ORGANO CORPORATION
Financial Results for Fiscal Year
Ended March 31, 2024
Securities Code: 6368

May 15, 2024
1

Contents

1. FY ended 03/2024 Results and Overview of
FY ending 03/2025 Plan
2. Analysis of Results and Plans for Each Division
3. Medium- to Long-term Management Plan
4. Company Overview and Business Profile* Figures in these materials are rounded down to the nearest unit ofindication. Percentages, comparisons with the previous fiscal year andplan, and other presentations are calculated using the units ofindication. Percentages are rounded to one digit past the decimal point.

2

Contents

1. FY ended 03/2024 Results and Overview of
FY ending 03/2025 Plan
2. Analysis of Results and Plans for Each Division
3. Medium- to Long-term Management Plan
4. Company Overview and Business Profile* Figures in these materials are rounded down to the nearest unit ofindication. Percentages, comparisons with the previous fiscal year andplan, and other presentations are calculated using the units ofindication. Percentages are rounded to one digit past the decimal point.

3

FY ended 03/2024 Results and Overview of FY ending 03/2025 Plan
Results for Year Ended March 2024
(Millions of yen)

03/2024 ActualYear-on-Year

Plan for Year Ending March 2025

Comparison
with Previous
Forecast(Millions of yen)

03/2025 Plan

Year-on-Year(02/02/2024)

Orders Received

144,468-29,023(-16.7%)+968(+0.7%)

Orders Received

155,000+10,532(+7.3%)Net Sales

150,356+17,930(+13.5%)+356(+0.2%)Net Sales

155,000+4,644(+3.1%)

Operating Profit

22,544+7,332(+48.2%)+544(+2.5%)

Operating Profit

23,000+456(+2.0%)

(%)

15.0%

+3.5 pt+0.3 pt

(%)

14.8%

-0.2 pt

ROE (%)

18.4%+3.9 pt+1.7 pt

ROE (%)

15.0%-3.4 pt■ Orders received decreased due to a rebound from the previous fiscal year, when
we received a series of large-scale projects, however, the Service Solutions,
General Industry, and others performed strongly.
■ In terms of sales, good progress was made on construction of projects withorder backlog in Japan and overseas. Growth in facility-owned services and otherareas of the Service Solutions also contributed.

■ Orders received assume a high level of capital investment both within andoutside of Japan, centering on the semiconductor field where investment
appetite is strong.
■ The sales plan calls for expansion of the Service Solutions and growing sales ofwater treatment chemicals and other products, in addition to progress on
construction for received orders.

■ For operating profit, the profit margin increased due to the effects of growing
sales, as well as improved order profitability, cost reductions, and otherinitiatives.

■ For operating profit, we will maintain a profit margin of around 15%. We willreinforce investment for further growth and expanding delivery capacity.

4

FY ended 03/2024: Overview of Full-year Results(Billions of yen)

Sales Analysis

Order Analysis+1.2

Operating Profit Analysis
Expansion of Sales
Improvement in Profit Margin
Increase in SG&A

Performance Products

Performance ProductsElectric Power/Water Supply and Sewage
Electronics Industry
General Industry

Electric Power/Water Supply and Sewage
Electronics Industry
General Industry

+4.7

+1.5

22.5

+1.2

173.4

+0.5

-33.0
-3.2
-3.0

144.4
-29.0 billion
YoY

03/2023 Actual

03/2024 Actual+1.5 +0.6

+3.0
+14.3

150.0

Initial Plan

[Orders]
Orders were down due to a rebound decline
from the previous fiscal year, when we received
a series of large-scale projects. Orders were
down in comparison to the plan due to factors
including order timing that was later than
expected for some projects. However, the levelof capital investment centering on
semiconductors remained high both in Japanand overseas.

-1.6

150.3

148.4

+17.9 billion
YoY+0.3 billion
vs. Plan

03/2023 Actual

03/2024 Actual

150.0

Initial Plan

[Sales]Sales compared to the previous year werehigher due to factors including progress on
construction for large-scale projects centeringon the electronics industry, and growth ofService Solutions. Compared to the plan,although progress on some projects related to
semiconductors was slower than expected, thisshortfall was covered by higher sales in each
area.

+6.7

+4.1

+0.7

-1.0

132.4

-5.5
billion
144.4
vs. Plan

+0.5

-1.5

-0.2

+7.3 billion
YoY+6.5 billion
vs. Plan

15.2

03/2023 Actual

03/2024 Actual

16.0

Initial Plan[Operating Profit]
Compared to the previous fiscal year, in addition
to the effects of growing sales, improved Plant
Division profitability, growth in Service
Solutions, and other factors increased the profit
margin and covered our personnel expenses andother SG&A expenses. Compared to the plan,
the profit margin increased by more than
expected for both Plant and Service Solutions.

5FY ended 03/2024: Consolidated Statement of Income(Millions of yen)

FY Ended
03/2023
Full-year
ActualFY Ended 03/2024
Previous
Full-year
Initial Plan
Forecast
ActualYear-on-Year(02/02/2024)

Vs. InitialPlan-5,532

Vs. Previous
Forecast

Orders Received

173,491

150,000

143,500

144,468-29,023(-16.7%)(-3.7%)(+0.7%)+968

Net Sales

132,426

150,000

150,000

150,356+17,930(+13.5%)+356(+0.2%)+356(+0.2%)

Gross Profit

34,97637,00043,00043,841+8,865+6,841

+841

(%)

26.4%

24.7%

28.7%

SG&A

19,76321,000Operating Profit

15,212(%)(+25.3%)(+18.5%)(+2.0%)

29.2%+2.8 pt+4.5 pt+0.5 pt

21,00021,297+1,53416,00022,00022,544

11.5%

10.7%

14.7%

Profit Attributable to
Owners of Parent

11,730

11,200ROE (%)

14.5%

12.6%

(+7.8%)+7,332+297(+1.4%)+6,544+297(+1.4%)+544(+48.2%)(+40.9%)(+2.5%)

15.0%+3.5 pt+4.3 pt+0.3 pt

17,00017,310+5,580+6,110

+310

18.4%

18.4%

(+47.6%)(+54.6%)(+1.8%)+3.9 pt+5.8 pt+0.0 pt

6

FY ended 03/2024: Results by Segment

Company(Millions of yen)

Water Treatment
Engineering

FY ended 03/2024
Previous
Initial Plan
Forecast(02/02/2024)

Full-year
ActualYear-on-Year Vs. Initial
Plan

Vs.
Previous
Forecast

Orders Received

173,491

150,000

143,500

144,468-29,023-5,532+968(-16.7%)(-3.7%)(+0.7%)Net Sales

132,426

150,000

150,000

150,356+17,930

+356

+356

(+13.5%)(+0.2%)(+0.2%)

Operating Profit

15,212

16,00022,00022,544+7,332+6,544+544(+48.2%)(+40.9%)(+2.5%)

11.5%

10.7%

14.7%

15.0%

+3.5 pt+4.3 pt+0.3 pt

Orders Received

152,422

128,200

121,500

122,122-30,300-6,078+622(-19.9%)(-4.7%)(+0.5%)Net Sales

111,601

128,200

128,000

127,995+16,394-205-5(+14.7%)(-0.2%)(-0.0%)

Operating Profit

12,966

13,50019,10019,582+6,616+6,082+482(+51.0%)(+45.1%)(+2.5%)

11.6%

10.5%

14.9%

15.3%

+3.7 pt+4.8 pt+0.4 pt

Orders Received

21,06821,80022,00022,346+1,278+546+346(+6.1%)(+2.5%)(+1.6%)Net Sales

20,82421,80022,00022,360+1,536+560+360(+7.4%)(+2.6%)(+1.6%)

Operating Profit

2,246

2,500

2,900

2,961

+715

+461

+61

(+31.8%)(+18.4%)(+2.1%)

(%)

10.8%

11.5%

13.2%

13.2%

+2.5 pt+1.8 pt+0.1 pt(%)

Performance Products

FY Ended
03/2023
Full-year
Actual(%)

7

FY ended 03/2024: Consolidated Balance Sheet(Millions of yen)

FY Ended
03/2023
Full-year
ActualFY Ended
03/2024
Full-year
ActualFY Ended
03/2023
Full-year
ActualYear-on-YearFY Ended
03/2024
Full-year
ActualYear-on-Year

Cash and Deposits

15,55817,642+2,084

Trade Payable

25,54522,682-2,863

Accounts Receivable
and Contract Assets

75,68382,226+6,542

Short-term
Borrowings

29,12434,065+4,940

Merchandise,
Finished Goods, Raw
Materials, Etc.

8,909

12,609+3,700Other

14,06815,854+1,785Investments inLeases

68,73872,602+3,863

9,853

27,814+17,960

Total Current
Liabilities

3,895

2,400

-1,495Work in Process

21,886

9,221

Long-term
Borrowings-12,664

Other

5,849

5,553

-295

4,873

3,955

-918

Total Non-current
Liabilities

9,744

7,953

-1,790136,765

153,469+16,703

Total Liabilities

78,48380,555+2,072

28,08829,233+1,145

Total Net Assets

86,371102,147+15,776

164,854

182,703+17,849

Total Liabilities andNet Assets

164,854

182,703+17,849

Other
Total Current
AssetsTotal Non-current
AssetsTotal Assets

8

FY ending 03/2025: Overview of Full-year Plan
(Billions of yen)

Sales Analysis

Order Analysis
Electric Power/Water Supply and Sewage
General Industry
Electronics Industry
Performance Products

+0.5

+0.8

144.4

+1.3
+2.5
+1.6

150.3

Improvement in Profit Margin
Increase in SG&A

+0.8
155.0

+1.3

-0.8

22.5

-0.8

-1.7

23.0

149.3

+4.6 billion YoY+10.5 billion YoY

143.4

03/2024 Actual

Expansion of Sales

Electric Power/Water Supply and Sewage
General Industry
Electronics Industry
Performance Products

155.0
+10.0

Operating Profit Analysis

03/2025 Plan

[Orders]
The plan assumes the receipt of orders for large
projects in Japan for cutting-edge semiconductors.
General Industry and Electric Power/Water Supply and
Sewage are expected to maintain a high level oforders. For Performance Products, a review of thebusiness structure will be carried out aimed at
improving profitability in the Food Products area, andunprofitable business will be reorganized.

03/2024 Actual+0.4 billion YoY

03/2025 Plan

[Sales]The plan calls for progress in construction for largescale projects in the Electronics Industry, GeneralIndustry, and Electric Power/Water Supply and Sewage
businesses, and for higher sales resulting from factors
including expansion of Service Solutions. For
Performance Products, a review of the businessstructure will be carried out aimed at improving
profitability in the Food Products area, and unprofitablebusiness will be reorganized.

03/2024 Actual

03/2025 Plan[Operating Profit]
The effects of growing sales in the Water Treatment
Engineering Unit, including Plant and Service Solutions,will cover rising personnel expenses and other SG&A
expenses. Some improvement in the profit margin is
expected.

9

FY ending 03/2025: Consolidated Statement of Income (Plan)FY ended 03/2024(Millions of yen)

1st Half
ActualFull-year
ActualFY ending 03/2025

1st Half
1st Half Plan Full-year Plan Comparison

Full-year
Comparison

Orders Received

76,150144,468

87,000155,000+10,850+10,532

Net Sales

65,469150,356

70,000155,000+4,531+4,644Gross Profit

18,12943,841

19,50046,000+1,371+2,159

(%)

27.7%

29.2%

27.9%

29.7%

+0.2 pt+0.5 pt

SG&A

10,274

21,297

11,00023,000+726+1,703Operating Profit

7,855

22,5448,500

23,000

+645

+456

(%)
Profit Attributableto Owners of Parent

12.0%

15.0%

12.1%

14.8%

5,538

17,3105,500

16,100

—

18.4%

—

15.0%

ROE (%)(+14.2%)(+6.9%)(+7.6%)(+7.1%)(+7.3%)(+3.1%)(+4.9%)(+8.0%)(+8.2%)(+2.0%)+0.1 pt-0.2 pt-38-1,210(-0.7%)(-7.0%)—-3.4 pt

10

FY ending 03/2025: Plan by Segment
FY Ended 03/2024

Performance Products

Water Treatment
Engineering

Company(Millions of yen)

FY Ending 03/2025

1st Half Actual Full-year Actual

1st Half Plan

1st Half
Full-year
Full-year Plan Comparison Comparison

Orders
Received

76,150144,468

87,000155,000+10,850+10,532(+14.2%)(+7.3%)Net Sales

65,469150,356

70,000155,000+4,531+4,644(+6.9%)(+3.1%)

Operating Profit

7,855

22,5448,500

23,000+645+456(+8.2%)(+2.0%)(%)
Orders
Received

12.0%

15.0%

12.1%

14.8%

+0.1 pt-0.2 pt

65,084

122,122

76,300133,500+11,216+11,378(+17.2%)(+9.3%)Net Sales

54,419127,995

59,300133,500+4,881+5,505(+9.0%)(+4.3%)

Operating Profit

6,585

19,582

7,300

20,000+715+418(+10.9%)(+2.1%)(%)
Orders
Received

12.1%

15.3%

12.3%

15.0%

+0.2 pt-0.3 pt

11,06522,346

10,70021,500-365-846(-3.3%)(-3.8%)Net Sales

11,05022,36010,70021,500-350-860(-3.2%)(-3.8%)

Operating Profit

1,270

2,961

1,200

3,000

-70

+39

(-5.5%)(+1.3%)

(%)

11.5%

13.2%

11.2%

14.0%

-0.3 pt+0.8 pt

11

Contents

1. FY ended 03/2024 Results and Overview of
FY ending 03/2025 Plan
2. Analysis of Results and Plans for Each Division
3. Medium- to Long-term Management Plan
4. Company Overview and Business Profile* Figures in these materials are rounded down to the nearest unit ofindication. Percentages, comparisons with the previous fiscal year andplan, and other presentations are calculated using the units ofindication. Percentages are rounded to one digit past the decimal point.

12Trends in Orders Received, Net Sales, Order Backlog, and Operating Profit(Billions of yen)

Trends in Quarterly Results (03/2022–03/2024)

76.1

70.5

84.2

Orders Received

Net Sales

Operating Profit

Order Backlog

86.4

112.9 107.4

46.5

27.6
22.3 21.6

27.8

42.5

33.0

27.8 26.3

37.2 33.5
29.6

4.7

3.4

2.2

2Q

Order Backlog

Operating Profit

4.2

173.4

155.0

32.7

44.1
35.5

103.8
78.7
76.4

46.6

6.3

5.2

4.9

3.9

81.1
74.0
39.2
4.1

88.0
79.2

92.2

59.3

104.9
96.5
67.8

100.6
94.5

6.5

132.4

86.4

117.6

115.6

115.6

22.5

23.0

61.8
15.2

9.9

155.0

112.0

48.3

3.8

150.3
144.4

9.5

10.8

2.8

2.4
1Q

35.8

40.7

8.3

2.3

1.3

34.2

Net Sales

135.6

48.6

41.2
35.5
34.2

Orders Received

120.8 117.6 122.7 132.8 125.2 115.6

51.8

37.2

Trends in Annual Results

3Q

03/2022

4Q

1Q

2Q

3Q

03/2023

4Q

1Q

2Q

3Q

4Q

03/2024[Trends in quarterly results]
The orders received are affected by the order timing of large projects. Sales arerecorded according to the degree of construction progress, however, there are many
projects with deadlines at the end of the fiscal year, and sales tend to gradually
increase moving towards the end of March. Operating profit is affected by factors
including the status of negotiations concerning additional payments resulting fromcorrection of predicted costs, specification changes, and additional work in a project,however, operating profit tends to increase moving towards the end of the fiscal year.

(Forecast)[Trends in annual results]
Results improved dramatically beginning from 2018, when semiconductor
investment became highly active in Taiwan and other places. The strong orderenvironment continued and the order backlog was maintained at a high level. The
increased capital investment activity enabled us to select orders, and we were able
to focus on high-value projects. In addition, the growing scale of investment andrising prices of raw materials and construction boosted the rise in order prices andimprovements to profitability.

13Trends in Orders and Sales by Region(Millions of yen)Orders Received by Region

Sales by Region
82,796

95,413

Japan

109,955

Japan

96,54497,000102,000
23,504

29,620

Taiwan* Top row: 03/2023 Actual
Middle row: 03/2024 Actual
Bottom row: 03/2025 Plan

15,58927,00029,833

China

8,176
14,000SE
Asia/North
America/Other

18,625

10,74812,000Overseas34.5 billionJapan
109.9 billion
Overseas ratio:
23.9%

11,691
19,99617,00003/2025155.0 billion
Japan
102.0 billion

Overseas ratio:
34.2%■ Orders increased for both the Electronics Industry and General Industry in Japan
during the FY ended 03/2024. During the FY ending 03/2025, a continued highlevel of orders is expected centering on cutting-edge semiconductor investment.
■ Overseas, there was a rebound from the previous fiscal year, when there was aseries of large investments, and results slowed in the FY ended 03/2024.
In the FY ending 03/2025, a recovery in semiconductor investment is expected in
Taiwan, China, and other places.

* Top row: 03/2023 Actual
Middle row: 03/2024 Actual
Bottom row: 03/2025 Plan

18,55525,000China

Overseas53.0 billion

03/2024
144.4 billion

TaiwanSE
Asia/North
America/Other

14,434
15,26016,000Overseas58.0 billion

Overseas53.8 billion

03/2024150.3 billionJapan
96.5 billion

Overseas ratio:
35.8%

03/2025155.0 billion
Japan
97.0 billion
Overseas ratio:
37.4%■ In Japan, sales are expected to gradually expand, backed by strong
orders for the Electronics Industry, General Industry, and others.
■ Overseas, although sales in Taiwan have slowed somewhat, they are
expected to return to growth in the FY ending 03/2025. Sales on a highlevel are also expected in China, SE Asia, and other places.

14Trends in Sales by Business Segment and Department(Millions of yen)
Water Treatment Engineering Unit: Sales by Department
Plant

Service Solution

128,200

56,00050,00443.7%

127,995

59,24645,65344.8%
47,07003/2022

61,59703/2023

72,200Food Products

Service Solutions Ratio

133,500

111,601
92,723
49.2%

Performance Products Business Unit:
Sales by Department

65,000

46.3%

48.7%

68,74968,50003/2024 Plan 03/2024 Actual 03/2025 Plan
(Initial Plan)■ Plant will grow centered on semiconductors and other products in the Electronics
Industry. A continued high level of sales is expected in the FY ending 03/2025.
■ In the Service Solutions, the start of facility-owned service contracts, expansionof maintenance of the growing quantities of delivered facilities, and increase inprojects for modifications will contribute to results. The Service Solutions ratio isalso expected to increase.

Equipment/Filters

Chemicals

21,80022,36021,500

5,719

6,000

6,257

4,800

6,706

7,020

7,300

7,514

7,800

7,727

8,085

8,500

8,589

8,900

03/2022

03/2023

19,346
4,913

20,82403/2024 Plan 03/2024 Actual 03/2025 Plan
(Initial Plan)■ There was growth in all areas during the FY ended 03/2024. Results for Chemicals
were strong as a result of sales of various chemicals to delivered plants, andresults for equipment and filters were strong thanks to sales of the Puric series,
small-scale pure water production equipment, for laboratories and other products.
■ During the FY ending 03/2025, structural reforms including reorganization of
unprofitable business will be carried out in the Food Products area, while aiming for
growth in chemicals, equipment, and filters, as well as improved profits.

15

Water Treatment Engineering Unit: Trends in Orders and Sales by Market(Millions of yen)Orders by Market

Sales by Market

Electric Power/Water Supply and Sewage

General Industry

Electronics Industry

Electric Power/Water Supply and Sewage

152,422
116,116

9,647

29,728

10,39023,386

128,200
11,00034,200122,122
11,18830,986

133,500
12,00031,500111,601

92,723

11,707

11,481

24,396

General Industry

Electronics Industry

133,500

128,200

127,995

10,000

10,633

12,00026,70027,46930,00091,50089,89491,50022,992
113,047
83,00082,32003/2022

03/2023

79,94890,00003/2024 Plan 03/2024 Actual 03/2025 Plan

58,25003/202275,49903/2023

03/2024 Plan 03/2024 Actual 03/2025 Plan

(Initial Plan)(Initial Plan)■ The Electronics Industry was affected by a rebound decline from the previous
fiscal year, when we received a series of large-scale projects from Japan andoverseas. The plan calls for an increase in large-scale projects for Japan in the
FY ending 03/2025.
■ General Industry is growing steadily in areas associated with pharmaceuticals
and electronics. The Social Infrastructure area will capture demand formaintenance aimed at restarting nuclear power plants.

■ Sales in the Electronics Industry are growing steadily due to progress inconstruction for large-scale projects, and to growth in facility-owned
services and other Service Solutions.
■ General Industry is expected to perform strongly in Plant and Service
Solutions associated with pharmaceuticals and electronics, while sales in
the Social Infrastructure area are expected to be strong due tomaintenance for electrical power and other services.

16

Water Treatment Engineering Unit: Trends in Orders and Sales for the Electronics Industry(Millions of yen)

Electronics Industry: Orders by Region

Electronics Industry: Sales by Region

Overseas

Overseas

Domestic

Domestic

63,92149,94851,74654,30049,12542,42332,392

23,21537,52549,322

18,87438,06824,00021,00025,911
11,88014,59923,54826,55303/2023

03/2024

24,075

14,70003/2025 (Plan)■ In the FY ended 03/2024, while there seemed to be a pause overseas in places
such as Taiwan and China, domestic investment in wafers, power
semiconductors, and other products was strong.
■ In the FY ending 03/2025, we plan to receive large-scale projects for cuttingedge semiconductors in Japan, and also expect a high level of orders overseas in
Taiwan, China, and other places.

41,80038,14819,512

18,43818,222

19,711

28,20021,80013,52730,300

1st Half
2nd Half
1st Half 2nd
2nd Half 1st
1st Half
2nd Half
1st Half
2nd Half
1st
Half 2nd
Half 1st
Half 2nd
Half 1st
Half 2ndHalf
03/2022

19,83437,73430,66925,376

10,972

15,03017,36232,87435,70037,76549,70011,84913,04013,69021,07720,00021,500

1st
Half 2nd
Half 1st
Half 1st
Half 2nd
Half 1st
Half 2ndHalf
1st Half
2nd Half
1st Half 2nd
2nd Half
1st Half
2nd Half
1st Half
2nd Half
03/2022

03/2023

03/2024

03/2025 (Plan)■ In the FY ended 03/2024, progress was made on construction for large-scale
projects in China and other places, and overseas sales grew. In Japan, sales for
Plant and Service Solutions also increased.
■ In the FY ending 03/2025, we are planning to make progress on construction for
projects with order backlogs, and to increase net sales by increasing Service
Solutions and other sales.

17Trends in Cash Flows(Billions of yen)

Trends in Cash Flows (after reclassification)
Cash Flows from Operating Activities

Single year investment

Cash Flows from Investing Activities

03/2023
Reclassification of
investment of ¥14.5
billion in facility-owned
projects from Cash Flowfrom Operating Activities
to Cash Flow from
Investing Activities

Cash Flows from Financing Activities
EBITDA (Operating profit + Depreciation)

24.55

25.00

25.20

related work in progress

35.1

Start of operation (FY2024~)

03/2024Reclassificationof ¥9.8 billion invested

03/2023

03/2024

16.1

14.5

-4.70
-20.50Start of operation (FY2022~)

30.2

13.52
-0.64
-11.21

Start of operation (~FY2020)

48.8
Start of operation (FY2021~)

03/2025Reclassification of
the planned
investment of¥18.0 billion

13.1

-4.03
-15.80Contract image

Balance of investment in leases and

17.03

14.70

Trends in Investment in Facility-owned Services

3.5

5.0

18.0
9.8

Start of operation(FY2026~)

03/2021 03/2022 03/2023 03/2024 03/2025

03/2025 (Forecast)■ On top of trends in business performance, our cash flow is significantly impacted
by progress on the construction of large-scale projects and the collection of
payments for them.
■ In the FY ended 03/2024, we proceeded with collection of payments for projects
that were recorded as sales in the FY ended 03/2023, and Cash Flows fromOperating Activities improved. We expect increases in Cash Flows fromOperating Activities and Cash Flows from Investing Activities in the FY ending
03/2025 as well.

■ Investments in facility-owned services are recorded in Investments in leases(work in progress during construction) in the balance sheet, and depreciation is
performed according to the contract period. Amounts of investment are includedin current assets, so the statement of cash flow indicates the investment as Cash
Flow from Operating Activities.
■ The graph of cash flows (after reclassification) at left indicates investments infacility-owned services reclassified as Cash Flows from Investing Activities.

18

Key Indicators(Millions of yen)

FY Ended 03/2023
Full-year Actual

FY Ended 03/2024
Initial Plan

FY Ending
03/2025

Full-year Actual Full-year Plan

CapitalExpenditures

1,466

2,000

1,855

2,500

R&D Expenses

2,615

3,020

2,829

3,400

Depreciation

1,824

1,800

2,010

2,000

Interestbearing Debt

33,01925,00036,46537,000No. of
Employees

2,506

2,550

2,512

2,600
19

Contents

1. FY ended 03/2024 Results and Overview of
FY ending 03/2025 Plan
2. Analysis of Results and Plans for Each Division
3. Medium- to Long-term Management Plan
4. Company Overview and Business Profile* Figures in these materials are rounded down to the nearest unit ofindication. Percentages, comparisons with the previous fiscal year andplan, and other presentations are calculated using the units ofindication. Percentages are rounded to one digit past the decimal point.

20Medium- to Long-term Management Plan: A Look Back at the Past Ten Years(Billions of yen)Comparison of Sales Structure(figures in parentheses are CAGR)

Trends in Business Results (03/2015–03/2024)
18.4%

Operating profit ratio
Net sales

ROE

Operating profit

14.5%

15.0%

12.9%

12.4%

Comparison bybusiness area
Plant
Service Solutions
Performance ProductsComparison byregionOverseas

150.3

Domestic

Comparison bymarketElectronics Industry
General Industry and Other

150.3

150.3

96.5

89.8

11.1%

10.3%
5.4%

5.7%

5.5%

5.0%
2.4%

9.5%

5.1%

4.8%

92.2
78.7

81.1

9.7%

132.4

112.0
96.5

29.0

100.6

22.5

79.2

68.7

15.2
9.9

2.3

3.9

4.1

3.8

6.5

68.7
24.3

7.1%

3.5%

68.7

11.5% 150.3

8.4%

9.5

10.8

(+12.2%)

68.7(+6.2%)(+16.9%)

22.1

59.2

(+8.3%)

68.7

56.3

15.3

22.3
(+4.3%)

12.2

03/2015

03/2024

03/2015

53.8(+17.9%)03/202460.3
46.4(+3.0%)

03/2015

03/2024● A look back at the last ten years• As sales increased in the Plant Division, sales of Service Solutions
and Performance Products also grew.
• Both in Japan and overseas, sales grew primarily for theElectronics Industry. Overseas, there was growth in Taiwan,
China, Malaysia, North America, and other places.
• In addition to growing sales of Service Solutions and Performance
Products, improved earning capacity contributed to higher
profitability of Plant Division projects.

21Medium- to Long-term Management Plan: Initiatives for Increasing Corporate Value
Trends in Per-share Indexes, Stock Price, PER, and PBRStock Price on Last Day of Fiscal Year (yen)

Net Assets per Share (yen)Earnings per Share (yen)PER

2,218.53

Cost of Capital and ROE
ROE (%)
Cost of capital (%)

20.43

PBR

1,877.80

14.5

1,655.14

7,700

1,464.06

12.62

1,325.31

14.09

11.1

8.75

3,605

154.18

1,370
1.03

1,660
1.13

* Cost of capital (CAPM)
is expected to bearound 7 - 9%.
7.4

9.1

3.47
1.53

1.92

6.1
5.1

03/2020 03/2021 03/2022 03/2023 03/2024

03/2020 03/2021 03/2022 03/2023 03/2024=

Profitability

Efficiency

× Leverage

11.5
%

0.87
turnover

1.85
times

×

Profit ratio

7.0

2,533

255.77200.67

ROE

18.4%

12.9

12.4

10.77
376.92156.51

18.4● Breakdown of ROE(03/2024)

03/2020 03/2021 03/2022 03/2023 03/2024

Assetturnoverratio

Financialleverage[Policy for improving ROE]
• Expand sales and improve the profit margin.
• Reduce accounts receivable - trade andinventory, and take other steps to improve
capital efficiency.
• Expand returns to shareholders, utilize
borrowings for growth investment, and takeother steps to optimize the capital structure.

■ In addition to improving performance including growing sales andprofits, we are also focusing on continuing to boost dividends andother measures for shareholder return, and on strengthening IR
activities. Stock prices is also rising, and PER and PBR have improved
largely.

■ Even as cost of capital has risen to around 9% backed by stock price andinterest rate trends, ROE of the Company has continually exceeded thisfigure. In the Medium- to Long-term Management Plan, a mandatory
target is ROE of 12% or higher, exceeding the cost of capital, and we areaiming for further improvements.

* PBR is calculated as “Stock price on last day of fiscal year ÷ Net
assets per share.” PER is calculated as “Stock price on last day offiscal year ÷ Net profit per share.”* Cost of capital is calculated based on CAPM (Rf + β(Rm - Rf)).
Rf (risk free rate): Yield on long-term government bonds (10-year): Around 0.8%
β (β value): Stock price volatility (3-year estimate): Around 1.6
Rm (market risk premium): Expected stock yield: Around 6%

22

Medium- to Long-term Management Plan: Forecast for the Semiconductor Market
Forecast for the Semiconductor Market(Organo prediction based on WSTS forecast)

Semiconductor Market in Each Region(WSTS investigation)(Billions of USD)

520

800

UnitedStates,Europe,Middle East
29%

600

400

200

The semiconductor
market is expected to
grow at an annual rate
exceeding 8% until
2030.

Asia, Japan
71%

413
EMEA 40
Americas

United States,
Europe,Middle East
37%

Americas133
Japan 47

79
Japan 36

Asia Pacific

EMEA 57

Asia, Japan
63%(Billions of USD)

Continuing
expansion of
production
sites in North
America,
Europe, andother places

Asia Pacific

258

283

2019

2023

0
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

■ Forecast for growth in the semiconductor market
The expansion of AI and EVs is expected to produce a growth rate in
the semiconductor market through 2030 that exceeds the growth ratefrom 2015 to 2023. As a result, demand for semiconductor materials,
electronic components, and related products will also grow.

■ Reconstruction of semiconductor supply chains
With the background of geopolitical risks including tensions between
the US and China and the issue of Taiwan, a global reconstruction ofsemiconductor supply chains is underway. Companies are moving toshift product sites from Asia to places such as the United States andEurope.

23

Medium- to Long-term Management Plan: Plan Overview
Targets of the Medium- to Long-term Management Plan
(Billions of yen, %)
ROE

15.0

14.5

12.7

12.6

18.4

14.5

14.5
12.9

12.6

150.3
Net sales 132.4
150.0
112.0

165.0
155.0
170.0
160.0

ROE
12% or 12.0
higher
200.0

175.0

■ Overview of the Medium- to Long-term Management Plan
• Based on the long-term plan “ORGANO2030,” we formulate a threeyear plan on a rolling basis each year.
• The long-term plan aims for sales of ¥200 billion or more, operating
profit of 15% or higher, and ROE of 12% or higher by FY2030.
• The three-year plan aims for net sales of ¥175 billion and operating
profit of ¥26 billion by FY2026.

■ Next three-year Plan
• We expect multiple large-scale projects related to semiconductorsthat are planned in Japan and overseas, and plan to continue on an
extension of our present course.
• Expand engineering capacity.
• Also work to expand facility-owned service contracts, various
maintenance, chemicals, and other Service Solutions andPerformance Products.

■ Long-term Plan “ORGANO2030”
Operatingprofit10.8
03/202222.5

15.2 16.0

03/2023

03/2024

03/2022–03/2024 Actual

23.0

24.0

17.2

18.5

03/2025

03/202626.0

03/2027

New Medium-term Management Plan
(03/2025–03/2027)

30.0

03/2031• Strengthen the global strategy including expanding
operations in the United States.
• Expand new Service Solutions that contribute tosustainability issues such as energy conservation anddecarbonization with products for advanced separation andpurification, water recovery, and other purposes.
• Also work for M&A and other inorganic growth.

ORGANO
2030

Previous Medium-term Management
Plan (03/2024–03/2026)

24

Medium- to Long-term Management Plan: Plan by Department
Comparison of Sales Structure (figures in parentheses are CAGR)
Comparison bybusiness area
Plant

Overseas

Service Solutions
Performance ProductsComparison by region

200.0

79.0
(+2.0%)
71.0

122.0

125.0

(+1.1%)(+3.4%)(+4.8%)

89.8

110.0
(+7.0%)

91.0
79.0(+6.3%)(+10.1%)

30.0(+4.3%)

03/2024 03/2027 03/2031

In addition to expanding facility-owned service contracts,
maintenance of large-scale plants being delivered in Japanand overseas, and sales of water treatment chemicals, wewill strengthen sales of Service Solutions and Performance
Products that contribute to sustainability issues such asenergy conservation and decarbonization.

■ Expansion into new businesses and regions

53.8

25.0
(+3.9%)We expect orders for large semiconductor investment asplans are carried out in Japan and overseas. Strengthen
global personnel investment aimed at expanding
engineering capacity, strengthen M&A and partnerships,
and expand digital investment.

■ Expansion of Service Solutions and Performance
Products

150.3

113.0
(+5.4%)■ Growth in semiconductors and other areas of theElectronics Industry

175.0

150.3

96.5

22.3

Electronics Industry

200.0

175.0

68.7

59.2

Other

200.0

175.0

150.3

Domestic

Comparison by market(Billions of yen)

62.0(+4.8%)

78.0(+5.4%)

03/2024 03/2027 03/2031

60.3

65.0
(+2.5%)

75.0(+3.2%)We plan to expand the advanced separation and purification
technologies that will be deployed in areas such as
semiconductors and lithium-ion batteries to ¥5 billion by
2030, and expand the semiconductor and other business inNorth America to ¥10 billion.

03/2024 03/2027 03/2031

25

Medium- to Long-term Management Plan: Global Expansion Strategy
Global Expansion Strategy

Europe■ United States

China
Beijing, Tianjin, Suzhou,
Guangzhou, Shenzhen

United States
ArizonaJapan
Operating sites
in all parts ofthe country

TaiwanHsinchu, Taichung,
Tainan, KaohsiungSoutheast Asia
Malaysia, Vietnam,
Indonesia, Thailand■ Japan
Planning multiple large-scale
semiconductor investments. We will
strengthen our engineering capacity
and reorganize our Service Solutions
system.

■ Southeast Asia

There are plans for large-scale
investment related to semiconductors in
Malaysia and Singapore. We willreinforce local systems and work to
expand our business. We are also
working to carry out a program that
hires and trains local engineers, andutilizes them as global human resources.

The CHIPS for America Act was enacted, and includes
50 billion USD for the semiconductor industry. We willproceed with strengthening our local subsidiary thatwas established in 2021. In addition to water treatment
for the semiconductor industry, we will work to expand
the separation and purification and other business.

■ China
Planning to invest 1 trillion RMB in the semiconductor
industry. There is active investment in semiconductors
for EVs and other applications. We will strengthen thebusiness system while considering regulatory trends in
the United States.

■ Taiwan
Proceed with development for cutting-edge
semiconductor investment, and further strengthen our
technical superiority. Support our customers’ global
operations, and also strengthen the local R&D andmarketing systems.

■ Europe
Planning to provide more than 40 billion euros in
support to semiconductor-related industries. At present,
we have no specific plans to enter the market, however
we will consider whether or not doing so is necessary
together with customer investment trends and otherfactors.

26

Medium- to Long-term Management Plan:
Reinforcement of Human Capital and Expansion of Engineering Capacity
Measures for Reinforcement of Human Capital

No. of Employees (consolidated)
Average Annual Salary (nonconsolidated; thousands yen)

Expansion of Engineering Capacity

2,476 2,506 2,512

2,088 2,100

2,179 2,186

2,249

Personnel costs expected
to rise by 3–5% per year

1,944

7,999 7,857 8,083
6,776 6,922

Planning and
Design

2,319

7,060

8,210

8,521

7,356

Procurement Construction andComissioning

After-sales
Services

Development of cooperatingcompanies in Japan and overseas
Expanding outsourcing

Development of cooperatingcompanies in Japan and overseas
Expanding outsourcing• Carry out a program for global utilization of engineers hired at the
Global Engineering Center established in Vietnam or by local
subsidiaries.

6,157

15.3 16.3 17.3 18.3 19.3 20.3 21.3 22.3 23.3 24.3

Strengthening utilization of global
human resources
Strengthening partnerships withcooperating companies

Strengthening utilization of global
human resources
Expanding digital investment
Expanding outsourcing

Planning to increase
personnel globally by
10% or more, centeringon engineers

27.3• Expand hiring of overseas human resources, experienced personnel,
and women, and carry out other initiatives for diversification ofhuman resources.
• Expand training and reskilling measures including creation of skill
maps and rotation plans.

• Expand digital investment such as engineering systems.
Improve the efficiency of design operations and the accuracy of costmanagement, and utilize operational support service data.
• Develop cooperating companies and expand outsourcing.
Strengthen the value chain, including the possibility of M&A.

• Actively carry out returns to employees through raising wages
and other means of expanding human investment.

27

Medium- to Long-term Management Plan:
Development of New Technologies and Services
Development of Advanced Separation and Purification Technologies■ Advanced separation and purification of non-aqueous solutions
Development of ion exchange resins that can meet the requirements forhigh purity of the chemicals, solvents, and other substances that are used insemiconductor cleaning and drying processes■ Solvent recovery in lithium-ion batteries
Development of recycling facilities for the solvents that are used in
manufacturing cathode materials

Contribute to improving yield by removing metallicions and other impurities, and reducing the
moisture content, all of which can cause corrosion
and other problems.

Introducing the first
demonstration system for LIB
production plants.
Efficiently recovering usedsolvents, and we expect toreduce CO2 emissions byaround 75% from previous
levels.

Creation of Customer Value Using Data and Digital Technologies■ Utilizing AI for energy conservation and labor savings
Utilizing AI for optimizing the amounts of chemicals added and for
operational support services of reverse osmosis (RO) membrane
facilities■ Implementing more advanced Service Solutions
We are constructing a data warehouse that will provide centralized
management of all kinds of data, and are implementing moreadvanced Service Solutions.

28

Medium- to Long-term Management Plan:
Capital Allocation and Measures for Shareholder Return
Measures for Shareholder Return

Capital Allocation
Previous Medium-termManagement Plan period(03/2022–03/2024)

Next Medium-termManagement Plan period(03/2025–03/2027)

Dividend Per Share (yen)Dividend Payout Ratio (%)

Shareholder return

27.0%

102

24.2%
Cash Flows fromOperating Activities
Cash Flows fromOperating
Activities:¥26.6 billion

Capitalexpenditures
Growthinvestment

18.8%

16.6%

18.5%

Shareholder return:¥7.6 billion
Capital expenditures: ¥4.2 billion

Investment infacility-owned
service projects:¥30.5 billion

Borrowings(increase) :¥19.1 billion

Change in funds on hand

Revenue

Expenditures

30.2%

19.9%

62

106

66

27.1%

40
Borrowings
Revenue

Investment infacility-owned
service projects

Expenditures

18.3
19.3

26

28.5

20.3

21.3

22.3

23.3

24.3
(Initial Plan)■ In addition to investment in human capital, R&D, digital technologies,
and other growth investment, we will expand investment aimed at M&A
and other inorganic growth. Investment in facility-owned services is
expected to be on approximately the same level as the previous Mediumterm Management Plan.
■Cash and deposits will be around the current level of 1.5–2.0 times
monthly sales. While enhancing shareholder return, we will expand
growth investment also utilizing borrowings.

24.3

25.3
(Forecast)■ The dividend forecast for FY03/2024 has also been revised upward dueto the improvement in the earnings forecast.
The annual dividend has been increased to ¥102 per share, maintaining
the originally planned payout ratio.
In the FY ending 03/2025, we are planning an annual dividend of ¥106,
for a payout ratio of more than 30%.

■ Targeting continued dividend increases and a dividend payout ratio of
30% or more, we aim to balance and expand both shareholder returnand growth investment.

29

Contents

1. FY ended 03/2024 Results and Overview of
FY ending 03/2025 Plan
2. Analysis of Results and Plans for Each Division
3. Medium- to Long-term Management Plan
4. Company Overview and Business Profile* Figures in these materials are rounded down to the nearest unit ofindication. Percentages, comparisons with the previous fiscal year andplan, and other presentations are calculated using the units ofindication. Percentages are rounded to one digit past the decimal point.

30

Company Overview: Management Philosophy and Vision■ Management Philosophy
Organo serves as a valuable partner company by leveraging its leading-edge technologies
cultivated through long experience with water treatment, by contributing to the industries thatcreate the future, and by playing a key role in the development of societal infrastructure.

■ Long-term Management Vision
At Organo, we seek to expand our business through high value-added separation and purification
as well as analysis and manufacturing technologies, and by providing products and services that
promote the creation of value and which resolve the challenges that confront industry and society.
We proactively contribute to a better tomorrow by cultivating people today who will improve upon
the way things were done yesterday, as a company where all employees are energetic andpassionate about their work.

■ Sustainability Policy
Together with its stakeholders, Organo aims to realize a sustainable society forthe future and improve our corporate value.

E

Leveraging its leading-edge technologies cultivated through long experience
with water treatment, Organo provides environmentally-friendly products andservices that contribute to water environment conservation and prevention of
global warming.*

S

We will respect human rights, diverse values, and individuality while
promoting the creation of a workplace where each and every
employee can grow and flourish.

Representative
Director and President

will carry out our corporate activities with integrity and fairness,
G Weemphasizing dialogue and cooperation with all stakeholders.
* Leveraging its leading-edge technologies cultivated through long experience with water treatment refers to our pursuit ofwater treatment-related separation and purification, analysis, and engineering technologies, and our provision of optimal
systems and services that meet the needs of society through a combination of these technologies.

31

Company Overview: Major Shareholders and Shareholder Composition
Shareholder Composition

Major Shareholders (top ten)
(As of March 31, 2024)

Name of Shareholder

Number of
Shares Held(Thousandsof shares)

Holding
Ratio(%)

Tosoh Corporation

20,37944.28

The Master Trust Bank of Japan, Ltd.
(Trust Account)

3,528

7.67

Custody Bank of Japan, Ltd. (Trust Account)

1,760

3.83

KBC BANK NV – UCITS CLIENTS NON TREATY

843

1.83

DZ PRIVATBANK S.A. RE INVESTMENTFONDS

646

1.40

The Nomura Trust and Banking Co., Ltd.
(Trust Account)

614

1.33

STATE STREET BANK AND TRUST COMPANY
505223515

1.12Mizuho Bank, Ltd.

464

1.01

STATE STREET BANK WEST CLIENT – TREATY
505234398

0.87

JP MORGAN CHASE BANK 385781

361

0.79

* The treasury shares (338 thousand shares) are excluded in thecalculation of the holding ratio shown above.

• Total number of authorizedshares: 101,568 thousand shares• Total number of issued shares:
46,359 thousand shares(including treasury shares of 338
thousand shares)• Number of shareholders: 11,499
shareholders

Other
Individuals 2.2%
11.8%
Financial Composition Domesticofcorporations
institutions
shareholders
46.4%
15.8%
03/31/2024

Foreigncorporations, etc.
23.8%

● Relationship with parent company
We have maintained a relationship with our parent company Tosoh
Corporation since accepting capital participation in 1955. The business
relationship between Organo and Tosoh includes the purchase of some raw
materials and sale of water treatment facilities, chemicals, and otherproducts. However the level of dependence is negligible, and clear
segregation is maintained in terms of the products sold by both companies
and their business partners. Therefore Organo recognizes that as a listedcompany, it has secured a certain degree of management independence inits business activities and management decisions. In addition, in order tomonitor and supervise issues regarding conflicts of interest between theparent company group and minority shareholders, Organo has established aSpecial Committee composed only of Independent Outside Directors. Since
the 78th Ordinary General Meeting of Shareholders held in June 2023,
Independent Outside Directors have also composed a majority of the Boardof Directors.

32Company Overview: The Organo Group’s Business Structure
Water Treatment Engineering Business Unit
｜ Plant Division

Pure and ultrapure water facilities
Wastewater treatment andrecovery facilities
Valuable material recovery
facilities
Production processing-related
facilities

Performance Products Business Unit
｜ Water Treatment Chemicals Division¥127.9 billion(85.1%)¥22.3 billion(14.9%)｜ Standard Water Treatment
Equipment and Filters Division｜ Service Solution Division
Facilities maintenanceOperational support services andcomprehensive maintenance
Facility enhancements,
renovation and reconditioning
Contract water treatment¥59.2 billion(46%)¥68.7 billion(54%)[Service Solutions][Plant]Consolidated net sales¥150.3 billion｜ Sales by Market[Electronics Industry]

Pure and ultrapure
water systems
Water purification filters｜ Food Products Division(FYE March 2024)｜ Sales by Segment¥89.8 billion(70%)

Treatment chemicals for
wastewater, cooling water,
cleaning and RO membranes,
boiler waters, etc.

¥27.4 billion¥10.6 billion
(22%)
(8%)
[General [Electric Power/
Industry] Water Supply and Sewage]

Food additives andprocessing agents
Food ingredients｜ Sales by Segment¥8.5 billion(38%)¥7.5 billion(34%)¥6.2 billion(28%)[Water Treatment
Chemicals][Equipment/
Filters][Food Products]* Amounts represent sales for FYE March 2024, percentages
represent share of total sales.

33Company Overview: Overview of the Plant and Service Solutions Divisions| Service Solutions| Plant Construction
Design and Procurement

Manufacturing andFabrication

Recording of Orders
and Sales• Orders are recorded at theconclusion of contract.
• Sales are recorded according to
the progress of construction.

Facility Scale• The scale of a single water
treatment facility is fromtens of millions of yen to
over 10 billion yen.

Installation andConstruction

Commissioningand HandoverConstruction Period

Facilities Maintenance• Construction period for large
facilities ranges from approx.
12 to 24 months.

Profitability Management and Trends• A certain risk of additional costs (contingency
costs) is incorporated into the construction
budget and managed.
• Profitability is also affected by the level of capital
expenditures, and changes in the prices of raw
materials, construction, and other supplies.

• Comprehensive service solutions• Various maintenance, provision of
consumables, etc.

• Maintenance services for deliveredfacilities have a high repeat rate.
• Service Solutions include facility-owned
services, operational support services,and comprehensive maintenancecontracts.
• We also sell water treatment chemicals
and other Performance Products.

34

Company Overview: Organo’s Water Treatment Technologies that
Support Industry and Daily Life
Water purification
plantsElectronics Industry

Pharmaceuticals/
cosmetics

Cleaning water and water
treatment closed systems

Water supply system

Foods/beverages
Manufacturing water
and water treatment
systems

Manufacturing water andwater treatment systems

Buildings andcommercial facilities

Other

Cooling water treatment
chemicals, etc.

Aquariums, fisheries facilities,
Super-Kamiokande, etc.

Medical and research
institutions
Analysis pure and ultrapure
water systems

Thermal and nuclear power
plantsChemicals/machinery
Cleaning/boiler water andwater treatment systems

Convenience stores/
restaurants
Coffee machine andvending machine filters

Water for power generation turbines,
various water treatment systems

Water Treatment Engineering Unit

Sewage treatment plants
Sewage treatment facilities

Performance Products Business Unit

Electronics Industry

General Industry

Social Infrastructure

Water Treatment
Chemicals

Semiconductors,
panels, electronicparts, etc.

Pharmaceuticals andcosmetics, foods andbeverages, mechanicaland chemical uses, etc.

Thermal and nuclear
power plants, watersupply and sewage

Various manufacturingindustries, buildings
and commercial
facilities

Standard Equipment andFilters

Food Products

Medical and research
institutions, convenience
stores/restaurants

Food/beverages,
nursing care,food/health food35Company Overview: Semiconductors and Water
Of the many processes required in thesemiconductor manufacturing operations, thecleaning process is said to account for about 30%.
Ultrapure water is used in the cleaning process,which is repeated before and after wafer
fabrication, film deposition, etching, resist, etc.

Ultrapure water contributes to yield improvement.
The circuit width (linewidth) of cutting-edge
semiconductors is less than
5 nanometers (nm).

Silicon wafer

Adhesion of fine particles to circuits
deteriorates the yield (good product rate).
 Ultrapure water is used for cleaning.

What

How Much

Excellent Technology and Value

Impurity
Concentration

1 ppt
or less

The mass concentration is one trillionth of atrillionth. The amount of impurities dissolved
in ultrapure water in an Olympic 50-m
swimming pool (2,500 m3) is equivalent to ateaspoon (2.5 mg) of an earpick.

Volume of
Water
Produced

Water
RecoveryRate

1000
ton/hour80%

Large-capacity high-performance pumps andlarge-diameter piping are used. Filled an
Olympic 50-m swimming pool (2,500 m 3) in
2.5 hours.

Semiconductor plants use a large amount ofwater for cleaning and other purposes, but at
cutting-edge plants, more than 80% of water
is recovered and reused, utilizing technologythat not only recycles water but also recovers
valuables contained in wastewater.

Organo provides ultrapure water supply facilities for cleaning
wafers and chips, treatment facilities to render wastewaterfrom cleaning and other manufacturing processes harmlessand reduce waste, water recycling systems, and systems torecover and recycle fluorine, rare metals, and other valuable
materials from wastewater.

36

Company Overview: Water Treatment Facilities for the Electronics Industry
Raw water consistsof “water andsubstances”

Combining various technologies to build optimal systems

Pretreatment
Equipment

Raw Water

Primary Purified
Water Equipment

Membrane
Treatment

Water Treatment
Chemicals
BiologicalTreatment

Wastewater
Treatment
Facilities

Discharged
Water

Ultrapure Water
Equipment

Organo's Core Technologies
Ion Exchange

Separation of sludge fromwastewater
Effective use as raw
materials for cement, etc.

Using treated waterand recoveredmaterials

Purified
Water

EDI (Electro
De-Ionization)

Advanced
Analysis

Dissolved Air
Flotation

Coagulation
Sedimentation

Valuable Materials
Recovery Facilities

Water Recycle
Facilities

Recovering of valuable
materials such ashydrofluoric acid in
wastewater

80% of water
consumption isrecycled at stateof-the-art plants

Manufacturing
Process

Wastewater37Company Overview: Organo’s History (Changes in Sales)
Development

GrowthEvolution

Expansion● Historical sales

1990’s~｜Ultrapure water
facilities for theelectronics
industry

1980’s~｜Water treatment
facilities for
power plants

Founded 1946
｜Athermal water
distillationequipment

1970’s~｜Water supply andsewage facilities
1960’s~Refining facilities for｜Large-scale puresugar solutions, otherwater equipment
for general industry

1960

1970

1980

2000’s~｜Overseasdevelopment
Strengthening ofService Solutions

2010’s~｜Semiconductor market expansion
Taiwan/China markets growth

America■(2021)

2005~｜Full-scale launch ofcomprehensive service
solutions■Thailand (1989)■China (2003)■Vietnam (2010)■Malaysia (1986)
1990■Indonesia(2013)■Taiwan (2005)

2000

2010

2020 2023

38

Contact
IR Group, Corporate Strategy and Planning Dept.
Corporate Management and Planning
Website:https://www.organo.co.jp/english/
Inquiries:

https://www.organo.co.jp/english/contact/input/
Registering to receive the IR email newsletter (New):

https://www.organo.co.jp/english/ir/mail-news/
The forecasts in this document regarding business are based on information available at the time of preparation
and are therefore subject to risk and uncertainty. Actual performance may differ from these projections.

39