Sustainability Management

Sustainability Management

Business Value Chain

To enable sustainable growth in real estate and mixed-use development, the Company integrates the management of positive and negative impacts into its end-to-end operating processes, from upstream to downstream. These processes are divided into four key areas as follows:

1

Upstream Value Chain

Objective:

To promote responsible procurement and enhance supplier capabilities to reduce social and environmental risks from the outset.

Operating Process
Sourcing & Construction

Driving the supply chain through the Green Procurement policy, with a focus on low-carbon construction materials and construction waste management, while strictly overseeing contractor compliance with human rights and safety principles.

2

Own Operations

Objective:

To develop and manage environmentally responsible, safe, and highly efficient real estate projects throughout their life cycle.

Operating Process
Land Acquisition & Investment

The Company surveys potential investment sites by considering land in strategic locations with strong development potential, local customer needs, business competition intensity, urban expansion, and strategic site suitability. The process also incorporates climate change risk assessment and biodiversity conservation requirements to avoid impacts on existing ecosystems, prevent deforestation, maintain water quality, and preserve species and habitats within a healthy ecosystem. Land is acquired through direct purchase and land agents. For every acquisition, the Company compares the purchase price with appraised and market values to ensure price reasonableness, while also reviewing legal requirements and construction constraints.

Design & Development

The Company is committed to raising sustainable project development standards by integrating key concepts, including environmentally friendly green building development, climate change adaptation, design that reflects community identity, and participation in the use of public spaces.

In the design process, the Company applies internationally and nationally recognized energy and environmental sustainability standards, including Leadership in Energy and Environmental Design (LEED), Thai's Rating of Energy and Environmental Sustainability (TREES), and Excellence in Design for Greater Efficiencies (EDGE).

The Company places importance on in-depth studies of natural hazard risks, such as rainfall analysis for a 100-year return period and drought scenario modeling, to inform the design of infrastructure and effective flood barrier systems that are ready for volatile weather conditions. We also promotes clean energy through solar rooftop installations.

The Company carries out every step in strict compliance with applicable laws, taking into account social impact assessments (SIA) and environmental impact assessments (EIA). We also places the highest importance on conserving existing natural resources through proper large-tree relocation processes to preserve green spacesin a sustainable manner.

In terms of architecture, the Company draws on local cultural contexts and ways of life as inspiration for distinctive building forms that blend harmoniously with each location. We also supports the use of local materials to help drive the community economy and create both commercial and social benefits, generating shared value with local communities.

Operations & Facility Management

The Company is committed to enhancing services and facility management acrossreal estate projects to meet international standards by integrating collaboration with partners and the technology ecosystem to improve operational efficiency across the following dimensions:

  • Smart resource and environmental management: The Company uses enterprise resource planning systems (SAP) and artificial intelligence (AI Chiller Plant) to enhance energy and water management efficiency and reduce operating costs. We also advances waste management in line with circular economy principles through waste sorting points, with the aim of moving toward Zero Waste to Landfill.
  • Experience delivery and data security: The Company enhances security standards, cleanliness, and convenience in common areas. We also uses information technology systems to manage customer databases, with the highest priority placed on data security and privacy.
  • Compliance with international standards, green buildings, and wellness buildings: The Company adheres to sustainable building standards and pursues internationally recognized certifications, including ISO 14001 Environmental Management System, ISO 14064-1 Greenhouse Gases, ISO 50001 Energy Management System, and wellness building standards.
3

Downstream Value Chain

Objective:

To deliver superior experiences to consumers while creating economic growth together with tenant partners and local communities.

Operating Process
Services & Marketing

The Company manages integrated services and marketing to deliver the best experience across all mixed-use business groups, including shopping centers, office buildings, residential projects, and hotels, through the following approaches:

  • Sales and Space Management

    The Company sells and leases real estate space through a range of channels, primarily through direct sales by the Company's sales offices. In cases requiring specialized expertise, qualified sales representatives or real estate agents are appointed.

    For shopping centers and office buildings, the Company focuses on offering space directly to corporate customers and business operators. We emphasizes a diverse merchandising mix in shopping centers, while allocating office space that supports modern working styles and promotes building users' well-being.

    For residential projects and hotels, the Company expands access through online channels and call centers to facilitate reservations and provide fast, comprehensive information to interested customers.

  • Marketing, Data Innovation and Shared Value Creation

    The Company uses insight analytics technologies through our partner's The 1 App platform and self-developed platforms to connect customer lifestyles across businesses. This enables the Company to deliver personalized superior experiences, whether shopping in shopping centers, working in office buildings, living in residential projects, or relaxing in hotels, alongside marketing activities that add value to every project. In addition, the Company focuses on creating participatory spaces to support small and medium-sized enterprises (SMEs) and enhance community products. We also builds collaboration with tenant partners through Green Lease practices, covering both retailers in shopping centers and corporate tenants in office buildings. The Company is committed to responsible, transparent, and non-exaggerated product communication and public relations across all channels.

  • Customer Relationship Management (CRM)

    The Company has a central customer service function and specialized juristic-person teams responsible for customer care across all dimensions, covering tenant retailers and users in shopping centers, corporate tenants and employees in office buildings, residents of housing and condominium projects, and hotel guests. The Company regularly conducts satisfaction surveys and provides feedback channels. These insights are used to improve operational efficiency and continuously enhance service delivery. Customer relationship activities are also organized to build engagement and deliver long-term customer satisfaction.

4

Support Activities

Objective:

To serve as the foundational mechanism and ecosystem enabler that supports core value chain activities to operate efficiently, transparently, and sustainably.

Operating Process
Human Resources Management

Recruit, reskill and upskill employees while supporting employee well-being and occupational health and safety (OHS).The Company also promotes diversity, equity and inclusion (DEI), enabling our people remain a key force in driving the organization.

Risk Management & Governance

Integrate ESG risks, including climate change, legal, and cyber risks, into the enterprise risk management system, together with transparent internal control, accounting, and audit processes.

Technology & Firm Infrastructure

Develop information technology (IT), enterprise resource planning systems (SAP), and shared infrastructure to fully drive the business toward digital transformation.

Value Chain and The 6 Capitals Integration

The Company manages resources throughout the value chain based on the principle of integrating the six capitals, while applying the Integrated Reporting Framework to sustainability reporting. This approach reflects the organization's ability to transform inputs, asfundamental resources, into outputs and tangible long-term positive impacts across financial, economic, social, and environmental dimensions. The Company's value creation analysis based on the six capitals is summarized below.

Overview of Corporate Value Creation in 2025

The 6 Capitals Inputs Initial Resources Outputs & Outcomes Empirical Performance Results (compared with the previous year) Sustainability Impacts Long-term Value Delivered
1. Financial Capital
  • The Company's net interest-bearing debt to equity ratio (Net D/E Ratio) stood at 0.45 times, reflecting a strong capital structure and effective liquidity management.
  • Sustainable finance: Green/Sustainability Debentures with a total value of more than THB 20,000 million.

For the Company

  • Total revenue, including investment income: THB 54,579 million ( 2%)
  • Net profit: THB 18,841 million ( 13%)
  • Energy cost savings: THB 27.5 million per year

For stakeholders

  • Dividends paid to shareholders: THB 10,771 million (THB 2.40 per share)
  • Corporate income tax paid to the government: THB 4,385 million ( 19%)

Enterprise Value Impact

  • Financial cost savings of THB 40 million per year
  • Created added value from investor confidence
2. Manufactured Capital
  • Core assets and service areas comprise 44 shopping center projects (18 in Bangkok and its vicinity, 24 in provincial areas, one overseas project, and Mega Bangna), 16 small-format shopping centers or community malls, 11 office buildings, 11 hotels, and 51 residential projects.
  • Green infrastructure includes solar power generation systems with a combined capacity of 36 megawatts across 31 shopping centers, representing 70% of all shopping center projects; 12 Recycle Station waste sorting points covering 12 branches nationwide; and 545 electric vehicle (EV) charging parking spaces.

For the Company

  • The average occupancy rate for 2025 was 90%, down 1% from 2024 due to shopping center renovations.
  • Net leasable area (GLA): 2.3 million square meters ( 2%)

For stakeholders

  • Customer traffic: 510 million visits per year
  • Green spaces in shopping centers and three public parks near projects, namely Central Park at Central Rama 2, Korat River Walk Park at Central Korat, and Pathumwananurak Park at CentralWorld
  • Sky Run exercise areas in four shopping center projects
  • Playgrounds, both outdoor and indoor, free of charge, totaling 36 locations in 27 shopping center projects

Socio-economic Impact

  • Enhanced quality of life and created a regional economic multiplier through mixed-use space development as a Center of Life.

Enterprise Value Impact

  • Creation of additional asset value and prevention of impairment from green buildings (valuation in progress).
3. Intellectual Capital
  • The technology and data ecosystem includes The 1 App database with 23 million members, Serve application, Central Offices, Central X, The 1 Biz, and the enterprise resource planning system (SAP ERP), enabling data integration across the organization.
  • International standards and know-how include the application of information security standards (ISO/IEC 27001), the AI Chiller Plant management system, and knowledge for obtaining Green Building Certifications such as LEED, TREES, and EDGE.
  • Management systems include ISO 27001 information security and AI-Driven Chiller Plant Optimization.

For the Company

  • Faster and more accurate financial and operational data analysis through SAP enables the Company to manage cash flows and allocate budgets efficiently and in a timely manner.
  • Data analytics from The 1 Biz and Central X helps increase conversion rates or generate additional revenue through personalized marketing.
  • The Serve application helps reduce management time and costs.
  • No data leakage incidents or legal penalties (Zero Non-compliance).
  • Green building certifications increased by 7.2% of total building area.

For stakeholders

  • Customer engagement score, or NPS Score, was 63% (compared with 51% in 2024), reflecting trust and positive experiences from using shopping centers and applications.

Enterprise Value Impact

  • Avoided financial risk from administrative fines of up to THB 5 million per incident under the PDPA, as well as potential civil damages and reputational impacts that may arise from breaches of customer and stakeholder data.
  • Increased shopping center visit frequency, a key factor in driving stronger Customer Lifetime Value (CLV).
  • Maintained competitiveness and rental price bargaining power from the green building portfolio.
4. Human Capital
  • The Company had a total of 5,989 employees and allocated a budget of more than THB 5,633 million to care for and develop employee capabilities.
  • The Company drives reskilling and upskilling, leadership development, diversity, equity and inclusion (DEI), and occupational health and safety (OHS).

For the Company

  • Employee productivity was 5.41 times ( 6.9%)
  • Voluntary turnover rate was 12.6% (improved by 6.1%).
  • Employee Engagement Index increased from 83% to 88%.

For stakeholders

  • Average training hours: 29 hours/person/year ( 45%)
  • Lost Time Injury (LTI) among employees was zero.
  • The Injury Rate for employees and contractors was only 0.31 cases per million working hours (improved by 24% from the previous year).
  • The contractor Injury Rate was 0.28 cases per million working hours.

Socio-economic Impact

  • Raised professional standards for people in the retail and real estate industry and created income security through quality employment.

Enterprise Value Impact

  • Enhanced competitiveness as an Employer of Choice, helping attract talent to the organization.
  • Avoided recruitment costs and reduced economic losses from work interruptions through improved safety performance.
5. Social and Relationship Capital
  • Supported more than 5,883 small entrepreneurs, local entrepreneurs, and new entrepreneurs.
  • Business collaboration with networks of tenant partners and other stakeholder groups covered more than 657 agencies/organizations.
  • Provided monetary and non-monetary support for community development, public benefit activities, and donations with a total value of THB 617.4 million.

For the Company

  • Tenant renewal rate met the target.

For stakeholders

  • Created jobs and occupations for more than 300,000 community members.
  • Supported sales areas for SMEs/farmers totaling more than 17.1 million square meter-days.

Socio-economic Impact

  • Created a business ecosystem that grows together with tenants and communities.
  • Distributed income and stimulated the community economy by THB 3,650 million.

Enterprise Value Impact

  • Built rental income stability through the strength of the tenant partner network and tenant renewal retention.
  • Created opportunities to acquire new tenants or reduce risks from supply chain disruption.
6. Natural Capital
  • The Company used electricity, water, and gas resources in its business operations with a value of THB 4,842 million.
  • We invested THB 600 million in solar rooftop power generation systems, electricity-saving measures, and low-carbon materials.

For the Company

  • Greenhouse gas emissions intensity per square meter (Scopes 1, 2 and 3) was 133.4 tCO2e/sq.m. (improved by 8.1%).

For the environment and stakeholders

  • Reduced greenhouse gas emissions by 65,501 tCO2e (7.7% greater reduction).
  • Waste diversion rate was 31% (improved by 38%).

Environmental Impact

  • Mitigated impacts from climate change.
  • Restored natural resources and reduced pollution across the value chain.

Central Pattana's 2025 performance reflects the systematic management of resources based on the integration of the six capitals, creating dynamics of capital transformation that are interconnected and mutually reinforcing. For example, the allocation of financial capital through green bonds supports the development of manufactured capital in clean energy projects, which helps reduce impacts on natural capital through greenhouse gas emissions reduction and strengthens social capital by building stakeholder confidence. At the same time, the development of human capital enhances intellectual capital, supporting the growth of tenant partners and ultimately contributing back to the organization's stable financial capital. These mechanisms demonstrate that the effective management of intangible capital is a key factor in driving sustainable business returns and growth.