BOCM Project Planning Study in Asian Region (BOCM PS) 2014 – Final Report

MOEJ BOCM Project Planning Study in Asian Region (BOCM PS) 2014
Summary of the Final Report“Saving Energy through the installation of High efficiency
Air Jet Loom in weaving field”(Implementing Entity: TOYOTA TSUSHO CORPORATION )1．Overview of the Proposed BOCM Project■Mitsubishi UFJ Morgan Stanley Securities Co., Ltd. (hereinafter, MUMSS)
MRV methodology creation, technology analysis, business analysis, reporting,and support for research in general

Study partners■Japan Textile Consultants Center
Technical support, basic planning, technical guidance■Toyota Industries Corporation
Provision of information

Project site
Category ofproject

Shilmandi, Narshingdi, Bangladesh
BOCM Planning Study in Asian Region（BOCM PS）
With respect to the widespread rapier loom in Bangladesh, where the textile industry
is thriving, GHC reduction projects related to introducing the energy-saving air jetloom equipment that Japan boasts achieve approximately 70% energy-savings.
A cut above in the Bangladesh textile industry, the Mahin Group (hereinafter,Description ofproject

Mahin) has raised a variety of management policies toward enhancing productivity,energy-saving, and quality. Mahin's owner Abdullah Al-Mahmud is showing acourse of action toward accelerating updated industrialized looms in the Hamid
Fabric factory (120 rapier looms to be replaced with 54 air jet looms), to the BOCM
project. Mahin is also familiar with Toyota Industries Corporation air jet
technologies, and we expect not only for productivity, but also the promotion ofbusiness that contributes to greenhouse gas reduction.

Expected project
implementerJapanToyota Tsusho Corporation

Host country

Mahin Group

Initial investment

JPY 393,000 (K)Date ofgroundbreaking

September, 2015

Annualmaintenance cost

JPY 1,500 (K)Construction
period7 to 8 months

Willingness toinvestment

Very strong

Date of projectcommencement

March, 2016

1BOCM Project Planning Study in Asian Region (BOCM PS) 2014 – Final Report

Financial plan ofproject
GHG emission
reductions

Self-funding: 7-90% (have investment funds through 2014 IPO)
Market borrowing: 1-30% (no major difficulties in borrowing)

Alternative power supplied by in-house power generation 1,478 (tCO2/year)

2. Study Contents(1) Project development and implementation
1) Project planning
The infrastructure construction needed to install the air jet loom equipment is underway through the initiative of
Mahin. Mahin is employing a local engineering company to create various plans—such as for loom placement,
compressed air piping, electrical paths, and the like. Also as regarding construction, advancing discussions withMahin toward consigning local contractors with many years of experience is underway.
A supervisor will be dispatched from Toyota Industries Corporation during installation of the air jet looms,
with the request for cooperation to ensure that the startup of the equipment goes smoothly. Toyota Tsusho
provides support, such as confirming the progress on the construction work mainly by the Japanese resident
employee in the Dhaka office and scheduling the dispatch of our supervisor.

Mah in Grou p

Ou tside o rde r

ToyotaIn du strie s
Co rporation

Loc alEn gin e e rin gbu sin e ss

Coope ratio n
Toyo ta Tsu sh o
DHAKA of fic e

Lo c alc on stru c tionbu sin e ss
Various contracts will be concluded in August 2015 on the assumption of determining employment for BOCM
model project Although the delivery of air jet loom equipment is expected to take six months, this may vary bya few months before or after, depending on the status of Toyota Industries Corporation orders.
During this time, Mahin will take the initiative in implementing compressed air pipelines, electricalconstruction, air conditioning construction, floor compressor installation, and the like. The rainy season in
Bangladesh is from April to September and, with respect to the impact on construction work, we areconsidering going ahead with basic planning and preparatory work in advance. We considered all kinds of2

BOCM Project Planning Study in Asian Region (BOCM PS) 2014 – Final Report

aspects in this survey, in cooperation with Japan Textile consultants Center, Toyota Industries Corporation, andlocal engineering businesses.
20 1 5Au g

Se p

Oc t

20 16Nov

De cJanFebMar

Apr

Compre sse d air
pipe lin e
Ele c tric alcon stru ction
Air con dition in g
con stru ction
Floor
Compre ssor
installation
Loom installation

Mahin was founded in 1993 as a garment industry business. The Hamid Fabric works was founded in 1996,
introducing an Ishikawa rapier loom in an effort to expand business in the woven fabric industry. With theimplementation of this project, the air jet loom will be introduced in place of the Ishikawa rapier loom.
Advancing into the dyeing and finishing industries and the like in 2003, Mahin continued with management
decisions toward comprehensive textile operators.
Mahin delivered products to well-known apparel manufacturers in the United States and Europe, including
H&M, Marks & Spencer, the GAP, and the like, and earned high praise from overseas customers with respect
to the high quality of the goods. As shown in Figure 4-5, sales have increased 1.7 times in the past five years,
profit after tax has grown about 2.9 times, and with continued very stable management, Mahin executed an IPO
in 2014 and the company is ambitious to further investment in business expansion.
Unit: Mil Taka3

BOCM Project Planning Study in Asian Region (BOCM PS) 2014 – Final Report

Regarding business assessment,(1)(2)

Simple recovery of the initial investment is in 8.06 years through revenues from reduced power
consumption
With respect to IRR, in Case ( i ) (ten-year): 4.13%, in Case ( ii ) (twenty-year): 9.95%

Although the results are not necessarily appealing on business investment decisions, what is worth noting hereis that the energy-saving effect of "reduction of power consumption" is the only part of revenue in this businessprofitability analysis, and it does not consider the business profit that can be gained by improving theproductivity of local operators.
In other words, the business profitability of only the energy-saving effect is as shown in (1) and (2) above, theimprovement in productivity with the air jet loom is estimated to be 1.775 times that with the rapier loom,
which can be regarded as a very significant advantage in total business profitability for a business person.
The realistic business revenue growth due to enhanced productivity through BOCM model project is broadly
appealing to related companies, depending only on the efforts toward promoting this growth.
Mahin went public in 2014 and is funded with some 1.5 billion yen from the market. The company is using partof that to enhance productivity and expand business, allocating the initial investment to implement this project.
Loans from financial institutions are planned to cover about 20 to 30% of the initial investment cost.
Consultations on borrowing for this project are planned with BRAC BANK, ISLAMI BANK, and the like, andin light of the financial situation for Mahin described above, there should not be any major difficulties in theseloan talks with the banks.
In Bangladesh, on the other hand, annual market interest rates are very high at about 14-16%, and reduction of
the interest rate burden is the greatest concern for management. Through this survey, as discussions proceed onusing BOCM model project, Mahin's investment decisions will become sound, calling for early implementationof the project.
Political unrest occurs during the elections that are held once every five years in Bangladesh—as is the case
now—so business owners have to conduct management in anticipation of such circumstances. Boasting over 20years of experience, Mahin crisis management is regarded to be the highest level in the nation.
In addition, with concerns over the crises in the European economy, Mahin is shifting to risk diversification
management by diversifying its business partners. Building relationships among U.S. and Japanese clothing
manufacturers in recent years is a part of that, and a system of risk aversion has been arranged through thecompany's corporate strength and corporate attitude, and its confidence in product quality.
The Mahin project of switching in high-efficiency Toyota Industries Corporation air jet loom equipment isintended to conform to government policy searching for energy conversion, and it is also an indication of themanagement policy of actively avoiding future business risk. Innovation in the textile industry through theenergy-saving and enhanced productivity of air jet loom equipment is noted by many government officials, andit is regarded as the framework for the broad based BOCM project.

4BOCM Project Planning Study in Asian Region (BOCM PS) 2014 – Final Report2) Permits and License for the project development and implementation
Garment factory construction requires a variety of licenses including building permits, environmental sanitationassessments, and the like, but licensing for project implementation is not required for this project because loomequipment will be renewed in an existing factory that is already operational. And having already imported
project equipment to Bangladesh confirms that there is no need of special licensing for industrial equipment.

3) Advantage of Japanese technology
A summary of the comparative results is shown in the table, with the project loom equipment (Toyota
Industries Corporation air jet loom equipment) increasing productivity 1.775 times compared to the reference
loom equipment (Picanol rapier loom equipment), and 15% superiority in terms of the energy-saving effect.
Estimating power consumption per 1,000 square meters of fabric, this amounts to about 52% energy-savingeffect for the project loom equipment 212kWh over the reference loom equipment 443kWh.
Assuming that annual textile production volume with the air jet loom equipment is produced by the reference
loom equipment, estimated power consumption would be 4.625.7MWh, with an energy-saving effect of 2.412.1
MWh. The greenhouse gas reduction effect comes to 2.412.1 x 0.67 tCO2/MWh = 1,616 tCO2.
The amount of greenhouse gases that would be reduced if only the most conservative products weremanufactured is 1,478 tCO2.
Table: Comparative Results
Item

Rapier loom

Air jet loom

Loom manufacturer

Picanol (Belgium)

Toyota Industries Corporation (Japan)

Loom model

OptiMax

JAT8103,675,700

6,522,600

5,881,120

10,436,160

11.775 times

2,606,540

2,213,674

1

0.849 times

Textile production volume(m)/year
Textile production volume(m2)/year
Production volume ratio
Power consumption(kWh)/year
Power consumption ratio

Reference loom: rapier loom OptiMax (left) Project loom: air jet loom JAT810 (right)

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BOCM Project Planning Study in Asian Region (BOCM PS) 2014 – Final Report4) MRV structureIn this study, we have created a draft methodology in accordance with the BOCM guidelines of Bangladesh andJapan. In this methodology, The CO2 emission basic unit in case of the reference loom equipment is determinedby textiles and multiplied by the amount of production after the project to calculate reference emissions.
We could not obtain sufficient information about the manufactured fabrics from employers in this survey, andalthough we analyzed four representative types of fabric assuming the production, we need to identify data that
may be available and improve the accuracy of the methodology going forward.
In addition, we need to further analyze the specifications of the reference loom and other air jet looms in termsof the superiority regarding the efficiency of the project equipment in eligibility conditions, and make careful
determinations.
Regarding monitoring items other than production volume, they are automatically recorded by the datacollection function of the JAT810.
Local operators do not have expertise regarding BOCM, and capacity building from the concept ofmethodology is needed. The Toyotsu local subsidiary will cooperate fully to ensure the smooth and successful
implementation of MRV. The MRV structure is summarized in the figure. Mahin plans to establish an in-houseteam to implement MRV and conduct training to gain cooperation from MUMSS in order to get anunderstanding of the abovementioned management.

MRV structure

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BOCM Project Planning Study in Asian Region (BOCM PS) 2014 – Final Report5) Environmental integrity and Sustainable development in host country
There has been a rapid transition in loom technology in recent years, going from shuttle type to shuttlelesslooms. Shuttleless technology enhanced productiviy and efficiency compared to conventional shuttle
technology, and while it has followed a path of progress and innovation, this technology does present a varietyof challenges in the idea of ensuring environmental integrity.
Shuttleless looms include the clipper, rapier, water jet, and air jet looms. The clipper and rapier looms arehighly versatile, but they are noisy and limited in terms of high-speed operation. The noise problem is directly
connected to the daily working environment of worker, so it is a very important issue and a top priority toimprove.
The water jet loom, on the other hand, enables high-speed operation and boasts superior functional aspects.
Since it uses water to weave, however, problems arise in the disposal of the water discharged from themachines. Although wastewater treatment is an obligation imposed on operators as a matter of course indeveloped countries such as Japan, correspondence is still insufficient in developing countries.
As a result, the spread of the water jet loom brings the risks that are directly connected to the environmental
issues of water pollution.
The air jet loom maintains a low-noise work environment and is attracting attention as a technology thatachieves high-speed and high-efficiency operations compared to conventional technologies. It is a leading edge
technology that is not related to the water pollution issues of the water jet loom that is popular mainly in China.
Among air jet looms, Toyota Industries Corporation technology lead the world in terms of productivity andenergy efficiency, and the promotion of this product is positioned to contribute to the sustainable development
and environmental integrity of Bangladesh.

6) Toward project realization (planned schedule and possible obstacles to be overcome)This project is planned to be implemented as a BOCM model project in 2015. The subject company Mahin isshowing great interest in further study of improved productivity and additional technologies--including added
information, overall planning, energy-saving effect, business analysis, recovery of waste heat, and thelike--related to BOCM model project incentives shared through this survey, and they are ambitious toimplement the project early.
Up to now, the business update on the air jet loom planned several years ahead has been a top priority ofmanagement, and there have been instructions to proceed with implementing ancillary facilities plans and thelike as well. Further, devotion to learning about the BOCM framework and establishment of internal systems
are underway.
We are eager to implement the project early in order to maintain the advantages of the neighboring countries
amid the trouble in importing equipment and textiles as a result iof the political unrest, but travel among
Japanese business people is limited, and negotiations are not progressing smoothly. Some have concerns thatBangladesh might temporarily come under a military regime, which in turn casts a shadow on the smooth
implementation of the project.
Toyota Industries Corporation cannot conduct normal business development due to the political situation in
Bangladesh either. In close cooperation with the Toyotta Tsusho Corporation subsidiary, however, they aim to7

BOCM Project Planning Study in Asian Region (BOCM PS) 2014 – Final Reportconduct business from August of this year with an eye toward starting business within the year, and engage inproblem solving toward auxiliary commercialization for the next fiscal year.

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