Message from Top Management

We continue to help solve social
problems and contribute to the sustained
Message from Top Management

development of the world by creating
valuable products and services.

We at Takuma offer our heartfelt condolences for all those who have lost their lives as a result of COVID-19, and we hopethat all those suffering from the disease will recover quickly and that the pandemic will be brought under control as soon as
possible.

Marshaling the Takuma Groupʼs strengths
to maximize proﬁts and enhance its corporate value
The Takuma Group, which has adopted the goals of“aiming to maintain our role of being an indispensable
presence in society as a leading company in the ﬁeld of
renewable energy utilization and environmental protection”
and of achieving an ordinary proﬁt of JPY 10 billion in
FY2020, has embraced a vision of building structures
capable of consistently earning an ordinary proﬁt of at least
JPY 10 billion even as the business environment undergoes
a process of signiﬁcant change, and we are pursuing avariety of business activities to achieve that vision. We
believe that we will be able to do so by marshaling thestrengths not only of Takuma on a standalone basis, but of
the entire Group, and our management is guided by thebasic policy of maximizing proﬁts and enhancing corporate
value on a consolidated basis. To that end, we are diligently
implementing the 12th Medium-Term Management Plan
(FY2018 to FY2020), which takes into account changes thatare anticipated to occur in the business environment in the
future and which adopts as its core theme the need toenhance our corporate capabilities to facilitate the3

TAKUMA CSR Report 2020

achievement of our vision and consistent growth
afterwards.

Adapting to changes in the business environment andsecuring a consistent position in the markets we serve
The Takuma Groupʼs core businesses are the constructionof waste treatment plants, energy plants, water treatment
plants, and other similar facilities (through its EPC
business*) and the provision of after-sales services forthem, including maintenance, operational management,
and operation.
In the Groupʼs principal business domain, expectations
with regard to renewable energy and its potential to help
realize a low-carbon and post-carbon society are rising as
the effects of climate change increasingly manifest
themselves. Additionally, work is being planned to updatesuperannuated public infrastructure and to extend its
service life. At the same time, the business environment is
expected to undergo major changes over the medium andlong term, including shifts in demand in response to
evolving national policies and the structure of society, forexample due to Japanʼs low birthrate and the shrinking andaging of its population; increased reliance oncomprehensive contracts as part of a trend to outsource
government services; and increasing sophistication anddiversity in customer needs.
In such a business environment, the plants provided by
the Group through its EPC business have garneredcustomer praise and earned the Group a consistent positionin the markets it serves. Continuing this trend, customers
will begin operating sewage sludge-fueled power plants
capable of creating energy while reducing greenhouse gas
emissions this year.
As facilities that play an essential role in maintaining
peopleʼs lives and our customersʼ business activities, theplants we build are called upon to operate for 20 or 30 years
after delivery. In our after-sales service business, weformulate long-term repair plans based on the extensive
expertise the Group has accumulated over time so that
customers can use those plants longer and more effectively,
and we help them realize stable operation over the longterm by carrying out optimally planned and timed
maintenance based on detailed site inspections. We
recently launched our ﬁrst 20-year long-term operations
business at an energy plant, augmenting similar services
that we provide for seven waste treatment plants. Our next
priority is to build implementation and management
structures for a long-term operations business for water

treatment plants and to carve out a path for expanding
those businesses.

Pursuing sustained growth for society andour company based on our founding philosophyof “Serve society through boiler manufacturing”
The 12th Medium-Term Management Plan represents theﬁnal stage of our current medium- and long-term vision(FY2012 to FY2020), which means that FY2020 is a year
during which we will formulate the next long-term vision.
The previous medium- and long-term vision sought toimprove proﬁtability through the selection andconcentration of resources, while the current medium- andlong-term vision seeks to reinforce our business foundation
for stability and proﬁtability and to achieve a steady
expansion in terms of both quantity and quality in order tolead to a strengthening of corporate capability to facilitatesteady growth based on our development of structures
capable of consistently securing an ordinary proﬁt of atleast JPY 10 billion. In formulating the next long-term
vision, we will be considering how the Takuma Group canbest forge ahead into the future.

TAKUMA CSR Report 20204

Message from Top Management

Company Motto

Value Technology, Value People, Value the EarthManagement Principles
At the same time, there is broad concern that the
COVID-19 pandemic will impact social and economic
activity in an increasingly signiﬁcant manner for an
extended period of time, and there is a growing sense of
uncertainty with regard to the future. As we face
unprecedented difﬁculty in forecasting what is to come, itwill be critical to strengthen our ability to adapt to change
and recover from crisis.
Takumaʼs Management Principles state, “Takuma will
strive for social contribution, corporate value enhancement,
long-term corporate development and the satisfaction of all
stakeholders by providing goods and services that areneeded and recognized as valuable in society.” Thisphilosophy can also be found in our founding spirit of“Serve society through boiler manufacturing*,” and itmeans contributing to the world through the goods andservices that we create. It also informs Corporate Social
Responsibility (CSR), which we have currently embraced asa key issue in the companyʼs management. We will continue
to work toward the realization of sustained growth ofsociety and our company in keeping with these principles.
In addition to creating new value in the ﬁelds of renewableenergy and environmental protection, we will strive toaddress the new challenges arising from the COVID-19
pandemic by working to increase the effectiveness of ourcompliance, risk management structures, and BusinessContinuity Plan (BCP).

Takuma will strive for social contribution, corporate value enhancement, long-term corporate development and the satisfactionof all stakeholders by providing goods and services that are needed and recognized as valuable in society.
The founding spirit of Takuma was “Serve society through boiler manufacturing,” which in present-day language means“contribution to society by supplying goods and services that we provide.” This spirit can also be applied to the concept ofCorporate Social Responsibility (CSR) that in recent years has become a vital issue for corporate management. The
management principles of the Takuma Group companies are all based on the said founding spirit.

Takuma Group Ethics Charter

1.
2.
3.
4.
5.
6.
7.

Takuma has been a signatory to the United Nations
Global Compact* since 2006, and we support its 10
fundamental principles in the four areas of human rights,
labour, environment, and anti-corruption. We will work todevelop our business while understanding and respecting
these globally shared principles. In addition, concerning theimplementation of the Sustainable Development Goals(SDGs) adopted by the United Nations and the provisionsof the Paris Agreement adopted at COP21, the Group is
helping resolve social issues with technologies for reducing
emissions of greenhouse gases like carbon dioxide throughsuch means as high-efﬁciency power generation using
waste and biomass.

Finally, in compiling this CSR Report we have sought not
only to provide a resource by means of which a broad rangeof stakeholders can learn more about the Takuma Groupʼsactivities, but also to help each and every Group employee
think carefully about CSR and bring that perspective to bearin his or her work. We at the Takuma Group encourage
readers to offer their candid views and advice, which we will
carefully review in order that we might better resolve social
issues and contribute to the sustainable development ofsociety.

We shall strive for a proactive social contribution while establishing a harmonious coexistence with the global
environment as good corporate citizens.
We shall act in good faith in accordance with sound business custom, while complying with applicable laws and regulations
and committing ourselves to fair, transparent and free competition, as well as conducting lawful business activities.
We shall never have any relationship with antisocial forces or such organizations, which may pose a threat to the social
order and security of civil society.
We shall respect fundamental human rights and never practice discrimination.
We shall strive to provide high quality products and services, based on our advanced technologies, to attain highacclaim and conﬁdence from our customers.
We shall strive to disclose corporate information to shareholders and investors through Investor Relations (IR) andother activities on a timely and equitable basis.
We shall strive to protect corporate assets as well as information, while never using either for improprieties or any
unjustiﬁable purpose other than normal business operations.

Takuma Group Code of Conduct
Harmony with society

Practice of customer satisfaction

1. Coexistence with the global environment

12. Safety of products and services as well as ensuring reliability

2. Coexistence with international society

13. Policies concerning advertising

3. Practice of social contribution activities

Practice of compliance with laws and ordinances aswell as sound economic activities
4. Free competition and fair trade

July 2020

5. Relationship with politics and public administration

Hiroaki Nanjo

6. Policies concerning business entertainment and gift-giving

President and CEO
Takuma Co., Ltd.

Message from Top Management

Takuma and the Takuma Group companies believe that it is essential for the sound development of the group that all of thedirectors and employees remain aware of our social responsibilities and the circumstances surrounding us as well as act in
response to social ethics complying with applicable related laws and ordinances. Bearing the above in mind, we haveestablished and will promote this ethics charter as our code of conduct, aiming to realize our management principles.

7. Prohibition of involvement in anti-social activities
8. Appropriate export and import transactions

Respect for basic human rights

Making appropriate disclosure of information
14. Dissemination of corporate information
15. Ensuring reliability of ﬁnancial reporting
16. Prohibition of insider trading

Protection of corporate assets and information
17. Management and proper use of corporate assets
18. Handling of conﬁdential information
19. Intellectual property protection

9. Prohibition of discriminatory actions

Sustainable Development Goals (SDGs)
Takuma is working to further progress toward theSustainable Development Goals (SDGs) through its
business activities.

10. Respect for individuality, personality, and privacy of employees
11. Safe work environment*EPC business: A business in which Takuma offers a turnkey
service extending from plant design to procurement andconstruction. (Plant Engineering, Procurement, and Construction)* Serve society through boiler manufacturing:
It was the Company Motto of Takuma, then Takuma Boiler
Manufacturing Co., Ltd., founded by Mr. Tsunekichi Takuma,
one of the ten great inventors of Japan during the Meiji andTaisho periods (1868-1926).

5

TAKUMA CSR Report 2020

* United Nations Global Compact:
The Takuma Group has joined the United Nations
Global Compact (UNGC), which is a voluntary
effort to create a global framework for
implementing sustainable growth by having
companies and groups exercise responsible andcreative leadership while acting as good membersof society.

TAKUMA CSR Report 20206

Takuma Group 12th Medium-Term Management Plan - An Overview (FY 2018 to FY2020)

1.Positioning of the 12 Medium-Term Management Planth

The plan represents the ﬁnal stage of the current medium- and long-term vision (corporate vision), for which FY2020 is the target year.
● During its three years, we will achieve the vision and boost our corporate capabilities to prepare for steady growth in the future in response
to future changes that are forecasted to occur in the business environment.

3.Financial Target
Target: 3-year cumulative consolidated
ordinary proﬁt of JPY 33 billion●

Previous medium-and
long-term vision

Current medium- and long-term vision (corporate vision)

Next medium- andlong-term vision

Aim to maintain our role of being an indispensable presence in society as a leading company in the ﬁeld of renewableenergy utilization and environmental protection.
Ordinary proﬁt of JPY 10 billion in FY2020 (Build structures capable ofconsistently earning ordinary proﬁt of at least JPY 10 billion even as
the business environment undergoes major changes.)

11th Medium-Term Management Plan
(FY2015 to FY2017)
10th Medium-Term Management Plan
(FY2012 to FY2014)
9 Medium-Term Management Plan
(FY2009 to FY2011)th

Ordinary proﬁt (right scale)Consistently secure annual
ordinary proﬁt of at least
JPY 10 billion.

Steady expansion in terms of both
Cumulative ordinary proﬁt target
quantity and quality

Reinforcement of business foundation
Cumulative ordinary proﬁt results
for stability and proﬁtability

Proﬁtability through selection andCumulative ordinary proﬁt results
concentration of resources

Strengthening of corporate capability
to facilitate steady growth

JPY 25.7 billion

2.Policies of the 12th Medium-Term Management Plan
Many of the Groupʼs products are used for a long period of time,for example for 20 or 30 years from the time of delivery. Offeringhigh-quality after-sales service in an ongoing manner so that
customers can use those products more effectively and over a longer
period of time contributes to both customersʼ and the Groupʼs
proﬁts, helping to create a foundation for stable, long-term earnings.
We will work to further strengthen and expand our revenue
foundation by continuing to provide high-quality solutions
throughout the plant and product life cycle as we meet customersʼ
diversifying needs in an individualized manner.

2 Achieving sustained growthOver the 80 years since the Groupʼs founding, we have built a
reputation as an essential part of society by providing productsthat are recognized for their value utilizing our technologies
which are the core part of our company.
We will create customer value by continually developing unique
technologies, services, and business models based on Takumaʼsstrengths such as the technologies, track record, experience, andexpertise that weʼve accumulated through our business activities
to date. In addition, we will work to secure sustained growth bysecuring and creating competitive advantages as we respondquickly to changes in the business environment, such as evolving
customer needs and emerging social issues.

3

Increasing productivity, for example by reforming
business processes

The nature of the Groupʼs businesses is undergoing major
evolution as the business environment changes, for example due tochanges in social structure such as the shrinking and aging of

7

TAKUMA CSR Report 2020

Japanʼs population and the emergence of more advanced anddiverse customer needs as well as social issues.
We will strive to improve productivity, make effective use ofhuman resources, and further increase the level of value we provide
by fundamentally reviewing and rebuilding business processes thathave become increasingly complex in order to accommodate thesechanges while focusing on businesses with higher added value(which will help us create and provide value).

5 Continuing to pursue compliance management
The Group considers compliance to be a key foundation of its
corporate activities, and weʼve worked to spread awareness andfoster adoption of good practices by including compliance as apolicy in the last several Medium-Term Management Plans.
Awareness of the importance of compliance has steadily takenroot among our employees thanks to ongoing awareness-raisingand educational activities, and we will continue to pursue suchinitiatives to ensure that the trust weʼve built up in our quality andintegrity remains unshakable. In addition, we will work to further
spread and improve compliance awareness throughout the Groupby effectively implementing and utilizing mechanisms such as ourinternal reporting system and CSR awareness survey.

400

40

300

30

200

20

100

10

0

10th Plan

11th Plan

12th Plan

0

11th Medium-Term
Management Plan results

12th Medium-Term
Management Plan

2012 to 2014

2015

2016

2017

Total

2018

2019

FY2018 to FY2020

Order value

371.0

99.9

191.0

177.1

468.0

179.8

148.8

Sales

296.5

113.0

116.3

118.1

347.5

121.9

134.4

JPY 400 billion (approx.)(3-year cumulative total;reference value)

Ordinary proﬁt

25.7

9.6

11.6

10.6

31.9

12.3

10.3

Target: JPY 33 billion(3-year cumulative total)

4.Core Business Units and Emphasis of Future Activities
Municipal Solid Waste Treatment Plant Business

Water Treatment Plant BusinessBusiness Environment

Business Environment

As facilities age, there is ongoing robust demand for renewal and service life elongation.
● Volume is growing for DBO projects as well as O&M services for existing facilities.

●

●

●

There is growing demand for sludge incineration plants that conserve and create energy.
There is increasing use of PPP/PFI arrangements in the sewer business.

Emphasis of Future Activities

Emphasis of Future Activities

Strengthen the proﬁtability of our plant operation business.
● Further strengthen initiatives to prolong the service life of facilities.

●

●

●

Boiler Plant Business ( Japan)

4 Using human resources effectively
We will work to hire and train the diverse workforce that will beessential as we develop the Groupʼs businesses going forward. At
the same time, we will strive to create an environment that keeps
individual employees engaged in their work and able to make fulluse of their skills and abilities (by cultivating a healthy workplaceculture, reforming individual awareness, and facilitating fulﬁlling
workstyles).

50(Billion JPY)

10th Medium-Term
Management Plan results

JPY 33.0 billion

JPY 31.9 billion

1 Strengthening and expanding our revenue foundation

The 12th Medium-Term Management Plan, which represents theﬁnal stage of our current medium- and long-term vision,
establishes the above targets to guide our achievement of thevisionʼs goal of consistently earning ordinary proﬁt of JPY 10
billion while simultaneously directing the company to utilize all
its resources to build a robust business andOrder value (left scale)management foundation in response toSales (left scale)
future changes in the business environment.

(Billion JPY)

Takuma Group 12th Medium-Term Management Plan - An Overview

12th Medium-Term Management Plan
(FY2018 to FY2020)

500

Strengthen the competitiveness of our sludge-fueled power system.
Scale our waste management expertise horizontally to other businesses.

Boiler Plant Business (Overseas)

Business Environment

Business Environment

FIT demand remains robust.
● The number of plants targeted for maintenance is increasing as
facilities are completed and transferred to customers.
● There is growing demand for plant operational management and O&M.

●

●

●

Demand for biomass power plants in Southeast Asia remains robust.
Our ﬂagship bagasse-ﬁred boiler plants continue to experience intensecompetition.

Emphasis of Future Activities

Emphasis of Future Activities

Capture new orders for FIT biomass plants.
● Strengthen our maintenance structures.
● Scale our waste management expertise horizontally to other businesses.

●

●

●

Waste Treatment Plant Business (Overseas)
Business Environment●

There is a growing need for proper waste management and energy utilization
against a backdrop of growing urbanization, increase of waste volume, anddiversiﬁcation of waste characteristics.

Emphasis of Future Activities●●

Build structures to facilitate collaboration with partner companies.
Build schemes for entering new markets.

Capture orders continually by creating competitive advantages.
Strengthen the ability of our local subsidiary (SIAM TAKUMA) to carryout its business operations.

Package Boiler BusinessBusiness Environment
We are continuing to see a certain level of demand in Japan, particularly
in terms of renewal demand.
● The need for energy-conserving boilers is increasing overseas,
particularly in developing nations.
●

Emphasis of Future Activities●●

Maintain and expand our domestic business.
Expand our overseas business.

*DBO: Design, Build, Operate / O&M: Operation & Maintenance / PPP: Public Private Partnership / PFI: Private Finance Initiative
FIT: Feed-in Tariff / Bagasse: Fiber remaining after sugarcane is crushed

TAKUMA CSR Report 20208

Takuma Group 12th Medium-Term Management Plan - An Overview (FY 2018 to FY2020)

5. Progress in Implementing the 12th Medium-Term Management Plan
In this section, members of Takuma's management team present progress in
implementing the goals of the 12th Medium-Term Management Plan,
which began in FY2018.

Company Outline
Name:

TAKUMA CO., LTD.

Head ofﬁce location:

2-2-33 Kinrakuji-cho, Amagasaki, Hyogo 660-0806, Japan
TEL +81-6-6483-2609 FAX +81-6-6483-2751 (operator)

Increasing customer satisfaction by enhancing our technologicalcapabilities and strengthening our corporate capabilities to

2 Osaka Ofﬁce (Osaka)

Established:

June 10, 1938

3 Tokyo Branch (Minato-ku, Tokyo)

Capital:JPY 13,367,457,968 (as of March 31, 2020)

4 Hokkaido Branch (Sapporo, Hokkaido)

Main business areas:

The design, construction and superintendence of a wide variety of

5 Tohoku Branch (Sendai, Miyagi)

boilers, plant machinery, pollution prevention plants, environmental

6 Chubu Branch (Nagoya, Aichi)

equipment plants, and heating and cooling equipment and feed-water

7 Kyushu Branch (Fukuoka)/ drainage sanitation equipment and facilities

8 Okinawa Branch (Ginowan, Okinawa)

3,816 (as of March 31, 2020)

which makes it a year in which we must lay the groundwork forthe next Medium-Term Management Plan. I look forward toclosing out the ﬁnal ﬁscal year of the current plan by generating
solid results and starting to develop the next plan.
With regard to the policy of “strengthening and expanding ourrevenue foundation” as set forth in the current Medium-Term
Management Plan and our effort to strengthen our after-sales
service business to achieve it, we are working to develop
technologies for increasing the ease with which facilities can be
maintained and managed as well as technologies for plantmonitoring and operation, including advanced technologies suchas ICT and AI. Furthermore, we will add a Supply Chain Lab to theHarima Factory, which we plan to renovate and update in 2022, toserve as an after-sales service facility that can maintain a reliable
inventory of maintenance-critical parts and supply them rapidly.
In this way, Takuma will work actively to construct, maintain,
manage, and operate plants in the environmental and energy
ﬁelds and to help realize the Sustainable Development Goals thatsociety is pursuing by protecting the environment, realizing a
recycling-based society, and reducing CO2 emissions.

(As of June 25, 2020; see Takumaʼs website for details.)
Takuma's business ofﬁces

Group companies in Japan

12 Nagaizumi High Trust Co., Ltd.

17 Takuma Energy Co., Ltd.

1 Nippon Thermoener Co., Ltd.

13 Fujisawa High Trust Co., Ltd.

18 Kurume High Trust Co., Ltd.

2 Takuma Technos Co., Ltd.

14 Iwate-Kenpoku Clean Co., Ltd.

19 Hokutan High Trust Co., Ltd.

3 Hokkaido Sanitary Maintenance Co., Ltd.

15 Hitachinaka-Tokai High Trust Co., Ltd.

20 Suwako High Trust Co., Ltd.

4 Takuma Technos Hokkaido Co., Ltd.

16 Anan High Trust Co., Ltd.

21 Imabari High Trust Co., Ltd.
22 Energy Mate Co., Ltd.

5 Sunplant Co., Ltd.

23 Kashihara High Trust Co., Ltd.

6 Takuma Engineering Co., Ltd.

9

7 Takuma System Control Co., Ltd.

24 Techno Links Inc.
25 Tochigi High Trust Co., Ltd.

8 Dan-Takuma Technologies Inc.
9 Kyoritsu Setsubi Co., Ltd.

26 Ecos Yonezawa Co., Ltd.

4 3 4

10 Kankyo Sol-Tech Co., Ltd.
11 Takuma Plant Service Co., Ltd.

25

14
8

26

7

18

6

2

5

8

5

15

1

12

20

24

3

21

13

19

9 10

Takuma had decided to update the Harima Factory and build a Supply Chain Lab.

We are planning to further enhance productivity and quality at the Harima Factory while carrying
on the high-quality manufacturing policies developed over the last 77 years and to transform thefacility into a sustainable factory that is kind to both workers and the surrounding environment.
As part of the development and enhancement of our after-sales service structures, the new factory
will include a Supply Chain Lab in an effort to build structures to maintain a reliable inventory ofparts that are essential to the operation of customersʼ facilities and supply them rapidly.
This new facility will help us meet a broad range of customer needs while contributing to society
in the areas of renewable energy and environmental protection.

Group companies overseas

Group companies in Japan

Building a new factory and after-sales service facility

TAKUMA CSR Report 2020

Takuma Group 12th Medium-Term Management Plan - An Overview / Company Outline

10 Taipei Branch (Taipei, Taiwan)

The Takuma Group Network

Executive Manager, Engineering Group

9

9 Harima Factory (Takasago, Hyogo)

and other works
Number of employees (consolidated):

Director & Senior Managing Executive Ofﬁcer●

The design, construction and superintendence of civil, architecture
Number of employees (non-consolidated): 875 (as of March 31, 2020)

Hideki Takeguchi

TOPICS

1 Head Ofﬁce (Amagasaki, Hyogo)

Representative Director: Hiroaki Nanjo, President and CEO

accommodate change in the business environment

Strengthening our corporate capabilities so that we can securestable annual ordinary proﬁt of at least JPY 10 billion regardless of
how the business environment in which we operate changes in the
future remains the central theme of our current Medium-Term
Management Plan. Our Engineering Group is responsible forstrengthening the technological capabilities that are central toachieving that goal, speciﬁcally our capabilities in areas such asplanning, design, purchasing, construction, manufacturing, andresearch and development. The plants we deliver bring together
these technological capabilities, and to provide plants that satisfy
our customers, it is important that we improve upon them, alongwith the human abilities of those who are involved in associatedprocesses.
We operate in the dual business ﬁelds of the environment andenergy, and under the current Medium-Term Management Plan
we have identiﬁed, and are working toward, the targets that need
to be achieved by each department in order to enhance ourtechnological capabilities and foster the development ofprofessionals so that we can expand in those ﬁelds. This ﬁscal year
is the ﬁnal year of the current Medium-Term Management Plan,

Takuma's business ofﬁces

10 1

Group companies overseas
1 Taiden Environtech Co., Ltd.
2 Siam Takuma Co., Ltd.

Harima FactoryPlan overview
Planned site
Total ﬂoor space
Planned start of operations

At the Harima Factory site
New factory: About 19,000 m2(including associated facilities)
Supply Chain Lab: About 3,500 m2
December 2022

1 6 7 11 17

2

22

23

2

16

TAKUMA CSR Report 202010

Business Summary
Environment and Energy Business
Municipal solid waste treatment plants

Industrial waste treatment plants

We support the realization of a Sound Material-Cycle Society using advanced waste treatment technologies
that meet the needs of local communities.

Using advanced incineration technologies, we properly treat toxic substances suitably and help
the industry's environmental protection efforts.

Waste incineration plants●

Pyrolysis gasiﬁcation and melting plants●

Resource recycling and recovery plants●

Bulky waste crushing plants●

Bottom ash and ﬂy ash melting plants●

Refuse derived solid fuel conversion plants●

Transition and intermediate processing plants●

Raw fuel (biogas) recovery plants●

Various types of pollution prevention equipment●

Waste incineration plants

Bulky waste crushing plants

Industrial waste treatment plant

Plant that generates power from industrial
waste and provides heat to a plantation

Energy plants

Water treatment plants

Takuma's core technologies are utilized in various types of boilers, from biomass boilers, to total systems.

We are working to purify wastewater with a holistic perspective through a “dialogue with water.”●

Biomass boilers●

Sewage and wastewater treatment plants●

Fossil fuel boilers●

Various types of advanced sewage●

Waste heat boilers●

Power plants

treatment plants

Biomass power generation boiler●

Sludge treatment plants●

Sewage sludge-fueled power plants●

Landﬁll leachate treatment plants

Waste heat boiler

Upﬂow moving-bed sand ﬁltration system

Sewage sludge-fueled power plant

Package Boiler Business

Equipment and Systems Business

General-purpose boilers

Air-conditioning equipment and clean systems

As the convergence of Takumaʼs combustion technologies, our boilers are a reliable brand that has earned
the support of a wide range of industries.

We provide comfortable, clean environments to customers in the semiconductor industry as well as
many locations such as universities, research institutions, and hospitals.

●

Steam Boilers (EQOS, Super EQOS)●

Building equipment●

Vacuum-type Water Heaters (Vacotin Heater)●

Air-conditioning equipment●

Heat Medium Oil Boilers (Thermoheater)●

Cleaning and drying devices●

Flue and Smoke Tube Boilers (RE Boiler)●

Clean rooms●

Package Water-tube Boilers●

Clean devices●

Chemical air ﬁlters

Super EQOS

Vacotin Heater

Thermoheater

RE Boiler

Note: These products are handled by Nippon Thermoener Co., Ltd., which is one of our group companies.

11

Industrial waste treatment plants

TAKUMA CSR Report 2020

Business Summary●

Clean oven

Clean booths

Chemical air ﬁlters

TAKUMA CSR Report 202012

Introduction to Group Company Businesses(Related SDGs)(Related SDGs)

Dan-Takuma Technologies Inc.

Sunplant Co., Ltd.

September 15, 1941

Established

August 21, 1969

Representative

Syusuke Suzuki, President

Representative

Yoshiki Kita, President

Employees

111 (as of March 31, 2020)

Employees

77 (as of March 31, 2020)

Introduction to Group Company Businesses

Established

Head Ofﬁce (LIVMO Rising. Bldg., 2F, Shin-Yokohama)Business Proﬁle: Sunplant

Business Proﬁle: Dan-Takuma

Tokyo Steam Power Construction Co., Ltd., was established as a boiler installation company when Takuma Steam Power
Construction Co., Ltd., spun off its Tokyo Ofﬁce. We changed our name to Sunplant in July 1976, and we have developed into a
more generally focused facilities company as society has changed over time.
In recent years, we have carried out numerous installations that are backed by our technological capabilities and reliability atsites ranging from commercial facilities such as nursing homes and hotels to research facilities and facilities at U.S. military bases.
Next year, we will mark the 80th anniversary of our founding, and all of our employees are committed to working together tocreate comfortable spaces in buildings through the design and installation of air-conditioning, water and wastewater, andhygienic equipment in keeping with our philosophy of “gratitude and service” so that all people can lead healthy lives.

Business Activities●

Business Activities●

Our products have been used broadly in a variety of industries and social systems over half a century, and we have contributed
to society by creating advanced clean environments that are an essential part of the manufacturing processes forsemiconductors and electronic devices, which have a major impact on our lives.
We have world-class technological capabilities and a market share for chemical air ﬁlters for use in clean rooms andsemiconductor manufacturing equipment and for magnetic shield rooms for use with high-precision electron beam equipment.

Manufacture of products used in semiconductor manufacturing processes

Design and installation of air-conditioning, water and wastewater, and hygienic equipment

Chemical air ﬁlter

Magnetic shield room

Polyimide curing oven

Wet station

Hospital (Adachi-ku, Tokyo)

New business domains

Research institution (Tsukuba, Ibaraki)

Resort hotel (Niseko, Abuta-gun, Hokkaido)

Future business policy
Cleanliness is becoming even more necessary in the environments inside and outside buildings, and companies
performing installation work are under pressure to do so in a way that helps eliminate pollutants and viruses. We
have the technology necessary to do this kind of work as well as a proven track record (including equipment
installation work at university hospitals and clean room construction), and we will continue to work to enhance
our capabilities and provide safer, cleaner spaces in line with our philosophy of “continual reﬁnement.”

13

TAKUMA CSR Report 2020

We are working with national universities to commercialize products by
pursuing applied research and development of precision cleaning using
micro- and nano-bubbles for the electronic industry and for the use ofnano-bubble ozone water in the hygiene and healthcare ﬁelds.
The pictured system is a washing system featuring next-generation
environmental technology that uses ozone and pure water to wash
semiconductors instead of the heated mixed cleaning liquid used byconventional semiconductor washing equipment.
By using cleaning liquid made from ozone (oxygen) and water while
maintaining washing performance that is as good as or better thanconventional systems, the product simpliﬁes waste liquid treatment while
enhancing safety.

TAKUMA CSR Report 202014

History

Businesses

CSR

Legal

Founder Tsunekichi Takuma established our philosophy of“Serve society through boiler manufacturing.”
The goal of becoming a technologically driven company based on that belief has been

2000 ▶

the basis of Takuma's operations throughout our 80-years history.

Takuma continues to provide technology for utilizing and rendering
harmless a variety of waste products and biomass energy sources
through its businesses in the renewable energy and environmental
protection ﬁelds. We established local subsidiaries overseas andcontinue to bring our technologies to customers not only in Japan, butalso worldwide, particularly in Asia.

1985 ▶

Takuma established itself as a manufacturer not only of
boilers, but also environmental and sanitary equipment, forexample by developing waste heat recovery boilers that use
waste heat from manufacturing plants, developing modern
technology for incinerating solid waste, and entering the water
treatment market. In 1972, the company changed its name to
Takuma Co., Ltd., which remains its name to this day.

1912 ▶
Founder Tsunekichi Takuma, who invented
the ﬁrst water tube-type boiler entirely
produced in Japan, is one of the 10 great
inventors of the Meiji and Taisho periods. He
formulated the philosophy of “Serve society
through boiler manufacturing” in 1938. Thatphilosophy, which calls on the company tocontribute (render service to) society and theenvironment through the manufacture ofboilers, remains the foundation of TakumaʼsManagement Principles today.

Tsunekichi Takuma

Takuma Boiler Manufacturing Co., Ltd., founded (1)1942

Operations began at Harima Factory (2)1949

Bagasse-ﬁred boiler, the ﬁrst product of its kindin the industry, exported
Company listed on the Osaka and Tokyo stock exchanges

1950

Head Ofﬁce moved to Osaka's Kita-ku District (Sonezaki) (3)Takuma formulated the 1st Medium-Term Management Plan.

1986

The ﬁrst overseas delivery of a waste treatment
facility completed (U.S.A.)

1992

New Company Motto instituted: “Value Technology,
Value People, Value the Earth”

1953

Head Ofﬁce moved to Osaka's Kita-ku District (Dojimahama) (4)1958

Business expanded into the environmental facility sectors,
including waste incineration and water treatment plants

1993

Basic Environment Act enacted

Operations began at Kyoto Factory* (5)1995

Amagasaki Head Ofﬁce Building completed (9)

1961

1938

1985

*Currently operates as a factory of Nippon Thermoener Co., Ltd.

1963

Japan's ﬁrst 24 hour operating waste incineration
plant delivered (6)Sewerage treatment facility delivered

1997

ISO9001 certiﬁcation obtained

1970

Waste Management and Public Cleansing Act andWater Pollution Control Act enacted

1998

Japanʼs largest waste incineration plant delivered (10)(Tokyo Shin-Koto Incineration Plant Capacity:
1,800 tons per day)

1972

Company renamed Takuma Co., Ltd. (7)1975

Mass production began on “Vacotin Heater”
the worldʼs ﬁrst vacuum-type hot water heater (8)1999

ISO14001 certiﬁcation obtained for Harima Factory

1999

Act on Special Measures against Dioxins enacted

2004

Takumaʼs ﬁrst “Environmental Report” issued
The “Takuma Group Code of Conduct” instituted

2005

Takuma Hanyokikai Co., Ltd., a subsidiary involved in
the manufacture and sale of small boilers, and Ebara BoilerCo., Ltd., merged and renamed Nippon Thermoener Co., Ltd.

2005

The “Takuma Environmental Policy” instituted
The “Personal Information Protection Policy” instituted

2006

The “Compliance Declaration” instituted
The “Takuma Group Ethics Charter” instituted
Takuma participated in the UN Global Compact

2007

Takumaʼs ﬁrst “CSR Report” issued

2010

Energy from Waste plant delivered in Europe (U.K.)

2012

Feed-in tariff (FIT) program launched to facilitateﬁxed-cost purchases of renewable energy

2013

Operation of the Takuma Solar Power Plant began (11)2019

Decision made to build a new factory and after-sales
service facility (12)History

1951 ▶

Takuma formulated its ﬁrst Medium-Term Management Plan in order toadapt to the challenging economic environment. During this period,
Takuma worked to develop technologies to accommodate a variety ofcustomer needs, including demand for energy savings in industry, thegrowing volume and diversity of municipal solid waste, and the need for
improvements in water quality by means of water treatment equipment.

Sales(Billion JPY)

(11) Takuma Solar Power Plant（1）Amagasaki Factory(2) Harima Factoryunder construction(12) Conceptional drawing of
our new factory

150（9）Amagasaki Head Ofﬁce Building （10）Shin-Koto
Incineration Plant（4）Former head ofﬁce(Dojimahama)

100（5）Kyoto Factory at the time（3）Former head ofﬁce (Sonezaki)（6）Japan's ﬁrst 24 hour （7）Company namechangeoperating waste
incineration plant

1938

Takuma Boiler Manufacturing Co., Ltd.,50

FY2019 Sales（8）Vacotin Heater

JPY

134.4 billion

founded*Consolidated accounting introduced in FY1990
1938

15

1940

TAKUMA CSR Report 2020

1950

1960

1970

1980

1990

2000

2010

2019 (FY)TAKUMA CSR Report 202016