Kurita Water Industries Ltd. · TSE:6370
Kurita Water Industries — ESG Presentation (January 2026)
49 slides from Kurita Water Industries's sustainability presentation, Jan 9, 2026
Slide 1: Sustainability Briefing
Kurita Water Industries Ltd. Sustainability Briefing Fiscal year ending March 31, 2026 (Securities code：6370) January 9, 2026 © KURITA WATER INDUSTRIES LTD. All Rights Reserved.
Slide 2: Contents
Contents １ Kurita Group's Sustainability Management 2- 9 ２ Materiality Initiatives 10 - 19 ３ Initiatives to address PFAS challenges 20 - 28 ４ Corporate Governance 29 - 35 ５ Appendix 36 - 47 1
Slide 3: Kurita Group's Sustainability Management
President and Representative Executive Officer 1 Kurita Group's Sustainability Hirohiko Ejiri Management 1985 Joined Kurita Water Industries Ltd. 2005 President of Kurita Europe GmbH 2011 General Manager of Sales Dept. for Heavy Industries, Group II, Chemicals Division 2013 General Manager of Busine
Slide 4: What is Kurita
What is Kurita We harness the power of water to find answers to the challenges faced by industry and society. Through our “Holistic Optimization Approach,” which flexibly combines chemicals, facility engineering, and maintenance services, we deliver solutions tailored to each customer, winning the t
Slide 5: Our Journey and Customer Breadth
Our Journey and Customer Breadth Expanding global touchpoints by continuously addressing challenges across various industries Creating value by sincerely addressing our customers’ business challenges as well as social and environmental issues Billions of yen 450 Establishing a Global Platform Throug
Slide 6: Depth of Customer Understanding
Depth of Customer Understanding Ongoing engagement through diverse services fosters deep insights into customers —including latent challenges—becoming a foundation for creating superior value. Kurita Customer’s entire factory Diverse business models Production and manufacturing Recycling Water treat
Slide 7: Creating Premium Value
Creating Premium Value Pursuing customer breadth and diversity, together with depth in addressing challenges, creates new value, drives further expansion, and delivers additional shared value. Social Issues Expansion Expansion Industrial Deepening Chemicals Diversity Electronics industry × Creating
Slide 8: The Kurita Group's Materiality
The Kurita Group’s Materiality With shared value creation at the foundation of our business, we embeds sustainability at the core of its management strategy and defines materiality to drive long-term value. Theme Materiality Contributions to the SDGs Identifying Sustainability Issues Solve issues re
Slide 9: Value Pioneering Path
Value Pioneering Path Enhancement of Corporate Value Net Sales ¥ 470.0 billion CSV business-based Medium-Term Management Plan Financial Business Profit margin on sales 16％ Main Non- Amount of water savings 250 million m3 Financial Avoided GHG emissions 3,000 thousand tons *1 Targets to be achieved b
Slide 10: PSV-27 and Mid- to Long-Term Growth
PSV-27 and Mid- to Long-Term Growth Advancing sustainability management to achieve the PSV-27 plan and aim for even greater creation of economic and social value beyond Water circulation solutions for the space economy Ready-made ultrapure water production system Key measures PFAS solutions business
Slide 11: Materiality Initiatives
Deputy Executive General Manager Sustainability Corporate Strategy Division 2 Materiality Initiatives Kosuke Arai 1997 Joined Kurita Water Industries Ltd. 2020 General Manager of Public Relations and CSR Department, Corporate Control and Administration Division 2021 General Manager of CSR and Invest
Slide 12: Initiatives to Support Sustainable Growth
Initiatives to Support Sustainable Growth Enhancing Corporate Value Strengthening earning power Meeting capital market expectations Improving capital Earning expectations and Expanding net sales Improving profitability Reducing capital costs efficiency trust from stakeholders business Initiatives to
Slide 13: Materiality Connectivity
Materiality Connectivity Earning power Capital market expectations Earning Improving Expanding Improving Reducing expectations capital net sales profitability capital costs and trust from efficiency stakeholders Solve issues related to water resources CSV Business ● ● ● ● ● Maintain appropriate wate
Slide 14: CSV Business
CSV -Creating Shared Value- Business Shared Value Themes Products, technologies, and business models that contribute to saving water and reducing GHG emissions and recycling resources more greatly than conventional or competitors’ ones. Economic Issues Environmental Issues Social Issues CSV Business
Slide 15: CSV Business Targets and Results
Shared Value Themes CSV Business Targets and Results Positioning CSV Business as a growth driver and creating shared value Number of models 128 models Creating social value 96 78 models SOM 62 models models Amount of water savings through CSV business Avoided GHG* emissions through CSV business * Gr
Slide 16: New Businesses Based on Social Value
New Businesses Based on Social Value Driving new businesses that deliver the high social value pursued by CSV business initiatives PFAS removal and treatment Direct Lithium Extraction (DLE) PFAS poses health risks such as carcinogenicity and hormonal Traditional lithium extraction (salt lake evapora
Slide 17: Solve Issues Related to Water Resources
Shared Value Themes Solve Issues Related to Water Resources Encountering water in every way and creating a positive impact Initiatives Targets and Results Promoting collective action to address water stress Metrics Results in Target for Target for FY03/2025 FY03/2026 FY03/2028 ⚫ WRC*1 implemented co
Slide 18: Contribute to the Realization of a Decarbonized Society
Shared Value Themes Contribute to the Realization of a Decarbonized Society Scope 1 and 2 account for about 2% of GHG emissions, while Scope 3 represents roughly 98%, making Scope 3 reduction the key to Kurita Group’s climate action （Thousand t-CO2） Percentage of emissions ■Scope1+2 ■ Scope3 Scope1：
Slide 19: Contribute to Building a Circular Economy Society
Shared Value Themes Contribute to Building a Circular Economy Society Beyond recycling our own waste, driving recycled material use and improving product recyclability are key Targets and Results Results in Target for Target for Metrics FY03/2025 FY03/2026 FY03/2028 Achieved In-house waste recycling
Slide 20: Toward Nature Positive
Toward Nature Positive We position our business within natural ecosystems and social systems, aiming for sustainable growth by considering mutual impacts. Atmosphere Atmosphere Help achieve Land Kurita Ocean a nature positive Land Customer Ocean impact Fresh water Fresh water Enhance Kurita Group ac
Slide 21: Initiatives to address PFAS challenges
Corporate Officer Executive General Manager of Industrial & Social 3 Initiatives to address PFAS Infrastructure Division challenges Hiroyoshi Tamai 1997 Joined Kurita Water Industries Ltd. 2010 Vice President of Kurita Water Industries (Suzhou) Ltd. 2011 President of Kurita Water Industries (Suzhou)
Slide 22: What is PFAS?
What is PFAS? PFAS refers to a group of synthetic organofluorine compounds known for their high level of resistance to water, oil, chemicals and heat. PFAS includes Perfluoroalkyl and Polyfluoroalkyl compounds: Perfluoroalkyl：Compounds where all hydrogen atoms on the carbon chain are replaced by flu
Slide 23: Uses and Health Concerns
Uses and Health Concerns PFAS have been widely used, but their persistence, bioaccumulation, and mobility lead to long-term environmental presence and widespread dispersion. These properties raise health concerns and have become a major social issue. INTENTIONALLY synthesized Convenient Versatile Su
Slide 24: Approaches by Region
Approaches by Region Three PFAS substances designated for elimination under Stockholm Convention on Persistent Organic Pollutants CY2009 CY2019 CY2022 EU US -Federation - US -States- Japan Comprehensive ban on PFAS Some U.S. states enforce Gradual implementation Trends in manufacturing and use Risk-
Slide 25: Drinking Water Standards
Drinking Water Standards Provisional guideline Targets：Total concentration of PFAS ≦ 500 ng/L Criticized as lenient; revision plans are reported. PFOS, PFOA Each ≦ 100 ng/L Trump-era rules limited scope to PFOS and PFOA. Compliance deadline were extended to 2031. DWD（Drinking Water Directive mandate
Slide 26: PFAS Removal in Water and Wastewater Treatment
PFAS Removal in Water and Wastewater Treatment Reduce PFAS in raw water below regulatory limits and remove PFAS from effluent before discharge, preventing environmental spread and supporting water resource sustainability. Results in FY ended March 2025 Risk assessment and Industrial: Japan, Europe m
Slide 27: Global expansion of PFAS removal business
Global expansion of PFAS removal business Leveraging Kurita America’s extensive customer base, accelerating PFAS business expansion by capitalizing on opportunities due to the federally enforceable maximum contaminant limits for PFAS put in place by the US EPA requiring compliance by 2031. Kurita Am
Slide 28: Challenges in PFAS Disposal
Challenges in PFAS Disposal Address PFAS treatment challenges by establishing low-environmental-impact detoxification technologies at an early stage PFAS-containing High-temperature incineration of used adsorbent material PFAS removal Treated water water raises concerns: - Transport of PFAS-laden ac
Slide 29: Our Vision
Our Vision Aim to become the leading company in PFAS management through integrated solutions and promotion of PFAS-free practices Vision by Final Year of PSV-27 Plan Build a standard Establish low- model by Implement online Strengthen presence environmental-impact accumulating PFAS monitoring in glo
Slide 30: Corporate Governance
External Director Chairperson of the Nominating Committee ４ Corporate Governance Kenjiro Kobayashi 1977 Joined Japan Development Bank (current Development Bank of Japan Inc.) 2004 Managing Director of CITIC Provident Management Ltd. 2006 Executive Officer of Johnson Diversey(current CxS Corporation)
Slide 31: Timeline of Corporate Governance Improvements
Timeline of Corporate Governance Improvements MVP-22 PSV-27 To March 2018 April 2018 — March 2023 From April 2023 ⚫ From June 2023 Organizational Company with a Nominating design Company with the Audit & Supervisory Board Committee, etc. ⚫ 2006 Introduced the corporate officer system ⚫ From June 202
Slide 32: Corporate Governance Structure
Corporate Governance Structure Female Non-executive Business Execution Composition of the Board of Directors（8 individuals） （5 individuals） executive officers, Supervision of business execution Representative Executive Officer, Election and dismissal of Appointment and dismissal of the President and
Slide 33: Discussion at Board of Directors Meetings
Discussion at Board of Directors Meetings Key Points of Discussion at Board of Directors Meetings Time scale Consider the future of the Kurita Group on a time scale of at least 10 years POINT Clarification of the role of the monitoring board 1 Clear separation of management supervision and execution
Slide 34: Meeting Overview and Deepening Discussions
Meeting Overview and Deepening Discussions Status of Board of Directors Meetings Initiatives to Deepen Board Discussions Meeting overview in FY ended March 2025 In addition to regular meetings, the Board holds opinion exchange Number of sessions and workshops to enhance the quality of discussions. M
Slide 35: Succession Planning of President and Executive Officers
Succession Planning of President and Executive Officers Succession Planning Process The Nominating Committee Selects candidates for President and executive officers, and formulates development plans under the Board’s delegation. It uses objective information, such as external assessments of each can
Slide 36: Remuneration system for Executive Officers
Remuneration system for Executive Officers ◼ Executive Officers (including two who also serve as Directors) Fixed（45％*1） Variable（25%*1 ） Variable（30%*1 ） Performance-linked stock Performance-linked stock Base remuneration compensation: Short-term compensation: Long-term incentivized remuneration in
Slide 37: Appendix
５ Appendix © KURITA WATER INDUSTRIES LTD. All Rights Reserved. 36
Slide 38: Value Pioneering Path
Value Pioneering Path Enhancement of Corporate Value Net Sales ¥ 470.0 billion CSV business-based Medium-Term Management Plan Financial Business Profit margin on sales 16％ Main Non- Amount of water savings 250 million m3 Financial Avoided GHG emissions 3,000 thousand tons *1 Targets to be achieved b
Slide 39: Value Connectivity Tree
Connectivity Tree Profit and cash flow generation Corporate Cash (Risk-Growth Rate) ＝ ÷ Output ⚫ Business strategy Value Flow ・ Global Expansion of Service Business Expanding based on Facility Projects Human net sales ・ Expansion of the CSV business resources ⚫ Production Strategy strategy ⚫ Intelle
Slide 40: Materiality Indicators (Shared Value Themes)
Materiality Indicators (Shared Value Themes) FY Ended March 31, FY Ended March 31, FY Ending March 31, FY Ending March 31, Shared Value Themes 2025 Target 2025 Result 2026 Target 2028 Target Solve issues related to water resources Total number of basins where collective actions are implemented (and
Slide 41: Materiality Indicators (Basic Themes:1)
Materiality Indicators (Basic Themes:1) FY Ended March 31, FY Ended March 31, FY Ending March 31, FY Ending March 31, Basic Themes 2025 Target 2025 Result 2026 Target 2028 Target Develop and disseminate innovative products, technologies, and business models Investment rate in innovation areas*1 Meet
Slide 42: Materiality Indicators (Basic Themes:2)
Materiality Indicators (Basic Themes:2) FY Ended March 31, FY Ended March 31, FY Ending March 31, FY Ending March 31, Basic Themes 2025 Target 2025 Result 2026 Target 2028 Target Provide highly safe and quality products and services 20％ Reduction rate in the recurrence rate of accidents that affect
Slide 43: HR Strategy KGIs and KPIs
HR Strategy KGIs and KPIs K Continuous improvement of engagement score G a．Percentage of companies that exceed the all-industry average：Over 75%(the fiscal year ending March 31, 2028) b．Score among all the companies surveyed：Meet and exceed the previous survey(the fiscal year ending March 31,2028) I
Slide 44: Identify the Dependencies and Impacts: Dependent ecosystem services
Identify the Dependencies and Impacts of Each Business Category:1 Recurring contract-based Other services in the Business category Facility Chemicals environment-related electronics industry businesses segment GICS industry category Industrial machinery General chemistry Special chemicals Semiconduc
Slide 45: Identify the Dependencies and Impacts: Impact factors
Identify the Dependencies and Impacts of Each Business Category:2 Recurring contract-based Other services in the Business category Facility Chemicals environment-related electronics industry businesses segment GICS industry category Industrial machinery General chemistry Special chemicals Semiconduc
Slide 46: Risk and Impact Management
Risk and Impact Management Based on the LEAP approach, we identified and assessed nature-related dependencies, impacts, risks, and opportunities, and selected priority sites and basins for action. Identification of risks and impacts Results of these assessments Identification of priority sites and b
Slide 47: Sustainability Committee and PDCA
Sustainability Committee and PDCA Plan Do Check Action Consultation Establish a Review of Board of Directors medium-term Review/ Evaluate materiality management plan Advisory & as necessary Sustainability Advisory Report Report Supervision Decide the Deliberation on Executive Committee business plan
Slide 48: External Evaluation
External Evaluation Evaluation Inclusion in ESG Indexes by ESG Rating Organization FTSE Blossom ISS-ESG FTSE4Good FTSE Blossom SOMPO CDP2025 Japan Sector Index Series Japan Index Sustainability Index Relative Index Climate Change A- Water B Evaluation by Supplier MSCI Japan MSCI Japan MSCI World Sma
Slide 49: Forward-looking Statements
Forward-looking Statements This presentation contains forward-looking statements, business plan projections, and judgments based on information available to management at the time of writing. Due to the existence of a variety of risk factors and uncertainties, actual results may differ from those sp
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