Message fromTop Management

Message from Top Management
We are working to achieve sustained growth
together with society through the policies outlined
by our new Medium-Term Management Plan.

In the corporate vision adopted in 2012, the Takuma
Group embraced the goal of continuing to play an essential
role for society as a leading company in the utilization ofrenewable energy and in the ﬁeld of environmental
protection and of achieving ordinary proﬁt of JPY 10.0
billion in FY2020. Under our 11th Medium-Term
Management Plan (FY2015 to FY2017), which identiﬁed
the realization of sustained growth as a top priority, we
worked to expand our businesses in terms of both quality
and quantity in order to achieve that corporate vision
through the six policies set forth in the plan, including
maintaining and expanding our market position in the
EPC* business and expanding businesses that generatebase proﬁts.

In our EPC business, we ﬁrmly harnessed robust demand
to drive orders, allowing us to secure a certain position in
the various markets we serve while building a foothold to
expand that position by capturing orders for multiple large
biomass power plants and sludge-fueled power plants. In
businesses that generate base proﬁts, we pursued
initiatives to expand those proﬁts in an effort to maintainand increase proﬁtability, for example by developing abusiness foundation and strengthening our maintenancecapabilities. As the result of these initiatives, we were able
to steadily expand our business in terms of both quality
and quantity, and to achieve our targets for consolidated
order value and consolidated ordinary proﬁt under ourquantitative plan.

■ About the new Medium-Term Management Plan
This April, the Group embarked on the 12th
Medium-Term Management Plan (FY2018 to FY2020),
which embodies the ﬁnal stage of its current medium- andlong-term vision (corporate vision). Although we expect
demand to remain robust during the years covered by theplan, we also anticipate that the business environment will
undergo major changes as Japanese policy and social
structure continue to evolve over the medium and longterm. The plan identiﬁes ﬁve policies to boost the Groupʼsstrength so that we can achieve our corporate vision andsubsequently realize steady growth in light of the futurechanges we expect to see in the business environment.
The ﬁrst policy is to strengthen and expand our revenue
foundation. The Groupʼs products̶that is, waste treatment
plants, water treatment plants, and boiler plants̶serve associal infrastructure and as a base for companiesʼ businessactivities. Most products remain in use for a long time
following their delivery to customers, often 20 or 30 years,
and our ability to provide sustained, high-quality
after-sales service to ensure that those products function
longer and more effectively contributes to our customersʼ
proﬁts as well as our own, providing a basis for stable,
long-term proﬁts. By supplying high-quality solutions
throughout the plant and product life cycle in order toprecisely meet customersʼ diversifying needs, we will work
to further strengthen and enhance our revenue base.
The second policy is to achieve sustained growth. Overthe approximately 80 years since its founding, the Group
has supplied products built around a core of technologythat have earned recognition for their high value, giving it
an essential role in society. Drawing on strengths including
the technology, track record, experience, and expertise
accumulated through our business activities to date, wewill achieve sustained growth by continuing to develop
unique technologies, services, and business models;creating value for customers; and securing and creatingcompetitive advantages by rapidly accommodating changes
in the business environment, for example in the form ofevolving needs and the emergence of new social issues.
The third policy is to increase productivity, for example
by reforming business processes. The Groupʼs businesses
are changing dramatically in response to changes in thebusiness environment, including structural changes such as
the aging and shrinking of Japanʼs population and atendency for customersʼ needs and social issues to become
more sophisticated and diverse. To address these changes,
we will seek to more effectively utilize human resources
and to provide higher value to customers by boostingproductivity by radically reviewing and rebuilding businessprocesses that have become more complex and focusing on
higher-added-value operations.

The fourth policy is to use human resources more
effectively. In addition to hiring and training the morediverse workforce that will be essential for the future
development of our businesses, we will work to put in placean environment that allows each and every employee to dotheir jobs in an energetic and engaged manner so that they
can take full advantage of their skills and abilities.
The ﬁfth policy is to continue to pursue compliancemanagement. The Group has consistently considered
compliance to be a key basis for corporate activities, andthe last several Medium-Term Business Plans have included
policies that address this area in an effort to ensure thepenetration and implementation of associated measures. A
sustained program of awareness-raising and educational
activities has helped compliance awareness to take root
throughout our organization, and we will continue topursue improvements so the trust that our quality andother accomplishments inspires will remain unshaken. In
addition, we will work to ensure that enhanced awarenessof the importance of compliance permeates the company
even more deeply by effectively implementing andutilizing mechanisms such as our in-house reporting
system and CSR awareness questionnaire survey.

■ Responsible corporate management
Through the current Medium-Term Management Plan
the Group is working to build business and management
platforms that will be resistant to future changes in thebusiness environment. In order for us to achieve thosepriorities, I believe that it will be important for us to live up
to the trust placed in us by all stakeholders, including
customers, shareholders and investors, business partners,
employees, and local communities, in a spirit of good faith.
To that end, we will work aggressively to implement
corporate governance, compliance, and risk management
in a way that serves as a basis for our corporate activities
going forward.

*EPC business: A business in which Takuma offers turnkey service extending from plant design to procurement and construction.

3

TAKUMA CSR Report 2018

TAKUMA CSR Report 20184

Message fromTop Management

Message from Top Management■ Achieving sustained growth together with society
Takuma has been a signatory to the United Nations
Global Compact since 2006, and we support its 10
fundamental principles in the 4 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
the implementation 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 the greenhouse gas carbon dioxide throughhigh-efﬁciency generation of electricity using waste andbiomass.

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.
Reference: UN Global Compact
http://www.unglobalcompact.org/

In closing, in compiling this CSR Report we have sought
not only to provide a resource by means of which a broad
range of stakeholders could learn more about the Takuma
Groupʼs activities, but also to help each and every Group
employee think carefully about CSR and bring thatperspective to bear in his or her work. We at the Takuma
Group encourage readers to offer their candid views andadvice, which we will carefully review in order that wemight better resolve social issues and contribute to thesustained development of society.
July 2018

Takaaki Kato

President and CEO
Takuma Co., Ltd.

Sustainable Development Goals (SDGs)
The Sustainable Development Goals (SDGs) are a series of international goals covering the time period of 2016 to 2030 as
described in “Transforming Our World: The 2030 Agenda for Sustainable Development,” which was adopted at a UN summit in
September 2015. The SDGs were intended to pick up where the Millennium Development Goals (MDGs), which were
formulated in 2001, left off. They consist of 169 targets organized around 17 goals for achieving a sustainable world, built
around the pledge of leaving no one behind. Intended to be implemented not only by developing nations, but also by
advanced nations, they are universal in scope, and Japan is working actively to implement them.
Takuma, too, is working to further progress toward the SDGs through its business activities. (The “Introduction to Takumaʼs
Businesses” section on pages 29 to 40 of this report includes icons representing the SDGs that are related to each business.)

Company Motto

Value Technology, Value People, Value the EarthManagement Principles
Takuma will strive for social contribution, corporate value enhancement, long-term corporate development and thesatisfaction of all stakeholders by providing goods and services that are needed and recognized as valuable in society.
The founding spirit of Takuma was “Service to the nation through boiler manufacturing,”* which in present-day languagemeans “contribution to society by supplying goods and services that we yield.” 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.
* Service to the nation 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 and Taisho periods (1868‒1926).

Takuma Group Ethics Charter
Takuma and the Takuma Group companies believe that it is essential for the sound development of the groupthat all of the directors 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 have established and will promote this ethics charter as our code of conduct,aiming to realize our management principles.
1. We shall strive for proactive social contribution while establishing a harmonious coexistence with the global environment as good
corporate citizens.
2. We shall act in good faith in accordance with sound business custom, while complying with applicable laws and regulations andcommitting ourselves to fair, transparent and free competition, as well as conducting lawful business activities.
3. We shall never have any relationship with antisocial forces or organizations, which may pose a threat to the social order and security ofcivil society.
4. We shall respect fundamental human rights and never practice discrimination.
5. We shall strive to provide high quality products and services, based on our advanced technologies, to attain high acclaim and conﬁdence
from our customers.
6. We shall strive to disclose corporate information to shareholders and investors through investor relations (IR) and other activities on atimely and equitable basis.
7. We shall strive to protect corporate properties 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
1. Coexistence with the global environment
2. Coexistence with international society
3. Practice of social contribution activities

Practice of customer satisfaction
12. Safety of products and services as well as
ensuring reliability
13. Policies concerning advertising

Practice of compliance with laws and ordinances as well
as sound economic activities
4. Free competition and fair trade
5. Relationship with politics and public
administration
6. Policies concerning business entertainmentand gift-giving
7. Prohibition of involvement in anti-social activities
8. Appropriate export and import transactions

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

Respect for basic human rights
9. Prohibition of discriminatory actions
10. Respect for individuality, personal quality, andprivacy
11. Safe work environment

5

TAKUMA CSR Report 2018

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

TAKUMA CSR Report 2018

6

Takuma Group 12th Medium-Term Management Plan ‒ An Overview (FY 2018 to 2020)

1 Initiatives to implement policies

Creation ofcustomer value

Build upon our previous results to further improve our business in termsof both quantity and quality in order to achieve sustained growth.

●●

Further enhancement of thecompanyʼs ﬁnancial strength● Human resources management● Cultivation of a robust
organizational culture●●●

Accommodation ofenvironmental changes
and risk management

We expect to see continued robust demand in the Groupʼs principal business domains.
At the same time, the business environment is expected to undergo major changes over the medium and long term,
including changes in demand in response to evolving national policies and the structure of society, increased reliance oncomprehensive contracts due to a trend to outsource government services, and increasing sophistication and diversity incustomer needs.

●

Waste treatment
plants(Japan)●●●Water treatment
plants(Japan)●●●Boiler plants(Japan)Creation of customer value ● Ongoing innovation
Accommodation of environmental changes and risk management

●

●

●

Boiler plants(overseas)

Results and issues●●

Waste treatment
plants(overseas)

In our EPC business, we established a certain position in the markets we serve bysteadily harnessing robust demand to drive orders.
● We built a foothold to expand our presence by capturing orders for multiple large
biomass power plants and sludge-fueled power plants.
● Businesses that generate base proﬁts allowed us to generally achieve the proﬁttargets outlined in the plan, contributing to stable consolidated earnings.
● Preparing a stage for overseas expansion and developing human resources continue
to be important issues.
● We maintained a certain level of equity ratio thanks to continued proﬁtability.
● Efforts to secure adequate manpower, for example through midcareer hires, as a way
to accommodate growth in orders faced difﬁculty due to a shortage of workers. Tightlabor conditions persisted.
● Compliance and CSR awareness spread throughout the Group thanks to ongoing
initiatives.
●

Package boilers(general-purpose
boilers)

Biomass Power Plant

Equipment andsystems●●

There will continue to be demand from FIT projects.
The number of plants targeted for maintenance will continue to growas more plants come online.
Demand for plant operational management and O&M will grow.
Demand for biomass power plants in Southeast Asia will remain robust.
Our ﬂagship bagasse-ﬁred boiler plants will continue to face intensecompetition, especially from manufacturers in countries such as India
and China.
Demand for Waste to Energy will grow in Southeast Asia due to
growing urbanization, and an increase in, and diversiﬁcation of, waste.
Market development will be gradual due to institutional and ﬁnancial
issues, amongst others.
A certain level of demand will continue due to factors such as renewal
demand even as the Japanese market matures.
Demand for energy-conserving boilers will grow overseas particularlyin emerging nations.
A certain level of demand will continue for both building equipment
and semiconductor manufacturing equipment as construction demandrises and investment in the semiconductor industry expands.

●

Sales

Line indicating ordinary proﬁt of
JPY 10 billion

7

●

●

●

●
●

●

●

●

●

●

●

Comprehensive contracts for plant construction and operation,such as PPP/PFI arrangements, will become more common.
There will continue to be demand for energy conservation, energy
creation, and resource use.
Demand for renewable energy will continue as society works toachieve a new energy mix by 2030.
Use of regional distributed biomass will continue.
There will continue to be a certain level of demand for renewal andfuel conversion of existing plants.
There will continue to be a certain level of demand against the
backdrop of rich biomass resources.
Demand for using a variety of fuels such as EFB will grow.

The market will expand as economies grow.

The Japanese market will contract due to the aging and shrinkingof the countryʼs population.
The market will expand further as emerging nationsʼ economies
grow.
A certain level of demand will continue for both building equipment
and semiconductor manufacturing equipment.

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.

Previous medium-and
long-term vision

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

Next medium- andlong-term vision

Ordinary proﬁt of JPY 10 billion in FY2020 (Build structures capable of consistently earning ordinary
proﬁt of at least JPY 10 billion even as the business environment undergoes major changes.)

2010

2011

2012

2013

2014

2015

2016

12th Medium-Term Management Plan
(FY2018 to FY2020)2017

11 Medium-Term Management Plan
(FY2015 to FY2017)th(Billion JPY)
10th Medium-Term
Management Plan results(2012 to 2014)●

Renewal and service life elongation demand will eventually fall off.
The market will contract due to the aging and shrinking of Japanʼs
population.
The trend to outsource government services (by making use of theprivate sector) will gain momentum.

Aim 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.

2009
9th Medium-Term
Management Plan results(2009 to 2011)●

Sewage Sludge-Fueled Power Plant

Ordinary proﬁt

Business volume expanded steadily against a
backdrop of robust demand. Order value
signiﬁcantly exceeded the plan, while the orderbacklog grew to the JPY 200 billion level.
● In terms of quality, we achieved the level of
proﬁt outlined in the plan and made smooth
progress toward our goal of reaching ordinary
proﬁt of JPY 10 billion in FY2020.

●

Renewal demand will increase as sewage treatment plants age.
Demand for converting sewage sludge into energy will grow.
PPP arrangement (that make use of the private sector) will beembraced by the sewer industry.

●

3. Positioning of the 12th Medium-Term Management Plan

Order value●●

Renewal and service life elongation demand will continue as facilities age.
There will continue to be demand for more efﬁcient energy use andadditional functionality (development of disaster prevention andperipheral facilities, etc.).
Comprehensive contracts for plant operation, for example in the formof DBO and O&M arrangements, will become more common.

*DBO : Design Build Operate / O&M : Operation & Maintenance / PPP : Public Private Partnership / PFI : Private Finance Initiative / FIT : Feed-in Tariff /EFB : Empty Fruit Bunch●

2 Quantitative results

Future (medium and long term)

Current 3-year period(12th Medium-Term Management Plan)

Management base

Maintenance and expansion ofmarket position in the EPC business● Expansion of businesses thatgenerate base proﬁts● Initiatives that target growthmarkets●

Ongoinginnovation

Leveraging the companyʼs total capabilities

Initiatives of the 11th Medium-Term Management Plan (2015 to 2017)

2. Business Environment

12th Medium-Term
Management Plan

1. Reﬂections on the 11th Medium-Term Management Plan

11th Medium-Term Management Plan results

2015

2016

2017

Total

11th Medium-Term
Management Plan
targets

Order value

257.8

371.0

99.9

191.0

177.1

468.0

400.0

Sales

285.2

296.5

113.0

116.3

118.1

347.5

360.0

Ordinary proﬁt

13.7

25.7

9.6

11.6

10.6

31.9

27.0

Order backlog

78.1

152.5

139.4

214.1

273.0

−

−

10th Medium-Term Management Plan
(FY2012 to FY2014)
9th Medium-Term Management Plan
(FY2009 to FY2011)
Proﬁtability throughselection andconcentration of resources

Reinforcement of businessfoundation for stability
and proﬁtability
Cumulative ordinary proﬁt results

Steady expansion interms of both quantityand quality
Cumulative ordinary proﬁt results

Strengthening ofcorporate capability tofacilitate steady growth

Consistently secure annual
ordinary proﬁt of at least JPY
10 billion.

Cumulative ordinary proﬁt target

JPY 33.0 billion

JPY 31.9 billion

JPY 25.7 billion*Order backlog ﬁgures are provided for the last year of each Medium-Term
Management Plan and for the end of each ﬁscal year.

TAKUMA CSR Report 2018

TAKUMA CSR Report 20188

Takuma Group 12th Medium-Term Management Plan ‒ An Overview (FY 2018 to 2020)●

By undertaking ﬁve new policies in line with the three perspectives continued from the 11th Medium-Term Management
Plan, we will strengthen proﬁtability and competitiveness while working to strengthen our management foundation, with afocus on effective use of human resources. In this way, we will strive to achieve our medium- and long-term vision whilebuilding a robust business and management foundation in response to future changes in the business environment.

■ Policies■ Perspectives for achieving our policies

Strengthening and expanding ourrevenue foundation

Creation of customer value
Strive to create new value from the customersʼ perspective andavoid price competition by working closely with, anddeveloping a deep understanding of, customers.

Achieving sustained growth
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.
Offering high-quality after-sales service in an ongoing manner so that customers can use those products more effectively andover 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.

Over 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
Takumaʼs strengths such as the technologies, track record, experience, and expertise that weʼve accumulated through ourbusiness activities to date. In addition, we will work to secure sustained growth by securing and creating competitive
advantages as we respond quickly to changes in the business environment, such as evolving customer needs and emerging
social issues.

12th Medium-Term
Management Plan

4. Policies of the 12th Medium-Term Management Plan

Ongoing innovation

Increasing productivity, for example byreforming business processes

Achieve sustained differentiation by pursuing innovation interms of both technologies and business models, and leveragethat differentiation to create the value demanded by customers.

Using human resources effectively

Accommodation of environmental changes andrisk management

Continuing to pursue compliancemanagement

Adapt to changes of the business environment in which thecompany operates (e.g., changes in the economic climate,revisions to applicable laws, and changes in customer needs)
and strengthen initiatives to treat such changes as business
opportunities.

Achieving our vision
Building a business and management foundation that is resilient during change

5. Financial Target
The nature of the Groupʼs businesses is undergoing major evolution as the business environment changes, for example due
to changes in social structure such as the shrinking and aging of 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 of human resources, and further increase the level of value we
provide by fundamentally reviewing and rebuilding business processes that have become increasingly complex in order toaccommodate these changes while focusing on businesses with higher added value (which will help us create and provide
value).

We will work to hire and train the diverse workforce that will be essential 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 andable to make full use of their skills and abilities (by cultivating a healthy workplace culture, reforming individual awareness,and facilitating fulﬁlling workstyles).

Target: 3-year cumulative consolidated ordinary proﬁt of JPY 33 billion
500

The 12th Medium-Term Management Plan, which
represents the ﬁnal stage of our current mediumand long-term vision, establishes the above targets
to guide our achievement of the visionʼs goal of
consistently earning ordinary proﬁt of JPY 10 billion
while simultaneously directing the company toutilize all its resources to build a robust businessand management foundation in response to futurechanges in the business environment.
Order value (left scale)
Sales (left scale)
Ordinary proﬁt (right scale)

The Group considers compliance to be a key foundation of its corporate activities, and weʼve worked to spread awarenessand foster adoption of good practices by including compliance as a policy in the last several Medium-Term Management Plans.
Awareness of the importance of compliance has steadily taken root among our employees thanks to ongoingawareness-raising and educational activities, and we will continue to pursue such initiatives to ensure that the trust weʼve built
up in our quality and integrity remains unshakable. In addition, we will work to further spread and improve complianceawareness throughout the Group by effectively implementing and utilizing mechanisms such as our internal reporting system
and CSR awareness survey.

9

TAKUMA CSR Report 2018

(Billion JPY)

50

400

40

300

30

200

20

100

10

0

10th Plan

11th Plan

0

12th Plan(Billion JPY)
10th Medium-Term Management Plan results

11th Medium-Term Management Plan results

12th Medium-Term
Management Plan

2012

2013

2014

Total

2015

2016

2017

Total

FY2018 to FY2020

Order value

109.2

148.0

113.7

371.0

99.9

191.0

177.1

468.0

Sales

96.3

96.3

103.8

296.5

113.0

116.3

118.1

347.5

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

Ordinary proﬁt

7.1

9.4

9.1

25.7

9.6

11.6

10.6

31.9

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

TAKUMA CSR Report 201810

Takuma Group 12th Medium-Term Management Plan ‒ An Overview (FY 2018 to 2020)

Municipal Solid Waste Treatment Plant Business
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.
●

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

12th Medium-Term
Management Plan

6. Core Business Units and Emphasis of Future Activities
Waste Treatment Plant Business (Overseas)

Waste-to-Energy Plant(DBO Project)
Treatment capacity: 174 tons per day
Generating capacity: 3,800 kW

Waste-to-Energy Plant(Primary equipment improvement project)
Treatment capacity: 810 tons per day
Generating capacity: 17,200 kW●●●

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

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

Waste-to-Energy Plant (UK)
Treatment capacity: 1,370 tons per day
Generating capacity: 36,650 kW

Waste-to-Energy Plant (China)
Treatment capacity: 1,600 tons per day
Generating capacity: 30,000 kW

Package Boiler Business

Water Treatment Plant BusinessWe 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.
●

There is growing demand for sludge incineration plants thatconserve and create energy.
● There is increasing use of PPP/PFI arrangements in thesewer business.
●●●

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

Sludge-Fueled Power System
Demonstration Plant
Treatment capacity: 35 wet tons per day(with moisture content of about 70%)
Generating output: About 100 kWh/hMoving Bed Upﬂow Continuous
Sand Filtration System (high-speed)
Treatment capacity: 29,500 m3 per day

Boiler Plant Business ( Japan)

Super Eqos EQi Series

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

Super Vacotin Heater
GTL Series

12th Medium-Term Management Plan and CSR Topics
This section introduces how Takumaʼs management and the management of major Group companies view CSR issues andhow they are working to resolve them as they strive to pursue their respective missions under the 12th Medium-Term
Management Plan, which began in FY2018.

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.
●●

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

Wood Chip Biomass Power Plant
Generating capacity: 22,100 kW●●

Wood Chip Biomass Power Plant
Generating capacity: 1,990 kW

Koji Tanaka Executive Manager, Corporate Services Division
The Corporate Services Divisionʼs mission is to help boost proﬁts throughout the Group by providing services to its
various departments, for example so they can more effectively utilize information and other management resources andpractice legal risk management. To that end, it is called upon to provide higher-quality services to help achieve steady
growth and to enhance the Groupʼs capabilities.
Due to the extensive scope of these operations, the Divisionʼs activities encompass a variety of CSR issues, including withregard to strengthening relationships with shareholders, BCP, information security, and reducing risk. Particularly importantpriorities under the current Medium-Term Management Plan address human resources, an area that plays an essential role as
the basis of all business activities, including hiring practices and training programs as well as the development of anenvironment that will allow each and every employee to do his or her job in an energetic and engaged manner and to takeadvantage of his or her skills and abilities, while simultaneously facilitating improvements in productivity.

Boiler Plant Business (Overseas)
Tsuyohito Nishiyama Executive Manager, Corporate Planning & Administration Division
Demand for biomass power plants in Southeast Asia remains robust.
● Our ﬂagship bagasse-ﬁred boiler plants continue to experience
intense competition.
●

●
●

11

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

TAKUMA CSR Report 2018

Bagasse-Fired Boiler Plant(Thailand)

Bagasse-Fired Boiler Plant (Thailand)

The current Medium-Term Management Plan sets forth ﬁve policies to address the theme of strengthening corporate
capability to facilitate steady growth.
Strengthening the Groupʼs corporate capabilities encompasses the meaning of transforming Takuma so that it will beuniversally recognized as a good company, and the only way to do that is not only to pursue performance metrics, forexample by increasing sales and proﬁts, but also to participate actively in the process of addressing social needs.
We are seeing a shift in how the world determines corporate value in the form of a move from tangible assets tointangible assets, and one key area of risk that the world recognizes now is the environment.
The Group is keenly attuned to these social trends, and as we pursue a range of initiatives to make Takuma a better
company, we will be fulﬁlling our responsibilities by working to resolve social issues in the areas of renewable energy
utilization and environmental protection.

TAKUMA CSR Report 201812

Takuma Group 12th Medium-Term Management Plan ‒ An Overview (FY 2018 to 2020)

Corporate Marketing GroupEngineering Group

Kengo Numata Executive Manager, Corporate Marketing Group & Business Administration Division & Environmental Plant Division

Hiroaki Nanjo Executive Manager, Engineering Group & Management CenterWe are seeking to increase Takumaʼs corporate value and to achieve sustained growth by formulating and executing abusiness strategy that will earn us the trust of a broad range of customers and other stakeholders.
For example, our ability to consistently supply high-quality solutions throughout the plant life cycle while responding
precisely to changes in the market environment and evolving customer needs yields mutual proﬁts for both customers
and the Group over the long term.
At the same time, maintaining and expanding our market position in such EPC markets as waste treatment plants andbiomass power plants will allow us to make a signiﬁcant contribution to the resolution of a variety of current social
issues.
By formulating and executing these business strategies, I believe we will be able to build a business platform that is
resistant to change so that we can continue to develop as a company that plays an essential role in society.

Hidetoshi Tomita Deputy Executive Manager, Environmental Plant Division
The Paris Agreement, which seeks to eliminate the worldʼs dependence on fossil fuels, entered into force in 2016, andTakuma, too, has an obligation to pursue corporate activities to help achieve its goals. The Environmental Plant Division
will help bring about a recycling-based society through the current Medium-Term Management Plan. We will reduce
environmental impacts by working to eliminate and reduce greenhouse gases, speciﬁcally through advanced thermal
recovery with high-efﬁciency power generation in waste treatment plant construction, through the reduction of CO2
emissions in core facility improvement projects at existing plants, and through power generation using incineration heatat sewage sludge incineration plants. In addition, we will coexist alongside local residents through our DBO business byutilizing waste treatment facilities as places of environmental awareness-raising and as disaster prevention facilities intimes of large-scale disasters, and by performing daily maintenance in an appropriate manner. Finally, we in theEnvironmental Plant Division look forward to fulﬁlling our social responsibility to help realize a recycling-based society
by providing high-quality products and services.

Mitsuaki Adachi Executive Manager, Energy Plant Division
Takumaʼs energy business has utilized the FIT scheme to deliver numerous biomass power plants, and we continue todo so today. Under the current Medium-Term Management Plan, we will prioritize a permanent approach to plant
operation, including by continuing to accept orders and by enhancing maintenance business structures for operational
plants, so that these facilities can serve as the foundation for clean energy.
We see our role with regard to a sustainable society as contributing to society by resolving issues through ourbusinesses, for example by contributing to environmental protection by reducing CO2 emissions through the use ofrenewable energy in response to speciﬁc measures by governmental agencies to achieve the Sustainable Development
Goals (SDGs), including by promoting use of renewable energy, addressing climate change, and building a
recycling-based society.

Takashi Manabe Executive Manager, International Operations Division
The International Operations Division has identiﬁed a number of priorities as it works to implement the current
Medium-Term Management Plan.
First, reﬂecting our belief that addressing compliance, safety, and environmental issues is a given, we are working todevelop our overseas businesses in a way that accords with local practices while understanding and respecting thecommercial customs, religion, culture, and values in the countries where we do business.
Next, we will help address environmental and energy issues and realize a recycling-based society by working to create
renewable energy and to improve the local waste treatment environment through the supply of biomass boilers such as
bagasse-ﬁred boilers and waste incineration plants that incorporate exceptional technologies.
Finally, we will strengthen our solutions-based sales initiatives, which are conceived to offer high added value basedon customer needs.
We will fulﬁll our social responsibility by contributing to the sustained development of other countries through these
initiatives.

13

TAKUMA CSR Report 2018

12th Medium-Term
Management Plan

12th Medium-Term Management Plan and CSR Topics

The Management Center is responsible for cost management and overall process management. Even as we continue to
see robust demand for products such as biomass boilers and municipal solid waste treatment plants, the businessenvironment is changing along with the structure of society. We will work to achieve a competitive cost structure by
optimizing costs to facilitate sustained growth. To that end, we will monitor pricing trends as they relate to supplies,
equipment, construction, and other costs and apply that information precisely to the processes we use to establish
quotation costs and manage working budgets. We will also work to limit risk by focusing on process management andcost progress management, including for civil engineering construction work.
In our overseas businesses, we will work to differentiate our offerings from those of our competitors by increasing thecompetitiveness of our boiler plants. With regard to waste treatment plants, we will study structures for facilitating
cooperation with partner companies and work to develop schemes for entering new markets.

Akira Taguchi Executive Manager, Technology Center
The Technology Center is responsible for a swath of operations ranging from the development of Takumaʼs coretechnology products to design while surveying and monitoring the latest social needs.
In recent years, we have seen a trend toward proper processing of waste and hazardous materials in the environmental
sector, along with a growing focus on reducing waste generation, reusing waste, and reducing waste volume. In theenergy sector, the trend is toward making use of fuels and energy sources that have gone unutilized in the past, and on
creating new types of energy. Against this backdrop, Takuma will continue to consistently ship environmentally friendly
products while making use of, and further developing, its stable of core technologies in areas such as combustion,
incineration, boilers, and exhaust gas treatment.

Hideki Takeguchi Executive Manager, Project Center
The equipment and plants that Takuma provides effectively utilize waste products and byproducts from human life andproduction activities, including municipal waste, industrial waste, sewage sludge, and biomass, to create the utilities̶
electricity and heat̶that people need to live and that economies need to grow. In this way, we are able to givesomething back to society.
Today, as we ﬁnd ourselves faced with the need to further increase use of renewable energy as one way to protect the
Earthʼs environment, the Project Center is working to help build a society where future generations can enjoy rich andfulﬁlling lifestyles, including by supplying plants designed to further the realization of a recycling-based society and to
reduce CO2 emissions, for example by generating power from municipal solid waste, sewage sludge, and biomass, and bycreating and developing the technologies and processes that will help expand the markets for such plants.

Norito Uchiyama Executive Manager, Engineering Center
The Engineering Center will promote the streamlining of speciﬁcations and design work in a way that takes life cycle
cost into account and provides technologies with value in terms of equipment and control by analyzing plant data andutilizing information and communications technology (ICT). We will also realize stable operation and management overthe long term by promoting energy savings at all types of facilities and providing solutions that deliver exceptional
economic performance at a high level of efﬁciency.
We will also pursue open innovation in an effort to fulﬁll our social responsibility as a corporation by adopting a global
perspective and working in partnership with Group companies, afﬁliates, and other organizations to accommodatechanges in the business environment.
To help realize a low-carbon society, we will strive to bring innovation to processes and products and to develop
products that satisfy all stakeholders.

Ryoji Tani Executive Manager, Construction Center
The current Medium-Term Management Plan calls on us to reliably fulﬁll a large order backlog and to accommodate arobust ﬂow of new projects, signaling an environment in which we are fortunate to be able to do business. At the sametime, that environment raises concerns about waning job enthusiasm due to a heavy workload, the unfortunate
occurrence of occupational accidents, and a tendency for human resources training measures to take a back seat to otherpriorities since most projects involve long lead times. Based on these facts, I see our most signiﬁcant issue as the need toensure employee health and safety, to facilitate enthusiasm, and to build solid operational structures that will position us
to take the next step once the current plan is complete. As we work to overcome these challenges, veterans andnewcomers alike will do well to remember and draw encouragement from one of the motivations that drove them to join
Takuma in the ﬁrst place: love for a job involving protecting the environment and utilizing energy effectively.

TAKUMA CSR Report 201814

Takuma Group 12th Medium-Term Management Plan ‒ An Overview (FY 2018 to 2020)

Group Companies
Masahiko Izumi, President and Representative Director
Reﬂecting our philosophy of “Service to the nation through boiler manufacturing,” we strive to contribute to society
through corporate activities in the package boiler segment of the market, and we consider our corporate activities
themselves to be CSR activities.
The current Medium-Term Management Plan sets forth two basic goals in order to increase corporate value: increasing
the size of the company and developing a more advanced level of quality. To achieve these goals, we will develop andsupply safe, high-quality products and services; increase customer and business partner satisfaction; and improve
employee satisfaction in the process while boosting organizational trust. If our products and services enter into evenmore widespread use in society, our contribution in the environmental and energy sectors will grow, helping to increase
our corporate value.
Going forward, we will fulﬁll our CSR by striving to serve as a high-value company for all stakeholders throughcorporate activities such as these.

This page introduces the views of members of our Audit & Supervisory Committee on the policies, priority measures, andother provisions of the current Medium-Term Management Plan, including with regard to initiatives to increase the Groupʼs
corporate value and their expectations and wishes for the future.

12th Medium-Term
Management Plan

12th Medium-Term Management Plan and CSR Topics

Audit & Supervisory Committee Members
Yasushi Enomoto Audit & Supervisory Committee Member (Director)
Having identiﬁed maintaining its role of being indispensable presence in society as a leading company in the ﬁeld of
renewable energy utilization and environmental protection as its corporate vision, Takuma has contributed toenvironmental protection by realizing a diverse range of customer needs and by improving technology through researchand development. We also work to protect the environment via a range of activities that includes limiting energy
consumption and waste emissions and community service programs.
In addition, we are achieving steady results through ongoing initiatives to promote compliance management.
Going forward, we believe that cultivating increased awareness of global needs as our overseas businesses develop, forexample in the form of ESG investment and the UNʼs Sustainable Development Goals (SDGs), and bringing thosepriorities to bear in our businesses will help us contribute to society while increasing our corporate value.

Kazunori Tsuji, President
With 68 ofﬁces, worksites, and other facilities around Japan, we operate and manage facilities under contract. In recent
years, the number of DBO and O&M facilities that we serve in partnership with Takuma Co., Ltd., is increasing, and themanner in which we operate those facilities is changing from the past.
However, our mission of providing safety and stability to customers at each facility we manage and of supervising theoperations with which we are entrusted in a way that inspires customersʼ peace of mind has not changed. To fulﬁll thatmission, all of our employees must come together to harness the full potential of each facility without accident or disasterso that waste products can be treated properly and ever-more-demanding requirements satisﬁed. We will do everything
we can going forward under the current Medium-Term Management Plan to fulﬁll our companyʼs social responsibility.

Hiromichi Satake Audit & Supervisory Committee Member (Outside Director)
The Takuma Group built structures to deliver results on a stable basis through the previous 11th Medium-Term
Management Plan. Under the 12th Medium-Term Management Plan, I expect to see the company strengthen risk
management and develop into an organization that is even more resistant to changes in the business environment.
We are seeing results from our efforts to contribute to society, and it is desirable that we work to ensure those efforts
penetrate every aspect of the Groupʼs operations so that they do not lose their viability. Encouraging all employees tocontinuously think about what they should do and how they should act will allow us to increase our corporate value. Asan outside director, I will work from an independent, fair perspective to strengthen the Groupʼs management andsupervisory functions and to establish CSR management with the goal of precisely understanding stakeholder
expectations and increasing stakeholder satisfaction.

Syusuke Suzuki, President
Our philosophy revolves around helping protect the regional environment by utilizing air-conditioning and sanitaryequipment design and installation technologies.
It is widely recognized that overwork is an issue in the construction industry, of which we are a part. We recognize thisissue as a life-or-death challenge for our company, and we are working to create an environment in which employees canbalance their jobs with their private lives, for example by actively participating in the Work-Life Balance campaign led by
the Tokyo Metropolitan Government. We also continue to run the company in a fair and just manner, with an absolute
focus on compliance. Going forward, we will strive to increase CSR awareness, for example by offering internal classes
designed to foster employeesʼ understanding of Japanʼs legal system.

Osamu Iwahashi Audit & Supervisory Committee Member (Outside Director)
I have served as an auditor and director (as a member of the Audit & Supervisory Committee) at Takuma for six years,
during which time I have drawn on experience I gained during my involvement with law enforcement policy for many
years. I have pursued auditing and other operations primarily from a corporate governance and compliance perspective,
and I believe that an emphasis on CSR is an essential part of corporate management.
Takumaʼs Energy from Waste plants and biomass-fueled power plants make up its core businesses, and the company isfortunate in that these businesses themselves help it fulﬁll its corporate social responsibility. In addition, the company
has actively pursued a broad array of CSR activities, including through solar power installations, research into how waste
gas and heat can be used in crop cultivation, and participation in, and contribution to, regional activities.
Going forward, Iʼm conﬁdent that Takuma will be able to effectively pursue activities that achieve the aims of CSR in its
primary businesses and associated operations.

Yoshiki Kita, PRESIDENT
For half a century, we have created highly clean environments for production processes in the semiconductor andelectronic precision fabrication industries, and we have made broad contributions to society by making possible
improvements in rational production that have helped maintain rich and safe lifestyles while solving environmental andenergy issues by supplying clean equipment and systems. At the same time, we believe that efforts to maintain andpromote compliance provide a crucial basis for the operation of our businesses, and going forward, we will strive on an
ongoing basis to enhance compliance by assessing our operations from an ESG standpoint.
In addition, we will work to help achieve the SDGs through cooperation, contribution, and partnership involving
customers and other stakeholders, both in Japan and overseas.

15

TAKUMA CSR Report 2018

Minoru Murata Audit & Supervisory Committee Member (Outside Director)
We contribute to society by creating value through maintenance of social infrastructure that underpins human
lifestyles and of industrial equipment. The products and services that are the ultimate result of our corporate activities
live up to the standards set by societyʼs expectations, and we have built a track record of success through our efforts toincrease social satisfaction.
At the same time, an increasingly diverse society demands a more sophisticated type of value, and attention now
encompasses not only deliverables, but also the processes that create them (i.e., production processes). To take CSR tothe next level, it will be necessary to increase the satisfaction of the people that participate in the processes that give rise
to deliverables. It will be important to reduce environmental impacts in manufacturing and construction processes, andto improve worker safety and the work environment. Going forward, I believe that taking into consideration stakeholders
such as employees and local residents will help us pursue an even higher level of CSR.

TAKUMA CSR Report 201816

Corporate Information

Business Summary

Name:
Head ofﬁce location:

Environmental and energy business

TAKUMA CO., LTD.
2-2-33 Kinrakuji-cho, Amagasaki, Hyogo 660-0806, Japan
TEL +81-6-6483-2609 FAX +81-6-6483-2751 (operator)
Representative Director: Takaaki Kato, President and CEO
Established:
June 10, 1938
Capital:JPY 13,367,457,968 (as of March 31, 2018)
Main business areas:
The design, construction and superintendence of a wide variety of boilers, plant machinery,pollution prevention plants, environmental equipment plants, and heating and cooling equipment
and feed-water / drainage sanitation equipment and facilities
The design, construction and superintendence of civil, architecture and other works
Number of employees (non-consolidated): 837 (as of March 31, 2018)
Number of employees (consolidated):
3,609 (as of March 31, 2018)

Permits and registrations●

We support the realization of a recycling-oriented society
using advanced waste treatment technologies that meetthe needs of local communities.
Energy from Waste plant
Pyrolysis gasiﬁcation andmelting plant● Resource recycling andcollection plant● Bulky garbage crushing plant● Incineration ash and ﬂy
ash melting plant●●

Waste to solid fuel conversion
plant● Transition and intermediate
processing plant● Raw fuel (biogas) recovery plant● Various types of pollution
prevention equipment■ Industrial waste treatment plants
Using advanced incineration technologies, we can eventreat toxic substances suitably and we are supporting theenvironmental protection efforts of industry.

●●

Industrial waste treatment plant

Head Ofﬁce, branch ofﬁces and other business ofﬁces
Construction license (Minister of Land, Infrastructure, Transport and Tourism license,
Special 27-6129, Special 29-6129)
Construction consultant registration (Minister of Land, Infrastructure, Transport andTourism registration, Construction 26-10202)
First-class architect ofﬁce registration (01A02903)
ISO 9001 quality management system certiﬁcation●■ Municipal solid waste treatment plants

Corporate
Information

Company Outline

Industrial waste treatment plant
Energy from Waste plant

ISO 9001

ISO 14001

JQA-1952
ISO 9001
certiﬁcation

JQA-EM0313
ISO 14001
certiﬁcation

Head Oﬃce, Osaka Oﬃce,
Tokyo Branch, Chubu Branch,
Kyushu Branch, Hokkaido Branchand Harima Factory

Harima Factory

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)
Manufacture of refrigerators (Governor of Hyogo Prefecture)

Corporate structure (as of June 27, 2018)

Bulky garbage crushing plant■ Energy plants■ Water treatment plants

Takumaʼs core technologies are utilized in various types ofboilers, starting with biomass boilers, as well as total
systems.
Biomass boiler● Fossil fuel boiler●

Plant that generates power fromindustrial waste and provides
heat to a plantation

Waste heat boiler● Power plant●

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

Sewage and wastewater
treatment plant● Various types of advanced
sewage treatment plant● Sludge treatment plant●

Sewage sludge-fueled power
plant● Plant to process water thatinﬁltrates ﬁnal disposal sites

Upﬂow moving-bed ﬁltration
systemSewage sludge-fueled power plant

Balance sheet overview andnet sales composition ratios■ Balance sheet overview

Internal Audit Dept.
Compliance & CSR Promotion Div.
Corporate Service Div.
Corp. Planning & Administration Div.
Committee of Executive Ofﬁcers
Board of Directors

President

Audit & Supervisory Committee
Audit & Supervisory Committeeʼs Ofﬁce

Corporate Marketing Group
Administration Div.
Environmental Plant Div.
Energy Plant Div.
International Operations Div.

Management Center
Technology Center
Project Center
Engineering Center
Construction Center
Harima Factory

TAKUMA CSR Report 2018

[Consolidated](Million JPY)
113,088
120,000
80,000Ordinary proﬁt

116,30911,605

118,19810,669(Million JPY)
12,000

9,646

8,000

40,000
0

4,000

2015

2017 (FY)[Non-consolidated](Million JPY)
120,000
80,0002016

72,445 7,406

73,327

8,937

0

0

(Million JPY)
12,00071,479 7,891

40,000Engineering Group17

Net sales

8,000
4,000

2015

2016

2017 (FY)■ Net sales composition ratios(FY2017)
Domestic Environment and Energy
Overseas Environment and Energy
Package Boiler
Equipment and System Business

2.9%

0

6.5%

Biomass power generation boiler

Waste heat boiler

Package boiler

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.
Building equipment
Air-conditioning equipment● Cleaning and drying devices

Once-through boiler (Eqos, Super Eqos)● Vacuum-type water heater (Vacotin heater)● Package water-tube boiler● Smoke tube boiler (RE boiler)● Heat-transfer oil boiler (thermoheater)● Radiation heating equipment (strip heater)● Various equipment for ships●

Clean room
Clean devices● Chemical ﬁlters

●

●

●

●

14.6%
76.0%
Vacotin heater

Thermoheater

Super Eqos

RE boiler

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

Chemical ﬁlters

Clean oven

Clean booths

TAKUMA CSR Report 201818

History
Sales(Hundreds ofmillions JPY)

Founder Tsunekichi Takuma established our philosophyof “Service to the nation through boiler manufacturing.”
The goal of becoming a technologically driven company
based on that belief has been the basis of Takumaʼsoperations throughout its 80 years of history.

JPY 118.1
billionHistory

1912 to 1950

1,500

FY2017
Sales

1951 to 1971

Tsunekichi began shipping Takuma boilers in
1912, and in 1938 he founded Takuma Boiler
Manufacturing Co., Ltd., with the philosophyof “Service to the nation through boiler
manufacturing.” The corporate stance andphilosophy that form the foundation of Takuma
developed during this period.

Takuma established itself as a manufacturer not
only of boilers, but also environmental andsanitary equipment, for example by developing
waste heat recovery boilers that use waste heatfrom manufacturing plants, developing modern
technology for incinerating solid waste, andentering the water treatment market.

1972 to 1999

1,000

2000 and beyond

In 1972, the company changed its name to
Takuma Co., Ltd., which remains its name to thisday. During this period, Takuma worked todevelop technologies to accommodate a varietyof customer needs, including demand for energy
savings in industry, the growing volume anddiversity of municipal solid waste, and the needfor improvements in water quality by means ofwater treatment equipment.

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. The
company has established local subsidiaries
overseas and continues to bring its technologies
to customers not only in Japan, but alsoworldwide, particularly in Asia.

500

1938
Takuma Boiler Manufacturing Co., Ltd. founded*Consolidated accounting introduced in FY1990
1938

1912

1940

1950

The ﬁrst “Takuma
boiler” introduced by
our founder, Tsunekichi
Takuma1960

1949

Company listed on the Osaka andTokyo stock exchanges

1972

1970

1980

Company renamed
Takuma Co., Ltd.

1995

1990

Amagasaki Head
Ofﬁce Building
completed

2000

2004

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

2010

2010

2017

Energy from Waste
plant delivered inEurope (U.K.)
Lakeside EfW Plant

Amagasaki Head Ofﬁce Building
Tsunekichi Takuma

1930

Tsunekichi Takuma
commended as one of the ten
great inventors of Japan
during the Meiji and Taisho
periods (1868‒1926)

1953

Head Ofﬁce moved to
Osakaʼs Kita-ku District

1958

Business expanded into theenvironmental facility sectors,
including waste incineration andwater treatment plants

1975

Former head ofﬁce (Dojimahama)

1938

Takuma Boiler Manufacturing Co., Ltd. founded
Company Motto instituted:“Service to the nation through boiler manufacturing”

Bulk production began on“vacotin heater,” theworldʼs ﬁrst vacuum-type
hot water heater

1997

Vacotin heater

1986

The ﬁrst overseas delivery of a waste
treatment facility completed

1998

ISO9001 certiﬁcation obtained

Japanʼs largest Energy from Waste
plant delivered(Tokyo Shinkoto Waste Treatment
Plant Capacity: 1,800 tons per day)

(FY)

2005

2005

Takuma Hanyokikai Co., Ltd., asubsidiary involved in the
manufacture and sale of small
boilers, and Ebara Boiler Co., Ltd.
merged and renamed Nippon
Thermoener Co., Ltd.
The “Takuma Environmental Policy”
instituted
The “Personal Information
Protection Policy” instituted

Feed-in tariff (FIT) program

2012
2012年 launched to facilitate ﬁxed-costpurchases of renewable energy

2013

Operation of the
Takuma Solar Power
Plant began
Takuma Solar Power Plant

Amagasaki Factory

1942

Operation began at
Harima Factory

Harima Factory under construction

1949

19

Bagasse-ﬁred boiler, the ﬁrst
product of its kind in the industry,
exported

TAKUMA CSR Report 20181963

Japanʼs ﬁrst waste
incineration plantdelivered
Sewerage treatment
facility delivered

1992

1999

ISO14001 certiﬁcation obtained for
our Harima Factory

Japanʼs ﬁrst waste
incineration plant

Waste Management and Public

1970年 Cleansing Act and Water Pollution
1970
Control Act enacted

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

1993年 Basic Environment Act enacted
1993

1999年 Dioxins enacted
1999

Act on Special Measures against

2006

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

2007 Takumaʼs ﬁrst “CSR Report” issued

2017

Order received for a 50,000 kW biomass
power plant (FIT-approved facility)

Biomass Power Plant

TAKUMA CSR Report 201820

The Takuma Group Network■ Takumaʼs business ofﬁces(as of June 27, 2018)

Takumaʼs business ofﬁces

Overseas group companies

Group companies in Japan

1 Head Ofﬁce

6 Chubu Branch

2 Osaka Ofﬁce

7 Kyushu Branch

2-2-33 Kinrakuji-cho, Amagasaki, Hyogo
660-0806, Japan
TEL +81-6-6483-2609 FAX +81-6-6483-2751
Hanahara 6th Bldg., 6-8-31 Nishinakajima,
Yodogawa-ku, Osaka 532-0011, Japan
TEL +81-6-4805-7600 FAX +81-6-4805-7601

3 Tokyo Branch

Nomura Higashi-nihonbashi Bldg., 1-1-7
Higashinihonbashi, Chuo-ku, Tokyo 103-0004,
Japan
TEL +81-3-5822-7800 FAX +81-3-5822-7888

4 Hokkaido Branch

5 Tohoku Branch

NMF Sendai Aoba-dori Bldg., 2-1-2 Ichibancho,
Aoba-ku, Sendai, Miyagi 980-0811, Japan
TEL +81-22-222-3042 FAX +81-22-225-6759

1 Nippon Thermoener Co., Ltd.

Manufacture and sale of a wide range of boilers andrelated equipment
Shirokanedai Bldg., 3-2-10 Shirokanedai, Minato-ku,
Tokyo 108-0071, Japan
TEL +81-3-6408-8251 FAX +81-3-6408-8278
http://www.n-thermo.co.jp

2 Takuma Technos Co., Ltd.

Maintenance, management and operation of waste treatment
facilities, water treatment facilities and other facilities, as wellas the design, installation and management of various typesof boilers, environmental equipment and other equipment
10th Chuo Bldg., 1-5-6 Nihonbashi-honcho, Chuo-ku, Tokyo
103-0023, Japan
TEL +81-3-3231-2911 FAX +81-3-3231-2917
http://www.takumatechnos.co.jp

3 Hokkaido Sanitary Maintenance Co., Ltd.

Operation and maintenance of sewage treatment facilities
Daigo Bldg., 5-11, Ohdori Nishi, Chuo-ku, Sapporo,
Hokkaido 060-0042, Japan
TEL +81-11-221-8398 FAX +81-11-221-8542

25

2
9

8
14

13

4 3 4

4 Takuma Technos Hokkaido Co., Ltd.

5

1

26 16

Design, construction and superintendence of
air-conditioning equipment, feed-water/drainage
sanitation equipment, and electrical equipment
Nomura Higashi-nihonbashi Bldg., 1-1-7
Higashinihonbashi, Chuo-ku, Tokyo 103-0004, Japan
TEL +81-3-5825-0921 FAX +81-3-5825-1631
http://www.sunplant.co.jp

28

6 Takuma Engineering Co., Ltd.

Design of environmental equipment plants and energy plants
Takuma Bldg., 2-2-33 Kinrakuji-cho, Amagasaki,
Hyogo 660-0806, Japan
TEL +81-6-6487-4820 FAX +81-6-6487-4829
http://www.takuma-eng.co.jp

20

5
29

7 Takuma System Control Co., Ltd.

Design of electrical instrumentation equipment, including
environmental equipment plants and energy plants
Takuma Bldg., 2-2-33 Kinrakuji-cho, Amagasaki,
Hyogo 660-0806, Japan
TEL +81-6-6487-4830 FAX +81-6-6487-4839
http://www.takuma-sc.co.jp

7

19

6

Operation and maintenance of waste treatment facilities
Daigo Bldg., 5-11, Ohdori Nishi, Chuo-ku, Sapporo,
Hokkaido 060-0042, Japan
TEL +81-11-221-4128 FAX +81-11-221-1030

5 Sun Plant Co., Ltd.

15

21

3

12

9 10

22

27

1 6 7 11 18

8 Dan-Takuma Technologies Inc.

2

23

24

Manufacture and sale of clean equipment, cleaning
equipment, chemical ﬁlters, clean rooms, drying
equipment and thermal chambers
3-12-16 Iwadokita, Komae, Tokyo 201-0004, Japan
TEL +81-3-3488-1111 FAX +81-3-3488-1118
http://www.dan-net.com

9 Kyoritsu Setsubi Co., Ltd.

17

21

TAKUMA CSR Report 2018

Yakuin Business Garden, 1-1-1 Yakuin, Chuo-ku,
Fukuoka 810-0022, Japan
TEL +81-92-717-2828 FAX +81-92-717-2830

8 Okinawa BranchCommons Bldg., 1-11-12 Mashiki, Ginowan,
Okinawa 901-2224, Japan
TEL +81-98-898-6650 FAX +81-98-898-6657

9 Harima Factory

1 Taiden Environtech Co., Ltd.

Maintenance of waste treatment and other facilities
7F., No. 16, Lane 35, Jihu Rd., Neihu District, Taipei
114-92, Taiwan
TEL +886-2-2659-7137 FAX +886-2-2656-0584

2 Siam Takuma Co., Ltd.

Sale of energy and environment-related plants,
sales of parts for the same plants and after-sales
service
77/53 Sinn Sathorn Tower, 15th Floor,
Krungdhonburi Road, Klongtonsai, Klongsarn,
Bangkok 10600, Thailand
TEL +66-2438-5616 FAX +66-2440-0114

1-2-1 Shinhama, Arai-cho, Takasago, Hyogo
676-8540, Japan
TEL +81-79-443-6511 FAX +81-79-443-6599

10 Taipei Branch

7F., No.16, Lane 35, Jihu Rd., Neihu District, Taipei
114-92, Taiwan
TEL +886-2-8752-3838 FAX +886-2-2656-0584■ Group companies in Japan2

8

Daitokai Bldg., 3-22-8, Meieki, Nakamura-ku,
Nagoya, Aichi 450-0002, Japan
TEL +81-52-571-5211 FAX +81-52-581-3005

The Takuma
Group Network

Daigo Bldg., 5-11, Ohdori Nishi, Chuo-ku, Sapporo,
Hokkaido 060-0042, Japan
TEL +81-11-221-4106 FAX +81-11-241-0523

10 1■ Overseas group companies

Design, construction and superintendence of waste
treatment facilities, mechanical equipment of sewage
treatment facilities, and boiler plants for general industries
5-1-38 Yurigahara, Kita-ku, Sapporo, Hokkaido
002-8081, Japan
TEL +81-11-770-2811 FAX +81-11-770-2822

10 Kankyo Sol-Tech Co., Ltd.

Analyzing and measurement for environment-related issues,
including water quality, exhaust gas and soil pollution
1-2-1 Shinhama, Arai-cho, Takasago, Hyogo 676-0008, Japan
TEL +81-79-443-6508 FAX +81-79-443-6510
http://www.k-soltech.co.jp

11 Takuma Plant Service Co., Ltd.

20 Hokutan High Trust Co., Ltd.

Operation and maintenance management of amunicipal solid waste treatment facilities
943 Booka, Takeno-machi, Toyooka, Hyogo
669-6331, Japan
TEL +81-796-21-9111 FAX +81-796-21-9112
http://hokutan-ht.com

Maintenance of a wide variety of boilers andenvironmental facilities
2-2-27 Kinrakuji-cho, Amagasaki, Hyogo 660-0806, Japan
TEL +81-6-6488-8434 FAX +81-6-6488-0300
http://www.takuma-ps.com

21 Suwako High Trust Co., Ltd.

Municipal solid waste and industrial waste
treatment services
1 Takayanishitani, Sonobe-cho, Nantan, Kyoto 622-0032, Japan
TEL +81-771-68-3636 FAX +81-771-68-3639
http://www.c-rp.co.jp

22 Imabari High Trust Co., Ltd.

Facility upgrading, operation and maintenance ofmunicipal solid waste ﬁnal disposal sites
374-12 Higashino, Nagaizumi-cho, Suntou-gun,Shizuoka 411-0931, Japan
TEL +81-55-989-2268 FAX +81-55-987-9935
http://www.nagaizumi-ht.jp

23 Energy Mate Co., Ltd.

12 Campo Recycle Plaza Co., Ltd.

13 Nagaizumi High Trust Co., Ltd.

14 Fujisawa High Trust Co., Ltd.

Operation and maintenance management ofmunicipal solid waste treatment facilities
2168 Ishikawa, Fujisawa, Kanagawa 252-0815, Japan
TEL +81-466-45-5411 FAX +81-466-45-5454

15 Iwate-Kenpoku Clean Co., Ltd.

Municipal solid and industrial waste treatment services
48-34, Dai 20 Chiwari, Esashika, Kunohe-mura,
Kunohe-gun, Iwate 028-6505, Japan
TEL +81-195-42-4085 FAX +81-195-42-4550
http://www.iwate2cln.co.jp

16 Hitachinaka-Tokai High Trust Co., Ltd.

Operation and maintenance management of amunicipal solid waste treatment facilities
4769-14 Uchiyama, Okaya, Nagano 394-0055, Japan
TEL +81-266-78-1590 FAX +81-266-78-1591
http://www.suwako-ht.jp
Operation and maintenance management of amunicipal solid waste treatment facilities
394 Machiyakou, Imabari, Ehime 799-1514, Japan
TEL +81-898-35-5181 FAX +81-898-35-5182
http://bariclean.jp
Sale of cogeneration systems and systems for thegeneration equipment of the same and total service
for onsite energy systems for consumer use
Midosuji Daiwa Bldg., 3-6-8 Kyutaromachi,
Chuo-ku, Osaka 541-0056, Japan
TEL +81-6-6241-6200 FAX +81-6-6241-6210
http://www.energy-mate.co.jp

24 Kashihara High Trust Co., Ltd.

Operation and maintenance management of municipal
solid waste treatment facilities
1038-2 Kawanishi-cho, Kashihara, Nara 634-0826, Japan
TEL +81-744-26-6227 FAX +81-744-26-6228

25 Tochigi High Trust Co., Ltd.

Industrial waste treatment services
18-3 Kinugaoka, Moka, Tochigi 321-4367, Japan
TEL +81-285-83-3966 FAX +81-285-83-6500
http://www.t-hitrust.co.jp

Operation and maintenance management ofmunicipal solid waste treatment facilities
103-2 Shinkocho, Hitachinaka, Ibaraki 312-0005, Japan
TEL +81-29-265-5371 FAX +81-29-265-5372
http://hitachinaka-tokai-ht.com

26 Katsuta Co., Ltd.

Operation and maintenance management ofmunicipal solid waste treatment facilities
1-5 Kokatsu, Tachibana-cho, Anan, Tokushima779-1631, Japan
TEL +81-884-49-5823 FAX +81-884-49-5824
http://www.ecopark-anan.com

27 R.B.N. Co., Ltd.

17 Anan High Trust Co., Ltd.

18 Takuma Energy Co., Ltd.

Power retail business
Takuma Bldg., 2-2-33 Kinrakuji-cho, Amagasaki,
Hyogo 660-0806, Japan
TEL +81-6-6487-4870 FAX +81-6-6483-2794

19 Kurume High Trust Co., Ltd.

Operation and maintenance management of amunicipal solid waste treatment facilities
2225 Hacchojima, Miyanojin-machi, Kurume,
Fukuoka 839-0805, Japan
TEL +81-942-27-7490 FAX +81-942-27-7491
http://www.kurume-ht.com

Industrial waste and municipal solid waste
treatment services
1968-2 Koya, Hitachinaka, Ibaraki 312-0002, Japan
TEL +81-29-270-3711 FAX +81-29-270-3712
http://www.eco-katsuta.com
Municipal solid waste, including waste home
appliances and ofﬁce automation equipment, andindustrial waste treatment services
3059-20 Nakajima, Shikama-ku, Himeji, Hyogo
672-8035, Japan
TEL +81-79-243-1200 FAX +81-79-243-1202
http://rbn.jp

28 Ichihara New Energy Co., Ltd.

Industrial and municipal solid waste treatment services
733 Mandano, Ichihara, Chiba 290-0549, Japan
TEL +81-436-50-8300 FAX +81-436-50-8400
http://www.ichihara-new.com

29 Ecos Yonezawa Co., Ltd.

Final disposal of industrial waste
7028-1 Yanazawa, Yonezawa, Yamagata 992-0077, Japan
TEL +81-238-39-4050 FAX +81-238-39-4051
http://www.ecos-y.co.jp

TAKUMA CSR Report 201822