The Company places strong emphasis on an integrated enterprise risk management approach that addresses both business‑related risks and sustainability‑related risks, amid global economic volatility, geopolitical uncertainty, structural changes across industries, and increasingly complex regulatory requirements and disclosure standards.

The Company recognizes that the knowledge and understanding of all staff are key factors in achieving efficient corporate risk management and meeting risk management objectives. Therefore, the Company has organized workshops and special lectures on topics relevant to enterprise risks and plans annually. The 2025 performance is as follows:

• A training session for top and middle management on the topic “Prepare for the Next Step of Sustainability Reporting” was conducted by Ms. Kulawal Supesuntorn, Climate Change and Sustainability Consultant, at PricewaterhouseCoopers ABAS Ltd., on 20 May 2025. The session aimed to enhance knowledge and preparedness for the disclosure of material sustainability‑related risks and opportunities in line with the IFRS Sustainability Disclosure Standards across relevant functions such as Sustainability, Finance and Accounting, and Enterprise Risk Management. A total of 88 top and middle management executives attended the session.
• The Company organized a briefing session session for the Board of Directors, the Risk Management Committee, and senior management on the topic “Integrating ESG Risks into Enterprise Risk Management.” The session was delivered by Ms. Kulthida Wiratkapan, Partner at PricewaterhouseCoopers ABAS Ltd., on 15 December 2025. The objective of the session was to strengthen the Board’s, the Risk Management Committee’s, and management’s understanding of risk management principles, the IFRS Sustainability Disclosure Standards (IFRS S1 and IFRS S2), and the management of climate-related risks, thereby supporting the Board’s ability to perform its oversight duties effectively. The session was conducted in accordance with the “Six Pillars of Standard Knowledge for Directors” framework issued by the Securities and Exchange Commission (SEC) and the Stock Exchange of Thailand (SET). It also aimed to support the Company’s preparedness for the governance, strategic management, and disclosure of sustainability‑related risks and opportunities linked to financial performance, in alignment with the upcoming SEC requirements under the 56‑1 One Report – Sustainability (56‑1 One Report – S). The session was attended by a total of 14 participants, including the following Board members Tevin Vongvanich, Mr. Anucha Sihanatkathakul, Dr. Atchaka Sibunruang, and Ms. Dendao Komolmes, as well as senior executives and personnel responsible for enterprise risk management.
• The Company places strong emphasis on the systematic and continuous communication of the organization’s risk direction and key risk issues through a variety of internal communication channels that reach employees at all levels. These include the dissemination of risk‑related knowledge materials, analytical articles, and infographics via the Company’s internal communication platforms. In addition, the Company provides a Risk Management Clinic as a support mechanism for business units, enabling them to analyze, assess, and manage risks related to their operations in an appropriate manner. These initiatives aim to strengthen risk awareness, enhance risk management competency, and encourage employees to appropriately integrate risk management principles into decision‑making and day‑to‑day operations, thereby supporting the sustainable achievement of the Company’s strategic objectives.

• The Company conducted an organization‑wide survey on employees’ awareness, behaviors, and attitudes toward risk management between 24 September and 3 October 2025. A total of 136 employees participated, representing a wide range of age groups and position levels. The survey results indicated that the majority of employees recognize the importance of risk management, with 86.7% considering it a shared responsibility across the organization and 85.1% acknowledging its significant contribution to organizational success and sustainability. At the same time, the survey helped identify areas for further development, including enhancing risk management knowledge among employees with less than five years of service, strengthening the involvement of middle management in risk management planning, and promoting the application of risk management principles in day‑to‑day operations across all levels. These insights were subsequently used to develop the Risk Culture Enhancement Plan for 2025–2026, which outlines concrete actions such as targeted workshops for specific groups, the appointment and development of Risk Agents in each function, the development and use of a risk status reporting system (Risk Dashboard), and the establishment of standardized risk management tools applicable across all departments.
• The Company organized four online workshops (Virtual Workshops) throughout the year for the Enterprise Risk Management Working Group, which comprised senior executives, department managers, section managers, and operational‑level employees, totaling 24 participants. These workshops were conducted to monitor the implementation of enterprise risk management, define key risk indicators and risk appetite levels, assess residual risk levels following the implementation of risk control measures, develop additional risk mitigation plans, and establish risk targets and risk indicators, with ongoing monitoring of implementation progress.
• The Company conducted a series of employee‑level Risk Workshops across various functions and departments, comprising a total of 10 workshops with 79 participants, representing approximately 93% of all organizational units. These workshops were designed to enhance risk knowledge and understanding, promote active employee engagement, and cultivate a network of Risk Champions representing each department within the Company. The initiative also aimed to strengthen enterprise‑wide risk awareness and enable participants to apply and cascade the knowledge gained to support the practical identification, assessment, and management of operational risks within their respective functions.

The Company has adopted The Committee of Sponsoring Organizations (COSO) for its Enterprise Risk Management approach and has established a systematic internal control framework in accordance with the "Three Lines of Defense" concept. Under this concept, the first line of defense comprises risk owners who are responsible for identifying and managing risks within their respective functions; the second line of defense is the Corporate Strategy and Risk Management Division, which sets risk management guidelines and standards, and provides oversight and support; and the third line of defense is the Internal Audit Office, which independently assesses the adequacy and effectiveness of the enterprise risk management system.

The Company further strengthened its risk management process to enhance rigor and align it more closely with corporate strategy by refining its risk assessment criteria. The updated approach integrates both leading Key Risk Indicators (KRIs) and lagging KRIs into the assessment of likelihood and impact, thereby improving the Company’s ability to anticipate risks and prioritize them more accurately. In addition, the Company reviewed and updated its KRIs to ensure alignment with the evolving risk context, and developed a Risk Correlation Map to analyze interdependencies among key risks, thereby supporting more effective resource allocation. The risk monitoring and reporting process was also enhanced through an upgraded Risk Dashboard, enabling management and the Board to clearly track risk status and the progress of mitigation plans. This information is used to assess the effectiveness of risk management measures and support strategic decision‑making.

In 2025, risk management performance was reported to top management twice, to the Risk Management Committee four times, and to the Board of Directors four times.

Following the systematic strengthening of its risk management process, the Company applied the enhanced risk assessment framework, measurement criteria, and supporting tools to drive risk management in practical and actionable ways. Risk assessment outcomes were integrated into the target‑setting process, annual operational plans, and Key Performance Indicators (KPIs) across all business units, ensuring that risk considerations are embedded in day‑to‑day operations rather than limited to periodic monitoring and reporting.

The Company systematically linked Key Risk Indicators (KRIs), including both leading and lagging indicators, with corporate‑level Key Performance Indicators (Corporate KPIs) as well as performance indicators of management and individual business units through the enhanced Risk Dashboard. As a result, risk owners are required to regularly review risk status, control measures, and related performance outcomes, and to report progress and assess the effectiveness of risk mitigation plans. This approach supports continuous oversight and helps ensure that risk management actions remain aligned with the Company’s defined risk appetite.

Examples of practical implementation include the management of climate change and water-related risks, for which enterprise-level risk tolerance limits have been established. These include ensuring that factories located in the AMATA City Chonburi and AMATA City Rayong industrial estates are not affected by flooding to the extent that operations must be suspended beyond the specified acceptable period, as well as defining the minimum raw water reserve level required to be maintained in each area. Based on these risk indicators, the responsible functions have linked risk indicators with performance indicators to ensure that risk monitoring and performance monitoring are aligned and to support effective proactive risk management at the operational level. Examples include controlling flood levels and flood duration so that they do not exceed defined thresholds, and maintaining sufficient raw water reserves to meet customer demand throughout the year.

In addition, the Company places strong emphasis on delivering services that meet the needs of customers within the industrial estates. The Company has elevated the risk related to the readiness of sustainable products and services, aligned with evolving customer expectations, as an enterprise-level risk. The Company has therefore established customer satisfaction, including satisfaction with sustainable products and services, as both a corporate-level performance indicator and a performance indicator for the responsible functions, namely the sales teams across all product groups. The target is to achieve customer satisfaction at above 90%.