Nomura Asset Management
Japan Sustainable Equity Growth Strategy

Impact Repor t
2022

Nomura Asset Management
Japan Sustainable Equity Growth Strategy

Impact Report 2022
CONTENTS
2

Introduction

What is Impact Investing?

7

Japan Sustainable Equity Growth Strategy

38Impact of Investee Companies
for Japan Sustainable Equity Growth Strategy

9Impact Goal: Mitigating Climate Change

10Impact Goal: Eliminate Communicable Disease11

Impact Goal: Mitigating Natural Capital Depletion

12

The Japan Sustainable Equity Growth Strategy
Investee Company Impact

13

Individual Company Contributions

Three-Dimensional Investment

Impact Investingat Nomura Asset Management

1Japan Sustainable Equity Growth Strategy

4Impact Investing Philosophy

5

Impact Investing Framework

Nomura Asset Management Japan Sustainable Equity Growth Strategy Impact Report 2022

Introduc tion
The Japan Sustainable Equity Growth strategy waslaunched in 2016 based on the idea that companies canaddress social issues through their core business. During
the 2010s, various stakeholders became conscious of thenecessity of sustainability within the environment andsociety. Recently, though daily life has largely returned tonormal in the wake of the global turmoil caused by the
COVID-19, challenges persist in other forms, such as
sharp rises in energy prices due to geopolitical risk.
These issues are drawing renewed attention to social
issues that impact our daily lives, and furthermore, haselevated our consciousness of the various issues facing
the world, from those rooted in regions/countries to thoseon a global scale. We believe this increased awareness
represents a need for prompt action in addressing theseissues.
We view impact investing as a useful investment method
to address the various environmental and social
problems we face. Rather than only seeking standard
returns from investment, impact investing seeks tocontribute to the resolution of issues in our lives byinvesting over the long-term in companies that are
conducting business with an awareness of “addressing
social issues”. As there are many social issues that
require handling over the medium- to long-term, we
believe that investing in companies with the assumptionof long-term holding has the potential to both generate
excess returns and address ESG issues.
This strategy’s investment universe consists ofcompanies that, in addition to having good fundamentals,
have been judged to be capable of creating social value
and contributing to the SDGs through the application of
NAM’s unique ESG score. In addition to the dimensionsof “risk” and “return” featured in traditional equity
investment, we have added a third dimension of “impact
creation”, or addressing social issues, to our appraisal
process. Moreover, we recognize the sharing of the“outcomes” and “broad and cumulative impact” ofinvestee companies with stakeholders to be an
indispensable part of the process of addressing social
issues as expected from investors. It is our hope that
pursuing impact investing with an awareness ofaddressing social issues and sharing information willcontribute to the creation of an affluent society.

Jun Takahashi
Japan Sustainable Equity Growth Strategy
Main Portfolio Manager

2

What is Impac t Investing?
Three-Dimensional Investment
Impact investing involves investments made with the aim of generating both impact, whether environmental orsocial (i.e., solutions to social issues), and investment returns. As awareness of various environmental and social
issues increases, impact investing is garnering greater attention. Traditional investment is characterized by only
two dimensions: risk and return. By adding “impact” to this, we believe we can contribute to the realization of abetter society through investment. By proactively engaging in impact investing and engagement, we aim togenerate an impact on the environment and society through the business activities of our investee companies,
while also securing investment returns for investors.

Investors (Institutional/Individual)
Investment
ReturnInvestment

Nomura Asset Management
Investment
ReturnImpact Investment
and Engagement

Investee Companies
Investment
ReturnBusiness
Activity

Impact on Environment and Society(Addressing Environmental and Social Issues)

Depending on funding ﬂows and market conditions, the port

3

Nomura Asset Management Japan Sustainable Equity Growth Strategy Impact Report 2022

Impac t Investingat N omura Asset M anagement
Impact Investing Philosophy
Equity investment is not generally considered an influential investment method for generating environmental or
societal impact. However, we believe that listed companies have a special role to play together with otherstakeholders in addressing the many challenges facing society.
Listed companies that possess a variety of human and material resources, have a certain scale, and at the sametime have substantial investment capacity. Indeed, it is difficult to imagine what entities besides listed companies
could procure the enormous amount of investment funds that are required to generate impact through addressing
social issues. Furthermore, we believe that institutional investors can play a unique role by setting impact goals
and engaging with investee companies to discuss progress and encourage action toward achieving those goals.

NGO
Society&
Individuals

Government

Mitigate
ClimateChangeOther
Stakeholders

PrivateSmall
Businesses

Impact through operations investment,
research, human resources, and supply
chain management
Impact through●Renewable power developers and operators

Engagement●

Renewable technology manufacturers●●

Manufacturers of GHG emissions reduction
technology
Network (Transmission & Distribution)
developers and operators

Listed Equities

tfolio management above may not be possible in some cases.

4Impact Investing Framework
Our impact investments are implemented based on the framework as illustrated on the right.
First, we identify the social issues to be addressed, set impact goals for each identified issue, and set monitoring
indicators to measure the degree of improvement. Next, we identify investment areas that can contribute toachieving our impact goals and select companies from these areas in which to invest. In addition, each investee
company is linked to one or more SDGs and assigned a Company Performance Indicator (CPI). In this way,progress toward impact goals is monitored on an ongoing basis and is used not only for measuring the impact of
the entire portfolio but also within engagement with investee companies to encourage action in support of impact
goals.
Specific examples of the impact investment framework in action are introduced starting from page 9. We haveestablished four impact goals to address critical environmental and social issues: mitigating climate change,
mitigating natural capital depletion, promoting good health and well-being, and maintaining and improving qualityof life. Progress toward these goals is continuously monitored on an ongoing basis.

Depending on funding flows and market conditions, the portf

5Nomura Asset Management Japan Sustainable Equity Growth Strategy Impact Report 2022

- Example Social Issues to be Addressed

Setting Impact Goal andMonitoring Indicators

Climate Change

Goal: Mitigate Climate Change
Indicator: Atmospheric CO2 Levels●

Select Investment Fields
Select Investee Companies

Identification of SDG Themes●●●

Renewable Energy Developer
Manufacturer with Technology
Electric Vehicle/OEM Manufacturer
Efficient Building Construction and Maintenance

SDGs 7.2

Increase in Global Share of Renewable Energy

SDGs 7.3

Doubling of Energy Efficiency Improvement RateCPI Settings for Individual Companies

Engagement with
Investee Companies

Securing Energy Resources
Reduction in Carbon Emissions●●

Dialogue using Monitoring Indicators and CPI

folio management above may not be possible in some cases.

6

Japan Sustainable Equity Growth Strategy
Nomura Asset Management’s japan Sustainable equity Growth Strategy (JSEG Strategy) focuses on ESG and
impact investing as the basis for its investment framework. The JSEG Strategy aims to “invest in companies that
can achieve long-term sustainable growth by contributing to the resolution of social issues through their corebusinesses.” Since there are many ESG issues that need to be addressed over the medium- to long-term, we
believe that investing in companies based on the assumption that they will be held in the long-term makes it
possible to achieve a balance between delivering superior excess returns and resolving ESG issues. In the stock
selection process, our company’s unique ESG scores are also utilized to evaluate the fundamentals of theProfit Growth = Investment Return (vertical axis)

Large
Companythatcreatessocial value

ActiveFund

ESG
Investment/
ImpactInvestment

Small

Large

Small

of this investment strategy, and share that information with ourinvestors.

Basic Concept of JSEG Strategy
Impact Investment, social value creation, andresolution of social issues (horizontal axis)

business and select companies capable of creating social valuethat contributes to achieving the SDGs. In addition to theconventional two dimensions of equity investment, namely risk
and return, our evaluations include a third dimension ofgenerating impact by addressing social issues.
In addition, we measure and disclose the outcomes and impact

Portfolio Management Team
Jun Takahashi is the main portfolio manager for the Japan Sustainable Equity Growth Strategy. Jun is a Senior
Portfolio Manager in the Japanese Equity Growth Team. Ken Nagano, the Growth Team Leader, serves as a
co-manager for the fund, and Kodai Sasaki serves as an assistant portfolio manager. The team makes rigorous
use of ESG and SDG ratings alongside research input provided by our Equity Research Analysis from our own
Equity Research Department and ESG Specialists from our Responsible Investment Department.
Jun Takahashi, CMA, CFA
Main Portfolio Manager
Jun is the Main Portfolio Manager for the Japan Sustainable Equity Growth Strategy. He joined Nomura AssetManagement in 2001 and has 18 years of investment and research experience. Jun holds a bachelor’s degree in
Policy Management from Keio University and an MBA from Hitotsubashi University Graduate School.

Ken Nagano, CMA, CFA
Co-Portfolio Manager
Ken is the Japanese Equity Growth Team Leader in the Equity Investment Group. He joined Nomura AssetManagement in 2009 and has 11 years of investment research experience. Ken holds a bachelor’s degree in
Commerce from Keio University.

Kodai Sasaki
Portfolio Manager
Kodai is a member of the portfolio management team for the Japan Sustainable Equity Growth Strategy. He joined
Nomura Asset Management in 2018. He holds a bachelor’s degree in Science and Engineering from Yokohama
National University, and a master’s degree in Engineering from Tokyo Institute of Technology Graduate School.
Depending on funding ﬂows and market conditions, the portfolio management above may not be possible in some cases.

7

Nomura Asset Management Japan Sustainable Equity Growth Strategy Impact Report 2022

Impact of Investee Companies
for Japan Sustainable Equity Growth Strategy
Companies in the Japan Sustainable Equity Growth Strategy portfolio have delivered the following environmental
and social outcomes through their business activities.

E nvironment
Mitigate
ClimateChangeE nvironment
Mitigate
NaturalCapital Depletion

S ociety
EliminateCommunicable
DiseaseS ociety
Improve
LivingStandards

S ociety
MaintainLivelihood
and Improve
Productivity

Contributing to a

Using facility space ofSale of approximately

reduction in
CO2 emissions.

to promote tree planting andcontribute to theconservation of the local
environment and the controlof urban“heat island” effect.

EV traction motors that havesignificantly reduced GHG(greenhouse gas) emission.

Procured

For carpet production,

33.23m ton

254,000m³
of eco-friendly
certified lumber.

(Note: Lumber Procurement x
S-Rank Procurement Ratio)

598k square meters 226k units of

6.34m

100m*

plastic bottles wererecycled to reduce useof carpet virgin materials

Handledtonsof metal materials throughresource recycling businesses
via collection and processing of
reusable industrial scrap*Total for the 46 months fromMay 2018 to February 2022
was 400m.

To a total of

12m people benefited from30m doses oftreatments for filarial conditions
known as "neglected tropicaldiseases".

Provision of drinking water to760,000 people

through usage of disinfectants.

¥383.8bn

spent on researchand development toaccelerate new drug
development.

For the purpose of supporting
the independence of womenin emerging countries

65,000 womenreached by educational
activities.

453

MediatedSMEs
facing problems such as the aging ofsenior management and otherbusiness succession issues.
Generating effect worth

Through the promotion of IT,
streamlined approx.

5,900

construction sites.

¥349.3bnof avoided economic losses.

The above is historical data and does not imply or guarantee future investment results.

8Impact Goal: Mitigating Climate Change
KPI Progress toward Impact Goal

Atmospheric CO2 Concentration
and Global Per Capita Emissions

Global Per Capita Emissions
Despite significant decreases in carbon emissions due to the 2020
COVID-19 lockdowns, emissions rose again with the economic
re-opening of 2021. As the global population continues to grow,reduction of per capita emissions is of the utmost importance.

Atmospheric CO 2 Concentration
Depiste carbon emissions steadily decreasing in 2020, the atmospheric
CO2 concentration rose 0.5% by 2021. This shows the necessity of
reducing greenhouse gas (GHG) emissions as early as possible.

Period: 1990 - 2021

（ppm）
（Tons）
5.0
420
4.8
410
4.6
400
4.4
390
4.2
380
4.0
370
3.8
360
3.6
350
Atmospheric CO2 Concentration (Left) 3.4
340
Global Per Capita Emissions (Right) 3.2
330
3.0
320
90 95 00 05 10 11 12 13 14 15 16 17 18 19 20 21（Year）(Source) Prepared by Nomura Asset Management using data fromthe National Oceanic and Atmospheric Administration’s Global
Carbon Atlas

Investee Company: NIDEC
Investment Focus

The company offers a variety of highly efficient motors for motor actuation, which accounts for a high amount of energy usage. It has thepotential to contribute to addressing the social issue of GHG emssions through improvement of energy efficiency and the spread of EV,
while also achieving profit growth from expanded motor sales.
Consistency with SDGs
Goal 13 Take urgent action to combat climate change and its impacts
Contributing to improved energy efficiency globally and the spread of electric vehicles with zero greenhose gas emissions.
CPI of Individual Company
Sales of efficient motors, number of EV motor sales, GHG reductions from product sales
Impact2021: 226,000 EV traction motor system sales, 259,000 tons of CO 2 emission reductions by such systems

EV Traction Motor Sales

CO 2 Emissions Reductions by EV Systems

Period: FY2019 - 2021

Period: FY2019 - 2021
( 10,000 tons of CO2)30

(10,000 Units)
25

25

20

20

15

15

10

10

5
0

5
2019

2020

2021

0

（FY）

(Source) Prepared by Nomura Asset Management based on NIDEC
materials. For more details, refer to NIDEC’s Green Bond Report.

9

2019

2020

2021

（FY）

(Source) Prepared by Nomura Asset Management based on NIDEC
materials. For more details, refer to NIDEC’s Green Bond Report.

The above information is intended to introduce companies that are addressing social issues, and is not inof buying or selling of specific stocks, nor does it suggest an increase or decrease in prices. Th

Nomura Asset Management Japan Sustainable Equity Growth Strategy Impact Report 2022

Impact Goal: Eliminating Communicable Disease
KPI Progress toward Impact Goal
Global Deaths from HIV, Tuberculosis, and Malaria

Deaths from HIV, Tuberculosis, and Malaria
Despite deaths from diseases steadily declining, annual deaths fromtuberculosis have rebounded from a 1.22m low in 2019 to 1.38m in
2021. Meanwhile, annual deaths from HIV/AIDS have dropped toapprox. 600,000, and annual deaths from malaria are largely
unchanged year-to-year. There is demand in developing countries for amore effective tuberculosis vaccine.

Period: 2000 - 2021
（1m persons）
2.5

HIV/AIDS
Tuberculosis
Malaria

2.0
1.5
1.0
0.5
0

Investee Company: Shionogi

00

02

04

06

08

10

12

14

16

18

20 （Year）(Source) Prepared by Nomura Asset Management based on World
Health Organization data

Macro KPI: Global Deaths from “Big Three” Major Diseases
Investment Focus
The company is contributing to medicine development for the “Big Three” major diseases (HIV, tuberculosis, and malaria) and spreading
anti-HIV medicines in developing countries. Also, the company is significantly progressing development of new medicines to treat
COVID-19 and other new diseases.
Consistency with SDGs
Goal 3 Ensure healthy lives and promote well-being for all at all ages
Target 3.3
To eradicate infectious diseases such as AIDS, tuberculosis, malaria
and neglected tropical diseases, as well as address hepatitis,
waterborne pathogens and other infectious diseases
CPI of Individual Company
Development and promotion of drugs for the “Big Three” majordiseases and expansion of R&D investment (maintain at least
60% in-house drug discovery ratio).
Royalty income from HIV treatment franchising.
ImpactR&D Investment: 73.0 billion yen (21.8% of sales in FY2021)
In-house Drug Discovery Ratio: 73% (FY2021)
Royalty Income related to HIV Treatment: 174.0 billion yen (FY2021)

ntended as a guarantee of investment in such stocks. Additionally, it is not intended as recommendation
he above data is historical and does not indicate or guarantee future investment performance.

R&D Expenditure
Period: FY2018 - 2021
（100m JPY）
800
700
600
500
400
300
200
100
0
2018

2019

2020

2021 （FY）(Source) Prepared by Nomura Asset Management based on Shionogi data10

Impact Goal: Mitigating Natural Capital Depletion
KPI Progress toward Impact Goal
Global Forest Area Loss
The global forest area lost in 2016 and 2017 was approx. 30 million hectares annually, and the pace of lumbering is in a downward trend.
However, the trend has been flattening recently.

Global Per Capita Material Consumption
Global per capita material consumption continues to increase alongside annual population growth. According to UNEP data, despite asignificant decrease in coal and oil consumption due to the 2020 COVID-19 pandemic, consumption amounts increased again with theeconomic re-opening in 2021.

Global Per Capita Material Consumption
and Forest Area Loss

Global Material Consumption

Period: 2000 - 2021

(Tons)
13(Million hectares)
30

12

27

11

24

10

21

9

18

8

15

7

12

6

9

Global Per Capita Material Consumption (Left)
Global Forest Area Loss (Right)

5

6

4
00

02

04

06

08

10

12

14

16

18

3
20（Year）(Note) UN disclosure of global per capita material consumption data isuntil 2019.
(Source) Prepared by Nomura Asset Management based on UN and
Global Forest Watch data

Oil
Coal
Iron
Aluminum
Copper(Million Barrels*) (Million Tons) (Million Tons) (Million Tons) (Million Tons)
2017

96.0

5,326.1

1,759.9

63.4

20.0

2018

97.3

5,418.2

1,835.8

64.2

20.6

2019

98.3

5,386.2

1,888.9

63.7

20.7

2020

88.8

5,154.5

1,784.9

65.3

20.6

2021

94.1

5,462.7

1,834.0

67.1

21.0

Iron
(Kilograms)

Aluminum(Kilograms)

Copper(Kilograms)

Global Per Capita Consumption
Oil(Barrels)

Coal(Kilograms)

2017

4.6

705.6

233.2

8.4

2.7

2018

4.7

710.0

240.6

8.4

2.7

2019

4.7

698.3

244.9

8.3

2.7

2020

4.2

661.3

229.0

8.4

2.6

8.5

2.7

2021

4.4

*Daily

693.7

232.9

(Source) UNEP

Investee Company: Toyota Tsusho
Macro KPI: Global Per Capita Material Consumption and Forest Area Loss
Investment Focus
As a trading company involved in manufacturing, the company is capable of both supporting recycling and achieving profit growth
by gathering reusable materials from industrial scrap, and securing materials from urban refuse.
Consistency with SDGs
Goal 12 Ensure sustainable consumption and production patterns
Support manufacturing and contribute to recycling through refuse
reclamation

Material Handled by Metal Recycling Business
Period: FY2019 - 2021
(10,000 tons)
640
635

Goal 13 Mitigation of Climate Change
Combat climate change arising from greenhouse gas emissions andits impacts

630

CPI of Individual Company
Material reuse from recycling

610

ImpactFY2021: 6.34mn tons of materials through resource recycling
business

625

620

615

605

600

595

2019

2020

2021

The above information is intended to introduce companies that are addressing social issues, and is not intended as a guarantee of investment in such stocks.
Additionally, it is not intended as recommendation of buying or selling of specific stocks, nor does it suggest an increase or decrease in prices.

11

(FY)

(Source) Prepared by Nomura Asset Management based on Toyota
Tsusho materials

Nomura Asset Management Japan Sustainable Equity Growth Strategy Impact Report 2022

The Japan Sustainable Equity Growth Strategy
Investee Company Impact
The following impacts were achieved per ¥100mn invested in the Japan Sustainable Equity Growth Strategy. Moredetails on individual company contributions are available in the Appendix (Page 13-14).

Mitigate Natural
Capital Depletion● 0.5m3 of ecosystem-friendly

lumber harvested

Maintain Industrial Baseand Improve Productivity● 1.01m yen of economic loss

● 33 PET bottles recycled into

carpet material● 8t of metal scrap processedavoided via M&A

R&D● 81,000 yen in medical/

analytical machinery R&D

inducement via M&A● Contributions to optimized

work for 4 doctors● 2 patients worth ofper¥100mninvested

Mitigate Climate Change

Improve Quality of Life

● 38.5tCO2 of reduced GHG● 3 individuals worth of● 1.08m2 of green● 228k yen in pharmaceutical● 0.1 person employment

in recycling businessemissions through sale ofhigh environmental
performance devices

Address Medical Issues

medication provided indeveloping countries● 6 patients treated (surgery,etc.) in developed countries

drinking water treated withdisinfectants● 1 recycled garment provided

to refugees

construction area
● 0.19 EV traction motor sales● 5,459W of renewableenergy(Source) Compiled by Nomura Asset Management. Data on corporate impact is collected from integrated reports, annual reports, and materials published by investee
companies. Impact data is not complete. As there are cases in which the data disclosed by a company cannot be disclosed as impact, we may make estimates basedon the data collected. There is no standardized, universally accepted approach to impact data. The material includes estimates by our company, but we have made every
effort to understand the essential impact. Impact data is not certified by an independent body. The impact per \100 million of investment takes into account The Japan
Sustainable Equity Growth Strategy’s (the Strategy) substantial exposure to the companies in which it invests. For example, suppose Company A sells energy-saving
products and contributes to a reduction of 70 million tons of CO2 emissions. If the Strategy’s holdings in Company A account for 2% of AUM, the Strategy would haveinvested 2 million yen in Company A for each 100 million yen of investment in the Strategy, and the impact of CO2 reduction by Company A would be calculated as (2million yen/yen-based market capitalization of Company A) x 70 million tons. We calculate the estimated CO2 reduction effect per 100 million yen of investment by thisStrategy by aggregating these results for all investee companies that disclose CO2 reduction amounts.

The above is historical data and does not suggest or guarantee future investment performance.

12Appendix: Individual Company Contributions
Company

SDG Themes

Measurement(1) R&D Investment

Sysmex3

Daikin Industries3

11 12 13

Nidec

7

11 13

9

Shionogi

3

9

Eisai

3

12 17

Japan M&A Center

Fast Retailing

Nitori Holdings

8

1

1

9

8

8

12

17

12

9

12 13

FY2021

FY2020¥26.8bn¥22.5bn(2) Cancer Genome Analysis

1,615 cases

1,580 cases(3) OSNA Breast Cancer Examinations

54,000 cases 46,000 cases

GHG Reduction Contribution

20.93mn
t-CO2

15.3mnt-CO2（Note）(1) EV Traction Motor System Sales

226,000 units

83,000 units(2) GHG Reduction Contribution

259,000 t-CO2 157,000 t-CO2(Note) Calculated with 2019 as base year.
Differs from past Impact Report data.

(3) R&D Expenses¥78bn¥67.3bn

Medical R&D Investment¥73bn¥54.2bn(1) Medical R&D Investment¥171.7bn¥150.3bn

30mn pills/
820mn indv.

30mn pills/
810mn indv.

(1) Prevention of economic loss via
SME continuity & development¥349.3bn¥376.7bn(2) M&A intermediaries contributing to
SME continuity & development

453 cos.

405 cos.

(1) Recycled/reused goods provided to
refugees and displaced persons via
UNHCR, etc.

4.31mnitemsー(2) Recycled Material Usage Ratio

5%

ーSales of N-Cool/N-Warm products

8mn/
7.2mn

9.09mn/6.71mn¥7.2bn¥5.4bn(1) R&D Expenses¥111.3bn¥101.7bn(1) Medical Device R&D Investment¥8.9bn¥7.5bn3.25mn indv.

ー

5.15mnt-CO24.50 mnt-CO2¥16.3bn¥15.7bn(2) Global patent applications

1,289 cases

1,277 cases(1) Number of registered physicians on
the company’s platform

6mn indv.

6mn indv.

(2) Physicians reached through webinars,
etc.

9.2mn indv.

5.4mn indv.

(2) Heartworm Medicine (DEC)(pills/patients)

R&D Expenses for rare/intractable disease

JCR Pharmaceuticals

3

9

12

treatments through advanced biotechnology,
cell therapy and regenerative medicine, andgene recombination technology

Murata Manufacturing

9

12 13

シスメックスASAHI
INTECC34

912

研究開発投資(2) Patients treated with catheters via
the company’s guidewires
Amount of CO2 reduction attributable to

Rinnai9

12 13

spread of energy-efficient andenvironmentally friendly hot water supply
heating equipment

Shimadzu

M313(1) R&D Expenses

3

3

9

9

12

The above information is intended to introduce companies that are addressing social issues, and is not inof buying or selling of specific stocks, nor does it suggest an increase or decrease in prices. Th

Nomura Asset Management Japan Sustainable Equity Growth Strategy Impact Report 2022

Company

Unicharm

Measurement

FY2021

FY2020(1) Global support for women’s participation in healthimprovement through educational activities andproduct dissemination

65,000 indv.

135,000 indv.

97%

95%

SDG Themes

1

5

8

10

(2) Procurement of paper/pulp that does notcontribute to deforestation

Daiwa House Industry

Recruit Holdings

7

4

9

8

11 13

15

(1) GHG Reduction(2) Area Greening(3) S-Rank Certified Lumber Procurement(4) Green Building Area

6.20mn t-CO2 6.31mn t-CO2
598,000㎡
554,000㎡
254,000㎡
269,000㎡
1,638,375㎡
576,054㎡

Pulp supply from tree plantations as part ofbusiness, in addition to material consumption
in publication activities

8,933 t8,933 t760,000 indv.

1.10mn indv.

Number of sites under smart
construction (improved construction
efficiency via IT)

5,902
locations

3,348
locations(1) Contribution to stable Energy Supply
via Substation Management

1.9bn indv.

ー(2) Annual Users of Rail Services

15bn indv.

ー(1) Medical R&D Investment¥129.8bn¥113.5bn(2) Treated Hemophilia A Patients

14,500 indv.

6,000 indv.

Lifecare-related R&D expenses,
including vision correction lenses¥16.4bn¥14.3bn(1) Amount of Scrap Metal Processed
in Recycling Business

6.34mn tons

6.17mn tons

(2) Renewable Energy Generated

3,610MW

3,420MW(Estimated production volume including recovered paper)

Nissan Chemical Corporation

2

Komatsu

9

Hitachi

9

3

6

9

11 13

Chugai Pharmaceutical

3

HOYA

3

Toyota Tsusho

6

7

9

12 13

Provision of disinfectant-treateddrinking water

2016 - 2030 Sustainable Development Goals (SDGs) : The Sustainable Development Goals are 17 global goals established tofundamentally resolve various global problems, including poverty, inequality and inequality, and the effects of climatechange, and to create a better world for all.

1 No Poverty

7 Affordable and clean energy

13 Climate action

2 Zero Hunger

8 Decent work and economic growth

14 Life below water

3 Good health and well being

9 Industry innovation and infrastructure

15 Life on land

4 Quality education

10 Reduced inequalities

16 Peace, justice and strong institutions

5 Gender equality

11 Sustainable cities and communities

17 Partnerships for the goals

6 Clean water and sanitation

12 Responsible consumption
and production

ntended as a guarantee of investment in such stocks. Additionally, it is not intended as recommendation
he above data is historical and does not indicate or guarantee future investment performance.

14

DISCLOSURESThis report was prepared by Nomura Asset Management Co., Ltd. (NAM) and Nomura Asset Management U.K. Limited (NAM UK) andThis document was prepared by Nomura Asset Management U.K. Limited (NAM UK) and distributed by Nomura Asset Management Europe
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