Environmental

Climate Change Response

Climate Change Governance

To systematically respond to climate change issues, SK D&D has established a multi-level climate change governance structure consisting of the Board of Directors, executives, and working-level teams. The ESG Committee, a subcommittee under the Board of Directors and the company’s highest decision-making body, oversees the overall ESG management agenda, including climate change response and net-zero implementation. The committee is responsible for setting strategic direction and integrating ESG values into business operations.

Under the direct leadership of the CEO, the Space Strategy Committee analyzes climate-related risks and opportunities throughout business and investment activities and reflects these insights in decision-making by formulating appropriate response strategies.

The dedicated ESG department (ESG Part) works closely with relevant departments to monitor improvement tasks across different areas and supports departments that require practical assistance in implementing climate change responses. In addition, the ESG Part identifies and submits key ESG-related decision-making topics for each business division to the Board of Directors, actively responds to external ESG assessments and disclosure requirements, and promotes employee awareness of climate change and environmental issues through training programs and campaigns.

Climate change-related issues are reported to the Board of Directors and executive management at least once a year. Key issues and planned activities are reviewed and managed through this reporting process. Furthermore, performance in climate action is monitored and embedded into the organization by linking it to the KPI targets of C-level executives (such as the CEO and CSO) and business division heads.

ESG Committee Activities Status

Climate change governance and roles

Climate Change Response Strategy

Identification of Climate-related Risks and Opportunities

GRI 201-2

TCFD Strategy (a)

TCFD Strategy (b)

SK D&D systematically identifies the impact of climate change on its assets and business by conducting analyses using science-based data and international scenarios. For physical risks, the company quantitatively assessed the climate exposure (such as heatwaves, flooding, drought, typhoons, etc.) of regions where its development and operational assets are located using S&P Global’s Climanomics platform. This analysis identified the levels of physical risks each asset may face in the short and medium to long term, which are then reflected in future asset planning and technical design.

For transition risks, SK D&D derived key risks and opportunities by considering policy changes, energy price fluctuations, and market demand changes based on the International Energy Agency’s (IEA) Net Zero scenario. This external data-driven analysis is conducted in parallel with internal ESG risk committees and interviews with related departments, enabling the selection of practical risk and opportunity factors tailored to SK D&D’s business characteristics.

Identified climate-related physical risks

Category	Physical risks	Affected assets*				Estimated impact period**
Category	Physical risks	Northern Seoul	Seocho	Seongdong	Mapo	Short-term	Mid-term	Long-term
Acute Damage caused by extreme weather events	Flooding (River flooding)			○		V	V	V
	Flooding (Urban flooding)	○	○	○	○	V	V	V
	Typhoon	○	○	○	○	V	V	V
	Drought	○	○	○	○			V
Chronic Damage caused by long-term climate change from climate pattern variations	Abnormal Temperature	○	○	○	○	V	V	V

*Indicated with ○, if climate-related physical risks are identified in Northern Seoul (Suyu 838), Seocho(Gangnam 262, Seocho 393), Seongdong (Seongsu 101, Seongsu 121, Weltz Tower in Guui), Mapo (Sinchon 369) . No physical risks are identified that affect more than 25% of the quantitative materiality amount.
**Short-term (Within one year), Mid-term (One year – Five years ), Long-term (More than five years)

Identified transition risks related to climate change

Category		Transition risks	Affected business models*				Estimated impact period**
Category		Transition risks	Real estate development	Management of REITs	Management of real estate operations	Furniture business	Short-term	Mid-term	Long-term
Policy and legislation	Law and regulations	Increased cost burden of being regulated	○						V
	Stricter GHG emissions reporting obligations	Increased data reliability and transparency due to GHG emissions reporting obligations	○	○				V	V
	Regulation of development products	Increased climate change and energy-related requirements and regulations	●					V	V
	Exposure to litigation risk	Increased litigation from stakeholders for failure to address climate risks, greenwashing, etc.	○						V
Technology	Transition to low-carbon technologies	Investment of expense in the process of technology adoption	●					V	V
Market	Changes in consumer behavior	Change in market demand for low-carbon products and services from consumers	●	●		○		V	V
	Market uncertainty	Increased climate change uncertainty reducing supply and demand stability	○	○					V
	Higher raw material costs	Higher production costs as green and zero-energy buildings become more prevalent	●					V	V
Reputation	Changing preferences of consumers	Change in consumer perceptions of the increasing recyclability of furniture and packaging materials				○		V	V
	Increased negative stakeholder views	Change in consumer and investor preferences and increased negative feedback from stakeholders	●	●				V	V
	Loan/investment/insurance underwriting activities	Investment failures and reputational damage due to underwriting		○					V
	Negative climate change-related media coverage of projects and activities	Negative perceptions of high GHG emissions portfolios		●				V	V

*Indicated with ○ if climate-related transition risks are identified in Real estate development(SK D&D), Management of REITs(D&D Investment), and Management of real estate operations and furniture business (D&D Property Solutions), and ● if they are selected as important transition risks.
**Short-term (Within one year), Mid-term (One year – Five years ), Long-term (More than five years)

Identified climate-related opportunities

Category		Opportunities	Affected business models*				Estimated impact period**
Category		Opportunities	Real estate development	Management of REITs	Management of real estate operations	Furniture business	Short-term	Mid-term	Long-term
Resource efficiency	Use of environment-friendly vehicles	Introduction of environment-friendly vehicles into business operations	○				V	V	V
Resource efficiency	Use of high-efficiency offices	Usage of energy-efficient office space	○					V	V
Energy resources	Use of low-carbon energy	Lower GHG emissions at the operation and use stages within a value chain			○			V	V
Products and services	Development and expansion of low-carbon products and services	Development and expansion of low-carbon products and services, such as energy-efficient and zero-energy buildings, and sustainability-related services	●		●			V	V
	Development of climate change adaptation measures, resilience, and insurance products	Proactive response services to disasters caused by climate change, by preventing natural disaster damage		○					V
	Changes in consumer preferences	Higher consumer preference for low-carbon products and services	●	○	●	○		V	V
Market	Lower risk in the investment decision-making process	Lower risk of stranded assets through proactive management by including climate change factors in investment decision-making		●				V	V
Market	Timely preparation for regulations on fiduciary responsibility	Seizing market opportunities through financial footprint management		○					V

*Indicated with ○ if climate-related opportunities are identified in Real estate development(SK D&D), Management of REITs (D&D Investment), Management of real estate operations and furniture business (D&D Property Solutions), and with ● if they are selected as important opportunities.
**Short-term (Within one year), Mid-term (One year – Five years ), Long-term (More than five years)

We have estimated the following expected financial impacts as a result of climate-related risks and opportunities and responses to them: positive values for increased assets and profit, lower costs, and increased cash flows, and negative values for lower profit, higher costs, and decreased cash flows.

Financial impacts per risk and opportunity factor

Climate-related risks and opportunities		Estimated duration and amount of impacts**
Category		Short-term	Mid-term	Long-term
Physical risk (Acute)*	Facility damage from acute physical risks such as hurricanes, flooding, and wildfires	-339	-1,273	-6,848
Physical risk (Chronic)*	Higher design costs due to chronic physical risks
Transition risks (Technology)	Investment of expense in adopting technologies to ensure sustainability
Transition risks* (Policy and legislation, and market)	(Policy and legislation) Stricter mandates and regulations related to climate change and energy on real estate products and value chains
	(Market) Changes in market demand due to uncertainty in consumer demand for low-carbon products and services
	(Market) Higher production costs due to raw materials and facilities in line with the widespread adoption of green and zero-energy buildings

*Financial impact data for these items is excluded due to high uncertainty.
**Unit: Million KRW

Financial impacts per risk and opportunity factor (Details)

Climate-related risks and opportunities		Pathways to impact financial position, financial performance, and cash flows	Estimated duration and amount of impacts
Category			Short-term	Mid-term	Long-term
Physical risk (Acute)	Facility damage from acute physical risks such as hurricanes, flooding, and wildfires	Tangible asset impairment losses and inventory valuation losses due to acute physical risks (flooding)	*
Physical risk (Acute)		Increased insurance payouts due to acute physical risks (flooding)	*
Physical risk (Chronic)	Higher design costs due to chronic physical risks	Increased real estate cost of sales and cash flow for operations due to the requirement to adopt more efficient coolers, air conditioning facilities, and energy storage systems	**
Transition risks (Technology)	Investment of expense in adopting technologies to ensure sustainability	Increased amortization expense for right-of-use assets due to the increase in right-of-use assets***	-92	-454	-4,040
		Higher interest expense due to increased lease liabilities***	-19	-72	-731
		Decrease in cash flows from financing activities due to lease payments***	-104	-514	-4,574
		Reduced amortization expense for right-of-use assets that would have been incurred if the internal combustion engine vehicles had been retained, avoided by the transition strategy****	84	393	2,997
		Reduced interest expense on lease liabilities that would have been incurred if the internal combustion engine vehicles had been retained, avoided by the transition strategy ****	17	61	546
		Increase in avoided cash flows from financing activities of lease payments that would have been paid if the internal combustion engine vehicle had been retained, avoided by the transition strategy****	95	445	3,394
		Increase in operating expenses and decrease in cash flow for the operation due to the procurement of renewable energy certificates *****	-160	-566	-3,120
			-160	-566	-3,120
Transition risks	(Policy and legislation) Stricter mandates and regulations related to climate change and energy on real estate products and value chains	Increase in various expenses (operating expenses) and cash flow for operation due to R&D expenses and certification expenses for expanding the development of zero-energy buildings and green buildings.	******
(Policy and legislation, and market)	(Market) Changes in market demand due to uncertainty in consumer demand for low-carbon products and services
(Policy and legislation, and market)	(Market) Higher production costs due to raw materials and facilities in line with the widespread adoption of green and zero-energy buildings	Increase in design costs (operating expenses) and cash flow for operation to respond to higher consumer demand for zero-energy buildings and green buildings.

*It was confirmed that certain assets in operation, which are located in impervious urban areas and riverine areas, have significant exposure to inundation from heavy rainfall and stream flooding, among other climate change-related acute physical risks, which may be considered as part of the analysis and measurement of impairment of tangible assets, and loss from valuation of inventory. Additionally, it is expected that an increase in the loss ratio per disaster due to these acute physical risks may increase the accompanying insurance premiums, which could result in an increase in operating expenses. However, the corresponding financial impact could be calculated in a wide range, depending on the levels of frequency and severity of these acute physical risks; as the frequency and severity are variables with high uncertainty, the quantitative information is not provided.
**In response to chronic physical risks, there is an increasing demand for the adoption of efficient cooling, air conditioning, and energy storage systems for responding to abnormal temperatures for inventory assets held. It is expected that this may increase the related cost of sales. However, considering that the requirements for responding to these chronic physical risks can be derived differently depending on the needs of customers, and there are numerous input variables as the financial impact can be calculated in a wide range depending on the severity level of the chronic physical risks, and the severity of physical risks is a variable with a high uncertainty, the quantitative information is not provided.
***Transition risks of increasing GHG reduction requirements have been identified, and it is planned to convert existing internal combustion engine corporate vehicles to eco-friendly vehicles. As for the quantitative information in the expected financial impact, the lease term is calculated based on the company's Net Zero roadmap and strategy, and it was assumed that the existing internal combustion engine corporate vehicles will be converted to eco-friendly vehicles at the end of the lease term. It was also assumed that hybrid vehicles would be converted to electric vehicles at the end of the lease term. It was assumed that there would be reinvestment in another electric vehicle at the end of the lease term, and the lease contract term and incremental borrowing rate information would remain the same as the existing lease.
****As the existing internal combustion engine corporate vehicles will be replaced with electric vehicles, it is expected to result in lower amortization expense for right-of-use assets and lower interest expense on lease liabilities, if the existing internal combustion engine vehicle leases were maintained, as a result of the strategy. The quantitative information in the estimated financial impact was calculated through the difference between the lease payments for an eco-friendly car to be used as a corporate vehicle, and an internal combustion engine vehicle with the same performance.
*****SK D&D plans spot purchases of RECs in response to increasing GHG reduction requirements. The quantitative information in the estimated financial impact was calculated based on the expected usage to be procured in accordance with the Net Zero roadmap and strategy, and the unit cost to procure these RECs was estimated based on the average price of RECs, by applying fluctuation rates of internal price estimates.
******As a factor of transition risk, SK D&D expects an increase in R&D expenses, certification expenses, and other various costs associated with incorporating eco-friendly factors into the design and operation of real estate products, as well as an increase in outsourcing costs related to the increase in eco-friendly requirements of customers at the design stage, in order to respond to climate change impacts on real estate products, stricter regulations on energy-related requirements, and higher demand for eco-friendly and zero-energy real estate. However, as these financial impacts are expected to be complex, depending on fluctuations in the regulated market and the diversity of customer requirements, quantitative information was not provided, considering that such financial impacts can be calculated in a wide range and are not facile to measure.

Response Strategies Based on Financial Impacts

Identified Key Risks and Opportunities			Response Strategies (Current and Expected Actions)
Transitions Risks	Policy and Legislation	Introduction of obligations and regulations for existing products and services	green building development with the goal of achieving carbon neutrality by 2050, tandards exceeding governmental laws and regulations.
	Technology	Low-carbon technology transition	Converting corporate vehicles to eco-friendly vehicles and procuring electricity through contracts for Renewable Energy Certificates (REC)
	Market	Changes in consumer behavior	Developing indicators and conducting social value assessments to build empathy and trust among episode customers. Strengthening environmentally friendly factors throughout the entire process from design to operation of green buildings in line with increasing consumer demand and sustainable development. Providing value to customers through data- and AI-based Space as a Service, and overcoming constraints of time and place by connecting physical and virtual spaces via Digital Transformation (DT).
	Reputation	Increase in stakeholder concerns or negative perceptions	Reflecting stakeholder opinions through a double materiality assessment when establishing ESG management strategies. Disclosing ESG performance and management results on the company website. Enhancing information accessibility by disclosure of key issues and updating communication channels.
Opportunities	Development and expansion of low-carbon products and services	Products and Services	Achieving 100% certification of green buildings for residential and office spaces and providing sustainable space solutions. Expanding development and investment in high-efficiency energy buildings and Zero Emission Buildings.
		Changes in consumer preferences	Developing metrics to build empathy and trust with episode customers and conducting social value measurements. Enhancing eco-friendly factors throughout building design to operation in response to increasing consumer demand for green buildings and sustainable development. Providing Space as a Service based on customer value, data, and AI, and overcoming time and location constraints by connecting real and virtual spaces through Digital Transformation (DT).
	Market (Financial Sector)	Reduction of stranded asset risks reflected in investment decision-making processes (financial sector)	When identifying investment targets or new projects, potential ESG risks are pre-assessed according to the 'ESG Risk Review Process,' and risk mitigation plans are established and implemented.

Climate Resilience

TCFD Strategy (c)

SK D&D has conducted in-depth analyses to ensure that its established strategies are resilient under various scenarios. For acute physical risks such as floods, typhoons, and droughts, the company proactively assesses the likelihood and potential impacts of these risks to identify latent risk factors at its business sites. Based on the results, SK D&D develops and implements mitigation measures accordingly. To address chronic physical risks like abnormal temperatures, the company is improving cooling systems and key facilities, while reducing vulnerabilities and enhancing adaptive capacity through the design and operation of green buildings that consider energy self-sufficiency.

Through these efforts, SK D&D has established a solid foundation to effectively respond to and adapt to physical risks caused by climate change. Additionally, SK D&D continually obtains green building certifications and strengthens its eco-friendly portfolio. When selecting investment projects, it systematically reviews ESG-related risks. By analyzing various climate change scenarios based on environmental management governance and identifying financial risks and opportunities, SK D&D ensures it has sufficient capability to effectively respond to and adapt to transition risks caused by climate change.

Climate Change Risk Management

TCFD Risk Management (a)

TCFD Risk Management (b)

SK D&D reviews non-financial risks related to ESG management through its ESG Committee. Led by the ESG team, the company selects key tasks for each risk type, including climate change risks, and continuously monitors their progress and future plans. The status of risk management initiatives is reported regularly to management at least once a year.

Risk management process

TCFD Risk Management (c)

Key Risk Management Activities and Roles

Enterprise-wide risk management process	Details	Role of the risk management organization
Recognition of risks and identification of tasks/establishment of goals	Identification of risks considering each organization’s characteristics Setting key risk issues and targets considering materiality, including scale and impact of risks	Identification of key risk issues at the C-level of the organization, and establishment of goals and timelines
Implementation of and monitoring of risk improvements	Continuously monitor core risk tasks. Collect and analyze progress by responsible organization for each risk type.	Report to the CEO on the summarized and analyzed progress of tasks per organization in charge for each risk type Report investment/operation-related issues to the Space Strategy Committee Report to the BOD in case of significant issues affecting corporate activities
Reporting risk results	Report annual risk management performance to the Board of Directors/ESG Committee	Report risk identification/response status to the CEO at all times Report to the BOD on risk management performance and major risk events

Climate Change Metrics and Targets

GHG Reduction Targets

TCFD Metrics And Targets (c)

SK D&D has analyzed global transition milestones based on the IEA's 1.5°C scenario (NZE2050) and identified the risks and opportunities associated with this transition. These insights have been incorporated into the company’s medium- to long-term business strategy.

In the real estate development sector, SK D&D minimizes environmental impact throughout the entire life cycle of its projects. This includes considerations such as efficient land use, raw material usage, indoor environmental quality, energy efficiency, greenhouse gas (GHG) emissions, and maintainability. Based on these criteria, SK D&D actively promotes the acquisition of green building certifications for all development projects.

In the real estate operations sector, the company provides services that encourage customers’ eco-friendly behavior and help reduce GHG emissions during the operational phase, continuously striving to minimize the environmental impact of its properties in operation.

2030 Net Zero Roadmap – Scope 1 & 2

Direct and Indirect Emissions Reduction (Scope 1 & 2) – RE100 & EV100

SK D&D is implementing strategies to reduce Scope 1 and 2 greenhouse gas emissions generated from its real estate development and operations as part of its mid- to long-term plan to achieve Net Zero at its business sites. In 2023, the company achieved RE100 by sourcing 100% of its electricity from renewable energy. Furthermore, it plans to complete the full transition of its corporate vehicle fleet to electric vehicles (EVs) by 2030, thereby expanding its overall emissions reduction. Any remaining emissions will be addressed through carbon offset projects, in alignment with the government’s hydrogen supply targets and related policy frameworks.

Other Indirect Emissions Reduction (Scope 3) – Zero Energy Buildings (ZEB) and Green Building Development

In addition to achieving Net Zero for Scope 1 and 2 within its organizational boundaries, SK D&D is committed to long-term carbon reduction across its entire value chain. To realize this goal, the company is expanding its development and investment in high-efficiency energy buildings and Zero Emission Buildings, while aiming to obtain green building certification for 100% of its residential and office spaces and provide sustainable spatial solutions. Moreover, SK D&D is strengthening its greenhouse gas emissions management across its entire investment and operational portfolio, including its suppliers, and is working to formalize collaborative reduction efforts with its partners.

Status of GHG Emission Control

TCFD Metrics And Targets (a)

TCFD Metrics And Targets (b)

SK D&D is not subject to South Korean GHG regulations*, but has voluntarily established and operated a GHG control and energy management system in accordance with the Guidelines for GHG Emission Calculation and Certification in South Korea. SK D&D controls GHG emissions and manages energy consumption at the entire value chain level by proactively calculating emissions from rental properties and real estate investments (Scope 3) beyond the GHG emission control at workplaces (Scope 1 and 2). SK D&D will continuously make efforts to respond to the seriousness of the climate crisis by setting specific annual targets for achieving Net Zero and refining the implementation roadmap.

*GHG Target Management System, Emissions Trading System, etc.

Scope of SK D&D’s GHG Control

GHG emission targets and performance in 2024

Category	Unit	Targets in 2024	Performance in 2024*	Target attainment rates**
GHG emissions (Scope 1+2)	tCO2eq	230.0	212.5	108.2%
Energy consumption	TJ	20.0	19.5	102.6%

*Reflects reductions in Scope 2 from RE100 implementation
**Target attainment rates: {1-(Performance-Target)/Absolute values of targets} x 100

GHG emissions

GHG emissions and energy usage data cover 100% of SK D&D’s business sites and emission sources*, and third-party verification has been conducted for Scope 1, 2, and 3 emissions by SK D&D and its subsidiaries.

*Headquarters, Gasiri Wind Power Plant, Suncheon Solar Power Plant, Smart Work Center, Episode Seongsu 101, Seongsu 121, Canvas Lab, Sajo Building

GHG emissions of SK D&D (Scope 1+2+3)*

Cateogry		Unit	2022	2023	2024
Scope 1	Stationary combustion	tCO2eq	134.1	133.6	115.5
Scope 1	Mobile combustion	tCO2eq	127.4	125.1	57.2
Total emissions in Scope 1**		tCO2eq	261.5	258.7	172.7
Scope 2	Emission - Electricity	tCO2eq	826.7	859.8	705.9
	Reduction - REC purchase	tCO2eq	0	-859.8	-705.9
	Emission - Heat	tCO2eq	62.9	58.8	39.8
Total emissions in Scope 2**		tCO2eq	889.6	58.8	39.8
Total emissions in Scope 1+2		tCO2eq	1,151.1	317.5	212.5
GHG emission intensity***		tCO2eq/KRW10 billion	22.9	10.0	3.5
Scope 3	Category 3 - Energy	tCO2eq	144.7	160.0	130.2
	Category 6 - Business travel	tCO2eq	26.4	20.5	38.9
	Category 7 - Commuting	tCO2eq	276.7	240.8	193.8
	Category 13 - Rental properties	tCO2eq	8,378.0	8,052.8	1,584.1
	Category 15 - Investment	tCO2eq	26,159.3	46,529.0	8,622.7
Total emissions in Scope 3**		tCO2eq	34,985.2	55,003.1	10,569.8
Total emissions in Scope 1+2+3		tCO2eq	36,136.3	55,320.6	10,782.3

*SK D&D operates only domestic sites, and the above data is calculated based on 100% of its domestic operations. Compared to 2023, the organizational boundaries have been revised according to financial control standards to include Headquarters, Gasiri Wind Power Plant, Suncheon Solar Power Plant, Smart Work Center, Episode Seongsu 101, Seongsu 121, Canvas Lab, and Sait Building. As a result of the review based on financial control standards, Episode Seongsu 101 and Sait Building, which were previously included in Scope 3 Category 8, are now included in the Scope 1 and 2 calculation boundaries.
**The sum of GHG emissions may differ from the GHG verification statement due to rounding for significant figures.
***The GHG intensity for Scope 1+2 total emissions is calculated based on the annual revenue (separate) for the respective year.

GHG emissions of subsidiaries (Scope 1+2+3)*

Category		Unit	2022		2023		2024
Category		Unit	DDI	DDPS	DDI	DDPS	DDI	DDPS
Total emissions in Scope 1**		tCO2eq	6.7	18.2	2.4	20.0	46.5	33.1
Scope 2	Emission	tCO2eq	35.4	89.9	43.6	110.4	109.9	150.6
Scope 2	Reduction - REC purchase	tCO2eq	0	0	-43.6	-110.4	-109.9	-150.6
Total emissions in Scope 2**		tCO2eq	35.4	89.9	0	0	0	0
Total emissions in Scope 1+2		tCO2eq	42.1	108.1	2.4	20.0	46.5	33.1
Scope 3	Category 3- Energy	tCO2eq	5.7	14.4	6.8	17.6	20.9	24.9
	Category 6 - Business travel	tCO2eq	5.9	26.4	6.8	20.5	3.6	30.8
	Category 7 - Commuting	tCO2eq	18.4	33.5	25.9	30.5	20.6	34.5
Total emissions in Scope 3**		tCO2eq	30.0	74.3	39.5	68.6	45.2	90.1
Total emissions in Scope 1+2+3		tCO2eq	72.1	182.4	41.9	88.6	91.7	123.2

*Subsidiaries (DDPS, DDI) have only domestic operations, and the above data covers 100% of each domestic operation.
**The sum of GHG emissions may differ from the GHG verification statement due to rounding for significant figures.
***For the 2022-2023 Scope 3 emissions, GHG emissions were corrected due to the revision of organizational boundaries in accordance with financial control standards.

Energy Consumption

SK D&D is actively working to reduce environmental impact and energy consumption during the operation and maintenance phase of its headquarters building, Eco-hub, by incorporating energy-efficient systems such as geothermal systems, solar power generation, and smart glass. Additionally, across the company—including its subsidiaries and rental housing units—SK D&D is promoting energy efficiency by adopting renewable energy sources and high-efficiency energy facilities, thereby advancing energy reduction efforts at an enterprise-wide level.

Energy consumption of SK D&D*

Category			Unit	2022	2023	2024
Non-renewable Energy	Direct Energy	LNG	TJ	2.641	2.630	2.274
		Propane	TJ	0.163	0.090	0.007
		Gasoline	TJ	0.987	1.222	0.679
		Diesel	TJ	0.733	0.537	0.159
		Total	TJ	4.524	4.479	3.119
	Indirect Energy	Electricity	TJ	17.277	0	0
		Steam	TJ	1.700	1.633	1.135
		Total	TJ	18.977	1.633	1.135
	Total Non-renewable Energy Consumption**		TJ	23.501	6.112	4.254
Renewable Energy	Self-consumption		TJ	0.022	0.016	0.015
	Certificate Purchase		TJ	0	20.379	15.226
	Total Consumption		TJ	0.022	20.395	15.241
	Use Ratio		%	0.094	76.942	78.180
Total Energy Consumption(Renewable Energy+Non-renewable Energy)			TJ	23.523	26.507	19.495
Energy Intensity***			TJ/KRW10 billion	0.468	0.833	0.322

*SK D&D has only domestic operations, and the above data covers 100% of its domestic operations. Organizational boundaries were revised from the 2023 data in accordance with financial control standards (Headquarters, Gasiri Wind Power Plant, Suncheon Solar Power Plant, Smart Work Center, Episode Seongsu 101, Seongsu 121, Canvas Lab, and Sajo Building).
**The sum of GHG emissions may differ from the GHG verification statement due to rounding for significant figures.
***The intensity for total energy consumption is calculated based on the revenue (separate) for the respective year.

Energy consumption of subsidiaries*

Category		Unit	2022		2023		2024
Category		Unit	DDI	DDPS	DDI	DDPS	DDI	DDPS
Non-renewable Energy	Direct Energy	TJ	0.100	0.271	0.036	0.298	0.865	0.537
	Indirect Energy	TJ	0.739	1.879	0	0	0	0
	Total Non-renewable Energy Consumption**	TJ	0.839	2.150	0.036	0.298	0.865	0.537
Renewable Energy	Total Renewable Energy Consumption	TJ	0	0	0.910	2.307	2.295	3.148
Renewable Energy	Percentage of Renewable Energy Consumption	%	0	0	96.200	88.560	72.621	85.427
Total Energy Consumption(Renewable Energy+Non-renewable Energy)**		TJ	0.839	2.150	0.946	2.605	3.160	3.685

*Subsidiaries (DDI, DDPS) operate only within Korea, and the above data covers 100% of domestic business sites. The figures for 2022–2023 have been recalculated due to changes in organizational boundaries based on financial control criteria.
**Due to rounding and significant figure adjustments, totals for greenhouse gas emissions may differ from those stated in the verification statement for energy consumption.

GHG and energy reductions

Category	Unit	2022	2023	2024
Self-consumption of renewable energy*	MWh	525.48	454.43	68.38
Energy consumption reduction	TJ	5.05	4.36	0.66
Reduction in GHG emissions**	tCO2eq	244.51	1,082.29	746.75

*It refers to the self-consumption of renewable energy produced at SK D&D headquarters (Eco-hub) and the Jeju Gasiri Wind Power Plant (currently operated by SK Eternix) before the spin-off.
**As for GHG emissions, it denotes the emissions reduced through self-consumption of renewable energy and REC purchases for RE100 implementation- Regarding renewable energy generated and used at the headquarters (Eco-hub), GHG reductions are reflected in consideration of SK D&D's floor area.