BJC Materiality Topics and Boundaries

 

BJC conducts regular reviews of its material topics in alignment with the latest requirements of the GRI Standards. The objective of this review is to ensure that the prioritized material topics continue to reflect the interests and expectations of both internal and external stakeholders. This process enables BJC to systematically identify actual and potential, positive and negative impacts on the economy, environment, and people, including impacts on human rights, across its activities and business relationships.

By identifying these impacts, BJC is better equipped to develop and implement strategic initiatives that maximize positive contributions to economic, social, and environmental development while proactively mitigating adverse outcomes, including risks of human rights violations.

Material topics are determined through a robust and inclusive assessment process that captures the perspectives and concerns of relevant stakeholder groups. This includes the evaluation of sustainability issues pertinent to the Food and Staples Retailing sector and the broader sustainability landscape. The topics are further validated through benchmarking against global megatrends, peer industry practices, and established national and international frameworks such as the World Economic Forum, S&P Global CSA, UN Global Compact (Ten Principles), SASB Standards, and more.

The materiality assessment follows the updated GRI Standards and incorporates stakeholder feedback gathered through both primary and secondary research. Primary methods include surveys, interviews, and direct engagements with external stakeholders, while secondary sources include desktop research, internal consultations, and the review of credible publications. This comprehensive approach ensures a well-rounded understanding of stakeholder priorities and evolving sustainability challenges.

The 2025 reassessment confirmed that the material topics identified by BJC continue to reflect the priorities of its stakeholders. These topics are subsequently presented to relevant internal stakeholders, including senior executives and top management, for validation and endorsement prior to disclosure in the annual sustainability report.

 

Materiality Consolidation Process

 

1. Identification

BJC identifies relevant material issues through the assessment of internal processes such as the quarterly Enterprise Risk Management (ERM) process and external influences such as global trends, business strategies, risks and opportunities impacts on business, business direction of sustainability, relevant national and international standard requirements and relevant BJC stakeholder interests. BJC also considers the material issues from previous years.

Outcome: BJC's Topic Universe (Material Topics) 

 

2. Prioritization 

BJC prioritize reporting on material topics that represent the most significant impacts on the economy, environment, and social, including impacts on their human rights. Material issues are prioritized using a materiality matrix. This process is achieved by ongoing identification and assessment of impacts, which involves engaging with relevant internal stakeholders through the quarterly Enterprise Risk Management (ERM) process and external stakeholders and experts, utilizing the double materiality principles to attain a more insightful assessment.

Outcome: BJC's Materiality List 

 

3. Validation 

Materiality topics are then presented to the Sustainable Development Committee, who is appointed by the Board of Directors (BOD) to be accountable for reviewing, evaluating, and validating (signoff) the results of the materiality assessment, and approves the information for public disclosure. Additionally, the materiality assessment process is verified by a third-party assurance provider to assess that the process is conducted accurately. 

 

Outcome: Validated BJC's Material Topic & Materiality List 

 

Stakeholder Engagement Categorization 

 

BJC treasures input and opinions from all relevant stakeholders, integrating feedback into new strategic developments and striving to continuously engage with all stakeholders. To accomplish this, the Sustainable Development working group, along with representatives from each business unit, identifies relevant stakeholders throughout the value chain. Each group is prioritized based on their dependency and influence on BJC, and appropriate channels and frequencies of engagement are identified accordingly. The categorization and engagement process is then reported to the Sustainable Development Committee for approval.

This stakeholder engagement provides BJC with a better understanding of each group's requirements and expectations, leading to the development of clear and comprehensive commitments, policies, strategies, and projects to meet these expectations. BJC engages each stakeholder group differently through various online and offline channels as follows.

 

BJC Stakeholders

BJC has identified and prioritized its key stakeholder groups based on their influence on and interest in the organization’s operations. The table below outlines BJC's key stakeholders, ranked by priority, with Customers & Consumers, Shareholders & Investors, and Employees identified as the top three groups due to their critical roles in driving the company’s sustainable growth and long-term value creation.

 

 

Stakeholder Engagements Approach 

 

 

 

 

BJC Materiality Topic 2025

 

 

 

Changes to the Materiality Topics in 2025

In 2025, BJC conducted a comprehensive review of its materiality assessment to ensure alignment with evolving business conditions, regulatory requirements and stakeholder expectations. The review process was undertaken through stakeholder engagement activities, management workshops, ESG risk assessments, internal performance evaluations and benchmarking against relevant international sustainability and governance standards. As a result of this review, several material topics were updated, consolidated, or restructured to enhance strategic focus, risk management and reporting effectiveness. 
 

Environmental Dimension

In 2025, BJC consolidated the previously separate topics of Packaging and Circularity into the newly established Waste Management material topic. This integration reflects BJC’s holistic approach to waste reduction, material efficiency and circular economy practices across its operations and value chain. The consolidation aims to enhance operational efficiency, strengthen performance monitoring and improve consistency in environmental management and reporting. Climate Strategy and Energy Management continues to be identified as a material topic due to its direct impact on greenhouse gas emissions, energy efficiency, regulatory compliance and long-term climate resilience.
 

Social Dimension

BJC consolidated Human Rights and DEI into a single material topic to reinforce an integrated approach to protecting fundamental rights, promoting equal opportunity and fostering an inclusive organizational culture. Furthermore, the former Employee Management topic was restructured into two distinct material topics: Human Capital Development and Labor Practice and Occupational Health, Safety and Wellbeing. This restructuring reflects the BJC’s recognition of the growing importance of workforce capability, fair labor practices, workplace safety and employee well-being in supporting sustainable business performance. The revised structure enables clearer accountability, improved governance and more effective monitoring of human capital and occupational risk management.
 

Economic and Governance Dimension

BJC strengthened its focus on corporate governance, accountability and business ethics in response to increasing regulatory scrutiny, stakeholder expectations and the need to enhance organizational integrity. Product Safety and Quality was identified as a material status due to its direct impact on customer confidence, market competitiveness and corporate reputation.
Responsible Supply Chain Management continues to be identified as a material topic, reflecting its ongoing importance in ensuring ethical sourcing, operational continuity and risk mitigation. Although Technology and Innovation, as well as Data and Cybersecurity Privacy Protection, continue to be actively managed, current risk assessments indicate that their potential impacts on business operations and financial performance remain at a low to moderate level. Accordingly, these topics were not classified as material in 2025, while continuous monitoring and improvement efforts are maintained.

 

Integration into Corporate Strategy and Management
The updated material topics have been embedded into the BJC’s enterprise risk management framework, corporate strategy and performance management systems. Relevant policies, operational controls, key performance indicators and action plans have been strengthened to support effective environmental management, responsible labor practices, strong corporate governance, product excellence and supply chain sustainability. BJC will continue to regularly review and update its materiality assessment to ensure responsiveness to emerging risks, regulatory developments and stakeholder expectations, thereby supporting long-term sustainable value creation.

 

Materiality Issues for Enterprise Value Creation

These three material issues were identified through BJC’s double materiality assessment, which considers financial materiality, stakeholder expectations, enterprise risk exposure, and long-term enterprise value creation. The assessment is reviewed through the Company’s sustainability governance and enterprise risk management processes to ensure alignment with strategic priorities and long-term shareholder value.

1) Responsible Supply Chain Management
 

Material risk or opportunity

As a vertically integrated enterprise with a diverse and complex supplier network spanning multiple industries and geographies, BJC is exposed to supply chain risks that may affect business continuity, product quality, regulatory compliance, operational efficiency, and stakeholder trust. Potential disruptions arising from supplier operational failures, geopolitical instability, climate-related events, delivery interruptions, quality deviations, or non-compliance with environmental, social, and governance (ESG) requirements could adversely impact the Company’s operations, reputation, and long-term value creation.

At the same time, strengthening responsible sourcing practices and supplier sustainability performance presents a significant opportunity to enhance supply chain resilience, improve transparency and traceability, mitigate operational and ESG-related risks, and reinforce stakeholder confidence. Given that procurement represents one of BJC’s largest operating expenditures, supply chain resilience is financially material because disruptions may directly affect revenues, operating costs, cash flow, working capital efficiency, and long-term enterprise value creation.

 

Business case

BJC’s business operations depend on a large and diverse supplier network supporting its manufacturing, packaging, distribution, and retail operations. In 2025, the Company’s procurement expenditure totaled THB 134.7 billion, with approximately 65% concentrated among significant Tier-1 suppliers, underscoring the financial materiality of supply chain performance. Effective supply chain management protects enterprise value by reducing procurement disruptions, minimizing quality-related costs, improving product availability, optimizing inventory and working capital, and safeguarding revenue generation across manufacturing and retail operations. It also mitigates regulatory, operational, and ESG-related risks while strengthening sourcing competitiveness and long-term business resilience.

 

Business strategies

BJC manages supply chain risks and opportunities through an integrated responsible sourcing strategy designed to strengthen sourcing competitiveness, enhance supply continuity, improve supplier resilience, and create long-term enterprise value.

Risk-Based Supplier Management – Conduct supplier screening, qualification, risk assessments, and ongoing performance evaluations to identify and manage business, quality, operational, and ESG-related risks across the supply chain.

• Responsible Sourcing and ESG Integration – Integrate environmental, social, and governance (ESG) considerations into supplier selection, qualification, and performance assessment processes, supported by the Supplier Code of Conduct and responsible sourcing requirements.
• Supplier Development and Capability Building – Strengthen supplier performance through the Supplier Development Program, targeted improvement plans, training, and collaborative initiatives to enhance quality, safety, sustainability, and operational capabilities.
• Supply Chain Resilience and Diversification – Improve supply continuity and reduce supplier concentration risks through supplier diversification, long-term supplier partnerships, and enhanced supply chain monitoring and traceability systems.
• Governance and Continuous Improvement – Maintain oversight through established sustainability and risk management processes while continuously enhancing supply chain management practices, supplier engagement, and sustainability performance across the value chain.

 

Collectively, these strategies strengthen supply chain resilience, improve operational efficiency, reduce business disruption risks, and enhance BJC’s competitive position through a more transparent, responsible, and resilient supply chain.

 

Target Year: 2025 (Annually, On-going)

BJC established the following 2025 supply chain sustainability targets to strengthen responsible sourcing, supplier performance, and supply chain resilience:

• Achieve at least 80% Supplier Code of Conduct acknowledgment among new suppliers.
• Complete on-site audits for at least 80% of Critical Tier-1 suppliers.
• Ensure that BJC’s supplier base collectively holds at least 10 recognized standards or certifications related to sustainability in agricultural and animal products.

Progress 

BJC exceeded all key supply chain sustainability targets in 2025:

• Achieved 100% Supplier Code of Conduct communication and acknowledgment among new suppliers, exceeding the target of 80%.
• Completed on-site audits for 100% of Critical Tier-1 suppliers, exceeding the target of 80%.
• Achieved 17 recognized standards and certifications across the supplier base, surpassing the target of 10.
• In addition, BJC continued to strengthen supplier sustainability performance through broader supplier management and development initiatives:
• BJC expanded ESG screening coverage to 63% of suppliers in 2025, an increase of 7 percentage points from the previous year, strengthening the integration of sustainability considerations into supplier evaluation processes.
• 741 suppliers underwent desk-based and on-site assessments.
• 854 suppliers participated in supplier development and capacity-building programs to enhance quality, operational performance, and sustainability practices.
• No major supplier disruption
• Under the Supplier Development Program,

1. BJC supported 114 SMEs and startups through the Big C BizConnect: Growing Together initiative. Through capability-building, technical support, and innovation development activities, 22% of participating suppliers successfully developed market-ready products, and 132 SKUs were introduced into Big C distribution channels, strengthening supplier competitiveness and supporting sustainable supply chain development.
2. BJC Big C conducted the “Sustainability Essentials for Suppliers” training program to strengthen supplier awareness and capabilities in sustainable supply chain management. The program covered sustainable supplier management, human rights management, and greenhouse gas management. A total of 132 participants from more than 60 supplier and business partner companies, together with BJC procurement personnel, participated in the training, demonstrating strong engagement across the value chain.
3. BJC provided in-depth capacity building and technical support to 35 key suppliers under the Green Industry Level 5 (Green Network) Program. Participating suppliers received training, on-site technical assistance, gap assessments, and tailored improvement plans covering environmental management, resource efficiency, greenhouse gas reduction, and corporate governance. As a result, 89% of participating suppliers improved their operational standards and achieved Green Industry Certification Level 2 or higher.

These achievements strengthened supplier capability, enhanced supply continuity, improved ESG risk management across the value chain, and reinforced long-term business resilience. Collectively, they contributed to more reliable product availability, reduced supply disruption risks, and stronger enterprise value creation

Executive Compensation

Supply chain sustainability performance is incorporated into the annual performance evaluation of key management personnel. For the BU Head Procurement, a KPI weighting of 3% is linked to achieving on-site audit targets for critical Tier-1 suppliers. For Business Unit Heads in commercial functions, a KPI weighting of 3% is linked to achieving supplier sustainability standards and certification targets. These performance measures by linking executive remuneration to supplier sustainability performance, BJC aligns management incentives with long-term value creation, responsible sourcing, and enterprise risk management while reinforcing accountability for supply chain resilience and sustainable business growth.

 

2)  Energy Management

Material risk or opportunity

Energy is a highly significant material issue for BJC due to its critical role across the Company’s diversified manufacturing, retail, and logistics operations and its direct impact on operating costs, business continuity, environmental performance, and enterprise value creation. Energy consumption is also a major source of Scope 1 and Scope 2 GHG emissions, making effective energy management essential to both business performance and climate action. BJC is exposed to energy-related risks, including energy price volatility, evolving regulatory requirements, climate transition risks, and the operational challenges of integrating renewable energy and advanced technologies into existing facilities. At the same time, effective energy management creates opportunities to improve operational efficiency, strengthen energy security and resilience, reduce operating costs and carbon emissions, and enhance long-term competitiveness. As a result, energy management remains a strategic priority for delivering sustainable value to both the business and its stakeholders.

Business case

Energy is strategically important to BJC because it directly influences operating costs, business continuity, environmental performance, and long-term competitiveness. The Company's diversified businesses, including packaging, consumer products, modern retail, and healthcare and technical supply chain operations, rely heavily on energy-intensive activities such as manufacturing processes, glass furnace operations, refrigeration systems, transportation, and retail facility management.

Energy consumption represents a significant proportion of operating expenses and is a major contributor to Scope 1 and Scope 2 GHG emissions. Consequently, fluctuations in energy prices, evolving climate-related regulations, and potential carbon pricing mechanisms may materially affect profitability, cash flow, and capital allocation decisions.

Conversely, improving energy efficiency and increasing the use of renewable and low-carbon energy sources generate measurable business value through cost optimization, enhanced resource productivity, improved energy security, and greater operational resilience. These initiatives strengthen BJC’s competitive position by reducing exposure to energy price volatility, climate-related regulatory requirements, carbon pricing mechanisms, and future carbon taxation. As a result, effective energy management contributes to improved EBITDA stability, stronger cash flow, more efficient capital allocation, and long-term enterprise value creation while supporting the Company’s transition toward a low-carbon economy.

Business strategies

BJC adopts an integrated energy management approach aligned with its Environmental Management Policy and internationally recognized standards, including ISO 50001 Energy Management Systems, to strengthen energy efficiency, enhance cost competitiveness across energy-intensive operations, improve operational resilience, and support long-term enterprise value creation. The Company’s strategy focuses on:

• Reducing non-renewable energy consumption by 15% by 2032 from the 2021 baseline.
• Increasing the share of renewable and low-carbon energy sources across operations.
• Implementing energy efficiency initiatives through process optimization and investments in energy-efficient technologies and infrastructure modernization.
• Expanding renewable energy solutions where technically and economically feasible.
• Strengthening digital capabilities for monitoring, analyzing, and optimizing energy consumption across business units.
• Conducting regular energy performance monitoring and identifying opportunities for continuous improvement.
• Building employee awareness and capability through training, communication, and engagement programs to promote responsible energy use and behavioral change.
• Integrating energy considerations into business planning and investment decisions to support long-term resilience and sustainable growth.

These strategies support BJC’s commitment to Responsible Growth with Purpose and contribute to global climate goals, including efforts to limit global warming to 1.5°C.

Collectively, these strategies reduce energy-related business risks, improve operational efficiency, strengthen resilience against energy market volatility, and reinforce BJC’s long-term competitiveness throughout the transition to a low-carbon economy.

Target Year: 2025 (Annually, On-going)

BJC has established quantified energy performance targets to drive continuous improvement in energy efficiency and support efficient resource management across its operations. Since 2021, the Company has committed to reducing non-renewable energy consumption by 15% by 2032, using 2021 as the base year. This target supports BJC’s transition toward a low-carbon economy and reinforces the Company’s commitment to improving operational efficiency, reducing greenhouse gas emissions, and strengthening long-term business resilience.

 

 

 

Progress 

• In 2025, BJC achieved a reduction in non-renewable energy consumption of 102,203 MWh (equivalent to 367,930.80 GJ) compared with the 2021 baseline, representing a 24% reduction. This performance has already exceeded the Company’s target trajectory and demonstrates the effectiveness of its energy management initiatives, including energy efficiency improvements, process optimization, and the increased adoption of renewable and low-carbon energy solutions.
• Renewable energy accounted for 5% of the Company’s total energy consumption in 2025, increase from 2024, supported by 134,217 MWh of renewable electricity consumption. As a result, BJC achieved a renewable energy intensity of 81.69 MWh per operation, while maintaining an overall energy intensity of 1,774.33 MWh per operation, reflecting continued progress in improving energy productivity across its operations.
• The Company estimates that energy management programs implemented in 2025 generated cost savings of approximately THB 45.42 million. These outcomes contributed to lower operating costs, enhanced resource productivity, and reduced exposure to energy price volatility and climate-related regulatory risks. By improving both operational efficiency and environmental performance, BJC’s energy management initiatives support long-term enterprise value creation and strengthen the Company’s resilience in the transition toward a low-carbon economy.

These achievements demonstrate that BJC’s energy management initiatives not only reduce greenhouse gas emissions but also deliver measurable business value through lower operating costs, enhanced energy productivity, improved resilience against energy price volatility, and stronger financial performance. Collectively, these outcomes reinforce the Company’s long-term competitiveness and enterprise value creation.

Executive Compensation

• BJC integrates climate and energy management objectives into executive performance assessments and remuneration frameworks to reinforce accountability and support the achievement of its long-term sustainability strategy. Specific sustainability-related KPIs are incorporated into the annual performance evaluations of executives responsible for energy and climate management, with performance outcomes directly influencing annual remuneration.
• For store operations, business unit heads are accountable for energy management KPIs that focus on reducing total energy consumption and non-renewable energy consumption in buildings and retail facilities. For manufacturing operations, business unit heads are responsible for GHG emissions reduction targets, measured in tons of CO2 emissions, reflecting the energy-intensive nature of production processes.

The integration of these measurable climates and energy-related KPIs into executive compensation ensures that management incentives are aligned with BJC’s energy efficiency objectives, decarbonization commitments, and broader sustainability priorities. This approach promotes leadership accountability, drives continuous improvement in energy performance and emissions reduction, and supports long-term enterprise value creation through enhanced operational efficiency, cost optimization, and resilience in the transition to a low-carbon economy. By linking executive remuneration to measurable climate and energy performance indicators, BJC aligns management incentives with long-term business resilience, operational efficiency, enterprise risk management, and sustainable enterprise value creation.

 

3) Human Capital Development

Material risk or opportunity

Human Capital Development is a material issue for BJC because the Company's long-term performance and competitiveness depend on the knowledge, skills, capabilities, and adaptability of its workforce. With operations across manufacturing, packaging, consumer products, retail, and service businesses, BJC relies on a large and diverse workforce to deliver operational performance, customer experience, innovation, and business transformation.

Investment in employee learning, capability development, reskilling, upskilling, leadership development, and career development creates opportunities to strengthen workforce capability, productivity, and organizational adaptability. A skilled and future-ready workforce enables BJC to respond to technological advancements and evolving business requirements, improve operational and service performance, and support the execution of strategic priorities.

Therefore, Human Capital Development creates enterprise value primarily through opportunity creation by strengthening workforce capability, productivity, organizational adaptability, and long-term competitiveness, thereby supporting sustainable business growth and long-term value creation.

Business case

Human Capital Development is strategically important to BJC because employee knowledge, skills, and capabilities directly influence the Company's ability to execute its business strategy and respond to changing market and business requirements.

As technological advancement, digital transformation, and evolving customer expectations continue to reshape BJC's businesses, the Company must continuously develop the capabilities required for current and future roles. Through learning and development, reskilling and upskilling, leadership development, performance management, and career development, BJC strengthens workforce capability and prepares employees to support business transformation and future growth.

Effective human capital development creates opportunities to improve productivity, operational efficiency, service quality, innovation, and organizational adaptability. It also supports workforce engagement and retention by providing employees with opportunities to develop their skills and careers.

Accordingly, Human Capital Development supports long-term enterprise value creation by strengthening the Company's workforce capability and organizational capacity to execute strategic priorities, adapt to change, and maintain long-term competitiveness.

 

Business strategies

BJC's Human Capital Development strategy focuses on strengthening workforce capability and preparing employees for current and future business requirements through:

• Providing continuous learning and development opportunities to strengthen employee knowledge, skills, and capabilities.
• Promoting reskilling and upskilling to support technological advancement, digital transformation, and changing business requirements.
• Supporting employee performance and career development through regular performance reviews, individual development planning, and career development opportunities.
• Developing leadership capabilities and supporting succession planning to strengthen organizational continuity and future leadership pipelines.
• Enhancing employees' sustainability knowledge and mindset to support BJC's “Responsible Growth with Purpose” strategy.
• Monitoring learning and development performance and workforce capability to identify development needs and opportunities for continuous improvement.

These initiatives support the development of a skilled, capable, and adaptable workforce, enabling BJC to strengthen productivity, organizational resilience, and long-term competitiveness.

Target Year: 2025 (Annually, On-going)

BJC established measurable targets to systematically strengthen employee development and workforce capability. The Company's key 2025 targets were:

• 100% of employees receive regular performance and career development reviews.

• 100% of new employees receive sustainability knowledge and mindset training.

These targets provide measurable indicators of the Company's systematic approach to employee development, career planning, and capability building. The targets are monitored on an ongoing basis and publicly disclosed as part of BJC's sustainability reporting.

Progress

BJC achieved both of its key Human Capital Development targets in 2025:

• Performance and career development: 100% of employees received regular performance and career development reviews, achieving the Company's 2025 target of 100%. This process supports the identification of employee development needs and strengthens individual career and capability development.

• Sustainability knowledge and mindset: 100% of new employees received sustainability knowledge and mindset training, achieving the Company's 2025 target of 100%. The training equips new employees with knowledge of BJC's sustainability commitments and supports their ability to contribute to the Company's responsible growth strategy.

In addition to progress against these targets, BJC monitors workforce outcomes that support its broader human capital development efforts. In 2025, the Company achieved 84% actively engaged employees, while total employee turnover decreased from 45% in 2022 to 22% in 2025, and voluntary turnover decreased from 33% to 20% over the same period.

These results demonstrate continued progress in strengthening workforce capability, engagement, and stability. Together, systematic employee development and positive workforce outcomes support productivity, organizational adaptability, and BJC's ability to execute its long-term business strategy.
 

Executive Compensation 

BJC links Human Capital Development to executive performance and remuneration through the annual performance evaluation framework for the Executive responsible for Human Resources.

The Executive is assigned sustainability-related KPIs that directly influence annual remuneration outcomes. The Sustainability KPIs account for a combined weighting of 3% in the Executive's annual performance evaluation and focus on two key areas:

1. Employee training and capability development, including enhancing employee participation in learning and development programs and strengthening individual development planning and career development initiatives.
2. Implementation of Human Rights Due Diligence (HRDD) in collaboration with the Sustainability and Risk Management Department (SRM) to strengthen the identification, assessment, prevention, mitigation, and remediation of human rights risks across the Company's operations and value chain.

Employee training and capability development is directly linked to BJC's Human Capital Development material issue. Performance against this KPI forms part of the Executive's annual performance evaluation and directly influences annual remuneration outcomes.

By incorporating employee training and capability development into the Executive's performance evaluation and remuneration framework, BJC reinforces executive accountability for strengthening workforce capability and supporting employee development. This alignment supports the Company's objective of building a skilled, capable, and adaptable workforce to support business transformation, long-term competitiveness, and sustainable enterprise value creation.

 

 

Material Issues for External Stakeholders

 

1) Supply Chain Management

BJC recognizes supply chain management as a material issue for external stakeholders due to its significant influence on suppliers, local communities, and broader economic development. As a company with an extensive supply network, BJC acknowledges its role in supporting the resilience, competitiveness, and sustainable growth of suppliers, particularly small and medium enterprises (SMEs) and startups that may face constraints in market access, innovation capabilities, and sustainability practices.

To address these impacts, BJC implements the “Big C BizConnect: Growing Together” program as a strategic initiative to strengthen an inclusive and sustainable supply chain. The program is designed to enhance the capabilities of SMEs and startups by providing structured training, technical support, innovation coaching, and business matching opportunities. Participating entrepreneurs receive guidance on business management, product development, production efficiency, sustainable product design, resource efficiency, waste reduction, responsible packaging, and environmental compliance. The initiative is implemented in collaboration with the Thai Chamber of Commerce and the Department of Business Development, Ministry of Commerce, to improve market access and strengthen the competitiveness of Thai entrepreneurs.

In 2025, a total of 114 SMEs and startups participated in the Big C BizConnect program. Through structured capability-building activities, 22% of participants successfully developed market-ready products, and 132 SKUs were introduced into Big C distribution channels, creating new commercial opportunities for participating suppliers.

Output Metrics:

• Number of SME participating in Big C BizConnect = 114
• Number of SKUs introduced to Big C distribution channels = 132

Impact Valuation: Improved income and business growth opportunities for participating SME suppliers through expanded market access and commercialization opportunities.

Impact Metric: Total procurement value from participating SME suppliers through the Big C BizConnect Program: THB 2,120,604.38, representing the additional revenue generated for participating SME suppliers.

 

2) Climate Strategy 

BJC recognizes climate strategy as a material issue for external stakeholders due to the impacts of greenhouse gas (GHG) emissions and climate change on the environment, communities, customers, suppliers, and the broader economy. As a diversified business group with extensive retail, manufacturing, packaging, and distribution operations, BJC’s energy consumption and value chain activities contribute to climate-related environmental impacts, while physical and transition risks associated with climate change may also affect the resilience of communities and supply chains.

The primary type of impact assessed is environmental, particularly GHG emissions and their contribution to climate change, with related social and economic implications for communities and other stakeholders. To address these impacts, BJC integrates climate considerations into its business strategy through GHG emissions reduction, energy efficiency, renewable energy adoption, and climate risk management. These efforts support the transition to a low-carbon economy while strengthening the long-term resilience of BJC’s operations and value chain.

     2.1 C3Leng

BJC’s recycled material and cullet utilization initiatives contribute to climate mitigation and circular economy development by increasing the use of post-consumer glass in packaging production. Through collaboration with Krungthai Glass Co., Ltd. and the C3Leng digital platform, recyclable glass waste is collected from households and communities and reintroduced into the production process, reducing dependence on virgin raw materials and lowering the energy required for glass melting.

• In 2025, BJC utilized approximately 664,000 tonnes of cullet, resulting in an estimated reduction of 183,000 tCO₂e emissions. Every 10% increase in cullet utilization reduces energy consumption by approximately 3% and greenhouse gas emissions by approximately 5%. These initiatives contribute to reducing the Company's environmental footprint while supporting the transition toward a low-carbon and circular economy.
• The initiative also generates positive socio-economic impacts by creating income opportunities throughout the recycling value chain. Through the C3Leng platform, waste collectors and local communities can conveniently and safely trade recyclable materials, increasing access to recycling markets and generating additional income from recyclable material collection. By strengthening recycling networks and increasing the supply of recycled materials available for industrial reuse, the initiative creates shared value for both society and the environment.

The Company monitors the number of participating waste collectors, the volume of recyclable materials collected, and the income generated through recyclable material transactions as indicators of socio-economic value creation and inclusive circular economy development.

Output Metrics

• Tons of cullet utilized in production: 664,000  
• Number of waste collectors participating in the C3Leng platform: 1,938

Impact Valuation

• Reduced greenhouse gas emissions through increased utilization of recycled glass cullet.
• Economic value generated for waste collectors and local communities through recyclable material transactions facilitated by the C3Leng platform.

Impact Metrics

• GHG emissions avoided through cullet utilization: 183,000 tCO₂e
• Economic value generated for waste collectors through the C3Leng platform: 42.75 million Baht

     2.2 Food Donation

Food loss and food waste represent significant environmental and social challenges, particularly in modern retail operations that manage large volumes of perishable products. BJC recognizes that ineffective food management contributes to greenhouse gas emissions, resource inefficiency, and food insecurity. Therefore, the Company continues to strengthen food loss and food waste management practices across its retail operations by improving inventory management, promoting responsible handling of surplus food, and increasing resource efficiency throughout the value chain.

As one of its key initiatives, Big C collaborates with the Scholars of Sustenance Foundation (SOS Thailand) to redistribute surplus food from store operations to communities in need, including schools, hospitals, and public organizations nationwide. This initiative helps prevent edible food from becoming waste while supporting food security for vulnerable communities. SOS Thailand also provides training to participating stores on food handling and donation practices to ensure that surplus food is redistributed efficiently and safely.

In 2025, the program expanded to 64 participating Big C stores, enabling the donation of 69,021.52 kg of surplus food, equivalent to 289,891 meals. By diverting edible food from disposal and redistributing it to communities in need, the initiative contributes to reducing food waste, improving resource efficiency, and supporting food access for vulnerable populations. Through this approach, BJC creates shared environmental and social value while advancing its commitment to responsible operations and the achievement of SDG Target 12.3 on reducing food loss and food waste.

Output Metrics

• Quantity of surplus food donated: 69,021.52 kg
• Number of participating stores: 64 stores

Impact Valuation

• Quantified food waste avoided and associated environmental benefits
• Quantified food security benefits delivered to vulnerable communities

Impact Metrics

• Meals provided to communities through food donations: 289,891 meals
• Quantity of edible food diverted from disposal: 69,021.52 kg

 

BJC and Sustainable Development Goals

BJC has adopted sustainability principles and approach, integrating sustainability considerations throughout the company, covering environmental, social and governance (ESG) dimensions in all business decisions, strategies, and targets. This approach does not only drive corporate sustainability, ensure business resilience when facing with emerging and unpredictable risks and opportunities, but it also contributes to the United Nations Sustainability Development Goals (UNSDGs) promoting sustainability throughout the value chain.