The Kurita Group’s Sustainability and Materiality

Learn about the Kurita Group's sustainability, the process for identifying materiality, metrics and targets, and promotion and governance system.

The Kurita Group Sustainability and Materiality

The Kurita Group defines sustainability as conducting business within natural and social systems, striving for sustainable growth while accounting for their mutual impacts. Sustainability is at the core of corporate management that strives to grow sustainability with the environment and society founded on our vision for pioneering “new value for water” to contribute to the realization of a sustainable society. As a means to that end, Kurita Group Materiality identifies key issues and set metrics and targets to monitor and manage the progress of our initiatives through a PDCA cycle.
Moreover, the Kurita Group engages with customers, business partners, employees, shareholders and other investors as well as local communities and all other stakeholders. We embed the expectations, concerns, and assessments of the Kurita Group learned through these stakeholder engagements to verify our materiality, metrics and targets, and initiatives to achieve those targets.

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Governance

The Kurita Group appoints departments to take action to address each material issue. The Sustainability Committee, chaired by Corporate Officer and the Executive General Manager of the Sustainability Corporate Strategy Division, discusses the initiatives undertaken by each department while overseeing and promoting Group-wide initiatives to tackle our material issues. Moreover, the Sustainability Committee has put in place various subcommittees dedicated to our shared value themes: solve issues related to water resources, contribute to the realization of a decarbonized society, and contribute to building a circular economy society. Each subcommittee fortifies our initiatives to accomplish the metrics and targets set for each material issue. The Executive Committee generally receives reports twice a year on the progress of materiality initiatives to discuss and approve any necessary measures. These progress reports are then escalated to the Board of Directors from the Executive Committee so that the Board of Directors can fulfill its duty to oversee every materiality initiative.
The Sustainability Advisory Council serves as an advisory body to the Board of Directors. It investigates how the Kurita Group should approach sustainability management from a multi-stakeholder perspective in the medium to long-term, based on sustainability trends both in Japan and around the world. It then reports its findings to the Board of Directors and provides related advice.
The short-term incentive remuneration provided to our executive officers is performance-linked remuneration that is calculated using the average rate of achieving our materiality indicators (amount of water savings, avoided GHG emissions, and the rate of increase in resource recovery or reduction of resource input through CSV businesses).

(As of April 1, 2025)

Please see the tables below for the topics of discussions about sustainability at our committee meetings in the fiscal year ended March 31, 2025.

Role, Composition, Regular Meetings, and Main Topics Each Committee

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Committee Role Chair/Members Regular Meetings Main Topics in the Fiscal Year Ended March 31, 2025
Sustainability
Advisory Council
  • Examine and discuss sustainability management ideal for the Kurita Group from the medium to longterm perspective of all stakeholders as an advisory body that reports to the Board of Directors.
 Chair:
  • External director of
    the company
Members:
  • Three external directors of
    the company
  • Two internal directors
 4 meetings/year The committee primarily advised and reported key issues and considerations concerning the longer-term under discussion by the Board of Directors through discussions to:
  • better understand about the current materiality identification　process and the expectations capital markets have for the　Company;
  • better understand international sustainability trends and enhance corporate value through insight from internal/external experts;
  • and examine the strengths necessary for the Kurita Group to provide value in 2025 according to the macro environment.
Sustainability
Committee
  • Manage overall action to address materiality issues and explore new initiatives
 Chair:
  • Corporate Officer and the
    Executive General Manager
    of the Sustainability
    Corporate Strategy Division
Vice chair:
  • Corporate Officer and the
    Executive General Manager
    of the Value Providing
    Strategy Division
Members:
  • Members appointed from
    each division
 7 meetings/year
  • Revised the metrics and targets for each materiality issue after reviewing Kurita Group’s activity policies and the progress of initiatives
  • Reviewed the progress of initiatives to combat climate change
  • Reviewed management of CSV businesses
  • Ramped up environmental improvement activities and TNFD disclosures
  • Reviewed integrity activity policies and integrity survey results
  • Reviewed findings from our due diligence into human rights
  • Reviewed the key initiatives and progress of each specialized subcommittee
Specialized
subcommittees for
each shared valued
materiality theme
  • Formulate and roll out measure to promote action to achieve the metrics and targets set for each materiality issue.
 Members:
  • Members appointed from
    each division
 As necessary
(7 to 10 meetings/year)
  • Created new CSV business while expanding existing ones
  • Cultivated medium to long-term opportunities through cooperation with international initiatives
  • Rolled out measures to reduce Scope 3 emissions

Board of Director Meeting Agenda/Topics Pertaining to Kurita Group Materiality

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Meeting Agenda Topics
October 2024 Review progress of initiatives to address materiality issues
  • Outlook of targets and results for the fiscal year ended March 31, 2025
  • Efforts to raise awareness throughout the Kurita Group
  • Progress of stakeholder engagement
  • Progress of initiatives to combat climate change
  • Progress and challenges of human rights due diligence
October 2024 Revisions to medium to long-term targets for initiatives to combat climate change
  • Revision of targets for Scope 1 + 2 emissions for the fiscal year ending March 31, 2031 to satisfy the requirements of the SBT certification
March 2025 Partial revisions to materiality metrics and targets and progress of initiatives to address materiality issues
  • Outcomes and challenges of initiatives during the fiscal year ended March 31, 2025
  • Revisions to materiality metrics and targets
  • Key initiatives for the fiscal year ending March 31, 2026

PDCA

The Kurita Group sets Group-wide medium-term targets and fiscal-year targets for each activity related to the Kurita Group Materiality and its metrics and targets.
Revisions to action plans for each fiscal year and to metrics and targets, where necessary, are prepared by the organizations in charge, discussed by the Sustainability Committee, and finalized by the Executive Committee. The Sustainability Committee and the Executive Committee evaluate the outcomes of the activities.

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Strategies

The metrics and targets of the Kurita Group Materiality were formulated by the organizations in charge of each metrics and discussed by the E&S Committee (current Sustainability Committee) and the committee responsible for reviewing the medium-term management plan, and subsequently approved by the Board of Directors.
These metrics and targets are organically integrated with the strategies of the PSV-27 Plan. The initiatives addressing materiality play a crucial role in achieving the goals of PSV-27, including the promotion of CSV businesses, which is a common approach across all shared value themes. The Value Pioneering Path is the roadmap for creating the new value advocated by the PSV-27 Plan while aspiring to realize our corporate vision through Group-wide initiatives.

Value Pioneering Path

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Medium-term Management Plan

CSV Businesses (PDF: 2.65MB)

Risk Management

The Kurita Group identifies and assesses various risks, opportunities, and impacts related to sustainability through a materiality identification process. Our work cultivates and expands opportunities around shared value themes identified through this process. We also promote our CSV businesses according to these shared value themes with emphasis primarily on materiality.
Additionally, we analyze, evaluate, and respond to sustainability risks during each fiscal year through a Group-wide risk management process.

Materiality Identification Process

The materiality identification process is as follows.

Step 1: Identification of Sustainability Issues

The Kurita Group comprehensively selects sustainability issues across 37 themes as materiality candidates, referencing international rules*1, laws and regulations, disclosure standards*2, and issues identified through stakeholder engagement*3.

  1. International rules: SDGs, Ten Principles of the UN Global Compact, OECD Guidelines for Multinational Enterprises, World Economic Forum’s Global Risks Report
  2. Laws, regulations and disclosure standards: GRI Standards, GHG Protocol, SASB Standards, EU Taxonomy, SFDR, CSRD, TCFD, TNFD, etc.
  3. Stakeholder engagement: Responses to surveys by customers, results of supplier surveys, results of employee engagement surveys, information meetings for shareholders and other investors, responses to ESG surveys, social contribution activities, etc.

Step 2: Creation of Materiality Matrix

E&S Committee* members, External Directors, Audit & Supervisory Board members, and the E&S Committee* Secretariat were surveyed to assess the degree of positive and negative impact (probability and scale of impact) from two perspectives:
1. Impact of sustainability issues on corporate value of the Kurita Group (financial materiality)
2. Social and environmental impact of the Kurita Group initiatives in response to sustainability issues (impact materiality)
The results of the survey were organized in a matrix along two axes: (1) above on the X-axis/horizontal axis, and (2) above on the Y-axis/vertical axis. Themes with a significant impact in both the X and Y axes were selected as materiality candidates. The candidates were grouped into seven main themes and five subthemes covering common issues in multiple areas of materiality.

  • Refers to the institution before June 29, 2023, when the Articles of Incorporation were partially amended.
    E&S Committee is the former name of the current Sustainability Committee.
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Step 3: Confirmation of Adequacy and Selection of Materiality

Materiality candidates selected in Step 2 were submitted to the Executive Committee and the Board of Directors* for input. The committee responsible for reviewing the medium-term management plan, which is mainly comprised of members of the Executive Committee, confirmed the adequacy of the materiality candidates in parallel with the formulation of the PSV-27 Plan, finalized the Group’s eight material issues and categorized them into “Basic Themes” that should serve as the foundation for management and business activities, and “Shared Value Themes” that lead to the creation of shared value with society. These material issues were then approved by the Board of Directors as the Kurita Group Materiality.

  • Title and institutional name prior to the amendment of the Articles of Incorporation.
    Refers to the titles and organizational structure before June 29, 2023, when the Articles of Incorporation were amended to redefine the role of the Board of Directors as a supervisory body.

Metrics and Targets

The E&S Committee (current Sustainability Committee) and the committee responsible for determining the medium-term management plan discussed the metrics and targets as well as materiality proposed by departments in charge of each material issue before receiving approval from the Board of Directors.

Shared Value Themes

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1. Solve issues related to water resources
Significance and direction of initiatives:
Strive to solve issues related to water resources in the aspects of the quantity, quality, and accessibility by providing solutions that harness water knowledge and by collaborating with various organizations, and maintain appropriate water circulation as the ecosystem services.
Metrics Targets (Upper row) and Results (Lower row)
FY 03/2024 FY 03/2025 FY 03/2026 FY 03/2028 FY 03/2031
Total number of basins where collective actions are implemented (and total population in the basins)*1 3 basins, 130 million
people		 3 basins, 93 million
people		 4 basins 5 basins 7 basins
Not achieved
(3 basins, 93 million people)		 Achieved
(3 basins, 93 million people)		      
Amount of water savings through CSV
businesses		 125 million m³ 135 million m³ 150 million m³ 250 million m³ －
Not achieved
(90 million m³)		 Not achieved
(108 million m³)		     －
Rate of reduction in the ratio of GHG
emissions to water savings*2
(compared to FY 03/2023)		 5% 20% 35% 50% －
Not Achieved
(-17.3%)		 Not Achieved
(-2.1%)		     －
Rate of reduction of water withdrawal
intensity (compared to FY 03/2023,
excluding the ultrapure water supply
business)		 7% 21% 27% Meet or exceed 30% －
Achieved
(18.2%)		 Achieved
(24.1%)		     －
Number of individuals, organizations
and groups we engage with to raise
awareness on water resources		 Meet or exceed
the previous year		 Meet or exceed
the previous year		 Meet or exceed
the previous year		 Meet or exceed
the previous year		 －
Achieved Achieved     －

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2. Contribute to the realization of a decarbonized society
Significance and direction of initiatives:
Contribute to the realization of a decarbonized society in the overall supply chain by developing and providing solutions that help reduce GHG emissions in industries and society and by implementing low-carbon business activities.
Metrics Targets (Upper row) and Results (Lower row)
FY 03/2024 FY 03/2025 FY 03/2026 FY 03/2028 FY 03/2031 FY 03/2051
Rate of reduction in
Scope 1+2 emissions
(compared to FY 03/2020)		 17% 50% 52% 73% 80% Net-Zero
Achieved
(21.4%)*3		 Achieved
(50.2%)		        
Rate of reduction in
Scope 3 emissions
(compared to FY 03/2020)		 11% 14% 17% 22% 30% Net-Zero
Not achieved
(-35.8%)*3		 Not achieved
(5.3%)		        
Avoided GHG emissions
through CSV businesses		 630 thousand t-CO2 900 thousand t-CO2 2,500 thousand t-CO2 Meet or exceed 3,000 thousand t-CO2 － －
Achieved
(733 thousand t-CO2)		 Achieved
(1,312 thousand t-CO2)		     － －

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3. Contribute to building a circular economy society
Significance and direction of initiatives:
Contribute to building sustainable industries and society and preventing and reversing the nature loss by developing and providing products and services that make effective use and reuse of limited resources and recyclable resources in optimal ways.
Metrics Targets (Upper row) and Results (Lower row)
FY 03/2024 FY 03/2025 FY 03/2027 FY 03/2028
Rate of increase in resource
recovery or reduction of resource input through CSV
businesses
(compared to FY 03/2023)		 30% 65% 100% 300%
Not achieved
(-2%)		 Not achieved
(12%)		    
In-house waste
recycling rate		 Meet or exceed the previous year Meet or exceed the previous year Meet or exceed the previous year Meet or exceed the previous year
Achieved Achieved    

Basic themes

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4. Develop and disseminate innovative products, technologies, and business models
Significance and direction of initiatives:
Contribute to sustainable development of society by striving to develop and disseminate innovative products, technologies, and business models that help solve social issues, through collaborations of various people and organizations inside and outside the Group.
Metrics Targets (Upper row) and Results (Lower row)
FY 03/2024 FY 03/2025 FY 03/2026 FY 03/2028
Investment rate in
innovation areas*4		 Meet or exceed 15% Meet or exceed 20% Meet or exceed 25% Meet or exceed 30%
Achieved
(18%)		 Achieved
(22%)		    
Rate of the number of
themes in
innovation areas		 Meet or exceed 20% Meet or exceed 23% Meet or exceed 30% Meet or exceed 30%
Achieved
(22%)		 Achieved
(25%)		    
Number of stakeholder
engagements related to
innovation areas		 Meet or exceed the previous year Meet or exceed the previous year Meet or exceed the previous year Meet or exceed the previous year
Achieved Achieved    

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5. Strategic development and utilization of human resources
Significance and direction of initiatives:
Secure, develop and utilize diverse human resources who understand our Corporate Philosophy to remain a corporate group where each individual person demonstrates their capabilities and which works to maximize customer value and create shared value with society.
Metrics Targets (Upper row) and Results (Lower row)
FY 03/2024 FY 03/2025 FY 03/2026 FY 03/2028
Engagement score(a. Rate of
companies above the average
of all industries, b. Score of
each company surveyed)		 a.50%
b.Meet or exceed the previous survey		 -*5 a.65%
b.Meet or exceed the previous survey		 a.75%
b.Meet or exceed the previous survey
a. Achieved(51%)
b. Achieved(41%(+3pt from the
previous research))		 －    
Rate of [women, foreigners,
and experienced personnel]
among executives of the
company		 30% Meet or exceed the previous year 35% 40%
Not achieved
(29.4%)		 Achieved
(35%)		    
Fill rate of human resources
for development, digital, and
intellectual property		 65% 70% 75% 80%
Achieved
(65%)		 Achieved
(73%)		    

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6. Provide highly safe and quality products and services
Significance and direction of initiatives:
Create products and services and continue to make improvements for securing quality and safety, based on information obtained from diverse points of contact with sites, thus increasing social confidence.
Metrics Targets (Upper row) and Results (Lower row)
FY 03/2024 FY 03/2025 FY 03/2026 FY 03/2028
Reduction rate in the recurrence
rate of accidents that affect
customers and society
(compared to the previous year)		 30%
the Company		 30%
the Company		 20%
the Company and the domestic
Group Companies in Japan		 20%
the Kurita Group
Achieved
(37%)		 Not achieved
(-6%)		    

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7. Conduct business activities respecting human rights
Significance and direction of initiatives:
Aim to respect human rights of all people as an initiative on “humanity” in “an environment in which nature and humanity are in harmony,” based on international norms related to human rights.
Metrics Targets (Upper row) and Results (Lower row)
FY 03/2024 FY 03/2025 FY 03/2026 FY 03/2028
Conducting human rights
due diligence on suppliers		 Continuous implementation Continuous implementation Continuous implementation Continuous implementation
Achieved Achieved    
Accident severity rate*6 0.005 or less 0.005 or less 0.005 or less 0.005 or less
Not achieved
(0.041)*7		 Not achieved
(0.013)		    
Rate of participation in
human rights-related
training		 100% 100% 100% 100%
Achieved
(100%)		 Achieved
(100%)		    
Establishment of a liaison for
remedies from human rights
violations (grievance
mechanism)*8		 － － － Completed
－ －    

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8. Conduct fair business activities
Significance and direction of initiatives:
Take action with fairness, transparency, and integrity and work with sincerity thus making people working for Kurita Group prouder of their work and continuously increasing social confidence.
Metrics Targets (Upper row) and Results (Lower row)
FY 03/2024 FY 03/2025 FY 03/2026 FY 03/2028
Rate of participation in
whistle-blowing
system related training		 100% 100% 100% 100%
Achieved
(100%)		 Achieved
(100%)		    
Rate of participation in
training related to laws
and internal rules for the
compliance of anti-bribery
and antitrust laws, etc.		 100% 100% 100% 100%
Achieved
(100%)		 Achieved
(100%)		    
Number of violations of
anti-bribery
and antitrust laws		 0 cases 0 cases 0 cases 0 cases
Achieved
(0 cases)		 Achieved
(0 cases)		    
  1. The Board of Directors approved at its meeting in March 2025 removing total populations from basin where collective actions are implemented to target only the basins beginning the fiscal year ending March 31, 2026. The goal of this change is to isolate the achievements that the Kurita Group makes through collective action.
  2. This figure represents Kurita Group’s Scope 3 categories 11 and 13, divided by the amount of water conservation achieved through CSV businesses involving water treatment equipment (which generate Scope 3 categories 11 and 13 emissions).
  3. The actual figures were revised as of September 2025, primarily due to the inclusion of companies that newly began environmental improvement activities, as well as changes in calculation methods and errors in aggregation.
  4. This refers to the “innovation areas” in Deloitte 7cellsSM (Deloitte’s approach to formulating growth strategies).
  5. An engagement survey is conducted every two years, with the next one scheduled for fiscal year ending March 31, 2026.
  6. The scope covers the Company, the domestic Group companies in Japan, and their subcontractors. Regarding metrics and targets outside Japan, we will set them separately in fiscal year ending March 31, 2026, taking into account local laws and regulations, and will start working on them from fiscal year ending March 31, 2027.
  7. The actual figures were revised as of September 2025 to reflect the estimated number of lost workdays as of the end of March 2025.
  8. Conduct surveys, etc. from the fiscal years ended March 31, 2024 to March 31, 2026 would be prepared for establishment by the fiscal year ending March 31, 2028. After establishment, set targets related to raising awareness.

Stakeholder Engagement

The Kurita Group engages with stakeholders–customers, business partners, employees, shareholders and investors, and local communities–and uses their expectations, concerns and feedback on the adequacy of the Kurita Group Materiality and its metrics and targets. The information is also reflected in activities to achieve the targets.
The Sustainability Committee compiles with all the information from each engagement activity conducted by relevant departments and reflects it in the initiatives outlined above.

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Stakeholder Engagement method Engagement in the Fiscal Year Ended March 31, 2025
Customers
  • Respond to surveys from customers and supplier evaluation organizations.
  • Conduct interviews at the development stage for products, technologies, and business models.
  • Communicate with customers through surveys and sales proposal activities.
  • Responded appropriately to surveys from our customers and supplier rating agencies while providing feedback and promoting corrective action in every relevant department according to the EcoVadis supplier evaluation results.
  • Sought feedback from customers about concepts for potential products and technology as well as business models currently in the development stage.
  • Rolled out corrective measures after analyzing customers surveys conducted in the fiscal year ended March 31, 2024, added questions about sustainability themes to the survey, and provided feedback to customers through the relevant departments.
Business
partners
  • Conduct surveys using business partner questionnaires and supplier evaluation organizations.
  • Receive anonymous consultations and whistle-blower reports through the business partner helpline.
  • Investigate and remedy potential human rights risks by implementing human rights due diligence.
  • Encouraged business partners to undergo EcoVadis evaluations and advocated corrective actions for business partners deemed a high risk by the EcoVadis evaluation results.
  • Promoted and encouraged our business partners to use a dedicated helpline for anonymous consultations and reports.
  • Reviewed the raw procurement history of business partners with a large volume of electronics procurement for any conflict minerals and conducted on-site audits of business partners utilizing foreign trainee interns to identify and reduce latent human rights risks throughout the entire supply chain.
Employees
  • Implement employee engagement surveys.
  • Conduct dialogue with employees through the selfreporting system and other channels.
  • Set up a contact point for compliance consultation and for public interest whistle-blowing to receive anonymous consultations and whistleblower reports.
  • Identified and formulated measures as well as promoted activities to address problems at each company discovered through the employee engagement survey conducted in the fiscal year ended March 31, 2024.
  • Engaged in a more comprehensive dialogue with employees to encourage proper personnel assignments and independent career development through our self-reporting system.
  • Distributed portable cards with the contact information for our public interest whistleblowing hotline for anonymous consultations and reports. We also raised awareness about how to use this hotline through in-office dialogues with Group companies worldwide, human rights training, and internal newsletters.
Shareholders
and
investors
  • Conduct dialogue with shareholders and investors through financial results briefings, participation in conferences, and IR roadshows.
  • Conduct dialogue with individual securities analysts and institutional investors through meetings and conference calls.
  • Respond to surveys from ESG evaluation organizations and other bodies.
  • Engaged in dialogues with shareholders and other investors through various briefings as well as participation in conferences and roadshows. We also held one-on-one meetings with security analysts and institutional investors in person and by telephone.
  • Properly responded to surveys from ESG rating agencies.
Local
communities
  • Verify negative and positive feedback received by business sites.
  • Contribute to the Kurita Water and Environment Foundation to support advances in science and technology related to water and the environment.
  • Work with external organizations and groups through community initiatives to improve water resources and public health issues and to support future generations.
  • Conduct activities related to nature conservation, welfare, disaster prevention, and other issues in communities where business sites are located, and provide support for areas affected by disasters or conflict.
  • Reviewed complaints and compliments received by business sites.
  • Supported water and environmental sciences and technologies through donations to the Kurita Water and Environment Foundation.
  • Continued collective actions with the Water Resilience Coalition (WRC)*1 to tackle issues in the Colorado River Basin in the United States, the PCJ Basin in Brazil, and the Citarum River Basin in Indonesia. We also ramped up water initiatives by participating in the Alliance on Water Stewardship (AWS)*2 as a new international water initiative.
  • Donated to the Japan Platform non-profit organization to help people impacted by the torrential rain in the Noto Peninsula in September 2024.
  1. The CEO Water Mandate launched the WRC as one initiative of the United Nations Global Compact. The WRC is an international industry-driven initiative striving to recover water-stressed basins worldwide to preserve as freshwater resources.
  2. The AWS is an international initiative that encourages companies to properly use and manage water from basins in order to achieve a water cycle that ensures sustainable water resources.

External Evaluation

Inclusion in ESG Indexes

FTSE4Good Index Series

This index was developed by FTSE Russell, a global index provider based in the United Kingdom. The FTSE4Good Index Series is designed to promote investment in companies that meet global environmental, social, and governance (ESG) standards.(As of June 2025)

Official Website
FTSE Blossom Japan Index

This index was developed by FTSE Russel. The FTSE Blossom Japan Index is designed to measure the performance of Japanese companies that are making outstanding efforts on ESG. (As of June 2025)

Official Website
FTSE Blossom Japan Sector Relative Index

This index was designed by FTSE Russell, as a sector neutral benchmark that reflects the performance of Japanese companies demonstrating strong environmental, social and governance practices (ESG). Also, the index is designed to support the transition to a low carbon economy by evaluating companies’ climate governance activities aligned with the Taskforce on Climate-related Financial Disclosures’ (TCFD) recommendations and carbon emissions intensity to determine stock eligibility for index inclusion. (As of June 2025)

Official Website
MSCI NIHONKABU ESG Select Leaders

This index was developed by MSCI. This index is composed of Japanese companies with excellent ESG evaluation among the constituents of the IMI Index without any bias toward any industry sector. (As of June 2025)

Official Website (Only in Japanese)
The MSCI Japan Empowering Women Index(WIN)

This index was developed by MSCI. It is composed of companies in the MSCI IMI Top 500 Index that have been selected based on their data regarding employment of women, disclosed under the Act on Promotion of Women’s Participation and Advancement in the Workplace and corporate policies regarding gender diversity. (As of June 2025)

Official Website
MSCI World Small Cap Selection Index

This is one of the MSCI Selection Index series developed by MSCI. The MSCI World Small Cap Index is designed to represent the performance of a set of companies that have high Environmental, Social, and Governance (ESG) ratings relative to their sector peers. (As of June 2025).

Official Website
  • Our inclusion in any MSCI index, and the use of any MSCI logo, trademark, service mark or index name on this page does not constitute a sponsorship, endorsement or promotion of us by MSCI or its affiliates. Exclusive Ownership of MSCI: MSCI, the MSCI index names and logos are trademarks or service marks of MSCI or its affiliates.
SOMPO Sustainability Index

This index was developed by Sompo Asset Management Co., Ltd., a Japanese asset management company. The index is composed of independently selected stocks, emphasizing their ESG evaluation based on environmental management (environmental assessment) and ESG management survey (social/governance assessment). (As of June 2025)

Official Website (Only in Japanese)
Morningstar Japan ex-REIT Gender Diversity Tilt

Morningstar Japan ex-REIT Gender Diversity Tilt is an index developed by Morningstar, Inc. Built with the corporate genderrelated data and scoring methodology of Equileap, the index selects companies that have strong gender diversity policies embedded in the corporate culture and that ensure equal opportunities to employees, irrespective of their gender. The Company received a Group 1 rating, which is the highest of five ranks. (As of December 2024)

Official Website
  • Disclaimer: Morningstar, Inc. and/or one of its affiliate companies (individually and collectively, “Morningstar”) have granted Kurita Water Industries, Ltd. permission to use the Morningstar Japan ex-REIT Gender Diversity Tilt logo (the “Logo”) as evidence of its rank as Group 1, the highest scoring group of companies in the Morningstar Japan ex-REIT Gender Diversity Tilt index (the “Index”) for workplace gender and diversity for the specific ranking year. Morningstar has only granted permission to Kurita Water Industries, Ltd. to use the Logo for informational purposes. The use of the Logo does not represent any recommendation of Kurita Water Industries, Ltd. by Morningstar or constitute an offer to buy, sell, or engage in any other securities transaction related to Kurita Water Industries, Ltd. The Index is designed to emphasize workplace gender and diversity in Japan. However, Morningstar acknowledges that it cannot guarantee the accuracy, completeness, or timeliness of the index or the data provided in the Index. Morningstar also makes no expressed or implied warranty through the Index or Logo, and expressly disclaims all warranties of the quality of commodities, fitness for particular purposes, or use with respect to the Index data provided in the Index or in the Logo. Without limiting any of the foregoing, in no event shall Morningstar or any of its third-party content providers be responsible for direct or indirect damages arising from the use or reliance on the Index or the Logo by any party, even if Morningstar, Inc. becomes aware of the potential of such damages. The names of Morningstar and the Index as well as the Logo are the trademarks or service marks of Morningstar, Inc. Past performance provides no guarantee of future results.
S&P/JPX Carbon Efficient Index

The index is jointly developed, calculated and published by S&P Dow Jones Indexes, Inc. and Japan Exchange Group. Based on TOPIX component stocks, the weight of the constituents is determined based on the disclosure status of environmental information and the level of carbon efficiency (carbon emissions per sales). (As of March 2025)

Official Website

Evaluation by ESG Rating Organization

ISS-ESG

Certified as a “Prime” company in the ESG ratings of ISS ESG, the Responsible Investment division of US-based proxy advisory firm Institutional Shareholder Services Inc. Prime status indicates that Kurita exceeded industry-specific rating criteria. (As of February 2025)

Official Website

Evaluation by Supplier Evaluation Organization

EcoVadis

Awarded the Silver Medal, indicating a ranking in the top 15% of all companies in all industries, by EcoVadis, a French firm that rates the sustainable procurement capabilities of suppliers from a sustainability perspective. (As of July 2025)

Official Website

Evaluation by Creating a Corporate Culture that Facilitates Work

Platinum Kurumin

This is a system in which the Minister of Health, Labour and Welfare of Japan certifies outstanding companies that work to support the balance between work and childcare.

Class 3 Eruboshi

This is a system in which the Minister of Health, Labour and Welfare of Japan certifies as a “company promoting the active participation of women” based on the Act on Promotion of Women’s Participation and Advancement in the Workplace.