We are devoted to reducing our environmental footprint on this earth and actively monitor our energy and water usage to help guide our reduction efforts. We then publish the results below for transparency and accountability.

In addition, we track our efforts to reduce the overall volume of waste that we cannot recycle or compost on site.

We are also proud of our standing in granting equal opportunity to all staff regardless of their backgrounds, with simple measures of success being the comparative number of female and male staff within our workforce and those holding senior leadership positions.

H1 2026 reflected a shift in how we work. Our production mix moved further toward bespoke, made-to-order pieces and away from mass production — work that is more intricate and takes considerably longer to complete per piece. This shift in craftsmanship, more than any change in overall business activity, is the primary reason our production output fell by more than 40% compared to H1 2025.

During the same period, we also formalised a number of daily-wage roles into permanent staff positions, in line with the Responsible Jewellery Council's Code of Practices on responsible labour engagement — extending greater job security and benefits to more of our workforce.

Both developments shape several of the figures below. Because we measure efficiency on a per-piece basis, a shift toward more intricate, time-intensive work will naturally show as lower per-piece efficiency, even where our underlying processes remain unchanged — worth keeping in mind as you read what follows.

• The chart above presents a comparison of power usage and production output for the first half of the year (Jan–Jun) in 2025 and 2026.
• In H1 2026, overall electricity consumption decreased by approximately 2.5% compared to the same period in 2025, from 198,448 kWh to 193,528 kWh.
• However, production output fell by around 44% over the same period, from 142,054 to 79,529 pieces, driven mainly by the shift toward more time-intensive bespoke pieces noted above, rather than a fall in overall business activity.
• Because electricity consumption did not fall in proportion to output, energy use per unit produced rose by around 74% in H1 2026. This is confirmed to reflect the minimum baseline load required to keep production running — lighting, HVAC, standby equipment — regardless of piece volume, plus our larger onsite workforce following the staffing changes above. A period with fewer, more time-intensive bespoke pieces will show weaker per-piece efficiency ratios even without any change in how efficiently individual processes are run.

• Electricity is currently sourced from the national grid, however we remain on track with our plans to substantially reduce this reliance through the introduction of roof-top solar generation to be introduced by the end of 2027.

• The chart presents a comparison of water usage and production output for H1 2025 and H1 2026.
• In H1 2026, water consumption increased by approximately 12.5%, from 2.30 million litres to 2.59 million litres, while production output fell by around 44% over the same period.
• Because water use rose in absolute terms even as output fell, water use per unit produced more than doubled (+101%) in H1 2026. Two confirmed factors contributed: our larger onsite workforce following the RJC-aligned staffing changes noted above increases domestic water use (drinking, washrooms) independent of production volume; and a sharp increase in brass-based production, which requires additional processing steps not needed for our other metals — more sieving of material, and two additional plating tanks to produce matte and glossy copper finishes. These added steps and tanks increase our water requirement independent of the total weight or piece count of brass produced.

Waste that we cannot recycle or reuse on site comprises the following categories which is monitored and measured and tracked against corresponding waste volumes in the previous year:

• Used investment powder – associated with the casting process
• Used factory consumables – such as cloths, production tissue, polishing powder, sand paper, etc
• Casting tree waste
• Waste recycled offsite – such as glass, metal, plastic, paper and cardboard
• Used toilet tissue – from our bathrooms
• Other general waste – not recyclable
• Contaminated waste - Hazardous waste such as used chemical containers.
• Process waste water - Water contaminated during industrial production.
• Recovered metals - Precious metal scraps from production.

We are currently not tracking other forms of water leaving our facilities such as rainfall runoff from the roof and grounds, bathroom waste water and general non-collected production waste water.

• The chart compares offsite waste disposal and production output for H1 2025 and H1 2026.
• Total waste taken offsite decreased from 11,128 kg to 8,331 kg (down 25%), while production output fell by around 44% over the same period, from 142,054 to 79,529 pieces.
• Because output fell faster than waste volume, waste intensity per unit produced increased in H1 2026, consistent with the product-mix shift noted above — each piece produced in H1 2026 required more processing time relative to H1 2025. We are reviewing whether waste generation can scale down further during lower-output periods, alongside our ongoing waste reduction initiatives.
• Waste not included in these figures are food scraps from our canteen and some post-production compostable plastic, both of which are disposed on-site through an organic composting process producing a rich bio-humus for our gardens and lawns.

The above chart is intended to summarise the major groups of waste which we need to dispose off-site

• Investment Powder remains the dominant waste category, accounting for 5,830 kg, or approximately 70.0%, of total waste taken offsite.
• Process Waste Water is the second largest category at 859.76 L (10.3% of total), down sharply from 1,656.4 L in H1 2025 — a reduction of around 48%. Process waste water is metered in litres and included in the kilogram totals above on the basis that one litre of water weighs approximately one kilogram.
• Used tissue paper collected from our bathrooms accounts for 591.2 kg (7.1% of total), up from 445.3 kg in H1 2025. It is common practice in many Asian countries for toilets to be fitted with bidet-style water sprays. Tissue paper is then used solely for drying and is never flushed. The overall process is simple and regarded by most people as more hygienic than the traditional western style of toileting.
• Recyclable waste (metal, paper and cardboard) comprises 250 kg, or 3.0% of the total, up from 157.5 kg in H1 2025.
• Contaminated waste, such as used chemical containers, rose to 300 kg (3.6% of total) from 190 kg in H1 2025, an increase we are looking into.
• Recovered Metals, comprising precious metal scraps collected from our production processes, account for 5.06 kg, or 0.06%, of total waste taken offsite.
• All remaining waste categories — factory consumables, casting tree waste and general waste — each comprise around 2% of the total.
• The rise in tissue, recyclable and contaminated waste is consistent with a larger onsite workforce following our RJC-aligned staffing changes noted above, while investment powder, process waste water, casting tree waste and factory consumables — which scale more directly with production volume — fell in line with lower output.

The charts below track our resource use since 2023, the first year we published performance data. We show absolute consumption rather than per-piece ratios, because our product mix has shifted toward bespoke work and a piece is no longer a like-for-like unit across these years.

H1 basis (Jan–Jun), indexed to H1 2023 = 100. Power −9.2% and water −20.4% against the 2023 baseline.

Waste taken offsite, cumulative year-to-date. 2026 is shown through June. Years should be compared at the same month, not against a completed year. Earlier data is available on request.

Our 2023 figures are not shown here. Contaminated waste and recovered metals were not separately recorded that year, and process waste water was only partially captured, so 2023 is not comparable with the years that follow. We use 2024 as our baseline for waste. The increase from 2024 to 2025 is largely real: waste rose by 61% while production output rose by 30%. At the halfway point of 2026, waste taken offsite is running approximately 25% below the same point in 2025

We report it this way because we would rather show a less flattering number we can stand behind than a better one we cannot.

• As of H1 2026, Jewelarc employs 106 permanent staff, with 50 people in Operations and 56 people working in Production-based roles.
• During H1 2026, Jewelarc formalised a number of previously daily-wage roles into permanent staff positions, in line with Responsible Jewellery Council (RJC) Code of Practices requirements on responsible labour engagement — extending permanent employment benefits and job security to more of our workforce. This is a key driver of the headcount growth reported here.
• Jewelarc equally accepts workers of any gender into any role, and they are selected and offered positions based only on their preference, their experience and our requirements at the time.
• 69.8% of the total workforce are female and 30.2% are male, meaning that females currently outnumber their male counterparts by approximately 2.3:1.
• In Operations, the ratio of female staff to male staff is approximately 2.1:1.
• In Production, the ratio is approximately 2.5:1.
• Jewelarc acknowledges and openly accepts and welcomes staff who prefer their gender identity to be non-binary, reflecting the general very high level of acceptance of these people in the wider Thai community. The above figures are based on the gender classification taken from citizen Identity Cards which currently only recognise the two traditional mainstream genders

• 17 of our 106 permanent staff hold positions at the supervisor or higher levels.
• 13 out of 17 leaders are female, accounting for 76%.
• The numbers reinforce Jewelarc's policy of appointing the most appropriate person to each role based solely on each individual's experience, ability and attitude.
• Having more females than males in leadership roles is also a reflection of our policy to promote from within if at all possible, since we employ more females than males in the overall workforce.

We are in the process of calculating the carbon footprint of our business operations with a view to continue working towards reducing our net carbon impact on the environment.

We already have a good idea of which parts of our operations lead to the most amount of carbon production, be that directly from what we do internally or what we buy-in and use or consume. Over seven years ago we started taking definitive steps to reduce our impact, and the completion of the carbon footprint exercise will further help to expand and focus our efforts in all affected areas.

We accept that atmospheric carbon dioxide is one of the primary greenhouse gases that is contributing to global warming and consequently to climate change at a greater rate than ever. NASA reports that “human activities have raised the atmosphere's carbon dioxide content by 50% in less than 200 years” with the burning of fossil fuels being of major influence.

The problem is that carbon dioxide is being released at a far greater rate than natural and even man-made processes can remove this gas. This and other greenhouse gases in our atmosphere then act as a more efficient blanket or cap which traps more and more of the heat that the Earth might have otherwise radiated out into space.

We believe that taking steps to reduce the amount of carbon dioxide in the atmosphere is the responsibility of all citizens, business units and government bodies.

In a nutshell, we have heavily adopted the principles relating to Lean Manufacturing.

The aim is simple: in our case, to make the same amount of finished goods – or possibly even increasing output - using less resources and producing less waste.

As above, we have already outlined some of the key results of following this philosophy, including our efforts to reuse and recycle, to reduce waste and to reduce our consumption of water and electricity.

To this data we need to comment further in respect of our use of electricity and our carbon sequestration initiative, with both subjects directly related to the reduction of carbon dioxide emissions on account of our business operations.

Currently, our primary source of electricity is the national grid. However, we have established a clear strategy to integrate rooftop solar energy by the end of 2027, further reducing our carbon footprint through on-site renewable generation.

As we are currently reliant on the grid, it is essential to understand Thailand’s energy mix. The carbon intensity of the electricity we consume is directly linked to the methods used by the national grid to generate power.

Data source: The Energy Policy and Planning Office of Thailand’s Ministry of Energy (https://www.eppo.go.th/index.php/en/en-energystatistics/co2-statistic)

The figures show the amount of CO2 emissions (in grams) associated with the production of 1 kWh of electricity in Thailand, averaged across all energy sources, across the past 27 years (1999–2026).

During this period, Thailand has achieved a remarkable 45% reduction in emission intensity, driven by a strategic shift toward renewable energy and significant technological advancements in power generation. Emission intensity fell further in the latest 2026 estimate, from 383 to 355 g-CO2/kWh, continuing the long-term downward trend.

• Thailand Data (*):We utilize Consumption-based Grid Emission Factors provided by the Energy Policy and Planning Office (EPPO). This metric accounts for domestic production and clean energy imports (e.g., Hydropower from Laos), reflecting the actual electricity consumed.
• International Data: For benchmarking, we use Production-based data from Our World in Data (OWID) to maintain consistent global comparisons.
• Terminology: Carbon Intensity refers to the amount of CO2 emitted per unit of electricity generated (g/kWh).

A significant contributing factor to Thailand’s level of CO2 emissions from power generation is its energy source mix, as follows.

Data source: Electricity Generation Authority of Thailand

The above chart summarises the primary energy sources for Thailand's power generation as of June 2026: natural gas accounts for approximately 64.5% of the mix, coal (lignite) 14.8%, and renewable energy (hydropower and others) 20.1%. While gas and coal are both non-renewable fossil fuels, the high share of gas in Thailand's mix is significant because its carbon intensity is only about half that of coal. This means jurisdictions with a higher share of coal in their energy mix (such as Australia, at around 42.7% coal and 16.2% gas — source: energy.gov.au) will proportionally produce higher CO2 emissions per unit of electricity.

Carbon sequestration is the process of capturing and storing atmospheric carbon dioxide. It is one method of reducing the amount of carbon dioxide in the atmosphere with the goal of reducing global climate change.

Jewelarc has its own Sequestration Program centred around the ability of trees to remove carbon from the atmosphere, storing it in their branches, stems, leaves, bark and roots. As trees grow, they remove carbon dioxide from the atmosphere through photosynthesis and convert this into carbon to make wood.

Our first initiative in this area is to consider the sequestration ability of the trees and other plants in our own factory compound, since around 40% of our total land area is landscaped gardens and open grassland area with around 20 large mature trees and more than 200 medium and smaller sized trees, shrubs and bushes.

We estimate the total amount of carbon being sequestered from within our compound is 2,180 kgs per year, or the equivalent of driving the average petrol powered vehicle around 8,000 km. While being a solid contribution to offsetting our total carbon footprint we want and need to do more.

Our second initiative involves the replanting of many more trees on selected government and community land around the world. Our plan is to use this project as a means to introduce school students to our sustainability program through education and tree planting activities, thereby helping them learn more about the challenges facing their generation and the wide range of opportunities for them to instigate change and improvements.