Task Force on Climate-Related
Financial Disclosures (TCFD)
Comprehensive Report on Climate-related Governance, Strategy, Risk Management, and Targets: Enhancing Food Security for Global Environmental Sustainability
TCFD Core Element: Governance
Laying a strong governance foundation, the Board of Directors has designated "climate change" as a top corporate priority and directly integrated it into risk management.
Board of Directors
Approving corporate climate strategy and direction
Corporate Governance and Sustainability Committee
Overseeing climate change matters and receiving progress reports four times a year
Risk Management Committee
Integrating Climate Risk into the ERM system
Sustainability Working Team
Driving strategy and consolidating metric data
TCFD Core Element: Strategy & Opportunities
Applying international standards to analyze risks and create climate-related business opportunities, with impact assessments conducted through Scenario Analysis
Scenario A (<2°C): In a scenario where the world strictly pursues the Net Zero target, the company will face high challenges regarding "regulations, taxes, and technology."
Scenario B (>3°C): In a continuous global warming scenario (BAU), the company will face high challenges regarding "natural disasters, raw material shortages, and physical impacts."
| Risk Categories | Risk Events and Business Impacts | Mitigation & Scenarios |
|---|---|---|
| Physical Risk Acute Risk |
Extreme Weather Events Factory locations are vulnerable to natural disasters, such as floods, disrupting production continuity and product logistics, and causing a permanent increase in raw material costs. |
Scenario A: Securing alternative raw material sources and backup logistics routes in case of minor disruptions along the main routes Scenario B: Stockpiling raw materials, managing local water resources to maintain production capacity, or considering factory relocation |
| Physical Risk Chronic Risk |
Long-term climate change Water security and risks related to upstream raw material yields, such as wheat and palm, decreasing due to extreme heat or drought |
Scenario A: Promoting Regenerative Agriculture and maintaining wastewater treatment standards Scenario B: Investing in backup water reservoirs to secure 100% of production capacity, and stockpiling raw materials across fiscal years or sourcing new cultivation areas |
| Transition Risk Policy & Legal |
Trade Barriers and Carbon Taxes Risks from Cross-Border Carbon Adjustment Mechanisms (CBAM) and Extended Producer Responsibility (EPR) regulations, resulting in increased costs |
Scenario A: Accelerate the development of 100% low-carbon products for export markets while transitioning to biodegradable packaging and refill station solutions. Scenario B: Enhance operational efficiency to reduce production costs and optimize plastic packaging through lightweighting initiatives. |
| Transition Risk Technology |
Energy and Transportation Transition Rising fuel costs driven by restrictions on internal combustion vehicles and increasingly stringent emission control requirements for boiler operations. |
Scenario A: Transition 100% of the vehicle fleet to electric vehicles (EVs) within five years and convert boiler systems to biomass or electric alternatives by 2030. Scenario B: Gradually replace vehicles and equipment based on economic feasibility and normal asset replacement cycles. |
| Transition Risk Finance & Supply Chain |
Sustainable Finance and Supply Chain Data Management Higher financing costs resulting from a decline in ESG ratings, along with the risk of inaccurate Scope 3 emissions calculations due to unreliable supplier data. |
Scenario A: Prioritize suppliers that disclose carbon emissions data and align greenhouse gas reduction targets with Science Based Targets initiative (SBTi) requirements. Scenario B: Maintain strong financial performance while encouraging suppliers to establish and disclose baseline sustainability and carbon emissions data. |
| Transition Risk Market & Reputation |
Brand Credibility and Greenwashing Risk Risk of environmental marketing and sustainability-related communications being perceived as misleading or overstated, potentially leading to greenwashing allegations. |
Scenario A: Provide transparent carbon footprint information on all product labels. Scenario B: Focus communications on CSR initiatives and broader social contribution activities. |
Climate-Related Opportunities: Low-Carbon Products
The Company promotes Carbon Footprint of Product (CFP) assessments to support its sustainability objectives. To date, 20 products have been certified by the Thailand Greenhouse Gas Management Organization (TGO), demonstrating accountability for greenhouse gas emissions throughout the product life cycle while enhancing competitiveness in export markets.
TCFD Core Element: Risk Management Process
Desktop Review
Analyze climate data in accordance with the TCFD framework to identify physical and transition risk factors.
Impact ID
Assess the likelihood and potential impact of climate-related risks on the supply chain and financial performance.
ERM Integration
Integrate climate-related risks into the Enterprise Risk Management (ERM) framework.
Mitigation Plan
Establish mitigation strategies, adaptation measures, and business continuity plans.
Monitor & Report
Monitor performance and report progress to the Board of Directors to support continuous strategy improvement.
TCFD Core Element: Metrics and Targets
Disclose greenhouse gas emissions transparently, supported by both short- and long-term emissions reduction targets, with a commitment to achieving net-zero emissions.
GHG Emissions Targets
2030 Target
2035 Target
Aligned with the NDC 3.0 Framework
2025 Performance Highlights
Reduction in direct and indirect greenhouse gas emissions intensity per unit of production.
Reduction of Scope 1 and Scope 2 Emissions
20% Reduction from the 2021 Base Year
Reduction of Scope 1 and Scope 2 Emissions
47% Reduction from the 2021 Base Year, aligned with the NDC 3.0 framework
Organizational Greenhouse Gas Emissions Inventory
| Scope | 2025 Emissions (ton CO₂e) |
|---|---|
| Scope 1: Direct Emissions | 36,895 |
| Scope 2: Indirect Emissions | 54,068 |
| Scope 3: Value Chain Emissions | 278,048 |
| Total Scope 1 and Scope 2 Emissions | 90,963 |
| Total Scope 1, Scope 2, and Scope 3 Emissions | 369,011 |
|
Carbon Intensity (Scope 1 and Scope 2) (tCO₂e per tonne of production) |
0.444 |
Achievements from the Green Process Policy: Total greenhouse gas emissions reduced through process improvement initiatives: 3,858.8 tCO₂e in 2025
Breakdown of Scope 3 Greenhouse Gas Emissions by Category
Greenhouse gas emissions across the value chain, covering raw material sourcing, transportation, product use, and end-of-life management.
| Scope 3 Category | BKK | SRA | LPN | RYG | RB1 | RB2 | Total |
|---|---|---|---|---|---|---|---|
| Scope 3 Total | 115 | 103,960 | 62,208 | 55,569 | 20,892 | 35,304 | 278,048 |
| Cat 1 Purchased goods and services | 0 | 93,097 | 61,121 | 53,421 | 20,025 | 33,752 | 261,416 |
| Cat 2 Capital goods | Not Significant | ||||||
| Cat 3 Fuel-and-energy-related activities (not included in Scope 1 or 2) | 115 | 10,863 | 1,087 | 2,148 | 867 | 1,552 | 16,632 |
| Cat 4 Upstream transportation and distribution* | - | 705 | 2,881 | 248 | 83 | 24 | 3,941 |
| Cat 5 Waste generated in operations | Not Significant | ||||||
| Cat 6 Business Travel* | 67 | - | - | - | - | - | 67 |
| Cat 7 Employee Commuting* | 268 | 577 | 124 | 165 | 99 | 198 | 1,431 |
| Cat 8 Upstream Leased Assets | Not Relevant | ||||||
| Cat 9 Downstream Transportation and Distribution* | - | 2,317 | 44 | 1,487 | 799 | 1,299 | 5,946 |
| Cat 10 Processing of Sold Products | Not Relevant | ||||||
| Cat 11 Use of Sold Products* | - | 6,798 | 5,119 | 2,656 | 674 | 1,074 | 16,321 |
| Cat 12 End-of-Life Treatment of Sold Products* | - | 4,058 | 2,701 | 3,488 | 221 | 572 | 11,040 |
| Cat 13 Downstream Leased Assets | Not Relevant | ||||||
| Cat 14 Franchises | Not Relevant | ||||||
| Cat 15 Investments | Not Relevant | ||||||
| Other | Not Relevant | ||||||