's Home Delivery
worked with merchants and stores
to prepare essential daily-use items
such as food, baby care products
and disinfection-related products
and expanded the inventory of
supplies in high demand. To ensure
stable supplies, JD Health urgently
delivered all kinds of medicines and
medical supplies, such as medical
masks.
We gave full play to our stable and
reliable supply chain and business
lines to ensure that the business
peak in the areas in need of dai-
ly-use items passes.
JD.com's Subsidiaries Pooled Resources to Ensure Adequate Supplies
Group Photo of JD Logistics' Xi'an Team Aiding Beijing
JD Logistics' "Jiuxianqiao Model" ensured deliveries in the area's epidemic control regions, which was successfully
replicated in many places of the country.
Autonomous delivery vehicles helped prevent the pandemic from spreading and safeguard supplies
Autonomous sorting machinery significantly improved the capacity of supplying fresh produce
In Beijing, last mile delivery was key to ensuring
people's daily needs were met. JD Logistics
created an innovative service model for last-
mile delivery. JD Logistics developed the
"Jiuxianqiao Model" with neighborhoods and
communities to safeguard delivery over the
"last 100 meters" by means of short-distance
shuttling services plus volunteer services.
The model was then successfully replicated
in communities in Beijing, Jinan of Shandong
Province, Xining of Qinghai Province and other
places.
JD Logistics provided intelligent technical
support for safeguarding the delivery of an-
ti-epidemic supplies and epidemic preven-
tion and control. JD Logistics was committed
to achieving safe epidemic prevention by
building contactless stations, placing contact-
less delivery vehicles and double-sided intel-
ligent parcel lockers, to minimize the pressure
on personnel and physical contact between
delivery personnel and parcel recipients.
The significantly increasing online business in traditional fresh food supermarkets made it harder to ensure daily-use
supplies. SEVEN FRESH Supermarket found it difficult to honor its promise on timely delivery because mistakes were
easily made in sorting a huge range of products. JD Logistics deployed its latest self-developed and self-produced
autonomous sorting machinery for SEVEN FRESH Supermarket to change its original sorting mode by replacing the
traditional manual sorting operation with autonomous sorting machinery, which greatly improved the sorting and op-
erational efficiency.
JD Logistics Continues to Explore Innovative Models to Help Safeguard the Delivery of Essential Items
Beijing Jianwai Neighborhood Presented a Silk Banner to the JD Logistics
Team Participating in the Volunteer Services of Guanghui Li Epidemic
Control Areas
JD Logistics's Autonomous Delivery Vehicle Conducted Unmanned
Delivery in the Community
The R&D Manager of JD Logistics Sorting Wall was featured in CCTV's
"Half-Hour Economy" Program
SEVEN FRESH Supermarket has effectively
enhanced its capacities of handling peak vol-
ume and overall production capacity through
this machinery, with sorting efficiency in-
creasing by 200%, operating costs reduced by
40% and the accuracy rate achieving 99.99%.
The machinery played an important role in
securing the supply of daily necessities.
China Central Television (CCTV) Finance Chan-
nel featured the project team of JD Logistics'
sorting machinery, which won acknowledg-
ment and appreciation.
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To mitigate the problem of insufficient medical supplies and avoid drug price increases and drug accidents, JD Health,
and the China Non-prescription Drug Association, enterprises in the drug supply chain made every effort to ensure the
market supply and price stability of anti-epidemic drugs and other drugs and medications. A week after the release
of the 10 new measures for epidemic prevention and control, JD Pharmacy provided the public with more than 100
million packages of affordable anti-epidemic medicine, cold medicine, pain relief medicine and digestive medicine.
JD Health Worked with Dozens of Pharmaceutical Companies to Ensure Continuous Supply and
Stable Price
Since the launch of JD.com's rural revitalization "Benfu Plan" in October 2020, we have worked with farmers to launch
a series of high-quality landmark agricultural products such as Suqian King Crabs, Xiuwen Kiwifruit, Wuzhou Liubao
tea, Qianyang oranges and Kuancheng chestnuts. A positive circular industry chain was formed, in which higher
quality and consumer satisfaction give a boost to farmers' income that in return is invested to make more high-quality
produce. This helps farmers reduce costs and enhance their competitiveness.
JD.com Works with High-Quality Landmark Agricultural Products to Embark on the Journey to Wealth
To respond to the Chinese Farmers' Harvest Festival, JD.com held its first Shopping Festival of Agricultural Specialties
in September 2022. At the Festival, coupons totaling RMB 1 billion were issued and 300,000 high-quality agricultural
products were launched. JD.com brought into full play the advantages of digital technology, logistics and its supply
chain to improve the quality and efficiency of modern agriculture and increase farmers' income.
JD.com Held its First Shopping Festival of Agricultural Specialties
Rural Revitalization
and
Common Prosperity
JD.com, as a new type of real economy-based enterprise and with an efficient
digital and intelligent supply chain infrastructure, aims to promote the
digitalization, branding, and industrialization of agriculture by empowering the
entire agricultural industry, so as to drive farmers to increase their income and
become rich, and to facilitate rural revitalization as well.
During the reporting period, JD Logistics' "Asia No.1" Xi'an Intelligent Industrial Park Phase 2 was officially put into
operation, together with Xi'an Asia No.1 Phase 1 and Wugong Warehouse, Ningxia's Yinchuan Smart Warehouse,
Xinjiang's Urumqi Asia No.1 and Payzawat Warehouse, and Gansu's Lanzhou Asia No.1 under construction. The seven
smart warehouses are distributed like the pattern of the Big Dipper. The warehouses have further improved the layout
of intelligent logistics infrastructure in the northwest region.
The gradual operation of "The Beidou Seven Warehouses" of JD Logistics highlights the advantages of the industrial
zone of origin in the northwest economic construction circle, which serves Shaanxi Province and northwest regions.
Agricultural products, from Xinjiang Aksu, Korla, Gansu Tianshui, Pingliang, Qingyang and other places, are supplied to
the warehouses for processing and sales. This has helped the promotion of agricultural products and the high-quality
economic development of the northwest.
In August 2022, JD.com's Intelligent Supply Chain
Center of Xinjiang Autonomous Region officially
opened its warehouse in Payzawat County. It is the
largest intelligent supply chain center in Xinjiang and
provides services for fruit procurement, refrigeration,
processing, sorting, packaging, and logistics. 12 au-
tonomous intelligent sorting equipment lines were
introduced to classify and grade different channels,
which filled the gap of prune grading standards.
During the reporting period, Xinjiang Payzawat prune
cultivated area has covered 450,000 mu with its pro-
duction accounting for 60% of the country, which is the
local regional characteristics. The supply chain center
enables Payzawat prunes to be delivered to the whole
country as soon as 48 hours, providing integrated sup-
ply chain support for prunes and other high-quality
fruits to come into the market outside Xinjiang.
"The Beidou Seven Warehouses" Helps Northwest China's High-Quality Development
JD Logistics Intelligent Supply Chain Center
of Xinjiang Origin Officially Opened its
Warehouse
Relying on its supply chain, JD.com launched its new intelligent infrastructure "Logistics Netting Plan". The plan is to build a
highly synergistic multi-level logistics infrastructure and warehouse network with 35 "Asia No.1" smart mega logistics parks
and over 1,500 warehouses operating nationwide as the core.
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As express delivery and logistics bring agricultural products to the market,
making farmers rich, rural revitalization focuses on infrastructure construction
such as cold-chain logistics and digital countryside governance demanded by
agricultural products.
With its harsh climate, high altitude, mountainous terrains and vast distances,
Tibet had little or no free shipping for many e-commerce platforms.
JD.com has made every effort to promote the construction of distribution
infrastructure in Tibet. In 2022, JD.com built public logistics warehousing
and distribution centers in Lhasa the capital of the autonomous region,
the prefectures of Shannan and Chengdu that included eight logistics and
distribution sites, and 43 county and district level delivery outlets in Tibet.
Same-day delivery service has been achieved in Lhasa while next-day delivery
service achieved in Linzhi, Shigatse, Shannan and other areas. Delivery to the
more remote Ngari Prefecture has been reduced from 8 to 10 days to 3 to 4
days.
Based on industrial revitalization, JD.com has established new agricultural
talent training and education bases in several industrial zones to train a group
of local management talents. In 2022, JD.com held thousands of training
sessions to help the poor and farmers. We also conducted training sessions
on e-commerce and agricultural technology for grassroots cadres, enterprise
personnel and youth groups in poverty-stricken counties, engaging more
than 180,000 trainees. JD.com established 103 youth e-commerce incubation
centers that have attracted the majority of rural youngsters and college
graduates to return to their hometowns to start their businesses.
Logistics Infrastructure is Improved to Achieve Same-Day
Delivery to Areas Without Free Shipping
Talents are Attracted to Help Regional Development
More than
engaged on poverty alleviation training sessions
180,000trainees
JD Health, the National Rural Revitalization Administration and People's Daily
jointly launched the "Rural Epidemic Prevention" Program, which focuses on
the needs of 160 key counties for national rural revitalization. Taking multiple
measures to ensure the health needs of rural residents, the program provided
one-to-one assistance to 20,000 villages nationwide with 10 million tablets
of fever-reducing medicine, and free online consultations and medication
counseling services for millions of villagers and people returning to their
hometowns.
"Rural Epidemic Prevention" Public Welfare Program
In 2022, JD.com and Akqi County of Xinjiang Uygur Autonomous Region built 6,000 mu of sea buckthorn orchards to
cooperate deeply in industrial upgrading, brand building, talent training, R&D innovation and technology empowerment,
and to explore the development of local digital agriculture together. Thus a new pattern of industrial development of "sci-
tech and brand drive agricultural development" was developed to improve the quality and efficiency of the sea buckthorn
industry, push the majority of farmers and herdsmen to start businesses and increase income, and continuously promote
the high-quality development of the local economy.
In 2022, over 100 projects of JD Farm landed and digital bases covered nearly 26,667 hectares, driving the development of
agricultural industries in more than 10 provinces and cities, covering 13 types of agricultural products such as rice, millet,
canola oil, apples, oranges and Matrimony vine.
JD Farm Landed in Xinjiang Akqi to Help Develop "Small Seabuckthorn" into a "Big Industry"
Provided one-on-one assistance to 20,000 villages nationwide with
antipyretic tablets
10million
Home Page of
"Rural Epidemic Prevention" Program
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A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
Appendix
129
128
2022
Environmental, Social and
Governance Report
Appendix
ESG Key Performance Tables
The 2022 performance data changes with the changed scope of JD.com's 2022 environmental, social statistics. Consolidated
statements of Deppon Logistics Co., Ltd and Dada Nexus Limited are added to the previous scope which is also expanded.
Environmental
Indicators
Unit
2022
Wastewater discharge
tonnes
4,625,741.99
Exhaust gas emissions
Total emissions
Kilogram
10,191,069.64
Sulfur oxides
Kilogram
14,586.38
Nitrogen oxides
Kilogram
9,776,193.41
Particulate matter
Kilogram
400,289.85
Greenhouse gas(GHG)
emissions
51
Total emissions
tCO2e
3,600,145.25
GHG emissions (Scope 1)
tCO2e
2,399,143.89
GHG emissions (Scope 2)
tCO2e
1,197,932.19
GHG emissions (Scope 3)
tCO2e
3,069.18
GHG emission density
(Scope 1 + Scope 2)
tCO2e/RMB million
3.44
Waste produced
Total waste
tonnes
122,532.51
Total waste density
tonnes/RMB million
0.12
Hazardous waste
tonnes
16.35
Non-hazardous waste
tonnes
122,516.16
Recycling of waste electrical
appliances
Total appliances
million units
5.9491
Household appliances
million units
5.6150
Cell phones, computers,
digital products, etc.
million units
0.3341
Energy use
Comprehensive energy
consumption
tce
1,369,687.91
Comprehensive energy
consumption density
tce/RMB million
1.31
Renewable energy
consumption
MWh
31,247.92
Non-renewable energy
consumption
MWh
11,145,150.56
Direct energy consumption
MWh
9,032,385.11
Indirect energy
consumption
MWh
2,112,765.45
Environmental
Indicators
Unit
2022
Energy use
Purchased electricity
MWh
2,072,860.27
Purchased heat
GJ
143,454.32
Gasoline
tonnes
102,581.63
Diesel
tonnes
648,778.17
Kerosene
tonnes
1,000.00
Natural Gas
cubic meters
9,243,637.97
Solar self-generated
electricity
MWh
81,970.85
Water Use
Consumption of reclaimed
water
tonnes
31,921.34
Consumption of rainwater
recycled
tonnes
7,070.00
Consumption of fresh water
tonnes
7,280,056.58
Water consumption density
tonnes/RMB million
7.00
Use of packaging materials
Plastic
tonnes
114,241.75
Paper
tonnes
125,110.74
Other categories
tonnes
157.50
Total used package material
tonnes
239,509.99
Used package material
density
tonnes/RMB million
0.23
Recycling of plastic
packaging materials
Total plastics
tonnes
6,404.55
Recyclable plastics
tonnes
1,151.28
Compostable plastics
tonnes
5,253.27
Food losses and waste
52
Total food losses and waste
tonnes
2090.42
Density of food losses and
waste
tonnes/RMB million
0.002
51
In 2022, JD.com accounts for its GHG emissions, referring to the 2006 IPCC Guidelines for National Greenhouse Gas Inventory and the
Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard.
52
The statistical scope of food losses and waste cover JD Retail and its SEVEN FRESH Supermarket, Huaguan Supermarkets and Five Star
Appliance. It includes food and fresh goods thrown away in operations due to expiration and damage.
130
131
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
Appendix
131
130
2022
Environmental, Social and
Governance Report
Social
53
Indicators
Unit
2022
Number of employees
Person
445,268
Number of new employees
Person
153,843
Number of internal candidates filling vacant positions
Person
139,482
Number of employees with disabilities
Person
3,058
Number of minority employees
Person
26,920
Number of employees by employment
type
Full-time
Person
445,268
Part-time
Person
7,566
Number of employees by gender
Male
Person
347,021
Female
Person
98,247
Number of employees by age
Under 31 years old
Person
185,871
31-50 years old
Person
255,551
Above 51 years old
Person
3,846
Number of employees by region
Mainland China
Person
444,953
Overseas, Hong Kong, Macao and
Taiwan
Person
315
Number of employees by function type
Management
Person
28,352
Employees
Person
416,916
Percentage of female employees
%
22.1
Percentage of female managers
%
15.2
Percentage of female primary-level managers
%
13.5
Percentage of female senior managers
%
22.0
Percentage of female managers in revenue generation
%
16.5
Percentage of female managers related to STEM
54
%
11.3
Employee turnover rate
55
%
17.6
Employee turnover rate by gender
Male
%
17.3
Female
%
18.6
Employee turnover rate by region
Mainland China
%
17.6
Overseas, Hong Kong, Macao and
Taiwan
%
16.3
Employee turnover rate by age
Under 31 years old
%
23.4
31-50 years old
%
12.7
Above 51 years old
%
5.5
Total investment in training and
development
Percentage of employees covered by
talent development training
%
100
Amount invested in talent
development training per employee
RMB
90.2
Average training hours per employee
by employee category
Management
Hour
35.3
Employees
Hour
41.9
Average training hours per employee
by gender
Male
Hour
39.9
Female
Hour
47.1
Social
53
Indicators
Unit
2022
Average training hours per employee
by function type
Senior management
Hour
30.7
Middle management
Hour
42.9
Junior management
Hour
35.0
Technical employees
Hour
78.8
Production employees
Hour
35.8
Other employees
Hour
57.9
Percentage of trained employees by
employee category
Management
%
5.8
Employees
%
94.2
Percentage of trained employees by
gender
Male
%
77.8
Female
%
22.2
Percentage of trained employees by
function type
Senior management
%
0.1
Middle management
%
0.3
Junior management
%
5.4
Technical employees
%
2.6
Production employees
%
77.1
Other employees
%
14.5
Employee satisfaction survey
Employee satisfaction rate
/
4.51/5
Survey coverage
%
78
Average employment cost
RMB
599
Freedom of association
Percentage of employees covered by
collective contract
%
100
Number of work-related fatalities
Person
35
Number of lost days due to work injury
Day
57,434
Lost Time Injury Frequency Rate
(L
TIFR) - Employees
Case per
million man
hour
1.58
Number of suppliers
Total number of suppliers
Unit
4,563
Number of suppliers by region:
Mainland China
Unit
4,511
Number of suppliers by region: Hong
Kong, Macao and Taiwan
Unit
12
Number of suppliers by region:
Overseas
Unit
40
53
The total number of employees and other employee statistical data on the dimensions of gender, age, and function only cover full-time
employees of businesses directly managed by JD.com.
54
STEM stands for Science, Technology, Engineering, and Mathematics. STEM positions include computer programmers, web developers,
statisticians, engineers, physicists, scientists, etc.
55 The data related to employee turnover rate is based on the statistical scope of voluntary resignation.
132
133
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
Appendix
133
132
2022
Environmental, Social and
Governance Report
56 The statistical scope of "248 internally investigated corruption cases" excludes Deppon Logistics Co., Ltd and Kuayue Express.
57
The statistical scope of "percentage of participants in training on business ethics and anti-corruption at all level" excludes Deppon Logistics
Co., Ltd and Kuayue Express.
Social
53
Indicators
Unit
2022
Incidents of corruption
Number and brief description of
corruption related cases
Case
248 internally
investigated
corruption cases
56
Number of cases concluded
Case
21 concluded lawsuits
against employee for
corruption.
No lawsuits against
or from JD.com for
corruption.
Business ethics and anti-corruption
training hours per employee at all
levels
Directors
Hour
1.00
Management
Hour
1.99
Employees
Hour
1.01
Coverage of participants in training on
business ethics and anti-corruption at
all level
57
Directors
%
100%
Management
%
100%
Employees
%
100%
Supplier Training
Suppliers anti-corruption training
coverage for
%
60%
Total number of suppliers that
attended anti-corruption training
Unit
2,753
Number of sessions of supplier anti-
corruption training conducted
Session
3
Amount of R&D investment
RMB billion
16.893
Times of information security or cyber security violations
Time
0
Product recall of private-label brands
Times of product recalls
Time
0
Total number of recalled product
Unit
0
The percentage of products recalled
for safety and health reasons in the
total vehicles sold or delivered
%
0
Costs from product recalls
RMB
0
Total charity donation
RMB
93,480,000
Total hours of employee public welfare participation
Hour
21,800
Progress on the
United Nations
Global Compact
The United Nations Global Compact is an initiative advocated by the United Nations
to promote enterprises' operation and strategy to meet ten fundamental principles of
human rights, labor, environment and anti-corruption. JD.com became a member to
the United Nations Global Compact in September 2021. We recognize and support the
ten principles by taking strategic actions to achieve more sustainable development
goals.
In February 2023, representatives of JD.com participated in and completed two
training courses, the Target Gender Equality Accelerator (2022) and the Climate
Ambition Accelerator (2022). In the training, JD.com learned from its peers and
industry experts to get very deep insight into the Science Based Targets initiative (SBTi),
net zero emissions, gender equality and the Women's Empowerment Principles. They
are practiced in JD.com’s strategic planning and policies.
Category
Principle
Corresponding Chapter
Human rights
Principle 1: businesses should support and respect the protection of
internationally proclaimed human rights
Diversity, Equality and
Inclusion
Employee Rights and Care
Principle 2: make sure that they are not complicit in human rights
abuses
Labor standards
Principle 3: businesses should uphold the freedom of association
and the effective recognition of the right to collective bargaining
Employee Rights and Care
Principle 4: the elimination of all forms of forced and compulsory
labor
Principle 5: the effective abolition of child labor
Principle 6: the elimination of discrimination in respect of
employment and occupation
Diversity, Equality and
Inclusion
Environment
Principle 7: businesses should support a precautionary approach to
environmental challenges
Addressing Climate Change
Principle 8: undertake initiatives to promote greater environmental
responsibility
Green Operation
Green Logistics
Green Ecology
Principle 9: encourage the development and diffusion of
environmentally friendly technologies
Green Operation
Green Logistics
Anti-Corruption
Principle 10: businesses should work against corruption in all its
forms, including extortion and bribe
Business Ethics
134
135
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
Appendix
135
134
2022
Environmental, Social and
Governance Report
Third Party Assurance Statement
SGS- CSTC’S REPORT ON SUSTAINABILITY ACTIVITIES IN THE JD.COM’S
ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT FOR 2022
NATURE OF THE ASSURANCE/VERIFICATION
SGS-CSTC STANDARDS TECHNICAL SERVICES CO., LTD. (hereinafter referred to as SGS) was
commissioned by JD.com to conduct an independent assurance of the Chinese version of JD.com’s
Environmental, Social and Governance Report for 2022 (hereinafter referred to as the Report).
INTENDED USERS OF THIS ASSURANCE STATEMENT
This Assurance Statement is provided with the intention of informing all JD.com’s Stakeholders.
RESPONSIBILITIES
The information in the Report and its presentation are the responsibility of governing board and related
functions of JD.com. SGS has not been involved in the preparation of any of the material included in the Report.
Our responsibility is to express an opinion on the text, data, graphs and statements within the scope of
verification with the intention to inform all JD.com’ stakeholders.
ASSURANCE STANDARDS, TYPE AND LEVEL OF ASSURANCE
The SGS ESG & Sustainability Report Assurance protocols used to conduct assurance are based upon
internationally recognized assurance guidance and standards, which including:
•
The principles of reporting process contained within the Global Reporting Initiative Sustainability
Reporting Standards (GRI Standards) as:
o
GRI 1: Foundation 2021, for report quality
o
GRI 2: General Disclosure 2021, for organization’s reporting practices and other organizational
detail
o
GRI 3: Material Topics 2021, for organization’s process of determining material topics, its list
of material topics and how to manage each topic
•
and the guidance on levels of assurance contained within the AA1000 series of standards.
The assurance of this report has been conducted according to the following Assurance Standards:
•
SGS ESG & SRA Assurance Protocols (based on GRI Principles and guidance in AA1000)
Assurance has been conducted at a moderate level of scrutiny.
SCOPE OF ASSURANCE AND REPORTING CRITERIA
The scope of the assurance included evaluation of quality, accuracy and reliability of specified performance
information as detailed below and evaluation of adherence to the following reporting criteria:
•
HKEX Environmental, Social and Governance Reporting Guide.
ASSURANCE METHODOLOGY
The assurance comprised a combination of pre-assurance research, interviews with relevant employees onsite
at JD.com’ headquarters located at No. 18 Kechuang 11 Street, Beijing Economic-Technological Development
Area, Beijing City, P. R. China. Documentation and record review and validation with external bodies and/or
stakeholders where relevant.
LIMITATIONS AND MITIGATION
Financial data drawn directly from independently audited financial accounts has not been checked back to source
as part of this assurance process.
Data tracing on headquarters level, not including original data of all subsidiaries.
The assurance process only involved interviews with the heads of relevant departments and certain employees
of headquarters and consultation with relevant documents. No external stakeholder involved.
ASSURANCE STATEMENT
STATEMENT OF INDEPENDENCE AND COMPETENCE
The SGS Group of companies is the world leader in inspection, testing and certification, operating in more than
140 countries and providing services including management systems and service certification; quality,
environmental, social and ethical auditing and training; environmental, social and ESG report assurance. SGS
affirm our independence from JD.com, being free from bias and conflicts of interest with the organisation, its
subsidiaries and stakeholders.
The assurance team was assembled based on their knowledge, experience and qualifications for this
assignment.
FINDINGS AND CONCLUSIONS
ASSURANCE/VERIFICATION OPINION
On the basis of the methodology described and the verification work performed, the information and data
contained within the Report verified is accurate, reliable, and provides a fair and balanced representation of
JD.com’s sustainability activities in 2022.
The assurance team is of the opinion that the Report has referred the KPIs disclosures of the HKEX listing rules
appendix 27 ‘Environmental, Social and Governance Reporting Guide’.
Reporting Rules
Materiality
JD.com presented the methodology for factors’ materiality research and analysis, via materiality analysis, the
environmental, social and governance significant issues was reported to stakeholders, which could meet the
materiality principle requirement.
Quantitative
JD.com conducted the statistics and analysis for KPIs, and reported the disclosures’ impacts and purposes. In
the Report some datas were compared with historiacal years, which could better help stakeholders to evaluate
the effectiveness of management systems and make decisions.
Balance
JD.com presented the balance reporting rule in the Report and reported the environmental, social and
governance issues truthfully.
Consistency
JD.com disclosed the methodologies with consistency for report content and data statistics at all levels in the
company, in addition, remarks and interpretations were marked in the Report to assist stakeholders make a clear
comparison.
Findings and recommendations
Good practices and recommendations for ESG report and management process were described in the internal
management report which has been submitted to the management of JD.com for continuous improvement.
Signed:
For and on behalf of SGS-CSTC
David Xin
Sr. Director – Knowledge
16/F Century Yuhui Mansion, No. 73, Fucheng Road, Beijing, P.R. China
May 31st, 2023
WWW.SGS.COM
136
137
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
Appendix
137
136
2022
Environmental, Social and
Governance Report
Report Indicator Index
Reporting
Section
HKEX ESG Index
GRI
SDGs
About
this Report
G2-4
Message from
Chairman of
the Board
G201
Statement
from the Board
G2
About JD.com
G2-1, G2-2, G2-3
A Responsible Supply Chain Consolidates the Foundation of Responsibility
Corporate
Governance
B7
G2-6, G2-9, G2-10, G2-11, G2-12, G2-13, G2-
14, G2-15, G2-16, G2-17, G2-18, G2-22, G2-23,
G2-24, G2-25, G2-26, G2-27, G2-29, G3
Business
Responsibility
B6, B7
G205, G206, G418, G419
A Responsible Supply Chain Paves the Way for a Green Future
Addressing
Climate
Change
A4
G3, G305, G307
Green
Operation
A2
G301, G302, G303, G305, G306
Green
Logistics
A1
G2-28, G301, G302
Reporting
Section
HKEX ESG Index
GRI
SDGs
A Responsible Supply Chain Paves the Way for a Green Future
Green
Ecology
A3
G304
A Responsible Supply Chain Leads to Shared Development Outcomes
Human
Orientation
B1, B2, B3, B4
G2-7, G2-19, G2-20, G2-21, G2-30, G202,
G401, G402, G403, G404, G405, G406, G407,
G408, G409, G410, G412
Sustainable
Supply Chain
B5
G2-8, G203, G204, G308, G414
A Responsible Supply Chain Leads the Trends for Good Consumption
Serving
Consumers
B6, B8
G2-28, G416, G417
Giving
Back to the
Community
B8
G203, G413, G415
Third Party
Assurance
Statement
G2-5
138
139
03
A Responsible Supply Chain
Leads to Shared Development
Outcomes
04
A Responsible Supply Chain
Promotes Good Consumption
A Responsible Supply Chain
Paves the Way for a Green Future
01
A Responsible Supply Chain
Consolidates the Foundation
of Responsibility
02
Appendix
139
138
2022
Environmental, Social and
Governance Report
ESG Policy List
ESG Indicator
Laws and Regulations Complied
Internal Policies
A1
Emissions
Environmental Protection Law of the People's Republic of China
Environmental Pollution Prevention and Control Law of the People's
Republic of China
Air Pollution Prevention and Control Law of the People's Republic of
China
Water Pollution Prevention and Control Law of the People's Republic of
China
Solid Waste Pollution Environmental Prevention and Control Law of the
People's Republic of China
JD Group Environmental Management Policy
A2
Use of Resources
Environmental Protection Law of the People's Republic of China
Energy Conservation Law of the People's Republic of China
Water Law of the People's Republic of China
JD Group Environmental Management Policy
A3
Environment and
Natural Resources
Land Management Law of the People's Republic of China
Forest Law of the People's Republic of China
Wildlife Protection Law of the People's Republic of China
Implementation Regulations of the People's Republic of China on the
Protection of Terrestrial Wildlife
Fisheries Law of the People's Republic of China
Regulations on the Management of Prohibited Commodities and
Information on the JD's Open Platform
JD Group Environmental Management Policy
A4
Climate Change
Annual Report on Actions to Address Climate Change (2022)
Opinions of the Central Committee of the CPC and the State Council on
Working Guidance for Carbon Peaking and Carbon Neutrality in Full and
Faithful Implementation of the New Development Philosophy
Notice by the State Council of the Action Plan for Carbon Dioxide Peaking
before 2030
JD Group Environmental Management Policy
B1
Employment
Universal Declaration of Human Rights
International Labor Organization Conventions
Labor Law of the People's Republic of China
Labor Contract Law of the People's Republic of China
Constitution of the All-China Federation of Trade Unions
Trade Union Law of the People's Republic of China
JD Group Management System for Preventing Sexual
Harassment in the Workplace
JD Group Employee Handbook
Collective Contract of JD Group
Collective Contract of JD Logistics
JD Group Background Investigation System
B2
Health and Safety
Law of the People's Republic of China on Prevention and Control of
Occupational Diseases
Law of the People's Republic of China on Work Safety
JD Group Occupational Health and Safety Management
Policy
B3
Development and
Training
JD Group's Management System for Employee Continuing
Education
JD Group's Employee Promotion Plan
B4
Labor Standards
Universal Declaration of Human Rights
International Labor Organization Conventions
Labor Law of the People's Republic of China
Labor Contract Law of the People's Republic of China
JD Group Employee Handbook
B5
Supply Chain
Management
JD Group Supplier Code of Conduct
Bidding and Procurement Business Management Rules
Tripartite Performance Appraisal Procedure
Supplier Quality Exceptional Handling Procedure
Supplier Agreement Honoring Feedback and Handling
Process
JD group Operation Event Assurance Mechanism of Bidding,
Procurement and Expense Management Department
Green Procurement Management
ESG Indicator
Laws and Regulations Complied
Internal Policies
B6
Product Responsibility
Patent Law of the People's Republic of China
Trademark Law of the People's Republic of China
Rules for the Implementation of the Patent Law of the People's Republic
of China
Copyright Law of the People's Republic of China
E-Commerce Law of the People's Republic of China
Rules on the Implementation of the Trademark Law of the People's
Republic of China
Data Security Law of the People's Republic of China
Personal Information Protection Law of the People's Republic of China
Cybersecurity Law of the People's Republic of China
GB/T 35273 Information Security Technology Personal Information
Security Specification
Measures for Determining the Illegal Collection and Use of Personal
Information by Apps
Provisions on the Scope of Necessary Personal Information Required for
Common Types of Mobile Internet Applications
Product Quality Law of the People's Republic of China
Patent Management Measures of JD Group
Trademark Management Measures of JD Group
Copyright Management Measures of JD Group
Domain Name Management Measures of JD Group
Trade Secret Management Measures (Trial) of JD Group
Information Security and Privacy Policy of JD Group
Data Classification and Grading Guide of JD Group
Data and Privacy Security Management Regulation of JD
Group
Information Security Incident Grading Management
Requirements of JD Group
Security Monitoring and Response Regulations of JD Group
Information Security and Privacy Management Code of JD
Group
JD's Privacy Policy
JD Group Security Management Standards for Cross-border
Data Flow Protection
General Principles of JD Group Marketplace Product Quality
Inspection Sampling
JD Group Marketplace Product Shelf-Life Rules
JD Retail Counterfeit Accountability Rules
Regulations on the Management of Online Food Trading on
the JD's Open Platform
JD Group Marketplace Investment Qualification Standards
Qualification Management Rules for JD Group Retail
Business Suppliers
General Principles of JD Group Marketplace Product Quality
Inspection Sampling
General Principles of JD Group Retail Business Supplier
Product Quality Inspection Sampling
JD Group Marketplace Merchant Violation Credit
Management Rules
JD Group Supplier Violation Management Rules
JD Group Marketplace Product Labeling Sampling Rules
JD Group Retail Business Supplier Product Labeling
Sampling Rules
JD Group Advertising Audit Rules
B7
Anti-Corruption
Criminal Law of the People's Republic of China
Civil Code of the People's Republic of China
E-Commerce Law of the People's Republic of China
Cybersecurity Security Law of the People's Republic of China
Provisions on Ecological Governance of Network Information Content
Advertisement Law of the People's Republic of China
Product Quality Law of the People's Republic of China
Food Safety Law of the People's Republic of China
Law of the People's Republic of China on the Protection of Consumer
Rights and Interests
Postal Law of the People's Republic of China
Provisional Regulations for Express Delivery in China
JD Group Employee Handbook
JD Group's Commitment to Anti-Corruption
Code of Business Conduct and Ethics of JD.com, Inc.
JD Group Anti-Corruption Regulations
JD Group Whistle-blower Protection and Reward System
JD Group Integrity Reward Policy
JD Group Active Filing Reward Policy (for Trial Implementation)
JD Group Gifts Management Regulations
Vendor Paid Travel and Business Dinner Regulations
Anti-Commercial-Bribery Agreement
JD Logistics Red Line Management System
JD Health Banquet Management System
Product Recall Control Procedure
JD Industrials Recall and Withdrawal Management
Procedure
Reader Feedback Form
Dear stakeholders:
We conduct this survey to better understand your expectations and needs for the ESG management and
information disclosure of JD.com and to further improve our ESG performance. You are sincerely invited
to fill out the survey. Thanks for your reading, opinions and suggestions.
For JD,com, your identity is:
□Shareholders □Employees □Consumers □Supply chain partners □Regulators
□Other government departments □Media □Community □Others (specify here)_____
Are you satisfied with this annual ESG report as a whole?
□Yes □No □Average
Is all the information you are concerned about mentioned in this annual ESG report?
□Yes □No □Average
What are your expectations or suggestions for the ESG report we will prepare and publish next year?
□ Innovative report topic □ Innovative structure and ideas □ Clear logical main thread
□ Expanded scope of application of ESG standards □ More user-friendly reading interface
□ More approachable language style □ Other (specify here) _____
What are your suggestions or expectations for the development of our ESG management?
□ Develop long-term ESG management plans □ Set up more ESG management organizations
□ Conduct extensive external communication □ Plan new influential public welfare programs
□ Other (specify here) _____
1
2
3
4
5
2021 年京东集团环境、社会及治理报告
109
Environmental considerations for report publication
Paper: Eco-friendly paper is used for printing
Ink: Eco-friendly ink is used to reduce air pollution
JD.com s Official ESG webpage
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| Format your response as follows: "The correct answer is (insert answer here)". | 0shot | 148 |
66f2a7a9821e116aacb2a721 | Multi-Document QA | Academic | easy | medium | What is the correct answer to this question: Which downstream task can solved by AlphaFold3 but cannot performed by ESM-3?
Choices:
(A) Predict covalent modifications
(B) Predict 3D protein structures from scratch
(C) Design novel proteins giving scaffold conditioning
(D) Calculate alpha helixs in 3D structure
| Predict covalent modifications | Predict 3D protein structures from scratch | Design novel proteins giving scaffold conditioning | Calculate alpha helixs in 3D structure | A | Please read the following text and answer the question below.
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Article
Accurate structure prediction of
biomolecular interactions with AlphaFold 3
Josh Abramson1,7, Jonas Adler1,7, Jack Dunger1,7, Richard Evans1,7, Tim Green1,7,
Alexander Pritzel1,7, Olaf Ronneberger1,7, Lindsay Willmore1,7, Andrew J. Ballard1,
Joshua Bambrick2, Sebastian W. Bodenstein1, David A. Evans1, Chia-Chun Hung2,
Michael O’Neill1, David Reiman1, Kathryn Tunyasuvunakool1, Zachary Wu1, Akvilė Žemgulytė1,
Eirini Arvaniti3, Charles Beattie3, Ottavia Bertolli3, Alex Bridgland3, Alexey Cherepanov4,
Miles Congreve4, Alexander I. Cowen-Rivers3, Andrew Cowie3, Michael Figurnov3,
Fabian B. Fuchs3, Hannah Gladman3, Rishub Jain3, Yousuf A. Khan3,5, Caroline M. R. Low4,
Kuba Perlin3, Anna Potapenko3, Pascal Savy4, Sukhdeep Singh3, Adrian Stecula4,
Ashok Thillaisundaram3, Catherine Tong4, Sergei Yakneen4, Ellen D. Zhong3,6,
Michal Zielinski3, Augustin Žídek3, Victor Bapst1,8, Pushmeet Kohli1,8, Max Jaderberg2,8 ✉,
Demis Hassabis1,2,8 ✉ & John M. Jumper1,8 ✉
The introduction of AlphaFold 21 has spurred a revolution in modelling the structure
of proteins and their interactions, enabling a huge range of applications in protein
modelling and design2–6. Here we describe our AlphaFold 3 model with a substantially
updated diffusion-based architecture that is capable of predicting the joint structure
of complexes including proteins, nucleic acids, small molecules, ions and modified
residues. The new AlphaFold model demonstrates substantially improved accuracy
over many previous specialized tools: far greater accuracy for protein–ligand
interactions compared with state-of-the-art docking tools, much higher accuracy
for protein–nucleic acid interactions compared with nucleic-acid-specific predictors
and substantially higher antibody–antigen prediction accuracy compared with
AlphaFold-Multimer v.2.37,8. Together, these results show that high-accuracy
modelling across biomolecular space is possible within a single unified deep-learning
framework.
Accurate models of biological complexes are critical to our under-
standing of cellular functions and for the rational design of thera
peutics2–4,9. Enormous progress has been achieved in protein structure
prediction with the development of AlphaFold1, and the field has
grown tremendously with a number of later methods that build on
the ideas and techniques of AlphaFold 2 (AF2)10–12. Almost immediately
after AlphaFold became available, it was shown that simple input
modifications would enable surprisingly accurate protein interaction
predictions13–15 and that training AF2 specifically for protein inter
action prediction yielded a highly accurate system7.
These successes lead to the question of whether it is possible to
accurately predict the structure of complexes containing a much wider
range of biomolecules, including ligands, ions, nucleic acids and modi-
fied residues, within a deep-learning framework. A wide range of pre-
dictors for various specific interaction types has been developed16–28,
as well as one generalist method developed concurrently with the
present work29, but the accuracy of such deep-learning attempts has
been mixed and often below that of physics-inspired methods30,31.
Almost all of these methods are also highly specialized to particular
interaction types and cannot predict the structure of general biomo-
lecular complexes containing many types of entities.
Here we present AlphaFold 3 (AF3)—a model that is capable of
high-accuracy prediction of complexes containing nearly all molecular
types present in the Protein Data Bank32 (PDB) (Fig. 1a,b). In all but one
category, it achieves a substantially higher performance than strong
methods that specialize in just the given task (Fig. 1c and Extended
Data Table 1), including higher accuracy at protein structure and the
structure of protein–protein interactions.
This is achieved by a substantial evolution of the AF2 architec-
ture and training procedure (Fig. 1d) both to accommodate more
general chemical structures and to improve the data efficiency of
learning. The system reduces the amount of multiple-sequence
alignment (MSA) processing by replacing the AF2 evoformer with
the simpler pairformer module (Fig. 2a). Furthermore it directly
predicts the raw atom coordinates with a diffusion module, replac-
ing the AF2 structure module that operated on amino-acid-specific
frames and side-chain torsion angles (Fig. 2b). The multiscale
nature of the diffusion process (low noise levels induce the net-
work to improve local structure) also enable us to eliminate
stereochemical losses and most special handling of bonding pat-
terns in the network, easily accommodating arbitrary chemical
components.
https://doi.org/10.1038/s41586-024-07487-w
Received: 19 December 2023
Accepted: 29 April 2024
Published online: 8 May 2024
Open access
Check for updates
1Core Contributor, Google DeepMind, London, UK. 2Core Contributor, Isomorphic Labs, London, UK. 3Google DeepMind, London, UK. 4Isomorphic Labs, London, UK. 5Department of Molecular
and Cellular Physiology, Stanford University, Stanford, CA, USA. 6Department of Computer Science, Princeton University, Princeton, NJ, USA. 7These authors contributed equally: Josh Abramson,
Jonas Adler, Jack Dunger, Richard Evans, Tim Green, Alexander Pritzel, Olaf Ronneberger, Lindsay Willmore. 8These authors jointly supervised this work: Victor Bapst, Pushmeet Kohli,
Max Jaderberg, Demis Hassabis, John M. Jumper. ✉e-mail: [email protected]; [email protected]; [email protected]
494 | Nature | Vol 630 | 13 June 2024
Article
Network architecture and training
The overall structure of AF3 (Fig. 1d and Supplementary Methods 3)
echoes that of AF2, with a large trunk evolving a pairwise representa-
tion of the chemical complex followed by a structure module that uses
the pairwise representation to generate explicit atomic positions, but
there are large differences in each major component. These modifica-
tions were driven both by the need to accommodate a wide range of
chemical entities without excessive special casing and by observations
of AF2 performance with different modifications. Within the trunk,
MSA processing is substantially de-emphasized, with a much smaller
and simpler MSA embedding block (Supplementary Methods 3.3).
Compared with the original evoformer from AF2, the number of blocks
is reduced to four, the processing of the MSA representation uses an
inexpensive pair-weighted averaging and only the pair representa-
tion is used for later processing steps. The ‘pairformer’ (Fig. 2a and
Supplementary Methods 3.6) replaces the evoformer of AF2 as the
dominant processing block. It operates only on the pair representation
and the single representation; the MSA representation is not retained
and all information passes through the pair representation. The pair
processing and the number of blocks (48) is largely unchanged from
AF2. The resulting pair and single representation together with the
input representation are passed to the new diffusion module (Fig. 2b)
that replaces the structure module of AF2.
a
b
c
AF3
2019 cut-off
n = 428
AutoDock
Vina
n = 428
RoseTTAFold
All-Atom
n = 427
0
20
40
60
80
100
Success (%)
***
**
Ligands PoseBusters set
PDB
protein–RNA
n = 25
PDB
protein–dsDNA
n = 38
CASP15
RNA
n = 8
**
***
Nucleic acids
AF3
RoseTTAFold2NA
AIchemy_RNA2 (has human input)
Bonded
ligands
n = 66
Glycosylation
n = 28
Modifed residues
Covalent modifcations
All
protein–protein
n = 1,064
Protein–
antibody
n = 65
Protein
monomers
n = 338
***
***
***
Proteins
AF3
AF-M 2.3
d
Sequences,
ligands,
covalent
bonds
Input
embedder
(3 blocks)
Conformer
generation
Template
search
+
Template
module
(2 blocks)
MSA
module
(4 blocks)
Pairformer
(48 blocks)
Diffusion
module
(3 + 24 + 3 blocks)
+
Recycling
Diffusion iterations
Genetic
search
+
Confdence
module
(4 blocks)
Pair
Inputs
Single
0
100
Protein
n = 40
DNA
n = 91
RNA
n = 23
Fig. 1 | AF3 accurately predicts structures across biomolecular complexes.
a,b, Example structures predicted using AF3. a, Bacterial CRP/FNR family
transcriptional regulator protein bound to DNA and cGMP (PDB 7PZB;
full-complex LDDT47, 82.8; global distance test (GDT)48, 90.1). b, Human
coronavirus OC43 spike protein, 4,665 residues, heavily glycosylated and
bound by neutralizing antibodies (PDB 7PNM; full-complex LDDT, 83.0; GDT,
83.1). c, AF3 performance on PoseBusters (v.1, August 2023 release), our recent
PDB evaluation set and CASP15 RNA. Metrics are as follows: percentage of
pocket-aligned ligand r.m.s.d. < 2 Å for ligands and covalent modifications;
interface LDDT for protein–nucleic acid complexes; LDDT for nucleic acid and
protein monomers; and percentage DockQ > 0.23 for protein–protein and
protein–antibody interfaces. All scores are reported from the top confidence-
ranked sample out of five model seeds (each with five diffusion samples),
except for protein–antibody scores, which were ranked across 1,000 model
seeds for both models (each AF3 seed with five diffusion samples). Sampling
and ranking details are provided in the Methods. For ligands, n indicates the
number of targets; for nucleic acids, n indicates the number of structures; for
modifications, n indicates the number of clusters; and for proteins, n indicates
the number of clusters. The bar height indicates the mean; error bars indicate
exact binomial distribution 95% confidence intervals for PoseBusters and by
10,000 bootstrap resamples for all others. Significance levels were calculated
using two-sided Fisher’s exact tests for PoseBusters and using two-sided
Wilcoxon signed-rank tests for all others; ***P < 0.001, **P < 0.01. Exact P values
(from left to right) are as follows: 2.27 × 10−13, 2.57 × 10−3, 2.78 × 10−3, 7.28 × 10−12,
1.81 × 10−18, 6.54 × 10−5 and 1.74 × 10−34. AF-M 2.3, AlphaFold-Multimer v.2.3;
dsDNA, double-stranded DNA. d, AF3 architecture for inference. The rectangles
represent processing modules and the arrows show the data flow. Yellow, input
data; blue, abstract network activations; green, output data. The coloured balls
represent physical atom coordinates.
Nature | Vol 630 | 13 June 2024 | 495
The diffusion module (Fig. 2b and Supplementary Methods 3.7) oper-
ates directly on raw atom coordinates, and on a coarse abstract token
representation, without rotational frames or any equivariant process-
ing. We had observed in AF2 that removing most of the complexity
of the structure module had only a modest effect on the prediction
accuracy, and maintaining the backbone frame and side-chain torsion
representation add quite a bit of complexity for general molecular
graphs. Similarly AF2 required carefully tuned stereochemical viola-
tion penalties during training to enforce chemical plausibility of the
resulting structures. We use a relatively standard diffusion approach33
in which the diffusion model is trained to receive ‘noised’ atomic coor-
dinates and then predict the true coordinates. This task requires the
network to learn protein structure at a variety of length scales, whereby
the denoising task at small noise emphasizes understanding very local
stereochemistry and the denoising task at high noise emphasizes the
large-scale structure of the system. At the inference time, random noise
is sampled and then recurrently denoised to produce a final structure.
Importantly, this is a generative training procedure that produces a
distribution of answers. This means that, for each answer, the local
structure will be sharply defined (for example, side-chain bond geom-
etry) even when the network is uncertain about the positions. For this
reason, we are able to avoid both torsion-based parametrizations of
the residues and violation losses on the structure, while handling the
full complexity of general ligands. Similarly to some recent work34,
Triangle
update
using
outgoing
edges
Triangle
self-
attention
around
starting
node
Triangle
self-
attention
around
ending
node
Triangle
update
using
incoming
edges
Transition
Pair representation
(n, n, c)
+
+
+
+
+
Single
representation (n, c)
Single
attention
with pair
bias
Single
representation (n, c)
+
+
a
Global attention
(tokens)
24 blocks
Seq. local
attention
(atoms)
3 blocks
Seq. local
attention
(atoms)
3 blocks
Per-
token
cond.
Rand.
rot.
trans.
b
+
+
Diffusion
module
(inference)
Network
trunk
20 iterations
mini rollout
48 samples
Ground
truth
Confdence
module
Permute
ground
truth
Metrics
Loss
STOP
STOP
STOP
c
0
20
40
60
80
100
120
140
Steps (×103)
30
40
50
60
70
80
90
100
LDDT
Initial training
Fine
tune 1
Intraligand
Intraprotein
Intra-DNA
Intra-RNA
Protein–ligand
Protein–protein
Protein–DNA
Protein–RNA
d
Pair representation
(n, n, c)
+
Fine
tune 2
Per-
atom
cond.
Transition
Loss
Diffusion
module
(training)
+
48 blocks
Fig. 2 | Architectural and training details. a, The pairformer module.
Input and output: pair representation with dimension (n, n, c) and single
representation with dimension (n, c). n is the number of tokens (polymer
residues and atoms); c is the number of channels (128 for the pair representation,
384 for the single representation). Each of the 48 blocks has an independent set
of trainable parameters. b, The diffusion module. Input: coarse arrays depict
per-token representations (green, inputs; blue, pair; red, single). Fine arrays
depict per-atom representations. The coloured balls represent physical atom
coordinates. Cond., conditioning; rand. rot. trans., random rotation and
translation; seq., sequence. c, The training set-up (distogram head omitted)
starting from the end of the network trunk. The coloured arrays show activations
from the network trunk (green, inputs; blue, pair; red, single). The blue arrows
show abstract activation arrays. The yellow arrows show ground-truth data.
The green arrows show predicted data. The stop sign represents stopping of
the gradient. Both depicted diffusion modules share weights. d, Training
curves for initial training and fine-tuning stages, showing the LDDT on our
evaluation set as a function of optimizer steps. The scatter plot shows the raw
datapoints and the lines show the smoothed performance using a median filter
with a kernel width of nine datapoints. The crosses mark the point at which the
smoothed performance reaches 97% of its initial training maximum.
496 | Nature | Vol 630 | 13 June 2024
Article
we find that no invariance or equivariance with respect to global
rotations and translation of the molecule are required in the archi-
tecture and we therefore omit them to simplify the machine learning
architecture.
The use of a generative diffusion approach comes with some technical
challenges that we needed to address. The biggest issue is that genera-
tive models are prone to hallucination35, whereby the model may invent
plausible-looking structure even in unstructured regions. To counteract
this effect, we use a cross-distillation method in which we enrich the
training data with structures predicted by AlphaFold-Multimer (v.2.3)7,8.
In these structures, unstructured regions are typically represented
by long extended loops instead of compact structures, and training
on them ‘teaches’ AF3 to mimic this behaviour. This cross-distillation
greatly reduced the hallucination behaviour of AF3 (Extended Data
Fig. 1 for disorder prediction results on the CAID 236 benchmark set).
We also developed confidence measures that predict the atom-level
and pairwise errors in our final structures. In AF2, this was done directly
by regressing the error in the output of the structure module during
training. However, this procedure is not applicable to diffusion training,
as only a single step of the diffusion is trained instead of a full-structure
generation (Fig. 2c). To remedy this, we developed a diffusion ‘rollout’
procedure for the full-structure prediction generation during training
(using a larger step size than normal; Fig. 2c (mini-rollout)). This pre-
dicted structure is then used to permute the symmetric ground-truth
chains and ligands, and to compute the performance metrics to train
the confidence head. The confidence head uses the pairwise representa-
tion to predict a modified local distance difference test (pLDDT) and a
predicted aligned error (PAE) matrix as in AF2, as well as a distance error
matrix (PDE), which is the error in the distance matrix of the predicted
structure as compared to the true structure (details are provided in
Supplementary Methods 4.3).
Figure 2d shows that, during initial training, the model learns quickly
to predict the local structures (all intrachain metrics go up quickly and
reach 97% of the maximum performance within the first 20,000 training
steps), while the model needs considerably longer to learn the global
constellation (the interface metrics go up slowly and protein–protein
interface LDDT passes the 97% bar only after 60,000 steps). During
AF3 development, we observed that some model abilities topped out
relatively early and started to decline (most likely due to overfitting to
the limited number of training samples for this capability), while other
abilities were still undertrained. We addressed this by increasing or
decreasing the sampling probability for the corresponding training
sets (Supplementary Methods 2.5.1) and by performing early stopping
using a weighted average of all of the above metrics and some additional
metrics to select the best model checkpoint (Supplementary Table 7).
The fine-tuning stages with the larger crop sizes improve the model on
all metrics with an especially high uplift on protein–protein interfaces
(Extended Data Fig. 2).
Accuracy across complex types
AF3 can predict structures from input polymer sequences, residue
modifications and ligand SMILES (simplified molecular-input line-entry
system). In Fig. 3 we show a selection of examples highlighting the abil-
ity of the model to generalize to a number of biologically important
and therapeutically relevant modalities. In selecting these examples,
we considered novelty in terms of the similarity of individual chains
and interfaces to the training set (additional information is provided
in Supplementary Methods 8.1).
We evaluated the performance of the system on recent interface-
specific benchmarks for each complex type (Fig. 1c and Extended
Data Table 1). Performance on protein–ligand interfaces was evalu-
ated on the PoseBusters benchmark set, which is composed of 428
protein–ligand structures released to the PDB in 2021 or later. As our
standard training cut-off date is in 2021, we trained a separate AF3
model with an earlier training-set cutoff (Methods). Accuracy on the
PoseBusters set is reported as the percentage of protein–ligand pairs
with pocket-aligned ligand root mean squared deviation (r.m.s.d.) of
less than 2 Å. The baseline models come in two categories: those that
use only protein sequence and ligand SMILES as an input and those that
additionally leak information from the solved protein–ligand test struc-
ture. Traditional docking methods use the latter privileged information,
even though that information would not be available in real-world use
cases. Even so, AF3 greatly outperforms classical docking tools such as
Vina37,38 even while not using any structural inputs (Fisher’s exact test,
P = 2.27 × 10−13) and greatly outperforms all other true blind docking
a
b
c
d
e
f
Fig. 3 | Examples of predicted complexes. Selected structure predictions
from AF3. Predicted protein chains are shown in blue (predicted antibody in
green), predicted ligands and glycans in orange, predicted RNA in purple and
the ground truth is shown in grey. a, Human 40S small ribosomal subunit (7,663
residues) including 18S ribosomal RNA and Met-tRNAi
Met (opaque purple) in a
complex with translation initiation factors eIF1A and eIF5B (opaque blue; PDB
7TQL; full-complex LDDT, 87.7; GDT, 86.9). b, The glycosylated globular portion
of an EXTL3 homodimer (PDB 7AU2; mean pocket-aligned r.m.s.d., 1.10 Å).
c, Mesothelin C-terminal peptide bound to the monoclonal antibody 15B6
(PDB 7U8C; DockQ, 0.85). d, LGK974, a clinical-stage inhibitor, bound to
PORCN in a complex with the WNT3A peptide (PDB 7URD; ligand r.m.s.d.,
1.00 Å). e, (5S,6S)-O7-sulfo DADH bound to the AziU3/U2 complex with a novel
fold (PDB 7WUX; ligand r.m.s.d., 1.92 Å). f, Analogue of NIH-12848 bound to an
allosteric site of PI5P4Kγ (PDB 7QIE; ligand r.m.s.d., 0.37 Å).
Nature | Vol 630 | 13 June 2024 | 497
like RoseTTAFold All-Atom (P = 4.45 × 10−25). Extended Data Fig. 3 shows
three examples in which AF3 achieves accurate predictions but docking
tools Vina and Gold do not37. PoseBusters analysis was performed using
a training cut-off of 30 September 2019 for AF3 to ensure that the model
was not trained on any PoseBusters structures. To compare with the
RoseTTAFold All-Atom results, we used PoseBusters version 1. Version
2 (crystal contacts removed from the benchmark set) results including
quality metrics are shown in Extended Data Fig. 4b–f and Extended Data
Table 1. We use multiple seeds to ensure correct chirality and avoid
slight protein–ligand clashing (as opposed to a method like diffusion
guidance to enforce) but we are typically able to produce high-quality
stereochemistry. Separately, we also train a version of AF3 that receives
the ‘pocket information’ as used in some recent deep-learning work24,26
(the results are shown in Extended Data Fig. 4a).
AF3 predicts protein–nucleic complexes and RNA structures with
higher accuracy than RoseTTAFold2NA15 (Fig. 1c (second plot)). As
RoseTTAFold2NA is validated only on structures below 1,000 resi-
dues, we use only structures below 1,000 residues from our recent PDB
evaluation set for this comparison (Methods). AF3 is able to predict
protein–nucleic structures with thousands of residues, an example
of which is shown in Fig. 3a. Note that we do not compare directly to
RoseTTAFold All-Atom, but benchmarks indicate that RoseTTAFold
All-Atom is slightly less accurate than RoseTTAFold2NA for nucleic
acid predictions29.
We also evaluated AF3 performance on the ten publicly available
Critical Assessment of Structure Prediction 15 (CASP15) RNA targets:
we achieve a higher average performance than RoseTTAFold2NA and
AIchemy_RNA27 (the best AI-based submission in CASP1518,31) on the
respective common subsets of our and their predictions (detailed
results are shown in Extended Data Fig. 5a). We did not reach the
performance of the best human-expert-aided CASP15 submission
AIchemy_RNA239 (Fig. 1c (centre left)). Owing to limited dataset sizes,
we do not report significance test statistics here. Further analysis of
the accuracy of predicting nucleic acids alone (without proteins) is
shown in Extended Data Fig. 5b.
Covalent modifications (bonded ligands, glycosylation, and modi-
fied protein residues and nucleic acid bases) are also accurately pre-
dicted by AF3 (Fig. 1c (centre right)). Modifications include those to
any polymer residue (protein, RNA or DNA). We report accuracy as the
percentage of successful predictions (pocket r.m.s.d. < 2 Å). We apply
quality filters to the bonded ligands and glycosylation dataset (as does
PoseBusters): we include only ligands with high-quality experimental
data (ranking_model_fit > 0.5, according to the RCSB structure valida-
tion report, that is, X-ray structures with a model quality above the
median). As with the PoseBusters set, the bonded ligands and glyco-
sylation datasets are not filtered by homology to the training dataset.
Filtering on the basis of the bound polymer chain homology (using
polymer template similarity < 40) yielded only five clusters for bonded
ligands and seven clusters for glycosylation. We exclude multi-residue
glycans here because the RCSB validation report does not provide a
ranking_model_fit value for them. The percentage of successful pre-
dictions (pocket r.m.s.d. < 2 Å) for multi-residue glycans on all-quality
experimental data is 42.1% (n = 131 clusters), which is slightly lower than
the success rate for single-residue glycans on all-quality experimental
data of 46.1% (n = 167). The modified residues dataset is filtered similarly
to our other polymer test sets: it contains only modified residues in
polymer chains with low homology to the training set (Methods). See
Extended Data Table 1 for detailed results, and Extended Data Fig. 6 for
examples of predicted protein, DNA and RNA structures with covalent
modifications, including analysis of the impact of phosphorylation
on predictions.
While expanding in modelling abilities, AF3 has also improved in
protein complex accuracy relative to AlphaFold-Multimer (v.2.3)7,8.
Generally, protein–protein prediction success (DockQ > 0.23)40 has
increased (paired Wilcoxon signed-rank test, P = 1.8 × 10−18), with
antibody–protein interaction prediction in particular showing a
marked improvement (Fig. 1c (right); paired Wilcoxon signed-rank
test, P = 6.5 × 10−5, predictions top-ranked from 1,000 rather than the
typical 5 seeds; further details are provided in Fig. 5a). Protein monomer
LDDT improvement is also significant (paired Wilcoxon signed-rank
test, P = 1.7 × 10−34). AF3 has a very similar dependence on MSA depth
to AlphaFold-Multimer v.2.3; proteins with shallow MSAs are predicted
with lower accuracy (a comparison of the dependence of single-chain
LDDT on MSA depth is shown in Extended Data Fig. 7a).
Predicted confidences track accuracy
As with AF2, AF3 confidence measures are well calibrated with accuracy.
Our confidence analysis is performed on the recent PDB evaluation
set, with no homology filtering and including peptides. The ligands
category is filtered to high-quality experimental structures as described
above, and considers standard non-bonded ligands only. See Extended
Data Fig. 8 for a similar assessment on bonded ligand and other inter-
faces. All statistics are cluster-weighted (Methods) and consider the
top-ranked prediction only (ranking details are provided in Supple-
mentary Methods 5.9.3).
In Fig. 4a (top row), we plot the chain pair interface-predicted TM
(ipTM) score41 (Supplementary Methods 5.9.1) against interface accu-
racy measures: protein–protein DockQ, protein–nucleic interface
LDDT (iLDDT) and protein–ligand success, with success defined as the
percentage of examples under thresholded pocket-aligned r.m.s.d.
values. In Fig. 4a (bottom row), we plot the average pLDDT per protein,
nucleotide or ligand entity against our bespoke LDDT_to_polymer
metric (metrics details are provided in the Methods), which is closely
related to the training target of the pLDDT predictor.
In Fig. 4b–e, we highlight a single example prediction of 7T82, in
which per-atom pLDDT colouring identifies unconfident chain tails,
somewhat confident interfaces and otherwise confident secondary
structure. In Fig. 4c, the same prediction is coloured by chain, along with
DockQ interface scores in Fig. 4d and per-chain colouring displayed on
the axes for reference. We see from Fig. 4e that PAE confidence is high
for pink–grey and blue–orange residue pairs for which DockQ > 0.7,
and least confident about pink–orange and pink–blue residue pairs
that have DockQ ≈ 0. A similar PAE analysis of an example with protein
and nucleic acid chains is shown in Extended Data Fig. 5c,d.
Model limitations
We note model limitations of AF3 with respect to stereochemistry,
hallucinations, dynamics and accuracy for certain targets.
On stereochemistry, we note two main classes of violations. The
first is that the model outputs do not always respect chirality (Fig. 5b),
despite the model receiving reference structures with correct chirality
as input features. To address this in the PoseBusters benchmark, we
included a penalty for chirality violation in our ranking formula for
model predictions. Despite this, we still observe a chirality violation
rate of 4.4% in the benchmark. The second class of stereochemical
violations is a tendency of the model to occasionally produce overlap-
ping (clashing) atoms in the predictions. This sometimes manifests
as extreme violations in homomers in which entire chains have been
observed to overlap (Fig. 5e). Penalizing clashes during ranking (Sup-
plementary Methods 5.9.3) reduces the occurrence of this failure mode
but does not eliminate them. Almost all remaining clashes occur for
protein–nucleic complexes with both greater than 100 nucleotides
and greater than 2,000 residues in total.
We note that the switch from the non-generative AF2 model to the
diffusion-based AF3 model introduces the challenge of spurious struc-
tural order (hallucinations) in disordered regions (Fig. 5d and Extended
Data Fig. 1). Although hallucinated regions are typically marked as very
low confidence, they can lack the distinctive ribbon-like appearance
498 | Nature | Vol 630 | 13 June 2024
Article
that AF2 produces in disordered regions. To encourage ribbon-like
predictions in AF3, we use distillation training from AF2 predictions,
and we add a ranking term to encourage results with more solvent
accessible surface area36.
A key limitation of protein structure prediction models is that they
typically predict static structures as seen in the PDB, not the dynamical
behaviour of biomolecular systems in solution. This limitation persists
for AF3, in which multiple random seeds for either the diffusion head
or the overall network do not produce an approximation of the solu-
tion ensemble.
In some cases, the modelled conformational state may not be correct
or comprehensive given the specified ligands and other inputs. For
example, E3 ubiquitin ligases natively adopt an open conformation
in an apo state and have been observed only in a closed state when
bound to ligands, but AF3 exclusively predicts the closed state for both
holo and apo systems42 (Fig. 5c). Many methods have been developed,
particularly around MSA resampling, that assist in generating diversity
from previous AlphaFold models43–45 and may also assist in multistate
prediction with AF3.
Despite the large advance in modelling accuracy in AF3, there are
still many targets for which accurate modelling can be challenging.
To obtain the highest accuracy, it may be necessary to generate a
large number of predictions and rank them, which incurs an extra
computational cost. A class of targets in which we observe this effect
0–0.4
n = 834
0.4–0.6
n = 692
0.6–0.8
n = 1,574
0.8–0.95
n = 1,804
0.95+
n = 229
Chain pair ipTM
0
0.2
0.4
0.6
0.8
1.0
DockQ
Protein–protein
0–0.4
n = 277
0.4–0.6
n = 320
0.6–0.8
n = 449
0.8–0.95
n = 344
0.95+
n = 108
Chain pair ipTM
0
20
40
60
80
100
iLDDT
Nucleic acid–protein
0–50
n = 107
50–70
n = 469
70–90
n = 2,283
90+
n = 1,552
Chain pLDDT
0
20
40
60
80
100
LDDT to polymer
Protein
0–50
n = 227
50–70
n = 225
70–90
n = 189
90+
n = 229
Chain pLDDT
Interface DockQ score
Predicted aligned error matrix
0
20
40
60
80
100
LDDT to polymer
Nucleic acid
0–50
n = 57
50–70
n = 136
70–90
n = 396
90+
n = 934
Chain pLDDT
0
20
40
60
80
100
LDDT to polymer
Ligand
0–0.4
n = 7
0.4–0.6
n = 29
0.6–0.8
n = 92
0.8–0.95
n = 299
0.95+
n = 481
Chain pair ipTM
0
20
40
60
80
100
Pocket r.m.s.d. < threshold (%)
Ligand–protein
a
b
c
A
A
0.003
0.003
0.003
0.003
0.721
0.721
C
C
0.740
0.740
D
D
F
F
d
0
200
400
600
800
Residue
0
200
400
600
800
Residue
A
A
C
C
D
D
F
F
0
5
10
15
20
25
30
e
Expected position error (Å)
5.0+
2.0–5.0
1.0–2.0
0.5–1.0
0–0.5
R.m.s.d.
threshold (Å)
Fig. 4 | AF3 confidences track accuracy. a, The accuracy of protein-containing
interfaces as a function of chain pair ipTM (top). Bottom, the LDDT-to-polymer
accuracy was evaluated for various chain types as a function of chain-averaged
pLDDT. The box plots show the 25–75% confidence intervals (box limits), the
median (centre line) and the 5–95% confidence intervals (whiskers). n values
report the number of clusters in each band. b, The predicted structure of PDB
7T82 coloured by pLDDT (orange, 0–50; yellow, 50–70; cyan, 70–90; and
blue, 90–100). c, The same prediction coloured by chain. d, DockQ scores for
protein–protein interfaces. e, PAE matrix of same prediction (darker is more
confident), with chain colouring of c on the side bars. The dashed black lines
indicate the chain boundaries.
Nature | Vol 630 | 13 June 2024 | 499
strongly is antibody–antigen complexes, similar to other recent work46.
Figure 5a shows that, for AF3, top-ranked predictions keep improving
with more model seeds, even at as many as 1,000 (Wilcoxon signed-rank
test between 5 and 1,000 seeds, P = 2.0 × 10−5 for percentage correct
and P = 0.009 for percentage very high accuracy; ranking by protein–
protein interface ipTM). This large improvement with many seeds
is not observed in general for other classes of molecules (Extended
Data Fig. 7b). Using only one diffusion sample per model seed for the
AF3 predictions rather than five (not illustrated) does not change
the results significantly, indicating that running more model seeds
is necessary for antibody score improvements, rather than just more
diffusion samples.
Discussion
The core challenge of molecular biology is to understand and ultimately
regulate the complex atomic interactions of biological systems. The AF3
model takes a large step in this direction, demonstrating that it is pos-
sible to accurately predict the structure of a wide range of biomolecular
systems in a unified framework. Although there are still substantial
challenges to achieve highly accurate predictions across all interaction
types, we demonstrate that it is possible to build a deep-learning system
that shows strong coverage and generalization for all of these interac-
tions. We also demonstrate that the lack of cross-entity evolution-
ary information is not a substantial blocker to progress in predicting
1
10
100 1,000
Seeds per target
20
40
60
Percentage
DockQ > 0.23
***
Correct low-homology
antibodies
1
10
100 1,000
Seeds per target
0
10
20
30
40
Percentage
DockQ > 0.8
***
Very high accuracy
low-homology antibodies
AF3
AF-M 2.3
a
*
b
c
d
AF-M 2.3
AF3
e
Ground truth
Fig. 5 | Model limitations. a, Antibody prediction quality increases with the
number of model seeds. The quality of top-ranked, low-homology antibody–
antigen interface predictions as a function of the number of seeds. Each
datapoint shows the mean over 1,000 random samples (with replacement) of
seeds to rank over, out of 1,200 seeds. Confidence intervals are 95% bootstraps
over 10,000 resamples of cluster scores at each datapoint. Samples per
interface are ranked by protein–protein ipTM. Significance tests were
performed using by two-sided Wilcoxon signed-rank tests. n = 65 clusters.
Exact P values were as follows: 2.0 × 10−5 (percentage correct) and P = 0.009
(percentage very high accuracy). b, Prediction (coloured) and ground-
truth (grey) structures of Thermotoga maritima α-glucuronidase and
beta-d-glucuronic acid—a target from the PoseBusters set (PDB: 7CTM). AF3
predicts alpha-d-glucuronic acid; the differing chiral centre is indicated by an
asterisk. The prediction shown is top-ranked by ligand–protein ipTM and with a
chirality and clash penalty. c, Conformation coverage is limited. Ground-truth
structures (grey) of cereblon in open (apo, PDB: 8CVP; left) and closed (holo
mezigdomide-bound, PDB: 8D7U; right) conformations. Predictions (blue) of
both apo (with 10 overlaid samples) and holo structures are in the closed
conformation. The dashed lines indicate the distance between the N-terminal
Lon protease-like and C-terminal thalidomide-binding domain. d, A nuclear
pore complex with 1,854 unresolved residues (PDB: 7F60). The ground truth
(left) and predictions from AlphaFold-Multimer v.2.3 (middle) and AF3 (right)
are shown. e, Prediction of a trinucleosome with overlapping DNA (pink) and
protein (blue) chains (PDB: 7PEU); highlighted are overlapping protein chains
B and J and self-overlapping DNA chain AA. Unless otherwise stated, predictions
are top-ranked by our global complex ranking metric with chiral mismatch and
steric clash penalties (Supplementary Methods 5.9.1).
500 | Nature | Vol 630 | 13 June 2024
Article
these interactions and, moreover, substantial improvement in antibody
results suggests AlphaFold-derived methods are able to model the
chemistry and physics of classes of molecular interactions without
dependence on MSAs. Finally, the large improvement in protein–ligand
structure prediction shows that it is possible to handle the wide diver-
sity of chemical space within a general deep-learning framework and
without resorting to an artificial separation between protein structure
prediction and ligand docking.
The development of bottom-up modelling of cellular components
is a key step in unravelling the complexity of molecular regulation
within the cell, and the performance of AF3 shows that developing the
right deep-learning frameworks can massively reduce the amount of
data required to obtain biologically relevant performance on these
tasks and amplify the impact of the data already collected. We expect
that structural modelling will continue to improve not only due to
advances in deep learning but also because continuing methodologi-
cal advances in experimental structure determination, such as the
substantial improvements in cryo-electron microscopy and tomogra-
phy, will provide a wealth of new training data to further the improve
the generalization ability of such models. The parallel developments
of experimental and computational methods promise to propel us
further into an era of structurally informed biological understanding
and therapeutic development.
Online content
Any methods, additional references, Nature Portfolio reporting summa-
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and competing interests; and statements of data and code availability
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Methods
Full algorithm details
Extensive explanations of the components are available in Supplemen-
tary Methods 2–5. Moreover, pseudocode is available in Supplementary
Algorithms 1–31, network diagrams in Figs. 1d and 2a–c and Supple-
mentary Fig. 2, input features in Supplementary Table 5 and additional
hyperparameters for training in Supplementary Tables 3, 4 and 7.
Training regime
No structural data used during training were released after 30 Sep-
tember 2021 and, for the model used in PoseBusters evaluations, we
filtered out PDB32 structures released after 30 September 2021. One
optimizer step uses a mini batch of 256 input data samples and during
initial training 256 × 48 = 12,288 diffusion samples. For fine-tuning, the
number of diffusion samples is reduced to 256 × 32 = 8,192. The model is
trained in three stages—the initial training with a crop size of 384 tokens
and two sequential fine tuning stages with crop sizes of 640 and 768
tokens. Further details are provided in Supplementary Methods 5.2.
Inference regime
No inference time templates or reference ligand position features were
released after 30 September 2021, and in the case of PoseBusters evalu-
ation, an earlier cut-off date of 30 September 2019 was used. The model
can be run with different random seeds to generate alternative results,
with a batch of diffusion samples per seed. Unless otherwise stated,
all results are generated by selecting the top confidence sample from
running 5 seeds of the same trained model, with 5 diffusion samples per
model seed, for a total of 25 samples to choose from. Standard crystal-
lization aids are excluded from predictions (Supplementary Table 8).
Results are shown for the top-ranked sample and sample ranking
depends on whether trying to select the overall best output globally,
or the best output for some chain, interface or modified residue. Global
ranking uses a mix of pTM and ipTM along with terms to reduce cases
with large numbers of clashes and increase rates of disorder; individual
chain ranking uses a chain specific pTM measure; interface ranking
uses a bespoke ipTM measure for the relevant chain pair; and modi-
fied residue ranking uses average pLDDT over the residue of interest
(Supplementary Methods 5.9.3).
Metrics
Evaluation compares a predicted structure to the corresponding
ground-truth structure. If the complex contains multiple identical
entities, assignment of the predicted units to the ground-truth units
is found by maximizing LDDT. Assignment in local symmetry groups
of atoms in ligands is solved by exhaustive search over the first 1,000
per-residue symmetries as given by RDKit.
We measure the quality of the predictions with DockQ, LDDT or
pocket-aligned r.m.s.d. For nucleic–protein interfaces, we measure
interface accuracy through iLDDT, which is calculated from distances
between atoms across different chains in the interface. DockQ and
iLDDT are highly correlated (Extended Data Fig. 9), so the standard
cut-offs for DockQ can be translated to equivalent iLDDT cut-offs.
Nucleic acid LDDTs (intrachains and interface) were calculated with an
inclusion radius of 30 Å compared with the usual 15 Å used for proteins,
owing to their larger scale. For confidence calibration assessment, we
use a bespoke LDDT (LDDT_to_polymer) metric that considers differ-
ences from each atom of a given entity to any Cα or C1′ polymer atom
within its inclusion radius. This is closely related to how the confidence
prediction is trained (Supplementary Methods 4.3.1).
Pocket-aligned r.m.s.d. is computed as follows: the pocket is defined
as all heavy atoms within 10 Å of any heavy atom of the ligand, restricted
to the primary polymer chain for the ligand or modified residue being
scored, and further restricted to only backbone atoms for proteins.
The primary polymer chain is defined variously: for PoseBusters,
it is the protein chain with the most atoms within 10 Å of the ligand; for
bonded ligand scores, it is the bonded polymer chain; and for modified
residues, it is the chain in which the residue is contained (minus that
residue). The pocket is used to align the predicted structure to the
ground-truth structure with least-squares rigid alignment and then
the r.m.s.d. is computed on all heavy atoms of the ligand.
Recent PDB evaluation set
General model evaluation was performed on our recent PDB set consist-
ing of 8,856 PDB complexes released between 1 May 2022 and 12 January
2023. The set contains almost all PDB complexes released during that
period that are less than 5,120 model tokens in size (Supplementary
Methods 6.1). Single chains and interfaces within each structure were
scored separately rather than only looking at full complex scores, and
clustering was then applied to chains and interfaces so that scores could
be aggregated first within clusters and then across clusters for mean
scores, or using a weighting of inverse cluster size for distributional
statistics (Supplementary Methods 6.2 and 6.4).
Evaluation on ligands excludes standard crystallization aids (Sup-
plementary Table 8), our ligand exclusion list (Supplementary Table 9)
and glycans (Supplementary Table 10). Bonded and non-bonded ligands
are evaluated separately. Ions are only included when specifically men-
tioned (Supplementary Table 11).
The recent PDB set is filtered to a low homology subset (Supplemen-
tary Methods 6.1) for some results where stated. Homology is defined
as sequence identity to sequences in the training set and is measured
by template search (Supplementary Methods 2.4). Individual poly-
mer chains in evaluation complexes are filtered out if the maximum
sequence identity to chains in the training set is greater than 40%, where
sequence identity is the percentage of residues in the evaluation set
chain that are identical to the training set chain. Individual peptide
chains (protein chains with less than 16 residues) are always filtered
out. For polymer–polymer interfaces, if both polymers have greater
than 40% sequence identity to two chains in the same complex in the
training set, then the interface is filtered out. For interfaces to a peptide,
the interface is filtered out if the non-peptide entity has greater than
40% sequence identity to any chain in the training set.
To compare the quality of prediction of protein–protein interfaces
and protein monomers against that of AlphaFold-Multimer (v.2.3)8, and
to compare the dependence of single-protein-chain prediction quality
on MSA depth, we restrict the low-homology recent PDB set to com-
plexes with fewer than 20 protein chains and fewer than 2,560 tokens.
We compare against unrelaxed AlphaFold-Multimer v.2.3 predictions.
To study antibody-antigen interface prediction, we filter the low
homology recent PDB set to complexes that contain at least one
protein–protein interface where one of the protein chains is in one
of the two largest PDB chain clusters (these clusters are representa-
tive of antibodies). We further filter to complexes with at most 2,560
tokens and with no unknown amino acids in the PDB to allow extensive
comparison against relaxed predictions of AlphaFold-Multimer v2.3.
That leaves 71 antibody–antigen complexes, containing 166 antibody–
antigen interfaces spanning 65 interface clusters.
MSA depth analysis (Extended Data Fig. 7a) was based on computing
the normalized number of effective sequences (Neff) for each position of
a query sequence. Per-residue Neff values were obtained by counting the
number of non-gap residues in the MSA for this position and weighting
the sequences using the Neff scheme49 with a threshold of 80% sequence
identity measured on the region that is non-gap in either sequence.
Nucleic acid prediction baseline
For benchmarking performance on nucleic acid structure prediction,
we report baseline comparisons to an existing machine learning sys-
tem for protein–nucleic acid and RNA tertiary structure prediction,
RoseTTAFold2NA18. We run the open source RF2NA50 with the same
MSAs as those that were used for AF3 predictions. For comparison
Article
between AF3 and RF2NA, a subset of our recent PDB set was chosen
to meet the RF2NA criteria (<1,000 total residues and nucleotides).
As RF2NA was not trained to predict systems with DNA and RNA, analy-
sis is limited to targets with only one nucleic acid type. No system was
publicly available at time of writing for baseline comparisons on data
with arbitrary combinations of biomolecular types in PDB.
As an additional baseline for RNA tertiary structure prediction,
we evaluate AF3 performance on CASP15 RNA targets that were pub-
licly available as of 1 December 2023 (R1116/8S95, R1117/8FZA, R1126
(downloaded from the CASP15 website https://predictioncenter.org/
casp15/TARGETS_PDB/R1126.pdb), R1128/8BTZ, R1136/7ZJ4, R1138/
[7PTK/7PTL], R1189/7YR7 and R1190/7YR6). We compare the top-1
ranked predictions and, where multiple ground-truth structures exist
(R1136), the prediction is scored against the closest state. We display
comparisons to RF2NA as a representative machine learning system;
AIchemy_RNA2 as the top performing entrant with human intervention;
and AIchemy_RNA as the top performing machine learning system. All
entrants’ predictions were downloaded from the CASP website and
scored internally.
PoseBusters
While other analyses used an AlphaFold model trained on PDB data
released before a cut-off of 30 September 2021, our PoseBusters analy-
sis was conducted on a model (with identical architecture and similar
training schedule) differing only in the use of an earlier 30 Septem-
ber 2019 cut-off. This analysis therefore did not include training data,
inference time templates or ‘ref_pos’ features released after this date.
Inference was performed on the asymmetric unit from specified
PDBs, with the following minor modifications. In several PDB files,
chains clashing with the ligand of interest were removed (7O1T, 7PUV,
7SCW, 7WJB, 7ZXV, 8AIE). Another PDB entry (8F4J) was too large to
inference the entire system (over 5,120 tokens), so we included only
protein chains within 20 Å of the ligand of interest. Five model seeds,
each with five diffusion samples, were produced per target, resulting in
25 predictions, which were ranked by quality and predicted accuracy:
the ranking score was calculated from an ipTM aggregate (Supplemen-
tary Methods 5.9.3 (point 3)), then further divided by 100 if the ligand
had chirality errors or had clashes with the protein.
For pocket-aligned r.m.s.d., first alignment between the pre-
dicted and ground-truth structures was conducted by aligning to the
ground-truth pocket backbone atoms (CA, C or N atoms within 10 Å
of the ligand of interest) from the primary protein chain (the chain
with the greatest number of contacts within 10 Å of the ligand). The
PoseBusters Python package v.0.2.751 was used to score r.m.s.d. and
violations from the pocket-aligned predictions.
While AlphaFold models are ‘blind’ to the protein pocket, docking is
often performed with knowledge of the protein pocket residues. For
example, Uni-Mol specifies the pocket as any residue within 6 Å of the
heavy atoms in the ligand of interest26. To evaluate the ability of AF3 to
dock ligands accurately when given pocket information, we fine-tuned
a 30 September 2019 cut-off AF3 model with an additional token feature
specifying pocket–ligand pairs (Supplementary Methods 2.8). Specifi-
cally, an additional token feature was introduced, set to true for a ligand
entity of interest and any pocket residues with heavy atoms within 6 Å
of the ligand entity. At training time, a single random ligand entity is
chosen to use in this feature. Note that multiple ligand chains with the
same entity (CCD code) may be selected. At inference time, the ligand
entity was chosen based on the ligand of interest’s CCD code, so again
multiple ligand chains were occasionally chosen. The results of this
analysis are shown in Extended Data Fig. 4.
Model performance analysis and visualization
Data analysis used Python v.3.11.7 (https://www.python.org/), NumPy
v.1.26.3 (https://github.com/numpy/numpy), SciPy v.1.9.3 (https://www.
scipy.org/), seaborn v.0.12.2 (https://github.com/mwaskom/seaborn),
Matplotlib v.3.6.1 (https://github.com/matplotlib/matplotlib), pan-
das v.2.0.3 (https://github.com/pandas-dev/pandas), statsmodels
v.0.12.2 (https://github.com/statsmodels/statsmodels), RDKit v.4.3.0
(https://github.com/rdkit/rdkit) and Colab (https://research.google.
com/colaboratory). TM-align v.20190822 (https://zhanglab.dcmb.
med.umich.edu/TM-align/) was used for computing TM-scores. Struc-
ture visualizations were created in Pymol v.2.55.5 (https://github.com/
schrodinger/pymol-open-source).
Reporting summary
Further information on research design is available in the Nature Port-
folio Reporting Summary linked to this article.
Data availability
All scientific datasets used to create training and evaluation inputs are
freely available from public sources. Structures from the PDB were used
for training and as templates (https://files.wwpdb.org/pub/pdb/data/
assemblies/mmCIF/; sequence clusters are available at https://cdn.rcsb.
org/resources/sequence/clusters/clusters-by-entity-40.txt; sequence
data are available at https://files.wwpdb.org/pub/pdb/derived_data/).
Training used a version of the PDB downloaded 12 January 2023, while
template search used a version downloaded 28 September 2022. We
also used the Chemical Components Dictionary downloaded on 19
October 2023 (https://www.wwpdb.org/data/ccd). We show experi-
mental structures from the PDB under accession numbers 7PZB
(ref. 52), 7PNM (ref. 53), 7TQL (ref. 54), 7AU2 (ref. 55), 7U8C (ref. 56),
7URD (ref. 57), 7WUX (ref. 58), 7QIE (ref. 59), 7T82 (ref. 60), 7CTM
(ref. 61), 8CVP (ref. 42), 8D7U (ref. 42), 7F60 (ref. 62), 8BTI (ref. 63), 7KZ9
(ref. 64), 7XFA (ref. 65), 7PEU (ref. 66), 7SDW (ref. 67), 7TNZ (ref. 68),
7R6R (ref. 69), 7USR (ref. 70) and 7Z1K (ref. 71). We also used the fol-
lowing publicly available databases for training or evaluation. Detailed
usage is described in Supplementary Methods 2.2 and 2.5.2. UniRef90
v.2020_01 (https://ftp.ebi.ac.uk/pub/databases/uniprot/previous_
releases/release-2020_01/uniref/), UniRef90 v.2020_03 (https://ftp.
ebi.ac.uk/pub/databases/uniprot/previous_releases/release-2020_03/
uniref/), UniRef90 v.2022_05 (https://ftp.ebi.ac.uk/pub/databases/
uniprot/previous_releases/release-2022_05/uniref/), Uniclust30
v.2018_08 (https://wwwuser.gwdg.de/~compbiol/uniclust/2018_08/),
Uniclust30 v.2021_03 (https://wwwuser.gwdg.de/~compbiol/uni-
clust/2021_03/), MGnify clusters v.2018_12 (https://ftp.ebi.ac.uk/pub/
databases/metagenomics/peptide_database/2018_12/), MGnify clus-
ters v.2022_05 (https://ftp.ebi.ac.uk/pub/databases/metagenomics/
peptide_database/2022_05/), BFD (https://bfd.mmseqs.com), RFam
v.14.9 (https://ftp.ebi.ac.uk/pub/databases/Rfam/14.9/), RNAcentral
v.21.0 (https://ftp.ebi.ac.uk/pub/databases/RNAcentral/releases/21.0/),
Nucleotide Database (as of 23 February 2023) (https://ftp.ncbi.nlm.
nih.gov/blast/db/FASTA/nt.gz), JASPAR 2022 (https://jaspar.elixir.
no/downloads/; see https://jaspar.elixir.no/profile-versions for
version information), SELEX protein sequences from the supplemen-
tary tables of ref. 72 and SELEX protein sequences from the supple-
mentary tables of ref. 73.
Code availability
AlphaFold 3 will be available as a non-commercial usage only server at
https://www.alphafoldserver.com, with restrictions on allowed ligands
and covalent modifications. Pseudocode describing the algorithms
is available in the Supplementary Information. Code is not provided.
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Acknowledgements We thank G. Arena, Ž. Avsec, A. Baryshnikov, R. Bates, M. Beck, A. Bond,
N. Bradley-Schmieg, J. Cavojska, B. Coppin, E. Dupont, S. Eddy, M. Fiscato, R. Green, D. Hariharan,
K. Holsheimer, N. Hurley, C. Jones, K. Kavukcuoglu, J. Kelly, E. Kim, A. Koivuniemi, O. Kovalevskiy,
D. Lasecki, M. Last, A. Laydon, W. McCorkindale, S. Miller, A. Morris, L. Nicolaisen, E. Palmer,
A. Paterson, S. Petersen, O. Purkiss, C. Shi, G. Thomas, G. Thornton and H. Tomlinson for their
contributions.
Author contributions The equally contributing authors are alphabetically ordered, as are the
remaining core contributor authors (excluding jointly supervising authors) and similar for all
remaining non-supervising authors. D.H., M.J. and J.M.J. led the research. M.J., J.M.J. and P.K.
developed research strategy. J. Abramson, V.B., T.G. and C.-C.H. led key research pillars. T.G.
and A. Židek led the technical framework for research. O.B., H.G. and S.S. coordinated and
managed the research project. J. Abramson, J. Adler, E.A., A.J.B., J.B., V.B., A.I.C.-R., J.D., R.E.,
D.A.E., M.F., F.B.F., T.G., C.-C.H., M.J., J.M.J., Y.A.K., A. Potapenko, A. Pritzel, D.R., O.R., A.T., C.T.,
K.T., L.W., Z.W. and E.D.Z. developed the neural network architecture and training procedure.
J. Abramson, A.J.B., J.B., V.B., C.B., S.W.B., A.B., A. Cherepanov, A.I.C.-R., A. Cowie, J.D., T.G., R.J.,
M.O., K.P., D.R., O.R., M.Z., A. Žemgulytė and A. Žídek developed the training, inference, data
and evaluation infrastructure. J. Abramson, J. Adler, A.J.B., V.B., A.I.C.-R., R.E., D.A.E., T.G., D.H.,
M.J., J.M.J., P.K., K.P., A. Pritzel, O.R., P.S., S.S., A.S., K.T. and L.W. contributed to the writing of the
paper. M.C., C.M.R.L. and S.Y. advised on the project.
Competing interests Author-affiliated entities have filed US provisional patent applications
including 63/611,674, 63/611,638 and 63/546,444 relating to predicting 3D structures of
molecule complexes using embedding neural networks and generative models. All of the
authors other than A.B., Y.A.K. and E.D.Z. have commercial interests in the work described.
Additional information
Supplementary information The online version contains supplementary material available at
https://doi.org/10.1038/s41586-024-07487-w.
Correspondence and requests for materials should be addressed to Max Jaderberg,
Demis Hassabis or John M. Jumper.
Peer review information Nature thanks Justas Dapkunas, Roland Dunbrack and Hashim
Al-Hashimi for their contribution to the peer review of this work.
Reprints and permissions information is available at http://www.nature.com/reprints.
Article
Extended Data Fig. 1 | Disordered region prediction. a, Example prediction
for a disordered protein from AlphaFoldMultimer v2.3, AlphaFold 3, and
AlphaFold 3 trained without the disordered protein PDB cross distillation set.
Protein is DP02376 from the CAID 2 (Critical Assessment of protein Intrinsic
Disorder prediction) set. Predictions coloured by pLDDT (orange: pLDDT <= 50,
yellow: 50 < pLDDT <= 70, light blue: 70 < pLDDT <= 90, and dark blue: 90 <=
pLDDT < 100). b, Predictions of disorder across residues in proteins in the CAID
2 set, which are also low homology to the AF3 training set. Prediction methods
include RASA (relative accessible surface area) and pLDDT (N = 151 proteins;
46,093 residues).
Extended Data Fig. 2 | Accuracy across training. Training curves for initial
training and fine tuning showing LDDT (local distance difference test) on our
evaluation set as a function of optimizer steps. One optimizer step uses a
mini batch of 256 trunk samples and during initial training 256 * 48 = 12,288
diffusion samples. For fine tuning the number of diffusion samples is reduced
to 256 * 32 = 8,192. The scatter plot shows the raw data points and the lines show
the smoothed performance using a median filter with a kernel width of 9 data
points. The dashed lines mark the points where the smoothed performance
passes 90% and 97% of the initial training maximum for the first time.
Article
Extended Data Fig. 3 | AlphaFold 3 predictions of PoseBusters examples
for which Vina and Gold were inaccurate. Predicted protein chains are
shown in blue, predicted ligands in orange, and ground truth in grey. a, Human
Notum bound to inhibitor ARUK3004556 (PDB ID 8BTI, ligand RMSD: 0.65 Å).
b, Pseudomonas sp. PDC86 Aapf bound to HEHEAA (PDB ID 7KZ9, ligand
RMSD: 1.3 Å). c, Human Galectin-3 carbohydrate-recognition domain in
complex with compound 22 (PDB ID 7XFA, ligand RMSD: 0.44 Å).
Extended Data Fig. 4 | PoseBusters analysis. a, Comparison of AlphaFold 3
and baseline method protein-ligand binding success on the PoseBusters
Version 1 benchmark set (V1, August 2023 release). Methods classified by the
extent of ground truth information used to make predictions. Note all methods
that use pocket residue information except for UMol and AF3 also use ground
truth holo protein structures. b, PoseBusters Version 2 (V2, November 2023
release) comparison between the leading docking method Vina and AF3 2019
(two-sided Fisher exact test, N = 308 targets, p = 2.3 * 10−8). c, PoseBusters V2
results of AF3 2019 on targets with low, moderate, and high protein sequence
homology (integer ranges indicate maximum sequence identity with proteins
in the training set). d, PoseBusters V2 results of AF3 2019 with ligands split by
those characterized as “common natural” ligands and others. “Common
natural” ligands are defined as those which occur greater than 100 times in the
PDB and which are not non-natural (by visual inspection). A full list may be
found in Supplementary Table 15. Dark bar indicates RMSD < 2 Å and passing
PoseBusters validity checks (PB-valid). e, PoseBusters V2 structural accuracy
and validity. Dark bar indicates RMSD < 2 Å and passing PoseBusters validity
checks (PB-valid). Light hashed bar indicates RMSD < 2 Å but not PB valid.
f, PoseBusters V2 detailed validity check comparison. Error bars indicate exact
binomial distribution 95% confidence intervals. N = 427 targets for RoseTTAFold
All-Atom and 428 targets for all others in Version 1; 308 targets in Version 2.
Article
Extended Data Fig. 5 | Nucleic acid prediction accuracy and confidences.
a, CASP15 RNA prediction accuracy from AIChemy_RNA (the top AI-based
submission), RoseTTAFold2NA (the AI-based method capable of predicting
proteinRNA complexes), and AlphaFold 3. Ten of the 13 targets are available in
the PDB or via the CASP15 website for evaluation. Predictions are downloaded
from the CASP website for external models. b, Accuracy on structures
containing low homology RNA-only or DNA-only complexes from the recent
PDB evaluation set. Comparison between AlphaFold 3 and RoseTTAFold2NA
(RF2NA) (RNA: N = 29 structures, paired Wilcoxon signed-rank test,
p = 1.6 * 10−7; DNA: N = 63 structures, paired two-sided Wilcoxon signed-rank
test, p = 5.2 * 10−12). Note RF2NA was only trained and evaluated on duplexes
(chains forming at least 10 hydrogen bonds), but some DNA structures in this
set may not be duplexes. Box, centerline, and whiskers boundaries are at
(25%, 75%) intervals, median, and (5%, 95%) intervals. c Predicted structure of
a mycobacteriophage immunity repressor protein bound to double stranded
DNA (PDB ID 7R6R), coloured by pLDDT (left; orange: 0–50, yellow: 50–70, cyan
70–90, and blue 90–100) and chain id (right). Note the disordered N-terminus
not entirely shown. d, Predicted aligned error (PAE) per token-pair for the
prediction in c with rows and columns labelled by chain id and green gradient
indicating PAE.
Extended Data Fig. 6 | Analysis and examples for modified proteins and
nucleic acids. a, Accuracy on structures. containing common phosphorylation
residues (SEP, TPO, PTR, NEP, HIP) from the recent PDB evaluation set.
Comparison between AlphaFold 3 with phosphorylation modelled, and
AlphaFold 3 without modelling phosphorylation (N = 76 clusters, paired
two-sided Wilcoxon signed-rank test, p = 1.6 * 10−4). Note, to predict a structure
without modelling phosphorylation, we predict the parent (standard) residue
in place of the modification. AlphaFold 3 generally achieves better backbone
accuracy when modelling phosphorylation. Error bars indicate exact binomial
distribution 95% confidence intervals. b, SPOC domain of human SHARP in
complex with phosphorylated RNA polymerase II C-terminal domain (PDB ID
7Z1K), predictions coloured by pLDDT (orange: 0–50, yellow: 50–70, cyan
70–90, and blue 90–100). Left: Phosphorylation modelled (mean pocket-
aligned RMSDCα 2.104 Å). Right: Without modelling phosphorylation (mean
pocketaligned RMSDCα 10.261 Å). When excluding phosphorylation, AlphaFold
3 provides lower pLDDT confidence on the phosphopeptide. c, Structure of
parkin bound to two phospho-ubiquitin molecules (PDB ID 7US1), predictions
similarly coloured by pLDDT. Left: Phosphorylation modelled (mean pocket-
aligned RMSDCα 0.424 Å). Right: Without modelling phosphorylation (mean
pocket-aligned RMSDCα 9.706 Å). When excluding phosphorylation, AlphaFold
3 provides lower pLDDT confidence on the interface residues of the incorrectly
predicted ubiquitin. d, Example structures with modified nucleic acids. Left:
Guanosine monophosphate in RNA (PDB ID 7TNZ, mean pocket-aligned modified
residue RMSD 0.840 Å). Right: Methylated DNA cytosines (PDB ID 7SDW, mean
pocket-aligned modified residue RMSD 0.502 Å). Welabel residues of the
predicted structure for reference. Ground truth structure in grey; predicted
protein in blue, predicted RNA in purple, predicted DNA in magenta, predicted
ions in orange, with predicted modifications highlighted via spheres.
Article
Extended Data Fig. 7 | Model accuracy with MSA size and number of seeds.
a, Effect of MSA depth on protein prediction accuracy. Accuracy is given as
single chain LDDT score and MSA depth is computed by counting the number
of non-gap residues for each position in the MSA using the Neff weighting
scheme and taking the median across residues (see Methods for details on Neff).
MSA used for AF-M 2.3 differs slightly from AF3; the data uses the AF3 MSA
depth for both to make the comparison clearer. The analysis uses every protein
chain in the low homology Recent PDB set, restricted to chains in complexes
with fewer than 20 protein chains and fewer than 2,560 tokens (see Methods
for details on Recent PDB set and comparisons to AF-M 2.3). The curves are
obtained through Gaussian kernel average smoothing (window size is 0.2 units
in log10(Neff)); the shaded area is the 95% confidence interval estimated using
bootstrap of 10,000 samples. b, Increase in ranked accuracy with number of
seeds for different molecule types. Predictions are ranked by confidence,
and only the most confident per interface is scored. Evaluated on the low
homology recent PDB set, filtered to less than 1,536 tokens. Number of clusters
evaluated: dna-intra = 386, protein-intra = 875, rnaintra = 78, protein-dna = 307,
protein-rna = 102, protein-protein (antibody = False) = 697, protein-protein
(antibody = True) = 58. Confidence intervals are 95% bootstraps over 1,000
samples.
Extended Data Fig. 8 | Relationship between confidence and accuracy
for protein interactions with ions, bonded ligands and bonded glycans.
Accuracy is given as the percentage of interface clusters under various pocket-
aligned RMSD thresholds, as a function of the chain pair ipTM of the interface.
The ions group includes both metals and nonmetals. N values report the
number of clusters in each band. For a similar analysis on general ligand-protein
interfaces, see Fig. 4 of main text.
Article
Extended Data Fig. 9 | Correlation of DockQ and iLDDT for protein-protein interfaces. One data point per cluster, 4,182 clusters shown. Line of best fit with a
Huber regressor with epsilon 1. DockQ categories correct (>0.23), and very high accuracy (>0.8) correspond to iLDDTs of 23.6 and 77.6 respectively.
Extended Data Table 1 | Prediction accuracy across biomolecular complexes
AlphaFold 3 Performance on PoseBusters V1 (August 2023 release), PoseBusters V2 (November 6th 2023 release), and our Recent PDB evaluation set. For ligands and nucleic acids N indicates
number of structures; for covalent modifications and proteins N indicates number of clusters.
PREVIEW
Simulating 500 million years of evolution with a language model
Thomas Hayes 1 * Roshan Rao 1 * Halil Akin 1 * Nicholas James Sofroniew 1 * Deniz Oktay 1 * Zeming Lin 1 *
Robert Verkuil 1 * Vincent Quy Tran 2 3 Jonathan Deaton 1 Marius Wiggert 1 Rohil Badkundri 1
Irhum Shafkat 1 Jun Gong 1 Alexander Derry 1 Raul Santiago Molina 1 Neil Thomas 1 Yousuf Khan 4
Chetan Mishra 1 Carolyn Kim 1 Liam J. Bartie 2 Patrick D. Hsu 2 3 Tom Sercu 1 Salvatore Candido 1
Alexander Rives 1 †
Abstract
More than three billion years of evolution have
produced an image of biology encoded into the
space of natural proteins. Here we show that lan-
guage models trained on tokens generated by evo-
lution can act as evolutionary simulators to gen-
erate functional proteins that are far away from
known proteins. We present ESM3, a frontier
multimodal generative language model that rea-
sons over the sequence, structure, and function
of proteins. ESM3 can follow complex prompts
combining its modalities and is highly responsive
to biological alignment. We have prompted ESM3
to generate fluorescent proteins with a chain of
thought. Among the generations that we synthe-
sized, we found a bright fluorescent protein at far
distance (58% identity) from known fluorescent
proteins. Similarly distant natural fluorescent pro-
teins are separated by over five hundred million
years of evolution.
Introduction
The proteins that exist today have developed into their
present forms over the course of billions of years of nat-
ural evolution, passing through a vast evolutionary sieve. In
parallel experiments conducted over geological time, nature
creates random mutations and applies selection, filtering
proteins by their myriad sequences, structures, and func-
tions.
As a result, the patterns in the proteins we observe reflect the
action of the deep hidden variables of the biology that have
shaped their evolution across time. Gene sequencing surveys
*Equal contribution
1EvolutionaryScale, PBC
2Arc Insti-
tute
3University of California, Berkeley
4Work done dur-
ing internship at EvolutionaryScale, PBC †Correspondence to
<[email protected]>.
Preview 2024-06-25. Pending submission to bioRxiv. Copyright
2024 by the authors.
of Earth’s natural diversity are cataloging the sequences
(1–3) and structures (4, 5) of proteins, containing billions
of sequences and hundreds of millions of structures that
illuminate patterns of variation across life. A consensus is
building that underlying these sequences is a fundamental
language of protein biology that can be understood using
large language models (6–10).
A number of language models of protein sequences have
now been developed and evaluated (9, 11–14). It has been
found that the representations that emerge within language
models reflect the biological structure and function of pro-
teins (6, 15, 16), and are learned without any supervision on
those properties, improving with scale (5, 17, 18). In artifi-
cial intelligence, scaling laws have been found that predict
the growth in capabilities with increasing scale, describing
a frontier in compute, parameters and data (19–21).
We present ESM3, a frontier multimodal generative model,
that reasons over the sequences, structures, and functions
of proteins. ESM3 is trained as a generative masked lan-
guage model over discrete tokens for each modality. Struc-
tural reasoning is achieved by encoding three-dimensional
atomic structure as discrete tokens rather than with the com-
plex architecture and diffusion in three-dimensional space
employed in recent predictive (22) and generative models
(14, 23–25) of proteins. All-to-all modeling of discrete to-
kens is scalable, and allows ESM3 to be prompted with any
combination of its modalities, enabling controllable genera-
tion of new proteins that respect combinations of prompts.
ESM3 at its largest scale was trained with 1.07×1024
FLOPs on 2.78 billion proteins and 771 billion unique to-
kens, and has 98 billion parameters. Scaling ESM3 to this
98 billion parameter size results in improvements in the
representation of sequence, structure, and function, as well
as on generative evaluations. We find that ESM3 is highly
responsive to prompts, and finds creative solutions to com-
plex combinations of prompts, including solutions for which
we can find no matching structure in nature. We find that
models at all scales can be aligned to better follow prompts.
Larger models are far more responsive to alignment, and
PREVIEW
Simulating 500 million years of evolution with a language model
show greater capability to solve the hardest prompts after
alignment.
We report the generation of a new green fluorescent protein
(GFP) with ESM3. Fluorescent proteins are responsible
for the glowing colors of jellyfish and corals (26) and are
important tools in modern biotechnology (27). They share
an elegant structure: an eleven stranded beta barrel with a
helix that threads its center, which scaffolds the formation
of a light-emitting chromophore out of the protein’s own
atoms. This mechanism is unique in nature—no other pro-
tein spontaneously forms a fluorescent chromophore out of
its own structure—suggesting that producing fluorescence
is hard even for nature.
Our new protein, which we have named esmGFP, has 36%
sequence identity to Aequorea victoria GFP, and 58% se-
quence identity to the most similar known fluorescent pro-
tein. Despite GFP’s intense focus as a target for protein
engineering over several decades, as far as we are aware,
proteins this distant have only been found through the dis-
covery of new GFPs in nature.
Similar amounts of diversification among natural GFPs have
occurred over predictable timescales. Understood in these
terms, the generation of a new fluorescent protein at this
distance from existing proteins appears to be equivalent to
simulating over 500 million years of evolution.
ESM3
ESM3 reasons over the sequence, structure, and function
of proteins. All three modalities are represented by tokens,
and are input and output as separate tracks that are fused
into a single latent space within the model. ESM3 is trained
with a generative masked language modeling objective:
L = −Ex,m
"
1
|m|
X
i∈m
log p(xi|x\m)
#
A random mask m is applied to the tokens x describing the
protein, and the model is supervised to predict the identity
of the tokens that have been masked. During training, the
mask is sampled from a noise schedule so that ESM3 sees
many different combinations of masked sequence, structure,
and function, and predicts completions of any combination
of the modalities from any other. This differs from the clas-
sical masked language modeling (28) in that the supervision
is applied across all possible masking rates rather than a
single fixed masking rate. This supervision factorizes the
probability distribution over all possible predictions of the
next token given any combination of previous tokens, en-
suring that tokens can be generated in any order from any
starting point (29–31).
To generate from ESM3, tokens are iteratively sampled.
Starting from a sequence of all mask tokens, tokens can be
sampled one at a time, or in parallel, in any order, until all
tokens are fully unmasked (Fig. 1A). Masking is applied
independently to sequence, structure, and function tracks,
which enables generation from any combination of empty,
partial, or complete inputs. ESM3’s training objective is
also effective for representation learning. We choose a
noise schedule that balances generative capabilities with
representation learning (Appendix A.2.2).
Tokenization enables efficient reasoning over structure. Pro-
tein structures are tokenized by a discrete auto-encoder (32),
which is trained to compress the high dimensional space of
three-dimensional structure into discrete tokens (Fig. 1C).
We propose an invariant geometric attention mechanism to
efficiently process three-dimensional structure. The mecha-
nism operates in local reference frames defined by the bond
geometry at each amino acid, and allows local frames to
interact globally through a transformation into the global
frame (Appendix A.1.6). This mechanism can be efficiently
realized through the same computational primitives as at-
tention (33), and is readily scalable. The local structural
neighborhoods around each amino acid are encoded into a
sequence of discrete tokens, one for each amino acid.
When predicting or generating protein structure, struc-
ture tokens output by ESM3 are passed to the decoder,
which reconstructs the all-atom structure.
The autoen-
coder is trained to encode and reconstruct atomic coordi-
nates with a geometric loss that supervises the pairwise
distances and relative orientations of bond vectors and nor-
mals (Appendix A.1.7.3.1). This tokenization delivers near-
perfect reconstruction of protein structure (<0.3 ˚
A RMSD
on CAMEO, Fig. S3), enabling representation of structure
at the input and output with atomic accuracy.
We also find that providing ESM3 direct access to atomic
coordinates in the input via a geometric attention projec-
tion into the transformer improves the response to atomic
coordinate prompts. ESM3 can be conditioned on either or
both of tokenized structure and atomic coordinates. We sup-
plement these structure representations with coarse grained
tokens encoding secondary structure state (SS8) and solvent
accessible surface area (SASA). Function is presented to
the model in the form of tokenized keyword sets for each
position in the sequence.
ESM3 is a bidirectional transformer. While extensive re-
search has gone into creating specialized architectures and
training objectives for proteins, we find that tokenization
paired with a standard masked language modeling objective
and the basic transformer architecture is highly effective
for both representation learning and generative modeling.
Sequence, structure, and function tracks are input as tokens,
which are embedded and fused, then processed through a
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Simulating 500 million years of evolution with a language model
Figure 1. ESM3 is a generative language model that reasons over the sequence, structure, and function of proteins. (A) Iterative sampling
with ESM3. Sequence, structure, and function can all be used to prompt the model. At each timestep t, a fraction of the masked positions
are sampled until all positions are unmasked. (B) ESM3 architecture. Sequence, structure, and function are represented as tracks of
discrete tokens at the input and output. The model is a series of transformer blocks, where all tracks are fused within a single latent
space; geometric attention in the first block allows conditioning on atomic coordinates. ESM3 is supervised to predict masked tokens. (C)
Structure tokenization. Local atomic structure around each amino acid is encoded into tokens. (D) Models are trained at three scales:
1.4B, 7B, and 98B parameters. Negative log likelihood on test set as a function of training FLOPs shows response to conditioning on each
of the input tracks, improving with increasing FLOPs. (E) Unconditional generations from ESM3 98B (colored by sequence identity to
the nearest sequence in the training set), embedded by ESM3, and projected by UMAP alongside randomly sampled sequences from
UniProt (in gray). Generations are diverse, high quality, and cover the distribution of natural sequences.
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Simulating 500 million years of evolution with a language model
stack of transformer blocks. The first transformer block also
includes a geometric attention layer for atomic structure co-
ordinate conditioning. At the output of the model, shallow
MLP heads project the final layer representation into token
probabilities for each of the tracks.
The largest ESM3 model is trained on 2.78 billion natu-
ral proteins derived from sequence and structure databases
(2, 34–37). As a small fraction of structures have been
experimentally determined relative to sequences, we lever-
age predicted structures (4, 5). We also generate synthetic
sequences with an inverse folding model (described in Ap-
pendix A.2.1.3) for all structures, including predicted ones.
Function keywords are derived by predicting functional an-
notations from sequence using a library of hidden markov
models (38). Overall this increased training data to 3.15
billion protein sequences, 236 million protein structures,
and 539 million proteins with function annotations, totaling
771 billion unique tokens. Full details of the training dataset
are described in Appendix A.2.1.8.
We train ESM3 models at three scales: 1.4 billion, 7 billion,
and 98 billion parameters. In an initial series of experi-
ments to evaluate representation learning performance in
response to architecture hyperparameters, we find a greater
response to increasing depth than to width. This informed
the choice of relatively deep networks for the final archi-
tectures, with the 98 billion parameter model incorporating
216 Transformer blocks (Appendix A.1.5).
Scaling ESM3 from 1.4 billion to 98 billion parameters
results in substantial improvements in the validation loss
for all tracks, with the greatest improvements observed
in sequence loss (Fig. 1D, Fig. S11).
These gains in
validation loss lead to better representation learning (Ta-
ble S7 and Fig. S8).
In single sequence structure pre-
diction (Table S8) on CAMEO, ESM3 98B obtains 0.895
mean local distance difference test (LDDT) and surpasses
ESMFold (0.865 LDDT). Unconditional generation pro-
duces high-quality proteins—with a mean predicted LDDT
(pLDDT) 0.84 and predicted template modeling score
(pTM) 0.52—that are diverse in both sequence (mean pair-
wise sequence identity 0.155) and structure (mean pairwise
TM score 0.48), spanning the distribution of known proteins
(Fig. 1E, Fig. S13).
Programmable design with ESM3
We explore the ability of ESM3 to follow complex prompts
with different compositions. ESM3 can be prompted with in-
structions from each of its input tracks: sequence, structure
coordinates, secondary structure (SS8), solvent-accessible
surface area (SASA), and function keywords. This allows
prompts to be specified at multiple levels of abstraction,
from atomic level structure to high level keywords describ-
ing the function and fold topology, using the learned gen-
erative model to find a coherent solution that respects the
prompt.
We evaluate ESM3’s ability to follow prompts in each of the
tracks independently. A set of prompts are constructed for
each of the tracks using a temporally held out test set of nat-
ural proteins (Appendix A.3.7). We evaluated the resulting
generations for consistency with the prompt and foldabil-
ity, the confidence of the structure prediction TM-score
(pTM) under ESMFold. We define consistency metrics for
each track: constrained site RMSD (cRMSD) is the RMSD
between the prompt coordinates and the corresponding co-
ordinates in the generation; SS3 accuracy is the fraction of
residues where three-class secondary structure between the
prompt and generations match; SASA spearman ρ is the cor-
relation between the SASA prompt and the corresponding
region of the generation; keyword recovery is the fraction of
prompt keywords recovered by InterProScan (38). Across
all tracks, ESM3 finds solutions that follow the prompt, and
have confidently predicted structures by ESMFold (pTM
> 0.8) (Fig. 2A).
Unconditional generations reflect the distribution of natural
proteins. Since we observed ESM3 can faithfully follow
prompts, we reasoned that prompting could steer the model
to generate proteins that differ from natural proteins. First
we test the ability of the model to follow out-of-distribution
prompts. We construct a set of prompts combining SS8 and
SASA from held out structures (TM < 0.7 to training set).
Under these prompts, while the model continues to generate
coherent globular structures (mean pTM 0.85 ± 0.03), the
distribution of similarities to the training set (as measured
by TM-score and sequence identity) shifts to be more novel
(average sequence identity to nearest training set protein
< 20% and mean TM-score 0.48 ± 0.09; Fig. 2B top). To
test the ability to generalize to structures beyond the distribu-
tion of natural proteins, we use secondary structure prompts
derived from a dataset of artificial symmetric protein de-
signs distinct from the natural proteins found in the training
dataset (Appendix A.3.8). Similarly, ESM3 produces high
confidence generations (pTM > 0.8, pLDDT > 0.8) with
low sequence and structure similarity to proteins in the train-
ing set (sequence identity < 20% and TM-score 0.52±0.10;
Fig. 2B bottom), indicating that the model can be used to
generate protein sequences and structures highly distinct
from those that exist in nature.
ESM3 is able to follow complex prompts, and has the ability
to compose prompts from different tracks, and at different
levels of abstraction. To evaluate this ability, we prompt
ESM3 with motifs that require the model to solve for spatial
coordination of individual atoms, including ones requiring
tertiary coordination between residues far apart in the se-
quence, such as catalytic centers and ligand binding sites.
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Simulating 500 million years of evolution with a language model
Figure 2. Generative programming with ESM3. (A) ESM3 can follow prompts from each of its input tracks. Density of faithfulness to
prompting for each of the tracks is shown. Generations achieve consistency with the prompt and high foldability (pTM). (B) ESM3 can be
prompted to generate proteins that differ in structure (left) and sequence (right) from natural proteins. Prompted generations (blue) shift
toward a more novel space vs. unconditional generations (red), in response to prompts derived from out-of-distribution natural structures
(upper panel) and computationally designed symmetric proteins (lower panel). (C) ESM3 generates creative solutions to a variety of
combinations of complex prompts. We show compositions of atomic level motifs with high level instructions specified through keyword
or secondary structure. Fidelity to the prompt is shown via similarity to reference structure (for keyword prompts) and all-atom RMSD
to the prompted structure (for atomic coordination prompts). Solutions differ from the scaffolds where the motif was derived (median
TM-score 0.36 ± 0.14), and for many motifs (e.g. serotonin, calcium, protease inhibitor, and Mcl-1 inhibitor binding sites), we could find
no significant similarity to other proteins that contain the same motif. (D) An example of especially creative behavior. ESM3 compresses
a serine protease by 33% while maintaining the active site structure.
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Simulating 500 million years of evolution with a language model
We combine these with prompts that specify the fold archi-
tecture. For each unique combination of motif and scaffold,
we generate samples until the prompt is satisfied (cRMSD
< 1.5 ˚
A for coordinates; TM > 0.6 to a representative struc-
ture for fold level prompts; and SS3 accuracy > 80% for
secondary structure prompts) with high confidence (pTM
> 0.8, pLDDT > 0.8).
We find that ESM3 is able to solve a wide variety of such
tasks (Fig. 2C). It does so without retrieving the motif’s orig-
inal scaffold (median TM-score of 0.40 ± 0.10 to reference
protein; Appendix A.3.9). In some cases, the scaffolds are
transferred from existing proteins which have similar motifs
(for example, the ESM3-designed alpha-helical scaffold for
the zinc-binding motif has high similarity to Ni2+-binding
proteins, PDB: 5DQW, 5DQY; Fig. 2C, row 3 column 1).
For many motifs (e.g., binding sites for serotonin, calcium,
protease inhibitor, and Mcl-1 inhibitor) Foldseek (39) finds
no significant similarity to other proteins that contain the
same motif. In these cases we observe that sometimes the
motif has been grafted into entirely different folds (e.g. a
protease inhibitor binding site motif in a beta-barrel which
is most similar to a membrane-bound copper transporter,
PDB: 7PGE; Fig. 2C, row 3 column 3). At other times, the
scaffold appears to be entirely novel, such as an alpha/beta
protein designed to scaffold the Mcl-1 inhibitor binding mo-
tif, which has low structural similarity to all known proteins
in the PDB, ESMAtlas, and the AlphaFold databases (max.
TM-score < 0.5; Fig. 2C, row 4 column 1). Overall, the
generated solutions have high designability, i.e. confident
recovery of the original structure after inverse folding with
ESMFold (median pTM 0.80 ± 0.08; scTM 0.96 ± 0.04;
Appendix A.3.9).
Through experiments with prompt engineering, we have
observed especially creative responses to prompts. Here,
we highlight an example of protein compression. Starting
from a natural trypsin (PDB 1Y3V), we prompt with the
sequence and coordinates of the catalytic triad as well as
functional keywords describing trypsin, but reduce the over-
all generation length by a third (from 223 to 150 residues).
ESM3 maintains the coordination of the active site (cRMSD
0.73 ˚
A) and the overall fold with high designability (pTM
0.84, scTM mean 0.97, std 0.006), despite the significant re-
duction in sequence length and the fold only being specified
by the function keyword prompt (Fig. 2D).
These examples illustrate ESM3’s ability to find creative
solutions to prompts specified in any of its input tracks,
individually or in combination. This capability enables a
rational approach to protein design, providing control at
various levels of abstraction, from high-level topology to
atomic coordinates, using a generative model to bridge the
gap between the prompt and biological complexity.
Biological alignment
While we have observed meaningful increases in perfor-
mance in the base models with scale, larger models could
have even greater latent capabilities that we do not observe.
The base ESM3 models can be prompted to perform dif-
ficult tasks such as atomic coordination and composition
of prompts, despite the fact that the models have not been
explicitly optimized for these objectives. Likewise, the prop-
erties we evaluate generative outputs on—such as high pTM,
low cRMSD, and adherence to multimodal prompting—are
only seen by the model indirectly during pre-training. Align-
ing the model directly to these tasks with finetuning could
elicit even greater capability differences with larger models.
We study how the base models can be aligned (40) to
generate proteins that satisfy challenging prompts. To do
this, for each model we construct a dataset of partial struc-
ture prompts, generate multiple protein sequences for each
prompt, and then fold and score each of the sequences us-
ing ESM3 for consistency with the prompt (cRMSD) and
foldability (pTM). High quality samples are paired with
low quality samples for the same prompt to construct a
preference dataset (Appendix A.4). ESM3 is then tuned to
optimize a preference tuning loss, which incentivizes the
model to put higher likelihood on the high quality samples
compared to low quality samples (Appendix A.4) (41, 42).
After aligning the ESM3 1.4B, 7B, and 98B base models,
we evaluate their absolute performance, and the shift in
the distribution of generations. To measure consistency
of a generation with a prompt, the generated sequence is
folded and success is measured based on structural metrics
(backbone cRMSD < 1.5 ˚
A) and foldability (pTM > 0.8).
To ensure that the model used for evaluation is orthogonal
to that used for creating the preference dataset, we conduct
these evaluations using ESMFold.
We examine the ability of the model to generate high-
quality scaffolds using challenging tertiary motif scaffolding
prompts. We prompt ESM3 with the amino acid identities
and atomic coordinates of residues derived from a dataset
of 46 ligand binding motifs in a set of temporally held out
proteins (Appendix A.4.5). For each motif task, we create
1024 prompts by permuting the order of the residues, vary-
ing their position in the sequence, and varying the length
of the sequence. A single protein is generated per prompt.
We evaluate success using the percentage of tasks solved
(backbone cRMSD < 1.5 ˚
A, pTM > 0.8) after 128 genera-
tions (Appendix A.4.5).
Preference tuned models solve double the atomic coordina-
tion tasks compared to base models (Fig. 3A). While the
base models show differences in the fraction of tasks solved
(9.5% for 1.4B, 19.0% for 7B, 26.8% for 98B; Fig. 3A), a
much larger capability difference is revealed through align-
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Simulating 500 million years of evolution with a language model
Figure 3. The ability to solve complex tasks increases with scale through alignment. ESM3 is aligned to follow atomic coordination
prompts with a dataset of preference pairs constructed from prompted generations, where positive samples with good scores for desired
properties (high pTM, low cRMSD) are paired with negative samples with worse scores. The preference tuning loss encourages the model
to put higher likelihood on the positive samples. After training, models are evaluated by prompting with coordinates in tertiary contact.
(A) We show the effect of finetuning on the fraction of tasks solved with 128 generations (Pass@128). A large gap opens between the
models with scale. The response to alignment shows a latent capability to solve complex tasks in the largest model. Error bars show 2
standard deviations. (B) Number of distinct solutions (clustered at TM > 0.8) generated for each tertiary motif. After finetuning we often
see a number of unique structures for ligands for which we have successes. (C) Densities of prompted generations are shown for the base
model (left) and aligned model (right) at the 98B scale for a number of randomly selected ligands. After alignment, the fidelity to the
prompt (cRMSD) and quality of generations (pTM) tends to improve meaningfully.
ment (9.5% to 18.8%, 19.0% to 37.4%, 26.8% to 65.5% for
the 1.4B, 7B and 98B models, respectively). Preference-
tuned models not only solve a greater proportion of tasks,
but also find a greater number of solutions per task, as evalu-
ated by the number of distinct structural clusters (TM > 0.8)
with backbone cRMSD < 1.5 ˚
Aand pTM > 0.8 (Fig. 3B).
A shift in the distribution of ESMFold pTM and backbone
cRMSD for each ligand binding motif is observed (Fig. 3C;
Fig. S17). At the 98B scale, the finetuned model produces
more distinct successful clusters than the base model on 37
of the 46 tested ligands, while the remaining 9 ligands were
not solved by either the base or aligned model, indicating
that alignment almost universally improves the faithfulness
to the prompt and the foldability of the generated proteins.
Compared to a supervised finetuning baseline, which only
maximizes the likelihood of the positive examples, pref-
erence tuning leads to larger improvements at all scales
(Appendix A.4.6).
These results demonstrate that preference tuning extracts
latent capability in the models. The capability of larger
models to solve challenging tasks become far more apparent
after alignment. Since alignment can be performed with
arbitrary objectives, this is an indication of a general ability
to respond to finetuning that greatly improves with scale.
Generating a new fluorescent protein
We sought to understand if the base pre-trained ESM3 model
has sufficient biological fidelity to generate functional pro-
teins. We set out to create a functional green fluorescent
protein (GFP) with low sequence similarity to existing ones.
We chose the functionality of fluorescence because it is
difficult to achieve, easy to measure, and one of the most
beautiful mechanisms in nature.
Responsible for the fluorescence of jellyfish and the vivid
colors of coral (43), proteins in the GFP family are unique
in their ability to form a fluorescent chromophore without
cofactors or substrates (27). This property allows the GFP
sequence to be inserted into the genomes of other organisms
to visibly label molecules, cellular structures, or processes,
providing a foundational toolkit that has been broadly ap-
plied across the biosciences.
The GFP family has been the subject of decades of pro-
tein engineering efforts, but still the vast majority of func-
tional variants have come from prospecting the natural
world. Rational design and machine learning-assisted high-
throughput screening have yielded GFP sequences with
improved properties—such as higher brightness or stabil-
ity, or differently colored variants—that incorporated small
numbers of mutations (typically 5 to 15, out of the total 238
amino acid coding sequence) from the originating sequence.
Studies have shown that only a few random mutations re-
duces fluorescence to zero (44–46). whereas in rare cases,
leveraging high throughput experimentation, scientists have
been able to introduce up to 40-50 mutations i.e. a 20%
difference in total sequence identity (44, 47, 48) while
retaining GFP fluorescence.
Generating a new GFP would require materialization of the
complex biochemistry and physics that underlie its fluo-
rescence. In all GFPs, an autocatalytic process forms the
chromophore from three key amino acids in the core of
the protein. The unique structure of GFP, a kinked central
alpha helix surrounded by an eleven stranded beta barrel
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Simulating 500 million years of evolution with a language model
Figure 4. Generating a new fluorescent protein with a chain of thought. (A) We prompt ESM3 with the sequence and structure of residues
required for forming and catalyzing the chromophore reaction, as well as the structure of part of the central alpha helix from a natural
fluorescent protein (left). Through a chain of thought, ESM3 generates design candidates (right). (B) ESM3 found a bright GFP distant
from other known GFPs in two experiments. We measured fluorescence in E. coli lysate. Top row, photograph of plates. Bottom row,
plate reader fluorescence quantification. Positive controls of known GFPs are marked with purple circles, negative controls with no GFP
sequence or no E. Coli are marked with red circles. In the first experiment (left) we expressed designs with a range of sequence identities.
A notable design with low sequence identity to known fluorescent proteins appears in the well labeled B8 (highlighted in a black circle
bottom, white circle top). We continue the chain of thought from the protein in B8 for the second experiment (right). A bright design
appears in the well labeled C10 (black circle bottom, white circle top) which we designate esmGFP. (C) esmGFP exhibits fluorescence
intensity similar to common GFPs. Normalized fluorescence is shown for a subset of proteins in experiment 2. (D) Excitation and
emission spectra for esmGFP overlaid on the spectra of EGFP. (E) Two cutout views of the central alpha helix and the inside of the beta
barrel of a predicted structure of esmGFP. The 96 mutations esmGFP has relative to its nearest neighbor, tagRFP, are shown in blue. (F)
Cumulative density of sequence identity between fluorescent proteins across taxa. esmGFP has the level of similarity to all other FPs that
is typically found when comparing sequences across orders, but within the same class. (G) Evolutionary distance by time in millions of
years (MY) and sequence identities for three example anthozoa GFPs and esmGFP. (H) Estimator of evolutionary distance by time (MY)
from GFP sequence identity. We estimate esmGFP is over 500 million years of natural evolution removed from the closest known protein.
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Simulating 500 million years of evolution with a language model
with inward facing coordinating residues, enables this re-
action (49). Once formed, the chromophore must not just
absorb light but also emit it in order to be fluorescent. Light
emission is highly sensitive to the local electronic environ-
ment of the chromophore. For these reasons, obtaining a
new functional GFP would require precise configuration of
both the active site and the surrounding long range tertiary
interactions throughout the beta barrel.
In an effort to generate new GFP sequences, we directly
prompt the base pretrained 7B parameter ESM3 to generate
a 229 residue protein conditioned on the positions Thr62,
Thr65, Tyr66, Gly67, Arg96, Glu222, which are critical
residues for forming and catalyzing the chromophore reac-
tion (Fig. 4A). We additionally condition on the structure
of residues 58 through 71 from the experimental structure
in 1QY3, which are known to be structurally important for
the energetic favorability of chromophore formation (50).
Specifically, sequence tokens, structure tokens, and atomic
coordinates of the backbone are provided at the input and
generation begins from a nearly completely masked array of
tokens corresponding to 229 residues, except for the token
positions used for conditioning.
We generate designs using a chain-of-thought procedure as
follows. The model first generates structure tokens, effec-
tively creating a protein backbone. Backbones that have
sufficiently good atomic coordination of the active site but
differentiated overall structure from the 1QY3 backbone
pass through a filter to the next step of the chain. We add
the generated structure to the original prompt to generate
a sequence conditioned on the new prompt. We then per-
form an iterative joint optimization, alternating between
optimizing the sequence and the structure. We reject chains-
of-thought that lose atomic coordination of the active site
(Appendix A.5.1). We draw a computational pool of 10s
of thousands of candidate GFP designs from the intermedi-
ate and final points in the iterative joint optimization stage
of the generation protocol. We then bucket the designs by
sequence similarity to known fluorescent proteins and fil-
ter and rank designs using a variety of metrics (details in
Appendix A.5.1.5).
We performed a first experiment with 88 designs on a 96
well plate, with the top generations in each sequence sim-
ilarity bucket. Each generated protein was synthesized,
expressed in E. coli, and measured for fluorescence activity
at an excitation wavelength of 485 nm Fig. 4B left. We mea-
sured brightness similar to positive controls from a number
of designs that have higher sequence identity with naturally
occurring GFPs. We also identify a design in well B8 (high-
lighted in a black circle) with only 36% sequence identity
to the 1QY3 sequence and 57% sequence identity to the
nearest existing fluorescent protein, tagRFP. This design
was 50x less bright than natural GFPs and its chromophore
matured over the course of a week, instead of in under a
day, but it presents a signal of function in a new portion of
sequence space that to our knowledge has not been found in
nature or through protein engineering.
We continue the chain of thought starting from the sequence
of the design in well B8 to generate a protein with improved
brightness, using the same iterative joint optimization and
ranking procedure as above. We create a second 96 well
plate of designs, and using the same plate reader assay we
find that several designs in this cohort have a brightness in
the range of GFPs found in nature. The best design, located
in well C10 of the second plate (Fig. 4B right), we designate
esmGFP.
We find esmGFP exhibits brightness in the distribution of
natural GFPs. We evaluated the fluorescence intensity at 0,
2, and 7 days of chromophore maturation, and plot these
measurements for esmGFP, a replicate of B8, a chromophore
knockout of B8, along with three natural GFPs avGFP,
cgreGFP, ppluGFP (Fig. 4C). esmGFP takes longer to ma-
ture than the known GFPs that we measured, but achieves
a comparable brightness after two days. To validate that
fluorescence was mediated by the intended Thr65 and Tyr66,
we show that B8 and esmGFP variants where these residues
were mutated to glycine lost fluorescence activity (Fig. S21).
Analysis of the excitation and emission spectra of esmGFP
reveals that its peak excitation occurs at 496 nm, which
is shifted 7 nm relative to the 489 nm peak for EGFP,
while both proteins emit at a peak of 512nm (Fig. 4D).
The shapes of the spectra indicated a narrower full-width-
half-maximum (FWHM) for the excitation spectrum of es-
mGFP (39mm for esmGFP vs 56 nm for EGFP), whereas
the FWHM of their emission spectra were highly compa-
rable (35nm and 39 nm, respectively). Overall esmGFP
exhibits spectral properties consistent with known GFPs.
We next sought to understand how the sequence and struc-
ture of esmGFP compares to known proteins. A BLAST
(51) search against the non-redundant protein sequences
database and an MMseqs (52) search of ESM3’s training
set report the same top hit—tagRFP, which was also the
nearest neighbor to B8—with 58% sequence identity, rep-
resenting 96 mutations throughout the sequence. tagRFP
is a designed variant, and the closest wildtype sequence to
esmGFP from the natural world is eqFP578, a red fluores-
cent protein, which differs from esmGFP by 107 sequence
positions (53% identity). Sequence differences between es-
mGFP and tagRFP occur throughout the structure (Fig. 4E)
with 22 mutations occurring in the protein’s interior, which
is known to be intensely sensitive to mutations due to chro-
mophore proximity and a high density of interactions (46).
Examination of a sequence alignment of 648 natural and de-
signed GFP-like fluorescent proteins revealed that esmGFP
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Simulating 500 million years of evolution with a language model
has the level of similarity to all other FPs that is typically
found when comparing sequences across taxonomic orders,
but within the same taxonomic class (Fig. 4F). For example,
the difference of esmGFP to other FPs is similar to level of
difference between FPs belonging to the orders of sclerac-
tinia (stony corals) and actiniaria (sea anemones) both of
which belong to the larger class anthozoa of marine inver-
tebrates (Fig. 4G). The closest FPs to esmGFP come from
the anthozoa class (corals and anemones), average sequence
identity 51.4%, but esmGFP also shares some sequence
identity with FPs from the hydrozoa (jellyfish) where the
famous avGFP was discovered, average sequence identity
33.4% (Fig. S22).
We can draw insight from evolutionary biology on the
amount of time it would take for a protein with similar
sequence identity to arise through natural evolution. In
Fig. 4G we show esmGFP alongside three Anthozoan GFPs.
We use a recent time-calibrated phylogenetic analysis of
the Anthozoans (53) that estimated the millions of years
ago (MYA) to last common ancestors to estimate evolu-
tionary time between each pair of these species. Using a
larger dataset of six Anthozoan GFPs and species for which
we have accurate MYA to last common ancestors and GFP
sequence identities, we construct a simple estimator that
correlates sequence identity between FPs to MY of evo-
lutionary time between the species (Fig. 4H) to calibrate
against natural evolution. Based on this analysis we estimate
esmGFP represents an equivalent of over 500 million years
of evolution from the closest protein that has been found in
nature.
Discussion
We have found that language models can reach a design
space of proteins that is distant from the space explored
by natural evolution, and generate functional proteins that
would take evolution hundreds of millions of years to dis-
cover. Protein language models do not explicitly work
within the physical constraints of evolution, but instead can
implicitly construct a model of the multitude of potential
paths evolution could have followed.
Proteins can be seen as existing within an organized space
where each protein is neighbored by every other that is one
mutational event away (54). The structure of evolution ap-
pears as a network within this space, connecting all proteins
by the paths that evolution can take between them. The
paths that evolution can follow are the ones by which each
protein transforms into the next without the collective loss
of function of the system it is a part of.
It is in this space that a language model sees proteins. It sees
the data of proteins as filling this space, densely in some
regions, and sparsely in others, revealing the parts that are
accessible to evolution. Since the next token is generated
by evolution, it follows that to solve the training task of
predicting the next token, a language model must predict
how evolution moves through the space of possible proteins.
To do so it will need to learn what determines whether a
path is feasible for evolution.
Simulations are computational representations of reality. In
that sense a language model which can predict possible out-
comes of evolution can be said to be a simulator of it. ESM3
is an emergent simulator that has been learned from solving
a token prediction task on data generated by evolution. It has
been theorized that neural networks discover the underlying
structure of the data they are trained to predict (55, 56). In
this way, solving the token prediction task would require
the model to learn the deep structure that determines which
steps evolution can take, i.e. the fundamental biology of
proteins.
In ESM3’s generation of a new fluorescent protein, it is the
first chain of thought to B8 that is the most intriguing. At 96
mutations to B8’s closest neighbor there are
229
96
× 1996
possible proteins, an astronomical number out of which
only a vanishingly small fraction can have function, since
fluorescence falls off sharply even after just a few random
mutations. The existence of C10 and other bright designs
in the neighborhood of B8 confirms that in the first chain
of thought to B8, ESM3 found a new part of the space of
proteins that, although unexplored by nature, is dense with
fluorescent proteins.
ACKNOWLEDGEMENTS
We thank Eric Schreiter, Karel Svoboda, and Srinivas Turaga
for feedback on the properties of esmGFP. We thank Marko
Iskander, Vishvajit Kher, and the Andromeda cluster team
for support on compute infrastructure. We thank April
Pawluk for assistance with manuscript preparation. We also
thank the experts who provided feedback on our approach
to responsible development, and the experts who partici-
pated in the review of the risks and benefits of releasing
ESM3-open.
CONTRIBUTIONS
Data: H.A., Z.L., R.R., A.R., T.S., N.T., R.V.
Pre-training: H.A., S.C., J.D., T.H., Z.L., D.O., R.R., A.R.,
T.S., I.S., R.V., M.W.
Post-training: H.A., S.C., A.D., J.G., T.H., D.O., R.R.,
A.R., M.W.
Evaluation and Analysis: R.B., J.D., A.D., T.H., Y.K.,
C.K., Z.L., R.S.M., A.R., N.J.S.
Open Model & Responsible Development: J.G., I.S.,
10
PREVIEW
Simulating 500 million years of evolution with a language model
N.J.S., T.S., R.S.M., Z.L., R.R., A.R., N.T.
API & Deployment: J.G., C.M., R.S.M., Z.L., T.S.
GFP Computational: S.C., T.H., N.J.S., A.R., R.V.
GFP Experimental Validation:
L.J.B., P.D.H., Y.K.,
N.J.S., N.T., V.Q.T.
COMPETING INTERESTS
Authors H.A., R.B., S.C., J.D., A.D., J.G., T.H., C.K., Z.L.,
R.S.M., C.M., D.O., R.R., A.R., N.J.S., T.S., I.S., N.T., R.V.,
M.W. are employees of EvolutionaryScale, PBC. P.D.H. is
a cofounder of Stylus Medicine, Circle Labs, and Spotlight
Therapeutics, serves on the board of directors at Stylus
Medicine, is a board observer at EvolutionaryScale, Circle
Labs, and Spotlight Therapeutics, a scientific advisory board
member at Arbor Biosciences and Veda Bio, and an advisor
to NFDG, Varda Space, and Vial Health. Patents have been
filed related to aspects of this work.
MODEL AND DATA AVAILABILITY
Weights and code for ESM3-open are provided for academic
research use. The ESM3-open model was reviewed by a
committee of technical experts who found that the benefits
of releasing the model greatly outweighed any potential
risks. ESM3 models will be available via API with a free
access tier for academic research. The sequence of esmGFP
(along with the other GFPs generated for this work) is com-
mitted to the public domain. Plasmids for esmGFP-C10 and
esmGFP-B8 will be made available.
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bioRxiv, page
2023.12.07.570727,
December
2023.
URL
https://www.biorxiv.org/content/10.
1101/2023.12.07.570727v1.
[111] Thomas A Hopf, John B Ingraham, Frank J Poelwijk,
Charlotta PI Sch¨
arfe, Michael Springer, Chris Sander,
and Debora S Marks. Mutation effects predicted
from sequence co-variation. Nature biotechnology,
35(2):128, February 2017. ISSN 15461696. doi:
10.1038/nbt.3769. URL http://www.nature.
com/articles/nbt.3769. Publisher: Nature
Publishing Group.
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Appendices
A Materials and Methods
21
A.1 Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21
A.1.1
Notation
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21
A.1.2
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21
A.1.3
Tokenization
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21
A.1.4
ESM3 Inputs and Forward Pass
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
21
A.1.5
Transformer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
23
A.1.6
Geometric Attention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
24
A.1.7
Structure Tokenizer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26
A.1.8
Function Tokenization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
31
A.1.9
Other Tracks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
36
A.1.10 ESM3 Inference
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
37
A.2 Training ESM3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
37
A.2.1
Pre-training Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
37
A.2.2
Pre-training Tasks
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
39
A.2.3
Training Details . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
41
A.3
Model evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
42
A.3.1
Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
42
A.3.2
Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
42
A.3.3
Representation Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
42
A.3.4
Structure Prediction
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
43
A.3.5
Conditional Likelihood . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
43
A.3.6
Unconditional Generation
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
43
A.3.7
Prompt-following Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
46
A.3.8
Steerable Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
49
A.3.9
Composing Prompts
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
49
A.3.10 Multimodal Editing Examples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
51
A.4 Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
53
A.4.1
Algorithm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
53
A.4.2
Preference Tuning Intuition
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
54
A.4.3
Evaluation Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
54
A.4.4
Training Dataset
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
55
A.4.5
Evaluation Dataset: Atomic Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
55
A.4.6
Supervised Finetuning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
55
A.4.7
Training Hyperparameters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
55
A.5
GFP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
55
A.5.1
Generation and Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
59
A.5.2
Experimental Methods and Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
61
A.5.3
Sequence searches and comparisons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
62
A.5.4
Phylogenetic Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
63
A.6
Open model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
64
A.6.1
ESM3-open Mitigations
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
64
A.6.2
ESM3-open Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
67
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A. Materials and Methods
A.1. ARCHITECTURE
A.1.1. Notation
In the following, we use L to denote the sequence length, d
for the embedding dimension, {a..b} to denote the inclusive
set of integers from a to b, and [a, b] an interval of real
numbers. SE(3) is the special Euclidean group, which we
use to denote frames (Appendix A.1.6.1).
A.1.2. Overview
ESM3 is all-to-all generative model that both conditions
on and generates a variety of different tracks. As input,
ESM3 is conditioned on various tracks as described in Ap-
pendix A.1.5.1, and as output, ESM3 generates predictions
detailed in Appendix A.1.5.2.
The generative pipeline is as follows.
Tokenization First, raw inputs are tokenized as described
in Appendix A.1.3. Structural inputs are tokenized
via a VQ-VAE (Appendix A.1.7). Function keywords
are tokenized by quantizing the TF-IDF transform of
functional keywords with locality sensitive hashing
(LSH), detailed in Appendix A.1.8.
Transformer Trunk A standard Transformer (57, 58) ar-
chitecture processes the post-tokenized inputs. Geo-
metric Attention (Algorithm 6 and Fig. S2) directly
processes structural coordinates as input. Model out-
puts are logits over token space, and can be sampled
to obtain outputs described in Appendix A.1.5.2. The
overall architecture is diagrammed in Fig. S1.
Decoder Most tracks can be naively decoded into tokens
detailed in Appendix A.1.3. Structure tokens must
be decoded with a model - we use a 700M parameter
transformer model to do this, trained post-hoc (Ap-
pendix A.1.7.2). The decoder uses sequence tokens and
structure tokens to directly predict coordinates, pTM,
and pLDDT (59). Function tokens are decoded using
a small 3-layer transformer, trained post-hoc to invert
the LSH quantization procedure (Appendix A.1.8.2.1).
A.1.3. Tokenization
During tokenization, special beginning-of-sequence (BOS)
and end-of-sequence (EOS) tokens are prepended and ap-
pended to mark the real start of sequences. When sequences
are cropped due to length, the BOS and EOS tokens are
cropped out to indicate protein fragments. In all cases, one
token per track is used for each amino acid.
Sequence Protein sequences are tokenized as the 20 canon-
ical amino acids, plus BOS, EOS, mask, pad, unknown.
We keep four non-standard amino acids as in Lin et al.
(5), B - Asparagine, U - selenocysteine, Z - glutamic
acid, and O - ornithine. This totals to 29 tokens.
Structure Structure tokenization is described in Ap-
pendix A.1.7.1. ESM3 uses a codebook size of 4096
with 4 special tokens - EOS, BOS, mask, and pad.
Secondary Structure Secondary structure is taken to be
the canonical 8-class tokens (60), with unknown and
mask, for a total of 10 tokens. The mask token is forced
to be the 0-vector during embedding.
SASA The continuous values representing SASA are to-
kenized by discretization into a fixed set of 16 bins.
SASA bin boundaries were chosen by computing
SASA on 100 random structures and ensuring an equal
number of residues belong in each bin. Unknown and
mask are used for a total of 18 tokens. The mask token
is forced to be the 0-vector during embedding.
Function annotations We tokenize function annotations
as bags of keywords, described in Appendix A.1.8.
Keywords are quantized using LSH into 8 tokens per
residue, each of which can be one of 255 tokens. There
are three special tokens, empty set, no-annotation, and
mask. Again, the mask token is forced to be the 0-
vector during embedding.
Residue annotations InterPro annotations are tokenized
as a multi-hot feature vector (1478 dimensions) over
possible InterPro labels (38). Input annotations are
limited to a maximum of 16. When annotations are not
present, we enforce that the 0-vector is added.
A.1.4. ESM3 Inputs and Forward Pass
As mentioned above, ESM3 can take several tracks, all of
which are optionally disabled via masking. In the following,
we concisely denote the inputs to ESM3 as
xinputs =
xstructure ∈{0..4099}L, xss8 ∈{0..10}L,
xsasa ∈{0..18}L, xfunc ∈{0..258}L×8,
xres ∈{0, 1}L×1478, xres ∈{0, 1}L×1478,
xplddt ∈[0, 1]L, xavgplddt ∈[0, 1]
We now present the high level algorithm for a forward pass
of ESM3:
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Figure S1. The ESM3 architecture. ESM3 is a masked language model that reasons over protein sequence, structure, and function, each
of which are represented as token tracks at the input and output. Tokens are embedded and summed at the input to a transformer stack.
The first block (expanded on the right) contains an additional geometric attention layer for processing atomic coordinate inputs. During
training, random masks are sampled and applied to each track. Masked token positions are predicted at the output.
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Algorithm 1 esm3_forward
Input: xinputs
1: z(0)
embed = encode_inputs (xinputs)
▷RL×d
2: for ℓ∈{1..nlayers} do
3:
z(ℓ)
embed = transformer_block (z(ℓ−1)
embed )
4: end for
5: for track in desired output tracks do
6:
ztrack = regression_head (z(nlayers)
embed )
7: end for
8: return Track specific logits ztrack ∈RL×ctrack
In the next few sections, we detail each component.
A.1.5. Transformer
Our network is based on the transformer architecture (57),
incorporating several subsequent improvements: We use
Pre-LN instead of Post-LN (58), rotary embeddings (61)
instead of absolute positional embeddings, and we replace
ReLU non-linearity with SwiGLU (62). The hidden dimen-
sion is set to approximately
8
3d, rounded to the nearest
multiple of 256 for training efficiency. No biases are used in
linear layers or layer norms, as suggested by PaLM (63). We
have observed through the literature and in internal experi-
ments that these architecture changes improve the stability
and performance of models.
A core architectural modification we make is the insertion
of the Geometric Attention sub-layer in the first block of the
network only (Appendix A.1.5, line 3).
Algorithm 2 transformer_block
Input: x ∈RL×d, T ∈SE(3)L
1: s =
q
36
nlayers
▷R
2: x = x + s · MultiHeadSelfAttention(x)
▷RL×d
3: x = x + s · geometric_mha (x, T)
▷RL×d
4: x = x + s · SwiGLUMLP(x)
▷RL×d
ESM3-small (1.4B) is a 48-layer network, while ESM3-
medium (7B) has 96 layers, and ESM3-large (98B) has
216 layers. We experimented with different width-to-depth
ratios and observed higher returns for depth than width.
Prior work also demonstrates that modalities like ours bene-
fit more from deeper networks (64, 65). Detailed network
specifications can be found in Table S1.
A.1.5.1. EMBEDDING
There are 7 unique input tracks to ESM3: (a) sequence
(amino acid tokens), (b) structure coordinates, (c) struc-
ture tokens, (d) 8-class secondary structure labels (SS8),
(e) quantized solvent-accessible surface area (SASA) val-
ues, (f) function keyword tokens and (g) residue (InterPro)
annotation binary features.
There are two additional tracks used during pre-training
only: (h) per-residue confidence (pLDDT) and (i) averaged
confidence (pLDDT). At inference time, these values are
fixed, and these tracks are equivalent to adding a constant
vector zplddt.
Structure coordinates are parsed through the Geometric At-
tention and are not embedded.
For keyword-based function tokens, each of the eight in-
tegers per residue is converted to a “sub-embedding” (Ap-
pendix A.1.5.1 line 5), then concatenated to form the per-
residue embedding (Appendix A.1.5.1 line 6). For InterPro
residue annotations, the inputs are multi-hot. To create
an embedding vector, we sum the embeddings for each
of the “on” features (equivalent to the matrix-multiply on
Appendix A.1.5.1 line 7).
The largest model, 98B has an additional taxonomy track
detailed in Appendix A.1.9.2, only enabled in the final 30K
steps of pre-training.
The embeddings are all summed as input to the first layer in
the network architecture.
Algorithm 3 encode_inputs
Input: xinputs =
{xseq, xstructure, xss8, xsasa, xfunc, xres, xplddt, xavgplddt}
1: zseq = embed(xseq)
▷RL×d
2: zstructure = embed(xstructure)
▷RL×d
3: zss8 = embed(xss8)
▷RL×d
4: zsasa = embed(xsasa)
▷RL×d
5: hfunc,i = embed([xfunc]:,i)
▷RL× d
8
6: zfunc = [hfunc,1 | hfunc,2 | . . . | hfunc,8]
▷RL×d
7: zres = xresWres
▷RL×d
8: zplddt = plddt_embed (xplddt, xavgplddt)
▷RL×d
9: return zseq +zplddt +zstructure +zss8 +zsasa +zfunc +zres
A.1.5.2. LOGITS
We use a regression_head to take in d dimensional
last layer hidden features and produce ctrack-dimensional
logits for each of the tracks, where ctrack corresponds to the
size of the vocabulary per track. Note that for the keyword
function tokens, we produce cfunc × 8 logits, and softmax
over each of the 8 independently when calculating the loss.
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Params
nlayers
dmodel
dhead
Context
length
Learning
rate
Warmup
steps
Batch
size in
tokens
Num
steps
Total
tokens
FLOPs
1.4B
48
1536
64
2048
4.0e-4
5K
1,572,864 50K
∼80B
6.72 × 1020
1.4B
48
1536
64
2048
4.0e-4
5K
1,572,864 200K
∼320B
2.7 × 1021
7.7B
96
2560
128
2048
2.5e-4
5K
3,932,160 140K
∼550B
2.47 × 1022
98.5B
216
6144
128
2048
1.0e-4
20K
4,194,304 430K
∼1.8T
1.07 × 1024
Table S1. Parameter details for different model configurations.
Algorithm 4 regression_head
Input: x ∈R...×d
1: z = projin(x)
2: z = GeLU(z)
3: z = LayerNorm(z)
4: z = projout(z)
5: return z
Except for structure coordinates, we output predictions for
each of the tracks detailed in Appendix A.1.5.1: (a) se-
quence, (b) structure tokens, (c) SS8, (d) quantized SASA,
(e) function keyword tokens and (f) residue (InterPro) anno-
tation binary features.
Except for the multi-hot residue annotations, all other tracks
are predicted as a categorical distribution over possible to-
kens.
A.1.6. Geometric Attention
As mentioned in Appendix A.1.5.1, ESM3 processes struc-
tural information in two independent ways:
Geometric Attention Described in Algorithm 6, this lever-
ages fine-grained 3D information via conditioning on
exact coordinates. We find that conditioning on coor-
dinates is critical to good inverse folding performance.
Coordinates are only used as model inputs.
Structure Tokens Described in Appendix A.1.7, structure
tokens enable faster learning due to rich local neighbor-
hood semantics being compressed into tokens. Struc-
ture tokens are generally used as model outputs.
Geometric attention enables high-throughput encoding of
protein structures. Protein backbone structure can be rep-
resented by the relative distance and orientation of frames
defined by each residue’s backbone coordinates. Reasoning
over the relative orientation of frames is important to capture
the local backbone geometry when only partial structure is
provided. Geometric attention is an SE(3) invariant all-
to-all attention mechanism which reasons over the relative
distances and orientations of all defined frames in the input
(Fig. S2). Because this attention operation can be realized
using the same computational primitives as attention, it is
readily scalable.
We first provide an overview of frames, and then describe
how geometric attention uses them:
A.1.6.1. FRAMES
Frames are representations that encapsulate the 3D posi-
tional and rotational information of residue backbones and
sidechains in a protein structure. We use a formulation simi-
lar to Ingraham et al. (66). Each frame T ∈SE(3) consists
of a rotation matrix R ∈SO(3) and a translation vector
t ∈R3.
Definition: A frame Ti for residue i is defined as:
Ti =
Ri
ti
01×3
1
∈SE(3)
where Ri ∈SO(3) and ti ∈R3.
Rotation Matrix: The rotation matrix Ri for residue i is
composed of three 3-dimensional vectors [ˆ
x, ˆ
e1, ˆ
e2]:
1. ˆ
x and ˆ
e1 are orthogonal unit vectors on the N −
Cα −C plane.
2. ˆ
e2 is a unit vector perpendicular to both ˆ
x and ˆ
e1.
This matrix rotates vectors to a local coordinate system
where the N −Cα −C plane for the corresponding
residue spans the xy plane.
Translation Vector: The translation vector ti specifies the
position of the residue’s Cα.
Transformation: To transform a point p ∈R3 from the
local frame of residue i to the global coordinate system,
the following equation is used:
pglobal = Ti(p) = Rip + ti
Inverse Transformation: To transform a point pglobal ∈
R3 from the global coordinate system back to the local
frame of residue i, the following equation is used:
p = T −1
i
(pglobal) = R−1
i (pglobal −ti)
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Simulating 500 million years of evolution with a language model
Figure S2. Geometric attention. Geometric attention is an SE(3) invariant all-to-all attention mechanism where the attention score matrix
is a weighted sum of two terms: (1) the pairwise distances between queries and keys rotated and translated by their respective backbone
frames, and (2) the pairwise dot products between queries and keys rotated by their respective backbone frames. This attention mechanism
encodes structural information with throughput comparable to the standard attention operation in transformers.
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To create frames, all we require is a translation vector ⃗
t, and
two vectors ⃗
x and ⃗
y defining the local xy plane after con-
version to global coordinates, from which the frame T can
be calculated with the standard Gram-Schmidt algorithm:
Algorithm 5 gram_schmidt
Input: ⃗
t ∈RL×3, ⃗
x ∈RL×3, ⃗
y ∈RL×3
1: ˆ
x =
⃗
x
∥⃗
x∥
2: ⃗
e1 = ⃗
y −(ˆ
x · ⃗
y)ˆ
x
3: ˆ
e1 =
⃗
e1
∥⃗
e1∥
4: ˆ
e2 = ˆ
x × ˆ
e1
5: R = [ˆ
x, ˆ
e1, ˆ
e2]
▷SO(3)L
6: T =
h
R
⃗
t
01×3 1
i
▷SE(3)L
7: return T
We construct frames such that the Cα is at the origin of the
frame (⃗
t), C on the negative x-axis (−⃗
x), and N is on the
xy-plane.
A.1.6.2. GEOMETRIC SELF-ATTENTION
Algorithm 6 details the Geometric Self-Attention layer.
It can be efficiently implemented using similar ideas as
FlashAttention (33). It is used twice in our system: in the
VQ-VAE encoder for structure tokens (Appendix A.1.7.1),
and in the first layer of ESM3.
Unlike regular self-attention, which only operates on per-
residue embeddings, Geometric Attention incorporates the
per-residue frames T to integrate geometric information in
a rotation and translation invariant way. The process of
forming the attention matrix A is as follows:
1. QKV Projections: Two sets of keys and queries
(Qr, Kr) and (Qd, Kd), along with V , all with shapes
∈RL×h×3 are linearly projected from layer input X.
L is the sequence length, h is the number of heads.
2. Convert QKV to global frame: Each of the queries,
keys and values are initially assumed to be in the local
frame of their corresponding residue.
(a) Convert to Global Rotational Frame: We con-
vert each of the vectors in Qr, Kr, V from their
local frame (where the xy plane is the N−Cα−C
plane for each residue) to a global rotational frame
(where the xy plane is aligned for all residues) by
applying Ri (Algorithm 6, lines 3, 4).
(b) Convert to Global Distance Frame: We convert
each of the vectors in Qd, Kd from their local
frame to a global frame by applying Ti (Algo-
rithm 6, lines 5, 6).
3. Directional Attention: The pairwise, per-head h ro-
tational similarity R between keys i and queries j is
calculated using the dot product [R]i,j,h =
1
√
3[qr]i,h,:·
[kr]j,h,:. This is equivalent to the cosine distance be-
tween projected points.
4. Distance Attention: The pairwise, per-head h dis-
tance similarity D between keys i and queries j is com-
puted using the L2 norm of the difference [D]i,j,h =
1
√
3∥[qr]i,h,: −[kr]j,h,:∥2.
5. Scale Factor: R and D are scaled per-head with
learned scalars [ ¯
wr]h and [ ¯
wd]h, respectively, where
¯
wr, ¯
wd ∈Rh. We use the softplus function to trans-
form weights into [0, ∞)h. This scaling allows certain
heads to specialize in attending via distance or direc-
tional attention.
Algorithm 6 geometric_mha
Input: X ∈RL×d, T ∈SE(3)L
1: Qr, Kr, Qd, Kd, V = Linear(X)
▷(RL×h×3)×5
2: (Ri, ti) = Ti
▷(SO(3)L, RL×3)
3: [Qr]i,h,: = Ri([Qr]i,h,:)
▷RL×h×3
4: [Kr]i,h,: = Ri([Kr]i,h,:)
▷RL×h×3
5: [Qd]i,h,: = Ti([Qd]i,h,:)
▷RL×h×3
6: [Kd]i,h,: = Ti([Kd]i,h,:)
▷RL×h×3
7: [R]i,j,h =
1
√
3[qr]i,h,: · [kr]j,h,:
▷RL×L×h
8: [D]i,j,h =
1
√
3∥[qr]i,h,: −[kr]j,h,:∥2
▷RL×L×h
9: A = softplus( ¯
wr)R −softplus( ¯
wd)D
▷RL×L×h
10: A = softmaxj(A)
11: [V ]i,h,: = Ri([V ]i,h,:)
12: O = A · V
▷RL×h×3
13: [O]i,h,: = R−1
i ([O]i,h,:)
14: X = X + Linear(O)
▷RL×d
A.1.7. Structure Tokenizer
Each residue is associated with one of 4,096 structure tokens
(+4 special tokens), designed to provide a rich, learned
representation of its local neighborhood. The tokens are
generated with a VQ-VAE encoder, with a corresponding
decoder to enable decoding of generated tokens back to 3D
coordinates.
A.1.7.1. ENCODER
The VQ-VAE encoder fenc consists of two geometric at-
tention blocks (Transformer blocks, but self-attention re-
placed with geometric_mha ) with an embedding width
of 1024 and 128 geometric heads per geometric attention
layer.
The VQ-VAE encoder reasons over the backbone frames
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Simulating 500 million years of evolution with a language model
and the relative sequence position of residues in the local
structure. Relative sequence positions are encoded through
a learned positional embedding. Sequence positions are
determined relative to the query residue (i.e., if the query
residue has residue index 56, then the residue in index 58
has a +2 sequence position). Relative sequence positions
are clamped to +/- 32 before encoding, meaning long-range
contacts share sequence positional embeddings. Relative
sequence positional embeddings define the initial encoder
state N, and has shape L × 16 × d (Algorithm 7, line 4).
Note that this means the input to the VQ-VAE encoder is
purely structural: no sequence (amino acid), function or
other information is used here. Furthermore, each neigh-
borhood is processed completely independently; for each
residue, the encoder only uses the information of its 16
nearest neighbors.
Geometric attention blocks operate similar to Transformer
blocks in that they transform a state according to an attention
operation ( geometric_mha ) and feedforward network
(SwiGLU MLP). As such, the output has the same shape as
the input. In this case, this means that the encoder outputs 16
latents per residue. However, we want to learn a single token,
i.e., a single latent per residue, hence we take the embedding
corresponding to the query residue position N:,0,:.
The process of generating structure tokens (Algorithm 7)
from the full 3D coordinates of the protein then is as follows:
1. Local Neighborhood: For each residue, obtain the in-
dices Nidx ∈{0..L−1}L×16 of the 16 nearest residues
(as measured by Cα distance). The first of the 16 neigh-
bors is always the residue itself. We also obtain the
frames for each residue in a local neighborhood with
Tknn.
2. Embed Neighbors: Embed the relative distance in
sequence space for each neighbor, ∆i = clamp(Nidx −
i, −32, 32) to form N ∈RL×16×d.
3. Encode: Pass N through a shallow encoder fenc con-
sisting of 2 Transformer blocks, with regular multi-
head self-attention swapped with geometric_mha .
The attention is unmasked, all-to-all over the entire
neighborhood.
4. Quantize: Extract the first element N:,0,: from the
neighborhood, which corresponds to the residue itself.
Project it linearly, and quantize by replacing with the
nearest vector in a codebook. This yields the structure
token per residue.
Algorithm 7 structure_encode
Input: xCα ∈RL×3, T ∈SE(3)L
1: Nidx = knn(xCα)
▷{0..L −1}L×16
2: Tknn = T[Nidx]
▷SE(3)L×16
3: ∆i = clamp(Nidx −i, −32, 32)
4: N = embed(∆i)
▷RL×16×d
5: N = fenc(N, Tknn)
▷RL×16×d
6: z = Linear(N:,0,:)
▷RL×d′
7: z = quantize (z)
▷{0..4095}L×16
A.1.7.1.1. Codebook Learning
quantize transforms the L latents into L discrete tokens.
Since the VQ-VAE was initially proposed (67), numerous
approaches and tricks have been developed to address is-
sues with poor codebook utilization and unstable training.
We chose to learn the codebook as an exponential moving
average of encoder outputs (67–69). To improve codebook
utilization, unused codes are re-initialized to encoder out-
puts.
A.1.7.1.2. Parallel Encoding
To improve training and inference efficiency, we encode
all local structure graphs within a protein in parallel. In
practice, this means that given a batch of B proteins with
average sequence length L, then the inputs to the structure
encoder will have shape BL × 16 × d.
A.1.7.2. DECODER
While the encoder independently processes all local struc-
tures in parallel, the decoder fdec attends over the entire
set of L tokens to reconstruct the full structure. It is com-
posed using a stack of bidirectional Transformer blocks with
regular self-attention.
As discussed in Appendix A.1.7.3, the VQ-VAE is trained
in two stages. In the first stage, a smaller decoder trunk
consisting of 8 Transformer blocks with width 1024, rotary
positional embeddings, and MLPs is trained to only predict
backbone coordinates. In the second stage, the decoder
weights are re-initialized and the network size is expanded
to 30 layers, each with an embedding dimension of 1280
(∼600M parameters) to predict all atom coordinates.
The exact steps to convert structure tokens back to 3D all-
atom coordinates using the decoder is provided in Algo-
rithm 8 and detailed as follows,
1. Transformer: We embed the structure tokens and pass
them through a stack of Transformer blocks fdec (reg-
ular self-attention + MLP sublayers, no geometric at-
tention).
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Simulating 500 million years of evolution with a language model
2. Projection Head: We use a projection head to regress
3 3-D vectors per residue: a translation vector ⃗
t, and
2 vectors −⃗
x and ⃗
y that define the N −Cα −C plane
per residue after it has been rotated into position. This
head also predicts the unnormalized sine and cosine
components of up to 7 sidechain torsion angles.
3. Calculate T: We use gram_schmidt to convert ⃗
t,
⃗
x, and ⃗
y into frames T ∈SE(3)L.
4. Calculate Tlocal: We normalize the sine and cosine
components and convert them to frames Tlocal
∈
SE(3)L×7 corresponding to rotations around the pre-
vious element on the sidechain.
5. Compose Frames: We compose each element of Tlocal
with its predecessors on a tree rooted at T to form
Tglobal ∈SE(3)L×14, corresponding to the transfor-
mations needed for each heavy atom per residue in
atom14 representation.
6. Apply Frames: We then apply the frame to the ⃗
Xref ∈
RL×14×3 coordinates in a reference frame, to rotate
and transform each residue into their final positions.
Algorithm 8 structure_decode
Input: z ∈{0..4099}L×16
1: z = embed(z)
▷RL×d
2: z = fdec(z)
▷RL×d
3: ⃗
t, ⃗
x, ⃗
y, sin θ, cos θ = proj(z)
▷(RL×3)×3, (RL×7)×2
4: T = gram_schmidt (⃗
t, −⃗
x, ⃗
y)
▷SE(3)L
5: sin θ =
sin θ
√
sin θ
2+cos θ
2
▷[−1, 1]L×7
6: cos θ =
cos θ
√
sin θ
2+cos θ
2
▷[−1, 1]L×7
7: Tlocal = rot_frames (sin θ, cos θ)
▷SE(3)L×7
8: Tglobal = compose (Tlocal, T)
▷SE(3)L×14
9: ⃗
X = Tglobal( ⃗
Xref)
▷RL×14×3
A.1.7.3. TRAINING
When using a VQ-VAE to learn discrete representations
which maximize reconstruction quality, it is common to
train in the autoencoder in two stages (70). In the first
stage, the encoder and codebook is learned with a relatively
small and efficient decoder. In the second stage, the encoder
and codebook are frozen and a larger or otherwise more
computationally expensive decoder is trained to maximize
reconstruction quality. We follow this two-stage training
approach for the structure tokenizer.
A.1.7.3.1. Stage 1.
The VQ-VAE is trained for 90k steps on a dataset of single
chain proteins from the PDB, AFDB, and ESMAtlas. We
use the AdamW optimizer (Loshchilov et al. 2017) with
learning rate annealed from 4e-4 according to a cosine decay
schedule. Proteins are cropped to a maximum sequence
length of 512. Five losses are used to supervise this stage
of training. The geometric distance and geometric direction
losses are responsible for supervising reconstruction of high
quality backbone structures.
Additionally, a distogram and binned direction classifica-
tion loss are used to bootstrap structure prediction but are
ultimately immaterial to reconstruction. We have found that
these structure prediction losses formulated as classification
tasks improve convergence early in training. To produce
these pairwise logits, we use a pairwise_proj_head ,
that takes x ∈RL×d and returns logits z ∈RL×L×d′. It
works as follows:
Algorithm 9 pairwise_proj_head
Input: x ∈RL×d
1: q, k = proj(x), proj(x)
2: prodi,j,:, diffi,j,: = qj,: ⊙ki,:, qj,: −ki,:
3: z = regression_head ([prod | diff]) ▷RL×L×d′
4: return z
Finally, an inverse folding token prediction loss (i.e., a cross-
entropy loss between predicted sequence and ground truth
sequence) is an auxiliary loss used to encourage the learned
representations to contain information pertinent to sequence-
related tasks.
The five losses are covered in detailed as follows:
1. Backbone Distance Loss: Compute the pairwise L2
distance matrix for the predicted and true coordinates
of the 3 backbone atoms (N, Cα, C). Let Dpred, D ∈
R3L×3L. Compute (Dpred −D)2, clamp the maximum
error to (5 ˚
A)2, and take the mean.
Algorithm 10 backbone_distance_loss
Input: ˆ
X ∈RL×3×3, X ∈RL×3×3
1: ˆ
Z, Z = flatten( ˆ
X), flatten(X)
▷R3L×3, R3L×3
2: [Dpred]i,j = ∥[ ˆ
Z]i,: −[ ˆ
Z]j,:∥2
2
▷R3L×3L
3: [D]i,j = ∥[Z]i,: −[Z]j,:∥2
2
▷R3L×3L
4: E = (Dpred −D)2
5: E = min(E, 25)
6: l = meani,j(E)
▷R
7: return l
2. Backbone Direction Loss: Compute six vectors for
both predicted and ground truth coordinates for each
residue:
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Simulating 500 million years of evolution with a language model
(a) N →Cα
(b) Cα →C
(c) C →Nnext
(d) nCα = −(N →Cα) × (Cα →C)
(e) nN = (Cprev →N) × (N →Cα)
(f) nC = (Cα →C) × (C →Nnext)
Compute the pairwise dot product, forming Dpred, D ∈
R6L×6L. Compute (Dpred −D)2, clamp the maximum
error to 20, and take the mean.
In algorithm form (with compute_vectors com-
puting the six vectors described above):
Algorithm 11 backbone_direction_loss
Input: ˆ
X ∈RL×3×3, X ∈RL×3×3
1: ˆ
V = compute_vectors ( ˆ
X)
▷R6L×3
2: V = compute_vectors (X)
▷R6L×3
3: [Dpred]i,j = [ ˆ
V ]i,: · [ ˆ
V ]j,:
▷R6L×6L
4: [D]i,j = [V ]i,: · [V ]j,:
▷R6L×6L
5: E = (Dpred −D)2
6: E = min(E, 20)
7: l = meani,j(E)
▷R
8: return l
3. Binned Direction Classification Loss: This loss cap-
tures a coarser similarity between ground truth and
predicted orientations to stabilize early training. It uses
the last layer representations of the decoder, not the
predicted coordinates. The process is as follows:
(a) Unit vectors: Compute three vectors per residue
from ground truth coordinates: Cα →C, Cα →
N, and nCα = (Cα →C) × (Cα →N), and
normalize them to unit length.
(b) Dot Products: Compute pairwise dot products
between each pair of vectors for all residues, form-
ing D ∈[−1, 1]L×L×6. Bin the dot products into
16 evenly spaced bins in [−1, 1], forming classifi-
cation labels y ∈{0..15}L×L.
(c) Pairwise Logits: Pass the final layer represen-
tations of the decoder h ∈RL×d through a
pairwise_proj_head to obtain logits z ∈
RL×L×6×16.
(d) Cross Entropy: Calculate cross-entropy loss us-
ing the labels y from the ground truth structure
and the logits z, and average over all L × L × 6
values.
4. Distogram Loss: Similar to the Binned Direction Clas-
sification Loss, this loss bins the true distances between
residues (specifically, their Cβ) to get ground truth
targets and computes a cross-entropy between these
targets and pairwise logits. In detail:
(a) Calculate Cβ: Given the ground truth N, Cα,
and C coordinates, we compute the location of
Cβ:
i. Obtain the three vectors N →Cα, Cα →C,
and n = (N →Cα) × (Cα →C).
ii. Define the following scalars:
a = −0.58273431
b = 0.56802827
c = −0.54067466
iii. Compute the location of Cβ using the for-
mula:
Cβ = an+b(N →Cα)+c(Cα →C)+Cα
(1)
(b) Pairwise Cβ distances: Compute an L × L
pairwise distance matrix of the Cβ, and bin
them into one of 64 bins, with lower bounds
[0, 2.31252, (2.3125 + 0.3075)2, . . . , 21.68752],
forming the labels y ∈{0..63}L×L.
(c) Pairwise logits: Pass the final layer represen-
tations of the decoder h ∈RL×d through a
pairwise_proj_head to obtain the logits
z ∈RL×L×64.
(d) Cross Entropy: Calculate the cross-entropy us-
ing the labels y computed from the ground truth
structure and the logits z, then average over all
L × L values.
5. Inverse Folding Loss: Pass final layer representations
of the decoder through a regression head to produce
logits z. Using ground truth residues as labels y, com-
pute cross-entropy for the classification task of predict-
ing residues from final layer representations.
A.1.7.3.2. Stage 2.
In the second stage of VQ-VAE training, the encoder and
codebook are frozen and a new, deeper, decoder is trained.
This second stage of training has multiple purposes. First,
a larger decoder improves reconstruction quality. Second,
augmented structure tokens from ESM3 are added to enable
learning pAE and pLDDT heads. Third, we add sequence
conditioning and train with all-atom geometric losses to
be able to decode all-atom protein structures. Fourth, we
extend the context length of the decoder to be able to decode
multimers and larger single chain proteins.
Training data for stage 2 consists of predicted structures in
AFDB and ESMAtlas, as well as single chain, multimer,
and antibody-antigen complexes from the PDB. Sequence
conditioning was added to the decoder via learned embed-
dings which are summed with structure token embeddings
at the input to the decoder stack.
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The structure token decoder was trained in three stages: 2A,
2B, 2C detailed in Table S2. The purpose of stage 2A is to
efficiently learn decoding of all-atom structures. Enhanced
training efficiency is achieved by keeping a short context
length and omitting the pAE and pLDDT losses, which are
both memory-consuming and can be in competition with
strong reconstruction quality. In stage 2B, we add the pAE
and pLDDT losses. These structure confidence heads cannot
be well-calibrated unless structure tokens are augmented
such that ESM3-predicted structure tokens are within the
training distribution. To this end, for stages 2B and 2C we
replace ground truth structure tokens with ESM3-predicted
structure tokens 50% of the time. In stage 2C, we extend
context length to 2048 and upsample experimental structures
relative to predicted structures.
1. All-atom Distance Loss: We generalize the Back-
bone Distance Loss to all atoms by computing a
pairwise L2 distance matrix for all 14 atoms in the
atom14 representation of each residue. This results in
Dpred, D ∈R14L×14L. The rest of the computation fol-
lows as before: (Dpred −D)2, clamping to (5 ˚
A)2, and
taking the mean, while masking invalid pairs (where
any atom14 representations are “empty”).
2. All-atom Direction Loss: We extend the Backbone
Direction Loss to all heavy atoms:
(a) Compute a pairwise distance matrix per residue
from the 3D coordinates of each atom in atom14
representation, resulting in RL×14×14.
(b) Mark atoms less than 2 ˚
A apart (excluding self)
as covalent bonds.
(c) Filter to keep atoms with at least 2 covalent bonds,
keeping only the first 2 bonds per atom, with or-
dering determined by the atom14 representation.
(d) For each selected atom, compute a normal (z-
axis) vector to the plane spanned by its two cova-
lent bonds, resulting in three vectors per selected
atom.
(e) Randomly subsample to 10,000 vectors per pro-
tein if the number exceeds 10,000, ensuring the
same vectors are sampled in both predicted and
ground truth structures.
(f) Compute all-to-all pairwise dot products, forming
Dpred, D ∈Rn×n. Compute (Dpred −D)2, clamp
the max to 20, and take the mean.
3. pLDDT Head: Uses a Regression Head with 50 out-
put classes (each capturing 0.02 units from 0 to 100).
Predicted structures are compared to ground truth to
calculate per-residue pLDDT values, which are super-
vised with cross-entropy loss.
4. pAE Head: Use a Pairwise Projection Head to pro-
duce 64 logits per residue pair ∈RL×L×d, converting
to probabilities p via softmax. Each probability corre-
sponds to a bin representing 0.5 ˚
A of positional error,
with centers [0.25, 0.75, . . . , 31.25, 31.75].
Computing Loss:
(a) Compute the pairwise distances between residues
in both the predicted and ground truth struc-
tures, resulting in distance matrices Dpred and
D ∈RL×L.
(b) Calculate the differences (Dpred −D).
(c) Bin these differences into 64 bins, generating clas-
sification targets for the logits.
(d) Compute the loss using cross-entropy between
these targets and the logits.
Computing pAE: Multiply probabilities by bin centers
and sum to obtain the expected positional error per
residue pair, with values ∈[0.25, 31.75].
Computing pTM: Additionally, the pairwise logits are
used to compute the pTM (Predicted Template Model-
ing) score, as follows:
(a) Compute fd for sequence length L as:
d0 = 1.24 · (max(L, 19) −15)
1
3 −1.8
fd =
1
1 +
bins
d0
2
(b) Compute pTM using previously computed proba-
bilities p:
pTM = max
i
1
L
X
j
X
bin
[p]i,j,bin[fd]bin
!
A.1.7.4. EVALUATION
We evaluate the reconstruction quality of the structure to-
kenizer after stage 1 and stage 2 of training using a set of
CAMEO, CASP14, and CASP15 proteins taken after the
training cutoff date (Fig. S3). Both decoders consistently
reach RMSD < 1 ˚
A, LDDT-CA > 0.98. The retraining of
the structure token decoder results in substantial improve-
ments in reconstruction quality across all test sets. The
stage 2 decoder, trained with an all-atom reconstruction
loss and a sequence input, achieves strong all-atom recon-
struction as well (Fig. S3C). We also visualize a random
sample of backbone reconstructions on the CAMEO test
set (Fig. S4A). Looking at the proteins with worse recon-
struction quality, we find that long regions with few tertiary
contacts, disordered regions, and unresolved coordinates
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Simulating 500 million years of evolution with a language model
Stage
Steps
All-atom
geometric
losses
pAE
and
pLDDT
losses
Augmentation
with ESM3-
predicted
tokens
Context
length
Data mixture
2A
90k
✓
✗
✗
512
Roughly uniform sampling of pre-
dicted and experimental structures
2B
20k
✓
✓
✓
512
Roughly uniform sampling of pre-
dicted and experimental structures
2C
30k
✓
✓
✓
2048
Upsampling experimental structures
Table S2. Training details for stage 2 training of an all-atom structure token decoder.
can lead to inaccurate global orientation of structural ele-
ments, while local structure reconstruction remains largely
error-free (Fig. S4B). This behavior can be explained by the
fact that the tokenizer relies on tertiary contacts to resolve
the global orientation of a residue.
We also investigate the vocabulary learned by the structure
tokenizer by visualizing the local neighborhoods which map
to the same learned structure token. We find that many
structure tokens encode semantically coherent sets of local
neighborhoods (Fig. S5A). However, a number of tokens
appear to represent multiple local neighborhoods (Fig. S5B).
While the meaning of a single token may be ambiguous,
the high-fidelity reconstruction quality from the decoder
suggests that it is able to disambiguate given surrounding
context in the full set of structure tokens.
Fig. S6 indicates that pLDDT and pTM are well-calibrated.
We assess the calibration of the structure confidence heads
on the CAMEO test set using structure tokens predicted by
ESM3 7B. Most predictions for pLDDT lie along the diag-
onal, though there is a small bias towards more confident
predictions. As pTM is a pessimistic estimator of the TM-
score, we find that pTM is biased downwards. Anecdotally,
we also find that pLDDT can be poorly calibrated for some
generated sequences, particularly in alpha helical regions
where it can be an overestimate.
A.1.8. Function Tokenization
ESM3 processes annotations of functional characteristics of
proteins through two tracks: function tokens, and residue
annotations. Both support input conditioning and output
heads for generation. Appendix A.1.5.1 outlines how tokens
are processed into the network: we further describe the
creation of the tokens themselves in this section.
A.1.8.1. FUNCTION TOKENS
Function tokens are a dense semantic representation of func-
tional characteristics of proteins derived from free-text de-
scriptions of the InterPro and Gene Ontology (GO) terms at
each residue. At training time, function tokens are produced
from each protein’s InterPro annotations by a multi-step
process illustrated in Fig. S7. At a high level:
1. For each residue, we gather free-text for each Inter-
Pro annotation via annotation term names, associated
GO terms per annotation (via InterPro2GO mapping),
and all ancestor GO terms. We parse the free-text
into counts from a vocabulary of 68,103 keywords.
The vocabulary is composed of unigram and bigrams
extracted from the free-text of all valid InterPro anno-
tations (and their associated GO/ancestor GO terms) in
our training datasets.
2. The keywords are converted to a sparse TF-IDF vector
per InterPro annotation. During training, we also pro-
duce a corrupted version by dropping keywords at the
protein level (i.e. the same keywords have their counts
set to 0 across all residues) at a 15% probability per
keyword.
3. To create a vector per residue from the per annota-
tion vectors, we max pool the TF-IDF vectors for the
annotations per residue. During training, we further
corrupt the “corrupted” version by dropping annota-
tions at the protein level (i.e. the same annotations are
removed from the max pool across all residues) at a
15% probability per annotation.
4. We then quantize each residue’s vector (a highly sparse
vector with float entries) into a discrete representation
suitable for input to the language model as tokens by
applying a fixed series of 8 locality sensitive hashes
(LSH), each with 8 hyperplanes.
The result is a sequence of 8 tokens each ranging in value
from 0 to 255 per-residue. We reserve a special token
<none> to represent positions with an empty set of In-
terPro annotations. For proteins that lack any functional
annotations, the tokens are filled with the <pad> token
which has an embedding value fixed to all zeros. At test
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Figure S3. Structure tokenizer reconstruction quality. Reconstruction quality of the structure tokenizer after stage 1 and stage 2 of
VQ-VAE decoder training evaluated on temporally held out CAMEO, CASP14, and CASP15. (A) Reconstruction LDDT-CA. (B)
Reconstruction backbone RMSD. (C) All-atom reconstruction RMSD from the stage 2 decoder which additionally receives sequence
input.
time, we can produce per residue vectors using the pro-
cess described, or directly creating a TF-IDF vector with
keywords.
During pre-training we use the corrupted versions of the
function tokens at input, predicting the un-corrupted version
function tokens at positions which have been masked. 90%
of the time, the entire input is replaced with <mask> . The
other 10% of the time, we replace all 8 tokens of selected
residue with a <mask>, with the per-residue selection prob-
ability sampled from a cosine masking schedule per protein.
The model has an output head which predicts each of the 8
function tokens in positions with <mask> as input, and is
trained with a categorical cross entropy loss.
Function tokenization offers several key advantages as com-
pared to simpler approaches for example using a dedicated
InterPro tag vocabulary. Encoding functional annotations
with a generic functional keyword vocabulary enables flex-
ible prompting of the model at test time, by combinations
of keywords that were not encountered during training time.
This enhances the programmability of ESM3 in designing
novel proteins with not previously observed functional char-
acteristics.
Function tokenization can also be viewed through the lens
of data compression. This choice of representation reduces
the input/output space from all possible InterPro combina-
tions which would naively be represented by 35k bits, to a
reduced space of 8 tokens x 8 bits / token = 64 bits. This
also affords significant memory saving during pre-training
by eliminating the need to perform multi-class multi-label
binary classification.
A.1.8.2. FUNCTION PREDICTION
ESM3 is trained to predict all 8 function tokens, each span-
ning 256 possible values. To extract interpretable predic-
tions of protein function from ESM3 we decode the pre-
dicted function tokens into function keywords using a seper-
ately trained function token decoder.
A.1.8.2.1. Function Token Decoder
We train a 3-layer transformer model to learn the inverse
map of the function tokenization process. The model takes
as input the 8 function tokens representing the locality sen-
sitive hash of function keywords. It outputs for each residue
the binary-classification predictions predicting the presence
of each function keyword, as well as predicting InterPro
annotations from which the keywords originate. We find
that unpacking the 8-bit LSH tokens into single-bit tokens
improves training dynamics of the function token decoder.
We train the function token decoder offline using combina-
tions of InterPro tags from the UniRef annotated proteins.
Since the function token vocabulary is fixed the decoder is
applied identically across different ESM3 model sizes.
A.1.8.2.2. Evaluation
To evaluate ESM3’s performance in predicting protein func-
tion, we compute Average Precision, a standard measure
of information retrieval, using the validation set of proteins
from the UniRef and their associated InterProScan function
annotations. We present results in Fig. S8.
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Figure S4. Visualization of structure tokenizer backbone reconstructions. (A) A random sample of reconstructions from the structure
tokenizer on the CAMEO test set. The vast majority of structures have near perfect backbone reconstruction (B) A selection of the worst
reconstructions in CAMEO. Long stretches of disordered regions, a lack of tertiary contacts, and unresolved coordinates can lead to
inaccurate global orientation of structural elements, while local structure reconstruction remains largely error-free.
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Figure S5. Visualization of local neighborhoods which map to the same learned structure token. The VQ-VAE encoder reasons over local
structure neighborhoods (highlighted in red) which include the query residue and the 15 nearest neighbors in structure space. (A) Rows
correspond to token indices 585, 59, and 3692 for top, middle, and bottom, respectively. Columns show different local structures mapping
to the same token. (B) Some tokens represent multiple types of local neighborhoods. All local neighborhoods in B map to the same
codebook index 3276. While the meaning of a single token may be ambiguous, the decoder is able to disambiguate given surrounding
context in the full sequence of structure tokens.
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Figure S6. pTM and pLDDT calibration. Calibration of the structure token decoder pLDDT and pTM (using ESM3 7B as the structure
token prediction model) on the CAMEO test set.
Figure S7. Schematic of function tokenization. The set of InterPro and GO descriptions of protein function are vectorized by a TF-IDF
model and then hashed by a locality sensitive hash to produce 8 tokens each containing 8 bits.
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Figure S8. Function prediction benchmarking results. Mean Aver-
age Precision (mAP) for function keyword prediction. Predictions
and labels are compared on a per-position basis to evaluate the
model’s ability to localize site-specific functional attributes by
keywords such as ”active site”. We report mAP for the full key-
word set (red) with a ”micro” average because many keywords
have few or no labels in the validation set. To report a ”macro”
average mAP we compute mAP for each of the top 1,000 most
prevalent keywords in our evaluation set (discarding uninformative
keywords such as ”the”) and report a uniform average (blue). 95%
confidence intervals are shown by shading.
A.1.8.3. RESIDUE ANNOTATIONS TRACK
Residue annotations label a protein’s sites of functional
residues with a vocabulary of 1474 multi-hot labels emitted
by InterProScan. To gather this data, we run InterProScan
with databases (SFLD, CDD, PIR) on all cluster members in
our UniRef and Mgnify datasets (seq-id 90 clustered). We
take all unique residue annotation descriptions that occur in
more than 1k proteins across all of UniRef90 and MGnify90,
and deduplicate labels by punctuation and case insensitivity.
We join these annotations into our UniRef, MGnify, AFDB,
and ESMAtlas datasets for training.
As introduced in Appendix A.1.5.1, ESM3 has a track dedi-
cated to processing residue annotations that supports input
conditioning, and an output head for generation. The residue
annotation labels for a protein are tokenized into a sequence
of token-sets in length equal to the protein. At each position
there is an unordered set of tokens representing the residue
annotations present at that position. The tokens are input to
ESM3 first through an embedding lookup followed by a sum
over embeddings. The permutation invariance of the sum
retains that the labels are represented to an unordered set as
a model. The per-position embedding sums are then added
onto the per-position sequence embedding before input into
the first transformer block. Positions with no residue anno-
tations are represented by a <pad> token which has an
embedding fixed to zeros.
The residue annotations track has an output head which
outputs a set of binary classification logits predicting for
each position the presence or absence of each residue an-
notation in the vocabulary. We apply a masking procedure
to partially/fully mask residue annotation labels, and train
the output head with a binary cross-entropy loss function to
reconstruct the full residue annotation. In pre-training, with
90% probability all residue annotations are masked, and
otherwise we independently sample positions to mask with
a square root schedule. The head is trained to predict the
presence of any residue annotation label that was masked.
A.1.9. Other Tracks
A.1.9.1. CONFIDENCE TRACKS
As mentioned in Appendix A.1.5.1, ESM3 has two addi-
tional tasks that are only used during pre-training, and only
used as input (we do not have output heads predicting these
values). The first is a per-residue pLDDT: for ground
truth PDB structures, these values are all 1; for AlphaFold-
DB/ESMFold structures, we use the provided pLDDT. We
also provide an averaged pLDDT across all the residues
when structure is provided (1 otherwise), with the average
calculated before any tokens are masked.
This information allows the model to distinguish between
gold-standard structures and computationally predicted
ones; at inference time, we set these to 1 throughout, with
the goal of producing structures better than the computa-
tional predictions used to pre-train the model. The embed-
ding itself is straightforward, with the pLDDT values first
having a radial basis function, followed by a Linear layer
applied to them:
Algorithm 12 rbf
Input: x ∈R...×L, a ∈R, b ∈R, n ∈Z+
1: ∆= b−a
n−1
▷R
2: c = [a, a + ∆, a + 2∆, . . . , a + (n −2)∆, b]
▷Rn
3: σ = b−a
n
▷R
4: [z]...,i,j = 1
σ([x]...,i −[c]j)
▷R...×L×n
5: return exp(−z2)
▷R...×L×n
Algorithm 13 plddt_embed
Input: xplddt ∈[0, 1]L, xavgplddt ∈[0, 1]
1: rbfplddt = rbf (xplddt, 0.0, 1.0, 16)
▷RL×16
2: rbfavgplddt = rbf (xavgplddt, 0.0, 1.0, 16)
▷R16
3: zavgplddt = Linear(rbfavgplddt)
▷Rd
4: zplddt = Linear(rbfplddt)
▷RL×d
5: [zplddt]i,: = [zplddt]i,: + zavgplddt
▷RL×d
6: return zplddt
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A.1.9.2. TAXONOMY TRACK
The final 30,000 steps in the pre-training of the 98B variant
of ESM3 includes a track for processing the taxonomic and
species classification of the organism from which the pro-
tein sequence originates. For each protein, the taxonomic
and species classifications are concatenated to create a full
taxonomic lineage. The list of terms is then tokenized us-
ing a vocabulary comprised of the top 40,000 taxonomic
terms in the UniRef training dataset. At input, learned em-
beddings (dimension 768) for each term in the lineage are
summed and projected by a learned linear projection to a
single embedding of dmodel. This low-rank embedding bag
saves memory as compared to using full-dimension embed-
dings. This single embedding is then repeated across the
length of the sequence and summed into the positional em-
beddings with all the other tracks. The linear projection is
zero-initialized at the start of this stage of training to pre-
serve model behavior, enabling continuation of pre-training
with no degradation in performance.
In pre-training we apply random corruption to the taxonomic
lineages and train ESM3 to reconstruct the full lineage by
predicting dropped terms with a shallow MLP head trained
on the final layer’s representations. To corrupt the taxo-
nomic lineage, we either drop all terms (probability 25%)
or drop a set of the most specific terms of the lineage of
size chosen uniformly at random from 1 to the length of
the lineage (probability 25%). We also independently drop
any taxonomic term with probability 10%. The output head
outputs binary classification logits over the full set of 40,000
taxonomic lineage terms, and is trained to predict the miss-
ing terms via a binary-cross entropy loss.
A.1.10. ESM3 Inference
Since ESM3 is a bidirectional transformer capable of repre-
senting arbitrary factorizations of the joint probability in any
order or combination of tracks, we have significant flexibil-
ity during inference: We can generate sequence, structure,
or function conditioned on any or no combination of other
tracks. We also have a choice of how much compute to
apply during generation.
The usual inference strategy is to fix a prompt (which may
be a combination of any of the tracks, either fully or par-
tially specified) and choose a track for generation (which
may have been partially specified). When predicting the
tokens for the generation track, a number of strategies are
possible. Two notable strategies Argmax decoding, which
predicts all tokens in the generation track in a single for-
ward pass of the model; this computation is O(L2) in the
length of the protein and is extremely efficient. Iterative
decoding, on the other hand, samples tokens one position at
a time, conditioning subsequent predictions on those already
sampled. The runtime for iterative decoding, comparable
to slower algorithms such as ESMFold and AlphaFold, is
O(L3) in the length of the protein.
Additionally, the number of decoding steps can be chosen
at runtime. Argmax decoding is equivalent to decoding in
one step, while iterative decoding is equivalent to decoding
in L steps. It is possible to select any number of decoding
steps between these two extremes to find an optimal tradeoff
between computation and accuracy for a particular use case.
See Appendix A.3.4 for a case study in the case of structure
prediction, in which the generation track is the structure
tokens track.
When using iterative decoding, ESM3 further allows flexi-
bility in choosing the next position to decode. We choose
the position based off of the logits output of ESM3, and for
the results of this paper utilize two strategies: entropy de-
coding, which chooses the position with the lowest entropy
after softmax, or max logit decoding, which chooses the
position with the maximum logit. To generate k tokens in
one pass, we rank by either entropy or max logit and take
the top k positions.
In the following algorithm, assume a single forward pass of
ESM3 is a function f of a prompt x, and that we can access
the logits of a specific token track through a subscript; e.g.
sequence logits would be fsequence(x) ∈RL×32. Further-
more, denote π(·; z) as the probability distribution induced
by the logits z, including an implicit softmax, and T ∈RL
a temperature schedule.
Algorithm 14 generate from track
Input: xprompt, ndecode ∈{1..L}, T ∈Rndecode
1: k = L/ndecode
▷# steps to decode at each step
2: for s ∈{1..ndecode} do
3:
zlogits = esm3_forward (xprompt) ▷z ∈RL×ctrack
4:
{p1, . . . , pk} = CHOOSEPOSITIONS(z)
5:
for i ∈{p1, . . . , pk} in parallel do
6:
xi ∼π(x; zi/Ts)
▷Sample i with temp Ts
7:
xprompt = {xprompt, xi}
▷Update prompt
8:
end for
9: end for
A.2. TRAINING ESM3
A.2.1. Pre-training Data
A.2.1.1. SEQUENCE DATABASES
UniRef release 2023 02 is downloaded and parsed from the
official UniRef website (71). MGnify90 version 2023 02
is downloaded and parsed from MGnify (35). All non-
restricted studies available in JGI on July 31st, 2023 are
downloaded and concatenated into the JGI dataset (72).
OAS, which includes over a billion antibody sequences from
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80 studies, is downloaded and clustered at 95% sequence
identity (36).
A.2.1.2. CLUSTERING
In all cases, data is clustered with mmseqs2 (73), with
flags
--kmer-per-seq 100 --cluster-mode
2 --cov-mode 1 -c 0.8 --min-seq-id
<seqid>.
In order to do cluster expansion, we separately cluster the
dataset at the two levels, and perform a join to determine
cluster member and cluster center based on IDs. We first
sample a cluster center at the lower level, and then sam-
ple a sequence within the cluster at the higher level. As
an example, for expansion of UniRef70 at 90%, we first
cluster UniRef at 70% sequence similarity using mmseqs
linclust. Then, we cluster it separately at 90%. Since each
UniRef90 cluster center is by definition a UniRef70 cluster
member, we filter out UniRef70 for all cluster members that
are in the UniRef90 clusters. We can then drop all cluster
centers without any members, which may occur due to the
nondeterminism of clustering. This allows us to sample a
UniRef70 center, and then a member within that cluster, of
which each are 90% sequence similarity apart. For ease of
dataloading, we additionally limit the number of data points
within a cluster to 20.
A.2.1.3. INVERSE FOLDING
As data augmention we train a 200M parameter inverse fold-
ing model and use it to create additional training examples.
The inverse folding model uses the geometric attention layer
for structure conditioning and output projection head for the
sequence logits as ESM3. Unlike ESM3 the transformer
stack alternates between blocks with geometric attention and
standard attention. The model is trained on the sequence
and structure pairs in PDB, AlphaFold-DB, and ESMAtlas,
with the single training task of (and loss computed on) pre-
dicting sequence at the output given structure at the input.
Model architecture and training methodology is otherwise
substantially similar to ESM3.
This model is used to generate additional sequences corre-
sponding to each structure in the training data for ESM3
(5 sequences per structure for ESMAtlas and AlphaFold-
DB, 64 sequences per structure for the PDB). When training
ESM3, with 50% probability the original sequence and struc-
ture pair is presented to the model as a training example.
The other 50% of the time one of these 5 sequences is paired
with the structure as the training example seen by ESM3.
A.2.1.4. FUNCTIONAL LABELS
Functional labels are obtained from InterPro (38) and Inter-
ProScan (74), both version 95.0. All annotations for UniPro-
tKB were downloaded from the InterPro website via the
‘protein2ipr.dat.gz’ file. InterProScan was applied to the en-
tirety of MGnify90 with flags --goterms --iprlookup
--pathways --disable-precalc. The resultant values
are taken as ground truth functional labels for model train-
ing.
A.2.1.5. STRUCTURAL DATA
We use all PDB chains, clustered by unique PDB ID and
entity ID within the PDB structure. We filter to all struc-
tures deposited before May 1, 2020, determined by X-ray
crystallography, and better than 9 ˚
A resolution. (37)
AlphaFoldDB is downloaded as the v4 version specified
on their website (4). We notice that structures with high
pLDDT are disproportionately alpha helices. Therefore, we
ensure globularity by measuring the number of long range
(>12 sequence distance) contacts in the chain. If this value
is < 0.5L with an L length protein, we omit it from our
training set. We also filter out all proteins < 0.7 pLDDT.
ESMAtlas is downloaded as version v0 and v2023 02. Sim-
ilarly we use a < 0.7 pLDDT filter. We use a 0.7 pTM
cutoff as well to enforce globularity. High pTM structures
tends to be more compact.
Structural data also includes any functional labels that exist
for the corresponding sequence.
A.2.1.6. SOLVENT ACCESSIBLE SURFACE AREA AND
SECONDARY STRUCTURE
For solvent accessibility surface area, we use the Shrake-
Rupley rolling probe algorithm as implemented in biotite
(75). This generates a set of real numbers, or a nan value
when structural coordinates are not provided. Similarly, SS8
labels are generated using the mkdssp tool (76) and taken
as ground truth labels.
In both cases, we use the set of high quality predicted struc-
tures in AlphaFoldDB and ESMAtlas. We split our datasets
into structural and sequence data. Structural data is shown
separately in order to weight the ratios of structural data
(mostly synthetic) properly with the amount of sequence
data (mostly real).
An oversight was that we did not manage to apply these
augmentations to PDB. However, since PDB constituted a
relatively small portion of our training data, and these struc-
tural conditioning tasks did not depend on precise sidechain
positions, we reasoned that high confidence synthetic struc-
tures would perform equally well and annotation of PDB
was not necessary.
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A.2.1.7. PURGING OF VALIDATION SEQUENCES
We keep track of validation set performance on a set
of held out sequences from each training set, UniRef,
MGnify, and JGI. In order to properly hold out a suffi-
ciently diverse set of validation proteins, we first sample
25000 proteins from each set.
Then we use mmseqs
easy-search to filter out proteins from this set with a 70%
sequence identity threshold. We choose the set of proteins
from our training set to be the “query” set, and the set
of validation proteins as our “target” set for mmseqs.
We use the flags --alignment-mode 3 -c 0.8
{cov-mode 0 --max-seqs 300 --max-accept
3 --start-sens 2 -s 7 --sens-steps 3.
This query is designed such that early stopping in mmseqs
will not affect if we find a hit in the “query” training set.
Train purges are run to generate a list of blacklisted UniRef,
MGnify, and JGI IDs, which are removed from the training
set.
A.2.1.8. TOKEN COUNTS
The dataset counts in Table S3 are computed after limiting
the large clusters to 20. The number of tokens are computed
by multiplying the number of sequences with the average
length of the dataset.
In order to compute the approximate number of sequences
and tokens seen during training, we first compute the num-
ber of times the dataset is repeated at the cluster level. Given
the the number of repeats, we know the expected number
of unique samples seen when sampling with replacement
is n
1 −
1 −1
n
k
with a cluster of size n and k items
selected. Computing this on the size of each cluster and
number of dataset repeats results in the approximate number
of tokens we present as presented in Table S4. Our largest
model is trained on all of this data, while our smaller models
use a portion of it depending on the model’s token budget.
A.2.2. Pre-training Tasks
A.2.2.1. NOISE SCHEDULE
In the masked generative framework, corruption is applied
to each input to the model. To enable generation, the amount
of noise applied to an input is sampled from a distribution
with probability mass on all values between 0 and 1.
We select various noise schedules for different tracks with
several goals in mind. First, ESM3 should see all combina-
tions of tracks as input and output, enabling it to generate
and predict based on arbitrary inputs. Second, ESM3 should
maintain a balance of strong representation learning and
high quality generations. Third, the type of inputs provided
should be representative of what users would like to prompt
the model with.
In initial experimentation, we found that a fixed 15% noise
schedule led to poor generation results, while a linear noise
schedule where probability of each mask rate was constant
led to good generation but poor representation learning re-
sults. We find a good trade-off between representation learn-
ing and generation by sampling the noise schedule from
a mixture distribution. 80% of the time, the mask rate is
sampled from a β(3, 9) distribution with mean mask rate
25%. 20% of the time, the mask rate is sampled from a
uniform distribution, resulting in an average overall mask
rate of 30%.
The noise schedules applied to each input are listed in Ta-
ble S6. For the structure coordinate track, we also modify
the noise to be applied as span dropping, as opposed to i.i.d
over the sequence with 50% probability. This ensures that
the model sees contiguous regions of masked and provided
coordinates, which better mimics the types of inputs users
may provide.
A.2.2.2. TRACK DROPOUT
Along with applying noise to each track, we want to ensure
ESM3 is able to perform well when some tracks are not
provided at all (e.g. to perform structure prediction when
no structure is provided as input). We enable this by wholly
dropping out some tracks with varying probabilities, listed
in Table S6.
A.2.2.3. STRUCTURE NOISE
We apply gaussian noise with standard deviation 0.1 to all
coordinates the model takes as input.
A.2.2.4. ATOMIC COORDINATION SAMPLING
An interesting use case of generative protein models in-
volves conditioning on key structural information, such as
an active site, and generating the sequence and structure of a
protein that contains this information. It is possible to define
an atomic coordination task as 3 residues which are mutu-
ally in contact in structure space (Cα−Cα distance < 6 ˚
A),
but are distant in sequence space (≥10 positions apart) (23).
Training on this conditioning may enable the model to better
perform the type of atomic coordination required for active
site sampling.
While this task will be sampled with some probability under
the standard noise schedules, we also manually sample the
task with 5% probability whenever a structure is available.
If the task is sampled and a valid atomic coordination triplet
is found, the structure coordinates for that triplet are shown
to the model. For each residue in the triplet, the adjacent
residues are also independently shown with 50% probability,
which leads to a total size of between 3 and 9 residues. All
other structure coordinates are masked. Normal masking is
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Dataset
Type
Clustering Level
Expansion Level
Tokens
Release
UniRef
Sequence
70% (83M)
90% (156M)
54.6B
2023 02
MGnify
Sequence
70% (372M)
90% (621M)
105.5B
2023 02
JGI
Sequence
70% (2029M)
-
256B
All non-restricted studies available on
July 30th, 2023.
OAS
Sequence
95% (1192M)
-
132B
All sequences available on July 30th,
2023.
PDB
Structure
- (203K)
-
0.054B
All chains available on RCSB prior to
May, 1st, 2020
PDB Clustered
Structure
70% (46K)
100% (100K)
0.027B
AlphaFoldDB
Structure
70% (36M)
90% (69M)
40.5B
v4
ESMAtlas
Structure
70% (87M)
90% (179M)
23.5B
v0, v2023 02
Table S3. Pre-training dataset statistics. Includes number of tokens, release, and clustering level. Numbers are derived after dataset
filtering.
Dataset Name
Unique Samples(M)
Unique Tokens(M)
UniRef
133
40,177
MGnify
406
65,780
JGI
2,039
265,070
OAS
203
22,363
PDB
0.2
55
AFDB
68
20,510
ESMAtlas
168
38,674
AFDB inverse folded
111
33,300
ESMAtlas inverse folded
251
57,730
Sequence
3,143
484,441
Structure
236
177,710
Annotation
539
105,957
Total unique training tokens
768,109
Table S4. Pre-training unique token statistics. Broken down by token type and dataset type.
Dataset
Inverse Folding
Function Labels
SASA
Secondary Structure
UniRef
✓
✓
-
-
MGnify
✓
✓
-
-
JGI
✗
✗
-
-
OAS
✗
✗
-
-
PDB
✗
✗
✗
✗
AlphaFoldDB
✓
✓
✓
✓
ESMAtlas
✓
✓
✓
✓
Table S5. Data augmentation and conditioning information applied to each dataset.
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Track
Noise Schedule
Dropout Prob
Sequence
betalinear30
0
Structure Tokens
cosine
0.25
Structure Coordinates
cubic
0.5
Secondary Structure (8-class)
square root
0.9
SASA
square root
0.9
Function Tokens
square root
0.9
Residue Annotations
square root
0.9
Table S6. Noise Schedules and Dropout Probabilities.
Figure S9. Visualization of noise schedules used. Left shows the probability density function of all noise schedules used. Right shows the
betalinear30 distribution (which is drawn from β(3, 9) with 80% probability and a linear distribution with 20% probability) against a
beta30 distribution (defined by β(3, 7)) and a linear distribution.
applied to the other tracks.
A.2.2.5. TERTIARY INTERFACE SAMPLING
Predicting and generating binding interfaces is another im-
portant task for generative protein models. To help with this
capability, we add computational data augmentation that
simulates the binding interface task.
We define a tertiary interface as one involving a long range
contact (Cα −Cα distance < 8 ˚
A, ≥24 sequence posi-
tions). When this task is sampled (5% probability whenever
a structure is present), a long range contact is found, then the
chain is split into two chains, each containing one side of the
contact interface. Suppose the contacting positions are given
by the indices i, j. Then the first chain will contain residues
between [RANDINT(1, i −3), RANDINT(i + 3, j −15)],
while the second chain will contain residues between
[RANDINT(i + 15, j −3), RANDINT(j + 15, L)]. This en-
sures there is always a residue gap between the two pseudo-
chains. A chainbreak token “—” is inserted to represent the
residue gap.
A.2.2.6. RESIDUE GAP AUGMENTATION
To encourage the model to learn to represent residue gaps
using the chainbreak token, we introduce a task which ran-
domly splits a single chain into multiple subchains.
First, a number of chains to sample is sampled from a geo-
metric distribution with probability 0.9, up to a maximum
of 9 possible chains. If the number of chains sampled is 1,
no additional transformations are applied. A minimum sep-
aration of 10 residues between chains is defined. Sequence
lengths of the chains along with gaps are sampled from
a dirichlet distribution to maintain identically distributed
sequence lengths for each chain. This transformation is
applied to all samples.
A.2.2.7. GEOMETRIC ATTENTION MASKING
In the case that multiple chains are provided to the model
from either the interface sampling or pseudo-multimer aug-
mentation tasks, we mask the geometric attention layer to
prevent the model from attending to cross-chain coordinates.
This simulates tasks where the structure of individual chains
is known, but the interface is unknown.
A.2.3. Training Details
A.2.3.1. HYPERPARAMETERS
We train all models using AdamW optimizer (77), with
the following hyperparameters: β1 = 0.9, β2 = 0.95. We
use a weight decay of 0.01 and gradient clipping of 1.0.
We employ 5K to 20K warmup steps until reaching the
maximum learning rate, and utilize a cosine decay scheduler
to decay LR to 10% of the maximum learning rate by the
end of training.
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A.2.3.2. INFRASTRUCTURE
Our training codebase uses Pytorch. We use Pytorch’s
FSDP (78) implementation for data parallelism. We also
use custom components from the TransformerEngine (79)
library.
We have made several optimizations to increase the training
speed of our models. For multi-head attention uses, we
use the memory efficient implementation from the xformers
library (80). We also save activations that are expensive
to compute during training when necessary. We employ
mixed precision training, utilizing FP8, BF16, and FP32 as
needed based on accuracy requirements and kernel availabil-
ity throughout our network.
A.2.3.3. STABILITY
Scaling ESM3 to 98 billion parameters with its novel archi-
tecture, multi-modal inputs, and low precision computation
requirements poses significant training stability challenges.
Our model is significantly deeper than its NLP counterparts,
and literature has shown that deeper networks are harder to
train due to attention collapse (81).
We observed training instability early in the architectural
innovation phase, which we addressed through several
changes. We apply layer normalization to the query and key
vectors within the attention mechanism (82). We observe
longer warm up helps (83). Another source of instability
is the masking rate in pre-training tasks. We found that
a very high masking rate is more likely to cause training
divergences than a lower one, especially early in the train-
ing. Choosing a masking schedule biased towards lower
mask rates improved both performance and training stability.
Interestingly, the introduction of conditioning from other
modalities also improves training stability, perhaps suggest-
ing that stability is related to the degree of underspecification
of a task.
An incorrectly set learning rate is another source of instabil-
ity. To ensure the right balance between learning effective-
ness and stability, we optimized the learning rate on smaller
models and scaled it according to best practices as outlined
in (84, 85). We find empirically that the initialization has
a small effect on model stability, and the majority of sta-
bilization can be gained from simply scaling the learning
rate at the appropriate rate. By applying the rules in both
width-µP and depth-µP, we can simply scale the learning
rate inversely proportional to the square root of the number
of parameters, and find this results in stable training.
Following these modifications, we successfully trained our
98-billion-parameter model without any issues related to
training instability.
A.2.3.4. STAGED TRAINING
We stage training to alter dataset composition, train on
longer contexts that would be too expensive for the entire
pre-training, or introduce features such as the taxonomy
track (A.1.9.2.
A.3. MODEL EVALUATIONS
ESM3 is both a generative model and a representation learn-
ing model that can be adapted for predictive tasks. In this
section, we present benchmarking results for both capabili-
ties.
A.3.1. Models
ESM3 models are trained at three scales—1.4B, 7B, and
98B parameters—on approximately 75B, 560B, and 1.8T
training tokens, respectively.
The ESM3 1.4B model, trained on 75B tokens and noted for
its small size and speed, allows rapid iteration both during
training and at inference. Optimal model size and number
of training tokens are studied by extrapolating from a se-
ries of smaller runs, given a training compute budget, model
architecture, and dataset characteristics (19, 21). After deter-
mining compute optimality for training, a variety of factors
such as release frequency, amount of inference, ease of use,
and usage patterns are also taken into account to determine
the ideal number of tokens on which to train the model. To
enable efficient inference for the benefit of the research com-
munity, we have trained two additional versions of ESM3
1.4B, named 1.4B Overtrained and 1.4B Open, which are
trained on 300B tokens, far beyond their compute optimality
for training.
A.3.2. Data
In the following benchmarks for this section, unless other-
wise noted, models are evaluated on a test set of 902 proteins
whose structures are temporarily held out from the ESM3
training set. The proteins were sourced from the Continuous
Automated Model EvaluatiOn (CAMEO) targets released
from May 1, 2020 through Aug 1, 2023 (86).
For contact and structure prediction evaluations, we also
evaluate on the CASP14 (71 proteins) and CASP15 (70
proteins) structure prediction benchmarks (87, 88). The
CASP14 and CASP15 sets are obtained directly from the
organizers.
A.3.3. Representation Learning
The contact prediction model is a multilayer perceptron
(MLP) head that operates independently over the represen-
tations of each amino acid pair, outputting the probability
42
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Simulating 500 million years of evolution with a language model
of contact between them. We use LoRA (89) for finetuning,
which is a common alternative to full weight finetuning that
uses much less memory while attaining strong performance.
LoRA is applied to the base model for finetuning, and the
MLP along with the LoRA weights are trained end-to-end
using the cross-entropy loss with respect to the ground truth
contact prediction map. For the ground truth, all residues
at least 6 positions apart in the sequence and within an 8 ˚
A
Cα-Cα distance are labeled as a contact. All models are
trained with LoRA rank 4, batch size 64 and a learning rate
of 1e-3 for 10k steps on a mix of sequence and structure data
from PDB, AlphaFold-DB, ESMAtlas, and OAS Predicted
Structures. Data are sampled in a ratio of 1:3:3:0.03 from
these datasets.
Table S7 shows the performance on each structural test set
through the metric of precision at L (P@L), which evaluates
the precision of the top-L most confident predictions, where
L is the length of the protein. The smallest ESM3 model,
with 1.4B parameters, achieves a P@L of 0.76 ± 0.02 on
the CAMEO test set, which is higher than the 3B parameter
ESM2 model (0.75 ± 0.02). Furthermore, it trains on an
order of magnitude less compute during pre-training (6.72×
1020 FLOPS vs. 1.8 × 1022 FLOPS), demonstrating the
benefits of multimodal pre-training.
A.3.4. Structure Prediction
ESM3 can directly predict protein structures without addi-
tional finetuning by first predicting structure tokens, then
decoding these tokens into coordinates. When predicting
structure tokens, we follow the strategy outlined in Ap-
pendix A.1.10 and test both argmax decoding and full itera-
tive decoding.
For more difficult datasets, such as CASP14 and CASP15,
iterative decoding has an outsized impact (see Table S8),
whereas for easier datasets like CAMEO, argmax prediction
is sufficient. On both the CAMEO and CASP15 datasets,
argmax prediction for the 7B model is comparable to ESM-
Fold, and iterative decoding with ESM3 98B closes the
gap between ESMFold and Alphafold2. Structure predic-
tion scaling curves as a function of training compute, are
provided in Fig. S10
A.3.5. Conditional Likelihood
The conditional likelihood of an output given a prompt
serves as a proxy for the generative capabilities of a model.
Fig. S11 and Table S9 evaluate the performance of ESM3
as a conditional generative model, using its negative log
likelihood (NLL) on the test set. For each track - sequence,
structure, function, SASA, and secondary structure - NLL
is evaluated both unconditionally and conditioned on each
of the other tracks.
Figure S10. Scaling curves for structure prediction. Error bars are
single standard deviations.
Unlike, for example, an autoregressive model, ESM3
is a generative model over masking patterns, so is
trained to predict tokens given any masking pattern.
The NLL of a sample under ESM3 is given by
1
L!
P
o∈O
1
L
PL
i=1 log p(xoi|xo1, . . . , xoi−1), where O is
the set of all decoding orders with normalization constant
Z =
1
L!. This computation is intractable (as the set of all
decoding orders is exponential in length of a protein), but
can be approximated by sampling a single decoding order
o for each x in our dataset. At each step teacher forcing
is used to replace the masked token with the ground truth
token and report the mean NLL over the output tokens.
There are many straightforward relationships in this data.
For example, the unconditional NLL (Fig. S11, black lines)
is always higher than conditional, and conditioning on full
3D structure reduces the loss on secondary structure predic-
tion to nearly zero (1.4B: 0.24, 7B: 0.19, 98B: 0.16).
Other trends may be more surprising. Conditioning on
sequence results in a lower structure prediction loss than
conditioning on secondary structure (98B; sequence: 3.13,
secondary structure: 3.37). There are some diminishing
returns to scale for the prediction of structure, function,
SASA, and secondary structure. However, this diminishing
is not observed for sequences, where we observe a clear log-
linear relationship between pre-training FLOPS and NLL,
regardless of conditioning.
A.3.6. Unconditional Generation
To assess the model’s unconditional generation capability,
we sampled 100 protein lengths randomly from the PDB and
generated 1,024 sequences for each using ESM3 98B with
a constant temperature of 0.7. The sampled length distribu-
tion is shown in Fig. S13A. Structures for each sequence
were predicted using ESM3 7B, and the distribution of pTM
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Simulating 500 million years of evolution with a language model
Model
CASP14
CASP15
CAMEO
ESM2 3B
0.57 (0.49 - 0.64)
0.57 (0.48 - 0.65)
0.75 (0.73 - 0.77)
ESM3 1.4B
0.56 (0.48 - 0.64)
0.59 (0.50 - 0.66)
0.76 (0.74 - 0.78)
ESM3 7B
0.62 (0.54 - 0.70)
0.64 (0.56 - 0.73)
0.82 (0.80 - 0.84)
ESM3 98B
0.66 (0.57 - 0.74)
0.66 (0.57 - 0.75)
0.85 (0.83 - 0.86)
Table S7. Precision @ L results. Measured on CASP14, CASP15 and CAMEO for the ESM3 model family. Intervals represent
bootstrapped 95% confidence intervals.
Iterative / O(L3)
Argmax / O(L2)
Model
CAMEO
CASP14
CASP15
CAMEO
CASP14
CASP15
1.4B Open
0.830
0.705
0.733
0.805
0.640
0.677
1.4B Overtrained
0.846
0.714
0.750
0.825
0.651
0.700
1.4B
0.807
0.693
0.697
0.775
0.608
0.636
7B
0.870
0.742
0.764
0.852
0.607
0.726
98B
0.895
0.763
0.801
0.884
0.719
0.770
ESMFold
0.865
0.728
0.735
AlphaFold2
0.904
0.846
0.826
Table S8. Protein structure prediction results. We benchmark ESMFold, ESM3 models, and Alphafold2. Left side: ESM3 iterative
inference of structure tokens conditioned on sequence. Because iterative inference is O(L3) in length of a protein sequence, it is
comparable to ESMFold and AF2, both of which share the same runtime complexity. Right panel: Single-pass argmax structure token
given sequence. In all cases, the more difficult the dataset, the more iterative decoding appears to help - 98B has a +4.4 LDDT boost on
CASP14, compared to a +1.0 LDDT boost on CAMEO. Both the Open and Overtrained models are both trained up to 200k steps. The
plain 1.4B model is used for scaling comparisons, and is trained to 50k steps.
Conditioning
Model
Sequence
Structure
Function
SASA
Secondary Structure
Sequence
1.4B
2.31
1.71
2.28
1.81
2.02
7B
2.04
1.43
2.00
1.47
1.74
98
1.84
1.21
1.76
1.21
1.50
Structure
1.4B
4.09
4.98
4.93
4.39
4.42
7B
3.42
4.2
4.18
3.62
3.71
98
3.13
3.85
3.8
3.24
3.37
Function
1.4B
1.81
1.98
4.52
2.29
2.24
7B
1.22
1.47
3.75
1.67
1.70
98
0.93
1.20
3.63
1.41
1.40
SASA
1.4B
1.78
1.81
2.42
2.48
2.10
7B
1.57
1.66
2.26
2.31
1.92
98
1.46
1.56
2.15
2.23
1.82
Secondary
Structure
1.4B
0.42
0.24
0.70
0.50
0.83
7B
0.31
0.19
0.57
0.31
0.6
98
0.26
0.16
0.50
0.25
0.54
Table S9. Negative log-likelihood of each track conditioned on other tracks. Each row is a model size, generating a particular modality.
Each column is the conditioning. The diagonal, highlighted with italics, are the unconditional NLL of each track. We observe that indeed
adding conditioning improves NLL in all cases.
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Simulating 500 million years of evolution with a language model
Figure S11. Conditional and unconditional scaling behavior for each track. Loss is shown on CAMEO (Appendix A.3.2
Figure S12. Distribution of pTM and pLDDT. Measured on natural (left) and generated (right) sequences under ESM3 7B structure
prediction. Generated sequences show a clearly lower correlation (Pearson r 0.79 vs. 0.85) as well as a mode of sequences with high
pLDDT but low pTM. Natural sequences are from the test set (Appendix A.3.2), generations are unconditional generations from ESM3
98B.
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Simulating 500 million years of evolution with a language model
and pLDDT are shown in Fig. S13B. ESM3 generates more
high-quality structures than ESM2, which was trained using
a simple MLM objective over sequence only with a fixed
mask rate. Sequence similarity to the training set was com-
puted using mmseqs2 (73) with the following parameters:
--cov-mode 2 -c 0.8 -s 6.0. Proteins generated
unconditionally are similar—but not identical—to proteins
found in the training set (Fig. S15) and have high coverage
of the training set (Fig. 1E), demonstrating that the model
has properly fit the training distribution and does not exhibit
mode collapse. We observe a cluster of generations with
very high sequence identity to the training set; these corre-
spond to antibody sequences, with the framework regions
accounting for the high sequence identity.
We use pTM for evaluating structure predictions from ESM3
instead of pLDDT. This is because pLDDT can be miscal-
ibrated for generated structures and can overestimate the
confidence of a prediction. pLDDT is biased towards lo-
cal structural confidence, which can result in pathologies
such as very long alpha helices with high pLDDT at all
positions. pTM is a more global measure of structural con-
fidence, and is more robust to these pathologies. Fig. S12
shows that pTM and pLDDT correlation drops for generated
sequences (Pearson r: natural = 0.85, generation = 0.79),
and a clear pattern of high pLDDT (> 0.8) but low pTM
(< 0.6) emerges.
To visualize the distribution of unconditional generations,
we compute sequence embeddings by extracting the final
layer outputs produced by running ESM3 7B with sequence
inputs only. Protein-level embeddings are computed by
averaging over all positions in the sequence to produce a
2560-dim embedding. We then project these embeddings
into two dimensions using a UMAP projection (90) fit on
a background distribution of 50,000 randomly sampled se-
quences from UniProt with minimum distance 0.1 and num-
ber of neighbors 25. Examples are selected by computing
structural clusters with Foldseek-cluster (using default pa-
rameters) and sampling the example with highest ESM3
pTM from each cluster. A subset of these cluster representa-
tives are shown in Fig. 1E.
To assess whether ESM3 is biased towards particular sec-
ondary structures, we use DSSP to predict the three-class
secondary structure of the high-confidence (pTM > 0.8,
mean pLDDT > 0.8) generations and measure the percent-
age of residues that form alpha helices and beta sheets.
When compared to a background distribution computed
over the PDB, we find that ESM3 closely matches the sec-
ondary structure distribution of known proteins (Fig. S13D),
unlike other methods which preferentially generate helical
structures (14, 23, 25). Finally, to confirm that the structures
predicted with high confidence by ESM3 are designable, we
inverse folded and re-folded each using ESM3 7B. The ma-
jority of generations successfully re-folded with TM-score
of greater than 0.8 to the hallucinated structures, demon-
strating that ESM3 has high self-consistency for its own
high-confidence designs (Fig. S13C).
To explore alternative ways of generating proteins, we as-
sess the quality of proteins generated by a chain-of-thought
(CoT) procedure in which ESM3 7B generates the secondary
structure (SS8 tokens), then the 3-D backbone coordinates
(structure tokens), followed by the amino acid sequence
(sequence tokens) (Fig. S14). We compare the quality of
amino acid sequences generated from this CoT procedure
with the above method of unconditionally directly generat-
ing amino acid sequences. We find that the CoT procedure
generates sequences that have higher confidence ESM3-
predicted structures than the directly-generated sequences
as measured by pTM and mean pLDDT (Fig. S14A). Com-
pared to high-confidence (pTM > 0.8, mean pLDDT > 0.8)
directly-generated sequences, the high-confidence subset
of CoT-generated sequences are also more designable: the
CoT-generated sequences have predicted structures whose
inverse folded, then re-refolded structures have higher TM-
score to the originally predicted structure (Fig. S14C). The
CoT-generated sequences show a small bias towards higher
alpha and beta proportion compared to those generated di-
rectly (Fig. S14D).
A.3.7. Prompt-following Evaluations
To evaluate ESM’s ability to follow prompts, we use a set of
held-out proteins as described in Appendix A.3.2. The test
set is further filtered to remove proteins with length greater
than 1024, which removes 7 proteins from the test set. To
construct prompts for the structure coordinate, secondary
structure, and SASA tracks, we sample a random span of
length 15% of the original protein length. The model is then
shown the corresponding track for the randomly sampled
span, and is tasked with generating the sequence for the
entire protein. For example, for the structure track, for a
protein of length 100, we may sample a random span of 15
residues from residue 20-35. The model would then have
to generate a protein sequence of length 100 conditioned
on structure coordinate conditioning from residues 20-35
derived from the original test protein. This same procedure
is applied for the secondary structure and SASA tracks. For
the function track, we form the prompt by tokenizing the
keywords form the InterProScan annotations associated with
each sequence. The ESM3 7B model is used for all genera-
tions with a temperature of 0.7 and L decoding steps (where
L is the length of the sequence). The model generates 64
sequences per prompt, which we use to compute pass64.
To evaluate the generations, we use ESMFold to fold the
sequences generated by ESM3. For the structure coordinate,
secondary structure, and SASA tracks, the relevant align-
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Simulating 500 million years of evolution with a language model
Figure S13. Unconditional generation of high-quality and diverse proteins using ESM3. (A) Distribution of sequence length in the
unconditional generation dataset. (B) Mean pLDDT and pTM of unconditional generations from ESM3 compared to sequences designed
using the 3B-parameter ESM2 model. (C) Round-trip success rate of high-confidence generations using ESM3. Predicted structures were
inverse folded to predict a new sequence and then re-folded to produce a new structure. Success was measured by a TM-score of greater
than 0.8 between the original and refolded designs. (D) Secondary structure composition of unconditional generations relative to the
distribution of proteins in the PDB, which is shown in gray.
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Simulating 500 million years of evolution with a language model
Figure S14. Generation of sequences using chain-of-thought. SS8 tokens are generated first, followed by structure tokens, then amino
acid sequence with the ESM3 7B model. (A) Distribution of mean pLDDT and pTM of sequences generated by chain-of-thought
(“ss8 first”) compared to directly generating the sequence (“sequence only”). (B) Sample generations of SS8 tokens and the predicted
structure of its corresponding CoT sequence. (C) TM-score between predicted structures of high-confidence (pTM > 0.8, mean pLDDT
> 0.8) generated sequences and their corresponding inverse folded, then re-folded structures. (D) Comparison of the secondary structure
composition of high-confidence generated sequences to the distribution of proteins in the PDB.
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Simulating 500 million years of evolution with a language model
ment metrics (backbone cRMSD, 3-class secondary struc-
ture accuracy, and SASA Spearman ρ) can be calculated on
the relevant span in the ESMFold-predicted structure and
the original template protein. Continuing the previous ex-
ample for the structure track, we would compute the RMSD
between residues 20-35 in the ESMFold structure predicted
of the ESM3-generated sequence and residues 20-35 of the
original test protein. For the function annotation track, we
run InterProScan (38) on each generated sequence and ex-
tract function keywords from the emitted annotations. We
report function keyword recovery at the protein level, com-
puting the proportion of all function keywords in the prompt
which appear anywhere in the function keywords from the
InterProScan annotations of the generation.
A.3.8. Steerable Design
To test the ability of ESM3 to generalize beyond its training
distribution under prompting, we evaluate two prompting
scenarios. First, we identify proteins which were deposited
in the PDB after our training cutoff (December 2020) and
choose eight with TM < 0.7 to any structure in our training
dataset (PDB IDs: 2JVN chain A, 2KAF chain A, 2L8K
chain A, 2MJM chain A, 7ZUO chain A, 8EXF chain B). Us-
ing DSSP, we compute the residue-level SS8 and SASA for
each of these proteins to prompt ESM3, masking all other
tracks. We show in Fig. S15A that the generated proteins
are diverse, globular, and closely follow the SS8 and SASA
prompts while having no close sequence or structure neigh-
bors in the training set. Interestingly, these proteins are not
folded with high confidence or accuracy by ESMFold (mean
pTM 0.44, mean TM-score to reference 0.33), suggesting
that these are challenging proteins to fold. The ESM3-
generated sequences have a similar confidence (mean pTM
0.45) but much higher accuracy (mean TM-score 0.64).
Second, we classify the residue-level secondary structure
for a set of eight symmetric protein backbones using DSSP.
These proteins were previously designed using ESMFold
(5, 91) and have varying secondary structure (alpha and
beta) and varying symmetries (5-fold and 8-fold). Again,
ESM3 is able to design these proteins successfully with high
confidence (pTM > 0.8, pLDDT > 0.8) and low sequence
similarity to the training set Fig. S15B. The structural simi-
larity is moderate for these designs due to the high structural
conservation of the protomer units in each design. All de-
signs are generated using a constant temperature of 0.7 with
L/2 decoding steps, where L is the protein length. We sam-
ple 256 sequences for each prompt and filter generations by
pTM (> 0.8), pLDDT (> 0.8), and accuracy in satisfying
the SS8 prompts (> 0.8). Final examples were selected
from these filtered designs by visual inspection. Sequence
similarity to the training set was computed using the same
procedure as the unconditional generations, and structure
similarity was computed using Foldseek (39) in TM-score
mode (alignment-type 1) with sensitivity -s 7.5.
A.3.9. Composing Prompts
ESM3 is able to compose multimodal prompts across its
input tracks—sequence, structure, SS8, SASA, and function
keywords—to generate proteins with novel characteristics.
To demonstrate this, we augment the standard functional
motif scaffolding task (i.e., partial structure and sequence
prompts) with additional conditioning to specify the type of
scaffold for ESM3 to design. The functional sites comprise a
combination of ligand binding sites coordinated by residues
remote in sequence and those defined by short local motifs.
For each motif, the coordinates and amino acid identities
of all residues from the reference PDB structures are input
to the model, with random shuffling and augmentation of
the gaps between each active site. See Appendix A.4.5
for a description of this augmentation procedure and the
specifications of the ligand-binding sites chosen. In addition
to these sites, we also create a set of 12 partial sequence and
structure prompts derived from conserved functional motifs
(Table S10). These motifs are defined using a combination
of the benchmark dataset in Watson et al. (23) and conserved
sequence patterns from the Prosite database (92).
The scaffold conditioning is defined using either SS8 tokens
(to specify secondary structure composition) or function
keywords defined by InterPro accession numbers (to spec-
ify a particular fold). For each combination of functional
site and scaffold prompt, we sample between 256 and 2048
times to generate proteins with diverse and novel character-
istics. All designs were generated with the 7B-parameter
model, a constant temperature of 0.7, and L/2 decoding
steps for a protein of length L.
Secondary structure prompting.
We generated proteins
under four main classes of secondary structure composition:
mostly alpha helices, mostly beta sheets, and mixed alpha-
beta proteins (split into alpha/beta, alpha/beta/alpha, and
beta/alpha/beta topologies). For each generation, we prompt
the model with a random set of SS8 spans up to a total length
L, with mask tokens in between. For example, an all-alpha
SS8 prompt for a protein of length L=20 might look like
__HHHH___HHHHH____HH and a beta-alpha-beta prompt
might look like __EEE___HHHHH____EE_, where H is
a residue within an alpha helix and E is a residue in a beta
strand. We then combine this with the augmented partial
structure and sequence tracks given by a functional site mo-
tif. To increase the diversity of the scaffolds and maximize
the probability of generating physically realizable prompt
combinations, we generate between 256 and 1024 designs
for each combination of SS8 and functional site motif. For
each generation, we uniformly sample a random length L
between 150 and 400. Then, we produce a set of secondary
structure spans with length 5-20 residues, each separated
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Simulating 500 million years of evolution with a language model
Figure S15. Prompting ESM3 to generalize beyond its training distribution. (A) Proteins designed using SS8 and SASA prompts derived
from recent structures in the PDB with low structural similarity to the training set. Prompts along the protein length are visualized above
each generation; secondary structure is shown using three-class (alpha = blue, beta = orange, coil = gray) and SASA is shown as a line
plot colored by residue index to match the cartoon below. (B) Symmetric proteins designed using SS8 prompting. Histograms show
the similarity to the nearest training set protein by structure (TM-score) and sequence (sequence identity) compared to unconditional
generation.
Motif
PDB ID
Chain ID
PDB Residue Identifiers
ACE2 binding
6vw1
A
19-89, 319-366
Ferredoxin
6e6r
A
1-44
Barstar binding
7mrx
B
25-47
P53 binding
1ycr
B
19-28
PD-1 binding
5ius
A
63-83, 119-141
DNA-binding helix-turn-helix
1lcc
A
1-52
P-loop
5ze9
A
229-243
Double EF-hand
1a2x
A
103-115, 139-152
Lactate dehydrogenase
1ldb
A
186-206
Renal dipeptidase
1itu
A
124-147
Ubiquitin-activating enzyme E1C binding
1yov
B
213-223
DNA topoisomerase
1a41
A
248-280
Table S10. Functional motif definitions for conserved regions.
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Simulating 500 million years of evolution with a language model
by a gap of 3-10 residues, such that the total length adds up
to L. Finally, to avoid incompatibility between the partial
structure and secondary structure constraints, we also mask
the SS8 tokens at positions where structure is specified by
the functional site prompt. Secondary structure–prompted
designs was assessed by running DSSP on the designed
sequence and measuring the fraction of prompted residues
which were assigned the correct secondary structure. Suc-
cess was determined by a pTM > 0.8, all-atom cRMSD <
1.5 for the functional site, and SS8 accuracy > 0.8.
Keyword prompting.
To prompt the model to generate
proteins with a specific fold, we extracted the set of InterPro
tags associated with a set of proteins from the CAMEO test
set for which ESM3 achieved keyword recovery of greater
than 80% (Fig. 2A). These tags were then converted into
keywords and used to prompt the model in combination with
the partial sequence and structure constraints. The list of
prompts and function tags is given in Table S11. Keyword-
prompted designs were assessed using a self-consistency
evaluation, i.e. whether the model successfully predicts any
of the prompted InterPro accessions for the designed se-
quence. Success was determined by a pTM > 0.8, all-atom
cRMSD < 2.0, and number of InterPro accessions recovered
> 0.
We assess novelty of each motif-scaffold combinations by
measuring the TM-score between the generated scaffold and
the chain from which the motif is derived (Table S12). This
confirms that the model is not retrieving the original mo-
tif scaffold, particularly for secondary structure–prompted
scaffolds where we do not provide any explicit instructions
to produce diverse designs. For the motifs derived from
ligand binding residues (magnesium, serotonin, calcium,
zinc, protease inhibitor 017, and Mcl-1 inhibitor YLT), we
additionally use Foldseek to search the PDB for any other
proteins which share that motif (as defined by BioLiP (93)),
as a more stringent evaluation of novelty. For all but zinc-
binding and magnesium-binding motifs, Foldseek finds no
significant hits at an E-value threshold of 1.0. The hits
discovered for zinc and magnesium have only modest TM-
score (0.76 and 0.64), demonstrating that the model still
finds novel scaffolding solutions for these ligands. To assess
whether the generated scaffolds are likely to be designable,
we measure a self-consistency TM-score under orthogonal
computational models by inverse-folding the designed struc-
ture with ESM-IF (94) (using a temperature of 0.5) and
re-folding with ESMFold (5). We report the best scTM over
8 inverse folding designs in Table S12.
A.3.10. Multimodal Editing Examples
First, we describe the procedure for generating the protein
compression example shown in Fig. 2D. A series of prompts
of length 150 were constructed. The sequence and struc-
ture of the catalytic triad of trypsin (PDB 1Y3V) (H57,
D102, S195) were placed in the prompt using the follow-
ing procedure: three random residue numbers between 20
and 130 were sampled such that the minimum pairwise dif-
ference in position between each of the residues was no
less than 20. Then, H57 from the template trypsin was
placed at the lowest sampled number, D102 at the second
lowest, and S195 at the largest number, thus respecting the
left-to-right ordering of the catalytic triad in the template
trypsin. 128 prompts were generated by this procedure.
Each of these prompts was combined with a function key-
word prompt derived from the template protein, specifically
InterPro (38) tags IPR001254 (serine proteases, trypsin do-
main) and IPR009003 (peptidase S1, PA clan), to arrive at a
final set of 128 prompts. The base ESM 7B model was then
prompted to generate the sequence of the remaining 147
residues of the protein conditioned on the randomly placed
catalytic triad sequence and structure coordinates and func-
tion keywords. L = 150 decoding steps were used with a
temperature of 0.7, with 32 generations per prompt. Genera-
tions were then filtered by active site cRMSD, ESM3 pTM,
and InterPro Scan keyword outputs, with the generation
shown in Fig. 2D selected finally by visual inspection.
Generation quality was measured using ESMFold (5) pTM
of the generated sequence, in addition to self-consistency.
For self-consistency, we inverse fold the ESM3-predicted
structure of the generation with ESM-IF1 (94) 8 times and
re-fold with ESMFold, reporting the mean and std of the
TM-scores between the 8 ESMFold-predicted structures and
the ESM3-predicted structure. To perform a blast search of
the sequence, we use a standard Protein Blast search (51).
We set the max target sequences parameter to 5000 and sort
results by sequence length and sequence identity, selecting
the first sequence that is a serine protease. This yields the
reference WP 260327207 which is 164 residues long and
shares 33% sequence identity with the generation.
We showcase two further examples of protein editing. First,
ESM3 is prompted to bury an exposed helix in a protein
with an alternating alpha-beta sandwich fold. The prompt is
constructed as follows: the prompt is of the same length as
the template protein (PDB 1LBS). We identify a buried helix
(mean SASA 0.32 ˚
A2) between residues 106-116 of the
template protein. Structure coordinates from this region are
placed in the prompt at the same residue indices, to prompt
ESM3 to generate the same helix. This is composed with
a SASA prompt of 40.0 for each of the 11 helix residues,
prompting ESM3 to place this helix on the surface of the
protein. Finally, we prompt with the secondary structure of
5 central beta strands surrounding the buried helix, residues
33-36, 62-65, 99-103, 125-130, and 179-182. ESM3 7B
is then used to generate 512 protein sequences conditioned
on this prompt using L
2 decoding steps and a temperature
of 0.7. Designs are filtered by ESM3 pTM and adherence
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Scaffold
Reference
InterPro tags
Total Length
Beta propeller
8siuA
IPR001680 (1-350)
IPR036322 (1-350)
IPR015943 (1-350)
353
TIM barrel
7rpnA
IPR000652 (0-248)
IPR020861 (164-175)
IPR035990 (0-249)
IPR013785 (0-251)
IPR000652 (2-249)
IPR022896 (1-249)
252
MFS transporter
4ikvA
IPR011701 (1-380)
IPR020846 (1-380)
IPR036259 (1-380)
380
Immunoglobulin
7sbdH
IPR036179 (0-116; 124-199)
IPR013783 (0-206)
IPR003597 (124-202)
IPR007110 (0-115; 121-207)
IPR003599 (6-115)
IPR013106 (11-114)
209
Histidine kinase
8dvqA
IPR003594 (47-156)
IPR003594 (47-158)
IPR004358 (118-137)
IPR004358 (141-155)
IPR004358 (101-112)
IPR005467 (0-158)
IPR036890 (4-159)
IPR036890 (3-156)
166
Alpha/beta hydrolase
7yiiA
IPR029058 (0-274)
IPR000073 (26-265)
276
Table S11. InterPro tags extracted from CAMEO test set proteins for prompting with fold specification.
Site
Scaffold
Novelty (TM to original)
Designability (scTM)
017
beta
0.264
0.967
ACE2
alpha
0.606
0.871
CA
Immunoglobulin
0.441
0.781
Double-EF-hand
ab-hydrolase
0.293
0.969
MG
TIM-barrel
0.328
0.980
Renal-dipeptidase
alpha-beta-alpha
0.644
0.933
SRO
mfs-transporter
0.345
0.992
Topoisomerase
histidine-kinase
0.269
0.948
YLT
alpha-beta
0.229
0.899
ZN
alpha
0.567
0.996
Table S12. Novelty and designability metrics. Metrics are shown for motif scaffolds shown in Fig. 2C. Novelty is measured by computing
the TM-score to the original scaffold from which the motif is derived. Designability is measured by self-consistency TM-score over
eight samples by inverse folding with ESM-IF and refolding with ESMFold. All designs are distinct from their original scaffolds while
retaining high designability.
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to the SASA prompt. The final generation is chosen by
visual inspection. The generation is evaluated as described
above (ESMFold pTM 0.71, scTM mean 0.82, std 0.045).
Examining the generation, ESM3 is able to satisfy the input
constraints: the generated protein maintains the structure of
the helix (cRMSD 0.18 ˚
A) and the alternating alpha-beta
fold (both the generation and the template have 7 strands
alternating with helices), while exposing the helix motif
to the surface (mean SASA 28.35 ˚
A2). Furthermore, the
generation is structurally distinct: a Foldseek search (39)
of AlphaFold-DB, ESMAtlas, and PDB in TM-align mode
reveals no hit with TM-score greater than .76.
We also use ESM3 to generate an idealized TIM Barrel with
11-fold symmetry. This generation is undertaken in two
steps. First, we derive a secondary structure and function
keyword prompt from a reference TIM Barrel (PDB 5EKY).
The secondary structure of the reference protein is computed
using DSSP and then idealized to construct a prompt for
ESM3. To construct the secondary structure prompt, the
length of each helix and strand is fixed at 7 residues. Each
helix and strand region is then separated by 3 mask tokens,
with a mask token appended to the N and C termini of the
prompt as well. This yields a secondary structure prompt
of total length 159, which is combined with a function key-
word prompt derived from the reference protein: keywords
are derived from IPR013785 (aldolase-type TIM barrel) and
IPR000887 (KDPG/KHG aldolase). ESM3 7B is then used
to generate 256 samples with L decoding steps and a tem-
perature of 0.7. The design shown is chosen by filtering by
ESM3 pTM and visual inspection. In the second step, the
secondary structure prompt from the first step is expanded
to contain 11 helix-strand subunits, for a total prompt length
of 225 residues (4 mask tokens are now appended to the N
and C termini, rather than just 1). ESM3 7B is then used to
generate 256 samples with L decoding steps and a temper-
ature of 0.7, with generations filtered by ESM3 pTM and
visual inspection. The generation is evaluated as described
above (ESMFold pTM 0.69, scTM mean 0.97, std 0.011).
The generation is structurally distinct: a Foldseek search
(39) of AlphaFold-DB, ESMAtlas, and PDB in TM-align
mode reveals no hit with TM-score greater than .61.
A.4. ALIGNMENT
A.4.1. Algorithm
Since the introduction of RLHF (40) there have been a num-
ber of algorithms developed to tune large models trained
via unsupervised learning to better follow instructions
and generally align their generations to user preferences
(41, 42, 95, 96). We use IRPO (Iterative Reasoning Prefer-
ence Optimization) due to its simplicity in implementation
and good performance. The IRPO loss combines supervised
finetuning with contrastive learning from preference pairs.
IRPO operates on a dataset D ∼(yw, yl, x) consisting of
prompt x and a pair of completions yw (preferred) and yl
(not preferred). It also operates on two separate models: the
reference model πref and the current model πθ. The refer-
ence model πref is the fixed base model of the same scale,
and the current model πθ is the model being optimized.
LIRPO(πθ; πref) = LNLL + αLDPO =
−E(x,yw,yl)∼D
log πθ(yw|x)
|yw| + |x| +
α log σ
β log πθ(yw|x)
πref(yw|x) −β log πθ(yl|x)
πref(yl|x)
(2)
The IRPO loss contains two terms. The LNLL term maxi-
mizes the log likelihood of the preferred example normal-
ized by the length of the sequence, providing signal to rein-
force the good generations from the model. The LDPO term
is the contrastive preference tuning term, which increases
the difference in log likelihoods between the preferred and
not preferred examples while staying close to the reference
model (41). The use of the reference model serves as a
regularizer to prevent overfitting to the preference dataset,
which can often be small. There are two hyperparameters, α
and β. α weights the relative importance of the supervised
with the preference loss and the β parameter controls how
close we stay to the reference model: the higher the beta,
the closer we stay. We minimize this loss with respect to the
current model parameters θ.
ESM3 is a multi-modal model so the prompt can be any
combination of the input tracks of (partial) sequence, struc-
ture, and function and the generation y can be any of the
output tracks. In our experiments we always generate the
amino-acid sequence so this will be our running example
from now on. Since an amino-acid sequence y can be gen-
erated from prompt x in many multi-step ways computing
the full likelihood π(y|x) would involve integrating over all
possible multi-step decoding paths. Since this is intractable,
we use a surrogate that mirrors pre-training, shown in Eq. (3)
and described below.
log π(y|x) ≈Em
"X
i∈m
log p(yi|y\m, x)
#
(3)
To approximate the likelihood of a generation y from prompt
x, we mask y with a mask sampled from a linear noise
schedule, prompt ESM3 with {y\m, x}, and compute the
cross-entropy of ESM3 logits with the masked positions of
y. During training, the same mask is used to compute the
likelihoods for the reference policy vs current policy, as well
as for the preferred sample vs non preferred sample.
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Figure S16. Multimodal protein editing with ESM3. (A) ESM3 exposes a buried helix in an protein while maintaining the alternating
alpha-beta sandwich fold of the protein. (B) ESM3 is used in a two-step iterative edit, where first secondary structure prompting and
function prompting are used to idealize a reference TIM barrel. Secondary structure prompting is then used to increase the number of
subunits in the TIM barrel from 8 to 11.
A.4.2. Preference Tuning Intuition
Rearranging the DPO term of the loss function gives some
insight into how it finetunes the model for the preference
pairs.
LDPO(πθ; πref) =
E(x,yw,yl)∼D [−log σ (−βzθ(x, yl, yw))]
(4)
where
zθ(x, yl, yw) = log πθ(yl|x)
πref(yl|x) −log πθ(yw|x)
πref(yw|x)
= log πref(yw|x)
πref(yl|x) −log πθ(yw|x)
πθ(yl|x)
The function f(z) = −log σ(−βz) = log(1 + exp(βz)) is
the softplus function, and is an approximation of the hinge
function; in other words f(z) = βz when z >> 0 and
f(z) = 0 when z ≪0. Because of this property, there are
two cases. In the case where
log πref(yw|x)
πref(yl|x) >> log πθ(yw|x)
πθ(yl|x)
(5)
f(z) is in the linear regime, so the loss function is simply
maximizing the likelihood ratio log πθ(yw|x)
πθ(yl|x) . In the case
where
log πref(yw|x)
πref(yl|x) ≪log πθ(yw|x)
πθ(yl|x)
(6)
the loss has saturated. This ensures that we do not deviate
too far from the reference model.
These dynamics also hold true in the case of ESM3 fine-
tuning. Although we use a surrogate instead of the true
likelihood, the loss will increase the surrogate of the pre-
ferred pair over the non preferred pair until the current model
deviates too much from the reference model.
A.4.3. Evaluation Metrics
Possibly the most important part of preference tuning is
to decide how to bucket generations into preferences. The
desired objectives for a generation are quality and correct-
ness. Quality refers to the viability of the sequence to be a
stable protein. Correctness refers to the extent to which it
follows the given prompt; also called prompt consistency.
This section only deals with structure coordinate prompts,
so prompt consistency can be measured via constrained site
RMSD (cRMSD), which is the RMSD between the prompt
coordinates and the corresponding coordinates in the pre-
dicted structure of the generated sequence. Sequence quality
can be measured via predicted-TM (pTM) of a structure
predictor on the generated sequence.
As with any metric, especially one which is really a sur-
rogate such as a structure predictor, there is a risk of over
optimizing: the model keeps improving the specific metric
e.g. in our case pTM but the actual property of interest,
the viability of the sequence to be a stable protein, stops
correlating with the metric (97). Using orthogonal models
to rank our training dataset vs to perform evaluation helps
mitigate this.
To create the training datasets, generations are evaluated
according to cRMSD and pTM of ESM3 7B to maintain
a consistent structure predictor across all datasets. After
the preference tuning phase, the generations from the tuned
models are evaluated with ESMFold cRMSD and pTM as
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an orthogonal model. Training on ESM3 derived metrics
while evaluating on ESMFold derived metrics should reduce
the risk of over optimization for adversarial generations.
A.4.4. Training Dataset
All ESM3 model scales are trained with the IRPO loss
(Eq. (2)) on their respective preconstructed training datasets
consisting of structure coordinate prompts and generations
of various difficulty. The datasets have 16 generations each
for 30,000 prompts from the respective ESM3 model. Pref-
erence selection is determined via a threshold of metrics. A
sample is considered “good” if it has ESM3 7B pTM > 0.8
and backbone cRMSD to its structure prompt < 1.5 ˚
A.
Each “good” sample is paired with a “bad” sample to create
a preference pair. We found that enforcing a gap between
metrics of paired generations improves results, so to qual-
ify as a “bad” sample the generation must have a delta
pTM = pTMgood −pTMbad >= 0.2 and delta backbone
cRMSD = cRMSDgood −cRMSDbad < −2 ˚
A. Each
prompt can have multiple preference pairs, and prompts
with no valid preference pair are discarded.
The structure prompts are composed of a variety of proteins
adapted from our pre-training pipeline. 50% of the prompts
are synthetic active sites, while the other 50% are structure
coordinates randomly masked with a noise schedule. All of
the structure prompts are derived from PDB structures with
a temporal cutoff of before May 1st, 2020.
The synthetic active sites are derived by finding sequences
from PDB with coordinating residues. For these structures,
the amino acid identities are included in the prompt.
The remaining structure track prompts are masked according
to a cosine noise schedule. 50% of the noise scheduled
prompts are masked in completely random positions, and
the other 50% are masked according to an autocorrelation
mechanism that prefers sequentially masked positions.
Each model’s training dataset consists of generations of
its own reference model. For each prompt, we generate
samples from the corresponding ESM3 model scale using
iterative decoding with L/4 steps, where L is the length of
the prompt. We anneal the temperature from 1.0 to 0.5 over
the decoding steps.
A.4.5. Evaluation Dataset: Atomic
Coordination
Atomic coordination tasks require the generation of proteins
which satisfy challenging tertiary interaction constraints.
The model is prompted with the sequence and coordinates
of a set of residues which are near in 3D space, but distant
in sequence. To evaluate performance on these tasks, we
curate a dataset of 46 proteins with ligand binding sites from
the Biolip dataset (93). All selected proteins were deposited
in the PDB after the training set cutoff date (2020-12-01).
The coordinating residues shown to the model are given
by the ligand binding sites defined in the Biolip dataset
(Table S13).
ESM3 is prompted with the sequence and coordinates of the
residues for a particular ligand binding site. We ask ESM3
to generate novel structures by applying multiple transfor-
mations to the prompt. The total sequence length is sampled
evenly to be 150, 250, or 350 residues (regardless of the
original sequence length). Next, we define a contiguous
span of coordinating residues to be prompt residues with
fewer than 5 sequence positions between them. The order
and the distance between contiguous spans of residues is
shuffled. Together, this ensures that, for example, the origi-
nal protein will no longer satisfy the prompt. We consider
a generation a success if backbone cRMSD < 1.5 ˚
A and
pTM > 0.8.
We construct a total of 1024 prompts for each ligand and
generate a completion for each prompt with the model we
are evaluating. We report Pass@128, which is an estimate
for the fraction of ligands with at least one successful com-
pletion after 128 prompts per ligand. We estimate this using
an unbiased estimator (Chen et al. (98), Page 3) using the
success rate over 1024 prompts. We visualize randomly
selected successful generations for both the base model and
finetuned model in Fig. S18.
A.4.6. Supervised Finetuning
To judge the value of preference tuning, we also train a
supervised finetuning (SFT) baseline where we finetune the
model to increase likelihood of the high quality samples
without the preference tuning loss. The 1.4B, 7B, and 98B
models solve 14.2%, 33.7%, and 44.6% of atomic coordina-
tion tasks at 128 generations, respectively, which improves
upon the base models but is much lower than their corre-
sponding preference tuned versions.
A.4.7. Training Hyperparameters
Each IRPO model is trained for 1000 steps using RMSProp.
The learning rates are 1e-5, 1e-5, and 5e-6 for the 1.4B,
7B, and 98B, respectively, annealed using a cosine schedule
after a 150 step warmup. Gradient norms are clipped to 1.0.
For all IRPO runs β = 0.05 and α = 0.8. The SFT base-
line uses the same hyperparameters, but with α = 0.0 to
disregard the preference tuning term.
A.5. GFP
ESM3 generates a dim distant GFP B8 and a bright dis-
tant protein esmGFP. Details are provided below on com-
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PDB ID
Coordinating Residues
Ligand ID
7map
D25 G27 A28 D29 D30 G48 G49 V50
017
7n3u
I305 F310 V313 A326 K328 N376 C379 G382 D386 F433
05J
7exd
D103 I104 C107 T108 I174 H176 T182 W306 F309 E313 Y337
05X
8gxp
W317 C320 A321 H323 V376 F377 L396 I400 H479 Y502
06L
7n4z
M66 C67 R124 L130 C134 Y135 D152 F155
08N
7vrd
A40 S41 H161 Q169 E170 E213 D248 D324 K349 H377 R378 S379 K400
2PG
7zyk
V53 V66 V116 H160 N161 I174 D175
ADP
6yj7
K23 V24 A25 Y45 T46 A47 F115 I128
AMP
8ppb
H185 F198 K209 Q249 D250 L251 D262 K336 I415 D416
ATP
7knv
E33 F94 E95 D125
CA
7xer
Y466 L505 T525
CLR
7tj6
F366 G367 T378 R418
CMP
6xm7
H167 H218 H284 H476
CO
7bfr
Q62 X126 H248
CO3
6xlr
X272 Y495 H496 H581
CU
6tnh
N40 A41 S127 T128 Q187 L191 C201 T202 V236
DGP
7ndr
F73 S101 F102 D103 R106
EDO
8axy
H68 H109 E144
FE
7o6c
E62 E107 Q141
FE2
8aul
P31 M32 T33 Q106 H185 R237 S319 G320 G321 G342 R343 F369 Y370
FMN
7vcp
N37 D38 Q54 F97 S98 R159 D160 E214 Y276 W297
FRU
7b7f
G167 T168 G189 W195
FUC
8d0w
F73 L136 E137 F329
GAL
7yua
T13 T14 I15 D40 H85 S86 D87 D110 N290
GDP
7w1a
L44 Y88 L91 I212
GMP
7ljn
G71 S72 D91 K236 S253 V254 D309 R310
GTP
6s4f
Y84 N87 K88 V131 Q132 L133 D155 F157 I276 P309 G310 G313 P314 V317
KUN
7mg7
Y12 G98 L99 Y100 A207 D208 G227 R228
MAN
7qow
D12 T118 E268
MG
7dmm
E181 E217 D245 D287
MN
7qoz
G11 G12 I13 Y34 D35 V36 A86 G87 V126 T127 N128 H185 M235
NAD
7v2r
G89 F93 K98 F101 E121 Y204 E209 F229
NAI
7a7b
F51 Y128 K165 N166 S167 Y186 R187 I248 G249 A299
NAP
7pae
M20 L22 L38 V49 I53 C56 K57 R61 Q78 V80 W90 I109 M117 I129 L147 Y149
O7T
8egy
H82 K83 S186 G230 S231 N232 E345 S368 G369
PLP
7qow
S65 R129 D273 H465
PO4
7wmk
E77 L124 R129 S174 T189 Q191 W241 D304 E306 K349 D410 W411 Y486
PQQ
7pl9
D607 A608 Y637 M638 Y705 G706 M735 K736
RET
7yf2
G153 E174 L175 L209 N210 L211 Y295
SAH
7v6j
G207 D230 L231 D250 M251 K264
SAM
7ys6
D106 C110 N288
SRO
6w8m
A22 A23 G70 S110 T111 G112 V113 Y114
TJY
8g27
S258 D294 K435 R717
UDP
7xyk
R24 C170 R190 S191 D193 N201 H231 Y233
UMP
8g3s
H224 F228 V249 M250 V253 R263 T266 L267 F270
YLT
8it9
T92 P93 R96 Y108 L109 K216 V228 S229 H231 H232
ZL6
Table S13. Atomic coordination dataset. Selected PDBs and coordinating residues (along with binding ligand) for each protein sample in
the atomic coordination dataset.
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Figure S17. Alignment improves model generations. pTM, cRMSD distributions of generations from the 98B base model and aligned
model for all ligands in the atomic coordination dataset. Each ligand/model pair has 1024 generations.
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Figure S18. Randomly selected successful generations from the base model and finetuned model. A random sample of ligands is selected
and visualized with the ground truth PDB chain from which the ligand was taken. Solutions produced by ESM3 are diverse, and the
finetuned model gives significantly more successes (out of 1024 total samples).
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putational methods, experimental protocols, results, and
post-experiment analyses.
A.5.1. Generation and Selection
The base ESM3 7B model generates candidate GFP designs
for laboratory testing using a single prompt and a chain of
thought over sequence and structure tokens. Candidates are
filtered and ranked by metrics at several steps in the process.
Experiment 1 tests candidates across a range of sequence
identity to a template, yielding multiple GFPs including
dim hit B8. Experiment 2 consists of designs starting a
chain of thought from the sequence of B8, yielding numer-
ous bright GFPs including C10 which we term esmGFP.
This section details the computational protocol that gener-
ated and selected candidate GFP designs for Experiments 1
and 2, shown in Fig. 4B. Protocols, metrics, and selection
conventions are separately introduced and then synthesized
in descriptions of the two experiments, at the end of the
section.
A.5.1.1. MODEL
All candidate GFP designs were created using the base
ESM3 7B model with no finetuning. Throughout generation,
the model is prevented from decoding cysteine residues.
A.5.1.2. PROMPT
All candidate GFP designs in Experiment 1 are produced
with a chain of thought beginning from a single prompt. The
goal of the prompt is to capture essential residue identities
and structural features needed for chromophore formation
and fluorescence, leaving other degrees of freedom open for
the model to generate diverse designs.
Template To this end, we prompt ESM3 with a minimal
set of sequence and structure information from 16 residues
near the chromophore formation site from a template pro-
tein. We select a pre-cyclized intermediate crystal structure
from (50), PDB ID 1QY3, as our template. We reverse the
chromophore maturation slowing mutation R96A in 1QY3
so the prompt contains Arg96. We subsequently refer to the
full sequence and structure of 1QY3 with mutation A96R
as 1QY3 A96R or the template.
Sequence prompt The sequence portion of our prompt con-
sists of 7 template residues: Met1, Thr62, Thr65, Tyr66,
Gly67, Arg96, and Glu222.
Residues 65-67 form the
chromophore. Met1 ensures proper start codon placement.
Residues 62, 96, and 222 are described in (50) and other
works to have key catalytic roles in chromophore formation.
Structure prompt The structure portion of our prompt con-
sists of structure tokens and backbone atomic coordinates
taken from 16 template residues at positions 96, 222, and
58-71 (inclusive) which roughly captures the central alpha
helix. The unique geometry of the central alpha helix is
known to be crucial for chromophore formation (50).
All other positions and tracks in the prompt are masked. The
overall prompt length is 229, matching that of the template.
Residue indices are contiguous and begin from 1.
A.5.1.3. JOINT SEQUENCE STRUCTURE OPTIMIZATION
We employ the following procedure to jointly optimize the
sequence and structure of designs throughout our experi-
ments: While annealing temperature linearly from 1 to 0, we
perform multiple iterations of first predicting the structure
of a designed sequence and subsequently Gibbs sampling
each position in the sequence for that predicted structure. In
algorithmic form:
Algorithm 15 gibbs_seq_given_struct
Input: ESM3 f, sequence x ∈: {0..20}L, structure y, tem-
perature t
1: for i = shuffle({1, ..., L}) do
2:
xi ∼exp
log f(xi | x\i, y)/t
3: end for
4: return x
Algorithm 16 joint_optimize
Input: ESM3 f, initial sequence x1, iterations I, initial
temperature t1, final temperature tf
1: for i = 1, . . . , I do
2:
ti = (tf −t1) · (i/(I −1)) + t1
3:
yi = generate struct(f, xi, len(xi), T = 0)
4:
xi+1 = gibbs_seq_given_struct (f, xi, yi, ti)
5: end for
6: return xI+1
Three variants of
gibbs_seq_given_struct
in
joint_optimize were employed for Experiments 1
and 2. Joint optimization occasionally produces repetitive
spans of amino acids when temperature is annealed to low
values. Variant 1 and 2 are intended to address this, in dif-
fering ways. Variant 3 is an experiment in biasing the logits
with a PSSM of known natural GFPs. Half of the candidates
in Experiment 2 were produced using Variant 3. This half
did not include esmGFP.
1. Variant 1: Negative Local Sequence Guidance We
bias the logits of the model away from those produced
just from a highly local span of the sequence. Specifi-
cally, we use classifier free guidance (99):
logits′ = weight∗(logitscond−logitsuncond)+logitsuncond
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but push away from the logits produced by inputting
just 7 residues centered on the position being sampled,
with weight 2 and nothing else. All other sequence
positions and all other model inputs are left blank.
logits′ = 2 ∗(logitscond −logitslocal seq) + logitslocal seq
2. Variant 2: Max Decoding Entropy Threshold We
optionally skip resampling of sequence during Gibbs
sampling at positions whose entropy over sequence
tokens exceeds a user specified threshold.
3. Variant 3: PSSM Bias In Experiment 2 only, we ex-
periment with both including and excluding a PSSM-
based bias during Gibbs sequence sampling. Specif-
ically, we add a PSSM constructed from 71 natural
GFPs (see Appendix A.5.1.4 for details) directly to
the sequence output logits of the model, with a user-
specific weight. esmGFP did not use this option; it was
produced with weight 0.
A.5.1.4. METRICS
GFP designs are produced and scored by a number of ESM3-
derived and independent metrics. Unless otherwise noted,
designed structures are predicted using ESM3 with only se-
quence as input, using iterative decoding of structure tokens
with temperature 0 and subsequent decoding of backbone
coordinates with an older version of the structure token
decoder.
The following is an exhaustive list of metrics used. An exact
break down of where and how specific metrics are used
can be found in Appendix A.5.1.5, Appendix A.5.1.6 and
Appendix A.5.1.7.
Template Chromophore Site RMSD is calculated via an
optimal alignment (100) of N, C, CA, and inferred
CB atoms at positions 62, 65, 66, 67, 96, and 222 in
the predicted structure of a design and the template
(crystal) structure.
Template Helix RMSD is calculated in the same way, but
for N, C, CA atoms only, at design and template posi-
tions 58-71 (inclusive).
1EMA Helix RMSD is a metric proposed in (101). An
RMSD is calculated between alpha helix residues in
the predicted designed structure and a specific crystal
structure of avGFP, PDB ID 1EMA. Our calculation
differs slightly from (101). We calculate RMSD for
N, C, CA and inferred O atoms, and consider only
positions 60-64 and 68-74 (both ranges inclusive) to
exclude chromophore positions 65-67.
Sequence Pseudo-perplexity is calculated as defined in
(102). Given a protein sequence, positions are masked
one at a time, negative log-likelihoods of input tokens
at masked positions are averaged across all positions
in the sequence, and the result is exponentiated.
Round-trip Perplexity is calculated for a designed se-
quence via predicting its structure with ESM3, and
then evaluating the perplexity of the sequence given
that predicted structure under a single forward pass of
ESM3.
N-gram Score is calculated as the Engram term defined in
(10). This score assesses the divergence between the N-
gram frequencies of residues in the designed sequence
and those found in a background distribution, derived
from UniRef50 2018 03. Specifically, for a function
ngrami that takes in a sequence x and an N-gram order
i, and a precomputed distribuion of background N-
gram frequencies ngrami,bg, the score is calculated as:
Engram =
X
i∈{1,2,3}
DKL(ngrami(x), ngrami,bg) (7)
PSSM A position-specific scoring matrix (PSSM) is con-
structed from a MSA of 71 natural GFPs (103). Specif-
ically, at positions aligned to our template, frequencies
for the 20 canonical amino acids (excluding gaps) are
transformed to log odds via dividing by the uniform
background (p(aa) = 0.05), adding an epsilon of 1e-9,
and applying log base 2. This produces a matrix of
scores of size 229 x 20.
PSSM score We extract from the PSSM values at (posi-
tion, amino acid) pairs occurring in an input sequence.
These are averaged to produce a score.
N-terminus Coil Count is metric intended to measure
structural disorder at the N-terminus of a design. We
observed that predicted structures have various levels
of disorder in this region. To quantify it for possible
filtering, we apply mkdssp (76) to the ESM3-predicted
structure of a design, and record how many of the
first 12 positions are reported as having SS8 labels in
{S,T,C}.
A.5.1.5. SELECTION CRITERIA
Among Experiment 1 and 2, designs are selected for testing
by first applying a set of filters, and then selecting the top-
N designs according to a score-based ranking. Scores are
calculated by summing the values of several metrics, which
are each normalized across designs to have zero mean and
unit variance and which are negated when appropriate so
that lower values are always better.
Common Filters: The following filters are applied in both
Experiments 1 and 2.
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• Template Chromophore Site RMSD <1.5 ˚
A
• Template Helix RMSD <1.5 ˚
A
• N-gram Score <5
Common Score Terms: The following score terms are
used in both Experiments 1 and 2.
• Sequence Pseudo-perplexity
• Round-trip Perplexity
• ESM3 pTM
A.5.1.6. GENERATION AND SELECTION OF DESIGNS
FOR EXPERIMENT 1
In this experiment, we generate a set of GFP designs for
experimental testing with a range of sequence identities to
our template. Designs are generated by a chain of thought:
From the prompt, ESM3 decodes all masked structure to-
kens, then all masked sequence tokens. Lastly, sequence
and structure tokens are jointly optimized.
Initial Generation: Starting from the prompt, we first gen-
erate 38k structures by decoding masked structure to-
kens one at a time using a fixed temperature sampled
uniformly from the range (0, 1.25) for each generation.
To focus compute on the most promising structures, we
filter according to Template Chromophore Site RMSD
<1 ˚
A, yielding 24k selected structures. We next gener-
ate ≈4 sequences for each structure with a temperature
uniformly sampled from the range (0, 0.6), yielding
92k total sequences.
Selection: We select a subset of promising initial gener-
ations for further optimization by applying Common
Filters with N-gram score’s threshold modified to <5.5,
ranking designs according to {Common Score Terms,
mean ESM3 pLDDT, mean ESMFold pLDDT, and
ESMFold pTM}, and selecting the best 40 designs in
each interval of 0.1 sequence identity to the template
sequence in [0.2, 1.0], 320 in total.
Joint Sequence Structure Optimization: We then jointly
optimize the sequence and structure of designs. Using
30 iterations in each case, we run 5 seeds of optimiza-
tion with max decoding entropy threshold = 1.5 and
2 seeds of optimization with negative local sequence
guidance = 2.0, yielding 67k total designs. Designs
from every iteration are included in this pool.
Selection To select a set of designs for laboratory test-
ing, we apply {Common Filters, N-terminus Coil
Count <6}, rank designs according to {Common Score
Terms, ESMFold pTM, 15 * PSSM Score}, and select
the best 88 designs across 8 buckets of sequence iden-
tity to our template among intervals of width 0.1 in
range [0.2, 1].
A.5.1.7. GENERATION AND SELECTION OF DESIGNS
FOR EXPERIMENT 2
In this experiment, we perform further refinement of the
dim, distant GFP found in Experiment 1, B10. To produce
a diversity of designs, we sweep over a number of settings:
two variations of refinement are performed, and 2 selection
protocols are used.
Local Joint Optimization: Starting from our dim GFP de-
sign, B10, we perform joint_optimize using a
full grid sweep of the following sets of settings: Ini-
tial temperatures {0.001, 0.01, 0.05, 0.1, 0.5}, PSSM
bias weights {0, 0.01, 0.05, 0.1, 0.5}, Max decoding
entropy thresholds {0.8, 1, 1.25, 1.5, 2.0}. For each
unique settings combination, we use 20 iterations of
optimization with 3 seeds, continuing the final step
of Gibbs sampling until convergence. After account-
ing for some distributed system machine failures, this
yields 6.3k total candidate designs.
Selection: We select two sets of 45 designs for laboratory
testing via two filters and a shared set of ranking crite-
ria.
1. Set 1: We filter according to {PSSM Bias ̸= 0,
Common Filters, RMSD to starting structure
<1 ˚
A, Identity to starting sequence in (0.7, 1.0)}.
2. Set 2: We filter according to {PSSM Bias = 0 (no
bias), Common Filters, RMSD to starting struc-
ture <1 ˚
A, Identity to starting sequence in (0.9,
1.0)}. esmGFP comes from this pool.
For each set, we rank according to {Common Score
Terms, 8 * PSSM Score, 15 * 1EMA Helix RMSD}
and select 45 designs each for testing.
A.5.2. Experimental Methods and Data
Analysis
A.5.2.1. STRAINS AND PLASMIDS
We designed a custom bacterial expression vector contain-
ing an Ampicillin-resistance gene, the BBa R0040 TetR
promoter, the BBa B0015 terminator, and a Bsa-I golden
gate site between the promoter and terminator. GFP designs
were codon optimized for E. coli expression and ordered
from IDT (Integrated Device Technology Inc.) containing
compatible golden gate overhangs. They were then cloned
by golden gate assembly into the vector. We evaluated our
GFP designs in the E. coli host Mach1.
A.5.2.2. FLUORESCENCE ASSAYS OF GFP DESIGNS
To evaluate the fluorescence of our GFP designs, we trans-
formed our designs into Mach1 cells. For each of two
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replicates of a design, a colony was seeded into a 1 mL TB
culture containing 50 µg/mL carbenicillin. Cultures were
grown in 96 deep well blocks at 37 °C in an Infors HT
Multitron Shaker with a shaking speed of 1000 RPM for 24
hours. After 24 hours, 1 µL of the cultures were diluted in
200 µl of 0.2 µm filtered DPBS.
Fluorescence intensity of the samples was then quantified
at the single cell level using a NovoCyte Quanteon Flow
Cytometer (Fig. S19).
The remaining cultures were spun down at 4000 g for 10
minutes, resuspended and lysed with 300 µL lysis buffer (1x
bugbuster, 500 mM NaCl, 20 mM Tris-HCl pH 8, 10% glyc-
erol, cOmplete™, EDTA-free Protease Inhibitor Cocktail),
incubated at room temperature on a Belly Dancer Orbital
Shaker for 10 minutes, and lysate clarified by centrifugation
at 4000 g for 20 minutes. 100-120 µl lysate was transferred
to a 96 well black clear-bottom plate, and GFP fluorescence
was measured using a Tecan Spark Reader. Fluorescence
emission was captured at 515 nm with a 10 nm bandwidth
and excited with 485 nm with a 10 nm bandwidth. Ab-
sorbance was captured at 280 nm with a 3.5 nm bandwidth
to assess total protein content per well. For longer time
points, plates containing lysate were sealed and incubated
at 37°C for up to 7 days prior to measuring fluorescence.
GFP fluorescence values were first ratio normalized within
a well by their absorbance at 280 nm, and then further ratio
normalized across wells using the measured values from a
negative control E. coli containing vector without GFP. Data
from two replicates was then averaged for (Fig. 4B bottom)
and (Fig. 4C).
Overview photos of the plates (Fig. 4B top) were taken with
an iPhone 12 mini under blue light illumination from an
Invitrogen Safe Imager 2.0 Blue Light Transilluminator.
For excitation spectra, emission was captured at 570 nm
with a 50 nm bandwidth, while the excitation wavelength
was varied from 350 to 520 nm with a 10 nm bandwidth.
For emission spectra, an excitation wavelength of 430 nm
was used with a 50 nm bandwidth, while emission was
captured at varying wavelengths from 480 to 650 nm with
a 10 nm bandwidth. Excitation and emission spectra were
normalized by their maximum values (Fig. 4C).
A.5.2.3. ADDITIONAL GFP EXPERIMENTS
Plate overview photographs (Fig. 4B top) were taken over
two weeks since the initial lysate was created and over one
week after the final plate reader quantification was done,
and so possibly show additional brightness from slow chro-
mophore maturing designs. We observed some low level
contamination of wells H11 (vector with no GFP or designs)
and H12 (lysis buffer only) in the photograph of Experi-
ment 1 (Fig. 4B top left). Some of this contamination is
already visible in well H12 during the initial plate reader
quantification (Fig. 4B bottom left). To address potential
contamination concerns we performed an additional repli-
cation of B8 and observed a similar level of brightness to
Experiment 1 (50x less bright than natural GFPs) (Fig. S20).
Chromophore knockout versions of 1QY3 A96R and es-
mGFP were created through additional T65G and Y66G mu-
tations. These variants, along with 1QY3 and esmGFP, were
synthesized and measured as part of an independent repli-
cate performed by Genscript following the E. Coli based
fluorescent plate reader assay described above. Normaliza-
tion was performed with an OD600 measurement of the cells
prior to lysis. Analysis otherwise proceeded as above. Two
replicates were performed for each design and results were
averaged. Chromophore knockout reduced fluorescence to
background levels (Fig. S21).
A.5.3. Sequence searches and comparisons
A.5.3.1. DATABASE SEARCHES
BLAST nr search: esmGFP’s sequence was searched
with BLAST’s online server using the non-redundant se-
quences database nr with all default settings. tagRFP’s
sequence was taken from the top hit.
The ex-
act top hit found was TagRFP [Cloning vector
pLX-B2-TagRFP-T, Sequence ID ASG92118.1 and is
shown in its entirety in Table S14.
Train set search: MMseqs2 (73), version 15.6f452, was
used to search all datasets that ESM3 was trained on at
the maximum available expansion level; for cluster resam-
pling datasets all cluster members are searched, not just
cluster centers. The goal is to search against every possible
sequence that ESM3 may have seen during pre-training. Set-
tings are selected for conducting a high sensitivity search:
-s 6 -a --max-seqs 10000.
A.5.3.2. SEQUENCE IDENTITY CALCULATIONS
To calculate sequence identities involving the two high-
lighted GFP designs (B8, esmGFP) and select reference
proteins, the following procedure is used. MAFFT (104)
v7.525 is applied with all default settings to the sequences
of B8, esmGFP, the top tagRFP sequence found by BLAST,
eqFP578 (from FPBase (105)), the template (PDB ID 1QY3,
with mutation A96R), and avGFP (from FPBase). Identi-
ties between two sequences are calculated as the number
of matching non-gap residues at aligned positions divided
by the minimum non-gapped length of the query and target
protein. This is the same sequence identity formula used
in Appendix A.5.4. Aligned sequences and identities and
mutation counts to esmGFP are provided in Table S14.
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Figure S19. Flow cytometry data confirms cells expressing esmGFP can be detected at the single cell level. Forward Scatter-Area (FSC-A),
a measure of cell size vs Fluorescein Isothiocyanate-Area (FITC-A), a measure of GFP-like fluorescent signal, for expressing 1QY3
A96R, esmGFP, and a negative control that does not express any GFP. A gate was set at the 99.9% quantile for the negative control data,
and the fraction of cells passing the gate were quantified for each sample.
Figure S20. Replication of design B8 and select controls. Results
are averages of eight wells across two plates.
A.5.3.3. INNER-BARREL MUTATION COUNT
Positions in esmGFP are described as internal if they have
SASA < 5 in their predicted structure. SASA is calcu-
lated as in Appendix A.2.1.6) from the all-atom structure of
esmGFP, predicted with ESM3 7B.
A.5.4. Phylogenetic Analysis
Sequences and metadata of natural and designed fluorescent
proteins were obtained from FPBase (105). An initial set
of 1000 proteins was filtered to protein which contained the
following metadata: a specified parent organism, an amino
acid sequence between 200 and 300 residues long, a speci-
fied emission maximum, and no cofactors. NCBI taxonomy
database was used to obtain taxonomic information about
each species. These sequences were further filtered accord-
Figure S21. Chromophore knockout mutations T65G and Y66G
reduces fluorescence of both 1QY3 A96R and esmGFP to back-
ground levels.
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Figure S22. Sequence identity of esmGFP with natural and de-
signed GFPs from the four major classes found in nature.
ing to keep those that had species found by NCBI and were
Eukaryotic but not from Chlorophyta (to exclude Channel-
rhodopsin like proteins). The 648 sequences that passed
these criteria, along with the sequence for esmGFP, were
aligned to a multiple sequence alignement using MAFFT
and sequence idenity was computed between each pair of
sequences as described above. All pairs within and across
taxa were considered for (Fig. 4F). All designed sequences
were considered to belong to the species annotated as their
parent organism.
All 648 used sequences belonged to the Leptocardii (e.g.
laGFP), Hexanauplia (e.g.
ppluGFP), Hydrozoa (e.g.
avGFP), or Anthrozoa (e.g. efasGFP) classes. The sequence
identity of esmGFP was computed to each protein in these
classes Fig. S22. esmGFP was found to be closest to An-
throzoan GFPs (average sequence identity 51.4%) but also
shares some sequence identity to Hydrozoan GFPs (average
sequence identity 33.4%).
To estimate the millions of years of evolutionary distance
by time between esmGFP and known fluorescent proteins
we built an estimator to go from sequence identity between
pairs of GFPs to millions of years (MY) apart. We used
the following six Anthozoan species Acropora millepora,
Ricordea florida, Montastraea cavernosa, Porites porites,
Discosoma sp., Eusmilia fastigiata along with the six GFPs
amilGFP, rfloGFP, mcavGFP, pporGFP, dis3GFP, efasGFP
respectively. These species and GFPs were chosen because
they were annotated in both a recent time calibrated phylo-
genetic analysis of the Anthozoans (53) and a recent study
of GFPs (44). Each of these species contains multiple GFP
like sequences including red and cyan FPs. These particular
GFPs were chosen as they were annotated to be the main
GFP in each species. The millions of years between each
species was estimated as twice the millions of years to the
last common ancestor annotated in the time calibrated phy-
logenetic analysis. Using statsmodels (106), a line of best
fit was fit between MY and sequence identity. The line was
required to pass through a sequence identity of 1.0 and 0
MY. The MY to esmGFP was then estimated using this line
and the sequence identity of esmGFP to the nearest known
protein.
A.6. OPEN MODEL
We are releasing the ESM3 source code and model weights
of an open model, ESM3-open. ESM3-open is a 1.4B-
parameter model we trained without OAS antibody se-
quences and with precautionary risk mitigations for release
to the academic research community.
As part of this release, we follow guidance from the Prin-
ciples for the Responsible Development of AI for Biolog-
ical Design (107). We adopted precautionary risk mitiga-
tions, described in Appendix A.6.1, and performed risk
evaluations, detailed in Appendix A.6.2. Additionally we
conducted a review of the risks and benefits of releasing
ESM3-open with experts from the scientific community. We
provided reviewers access to ESM3-open, along with a de-
tailed technical report on our risk evaluations. We received
unanimous feedback from our reviewers that the benefits of
releasing the model greatly outweigh any potential risks.
We see this release as a first step and plan to work with
the scientific community to continue to improve processes
around responsible development. Open models enable the
scientific community to better understand and reduce any
potential risks of biological design tools. As our understand-
ing develops alongside the capabilities of future models, we
plan to continuously improve our evaluation frameworks,
safeguards, and mitigation strategies.
A.6.1. ESM3-open Mitigations
As a precaution, we filtered the training data of ESM3-open
to minimize model performance on sequences of potential
concern while otherwise maintaining performance. We also
removed the capability for the model to follow prompts
related to viruses and toxins.
Filtering sequences of potential concern. Previous work
has shown that the performance of protein language models
is closely related to the number of similar sequences present
in the training data (5). We therefore removed sequences
aligned to potentially-concerning proteins from the training
data in order to reduce the capability of ESM3-open on
these sequences.
We identified and removed sequences unique to viruses,
as well as viral and non-viral sequences from the Select
Agents and Toxins List (108) maintained by the CDC and
USDA. The U.S. Department of Health & Human Services
recommends filtering based on the Select Agents list as part
of their Screening Framework Guidance for Providers and
Users of Synthetic Nucleic Acids (109).
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Protein
Sequence
Identity
to
esmGFP
Mutations
to esmGFP
Aligned Sequence
B8
0.93
15
-MSKVEELIKPEMKMKLEMEGEVNGHKFSIEAEGEGKPYEGKQTIKAWSTT-GKLPFAW
DILSTSLTYGFRMFTKYPEGLEEHDYFKQSFPEGYSWERTITYEDGATVKVTSDISLED
GVLINKIKFKGTNFPSDGPVM-QKKTTGWEPSTELITPDPATGGLKGEVKMRLKLEGGG
HLLADFKTTYRSKKKEK-LPLPGVHYVDHTIRNEKAPHPEGKEYVVQYETAVARLA---
--------
esmGFP
1.0
0
-MSKVEELIKPDMKMKLEMEGEVNGHKFSIEAEGEGKPYEGKQTIKAWSTT-GKLPFAW
DILSTSLTYGNRAFTKYPEGLEQHDFFKQSFPEGYSWERTITYEDGATVKVTADISLED
GVLINKVKFKGENFPSDGPVM-QKKTTGWEASTELITPDPATGGLKGEVKMRLKLEGGG
HLLADFKTTYRSKKKEK-LPLPGVHYVDHRIVNEKATHPEGKEYMIQYEHAVARLA---
--------
tagRFP
0.58
96
MVSKGEELIKENMHMKLYMEGTVNNHHFKCTSEGEGKPYEGTQTMRIKVVEGGPLPFAF
DILATSFMYGSRTFINHTQGIP--DFFKQSFPEGFTWERVTTYEDGGVLTATQDTSLQD
GCLIYNVKIRGVNFPSNGPVM-QKKTLGWEANTEMLY--PADGGLEGRTDMALKLVGGG
HLICNFKTTYRSKKPAKNLKMPGVYYVDHRL--ERIKEADKETYVEQHEVAVARYCDLP
SKLGHKLN
eqFP578
0.53
107
----MSELIKENMHMKLYMEGTVNNHHFKCTSEGERKPYEGTQTMKIKVVEGGPLPFAF
DILATSFMYGSKTFINHTQGIP--DLFKQSFPEGFTWERITTYEDGGVLTATQDTSLQN
GCIIYNVKINGVNFPSNGSVM-QKKTLGWEANTEMLY--PADGGLRGHSQMALKLVGGG
YLHCSFKTTYRSKKPAKNLKMPGFHFVDHRL--ERIKEADKETYVEQHEMAVAKYCDLP
SKLGHR--
template
0.38
143
-MSKGEELFTGVVPILVELDGDVNGHKFSVSGEGEGDATYGKLTLKFICTT-GKLPVPW
PTLVTTLTYGVQCFSRYPDHMKQHDFFKSAMPEGYVQERTISFKDDGNYKTRAEVKFEG
DTLVNRIELKGIDFKEDGNILGHKLEYNYNSHNVYITADKQKNGIKANFKIRHNIEDGS
VQLADHYQQNTPIGDGP-VLLPDNHYLSTQSALSKDPN-EKRDHMVLLEFVTAAGI---
--------
avGFP
0.36
146
-MSKGEELFTGVVPILVELDGDVNGHKFSVSGEGEGDATYGKLTLKFICTT-GKLPVPW
PTLVTTFSYGVQCFSRYPDHMKQHDFFKSAMPEGYVQERTIFFKDDGNYKTRAEVKFEG
DTLVNRIELKGIDFKEDGNILGHKLEYNYNSHNVYIMADKQKNGIKVNFKIRHNIEDGS
VQLADHYQQNTPIGDGP-VLLPDNHYLSTQSALSKDPN-EKRDHMVLLEFVTAAGITHG
MDELYK--
Table S14. Multiple sequence alignment of select GFP designs (B8, esmGFP) and reference proteins. Template is the full sequence of
our template structure (PDB ID 1QY3), with chromophore slowing mutation A96R removed. tagRFP is the full sequence of the top hit
returned by BLAST search of the nonredundant database nr, avGFP and eqFP578 are from FPBase. Sequence identities for GFP designs
are in general calculated as the number of non-gap matches at aligned positions, divided by the minimum length of the query and target
ungapped sequences. Here, only sequence identities to esmGFP are shown. Similarly, the number of mutations to esmGFP are calculated
as the number of mismatches at aligned positions where esmGFP does not have a gap.
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Figure S23. ESM3-open is a powerful predictor of structure and function trained for open release. A: Structure Prediction ESM3-
open (blue) is competitive with ESMFold (orange) on structure prediction as measured by LDDT on CAMEO and CASP14/15. See
Appendix A.3.4 for details on this evaluation. B: Representation Learning ESM3-open (blue) is competitive with ESM2-3B (orange) on
representation learning as measured by contact prediction P@L for finetuned representations. See Appendix A.3.3 for details on this
evaluation. C: Function Keyword Prediction. ESM3-open function prediction performance, as measured by Mean Average Precision
across function keywords. ESM3-open achieves 0.81 precision across all keywords, and 0.89 for the top 1K most prevalent keywords in
the validation set (CAMEO). We use the same evaluation framework as in Appendix A.1.8.2.2. We report both the macro and micro
averages as in Fig. S8. In each of the preceding evaluations, the data mitigation minimally impacted performance, as compared to a
compute-matched model without data mitigations (hatched blue). D: Zero-shot Fitness Prediction. Fitness prediction performance as
measured by correlation (Spearman ρ) across 217 Deep Mutational Scanning datasets collated in ProteinGym. Left and right subplots
indicate viral (left) and non-viral (right) DMS datasets. The four columns per group indicate different models. ESM3-open performs
substantially worse than EVMutation (purple) on viral fitness prediction, while being competitive with ESM2 (orange) on non-viral fitness
prediction. Viral fitness prediction was substantially impacted by the data mitigation, while non-viral fitness prediction was not (hatched
blue).
To filter data, we create two denylists: the Viral Denylist and
the Select Agent Denylist. We then remove all sequences
from the training set that are detected to align to those in the
denylists by MMseqs2 at or above a given sequence identity
threshold.
To create the Viral Denylist, we identify ∼4M sequences
that are annotated as viral in UniProt and align almost ex-
clusively to other viral sequences in UniProt. This gives
us a procedure that removes viral proteins with both high
sensitivity and specificity (as measured by UniProt taxo-
nomic annotations). To create the Select Agents Denylist
we identify all sequences in UniProt belonging to organisms
on the Select Agents and Toxins List (108). This process
gives us 147K non-viral sequences and 40K additional viral
sequences.
For each denylist, MMseqs was used to query against the full
set of training databases, (including PDB, UniRef, MGnify,
and JGI) and all hits were removed from the training set.
This filter removes a total of 10.6M sequences across all
training sets.
Removal of keywords of concern. There are a number of
keyword prompts associated with viruses and toxins that we
aim to remove. We first identify a list of harmful keywords
with the following steps:
1. We curate a list of filter terms associated with viruses
and toxins. The full filter term list is available upon
request.
2. We then identify all InterPro tags whose free-text term
names contain at least one of the filter terms.
3. We identify keywords that are associated with flagged
InterPro tags but that are not associated with non-
flagged InterPro tags. We remove those keywords.
Keywords which are associated with both flagged and
non-flagged InterPro tags (e.g. “extracellular region”)
are not removed.
4. We additionally remove all keywords that themselves
directly contain one of the filter terms
Of the original 68,103 keywords that ESM3 is trained with,
this filter removes a total of 9,462 (14%), creating a new
vocabulary of 58,641 keywords.
The function vocabulary is defined via vectors representing
Term Frequency Inverse Document Frequency (TF-IDF)
which are then tokenized using Locality Sensitive Hashing
(LSH), as previously described in Appendix A.1.8. To
remove flagged keywords, they are first removed from the
TF-IDF vocabulary by removing the entries corresponding
to flagged keywords. This reduces the TF-IDF vector size
to 58,641. The LSH tokenization is defined by 64 hyper-
planes, each defined in the TF-IDF space, i.e. a Euclidean
space with one dimension per keyword. We redefine the
hyperplanes to be in the reduced space by removing the di-
mensions corresponding to the flagged keywords. This per-
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manently removes the information required for tokenization
of the flagged keywords. This mitigation is highly selective
and does not change the tokenization for any non-flagged
keywords.
A.6.2. ESM3-open Evaluations
In the section below, we outline our evaluations of ESM3-
open performance. When appropriate, we compare ESM3-
open to either existing open models, (e.g. ESM2 or ESM-
Fold), or to a compute-matched version of ESM3-open,
trained without any data mitigations.
Structure Prediction In Fig. S23A, we show that ESM3-
open achieves competitive performance on structure predic-
tion as measured by LDDT on CASP14, 15 and CAMEO,
showing very slight degradation from our compute-matched
1.4B model without data filtering. The evaluation framework
is described in Appendix A.3.4.
We also measure the ability of ESM3 to predict the structure
of a subset of viral proteins. In Fig. S23A we evaluate struc-
ture prediction on a set of structures derived from viruses
that were purged from the PDB training set. For the chains
in PDB that were > 70% sequence identity hits to the Viral
Denylist, we cluster at 40% sequence identity and then select
the longest chain (with length ≤1024) from each cluster.
ESMfold and ESM3-open achieved an average LDDT of
0.66 and 0.63, respectively, on the viral structures. With-
out the data mitigation, a compute-matched ESM3-open
would have achieved an average LDDT of 0.66. This is
substantially worse than the performance on generic struc-
ture prediction on CAMEO, and CASP14, where ESMFold
achieved an average LDDT of 0.86 and 0.73, and ESM3-
open achieved an average of LDDT of 0.83 and 0.70.
Representation Learning. ESM3-open achieves strong per-
formance on representation learning, slightly outperforming
ESM2 (3B) on contact prediction as measured by preci-
sion at L (P@L) on structures derived from CASP14/15,
and CAMEO, see Fig. S23B. The evaluation framework is
described in Appendix A.3.3.
Function Keyword Prediction. ESM3-open is able to
predict function keywords for proteins in a validation set
derived from UniRef and annotated with InterProScan, see
Fig. S23C. ESM3-open achieves a Mean Average Precision
for all keywords of 0.81 (macro average), and a precision of
0.89 (micro average) for the top 1000 keywords, discarding
common terms such as ”the”. The evaluation framework is
the same as that described in Appendix A.1.8.2.2.
Zero-shot Viral Fitness Prediction. We measure the ability
of ESM3 to identify viable sequences and understand the
effects of mutations on viral proteins. The evaluation con-
sists of the single mutant variants from 217 Deep Mutational
Scanning (DMS) datasets collected in ProteinGym (110).
This includes 28 DMS landscapes from viral proteins and
189 from other proteins. We evaluate the correlation (Spear-
man ρ) between the predicted variant effect and measured
variant effect. The predicted variant effect is measured as
the difference between the logit value for the variant allele
and the logit value of the wildtype allele at a given masked
position (16).
First, we compare the performance of ESM3-open to a
compute-matched version of ESM3-open which did not
undergo any data filtering. Applying data filtering as a
mitigation reduces average Spearman ρ performance on
viral fitness prediction from 0.28 (ESM3-small) to 0.17
(ESM3-open), while performance on non-viral proteins is
not adversely affected, changing from 0.46 (ESM3-small)
to 0.45 (ESM3-open). We also compare the performance of
ESM3-open to existing open model baselines. Fig. S23D
assesses performance relative to the EVMutation (111) base-
line. EVMutation is a Markov Random Field model (not
deep learning-based) trained on a multiple sequence align-
ment of the target protein. BLOSUM62 is a baseline based
on amino acid substitution frequencies. After mitigations,
ESM3-open performance on viral landscapes is low com-
pared to EVMutation and on-par with BLOSUM62.
67
PREVIEW
List of Figures
S1
The ESM3 architecture . . . . . . . . . . .
22
S2
Geometric Attention
. . . . . . . . . . . .
25
S3
Structure tokenizer reconstruction quality
.
32
S4
Visualization of structure tokenizer recon-
structions
. . . . . . . . . . . . . . . . . .
33
S5
Visualization of local neighborhoods which
map to the same learned structure token . .
34
S6
pTM and pLDDT calibration . . . . . . . .
35
S7
Schematic of function tokenization . . . . .
35
S8
Function prediction benchmarking results .
36
S9
Visualization of noise schedules used . . . .
41
S10 Scaling curves for structure prediction . . .
43
S11 Conditional and unconditional Scaling be-
havior for each track
. . . . . . . . . . . .
45
S12 Distribution of pTM and pLDDT . . . . . .
45
S13 Unconditional generation of high-quality
and diverse proteins using ESM3 . . . . . .
47
S14 Generation of sequences using chain-of-
thought
. . . . . . . . . . . . . . . . . . .
48
S15 Prompting ESM3 to generalize beyond its
training distribution . . . . . . . . . . . . .
50
S16 Multimodal protein editing with ESM3 . . .
54
S17 Alignment improves model generations
. .
57
S18 Randomly selected successful generations
from the base model and finetuned model
.
58
S19 Flow cytometry data confirms cells express-
ing esmGFP can be detected at the single
cell level . . . . . . . . . . . . . . . . . . .
63
S20 B8 Replication
. . . . . . . . . . . . . . .
63
S21 Chromophore knockout mutations . . . . .
63
S22 Sequence identity of esmGFP . . . . . . . .
64
S23 ESM3-open is a powerful predictor of struc-
ture and function trained for open release
.
66
List of Tables
S1
Parameter details for different model con-
figurations . . . . . . . . . . . . . . . . . .
24
S2
Training details for stage 2 training of an
all-atom structure token decoder . . . . . .
31
S3
Pre-training dataset statistics . . . . . . . .
40
S4
Pre-training unique token statistics . . . . .
40
S5
Data augmentation and conditioning infor-
mation applied to each dataset
. . . . . . .
40
S6
Noise Schedules and Dropout Probabilities
41
S7
Precision @ L . . . . . . . . . . . . . . . .
44
S8
Protein structure prediction results . . . . .
44
S9
Negative log-likelihood of each track condi-
tioned on other tracks . . . . . . . . . . . .
44
S10 Functional motif definitions for conserved
region . . . . . . . . . . . . . . . . . . . .
50
S11 InterPro tags extracted from CAMEO test
set proteins for prompting with fold specifi-
cation . . . . . . . . . . . . . . . . . . . .
52
S12 Novelty and designability metrics. . . . . .
52
S13 Atomic coordination dataset
. . . . . . . .
56
S14 Multiple sequence alignment of select GFP
designs (B8, esmGFP) and reference proteins 65
68
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