CSR Activities for the Future
The Takuma Groupʼs relationshipwith society

Creating social value through corporate activities and businesses

Realizing the corporate vision

Along with trusting relationships with customers and other stakeholders, our technical capabilities and expertise in the areas of theenvironment and energy that we have accumulated over many years based on our Management Principles lie at the heart of our businessactivities and comprise a core strength that allows us to make a broad contribution to society. Takuma creates value for, and contributes
to, society through corporate activities and businesses that draw on these strengths. This section introduces some examples.

Basic approach
Contributions to SDGs

Creation of social value
Customers

Shareholders
and investors

Employees
Business
partners●

Environment

Water treatment plant
Energy plantSocial●Clean centers as regional facilities

Imabari City Waste Management Center (informallyknown as “Bari-Clean”), which was delivered by Takuma, isa facility that contributes to its region in many ways, forexample by hosting environmental events attended by local
residents and by serving as a shelter in times of disaster.

Waste treatment plant

Environment●

We help reduce CO2 emissions by burning waste andbiomass fuels, recovering the heat that is produced, andusing it to generate electricity. (See page 34 for details.)

Regional
society

Provision of products and services

Helping reduce CO2 emissions

GovernanceManagement Principles

Environmental, social, and governance initiatives

ENVIRONMENT
Environmental
Initiatives
Page 33

GOVERNANCE
GovernanceInitiatives
Page 47●

Constructing a new building (Training Center) at Takumaʼs head ofﬁce

Takumaʼs new building which is scheduled to be completed in October
2020, will help realize a sustainable society by augmenting ordinary ofﬁcefunctionality with a variety of features, including use of Cross-LaminatedTimber (CLT) and plant remote monitoring and operational support.

CSR issue

Department●●

Bari-Clean Beautiﬁcation Project Shelter training exercise(Planting ﬂower beds)

Enhanced plant remote monitoring and operational support
Effective use of Japanese lumber, including CLT and ﬁre-resistantlaminated lumber, as building materials●

Disaster prevention functionality for the region,
including a high level of ﬁre and seismic resistance●

Employee training and skill development

FY2019 action program
Action plan

Self-evaluation of results

Engineering
Division

Enable the optimization of power sales volume without regard to individual
skills and abilities by building an operational plan optimization system.

We were able to increase power sales volume by using system-generated operational plans andcomparing them to power sales volume for operational plans proposed by human workers.

Engineering
Division

Actively contribute to the resolution of environmental problems by pursuing measures
to save energy and reduce CO2 emissions at plants during the planning stage.

We actively proposed improvements incorporating measures to saveenergy and reduce CO2 emissions.

Engineering
Division

Carry out safety-focused design and design review processes so as to eliminate
accidents at facilities after they have been transferred to customers. Additionally,
utilize review lists and checklists, and carry out performance veriﬁcations during
plant commissioning in order to achieve stable operation of facilities after handover.

There were no instances of additional work related to safety measures being
carried out at facilities that have been transferred to customers or of problems
related to stable operation as of the time of transfer.

Initiatives to establish appropriate working General Affairs /Human Resourcesconditions and healthy work-life balance
Division

Reduce overtime work, for example by streamlining operations and leveling
employee workloads after having all personnel take an operational inventory andput in place an environment in which employees can actively take time off.

We completed an operational inventory, developed an associated manual, andworked to level employeesʼ workloads. As a result, we were able to achieve the goal.

Occupational health and safety initiatives
in areas such as testing

Engineering
DivisionWith regard to testing and related operations, in addition to verifying safetymeasures at progress management meetings that are held on a regular basis,
prevent occupational accidents by thoroughly carrying out advance reviews andreporting of safety and hygiene, for example by using work journals and checklists.

In addition to verifying safety measures, for example at meetings, weprevented occupational accidents by developing checklists related to safe
work and by thoroughly carrying out advance reviews and reporting.

Contributions to resolving
environmental problems

Initiatives to save energy and reduce CO2
emissions

Consumer issues

Safety and quality of products
and services

Design of facilities that satisfy customers
through safe, stable operation

Labour practices
and human rights

Appropriate employment
relationships and labor conditions(including safety and health,social dialog, etc.)

Community involvementand development

Contribution to society

Contribution to the communities aroundour worksites

Marketing
Division

Carry out community service activities that align with issues in the areas
around worksites.

Employees participated in volunteer clean-up activities in June in areas
around worksites.

Compliance

Cultivation of a robust corporate culture

CSR Division

Share formulations of Takumaʼs basic approach, for example Management
Principles, the Takuma Group Ethics Charter, and the Takuma Group Code of
Conduct, and work to ensure that they permeate the organization and take hold.

We highlighted the Management Principles, the Takuma Group Ethics Charter, andthe Takuma Group Code of Conduct in the CSR Report and in internal education
and worked to ensure that they permeate the organization and take hold.

Risk management

Study and implementation of risk
management plans

Marketing
Division

Formulate risk reduction measures by working with related departments at
Takuma to identify and visualize risks before and after orders are received.

We conducted negotiations with customers to avoid and mitigate
identiﬁed risks during the pre-order stage and continued to put in placestructures for managing various risks during the post-order stage.

Corporate governanceSupport for measures to increase
the effectiveness of the Board of Directors

Planning
Division

Conduct a questionnaire targeting directors in order to increase theeffectiveness of the Board of Directors. Evaluate, analyze, and report on the
results to facilitate useful discussions at Board of Directors meetings.

We conducted a questionnaire targeting directors and held interviews, evaluatedand analyzed the results, and reported them to the Board of Directors.

Compliance with
the Antimonopoly Act

Assurance of understanding of, andcompliance with, the Antimonopoly Act

Marketing
Division

Offer training on the Antimonopoly Act and continue to implement the Regulations
Concerning Management of the Pledge of Antimonopoly Act Compliance.

We offered training on the provisions of the Antimonopoly Act and worked to ensure that
employees understand the “Regulations Concerning Management of the Pledge ofAntimonopoly Act Compliance” and the “Regulations on Managing Contact with
Competitorsʼ Sales Departments” and that they will comply with those and other regulations.

Organizational
governanceFair operating
practices

31

Communities Kizugawa, Kyoto Prefecture Hokutan region, Hyogo Prefecture
servedFujisawa, Kanagawa Prefecture Kasaoka, Okayama Prefecture

Environment

SOCIAL
Social Initiatives
Page 37

Key issue

The Takuma Groupʼs Takuma Energy strives to increase the added
value of power plants while revitalizing the regions in which thoseplants operate by supplying power generated by waste power plants
and biomass power plants delivered by Takuma to local communities.

Facility features

As Takuma looks toward the future and strives to become a sustainable company, we choose key issues involving the environment,
society, and governance based on the GRI Standards (a set of international guidelines on corporate sustainability reporting) and ISO 26000
and then work to resolve them. Each department discussed CSR issues in line with those key issues and developed its own action program.
At the end of the year, these departments then conducted self-evaluations to assess how well they had implemented their programs.
The table below outlines some of the results of that process.

ISO 26000
core subjects

Revitalizing the region through local generationand consumption of power

TAKUMA CSR Report 2020

CSR Activities for the Future

Takuma provides products and services centered on
environmental and energy plants on the basis of its
environmental, social, and governance initiatives. We believethat the entire range of business activities pursued by
Takuma with regard to social requirements, expectations,and responsibility in this way collectively constitute CSR.
The sustainability of society has been called into question
in recent years in a trend that is illustrated by the very phrase
Sustainability Development Goals (SDGs). Going forward,
Takuma will continue to strive to realize a sustainable
society along with the Groupʼs Management Principles andcorporate vision by adding new social value to its products
and services and by contributing to the resolution of social
issues.

TAKUMA CSR Report 202032

E NVIRONMENT ーEnvironmental Initiativesー

The Environment
Basic Environmental Policy

Takumaʼs CO2 Emission Reduction Technologies

Our company has established the “Basic Environmental Policy” as follows, aiming to ensure employees contribute to global
environmental conservation. This basic policy applies to the activities of all company departments.

We convert waste/biomass into energy and reduce CO2 emissions!

In 1 year, Takuma products

Equivalent tothe annual CO2 emissions
from the population of Osaka

Environmental Philosophy
Takuma is committed to preserving the environment and realizing an afﬂuent society through business activities
under the Company Motto: “Value Technology, Value People, Value the Earth.”

cut about 5 million tons!

Assuming per-capita CO2 emissions of 1.92 tons
(household emissions for FY2018)
Source: Greenhouse Gas Inventory Ofﬁce of Japan

Operational Guidelines
１. All Takuma Group companies will recognize the importance of maintaining a balance between preservation of theenvironment and business activities.

Reducing CO2 emission with biomass power plants

２. Continuously develop activities to preserve the environment that comply with applicable environmental laws and ordinances,and ensure environmental control and assessment systems conform to international environmental standards.

The sugar industry is an example of an industry that generates power using
biomass. Factories that make sugar produce large quantities of residue fromsugarcane, the raw material used to make sugar. Sugarcane is crushed into apulp, and sugar is extracted in a mill. The remaining ﬁber is called bagasse andcan be used as plant fuel. The steam and electricity generated by the plant areused as sources of heat for the milling process and of power for plant operations,while surplus power is sold to a power company. The amount of power
generated at sugar factories has grown greatly, with examples of single plantthat generate 50,000 kW.

４. Address resource conservation, energy efﬁciency, recycling, and minimization of waste generated by all business activities.
５. Enhance emplyees' awareness and understanding about the importance of preserving the environment throughenvironmental education and internal promotional activities.
６. Provide the community with information on the activities of Takuma to preserve the environment.

●●

How does biomass power generation help reduce CO2 emissions?
Biomass is any recyclable organic material derived from a living

Environmental Management

organism, but does not include fossil fuels, such as oil and coal. For

The situation concerning the acquisition of ISO 14001

this CO2 is offset as it is absorbed through photosynthesis in the growth

example, even though CO2 is emitted when wood chips are incinerated,

Takumaʼs biomass power plants(as of end of FY2019)

Wood
chips

EnergyPalm
Bagasse kernel
shellsBiomass power generation helps reduce the amount of electricity
generated from fossil resources, helping lower CO2 emissions.

Biomass power plant

CO2 emission reduction from waste incineration plants
Waste, is an important source of energy. Approx. 500 kW** of power can begenerated from one ton of waste. In Europe and the Americas, waste
incineration plants are often called Energy from Waste (EfW) plants, andrecovering energy from waste has become the norm. Waste means “resource.”
Takuma is seeking to be the best in the world with our technologies to convert
waste into energy and reduce CO2 emissions.
** Presumes waste with a caloriﬁc value of 8,800 kJ per kg
and a plant with electrical efﬁciency of 20%

Harima Factory

1 ton ofwaste

TAKUMA CSR Report 2020

CO2 emission reduction achieved byprocess of trees, thus there is no increase in CO2 in the atmosphere.

Our Harima Factory has acquired ISO 14001
certiﬁcation and has been implementing environmental
management activities based on an environmental
management system established to comply withinternational standards.
Our group companies Nippon Thermoener Co., Ltd.,
Takuma Technos Co., Ltd., Hokkaido Sanitary
Maintenance Co., Ltd., and Dan-Takuma Technologies
Inc. have also acquired ISO 14001 certiﬁcation.

33

cut approx.
4 million tons!

The Environment

３. Promote development of better technologies and products for society that preserve the environment.

In 1 year,

Waste
combustion

Approx.

500kW ofpower
generated

In 1 year,

cut approx.
1 million tons!
CO2 emission reduction achieved by Takumaʼsmunicipal solid waste incineration plants(as of end of FY2019)

TAKUMA CSR Report 2020

34

The Environment

Environmental accounting

Environmental Reporting
Takuma reports the environmental impact of its business activities as well as the manner in which it takes environmental
considerations into account in accordance with the Environmental Reporting Guidelines (issued by the Ministry of the Environment).
This environmental reporting program includes not only environmental information extracted from our overall business activities
from an environmental standpoint, but also information about related economic and social aspects of those activities.

Environmental data (non-consolidated)●

Total energy usage●(Tons-CO2 per year)(GJ per year)

60,00030,000900

300

22,307

3,125

19,318―

14,277―

36,120Administration costs
R&D costs●

14,301

1,637,750

Social activity costs―

12,863

Total

21,1901,742,635

Environmental conservation effectEnvironmental conservation beneﬁt is measured in physical units and is the
beneﬁt obtained from the prevention, reduction, and/or avoidance ofenvironmental impact, removal of such impact, restoration following the occurrenceof a disaster, and other activities. (“Environmental Accounting Guidelines”)

Water resource inputs(m3 per year)

600

3,764

Global environmental conservation costs
Resource circulation costs

2015 2016 2017 2018 2019 (FY)60,000Total production of waste, etc.
Recycling
Total ﬁnal disposal volume of waste, etc.

Pollution prevention costs

Business area costs

The greenhouse gas emitted by Takuma is limited tocarbon dioxide (CO2). The amount of CO2 emissions in
FY2019 rose slightly compared to FY2018 levels. We willcontinue striving to reduce CO2 emissions.
●

Costs(thousand JPY)

Item

40,000FY2018FY2019(1) Environmental conservation beneﬁt related to resources
input into business activities

20,000Total energy input volume (GJ)

95,047

100,973

Input volume of water (m )48,03447,3403

Scope of data collected●

Period covered: April 1, 2019, to March 31, 2020●

Companies targeted:
12 domestic companies●●

Nippon Thermoener Co., Ltd.

●

Takuma Technos Co., Ltd.

●

Hokkaido Sanitary Maintenance Co., Ltd.

●

Takuma Technos Hokkaido Co., Ltd.

●

Sunplant Co., Ltd.

●

Takuma Engineering Co., Ltd.

●

Takuma System Control Co., Ltd.

●

Dan-Takuma Technologies Inc.

●

Kyoritsu Setsubi Co., Ltd.

●

Kankyo Sol-Tech Co., Ltd.

●

Takuma Plant Service Co., Ltd.

2 overseas companies(2) Environmental conservation beneﬁt related to waste or002015 2016 2017 2018 2019 (FY)

Although total production of waste, etc., grew during FY2019
compared to FY2018, total ﬁnal disposal volume of waste, etc., grew only
slightly thanks to appropriate treatment such as recycling. Going forward,
we will work to reduce the amount of waste we generate. Although wework to recycle and reuse waste, waste that cannot be reused is disposedof in accordance with the Industrial Waste Control Manifest System.

environmental impact originating from business activities

2015 2016 2017 2018 2019 (FY)

Water consumption during FY2019 fell slightly comparedto FY2018. We will continue to work to lower our water use.

●

Volume of greenhouse gas emissions (tons-CO2)

3,977

4,273

Total waste emissions volume (tons)

934

1,047

Final waste disposal volume (tons)

150

155

Wastewater volume (m3)

48,03447,340BOD emissions (kg)

2,565

2,567

COD emissions (kg)

2,747

2,760

T-N emissions (kg)

693

706

T-P emissions (kg)

121

125

●

Although our business activities do not involve a wide variety of chemical substances on a massive scale, we use a few
designated chemical substances. Consequently, we report and register such chemical substances designated under the Pollutant
Release and Transfer Register (PRTR) Law, in accordance with relevant laws and ordinances, with the local government.

Dichloromethane (CAS No. 75-09-2)
FY

Emissions (tons per year)
●

●

0.42

0.43

0.45

0.27

0.08

Toluene (CAS No. 108-88-3)
FY

Emissions (tons per year)

Ethylbenzene (CAS No. 100-41-4)

2015 2016 2017 2018 2019

FY
Emissions (tons per year)
●

0.26

0.09

0.07

0.06

0.09

FY
Emissions (tons per year)

These materials are used for antirust painting of boiler structures and so on.

35

TAKUMA CSR Report 20202015 2016 2017 2018 2019
0.34

0.14

0.96

0.98

1.34

Xylene (CAS No. 1330-20-7)

2015 2016 2017 2018 2019

Taiden Environtech Co., Ltd.
Siam Takuma Co., Ltd.

●PRTR target substance emissions (non-consolidated)●

Takuma Co., Ltd. (Head Ofﬁce, other ofﬁces
including overseas sites and the Harima Factory)

2015 2016 2017 2018 2019
2.22

2.85

1.18

1.12

1.47

The Environment

Total production of waste, etc.

Investment(thousand JPY)

Item

0

2015 2016 2017 2018 2019 (FY)

The total energy usage of the fuel and the electricity
consumed at Takuma during FY2019 rose slightly
compared to FY2018 levels. We will continue to promoteenergy savings from here on out.

(Tons per year)

3,000

1,500

We have disclosed our own environmental accounting systemsince FY2006 when we introduced it based on the“Environmental Accounting Guidelines 2005” issued by the
Ministry of the Environment. As our business activities mainly
involve environmental conservation plants and their equipment,
Takuma Group employees have a signiﬁcant awareness of theneed for environmental conservation, and we have been
implementing approaches toward such issues within the
Takuma Group.

Environmental conservation cost

Investments and expense related to the prevention, reduction, and/or
avoidance of environmental impact, removal of such impact, restoration
following the occurrence of a disaster, and other activities are measured
in monetary value. (“Environmental Accounting Guidelines”)

4,500

0

●

●

Greenhouse gas emissions

90,000

Environmental accounting is the process by which companies
and other entities recognize the cost of environmental
conservation in their business activities as well as the effects of
those activities and measure and communicate them in as
quantitative a manner as possible (either in terms of monetaryamounts or amounts of materials) with the goal of pursuingenvironmental conservation initiatives in an efﬁcient andeffective manner while maintaining a good relationship withsociety so as to facilitate sustainable development.

The Takuma Groupʼs deﬁnition of
eco-efﬁciency

Eco-efﬁciency
Even as total environmental impacts must be reduced, it is necessary
from a business management standpoint to pursue environmental
initiatives that are characterized by a high degree of economic efﬁciency.
We report eco-efﬁciency using an index calculated in accordance with
examples provided by the Ministry of the Environment in its
Environmental Performance Indicators Guidelines for Organizations.
At the Takuma Group, we calculate eco-efﬁciency as the ratio ofconsolidated net sales to greenhouse gas emissions. In FY2019, this value
improved slightly compared to FY2018.

Consolidated net sales (million JPY)
Greenhouse gas emissions (tons-CO2)●

Eco-efﬁciency

40
30

29.12

26.82 28.61

30.66 31.47

20
10
0

2015 2016 2017 2018 2019 (FY)TAKUMA CSR Report 2020

36

SOCIAL ーSocial Initiativesー
Human Rights and Labor Practices

Respect for Human Rights and the Abolition of Discrimination
Our company sets out its respect for basic human rights andprohibition of discriminatory acts in the Takuma Group Ethics
Charter, Takuma Group Code of Conduct, and labor
regulations. In addition, we also support respect for humanrights, without contributing to human rights violations,elimination of forced labor/child labor, and the abolition of
discrimination through participation in the UN Global
Compact. We are also working to promote employment of
disabled and elderly individuals.

●

Takuma Group Code of Conduct (excerpt)【Respect for basic human rights】
9. Prohibition of discriminatory actions
10. Respect for personality, individuality,and privacy of employees
11. Safe work environment●

３．Initiatives that promote diversity

1 Initiatives to increase female participation
In addition to putting in place a workplace environment that provides ﬂexible workstyles and continuous employment, we havecontinued to pursue initiatives that encourage employees to understand Takuma. Our goal is to increase the number of female
employees in management positions and the number of female employees on the main career track (including individuals who havebeen tentatively offered positions) as of March 31, 2021, to 20, which would be double the corresponding number as of March 31, 2016.

Employee data

*As of March 31, 2020

Number of employees【Number of newly hired employees over the last 5 years by gender(Figures in parentheses: number of newly hired graduates for main career track positions)】

875(Including 805 men and 70 women)

Average age

43.2

Average years of service

15.5

Attrition rate

1.6% (past 3 years)

FY2018FY2019Men

26(19)

27(18)

28(19)

34(17)

38(16)

Women

2(1)

２(1)

2(2)

3(2)

3(2)

Total

28(20)

29(19)

30(21)

37(19)

41(18)

Human Rights and Labor Practices

Stress checks
Lifestyle disease checkups (added to regular checkups)● Cancer screening and stomach tests (for interested employees)

Reassessing workﬂows ● Streamlining and improving operations● Utilizing chat tools● Utilizing videoconferencing systems● Automating work using RPA*
*RPA: Robotic process automation●

2 Putting in place an environment that encourages employees to take annual paid leave
Reﬂecting our respect for employeesʼ individuality, we treat simultaneous leave as special leave in line with our employment
rules, which means it does not count against employeesʼ annual paid leave. In addition, weʼve put in place an environment thatencourages mutual understanding and cooperation among employees while making it easy for all employees to take annual
paid leave by having team members announce in advance their plans to take ﬁve days of allotted annual paid leave each year.

【Average number of days of annual paid leave, number of annual public holidays and leave days, and number of special leave days (unit: days)】
FY2015FY2016FY2017FY2018FY2019Average days of annual paid leave taken

7.9

6.5

6.7

8.7

8.9

Annual public holidays and leave days (except annual paid leave)

129

129

128

129

132

Of which, special simultaneous leave days

11

11

12

13

9

２．Initiatives related to work-life balance
We have introduced the following programs to facilitate healthy work-life balance and to help employees make the most of
their skills and abilities while balancing their work with child-raising and nursing-care responsibilities.
Half-day annual paid leave program ● Childcare leave ● Nursing-care leave ● Flex time program
Telework program ● Leave program for husbands whose wives are giving birth

TAKUMA CSR Report 2020

FY2017

４．Employee health initiatives

1 Initiatives related to improving productivity and streamlining operations

37

FY2016

We added the Ofﬁce Support Section to the Human Resources Department to provide work assistance and management fordisabled individuals and to aid in the “outsourcing” of various internal tasks to these workers as a way to boost employment of
disabled individuals. Individuals with disabilities, including serious or mental disabilities, do cleaning and other light work to
assist Takuma employees.

１．Workstyle reform initiatives●

FY2015

2 Initiatives to increased participation by disabled individuals

Employee retention programs●

We have children ages 2, 6, and 10, and we both work. Until now, when one of our kids gets sick, weʼve used thechildcare program for kids recovering from sickness, and when thatʼs not available, weʼve adjusted our schedules or usedannual paid leave or half-day paid leave. The availability of a work-from-home option has been extremely helpful for
our family. (Main career track male employee in his 40s)

Takuma Group Ethics Charter (excerpt)
4. We shall respect fundamental human rights
and never practice discrimination.

Working with Our Employees
Making the most of each and every employeesʼ skills andcreating workplaces where employees can feel engaged andmotivated while working over the long term are top priorities
for Takuma.
We reorganized our Human Resources Department in April
2020 to better address manpower shortages, develop
employeesʼ skills, and realize workstyle reform, work-lifebalance, and diversity. As part of those changes, new Human
Resources Development and Ofﬁce Support sections werecreated to develop workplace environments that value people
so that employees can feel more motivated and better takeadvantage of their skills.

Impressions from an employee who has taken advantage of Takuma's telework program

Health consultations by industrial physicians (once a month)Counseling by clinical psychologists (twice a month)● Interviews and follow-up conversations with employees who are working
unusually long hours

●

●

●

●

Initiatives to help develop employee skills and boost motivation
１．Educational and training programs＜Grade-speciﬁc educational programs＞
Weʼre working to enhance employee ability,
technological skills, and management capability byoffering grade-speciﬁc educational programs, from newhires to management candidates.

Newemployee
training

Technical
presentationby 2-year
employees

Thesisdiscussionby 5-year
employees

Presentation
by 10-year
employees

Midcareer
training

Management
training＜Technical training sessions＞
We hold several technical training sessions a year in order to increase employeesʼ technicalknowledge, including lectures by university professors and outside researchers and presentations by
Takuma engineering employees about their work responsibilities and research themes.
＜Support for skill development＞
We reimburse employees for the cost of acquiring various licenses and offer incentives for earning
professional certiﬁcations.
＜Help for building language skills＞
To improve employeesʼ language skills, we host the TOEIC test twice a year and offer incentives to employees who earn a high score.

TAKUMA CSR Report 2020

38

SOCIAL ーSocial Initiativesー
Human Rights and Labor Practices

Working with Our Employees

Efforts for Occupational Safety and Health２．Career development programs
Supervisors schedule two interviews with each subordinate every year to review progress toward operational
goals and listen to their wishes and advice directly.
● A self-reporting program session is held every three years to facilitate long-term career development.
● A work group transfer program facilitates movement from clerical and labor positions to the main career track.
●

３．In-house commendation system
We hold an award ceremony commemorating the founding of the company every
year on June 10, the date on which Takuma was founded, to recognize employees
who have given exceptional service.
●●●

Takuma Prize: Employees who have helped
improve operations or who have exceptional
achievements in community service
Invention and idea commendations:
Employees who have earned patents or otherintellectual property rights
Safety and Health Award in Construction Division:
Foremen at sites without accidents or damage

●

●

●

Takuma Technical Review Outstanding
Paper Award
Qualiﬁcations acquisition commendations,patent commendations
Length-of-Service Award(Every 5 years of service after 20 years)

We have introduced a number of social welfare programs, including a cafeteria plan and employee shareholder association,
designed to meet a diverse array of employee needs.

Question: Why did you decide to join Takuma?
I felt it would be appealing to work for a business that plays asupporting role in many peopleʼs lives behind the scenes.
● When I participated in an internship at Takuma as a student, I saw
how older colleagues were engaged in their jobs, and I realized Iʼdlike to work here, too.
● I liked the way Takuma gives young people lots of responsibility.
● Iʼm able to put what I learned as a student to use.
●

Question: What do you ﬁnd motivating about your job?
The scale of the facilities we build, for example power plants Iʼve
been involved with that provide enough power for tens of thousandsof peopleʼs homes● An environment that lets you embrace whatever challenges youʼrewilling to set for yourself● Expressions of joy from customers when a plant I helped build starts
operating… theyʼre enough to make me forget all the hard work thatwent into the facility!
● The ability to gain practical experience from a young age●

Question: What are your future goals?
To become an engineer who earns the trust of others, both insideand outside the company● To leave concrete expressions of my own experience and skill thatcan be passed down to younger colleagues● To strive daily to become a manufacturing professional● To consistently present optimal proposals to customers despite●

frequent changes in applicable laws and regulations

work stoppages (of four or more days); for branches, pursuing athorough program of safety and health education, ensuring
adherence to safety inspection guidelines, and implementing thebranch safety patrol plan; and for the Safety and Health
Cooperative Association, strengthening collaboration with partnercompanies. We will work to revitalize safety and health activities
throughout the company by carrying out that role.
Rather than contenting ourselves with the status quo, we will
pursue new safety and health initiatives to foster a strong
awareness of the concept that underlies our safety and healthpolicy -“understanding the need for respecting people and giving
top priority to safety and health”- on the part of everyone whoʼs
involved in our operations.

Safety and health activities and their results

We maintain a system where any construction or
installation work starts only after the safety and healthmanager or other responsible ofﬁcial in each department
conducts a successful safety inspection based on safety andhealth plans for the construction or installation work as
prepared by our primary partner companies.
We strive to ensure a safe work environment at all
construction sites by eliminating potential hazards and risk
factors identiﬁed by those inspections before work begins.

２．Safety patrols and safety lectures
Based on an annual plan, safety patrols are carried out atworksites by the Safety and Health Committee (comprisedof committee members and advisors), Safety Control
Department, and construction division along with safety
lectures in a precisely targeted and efﬁcient manner.
Safety patrols focus on identifying and eliminating risks
as early as possible, while safety lectures are conceived toprevent occupational accidents and raise employeesʼ safety
awareness by offering an opportunity to hand out andexplain materials such as examples of accidents. Bothprograms help ensure safety at worksites in the ﬁeld.

●

FY2019Number of safety inspections
done: 212

A safety inspection meeting●

Human Rights and Labor Practices

Employee feedback (from Takumaʼs website)

TAKUMA CSR Report 2020

Since FY2006, we have introduced TK-COHSMS based on an
occupational safety and health management system for theconstruction industry and worked actively and independently to
improve our safety and health activities. We believe that among
these efforts, the manner in which (1) safety inspections, (2)mandatory safety and health education (education for
construction site representatives), and (3) creation of pre-worksafety procedure checklists known as SSAs have been steadily
adopted by all departments and used to consistently improve thelevel of knowledge about Takumaʼs safety and health isparticularly noteworthy.
We have adopted the following safety and health objectives for
FY2020: for construction sites, eliminating accidents that result in

１．Safety inspection system

Social welfare programs

39

Occupational safety and health initiatives

Number of safety patrols implemented in FY2019

By Safety and Health Committee (members, advisors)：95
By Safety Control Department：236
By construction division：362

Safety patrols

Safety lectures

３．Safety and health education (education for construction site representatives)
We continuously provide specialized safety and healtheducation at branches and worksites to increase the levelsof safety awareness and knowledge of our employees andpartner companies.
As indicated at right, more than 19,000 trainees havepassed the completion exam. We are involved in a variety of
initiatives to put in place mechanisms for preventing
accidents, including by assigning workers with extensive
knowledge in areas such as safety-related laws andordinances to individual construction sites.

●

April 2004 to March 2020

Cumulative number of trainees：35,682
Number of trainees passing the completion exam：19,099

Head Ofﬁce venue

Tokyo Branch venue

TAKUMA CSR Report 202040

Efforts for Occupational Safety and Health
Safety and Health Promotion Meeting
Takuma holds a Safety and Health Promotion Meeting tobring workers with safety- and health-related
responsibilities together to improve and share their safety
and health awareness with the goal of ensuring worker
safety and health and promoting the development of apleasant work environment. During FY2019, we presented
awards to businesses that helped achieve a zero-accident
record at our worksites and hosted a guest lecture entitled,

Message from a partner company“Creating True Safety in the Context of Japanese Honne andTatemae.” In addition, safety and health partner companies
gave presentations on their safety and health policies andgoals, and all participants closed the meeting by chanting
the FY2019 slogan and pledging to continue to work towardthorough safety and health management by utilizing
TK-COHSMS.

Mr. Tetsuyuki Okabayashi
Safety Quality Training
Department General Manager
Executive Ofﬁcer
Asahi Synchrotech Co., Ltd.
Presentation of a zero-accident record award

Pointing and chanting of the slogan
by all participants

Takuma's safety results in recent years(Number of casualties, accident frequency rate, and accident severity rate)

15

3.93

4.0

3.00
Number ofcasualties(persons)

9
2.03

10

12

1.76

5

0.79
0

3.0 Takumaʼs

3

0.87

2016

2017

0.06
2018

Takumaʼs safety results

TOPICS

2.16

5
0.03

2015

1.76

accident
2.0 frequency
rate andseverity rate
1.0

3
0.0

2019 (Year)posing a serious problem that needs to be addressed. We
will work to eliminate occupational accidents through a
uniﬁed and redoubled effort by all involved to halt thistrend while strengthening risk management and enhancing
our safety and health management structures.
Year

Accident
frequency
rate

Accident
severity
rate

2015

0.92

0.21

2016

0.64

0.11

2017

0.81

0.18

2018

1.09

0.30

2019

1.69

0.29

* Accident frequency rate
Indicates the frequency with which
accidents occur as the number offatalities caused by occupational accidents
per 1 million actual working hours.
Number of casualties
Total actual working hours

From the Takuma department responsible for the project

1,000,000* Accident severity rate
Indicates the seriousness of accidents as
the number of work-days lost per 1,000
actual working hours.
Total work-days lost
Total actual working hours

1,000

Reference: Nationwide average accident frequency and severity rates
for the construction industry (general construction)

Jyunichi Hashimoto

President Sakaguchi of SEIKO Co., Ltd.,
honored at Construction Station Ginosya Kensyo (Engineer Awards)

General Manager
Construction Dept. (Tokyo)
Construction Center
Takuma Co., Ltd.

In October 2019, President Michiko Sakaguchi of SEIKO Co., Ltd., a partner company in the Sludge
Incinerator Redevelopment Project at the Takuma-built Tamagawa Joryu Water Reclamation Center,received the Engineering Excellence Award at the 27th CCI Tokyo Construction Station Ginosya
Kensyo (Engineer Awards).
The accolade is conferred by the Tokyo Metropolitan Government in recognition of exceptional
engineers who utilize advanced skills and specialized knowledge, exhibit leadership at construction
stations, and work to improve safety and quality through better communication.
The honor is especially meaningful for construction sites where a variety of partner companies lendassistance on a daily basis. Going forward, Takuma will continue to build plants in close partnershipwith all stakeholders, including partner companies, in order to improve safety and quality.

Human Rights and Labor Practices

Although the total number of worked hours in 2019 roseabout 22% from the previous year, the total number ofoccupational accidents and accidents leading to missed
workdays fell compared to 2018. However, the accident
severity rate signiﬁcantly exceeded the national average,

We do a lot of work for Takuma as a construction management company that focuses
primarily on pipe equipment in plants. Last ﬁscal year, we were proud to work closely with
Takuma on the building of a number of plants, including the CEPO Handa Biomass Power
Plant, the Ako Plant of Nihonkaisui, the Aoki Environmental Enterprise Energy from Waste
Plant, and the Hikarigaoka Incineration Plant.
With regard to safety management, weʼve put in place construction structures based onwhat we learned at site manager training offered by Takuma, and we work to identify
potential hazards when compiling SSAs (safe work procedures that are created bysubcontractors before starting each dayʼs work). We develop construction methods that aredesigned to reduce potential hazards through risk assessment based on a carefulconsideration of how to transport materials at the site and how to set up temporary staging,
before work begins.
Then we strive to perform work safely at the site using those predetermined construction
methods while exercising care with regard to the progress of other companiesʼ work andmixed-company work, all under the umbrella of Takumaʼs safety management.
Additionally, our sales managers and Safety Management Group conduct safety patrols atleast once a month. Those patrols assess conditions at the site, check for problems in terms ofsafety management and construction management, and meet with the employees
responsible for supervising work to take corrective action to address any issues that wereidentiﬁed.
We look forward in the future to improving our employeesʼ construction management skills
with the goal of eliminating accidents by offering supervisor training and to working
alongside Takuma to implement safety management and construction management atworksites.

We turn to Asahi Synchrotech Co., Ltd., to carry out pipe equipment installation work at
numerous construction projects, including Takuma waste incineration facilities and biomass
power plants. In the area of safety and health activities, Asahi Synchrotech is an associatesafety and health partner company, and weʼre deeply grateful for the enormous cooperationand hard work that they bring to our projects.
About seven years ago, I worked as the site manager at the Joso Environmental Center
Third Waste Treatment Facility Construction Project. The site, which uses three pyrolytic
gasiﬁcation melting furnaces to treat waste, was characterized by not only a large number ofpieces of equipment, but also an extensive amount of work associated with pipe equipment
installation. It was an extremely long project, but we were able to complete it without a single
accident. Out of the many construction projects weʼve worked with Asahi Synchrotech on,
there have been only two non-lost-time incidents, and overall the company has an extremely
successful track record.
Safety management is generally considered to consist of risk management, and the risk ofan accident occurring rises as projects involve more time and people, increasing the factors
and opportunities that could trigger an accident. In theory, accidents can be prevented by
identifying these risk factors and eliminating them in advance through safety and healthmanagement at the site. Although itʼs easy to formulate this approach on paper, in fact its
successful implementation requires having everyone involved with the construction,
including all contractors, at a site where conditions change daily carefully examine the siteand develop effective measures accordingly as they painstakingly and methodically utilize
their knowledge to eliminate risk one day at a time.
We look forward to having Asahi Synchrotech continue its basic stance toward safety andhealth management in the future as the company cooperates with Takuma on safety
management so that we can achieve our goal of eliminating accidents in all projects.

Ms. Michiko Sakaguchi (center)

41

TAKUMA CSR Report 2020

TAKUMA CSR Report 2020

42

SOCIAL ーSocial Initiativesー
Consumer Issues

Initiatives for Product Quality
The amount of attention paid by consumers (stakeholders)to quality in a wide range of ﬁelds, including manufacturing
and services, has been growing in recent years. This section
introduces Takuma initiatives that are designed to provide
safe, conﬁdence-inspiring products and plants.
Takumaʼs Head Ofﬁce, branch companies, and otherbusiness ofﬁces have earned certiﬁcation under the ISO 9001
international standard on quality management systems, andthe Harima Factory has earned certiﬁcation under the ISO
9001 and ISO 14001 international standards on quality
management systems and environmental management
systems, respectively. Operations comply with the latest

version of both standards (the 2015 versions).
In addition to working to improve the quality of our
products in accordance with our Quality Policy and quality
management system, we are pursuing activities thatemphasize customer satisfaction.
In order to produce products and plants that customers truly
appreciate, it is necessary not only to boost the quality of the
product itself, but also to improve the operations and quality
as well as each individualʼs ability to create a good plant ineach process from planning up to delivery (sales, planning,
design, procurement, manufacture, construction, andmanagement).

Quality Policy
Takuma Co., Ltd., has adopted the following Quality Policy in order to provide satisfying products that meet customer
expectations and earn a high level of trust while continuously improving the effectiveness of its quality management system.

Quality Policy“Manufacturing products that result in customer satisfaction”
Based on that Quality Policy and the three priority items described below, Takuma is working to improve the quality of its
products and services through a variety of initiatives that address every process, including in sales, planning, design,
procurement, manufacture, construction, and management.

Customer satisfaction survey

Customer satisfaction survey process

Decide where to conduct the questionnaire survey
Takuma has conducted an annual customer satisfaction survey since
FY2007 to solicit the views of customers concerning products we havedelivered as well as the Takuma employees they worked with. We use that
Conduct the questionnaire survey
information to improve quality and service.
First, we administer questionnaires targeting customers who hadconstruction work done by asking them to assess the overall experience after
Investigate the questionnaire results
the work is completed, including the nature of the work performed, suitability
Analyze problem factors and investigate
recurrence prevention countermeasuresof delivered equipment, and the level of service provided by Takuma staff.
(if results are lower than our standard)
Next, the QM Committee calculates a score based on the survey results asAnalyze praiseworthy factors
well as a report from the responsible department. The committee then(particularly for praiseworthy aspects)
analyzes the resulting data.
If there are any issues, for example if the score fails to meet our standards
or if there are individual areas where the customer was dissatisﬁed, the QM
Apply recurrence prevention measures andCommittee analyzes the cause of the problems based on interviews with thepraiseworthy factors across the organization
department in question and considers preventive measures. We also evaluate
aspects of our products and services that receive especially high praise from
customers and work to further enhance customer satisfaction by combining
Follow up with recurrence prevention measures
problem areas and praiseworthy areas and applying them horizontally acrossFollow up on results
involved departments at the company.
For customers targeted for problem analysis and consideration of
preventive measures based on the survey results, we also conduct a follow-up
survey to discern whether those measures were reliably implemented and whether their level of satisfaction has indeed improved.
With scores averaging higher than 80 points for each of the last 10 years, the questionnaire demonstrates the effectiveness of
our initiatives.
In this way, we work to improve product and plant quality so that all customers are satisﬁed.
(Points)

Number of surveys

Average score

Permits and registrations(Surveys)

100

40
●

90

Creating value to earn customer satisfaction (ascertaining customer needs and making improvements based on past experience)● Carrying out risk management (addressing changes in the business environment and human error)● Implementing human resources management (implementing human resources development and ensuring skills are passed down to younger employees)

85.5 85.9 85.8

Organizational initiatives for improving quality

As an organizational initiative thatʼs designed to boost productquality, we have each department establish quality targets at the
beginning of the year and then provide regular reports (twice ayear) on progress towards achieving those goals at QM Committee
meetings (quality management reviews).
As part of the transition to ISO 9001:2015, weʼre working tofurther improve quality by identifying an effort to clarify andaddress risks and opportunities as a key quality goal andevaluating the effectiveness of that effort.
●

Internal quality audits

In addition to increasing the precision of operations bystandardizing operating procedures in each departmentʼs
processes, we are improving operations as necessary by carryingout an internal quality audit of each department to verify thestatus of quality management system operation.
Internal quality audits are carried out regularly by employees
who have been certiﬁed as internal auditors after completinginternal quality auditor training seminars offered by instructors
from an outside organization. At the training seminars, employees
master content ranging from basic knowledge about ISO 9001 to
speciﬁc methods for conducting internal audits.

43

TAKUMA CSR Report 2020

Improving the employeesʼ individual operational skills

To improve employeesʼ individual operational skills, wehave created an operational skill achievement checklist that
identiﬁes the skills required by personnel in each process
for use in regular assessments, and we are reviewing thetargets we have chosen.
●

Quality control and process reviews

Quality control is an important measure that allows us toprovide exceptional products and plants.
We take action (improvement measures) as outlined by amanual (standard) in the event a non-conforming productis discovered, but even if an issue doesnʼt lead to a
non-conforming product, we conduct a review as apreventive measure if there are processes that could havecaused the issue.
Furthermore, we actively offer training to new business
partners and retraining (instruction) for existing business
partners to prevent defects in the products we purchase.

30

80

70

●

85.6 86.3 86.1
36

25

●

86.8

82.3

●

Speciﬁc initiatives for improving quality

87.7 88.2

16

60

18

27

27

27

●

28

20

23
19

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

(FY)

10

Consumer Issues

Priority items

Head Ofﬁce, branch ofﬁces and other business ofﬁces

Construction license (Minister of Land, Infrastructure, Transport andTourism license, Special 27-6129, Special 29-6129)
Construction consultant registration (Minister of Land, Infrastructure,
Transport and Tourism registration, Construction 01-10202)
First-class architect ofﬁce registration (01A02903)
ISO 9001 quality management system certiﬁcation

Harima Factory

ISO 9001 quality management system certiﬁcation
ISO 14001 environmental management systems certiﬁcation
Manufacture of thermal equipment for power generation (Ministry of
Economy, Trade and Industry)
Permission to manufacture boilers and pressure vessels, permission to
manufacture cranes (Ministry of Health, Labour and Welfare)
Manufacture of speciﬁc high-pressure gas facilities (Ministry of Economy,
Trade and Industry)

Questionnaire average score (out of 100 possible points)

ISO 9001

Message

JQA-1952
ISO 9001 certiﬁcation
Head Ofﬁce, Osaka Ofﬁce, Tokyo Branch,
Chubu Branch, Kyushu Branch, Hokkaido
Branch and Harima Factory

JQA-EM0313

14001 certiﬁcation
ISO 14001 ISO
Harima Factory

Mitsuo Ishiguro
Section 2, Quality Control Dept.
Construction Center
Takuma Co., Ltd.

Takumaʼs quality control team works to supply customers with safe, secure plants by means of reliable
product testing and a rugged commissioning process.
Commissioning marks the ﬁrst time a newly built plant will operate, so we strive to check safety andoperate the facility with care as we adjust combustion and operation and verify that the plant provides theperformance and operational characteristics required by the customer.
To ensure that the customer will be able to enjoy the beneﬁts of plant operation with peace of mind
over the long term once it has been transferred, we solicit feedback from the customer, compile operating
documentation that uses photographs and explanatory ﬁgures to ensure content is easily understood,
provide an explanation to the customer, and then operate, or provide guidance on, the plant.
We carry out commissioning work at sites day in and day out with the goal of supplying customers withplants that satisfy them.

TAKUMA CSR Report 2020

44

SOCIAL ーSocial Initiativesー

SOCIAL ーSocial Initiativesー

Participation in the Community

Contribution to Society

Reﬂecting their dedication to providing safe, reliable facilities that inspire peace of mind on the part of local residents,
Takuma and its group companies work actively to disclose information in an appropriate manner, keep the areas around plants
clean, participate in regional activities, and engage in exchanges with local residents.
This section introduces some of those efforts.

Anan High Trust Co., Ltd.
At Ecopark-Anan, which we operate on a contract basis, we use the adjacentenvironmental learning facility to hold hands-on classes for parents and children andhandicraft events on a regular basis.
More than 200 people attended a Summer Vacation Eco Event in July 2019, where
they took tours of the plant, made drink coasters, and enjoyed other events.

Kurume High Trust Co., Ltd.

Participation in the "Osaka Marathon ʻCleanupʼ Campaign"

Blood donation campaign

Children viewing artiﬁcial ﬁreﬂy habitats

Suwako High Trust Co., Ltd.

Takuma serves on the Board of Trustees of the Japan Association for the World Food
Programme, the ofﬁcial supporting partner of the World Food Programme in Japan. Each year,
we provide information about fundraising activities during a campaign that lasts from June
through August, including by displaying WFP posters at the entrances to company buildings andin cafeterias and run articles in our company newsletter. The campaign serves both to increase
employee interest in the worldʼs food problems and to collect donations to address them.

Contributions to NPOs

Suwa Lakeside Clean Center (familiarly known as “eco Poppo”), which we operate
on a contract basis, held eco Poppo Fellowship Festivals in July and November 2019 tocommunicate to area residents the role and importance of the facility along withinformation about the status of waste treatment and other aspects of its operation. The
events were held in concert with the Neighborhood of the Lake Administrative Affairs
Association.
The festivals were a success, drawing numerous visitors who enjoyed reports on
facility operations, a prize drawing, fair stalls, and a chance to take a commemorative
photograph with the facilityʼs mascot.

Iwate-Kenpoku Clean Co., Ltd.
In FY2018, Iwate-Kenpoku Clean entered into an “Agreement on Providing a Shelter andWide-area Temporary-stay Facility” with the Village of Kunohe, where the company islocated. Under the agreement, the company gives something back to the community byproviding facilities it owns for use as shelters in the event of a natural disaster or otheremergency.
The facility also participates in an annual fall festival̶the Kunohe Industry, Art, andCulture Festival̶that combines local industry, art, and culture. During FY2019, the event
attracted local residents of all ages, who enjoyed a variety of activities, including quizzes onenvironmental topics, “ﬁshing” for candy, and building models of an incinerator.

Takuma supports blood donation activities through the Japanese Red Cross Society.
During FY2019, we held a blood drive at the Harima Factory. Many employees
participated on an ongoing basis, and some even received an award commemorating their
10th donation. We plan to continue this activity in the future.

WFP fundraising activities

Experiencing waterway management(catching spirogyra)

Purchasing UNICEF Christmas cards
Takuma purchases UNICEF Christmas cards. A portion of the proceeds is used to fund UNICEF in their work to help children
around the world.

Donating unused calendars
Each year, Takuma donates unused calendars to a non-proﬁt organization. The proceeds from selling the calendars at acharity calendar market sponsored by the NPO Nippon Volunteer Network Active in Disasters are used to provide aid forvictims of natural disasters and other crises. We also donate calendars to the NPO Community Support Center Kobeʼs Gift on
Heart Calendar project for delivery to local residentsʼ associations and other groups, elderly residents, and individuals withdisabilities.

Publications
Quiz on environmental topics

Incinerator model

TAKUMA CSR Report 2020

The Takuma Group orchestrates coordinated clean-up activities in the areas around its
worksites each year as a way for volunteers to beautify the environment and contribute tosociety. During FY2019, a total of 570 employees participated in two such activities. The
activities provided an opportunity for employees to think afresh about waste-related
issues and their connection to the community. Going forward, the Takuma Group willcontinue this initiative.

Participation in the Community / Contribution to Society

Kurume Municipal Environmental Interchange Plaza at Miyanojin Clean Center, which
we operate on a contract basis, features the Miyanojin “Manabino” Biotope, a study facility
designed around the theme of a natural environment that allows the appealing spaces of
Kurume to be passed down to the next generation.
The biotope provides an environment inhabited by a variety of living organisms that live
and reproduce in the watershedʼs rivers and waterways and in the surrounding region.
During FY2019, the facility held a learning event about artiﬁcial methods for keeping
insects entitled “Mission: Keeping Fireﬂies!” in May with the goal of enabling ﬁreﬂies ofthe species Luciola cruciata to live at the biotope.
Many parents brought their children to the event, where they enjoyed a talk by an expert
about methods for keeping ﬁreﬂies, viewed artiﬁcial ﬁreﬂy habitats, and experienced
waterway management at the biotope (by catching spirogyra).

45

Takuma Group coordinated cleanup activities

In November 2019, volunteers from Operation & Maintenance Services Department 2
participated in the “Osaka Marathon ʻCleanupʼ Campaign,” a cleanup activity that is held
every year as part of the Osaka Marathon. The activity brought together organizational,
group, and individual volunteers to beautify public spaces throughout the city.

Children making drink coasters

Report on facility operations

This page introduces some examples of Takumaʼs community service activities.

Publication of the Takuma Technical Review
We publish the Takuma Technical Review twice a year to introduce technologies that Takuma
has developed.
During FY2019, topics included explaining transitions in NOx reduction technology for waste
incineration, reporting on the operation of plant equipment, reporting on overseas tours, andintroducing new products. Abstracts are available on Takumaʼs website.
[Takuma top page > Technical Information > Technical Review]https://www.takuma.co.jp/english/gijutu/gihou.html
TAKUMA CSR Report 2020

46

G OVERNANCE ーGovernance InitiativesーInternal Control

Corporate GovernanceCorporate Governance●

Basic policy on corporate governanceIn order to safeguard and steadily increase Takumaʼs
corporate value over the long term, it is essential not only
to ensure the development of the companyʼs businesses,
but also to clearly deﬁne governance in corporate
operations-that is, to ensure that shareholdersʼ oversight ofoperations is carried out appropriately and that ofﬁcers●

Board of Directors●

As of June 25, 2020, the Board of Directors was comprised of six
directors (excluding directors who are members of the Audit &Supervisory Committee) and ﬁve directors (of whom four wereoutside directors). The Board of Directors meets regularly once amonth as a rule and whenever else it is necessary to make decisions
about important issues related to business management and issues
established by law and ordinances, as well as to oversee theexecution of the directorsʼ duties.

●

Directors

Including the following
outside directors:

11 (10 men and 1 woman)

4 (3 men and 1 woman)

Executive Ofﬁcers

Reporting

Auditing of accounts

ReportingAccounting
Auditors

Reporting

Cooperation
Assistance

Reporting andGeneralstatement of views
Meetingof
Shareholders Appointment

Audit &
Supervisory
Committeeʼs
Ofﬁce

Audit &
Supervisory
Committee

Cooperation

Nominating &Committee

Appointment
and removal●

Audit & Supervisory Committeeʼs Ofﬁce

Takuma has established an Audit & Supervisory CommitteeʼsOfﬁce to help carry out the committeeʼs work.
●

Nominating & Compensation Advisory Committee

To augment the above structures, we have established a
Nominating & Compensation Advisory Committee comprised ofindependent ofﬁcers, representative directors, and the ofﬁcer incharge of human resources. The purpose of the committee, amajority of whose membership consists of independent outside
directors, is to increase transparency and objectivity in theselection of candidates for director and executive ofﬁcer positions
and in the determination of the compensation and other terms so
as to enhance the oversight function of the Board of Directors.

Variouscommittees

Reporting

Auditing andCompensation
supervision
Advisory
Recommendations

Board ofDirectors

An Audit & Supervisory Committee that consists of ﬁve members,of whom four are outside directors, is responsible for accounting andoperational audits. Members of the committee attend important
meetings, including those of the Board of Directors and theCommittee of Executive Ofﬁcers, and they strive to understand andobserve the status of business execution in a timely and appropriatemanner. Drawing on their professional background and experience,
they express their opinions as necessary from an objective
perspective, and they conduct strict auditing of the businessexecution performed by the directors. To facilitate the effectivenessof audits carried out by the Audit & Supervisory Committee, therepresentative director holds regular meetings with committee
members to ensure good communication.

Consultations

Discussion
and reporting

Selection, dismissal, and supervision

TAKUMA CSR Report 2020●

Basic approach●

Led by the department in charge of compliance and CSR
promotion (CSR Department), Takuma aims at encouraging
proper activities through the Compliance & CSR Promotion
Organization which was installed for the purpose of
enabling compliance and CSR to concretely permeate
company-wide through an in-house organization.
This organization is composed of a chairman (theExecutive Manager of the Compliance & CSR Promotion
Division), a secretariat (positioned in the CSR Department),
and an executing organization in each division, center, anddepartment. As the person in charge of promoting
compliance and CSR in his or her division, each division orcenter manager is appointed as a Compliance and CSR
Promotion Administrator. As persons who implementawareness and education in compliance and CSR in theirrespective departments, department managers areappointed as Compliance and CSR Promoters. The
meetings conducted within this mechanism include regularmeetings and departmental meetings.

Compliance& CSR
Promotion
Division

Reporting

ReportingPresident

Observing and guidanceCommittee
of Executive Discussion of and reportingon important matters
Representative Ofﬁcers(Deliberation
Directorof importantIssuance of instructions andmatters)

communication of information

Regular meetings are held once a year. The person in charge ofpromotion receives reports on the status of compliance and CSR
promotion company-wide, as well as on the status of theimplementation of compliance and CSR promotion education for the
past year, etc., and participants deliberate on a promotion plan for thecurrent ﬁscal year.
●

Departmental meetings

Promotion members convene departmental meetings once a quarter,with educational training aiming at the permeation of compliance andCSR in each department. After departmental meetings, promotion
members implement compliance and CSR promotion education in theirrespective departments using training materials or in-house
educational materials and report the results to the Secretariat.
●

Takuma Group Coordinating Committee forCompliance & CSR Promotion

We are pursuing awareness-raising and educational activities
targeting group companies through our Takuma Group Coordinating
Committee for Compliance & CSR Promotion to ensure thoroughcompliance and risk management throughout the Group. During
FY2019, we invited representatives of group companies to participate
in two meetings of the committee.

Committee of Executive Ofﬁcers

Compliance & CSR Promotion Organization

Internal auditing

Internal Audit
Department

Regular meetings

Board of Directors

ReportingInternal auditing

Divisionsandcenters

Chairman (Executive Manager of the Compliance & CSR Promotion Division)
Secretariat (CSR Department)
Divisions and centers
Department

Execution of
Executive responsibilities

Ofﬁcers

Takuma Group
Coordinating Committee forCompliance & CSR Promotion

Compliance & CSR Promotion Administrator (division or center manager)

Compliance & CSR Promoters (department manager)
Enlightenment/education
Staff members

Appointment
and removal

Corporate governance structure

47

Compliance & CSR Promotion Structure

Education, instructions, and reporting

Auditing

and removal

Reporting

Audit & Supervisory Committee

emergency headquarters are established with the company
president as the director in charge of risk management, andan organization is put in place in order to minimize andprevent further damage through prompt action.
Internal control, constructed and evaluated in order toreport on and prevent misstatements in our ﬁnancial
reporting, is based on the Financial Instruments andExchange Act. This internal control on ﬁnancial reportingfor the Group has resulted in reports that indicate thissystem has been effective.
In this way, we will continue to work in the future toensure thorough compliance while carrying out businessproperly and efﬁciently while also deepening risk
management.

Corporate GovernanceIn order to accelerate management decision-making and clarify
where management responsibilities are placed, we have adopted
an executive ofﬁcer system in which we appoint executive ofﬁcers
who are entrusted with the responsibility of executing ourbusiness activities. As of June 25, 2020, there were 16 executiveofﬁcers (including those who also serve as directors). Moreover,
we have also established a Committee of Executive Ofﬁcers, which
is chaired by the president/chief executive ofﬁcer, as anorganization that deliberates matters that are brought up at
meetings of the Board of Directors and other important issues
related to the execution of our business activities. This committee
communicates and provides direction about items decided by the
Board of Directors and other important items related to the
execution of our business activities appropriately to the divisions
that are to execute them.

Appointment
and removal

carry out their operational responsibilities by means of aprocess that is clear, rational, efﬁcient, and legallycompliant. For that reason, we believe that understanding
the Corporate Governance Code and putting it into practicein an autonomous and systematic manner are top-priority
management issues.

Takuma has adopted a Basic Policy for Establishment ofan Internal Control System (the full text is available on our
website) in accordance with the Companies Act. We
continue to review and improve this policy in response tochanging circumstances.
Working towards thorough compliance, Takuma built acompliance promotion organization in FY2006 in order tocontinuously implement enlightenment and educational
activities that make corporate ethics, related laws andordinances, and internal rules fully understood. To control
the danger of loss, we have also prepared a “RiskManagement Code” that determines the person in charge ofeach risk, and we set up our risk management organizationaccording to that Code. When the unexpected occurs,(As of June 25, 2020)

Compliance & CSR promotion structure

TAKUMA CSR Report 2020

48

Corporate GovernanceBusiness Continuity Plan (BCP)
Takuma has formulated a “Business Continuity Plan” based on the following policies to ensure proper and appropriate
continuity of business operations in the event of a large-scale disaster, pandemic, or other emergency:

Risk Management Structure
Takuma follows a “Risk Management Policy” thatconnects company-wide risks and separately classiﬁes theminto project risks related to our core business, i.e., plant
construction; DBO project risks and DBO project operation,
maintenance and management risks related to our DBO
business; and potential risks, actualized risks, and ﬁnancial

reporting risks related to other corporate business activities.
Group companies also work to develop and strengthen
approaches to risk management through the Takuma Group
Coordinating Committee for Compliance and CSR
Promotion.

１．In addition to implementing disaster-related measures to secure the safety of corporate ofﬁcers and employees,
maintain structures so as to enable continuity of business operations while minimizing damage in an emergency.
２．Strive to respond to customer needs and recover from damage quickly by working closely with suppliers and partnercompanies to continue business operations.
３．Earn the trust of numerous stakeholders, including employees, their families, shareholders, and nearby residents, andfulﬁll social needs by continuing business operations.

【Disaster rule system diagram】

Risk Management Policy

Risk Management Policy
Risk Management Code［Basic purpose of risk management］

Crisis Management CodeRisk refers to all phenomena that interfere with the Groupʼs ability to achieve its business objectives or cause losses
or harm to the interests of stakeholders.
The Takuma Group practices risk management with the goal of increasing its corporate value by working tomaximize returns while minimizing the negative impacts of risk.

Overseas Risk Management CodeDisaster Prevention Management CodeFire Prevention Plan

Earthquake Countermeasure Manual［Risk management action guidelines］

Storm and Flood Damage Countermeasure Manual

１．The president and CEO is responsible for risk management at Takuma.

Novel Inﬂuenza Countermeasure Manual

２．All ofﬁcers and employees participate in risk management activities.

Safety Conﬁrmation System Administration Rules

３．Risk management activities are carried out in accordance with applicable guidelines such as the Risk
Management Rules.
４．Risk management activities are carried out in line with the Medium-Term Management Plan and annual plan,
and we work to make improvements on an ongoing basis.
５．When risk manifests itself, we respond by taking responsible action quickly to minimize any damage andcreating provisional organizational entities as necessary.
６．Group companies carry out risk management activities in accordance with their own policies and plans, withsupport from Takuma.

Reporting

Request for decision/
reportingPresident
Committee of
Executive Ofﬁcers

Project risk
DBO Project risk
DBO Project operation, maintenanceand management risk

Request for decision/
reporting

Evaluation

Report oninternal control
evaluation
concerning
ﬁnancial
reporting

Risk Management Code, Crisis Management Code
Project Risk Management CodeDBO Project Risk Management CodeRisk Management Code for DBO Project Operation,
Maintenance and Management

Reporting

Reporting

Risk Management Department

Internal Audit
Department

Planning/
reportingPotential risk

Eachdivision

Evaluation

Evaluation
Takuma Group
Coordinating Committee forCompliance & CSR Promotion(including risk matters)

Risk management structure

TAKUMA CSR Report 2020

Actualized riskGroupcompanies

Risks
concerning
corporate
activities

Financialreportingrisks

BCP activation
Business continuity plan (BCP)

Disaster prevention exercises
On November 19, group and partner companies joined head ofﬁce personnel inparticipating in disaster prevention exercises, which included drills to test readiness fora Nankai Trough earthquake and tsunami, ﬁreﬁghting practice, and an evacuation. The
head ofﬁce is equipped to serve as a temporary shelter in the event of a tsunami orother emergency, and the exercises included practice for providing evacuation guidance
to residents. On October 9, Takumaʼs company ﬁre brigade competed in the indoor ﬁrehydrant category of a ﬁreﬁghting technique competition organized by the Amagasaki
City Bouka Kyokai (Fire Protection Association) to maintain and improve ﬁreﬁghting
skills. The event offered the brigade an opportunity to improve its ability to respond in
the event of a ﬁre. We also held two safety conﬁrmation exercises using a systemdeveloped speciﬁcally for that purpose.
With regard to the maintenance and restoration of information systems, which is the
top priority of the Companyʼs business continuity plan (BCP), we carried out exercises
envisioning an earthquake and subsequent power outage.
These exercises and related activities served to verify that participants understand theapplicable rules and procedures and that they have the necessary knowledge and skills.
We will apply the results to future educational exercises and countermeasures as wework to improve our ability to respond in the event of a crisis.

IR Activities
In keeping with the “Takuma Group Code of Conduct,” weprovide our shareholders and investors with accurate
corporate information in a timely and fair manner. As a partof this, we provide notiﬁcations on the convening ofGeneral Meetings of Shareholders, balance sheet
information, timely disclosure information, marketablesecurities reports, shareholders reports, annual reports in
English and other business information, all on our website.
【Takuma website > IR information】
https://www.takuma.co.jp/english/investor/index.html

Individuals, others:
7,540,000 shares
9.1％

A disaster prevention exercise

Corporate Governance

Board ofDirectors

49* Based on Fire Service Act
enforcement regulations

A response exercise

Treasury stock:1,857,000 shares
2.2％

Corporations in Japan:
15,632,000 shares
18.8％

Foreign individuals:
21,636,000 shares
26.1％

Financial institutions
and stock brokerages:
36,332,000 shares
43.8％

Distribution by shareholder type (as of March 31, 2020)

TAKUMA CSR Report 202050

Corporate Governance
Executive Proﬁles: Directors

Messages from New Outside Directors
Yoshiaki Ito

Outside Director(Audit & Supervisory Committee Member)

I am truly honored to have been chosen to serve as an outside director (Audit &Supervisory Committee Member) at Takuma. Over some 30 years as a certiﬁed public
accountant, I was involved with corporate accounting audits at a major auditor. I was
responsible for audits of companies in an array of industries, including manufacturers,
real-estate companies, and service businesses. At the same time, I also gained experience
providing operational support for companies preparing for their IPO. I look forward to
taking advantage of the auditing and corporate support experience I have gained to date inorder to help Takuma further increase its corporate value.
Takuma has consistently traveled the path of a pioneer in the boiler industry since its
founding, and more recently it has advanced into the environmental protection ﬁeld whileaccommodating changes in society.
In 2015, the Corporate Governance Code was drawn up to offer publicly listedcompanies a blueprint for initiatives for securing sustained growth. If you examine
Takumaʼs ﬁnancial statements and related materials, you will be left with the impressionthat the companyʼs corporate governance initiatives are extremely robust in terms of theirstructures and mechanisms compared to those of other companies. You can infer thatthese structures are being implemented at a high level of sophistication. As an outside
director, I am committed to helping maintain a high level of governance, which is the mostimportant priority of management, by fulﬁlling my positionʼs oversight function withregard to operational execution from the objective perspective of stakeholders, particularly
shareholders, after I develop a sufﬁciently deep understanding of the Companyʼsoperations.

Tetsuya Kaneko

Outside Director(Audit & Supervisory Committee Member)

7

8

2

10

11

6

9

1

4
2

3

5
3

4
5
6

51

TAKUMA CSR Report 2020

Representative Director
President and Chief
Executive Ofﬁcer

Takaaki Kato

Director
Chairman Executive Ofﬁcer

Kengo Numata

Director
Executive Vice President

Tsuyohito Nishiyama
Director
Senior Managing
Executive Ofﬁcer

Hideki Takeguchi
Director
Senior Managing
Executive Ofﬁcer

Koji Tanaka
Director
Executive Ofﬁcer

Yasushi Enomoto

7

Director(Audit & Supervisory
Committee Member)

8

Outside Director(Audit & Supervisory
Committee Member)

9

Outside Director(Audit & Supervisory
Committee Member)

Osamu Iwahashi

Tomomi Fujita

Yoshiaki Ito

Director
10 Outside(Audit & Supervisory

Committee Member)

11

Tetsuya Kaneko

Outside Director(Audit & Supervisory
Committee Member)

Corporate Governance1

Hiroaki Nanjo

During some 30 years as a banker, I gained experience in a number of areas, including
domestic and international facility operations and oversight, international monetary
exchange, human resources, and consulting on companies looking to enter overseas
markets. After that, I began working for a trading company, where I played a managementrole for eight years as the executive in charge of a department that provided general
support in areas such as reviews, legal affairs, distribution, insurance, and IT planning.
Today, I serve as the president of a real-estate holding company.
I look forward to taking advantage of the knowledge I gained during my years as abanker and trading company executive to contribute to the growth of Takuma as a leading
company in the environmental and energy ﬁelds.
Shibusawa Eiichi, whose face is slated to appear on the new ¥10,000 note, started many
companies during the Meiji and Taisho periods, and he also wrote Analects of Confucius andthe Abacus more than 100 years ago to explain the need for both ethics and proﬁt. The

spirit of that philosophy lives on in the Sustainable Development Goals (SDGs) that theinternational community is pursuing today, and I believe it will only become more
important̶essential, even̶as Takuma looks to help achieve the SDGs through its
technological capabilities and expertise. It is my fervent hope that Takuma will move totake those capabilities to a new level so that it can meet these rising expectations.
I am truly honored to have been chosen to serve as an outside director (Audit &Supervisory Committee Member) of a company that has developed businesses in responseto the needs of its times and in doing so has led its industry. I look forward to taking
advantage of the broad knowledge Iʼve gained in Japan and overseas to date to live up to
the expectations of my role once I have developed a sufﬁciently good understanding of thecompanyʼs businesses.

TAKUMA CSR Report 2020

52

G OVERNANCE ーGovernance Initiativesー
Corporate GovernanceFair Business Practices

Executives' Proﬁles: Executive Ofﬁcers

Compliance Measures●

Takashi Manabe

Ryoji Tani

Norito Uchiyama

Mitsuaki Adachi

Managing Executive
OfﬁcerManaging Executive
OfﬁcerManaging Executive
OfﬁcerInitiatives to ensure compliance with
the Antimonopoly Act

Towards ensuring permanent compliance with the
Antimonopoly Act, Takuma enacted “Regulations
Concerning Management of the Pledge of Antimonopoly
Act Compliance,” which provides for the submission of awritten oath in regard to observing the Antimonopoly Act.
“Rules on Controlling Contact with Competitorsʼ Sales
Departments, etc.,” deﬁnes the procedure for an employee
when interacting with the sales department, etc., of acompetitor and speciﬁes that an application should bemade to and an approval should be obtained from the
afﬁliated division or center manager in advance to ensure
fair business contact.

●

Holding training sessions about the Antimonopoly Act

We hold regular training sessions about the
Antimonopoly Act to deepen participantsʼ understanding of
the act and to ascertain the latest information about it.
●

Introducing a Legislation Information Service

In order to allow its employees to gain a continuous
grasp of the latest changes to laws and ordinances, Takuma
introduced a Legislation Information Service. In thissystem, legislation alerts highlighting revisions to, andabolition of, laws and ordinances are sent by e-mail inadvance to employees, who can also review detailed
information about the corresponding law or ordinance on
the systemʼs website as needed.
In addition to current laws and ordinances, the systemlets users search for legal precedents and public comments
to facilitate an even greater understanding of relevant laws
and ordinances.

Managing Executive
OfﬁcerInternal Reporting System

Akira Taguchi
Managing Executive
Ofﬁcer

Hidetoshi Tomita
Executive Ofﬁcer

because he or she ﬁled a report.
Furthermore, in order for this system to be correctly
understood and utilized, we distribute a card to all
employees with information on the reporting hotlines andregularly publicize the system. Although awareness of thissystem exceeded 90% according to the results of the
FY2019 CSR awareness survey, some respondents indicatedthat they were unaware of the system or uninterested inutilizing it, suggesting that issues remain for the reporting
system.

Corporate Governance / Fair Business Practices

Takuma has been operating an internal reporting systemsince FY2006, with the aim of promoting compliancemanagement by uncovering illegal or unfair acts as early as
possible and undertaking corrective measures.
Reporting hotlines are set up at our Compliance & CSR
Promotion Division and at an outside law ofﬁce, as well as a
dedicated outside report hotline for anonymous e-mailreporting. Our “Internal Reporting Code” and the Takuma
Group Code of Conduct further declare that no informant
shall be subjected to disadvantageous treatment simply

Internal reporting system

Persons seeking consultation or making reports
Response

Norio Maeda
Executive Ofﬁcer

Kunio Hamada
Executive Ofﬁcer

Consultation
or report

Outside reporting hotline(Including via anonymous
e-mail if so desired)

Law ofﬁce

Employees who become aware of a legal
violation, improper conduct, or other issue thatwould be problematic from a compliancestandpoint must work to help rectify the
problem and prevent future recurrences byreporting it to the Companyʼs hotline, regardlessof their own involvement.
Employees reporting information to the
hotline will not be subjected to disadvantageous
treatment simply because they ﬁled a report.
*Please see the “Internal Reporting Code.”

Hotlines (help lines)
Internal reporting hotline Compliance & CSR Promotion
Division CSR Department

Compliance & CSR Promotion Division(Investigation and response)Internal reporting process

Keiji Nakamura
Executive Ofﬁcer

53

TAKUMA CSR Report 2020

Hiroshi Oishi

・・・＠・・・
Outside reporting hotline Law ofﬁce
・・・＠・・・
Outside reporting hotline Specialized company
・・・＠・・・

Compliance Card

Executive Ofﬁcer

TAKUMA CSR Report 2020

54

Fair Business Practices●

Internal CSR lecture for executives

Date: December 25, 2019
Lecture topic: Understanding and Using the Antimonopoly Act in the Future

Compliance & CSR Promotion Education
Takuma offers compliance and CSR promotion education
through the Compliance & CSR Promotion Organization(see page 48), which was established in order to spreadawareness of compliance and CSR issues among employees.
During FY2019, we implemented education focusing on
compliance and CSR promotion in four separate stages (seebelow) in keeping with our policy of pursuing a sustained
and thorough program of spreading and improving

compliance and CSR awareness and risk management. Thiseffort, through which we sought to live up to societyʼs
requirements and expectations, while taking into accountinternal circumstances and the characteristics of groupcompanies, was based on the Compliance & CSR Promotion
Divisionʼs medium-term policy of continuing to practicecompliance-focused management in accordance with the12th Medium-Term Management Plan.

●

1st term : Insider trading●

2nd term : Training on compliance with Japanʼs Antimonopoly Act●

3rd term : Overview of security export controls
Takumaʼs CSR comprehension test●

4th term : Preventing power harassment
Forward-looking CSR activities, CSR issues and an action
program

Lecturer:Mr. Kentaro Hirayama
Attorney at Law and Representative of Hirayama Law Ofﬁces
Associate Professor (Economic Law), Kyushu University Faculty of Law

CSR Awareness Survey
We have been conducting a CSR Awareness Survey since
FY2008 in order to quantitatively assess the level ofcompliance and CSR awareness along with the effectivenessof related promotional and educational efforts. The resultsof this survey are used when summarizing the activities ofeach ﬁscal year and in formulating the upcoming yearʼsaction plan, as well as in future compliance and CSR
promotion activities. The survey was expanded to include
group companies in FY2013.
We actively use survey results in our activities, forexample by offering additional education in areas thatreceived lower scores than in the previous survey. FY2019,
responses indicated that 975 (of 993) employees are
conducting themselves in accordance with standards suchas the companyʼs Management Principles and the Takuma
Group Code of Conduct, indicating that awareness of theimportance of compliance and CSR have spread widely
among employees.
We will continue to offer this survey and use its results toimprove compliance and CSR promotion education on an
ongoing basis.

Material Procurement Policy
Number of sessions per year: 4 (May, August, November, and January)
Number of participating departments: 45
Total number of attendees: 4,315
We invited an outside expert to give lectures and training in August 2019 (2nd term) and January 2020 (4th term).
●

2nd term lecture“Training on Compliance with Japanʼs
Antimonopoly Act: Avoiding Involvement with
Bid-rigging and Cartels”●

4th term training session“Preventing Power Harassment: From theStandpoint of Workplace Mental Health”
Ms. Miyuki Matsuoka
Certiﬁed public psychologist/Clinical psychologist/Industrial counselor
H2 Consultant Co., Ltd.

A variety of educational methods

We use a variety of methods to foster a high level of awareness of complianceand CSR, including CSR education and discussions implemented directly bypromoters (department managers) as well as computer-based e-learning and the
pursuit of CSR goals and action programs throughout the year at each department.
Since 2006, we also have been distributing a Compliance Manual that includes
an explanation of the rules and standards of conduct as well as an FAQ to all
employees in accordance with the Takuma Group Ethics Charter and the Takuma
Group Code of Conduct. This manual is utilized in the course of daily operations
and departmental training.

55

TAKUMA CSR Report 2020

TOPICS

Fair Business Practices

Mr. Yuki Takei
Attorney at Law
Midosuji Legal Profession Corporation●

Our Purchasing Department carries out procurement
activity in accordance with its Material Procurement Policy.
【Material Procurement Policy】
We provide fair opportunities for all suppliers,
1．Treat all candidates fairly when selecting a supplier.
irrespective of nationality, company size, or transaction
history. Suppliers are selected based on our comprehensive
2．Strive to discover new manufacturers.
evaluation of their reliability and safeness in terms of
3．Strictly control conﬁdential information.
quality, price, delivery, etc., as well as their abilities in
4．Strive to acquire new and pertinent information.
technological development and supply capabilities.
5．Promote green procurement.
Long-term stable transactions with dependable suppliers
6．Comply with laws and ordinances related to businessresult in improved product reliability and greater corporate
dealings.
value. We, therefore, seek to establish relationships of
7．Always keep VA and VE* in mind.
mutual trust and mutual development with our suppliers.
8．Strive for self-development.
While also respecting relevant laws and regulations aswell as social norms, we strictly control and maintain any
conﬁdential information that we obtain through our＊VA and VE : Value Analysis and Value Engineeringbusiness transactions.
More information about the procurement procedures
used by our Purchasing Department is available on the following website:【Takuma website > Material Procurement】https://www.takuma.co.jp/procurement/ (content in Japanese)

President Nanjo visits worksites involved in plant operation

From September to October 2019, President Nanjo visited nine worksites thatare responsible for the long-term operation of waste treatment plants andbiomass power plants (including operational management and maintenance).
Comprehensive operation contracts for plants have grown more common inrecent years, and high-quality after-sales service is becoming more important
than in the past. Through these visits, President Nanjo shared with workers theGroupʼs continued commitment to come together to provide high-quality
after-sales service that aligns with customer and regional needs.

TAKUMA CSR Report 202056